2025年最新の更新のProfessional Scrum Product Ownerが有効なPSPO-II問題集を無料提供しています
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質問 # 37
Pick 3 activities that can be the responsibilities of the Product Owner. (choose the best three answers)
- A. Prioritize the Product Backlog
- B. Create user stories
- C. Design software
- D. Break down epic user stories into smaller ones
- E. Make technical decisions
- F. Volunteer for tasks and Provide estimates
正解：A、B、D
質問 # 38
The benefit of the Evidence-Based Management framework is:(choose the best answer)
- A. To accurately predict how a team is performing.
- B. To improve an organization's ability to deliver value.
- C. To be able to better track progress and status.
- D. To understand the efficiency of your teams.
正解：B
質問 # 39
Which approaches could help the Product Owner reduce waste in managing Product Backlog (choose the best two answers).
- A. Describe the Product Backlog Item in a precise, explicit way as expected outcomes.
- B. Create another Product Backlog dedicated to Product Backlog Items that are near the top.
- C. Delegate 50% of the total amount of Product Backlog Items to the Developers.
- D. Only write full details for Product Backlog Items that are near the top of the Product Backlog
正解：A、D
質問 # 40
Given only the information in the following three statements:
. Product A has a greater potential market than Product B.
. Product A has lower customer satisfaction than Product B.
Product B produces more revenue at the present time.
Which investment strategies should you consider for these two products?
(choose the best answer)
- A. Investigate an increase in marketing for Product B to grow its market share.
- B. For both products, continually measure the impact of any new investments or marketing.
- C. Invest in Product A to increase its market share, customer satisfaction, and revenue.
- D. All of the above.
正解：D
解説：
The Professional Scrum Product Owner II (PSPO II) emphasizes the importance of a strategic approach to product management. According to the PSPO II resources, it is essential to:
* Continually measure the impact of new investments or marketing efforts for both products (Option A).
This aligns with the PSPO II focus on evidence-based management and making decisions based on empirical data.
* Invest in Product A to increase its market share, customer satisfaction, and revenue (Option B). The PSPO II materials suggest that a product with a greater potential market but lower customer satisfaction requires attention to improve its standing and capitalize on its market potential.
* Investigate an increase in marketing for Product B to grow its market share (Option C). Even though Product B is currently generating more revenue, the PSPO II guides recommend exploring opportunities to expand its market share, which could lead to even greater revenue.
Therefore, a comprehensive investment strategy that includes all the above actions is recommended for managing products with agility, as per the PSPO II guidelines. This approach ensures that both products are given the opportunity to maximize their market potential while maintaining a focus on customer satisfaction and revenue growth. It's a holistic strategy that considers the different strengths and opportunities of each product.
質問 # 41
A Visionary Product Owner tends to: (choose the best answer)
- A. Support people in their own discovery process, whether it's about defining goals, clarifying PBIs or analyzing customer needs.
- B. Know all about the details, and about every bug in the software or system.
- C. Focus on the future, on changing the status quo and helping people to see what could be, instead of what is.
- D. Know all about the Developers's velocity and predictability and maximizing output in order to deliver all features.
正解：C
質問 # 42
Personas can help to:
(choose the best answer)
- A. Understand market potential.
- B. Discover key buying triggers.
- C. Formulate hypotheses about product value.
- D. Understand the needs of a set of users.
- E. All of the above.
正解：E
解説：
Personas are fictional characters that represent the different user types that might use your product or service in a similar way1. Personas can help you to2345:
Understand the needs of a set of users by creating empathy and insight into their goals, behaviors, and pain points.
Formulate hypotheses about product value by identifying the problems and opportunities that your product can address for each user type.
Understand market potential by estimating the size and characteristics of each user segment and their willingness to pay for your product.
Discover key buying triggers by exploring the motivations, influences, and decision-making processes of each user type.
Design and test your product features and user experience by using personas as a guide and a reference point. Reference:
1: Personas - A Simple Introduction
2: The Complete Guide to User Personas and How They Can Help Your Marketing Strategy (With Examples)
3: Personas | Usability.gov
4: The importance of personas for digital experience
5: Personas | Definition and Overview
質問 # 43
True or False: Max, a new Product Owner, is unsure about the types of requirements acceptable on a Product Backlog. He supposed that the Product Backlog should contain only a list of necessary features for a Product. The Developers should manage other types of requirements as Performing Requirement and Fixes. They are not the Product Owner's concern.
- A. Yes, Max's idea is correct.
- B. False, the Product Backlog also contains the following types: - Stability requirements, - Performance requirements, - Documentation, - Fixes - Product Functionality
- C. The Product Backlog should be the single source of truth for all the work
正解：C
質問 # 44
You are the Product Owner for a product with diverse stakeholders with differing opinions that sometimes conflict.
Your Director of Marketing strongly believes that you should add a major new feature to reach a new market. Your CEO believes that the new feature is too expensive and thinks you should focus on other features to make existing customers happier. The CEO says that as Product Owner it is ultimately your decision.
You think both perspectives have merit, but you cannot do both. How should you proceed?
(choose the best answer)
- A. Trust the CEO's opinion and focus on current customers, since you cannot afford unhappy customers.
- B. Better understand the positions of other stakeholders to gather more information, then make a decision.
- C. Devise an experiment that will help the company to better understand the new market and its potential.
- D. Trust the Director of Marketing's opinion and add the features; when revenues increase, you will be vindicated.
正解：C
解説：
= As a Product Owner, you are accountable for maximizing the value of the product and the work of the Developers. To do this, you need to have a clear vision of the product and its target users, as well as a validated understanding of the market opportunities and risks. You also need to collaborate with stakeholders and customers to align their expectations and feedback with the product goals and strategy.
In this scenario, you face a dilemma between pursuing a new market segment or satisfying the existing customers. Both options have potential value, but also uncertainty and trade-offs. The best way to proceed is to devise an experiment that will help you to test your assumptions and learn more about the new market and its potential. This could be a small-scale release, a prototype, a survey, or any other method that can provide you with empirical evidence and feedback. By doing this, you can reduce the risk of investing in a feature that may not deliver the expected value, and also gain insights that can help you to refine your product vision and backlog.
This approach is consistent with the principles of agile product management, which emphasize delivering value early and often, validating hypotheses with data, and adapting to changing customer needs and market conditions. It also demonstrates your ability to apply the Scrum values of openness, courage, and respect, as you are willing to explore new possibilities, challenge your own opinions, and involve your stakeholders and customers in the decision-making process. Reference := Scrum Guide, Managing Products with Agility, Evidence-Based Management
質問 # 45
A "cone of uncertainty" can be used to do what?
(choose the best answer)
- A. Represent the relative level of difficulty for predicting the velocity of individual team members.
- B. Determine whether to cut quality, similar to the "Iron Triangle" of project management.
- C. Rapidly identify and prioritize all uncertainties.
- D. Visualize the uncertainty of the potential value that a Scrum Team delivers over time.
正解：D
解説：
A "cone of uncertainty" is a graphical representation of the evolution of the amount of uncertainty during a project. It shows that at the beginning of a project, there is a high degree of variability and unpredictability in the estimates of the scope, cost, time, and value of the product. As the project progresses, more information and feedback are gathered, and the uncertainty decreases, reaching zero when the product is delivered and validated. A "cone of uncertainty" can be used to visualize the uncertainty of the potential value that a Scrum Team delivers over time, and to guide the empirical process of inspection and adaptation. By using a "cone of uncertainty", a Scrum Team can:
Align the expectations of the stakeholders and customers with the reality of the complex and dynamic environment.
Avoid making premature or unrealistic commitments based on inaccurate or incomplete estimates.
Embrace change and experimentation as opportunities to learn and deliver more value.
Inspect the actual value delivered and the feedback received, and adapt the product vision, strategy, and backlog accordingly.
Forecast the range of possible outcomes and the level of confidence for each Sprint and release.
The other options are not valid uses of a "cone of uncertainty". A "cone of uncertainty" does not represent the relative level of difficulty for predicting the velocity of individual team members, as velocity is a measure of the amount of work done by the whole Scrum Team, not by individuals. A "cone of uncertainty" does not rapidly identify and prioritize all uncertainties, as uncertainties are not always known or quantifiable, and may change over time. A "cone of uncertainty" does not determine whether to cut quality, similar to the "Iron Triangle" of project management, as quality is not a variable that can be traded off in Scrum, but a non-negotiable aspect of the Definition of Done and the value proposition of the product.
References:
Professional Scrum Product Owner II Certification
Managing Products with Agility
Cone of Uncertainty - Wikipedia
質問 # 46
You are a Product Owner for a product that publishes customer usage rates by feature.
An influential stakeholder does not believe the data showing the usage rates, and insists that a particular feature is essential, despite data showing low usage rates. The stakeholder believes that measuring feature usage is a waste of time.
As Product Owner you have confirmed that the data is accurate and believe that the data is valuable to help you and your team. What should you do?
(choose the best answer)
- A. Continue measuring feature usage and use it to inform your decisions, but do not publish it.
- B. Stop measuring feature usage to appease the stakeholder.
- C. Continue to measure and publish the data, to provide openness and transparency, and use it to inform your decisions.
正解：C
解説：
As a Product Owner, you are accountable for maximizing the value of the product and the work of the Scrum Team. To do this, you need to have a clear understanding of the product vision, the product value, and the product backlog management. Measuring feature usage is one way to gather empirical evidence of the value delivered by the product and the feedback from the customers and users. This data can help you validate or invalidate your assumptions, prioritize the product backlog items, and inspect and adapt the product strategy. Therefore, measuring feature usage is not a waste of time, but a valuable practice for agile product management.
Moreover, as a Product Owner, you are also responsible for engaging with the stakeholders and customers, and providing them with transparency and openness. This means that you should share the data and the insights you gain from it with them, and invite them to collaborate with you and the Scrum Team. This can help you build trust and alignment, and foster a culture of experimentation and learning. Therefore, you should not hide the data or stop measuring it, but rather use it as a basis for constructive dialogue and decision making.
Reference:
Professional Scrum Product Owner™ II Certification
Managing Products with Agility
Evidence-Based Management
質問 # 47
You work for a large financial institution. Your products have many interdependencies: you have mobile, web, and ATM product interfaces to financial products like savings, checking, spending, electronic payments, credit cards, and investments. When any of these financial products change, the changes ripple throughout the mobile, web, and ATM clients, and maintaining consistency is challenging. What should you do to reduce this problem?
(choose the best answer)
- A. Appoint a Project Lead to oversee all the products.
- B. Create a centralized, coordinated cross-product Development Plan to ensure consistency.
- C. Ensure that the PMO manages the inter-product dependencies.
- D. All of the above.
- E. Form products that are as independent as possible and let each product determine their own release plans, but ensure coordination.
正解：E
解説：
A is correct because forming products that are as independent as possible reduces the complexity and dependency of the product development, and allows each product to deliver value faster and more frequently1. Coordination among the products is still necessary to ensure alignment and consistency, but it should not be centralized or imposed by a higher authority2. B is incorrect because creating a centralized, coordinated cross-product Development Plan goes against the principles of empiricism, self-organization, and agility that Scrum promotes3. C is incorrect because appointing a Project Lead to oversee all the products undermines the accountability and autonomy of the Product Owners and the Scrum Teams4. D is incorrect because ensuring that the PMO manages the inter-product dependencies creates a layer of bureaucracy and control that hinders the collaboration and innovation of the Scrum Teams5. E is incorrect because it includes all the wrong answers.
質問 # 48
True or False: Should the Product Owner care about the dependencies between software or tools?
- A. False
- B. True
正解：A
質問 # 49
What might indicate to a Product Owner that they need to work more with the Scrum Team?
(choose the best answer)
- A. The acceptance criteria for the Product Backlog items do not appear to be complete.
- B. People frequently leave the Scrum Team.
- 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 # 50
You work for a large financial institution. Your products have many interdependencies: you have mobile, web, and ATM product interfaces to financial products like savings, checking, credit card, and investments. When any of these financial products change, the changes ripple throughout the mobile, web, and ATM clients, and maintaining consistency is challenging.
What should you do to reduce this problem? (choose the best answer)
- A. Create a centralized, coordinated cross-product Development Plan to ensure consistency.
- B. Appoint an overall Product Owner to oversee all the products.
- C. Ensure that the PMO manages the inter-product dependencies.
- D. All of the above.
- E. Form products that are as independent as possible and let each product determine their own release plans, but ensure coordination.
正解：E
質問 # 51
As a Scrum Product Owner, what should be your most important activity? (choose the best answer)
- A. Ensuring the maximum value is delivered by the product.
- B. Planning release schedules and roadmaps
- C. Being the primary contact point for all product details
- D. Making sure that all the needs of the stakeholders are satisfied.
正解：A
質問 # 52
Which of the following activities should a Product Owner never do?
(choose the best answer)
- A. Accept work done during the Sprint.
- B. Decide when to release the product Increment.
- C. Establish a Product Goal.
- D. Dictate the Sprint Goal.
正解：D
解説：
Explanation
According to the Professional Scrum Product Owner™ II certification guide1, the Sprint Goal is the single objective for the Sprint. It is a commitment made by the Scrum Team during Sprint Planning. The Sprint Goal provides guidance to the Developers on why it is valuable to build a coherent Increment. The Product Owner proposes how the product could increase its value and utility in the current Sprint. The whole Scrum Team then collaborates to define a Sprint Goal that communicates why the Sprint is valuable to stakeholders. The Product Owner should not dictate the Sprint Goal, but rather collaborate with the Developers and the Scrum Master to create a shared understanding and alignment. The other options are not activities that a Product Owner should never do, because they are either part of the Product Owner's accountabilities (A, C, D) or may be done in collaboration with others (A, D). References: 1: Professional Scrum Product Owner™ II Certification | Scrum.org
質問 # 53
Sharing people with unique skills across multiple teams will likely result in which of the following conditions?
(choose the best answer)
- A. Costs are lower since expensive resources are shared.
- B. Teams do not have to develop deep technical skills.
- C. Teams may wait more often, impeding the delivery of value.
- D. More work gets done since people are better utilized.
正解：C
解説：
Explanation
Sharing people with unique skills across multiple teams will likely result in teams having to wait more often for those people to be available, impeding the delivery of value. This is because those people will have to context-switch between different teams, products, and domains, reducing their focus and efficiency1. Moreover, sharing people with unique skills will create bottlenecks and dependencies in the delivery process, increasing the risk of delays and quality issues2. Furthermore, sharing people with unique skills will discourage teams from developing deep technical skills themselves, making them less cross-functional and self-organizing3. Therefore, the best answer is A.
The other options are not correct because:
* B. Teams do not have to develop deep technical skills. This is not a desirable condition, as it contradicts the Scrum value of commitment and the principle of continuous improvement. Teams should strive to develop deep technical skills to deliver high-quality products and to respond to changing requirements and technologies4.
* C. Costs are lower since expensive resources are shared. This is not necessarily true, as the costs of context-switching, waiting, and quality issues may outweigh the benefits of sharing resources. Moreover, this option implies a resource-oriented mindset, rather than a value-oriented mindset, which is not aligned with the Scrum framework and the Product Owner role5.
* D. More work gets done since people are better utilized. This is not a valid measure of success, as the amount of work done does not reflect the value delivered. Moreover, this option implies a utilization-oriented mindset, rather than an outcome-oriented mindset, which is not aligned with the Scrum framework and the Product Owner role. References: 1: Context Switching, 2: Bottlenecks and Dependencies, 3: Cross-Functional Teams, 4: Technical Excellence, 5: Resource vs. Value Orientation, :
Utilization vs. Outcome Orientation
質問 # 54
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