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Free PSPO-II Exam Braindumps (page: 5)

Page 4 of 17
PDF with 78 Questions

A user satisfaction gap exists when there is a difference between:

(choose the best two answers)

  1. The total market size.
  2. The user's desired outcome.
  3. The market share of the product.
  4. The user's actual experience.

Answer(s): B,D

Explanation:

A user satisfaction gap exists when there is a difference between what the user expects from a product or service and what the user actually experiences. The user's desired outcome is the goal or benefit that the user wants to achieve by using the product or service. The user's actual experience is the perception and evaluation of the product or service by the user. If the user's actual experience does not meet or exceed the user's desired outcome, the user will be dissatisfied and may switch to a different product or service.


Reference:

1: Identifying and Closing the Customer Satisfaction Gap
2: Find the Gaps in Your User Experience
3: [Outcome-Driven Innovation]
4: [User Experience] : Measure Business Opportunities with Unrealized Value



Managing a Product Backlog involves which of the following activities?
(choose all that apply)

  1. Forecasting the effort of Product Backlog items.
  2. Reducing or eliminating dependencies between Product Backlog items.
  3. Reviewing the Product Backlog with stakeholders.
  4. Breaking large Product Backlog items into multiple smaller Product Backlog items.
  5. Ordering the Product Backlog.

Answer(s): B,C,D,E

Explanation:

Product Backlog involves the following activities12:
Reducing or eliminating dependencies between Product Backlog items. This helps to increase the flexibility and adaptability of the Product Backlog, and enables the Developers to select the most valuable and feasible items to work on in each Sprint. Reviewing the Product Backlog with stakeholders. This helps to ensure that the Product Backlog reflects the needs and expectations of the customers and users, and that the Product Owner receives feedback and input from various perspectives.
Breaking large Product Backlog items into multiple smaller Product Backlog items. This helps to create a more granular and transparent Product Backlog, and allows the Product Owner to prioritize and refine the items more effectively.
Ordering the Product Backlog. This helps to communicate the relative importance and urgency of the Product Backlog items, and guides the Developers to select the most valuable items for the next Sprint.
Forecasting the effort of Product Backlog items is not an activity that is explicitly required for managing a Product Backlog. The Product Owner is mainly responsible for maximizing the value of the product, not the effort or cost of development. The effort of Product Backlog items may be estimated by the Developers, but this is not a mandatory practice and it does not affect the ordering of the Product Backlog.


Reference:

1: Product Backlog Management, 2: Managing Products with Agility, 3: Reducing Dependencies, 4: Reviewing the Product Backlog, 5: Breaking Down Product Backlog Items, : Ordering the Product Backlog, : The Product Owner, : Estimating Product Backlog Items



A Product Owner is needed for every:
(choose the best answer)

  1. Product.
  2. Portfolio.
  3. Program.
  4. All of the above.

Answer(s): A

Explanation:

The Product Owner is the sole person accountable for managing the Product Backlog and ensuring the value of the work the Scrum Team performs. The Product Owner is one person, not a committee. The Product Owner may represent the desires of a committee in the Product Backlog, but those wanting to change a Product Backlog item's priority must address the Product Owner. The Product Owner is responsible for the product and its outcome. A product is a vehicle to deliver value. It has a clear boundary, known stakeholders, well-defined users or customers. A product could be a physical product, a software product, a service, a project, or something else. A product has a product vision, which is the overarching goal of the product, the reason for creating it, and the impact it should have on its customers and users. A portfolio is a collection of products or projects that are aligned with a strategic goal or an organizational unit. A program is a group of related projects or products that are managed in a coordinated way to obtain benefits and control not available from managing them individually. A portfolio or a program may have a portfolio or program manager, who is responsible for overseeing the alignment, prioritization, and governance of the portfolio or program . However, these roles are not equivalent to the Product Owner role, as they do not have the same accountabilities and authorities as the Product Owner.
Therefore, the correct answer is that a Product Owner is needed for every product, not for every portfolio or program.


Reference:

1: Scrum Guide 2: Understanding and Applying the Scrum Framework 3: Managing Products with Agility 4: [Product Vision] 5: [Portfolio] : [Program] : [Portfolio Management] : [Program Management]



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)

  1. Devise an experiment that will help the company to better understand the new market and its potential.
  2. Trust the Director of Marketing's opinion and add the features; when revenues increase, you will be vindicated.
  3. Better understand the positions of other stakeholders to gather more information, then make a decision.
  4. Trust the CEO's opinion and focus on current customers, since you cannot afford unhappy customers.

Answer(s): A

Explanation:

= 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






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