2024年最新のPSPO-II試験資料PSPO-II学習ガイド
お手軽に合格させるPSPO-II試験にはこちらが提供する問題集PDFテストエンジン
スクラムPSPO-II（プロのスクラム製品所有者II）認定試験は、製品所有の分野でのスキルと知識をさらに強化しようとしている専門家の高度なレベルの認定です。この認定は、製品戦略、利害関係者管理、製品バックログ管理、製品価値の最適化などの分野で候補者の習熟度をテストするように設計されています。この試験は、すでにスクラム製品所有者の認定を取得しており、この分野でかなりの経験を積んだ専門家向けです。
Scrum PSPO-II（Professional Scrum Product Owner II）認定試験は、Scrumの分野でスキルと知識を向上させたい経験豊富なプロダクトオーナーを対象に設計されています。この試験は、Scrum.org Professional Scrum Product Owner認定プログラムの2番目のレベルであり、Scrumフレームワークと製品開発への適用方法について深い理解が必要です。
質問 # 36
Your organization uses NPS (Net Promoter Score) measures to understand your customers' satisfaction levels. Your team had invested a lot of time and effort creating and delivering a release that included many new product features. After a few months, you see that the NPS score did not improve.
What other measures can help you to better understand this outcome? (choose the best two answers)
- A. Market Share
- B. Feature Usage Index
- C. Lead Time
- D. Installed Version
- E. Release Frequency
正解：B、C
質問 # 37
True or False: Michael, a new Product Owner, has been assigned to work in the Finance industry, which is new to him. He is unsure about the market desires and customer needs. The Product Manager advised Michael to conduct experiments, validate customer needs, start doing smaller releases more often.
- A. False
- B. True
正解：B
質問 # 38
When should the Product Owner update the project plan?
(choose the best answer)
- A. Before the Sprint Planning to know how much work will have to be done in the Sprint.
- B. The Product Backlog is the plan in Scrum. It is updated as new information and insights emerge.
- C. After the Daily Scrum to ensure an accurate daily overview of project progress.
- D. The project plan must be updated prior to the Sprint Retrospective.
正解：B
解説：
In Scrum, there is no separate artifact called a project plan. The Product Backlog is the plan for the product development, and it contains all the features, requirements, enhancements, and fixes that are needed to deliver a valuable product. The Product Backlog is not a static or fixed document, but rather an emergent and dynamic one. It is constantly updated and refined by the Product Owner and the Developers as they learn more about the product, the users, the market, and the technology. The Product Backlog is updated whenever new information and insights emerge, which can happen at any time during the product development process. Therefore, option C is the best answer.
Option A is not correct because the Daily Scrum is not a status meeting, but rather a time-boxed event for the Developers to inspect their progress towards the Sprint Goal and adapt their Sprint Backlog accordingly. The Product Owner does not need to update the Product Backlog after the Daily Scrum, unless there is a significant change in the product vision, strategy, or value proposition that affects the Product Backlog items.
Option B is not correct because the Sprint Retrospective is not a time to update the Product Backlog, but rather a time-boxed event for the Scrum Team to inspect their way of working and identify potential improvements. The Product Owner does not need to update the Product Backlog before the Sprint Retrospective, unless there is a need to communicate a change in the Product Goal or the product roadmap that affects the Product Backlog items.
Option D is not correct because the Sprint Planning is not a time to know how much work will have to be done in the Sprint, but rather a time-boxed event for the Scrum Team to collaborate on selecting and planning the Product Backlog items that will deliver the Sprint Goal. The Product Owner does not need to update the Product Backlog before the Sprint Planning, unless there is a need to reorder or clarify the Product Backlog items that are the most valuable and relevant for the upcoming Sprint. Reference:
Professional Scrum Product Owner II Assessment
Understanding and Applying the Scrum Framework
Managing Products with Agility
What is a Product Backlog?
Product Backlog Explained
質問 # 39
When the Product Owner is too busy to work with all of the teams in a multi-team product development effort, which strategy will help them? (choose the best answer)
- A. All of the above
- B. Add component team Product Owners
- C. Communicate a clear Product Goal and delegate some activities to the Developers.
- D. Enlist the Program Management Office to help coordinate work
- E. Assign sub-Product Owners to each Scrum Team
正解：C
質問 # 40
What might indicate to a Product Owner that they need to work more with the Scrum Team?
(choose the best answer)
- A. People frequently leave the Scrum Team.
- B. The acceptance criteria for the Product Backlog items do not appear to be complete.
- C. The Increment presented at the Sprint Review does not reflect their expectations.
- D. They are not working full time with the Scrum Team.
正解：C
解説：
Option D is the best answer because it indicates that the Product Owner and the Scrum Team are not aligned on the vision, goals, and value of the product. The Product Owner is responsible for maximizing the value of the product and the work of the Scrum Team1. To do so, the Product Owner needs to work closely with the Scrum Team, communicate the product vision, provide clear and valuable Product Backlog items, collaborate on the Sprint Goal, and inspect and adapt the product based on feedback23.
If the Increment presented at the Sprint Review does not reflect the Product Owner's expectations, it means that there is a gap between what the Product Owner wants and what the Scrum Team delivers.
This gap can lead to waste, rework, dissatisfaction, and missed opportunities. The Product Owner should work more with the Scrum Team to ensure that they have a shared understanding of the product and its value proposition, and that they deliver Increments that meet the Definition of Done and the acceptance criteria45.
Option A is not the best answer because it does not necessarily imply that the Product Owner needs to work more with the Scrum Team. People may leave the Scrum Team for various reasons, such as personal, professional, or organizational factors. While the Product Owner should care about the well-being and motivation of the Scrum Team members, and try to foster a positive and collaborative environment, the Product Owner is not accountable for the people management or the team composition1. The Scrum Master is more likely to address the issues that cause people to leave the Scrum Team, such as impediments, conflicts, or dysfunctions.
Option B is not the best answer because it does not necessarily imply that the Product Owner needs to work more with the Scrum Team. The Product Owner is expected to spend enough time with the Scrum Team to provide them with the necessary guidance and feedback2. However, the Product Owner also has other responsibilities, such as engaging with stakeholders, customers, and users, managing the Product Backlog, validating the product value, and aligning the product strategy with the business goals12. The Product Owner does not need to work full time with the Scrum Team, as long as they are available and accessible when needed, and they empower the Scrum Team to make decisions and self-organize .
Option C is not the best answer because it does not necessarily imply that the Product Owner needs to work more with the Scrum Team. The acceptance criteria for the Product Backlog items are the conditions that must be met for the items to be considered done and valuable. The Product Owner is accountable for defining and communicating the acceptance criteria to the Scrum Team1. However, the Product Owner can also collaborate with the Scrum Team and the stakeholders to refine and clarify the acceptance criteria, and to ensure that they are aligned with the Definition of Done and the Sprint Goal .
The acceptance criteria for the Product Backlog items may not appear to be complete at the beginning of the Sprint, but they can be refined and updated throughout the Sprint, as long as they do not change the scope or the value of the items. The Product Owner should work with the Scrum Team to ensure that the acceptance criteria are clear, testable, and valuable, but they do not need to work more with the Scrum Team just because the acceptance criteria are not complete at a certain point in time.
References:
1: Product Owner Accountabilities
2: Product Backlog Management
3: Product Value
4: Product Vision
5: Sprint Review
6: Scrum Master Accountabilities
7: Stakeholders & Customers
8: Business Strategy
9: Definition of Done
10: Product Backlog Refinement
11: Sprint Planning
12: Sprint Backlog
質問 # 41
Which phrase best describes a Product Owner?
(choose the best answer)
- A. Value maximizer.
- B. Team manager.
- C. Requirements engineer.
- D. Go-between for the Developers and customers.
正解：A
解説：
According to the Scrum Guide, the Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team1. This means that the Product Owner is responsible for defining, prioritizing, and delivering the features and functionalities that create the most value for the customers, users, and stakeholders of the product2. The Product Owner does this by managing the Product Backlog, collaborating with the Developers and the Scrum Master, validating the product assumptions and hypotheses, and measuring the outcomes and impacts of the product3. The Product Owner is not just a go-between, a requirements engineer, a team manager, or any other traditional role, but rather a value maximizer who drives the product vision and strategy, and ensures that the product delivers the desired benefits and solves the real problems4
質問 # 42
You are the Product Owner at a small company with a single product. You have authority over pricing, promotion, and how much is invested in new features or capabilities. Your product has:
* High Current Value - as indicated by high customer satisfaction.
* High Unrealized Value - as indicated by low market share.
Using those two data points, what is the first action you should take to increase the business performance of the product?
(choose the best answer)
- A. Improve the marketing of the product to attract a greater number of customers.
- B. Increase the number of product features to attract a greater number of customers.
- C. Drop the price for the product to attract a greater number of customers.
- D. Release an identical product to market, but give it a new product name.
正解：A
解説：
= Based on the Evidence-Based Management (EBM) framework, your product has a high Current Value (CV), which means that it delivers value to the existing customers and meets their needs and expectations. However, it also has a high Unrealized Value (UV), which means that there is a large gap between the potential and actual use of the product in the market. This indicates that your product has a low awareness, reach, or appeal among the potential customers who could benefit from it.
To increase the business performance of the product, you need to reduce the UV and increase the Ability to Innovate (A2I), which is the ability to deliver future value. One way to do this is to improve the marketing of the product, which can help you to communicate the value proposition, differentiate the product from the competitors, and attract a greater number of customers. This can also provide you with more feedback and data to inform your product strategy and backlog prioritization.
The other options are not the best actions to take, because they either do not address the root cause of the high UV, or they may compromise the CV or A2I of the product. Increasing the number of product features may not necessarily increase the value or the demand for the product, and it may also increase the complexity and the cost of development. Releasing an identical product with a new name may confuse the customers and dilute the brand identity, and it may also create legal or ethical issues. Dropping the price for the product may not be a sustainable or profitable strategy, and it may also affect the perceived quality or value of the product. References := Professional Scrum Product Owner™ II Certification, Managing Products with Agility, Evidence-Based Management
質問 # 43
Your department has several teams working on different products at the same time.
Which of the following would be the best approach if managers want to understand the status of each team? (choose the best answer)
- A. Have a common status reporting tool that each team will fill out and can be shared with the managers.
- B. Have the teams created a comprehensive project plan and track their work against the plan.
- C. Ask the teams to collaborate and develop a common way to share their goals and achievements toward their goals for each planning period.
- D. Have the teams standardize their estimation practices across all teams to make it easier to compare the performance of each team.
正解：C
質問 # 44
The timebox for the Sprint Review is:
(choose the best answer)
- A. 15 minutes.
- B. Any length of time needed.
- C. At the end of every Sprint.
- D. 4 hours for a 4-week Sprint. Usually shorter for shorter Sprints.
正解：D
解説：
D is correct because the timebox for the Sprint Review is four hours or less for a one-month Sprint, and usually shorter for shorter Sprints1. The Sprint Review is an event where the Scrum Team and the stakeholders inspect the outcome of the Sprint and collaborate on what to do next1. A is incorrect because the Sprint Review is not an open-ended event, but a timeboxed one that respects the attendees' time and ensures productivity2. B is incorrect because the Sprint Review is not a point in time, but a timeboxed event that has a specific purpose and agenda1. C is incorrect because the Sprint Review is not the same as the Daily Scrum, which is a 15-minute event for the Developers to synchronize their work1.
質問 # 45
An effective Product Owner must: (choose the best answer)
- A. Be the single point of contact for all stakeholders.
- B. None of the above
- C. All of the above.
- D. Ensure that every stakeholder need is met.
- E. Be the "expert" opinion for all Product Backlog items.
- F. Ensure that the team is a productive as possible.
正解：B
質問 # 46
A Product Owner at ABC company has various types of stakeholders that provide feedback and ideas for the product. At times they have ideas that run counter to one another.
At a recent meeting, the Sales Manager insists that a new feature be added in order to reach untapped new customers. The CFO contends that this new feature is not cost-effective and suggests focusing on other features to improve the satisfaction of existing customers. The PO sees merit in both stakeholder perspectives.
How should the PO proceed? (choose the best answer)
- A. Implement a small part of the Sales Manager's proposal in order to gather more information to better understand its potential.
- B. Agree with the Sales Manager's proposal by implementing the requested features as it will help to boost the sales team's revenue.
- C. Gather the opinions of all stakeholders, then make a decision on which request to pursue based on this information.
- D. Implement the CFO's request to prevent customer churn.
正解：A
質問 # 47
The smallest product Increment that is valuable enough to release is one that:
(choose the best answer)
- A. Adds a new feature.
- B. Delivers a single new or improved outcome.
- C. Delivers all "must do" Product Backlog items.
- D. Fixes at least one defect.
正解：B
解説：
The smallest product Increment that is valuable enough to release is one that delivers a single new or improved outcome for the customers or users of the product. This is because the outcome is the ultimate measure of value, not the output or the features1. An outcome is a change in behavior, attitude, or situation that results from using the product2. An outcome can be achieved by delivering a single feature, fixing a defect, or improving an existing functionality, as long as it meets the Definition of Done and the Sprint Goal3.
Therefore, the best answer is A.
The other options are not correct because:
* B. Adds a new feature. This is not a sufficient condition, as a new feature may not deliver a valuable outcome if it is not aligned with the product vision, the customer needs, or the market conditions4.
* C. Fixes at least one defect. This is not a necessary condition, as a defect may not affect the value of the product if it is minor, rare, or irrelevant to the customer5.
* D. Delivers all "must do" Product Backlog items. This is not a realistic condition, as the Product Backlog is a dynamic and emergent artifact that changes based on feedback, learning, and discovery. There is no fixed set of "must do" items that can guarantee the delivery of value. References: 1: Outcome vs. Output, 2: What is an Outcome?, 3: The Definition of Done, 4: Feature vs. Outcome, 5:
Defect vs. Value, : The Product Backlog
質問 # 48
Team A has a velocity of 50 with a Product Backlog of 140 points ordered by business value as perceived by stakeholders.
Delivery is expected in 6 Sprints. Will this project deliver the anticipated impact? (choose the best answer)
- A. No
- B. We do not know
- C. Yes
正解：B
質問 # 49
Product A is a big revenue producer; it has:
. High Current Value and Low Unrealized Value.
Product B is a new product with a lot of potential; it has:
. Low Current Value and High Unrealized Value.
Using those two data points and taking a long-term view, which of the options below should you pursue?
(choose the best answer)
- A. Weight your investment toward Product B; since it has more potential.
- B. Weight your investment toward Product A; you do not want to risk losing customers.
- C. Invest equally in both products.
正解：A
解説：
Explanation
According to the Professional Scrum Product Owner™ II certification guide1, the Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. This means that the Product Owner should have a clear vision of the product, understand the needs and desires of the customers and stakeholders, and prioritize the Product Backlog items based on their value and urgency. The Product Ownershould also use evidence-based management to measure the value delivered by the product and make informed decisions about the product strategy and direction.
In this question, Product A has a high current value, which means that it is generating a lot of revenue and satisfying the existing customers. However, it also has a low unrealized value, which means that it has little room for improvement or innovation, and may face competition or obsolescence in the future. Product B has a low current value, which means that it is not generating much revenue or satisfying many customers.
However, it also has a high unrealized value, which means that it has a lot of potential for improvement or innovation, and may capture new markets or opportunities in the future.
Taking a long-term view, the Product Owner should weight the investment toward Product B, since it has more potential to deliver value in the future. This does not mean that the Product Owner should neglect Product A, but rather balance the investment between the two products based on the expected return on investment and the risk involved. Investing equally in both products may not be optimal, as it may result in underinvesting in Product B and overinvesting in Product A. Weighting the investment toward Product A may not be wise, as it may result in missing out on the opportunities offered by Product B and losing the competitive edge in the market.
References: 1: Professional Scrum Product Owner™ II Certification | Scrum.org
質問 # 50
What questions would an organization ask in order to evaluate Current Value? (choose all that apply)
- A. How fast can you deliver new value to customers?
- B. How happy are your investors and other stakeholders? Is their happiness improving or declining?
- C. How happy are users and customers today? Is their happiness improving or declining?
- D. What prevents customers or users from benefiting from that innovation?
- E. How happy are your employees? Is their happiness improving or declining?
正解：B、C、E
質問 # 51
Product A is a big revenue producer; it has:
. High Current Value and Low Unrealized Value.
Product B is a new product with a lot of potential; it has:
. Low Current Value and High Unrealized Value.
Using those two data points and taking a long-term view, which of the options below should you pursue?
(choose the best answer)
- A. Weight your investment toward Product B; since it has more potential.
- B. Weight your investment toward Product A; you do not want to risk losing customers.
- C. Invest equally in both products.
正解：A
解説：
According to the Professional Scrum Product Owner™ II certification guide1, the Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. This means that the Product Owner should have a clear vision of the product, understand the needs and desires of the customers and stakeholders, and prioritize the Product Backlog items based on their value and urgency. The Product Owner should also use evidence-based management to measure the value delivered by the product and make informed decisions about the product strategy and direction.
In this question, Product A has a high current value, which means that it is generating a lot of revenue and satisfying the existing customers. However, it also has a low unrealized value, which means that it has little room for improvement or innovation, and may face competition or obsolescence in the future. Product B has a low current value, which means that it is not generating much revenue or satisfying many customers.
However, it also has a high unrealized value, which means that it has a lot of potential for improvement or innovation, and may capture new markets or opportunities in the future.
Taking a long-term view, the Product Owner should weight the investment toward Product B, since it has more potential to deliver value in the future. This does not mean that the Product Owner should neglect Product A, but rather balance the investment between the two products based on the expected return on investment and the risk involved. Investing equally in both products may not be optimal, as it may result in underinvesting in Product B and overinvesting in Product A. Weighting the investment toward Product A may not be wise, as it may result in missing out on the opportunities offered by Product B and losing the competitive edge in the market.
References: 1: Professional Scrum Product Owner™ II Certification | Scrum.org
質問 # 52
Your executive leadership team believes that your product can achieve higher market share.
. The Sales Leader is pressuring you to reduce the price of the product to attract more customers.
. The Director of Finance is concerned that reducing the price will merely reduce the product's profitability.
What sources of information should you consider when deciding whether to drop the price as the Sales Leader is suggesting?
(choose the best four answers)
- A. Competitor pricing.
- B. Channel sales strategy.
- C. Market share.
- D. Customer satisfaction.
- E. Company earnings targets.
- F. Unmet customer needs.
正解：A、C、D、F
解説：
The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. They are also accountable for effective Product Backlog management, which includes ordering the Product Backlog items to best achieve goals and missions1. The Product Owner should consider various sources of information to make informed decisions about the product, such as customer feedback, market trends, stakeholder input, and data analysis2.
When deciding whether to drop the price of the product, the Product Owner should consider the following sources of information:
Customer satisfaction: The Product Owner should measure and monitor how satisfied the customers are with the product, and how likely they are to recommend it to others. Customer satisfaction is a key indicator of product value and quality, and it can also influence customer retention and loyalty. The Product Owner should use various methods to collect customer feedback, such as surveys, interviews, reviews, ratings, and net promoter score23.
Market share: The Product Owner should track and compare the product's market share with its competitors and potential customers. Market share is the percentage of the total market that is captured by the product, and it reflects the product's popularity and demand. The Product Owner should use market research, sales data, and industry reports to analyze the market share and identify opportunities and threats24.
Unmet customer needs: The Product Owner should identify and prioritize the customer needs that are not yet met by the product or its competitors. Unmet customer needs are the gaps or problems that the customers face, and that the product can solve or address. The Product Owner should use techniques such as user stories, personas, value proposition canvas, and jobs to be done to discover and validate the unmet customer needs25.
Competitor pricing: The Product Owner should benchmark and compare the product's pricing with its competitors and alternatives. Competitor pricing is the amount of money that the customers have to pay to acquire or use a similar or substitute product. The Product Owner should use competitive analysis, price elasticity, and value-based pricing to determine the optimal pricing strategy for the product2 .
The other option, company earnings targets, is not a relevant source of information for the Product Owner, as it does not reflect the value or the demand of the product. The Product Owner should focus on delivering value to the customers and the stakeholders, rather than meeting arbitrary financial goals. The company earnings targets may also change over time, and they may not align with the product vision or the market reality2 .
References: 1: Scrum Guide 2: Managing Products with Agility 3: Customer Feedback 4: Market Share 5: Unmet Customer Needs : [Competitor Pricing] : [Company Earnings Targets]
質問 # 53
A Visionary Product Owner tends to: (choose the best answer)
- A. Know all about the details, and about every bug in the software or system.
- B. Focus on the future, on changing the status quo and helping people to see what could be, instead of what is.
- C. Know all about the Developers's velocity and predictability and maximizing output in order to deliver all features.
- D. Support people in their own discovery process, whether it's about defining goals, clarifying PBIs or analyzing customer needs.
正解：B
質問 # 54
......
PSPO-IIのPDFで合格させるスゴ問題集でPSPO-II最新のリアル試験問題：https://jp.fast2test.com/PSPO-II-premium-file.html
有効なPSPO-IIテスト解答PSPO-II試験PDF：https://drive.google.com/open?id=1Vs_fJSgEHqfrhuWnPbLhAviUMVMlT6OZ