GAQM CASPO-001 - Certified Agile Scrum Product Owner (CASPO)

TheScrum Guidestates: "The purpose of the Sprint Retrospective is to plan ways to increase quality and effectiveness" by inspecting the last Sprint’s people, processes, and tools.

D:The next Sprint’s Sprint Backlog is planned in Sprint Planning, not the Retrospective,making it inappropriate.

TheScrum Guidedefines the Daily Scrum as a 15-minute time-boxed event: "The Daily Scrum is a 15-minute event for the Developers of the Scrum Team." This duration is fixed regardless of Sprint length, ensuring consistency and focus on synchronizing work and identifying impediments. Option A refers to a scheduling practice, not the time-box. Option B is arbitrary and not Scrum-defined. Option C is far too long and contradicts theScrum Guide. Option E incorrectly suggests variability based on Sprint length, which isn’t supported—15 minutes is the standard. Thus, D is the correct answer.

The Developers own the Sprint Backlog and update it as work progresses. TheScrum Guidestates: "The Sprint Backlog is a plan by and for the Developers... As new work is required, the Developers add it to the Sprint Backlog. As work is performed or completed, the estimated remaining work is updated."

A:The Scrum Master facilitates, not updates.

B:Correct—the Developers manage it.

The Product Owner maximizes value, per theScrum Guide: "The Product Owner is accountable for maximizing the value of the product."

C:Ordering the Product Backlog by value ensures high-priority items are addressed first, a core responsibility: "Ordering Product Backlog items."

D:Frequent releases test assumptions empirically, aligning with Scrum’s inspection and adaptation pillars.

A:Value Poker is a technique, not a fundamental principle, and isn’t universally required.

Self-organization gives the Developers autonomy over their work execution, but not over Product Backlog ordering, which is the Product Owner’s domain. TheScrum Guidestates: "The Developers are the people in the Scrum Team that are committed to creating any aspect of a usable Increment each Sprint."

A:Pulling items into the Sprint Backlog is their responsibility during Sprint Planning.

B:Reordering the Product Backlog is the Product Owner’s task: "Ordering Product Backlog items."

C:Delivering "Done" work is their core duty.

Stakeholder feedback isn’t limited to the Sprint Review. TheScrum Guideencourages ongoing collaboration: "The Product Owner is also accountable for effective Product Backlog management, which includes... representing the needs of many stakeholders." Feedback can occur during refinement, informal discussions, or releases, not just the Sprint Review, which is a formal inspection point: "The Scrum Team presents the results of their work to key stakeholders."

A:False—feedback is continuous.

The Definition of "Done" ensures quality and clarity. TheScrum Guidestates: "The Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product."

A:It ensures the Increment is usable/releasable: "In order to provide value, the Increment must be usable."

B:It provides transparency by setting a shared standard: "The Definition of Done creates transparency by providing everyone a shared understanding of what work was completed."

C:The Sprint Goal is separate, defined in Sprint Planning.

TheScrum Guiderequires transparency but doesn’t mandate specific tools: "The Product Owner is accountable for... ensuring that the Product Backlog is transparent, visible, and understood." Progress tracking is necessary, but the method is flexible.

D:This allows any trend-based practice (e.g., burn-downs, burn-ups), fitting Scrum’s adaptability.

A, B:Useful but not mandatory; Scrum doesn’t prescribe them.

C:Gantt charts are traditional, not Scrum-aligned.

TheScrum Guideemphasizes that a Scrum Team must be cross-functional, meaning it has all the competencies and skills necessary to create a "Done" Increment within a Sprint without relying on external resources. Option A aligns directly with this principle: "The Scrum Team consists of one Scrum Master, one Product Owner, and Developers... They are cross-functional, meaning the members have all the skills necessary to create value each Sprint." Option B, while suggesting a structured representation from disciplines, is too prescriptive and not a Scrum requirement—Scrum does not mandate specific roles like QA or UX within the Developers. Option C imposes a rigid team structure (one Lead Developer and a maximum of eight others), which contradicts Scrum’s flexibility in team composition (typically 10 or fewer total, but no specific roles or limits beyond that are mandated). Thus, A is the best answer, focusing on capability rather than structure.