Scrum PSPO-I - Professional Scrum Product Owner (PSPO I) Exam

In accordance with Scrum theory, a group of 100 people should be divided into multiple Scrum Teams by understanding the product, the product vision and the rules of the Scrum framework, and then dividing themselves into teams because:

It respects the self-organization and empowerment of the people. The people are the ones who have the knowledge, skills, and experience to create and deliver the product. They are also the ones who will work together as Scrum Teams, collaborating and coordinating their efforts. Therefore, they should have the autonomy and authority to decide how to form their teams, based on their preferences, interests, and capabilities.

It supports the alignment and coherence of the Scrum Teams. The people should have a clear and shared understanding of the product, the product vision, and the rules of the Scrum framework before forming their teams. This can help them to align their goals and missions, to ensure that they are working on the same product and towards the same vision. It can also help them to follow the same principles and practices of Scrum, to ensure that they are working effectively and consistently.

It fosters the collaboration and synergy of the Scrum Teams. The people should form their teams in a way that maximizes their collaboration and synergy. This can mean choosing team members that complement each other’s skills and strengths, that have good rapport and trust, that can communicate and coordinate well, and that can deliver a valuable Increment each Sprint.

References:

Scrum Guide 2020, page 5: “Scrum Teams are cross-functional, meaning the members have all the skills necessary to create value in each Sprint.”

Scrum Guide 2020, page 5: “Scrum Teams are self-managing, meaning they internally decide who does what, when, and how.”

Scrum Guide 2020, page 9: “Multiple Scrum Teams working together on a product use one Product Backlog.”

Scrum Guide 2020, page 9: “The Product Owner is one person, not a committee.”

Scrum

the Daily Scrum is a 15-minute event for the Developers of the Scrum Team that is held at the same time and place every working day of the Sprint. The purpose of the Daily Scrum is to inspect progress toward the Sprint Goal and adapt the Sprint Backlog as necessary, adjusting the upcoming planned work1. The other options are not characteristics of the Daily Scrum, as it is not facilitated by the team lead, it does not consist of the Scrum Master asking the team for status, it is not held first thing in the morning, and it is not free form and designed to promote conversation234.

1: What is a Daily Scrum? | Scrum.org 2: What Is the Daily Scrum? | A Guide to the Daily Event - Scrum Alliance 3: What is Daily Scrum? | VivifyScrum 4: Daily Scrum | Definition and Overview - ProductPlan

According to Scrum.org, when splitting a large group into multiple Scrum Teams, it can be beneficial to allow the people to self-organize into smaller teams12. This approach respects the principle of self-organization, which is a key aspect of Scrum12. It allows individuals to choose the team they feel they can contribute to most effectively12. However, it’s important to note that this process should be facilitated and guided to ensure a balanced distribution of skills and capabilities across the teams12.

 The Product Owner must spend enough time with the Developers so that they are confident the Increment will meet the intended value. This is because:

The Developers are accountable for creating a “Done” Increment in every Sprint. They must ensure that every Product Backlog item they work on meets the Definition of Done before it is considered complete.

The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. They must inspect the Increment at the end of each Sprint and assess how it delivers value and contributes to the Product Goal.

The Product Owner and the Developers must collaborate closely throughout the Sprint to ensure that they have a shared understanding of what they are building and why. The Product Owner must provide clarifications, feedback, and guidance to the Developers as needed to help them create a valuable Increment.

The amount of time that the Product Owner must spend with the Developers may vary depending on the context, complexity, and uncertainty of the product development. However, it should be enough so that both parties are confident that the Increment will meet the intended value.

Other options, such as 40%, as much time as the Developers tell them to be present, or 100%, are not valid answers as they imply a fixed or arbitrary amount of time that does not reflect the actual needs and dynamics of the product development.

References:

[Scrum Guide], page 7, section “Developers”

[Scrum Guide], page 6, section “Product Owner”

[Scrum Guide], page 10, section “Definition of Done”

[Scrum Guide], page 10, section “Increment”

[Scrum Guide], page 10, section “Product Goal”

Multiple Scrum Teams working on the same product do not have to have the same Sprint start date. The Scrum Guide does not prescribe any synchronization of Sprints across multiple teams1. However, it is recommended that the teams align their Sprint cadence and duration, and coordinate their dependencies and integration through a shared Product Backlog, a common Definition of Done, and frequent communication2. This way, the teams can deliver a coherent and valuable product Increment every Sprint[3][3].

References:

1: The Scrum Guide, November 2020, p. 9

2: Managing Products with Agility, Scrum.org, accessed on December 16, 2023

[3][3]: Understanding and Applying the Scrum Framework, Scrum.org, accessed on December 16, 2023

The typical size for a Scrum Team is 10 or fewer people, including the Product Owner, the Scrum Master, and the Developers. The Scrum Guide states that "The Scrum Team is small enough to remain nimble and large enough to complete significant work within a Sprint. Fewer than three people decrease interaction and results in smaller productivity gains. Having more than ten people requires too much coordination. Large teams generate too much complexity for an empirical process to be useful."1 This means that the optimal Scrum Team size is between 3 and 10 people, depending on the context and the nature of the work.

References:

1: The Scrum Guide2, page 6

2: The Scrum Guide

The reason for choosing this answer is that it is consistent with the Scrum Guide1 and the Professional Scrum Product Owner™ (PSPO I) objectives and content2. The Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product3. It applies to all Scrum Teams that are involved in creating an integrated Increment, regardless of their size, complexity, or skills12. The Definition of Done ensures that the product meets the expectations and needs of the stakeholders and customers12.

The other answers are not as accurate or appropriate for this question:

A. Each Scrum Team defines and uses its own. The differences are discussed and reconciled during a hardening Sprint.

B. The Scrum Masters from each Scrum Team define a common Definition of Done.

C. Each Scrum Team uses its own, but must make their definition clear to all other teams so the differences are known.

These answers imply that there is no need for a common or shared Definition of Done among multiple Scrum Teams working on a single product12. However, this can lead to confusion, inconsistency, and conflicts in terms of quality standards, expectations, and feedback12. Moreover, having different Definitions of Done can compromise the integrity and value of the product as a whole12.

I hope this answer helps you understand how to apply your knowledge of Professional Scrum Product Owner™ (PSPO I) objectives and content in this question. If you have any further questions or feedback, please let me know. Thank you for using Bing! 😊

References:

Professional Scrum Product Ownerâ„¢ (PSPO I) Study guide and documents

https://www.scrum.org/assessments/professional-scrum-product-owner-i-certification?check_logged_in=1

https://www.scrum.org/professional-scrum-competencies/understanding-and-applying-scrum-framework

https://www.scrum.org/resources/professional-scrum-competency-developing-people-and-teams

https://www.scrum.org/professional-scrum-competencies/managing-products-with-agility.

Definition of “Done” in multiple Team projects | Scrum.org

https://www.scrum.org/forum/scrum-forum/7286/definition-done-multiple-team-projects

Definition of Done - Scrum Inc.

https://www.scruminc.com/definition-of-done/

The multiple Definitions of Done - Scrum Framework - Agile Uprising …

https://coalition.agileuprising.com/t/the-multiple-definitions-of-done/593

What is a Definition of Done? | Scrum.org

https://www.scrum.org/resources/what-definition-done

In Scrum, feedback loops are essential mechanisms that allow for inspection and adaptation at regular intervals. The three feedback loops from the options provided are:

Sprint Review (A): This is a feedback loop that occurs at the end of the Sprint to inspect the Increment and adapt the Product Backlog if needed. It involves stakeholders and provides an opportunity to inspect the progress towards the Product Goal.

Daily Scrum ©: This is a daily feedback loop for the Developers to synchronize their work and plan for the next 24 hours. It helps in identifying challenges and creating a plan to achieve the Sprint Goal.

Sprint Retrospective (D): This feedback loop occurs after the Sprint Review and before the next Sprint Planning. It is an opportunity for the Scrum Team to inspect itself and create a plan for improvements to be enacted during the next Sprint.

The Refinement Meeting (B) is not considered a feedback loop but rather an ongoing process of adding details to Product Backlog items. Release Planning (E) is not a formal event in Scrum and thus not a prescribed feedback loop.

References: The Scrum Guide and the Professional Scrum Product Ownerâ„¢ (PSPO I) materials describe these events as integral parts of the Scrum framework that serve as feedback loops1

The Scrum Guide states that "The Daily Scrum is a 15-minute time-boxed event for the Development Team to synchronize activities and create a plan for the next 24 hours."1 The Daily Scrum is a quick and simple planning meeting designed to keep everyone in the loop with how other team members are getting on. It ensures that team members are fully aligned with each other and on track to hit the Sprint Goal.

References:

1: The Scrum Guide2, page 11

2: The Scrum Guide