PSPO-II Exam Dumps : Professional Scrum Product Owner™ II (PSPO 2)

Comprehensive and Detailed In-Depth Explanation:

The scenario describes a product withlow Current Valueandhigh Unrealized Value, meaning that while the product is not currently delivering significant value, there is potential for substantial improvement.

Additionally:

A high product cost ratio (85%)means that a large portion of revenue is being consumed by operating costs, leaving little room for new development.

A long time-to-marketsuggests inefficiencies in the development and delivery process, preventing rapid iteration and improvement.

Given these conditions, thebest long-term strategy is to address the underlying inefficiencies before attempting to innovate.

Analysis of Answer Choices:

Option A: Drop the product(Incorrect)

Abandoning the product is premature, as theUnrealized Value is high.

High Unrealized Value indicates potential customer demand or market opportunity that has not yet been tapped.

A Product Owner should first explore ways to unlock that value before considering discontinuation.

Option B: Improve efficiency by eliminating waste(Correct)

Addressing inefficiencies inproduct development, delivery, and cost structureis a fundamental step before attempting new innovations.

By reducing waste, improving operational efficiency, and lowering costs, the teamcan free up resources to invest in new high-value features.

Scrum and Agile emphasize continuous improvement—optimizing processes enables faster, more cost-effective feature development in the future.

Option C: Focus on high-value features despite inefficiencies(Incorrect)

While prioritizing high-value features is important, thelack of capacity and long time-to-marketwould limit the effectiveness of this strategy.

Without firstimproving efficiency, the product will continue to struggle with slow delivery, high costs, and missed opportunities.

Key Scrum and Agile Principles Supporting This Answer:

Continuous Improvement: Scrum promotes regularinspection and adaptationto optimize processes and eliminate waste.

Sustainable Development: Focusing on long-term product viability requiresfixing systemic inefficienciesbefore pursuing new growth.

Empirical Process Control: Decisions should be based on data; the data here suggests inefficiencies are a major blocker to success.

Conclusion:

Thebest approach is to first improve efficiency by eliminating waste, reducing costs, and accelerating time-to-market. Once the team has built a solid foundation, they can thenfocus on innovation and unlocking the Unrealized Value of the product.

Comprehensive and Detailed In-Depth Explanation:

In Scrum, theSprint Backlogis aliving artifactthat evolves throughout the Sprint as the team gains new insights. The responsibility ofupdating the Sprint Backlog lies exclusively with the Developers, as they are the ones executing the work.

Roles and Responsibilities:

Developers:

They are solely responsible for creating, managing, and updating the Sprint Backlog.

They continuously update it as they learn more about the work needed to achieve theSprint Goal.

Any changes, additions, or deletions to the Sprint Backlog are determined by the Developers based on new information.

Product Owner:

The Product Owner is responsible for managing theProduct Backlog, not the Sprint Backlog.

However, they collaborate with Developers if thescope of the Sprint Backlog needs renegotiation.

They prioritize product value but do not directly modify the Sprint Backlog.

Scrum Team:

The termScrum Teamincludes theDevelopers, Product Owner, and Scrum Master.

While they collaborate,only the Developers make changes to the Sprint Backlog.

Project Manager:

Scrum does not define a Project Manager role.

Traditional project management responsibilities are distributed across theScrum roles.

TheDevelopers are self-organizing, meaning they do not need external direction to update their plan.

Key Scrum Guide Principles Supporting This:

The Sprint Backlog isa plan by and for the Developers.

The Developersown and manage their workthroughout the Sprint.

The Sprint Backlog isadapted dailyto reflect progress toward the Sprint Goal.

No one else, including the Product Owner or Scrum Master, is allowed to modify the Sprint Backlog.

Conclusion:

Only theDevelopershave the authority to update the Sprint Backlog during a Sprint. This ensures that they maintain ownership of their work and adapt as necessary to successfully achieve theSprint Goal.

According to the Professional Scrum Product Owner™ II certification guide1, a Product Backlog is an ordered list of what is needed to improve the product. It is the single source of work undertaken by the Scrum Team. The Product Backlog is owned by the Product Owner, who is accountable for maximizing the value of the product resulting from the work of the Scrum Team. Therefore, a separate Product Backlog is needed for every product, not for every Scrum Team, portfolio, program, or all of the above. Multiple Scrum Teams can work on the same product and share the same Product Backlog2. A portfolio or a program may consist of multiple products, each with its own Product Backlog3. References: 1: Professional Scrum Product Owner™ II Certification | Scrum.org 2: What is a Product Backlog? | Scrum.org 3: Product Backlog Explained [+ Examples] | Atlassian