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

The Product Backlog is an ordered list of what is needed to improve the product, and it is the single source of work undertaken by the Scrum Team. The Product Owner is responsible for ordering the Product Backlog items by value, risk, priority, and dependencies. The Product Backlog should be transparent and accessible to the Scrum Team and the stakeholders, so that everyone can understand the scope and progress of the product development. Therefore, options A and B are true statements about the Product Backlog.

Option C is not true because the Product Backlog items can be expressed in various formats, such as user stories, use cases, scenarios, or any other way that clearly conveys the intent and value of the item. User stories are a common and useful technique, but not a mandatory one.

Option D is not true because the Product Backlog is not a fixed and complete specification of the product, but rather an emergent and dynamic artifact that evolves over time. The Product Backlog items are refined and clarified by the Product Owner and the Developers throughout the product development process, and new items can be added or removed as needed. The Product Backlog does not need to be fully defined before the first Sprint begins, but only enough to support the first Sprint Planning.

Option E is not true because the Product Owner is not the only source of ideas and requirements for the product. The Product Owner collaborates with the Developers and the stakeholders to discover, validate, and prioritize the Product Backlog items. The Product Owner may delegate the authority to add items to the Product Backlog to others, but remains accountable for the ordering and the value of the Product Backlog.

Option F is not true because the Product Backlog does not replace the communication and collaboration between the Developers and the stakeholders. The Product Backlog represents the input of all stakeholders, but it is not a substitute for direct feedback and interaction. The Developers need to engage with the stakeholders to understand their needs, expectations, and feedback, and to deliver a valuable product increment that meets the Sprint Goal and the Definition of Done. References:

Professional Scrum Product Owner II Assessment

Understanding and Applying the Scrum Framework

Managing Products with Agility

[What is a Product Backlog?]

[Product Backlog Explained]

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.

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