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Scrum PSPO-II (Professional Scrum Product Owner II) Certification Exam is an advanced certification for product owners who have already demonstrated their proficiency in product ownership through the Scrum PSPO-I certification. The Scrum framework is widely used in the software development industry to manage complex projects and deliver high-quality products that meet customer requirements. The Scrum PSPO-II Certification is designed to validate the advanced skills and knowledge required to excel as a product owner in a Scrum environment.

Scrum Professional Scrum Product Owner II Sample Questions (Q20-Q25):

NEW QUESTION # 20
You have been a Product Owner at a new company for a few weeks. It has become clear to you that many people, both inside and outside the Scrum Team, expect close involvement in the decisions that you, as a Product Owner, are accountable for.
As a result, you find that it takes too long to make decisions. Which of the following are reasonable options you could take?
(choose the best three answers)

A. Allow other members of the Scrum Team and stakeholders to continue making decisions they are not accountable for; documenting which decisions do not deliver the intended value.
B. Demonstrate, with the help of data, how long it is taking you to make decisions and the impact that the long decision-making cycle has on delivering value to the customer.
C. Work with your Scrum Master to better understand what next steps you can take to move the company's understanding of product ownership up in the maturity curve towards Entrepreneur.
D. Start making all the decisions without consulting the others who have expressed interest.
E. Create and share a delegation board that displays your decision-making areas and work with your Scrum Team to clarify decision making accountability and responsibility.

Answer: B,C,E

Explanation:
Explanation
As a Product Owner, you are responsible for making decisions that maximize the value of the product and align with the product vision and strategy. However, you also need to collaborate with the Scrum Team and the stakeholders, and respect their input and feedback. Making decisions without consulting them or allowing them to make decisions they are not accountable for can lead to confusion, conflict, and waste. Therefore, options A and B are not reasonable.
Option C is a reasonable option because it helps you communicate your decision-making areas and delegate some decisions to the appropriate level of the organization. A delegation board is a tool that shows who has the authority to make which decisions, and how much involvement is expected from others. By creating and sharing a delegation board, you can clarify your role as a Product Owner, empower the Scrum Team and the stakeholders, and reduce the time and effort spent on decision making.
Option D is also a reasonable option because it helps you improve the company's culture and mindset towards product ownership. As a Product Owner, you need to act as an entrepreneur, who is able to innovate, experiment, and validate assumptions. However, not all organizations are ready to support this kind of product ownership, and some may have a more traditional or bureaucratic approach. Working with your Scrum Master, you can identify the gaps and barriers that prevent you from being an effective Product Owner, and take steps to overcome them. For example, you can educate and coach the organization on the benefits of agile product management, create a shared product vision and roadmap, and foster a culture of trust and transparency.
Option E is another reasonable option because it helps you demonstrate the value of your decisions and the cost of delay. As a Product Owner, you need to use data and evidence to support your decisions and measure their impact. By showing how long it is taking you to make decisions and how that affects the delivery of value to the customer, you can justify your choices and persuade others to support them. You can also use data to identify the most important and urgent decisions, and prioritize them accordingly. This way, you can avoid analysis paralysis and focus on delivering value faster and more frequently.

NEW QUESTION # 21
What would be the best way to have multiple teams get started on a multi-product initiative? (choose the best answer)

A. Explain to them the goal of the initiative, how success will be measured, and together agree with how they will provide transparency.
B. Let the teams know what time of reporting the business will be needing.
C. Ensure that all features are assigned to the most suitable teams before getting started.
D. Have them start with what they have as they'll self-organize and eventually figure out what to do.

Answer: A

NEW QUESTION # 22
Which of the following measures might help you determine whether your product is delivering value to your customer?
(choose the best answer)

A. None of the above.
B. The average cost of your product release.
C. The on-schedule performance of the Scrum Team.
D. The number of "must-do" Product Backlog items delivered in a release.
E. All of the above.
F. How often your customers use your product.

Answer: F

Explanation:
Explanation
The value of a product is not determined by how many features it has, how much it costs, or how fast it is delivered, but by how well it meets the needs and expectations of the customers and stakeholders. Therefore, the best measure of value is how often and how effectively the customers use the product to achieve their goals and solve their problems. This can be assessed by using metrics such as customer satisfaction, retention, engagement, loyalty, referrals, revenue, or any other indicators that reflect the desired outcomes and benefits of the product.
The other options are not the best measures of value, because they either focus on the output rather than the outcome, or they do not reflect the customer perspective. The number of "must-do" Product Backlog items delivered in a release may indicate the scope or the quality of the product, but not necessarily the value. The average cost of the product release may indicate the efficiency or the profitability of the product, but not necessarily the value. The on-schedule performance of the Scrum Team may indicate the predictability or the agility of the product development process, but not necessarily the value. References := Professional Scrum Product Owner™ II Certification, Managing Products with Agility, Evidence-Based Management

NEW QUESTION # 23
When should refining of the Product Backlog occur? (choose the best two answers)

A. The Product Owner must do this as essential work in Sprint 0.
B. The Product Owner and the Developers do it in the current Sprint if they have been unable to do it in preceding Sprints.
C. The Business Analysts prepare items be worked on at least 1 Sprint ahead of development.
D. The Product Owner and the Developers can refine the Product Backlog during any Sprint as needed, ideally in advance of the upcoming Sprint.
E. The Product Owner does this between the end of the previous Sprint and the start of the next.

Answer: B,D

NEW QUESTION # 24
Which of the following is the Product Owner accountable for maintaining and communicating? (choose the best answer)

A. The Product Vision
B. Developers utilization.
C. The Sprint burndown chart.
D. The Definition of Done

Answer: A

NEW QUESTION # 25
......

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2025 Efficient 100% Free PSPO-II–100% Free Free Study Material | Professional Scrum Product Owner II Exam Objectives

Free PSPO-II Study Material & Valid PSPO-II Exam Objectives Ensure You a High Passing Rate - RealExamFree

Scrum Professional Scrum Product Owner II Sample Questions (Q20-Q25):

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