May 24 2022 |
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This is the EXIN Agile Scrum Product Owner (ASPO.EN) sample exam. The Rules and Regulations for EXIN’s examinations apply to this exam.
This exam consists of 40 multiple-choice questions. Each multiple-choice question has a number of possible answers, of which only one is correct.
The maximum number of points that can be obtained for this exam is 40. Each correct answer is worth 1 point. You need 26 points or more to pass the exam.
The time allowed for this exam is 90 minutes.
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EXIN® is a registered trademark.
1 of 40
Yellow Industries is losing customers. The main complaint of their customers is that Yellow Industries just does not make the product that they want. The board wants to start working in a more Agile manner to make the company financially healthy again.
How would working in a more Agile manner benefit Yellow Industries
It would help create a more friendly environment for the personnel which increases valuable output.
It would help make the customers more responsible for expressing what they want before development.
It would help reduce the personnel costs of the company because Agile is an efficient way of working.
It would help the company to create more customer value by working closer together with the customers.
2 of 40
An Agile way of working offers more predictability and more flexibility than traditional ways of working.
How does Scrum help to achieve more predictability and flexibility?
- By having a daily meeting at the same time to help bring predictability
- By introducing a Scrum board to track the work to help bring flexibility
- By making a new sprint planning every sprint to help bring predictability
- By not having fixed working hours for the team to help bring flexibility
- By using an estimate of the team’s velocity to help bring predictability
- By reordering the product backlog items as needed to help bring flexibility
- By using sprint retrospectives to change processes to help bring predictability
- By having strict service level expectations (SLEs) to help bring flexibility
3 of 40
A Scrum Master knows she should help remove roadblocks but is doubting if it is also useful to establish a form of continuous improvement.
Is there overlap between removing roadblocks and establishing continuous improvement?
Yes. A Scrum Master that removes a roadblock is doing a part of the continuous improvement the team needs to establish flow.
Yes. Continuous improvement is focused on improving the product so the Scrum Master should use it to help the team flow.
No. Continuous improvement items should go on a continuous improvement backlog and roadblocks do not belong there.
No. Removing roadblocks is a task that is done by the Scrum Master and continuous improvement is done by the Developers.
4 of 40
Business requirements can change at any time, so by doing only the necessary work for the required step to be considered complete, the project team saves efforts and time.
Which Agile methodology is
represented by this statement?
5 of 40
In a Scrum team, which accountability does
belong to the Product Owner?
Coordinating the product launch
Maintaining the product backlog
Managing the product budget
Tracking the progress of the team
6 of 40
Natalie has been working as a Developer in a Scrum team for a software development company during the past five years. She is a technically competent and experienced Developer. She recently transferred to the Wooden Tulip Hotel Group and is now working with a new team as the Product Owner. They are working on a marketing product.
Natalie struggles with her new role as Product Owner. She is not a marketing person and the business of the Wooden Tulip Hotel Group is very different from the software development company that she worked with previously.
What should Natalie do
Ask the Scrum Master to take over Product Owner duties for now and learn by watching the Scrum team work
Get to know the business stakeholders to understand the marketing product and the business priorities better
Start with backlog refinement to understand the product and ask the Developers to communicate with the customer
Talk with managers of the Wooden Tulip Group to understand the priorities better and order the product backlog
7 of 40
The Product Owner of a production company is receiving negative feedback from the customer during every meeting they have. The customer keeps complaining that the Product Owner is not delivering what was asked for.
What should the Product Owner do to help improve the product’s success?
Ask the Scrum Master to find a solution with the customer
Discuss the matter and find a solution with the Scrum Master
Escalate the matter to the direct manager of the Developers
Organize a joint meeting with the customer and the Scrum team
8 of 40
The internal Scrum team of a large bank is preparing their first sprint review. They will show the business team the first functionality of a service they are building.
The Developers suggest that the Product Owner provides an account of the work they have done and demonstrates the functionality. They argue that the Product Owner is the voice of the customer (VoC) and speaks the language of the business. The Developers find themselves too technical.
The Scrum Master, on the other hand, suggests that the Developers show their work themselves. This way, they can explain the functionality and answer questions immediately. The Scrum Master and the Product Owner will be present in the during the meeting.
How should the sprint review be structured?
The entire Scrum team participates in presenting the results to the key stakeholders and progress toward the product goal is discussed.
The Product Owner prepares a presentation and, together with the Developers, presents the deliverables of the sprint to the stakeholders.
The Product Owner shows, together with the Scrum Master, to the stakeholders which items of the sprint backlog have been done.
9 of 40
Fatima is a Product Owner in a data warehouse software company. Halfway through a sprint, she receives new information about two things. First, the company must change the product goal because the customer has changed their mind. Second, there is not enough budget to finish the project that was originally envisioned.
Is Fatima authorized to cancel the sprint?
Yes, because the sprint goal has become obsolete.
Yes, because there is not enough budget to finish it.
No, because once started the sprint is never cancelled.
No, because only the customer may cancel a sprint.
10 of 40
A company is working with several Scrum teams to make sure they can keep the deadlines their customers require. These teams must make sure that their efforts are not duplicated, that dependencies are visible and clear.
The company has opted for a single backlog, a single Product Owner, and multiple Scrum Teams. Each Scrum team has several Developers and their own Scrum Master.
Which Scrum role is
placed to coordinate the efforts?
The Developers because the teams are self-managing and should be able to coordinate
The Product Owner because the Product Owner coordinates the product backlog as well
The Scrum Masters because they have time to coordinate with the other Scrum Masters
11 of 40
The separate roles in Scrum are accountable and responsible for different things. One of the roles is accountable for adapting the plan, and way of work, as and when needed, to ensure that progress is made toward the sprint goal.
Which role is accountable?
The Product Owner
The Scrum Master
12 of 40
An effective product goal is a key aspect to create customer value in Scrum.
Which critical question must be answered to create an effective product goal?
How will the product be profitable for the customer?
What is the expected future state of the product?
What is the intended date for the product to be available?
Which product features must be built first?
13 of 40
Amitola Company wants to create a new vendor portal that will allow the vendors to interact with the company better. They need to create a product goal for the vendor portal.
The Product Owner leads a meeting to develop the product goal. She must make sure all stakeholders agree on the product goal. The product goal is essential for driving the product development in the right direction.
During the meeting, they should first get a clear view of the vision for the vendor portal.
Why is this so important?
Because this ensures that the team keeps working towards a valuable goal
Because this helps understand the current condition of the project
Because this is the next target condition that is updated every sprint
Because this makes the team experiment methodically to get to the goal
14 of 40
In Scrum, there is no commitment to features unless they are actively in progress. However, customers can find it challenging to commit to product development and provide a budget without having an idea of the product. It can therefore be helpful to show a product roadmap to customers.
What is the
way to create a product roadmap?
- Define detailed product backlog items and group them
- Determine the order of delivery and the time to complete
- Update the roadmap during each sprint planning event
- Define features from feedback by the Developers and managers
- Determine which customers should be appeased with the roadmap
- Update a Gantt chart with progress and dependencies each day
- Define high-level requirements and a product portfolio
- Determine which Scrum teams will be involved
- Update the product backlog for a full Nexus project
- Define high-level requirements and order them
- Determine dependencies and map an order of delivery
- Update the roadmap during the development process
15 of 40
A Scrum team uses the definition of done (DoD) for the first time during the sprint planning meeting. In the sprint planning meeting, the team estimates the size of the backlog items and creates the sprint backlog.
Why does the team need the DoD during the sprint planning meeting?
Because each feature is checked for readiness as soon it is finished in the sprint
Because the Product Owner must confirm that backlog items fit the requirements
Because the team must accept the sprint goal as a potentially shippable product
Because the workload depends on requirements of both the features and the DoD
16 of 40
A Product Owner writes the following user story for the product backlog:
As a data entry clerk, I want a good user interface for the administration of customer invoices, so that I can work fast.
Does this user story provide the necessary specific information to be pulled into a sprint backlog?
Yes, because additional information can be added during a sprint.
Yes, because it follows the recommended template of a user story.
No, because the identity of the type of user is not specific enough.
No, because the terms ‘good’ and ‘fast’ are not specific enough.
17 of 40
An agency for digital communication is developing a travel platform for one of its clients. The user of the travel platform should be able to book flights, hotel rooms and rental cars on the same platform. User stories are discovered, decomposed, and refined throughout the entire project.
The following user stories are ready:
- As a business traveler, I only want to see available
, to be able to choose a hotel in a fast and efficient way.
- As a leisure traveler, I want to choose a
for my flight, to be able to start travelling as soon as I am on vacation.
- As a leisure traveler, I want to organize my entire trip on a
, to be able to save time.
Which user story should be identified as an epic?
The story about business hotels
The story about a fixed date
The story about a single platform
18 of 40
Günter is new to working as a Product Owner. He is unsure how to handle non-functional requirements in the product backlog.
He decomposes the non-functional requirements in a way similar to functional requirements: when they become important. When a task that is tied to the non-functional requirement is done, he removes the non-functional requirement from the product backlog.
Günter soon realizes that when he removes stories with non-functional requirements from the product backlog, he often has to add them again later.
What is the
way to handle non-functional requirements?
Decompose the non-functional requirements as soon as they become known and keep them at the top of the product backlog
Put the non-functional requirements on the product backlog, order them and decompose them when they become important
Remove the stories when they are done and re-add the stories when necessary, exactly the way it is currently being done
19 of 40
A team is new to Scrum. They are discussing how to prioritize non-functional requirements and functional requirements. Functional requirements are the business-related requirements.
How should the non-functional requirements be prioritized?
They should always be given a higher priority than business-related requirements.
They should always be given a lower priority than business-related requirements.
They should be prioritized based on the dependencies they impose on other requirements.
They should be prioritized based on the vision of the Product Owner in a specific context.
20 of 40
Which Scrum artefact must be updated
The definition of done (DoD)
The product backlog
The sprint backlog
21 of 40
A Scrum team has a history of performing very well. However, recently they have not been able to meet their sprint goals, despite budgeting time in each sprint for unforeseen issues. The Scrum Master investigates this issue with the team in a sprint retrospective meeting.
The Developers identify the following problems with the last sprint:
- the team discovers a few
to the workflow after each sprint
that cost a few hours are regularly pushed by management
team members got suddenly pulled from the team to help other teams for days
- the Product Owner had taken a planned two-week
in the last month
Which problem is the
likely reason for not meeting the sprint goals?
22 of 40
A team uses a Kanban board with four columns:
1 – User story
2 – To do
3 – Doing (3)
4 – Done
What is the
likely meaning of the '(3)' in the third column?
This column has a work-in-progress limit (WiP-limit) of three.
This column has three invisible blocked tickets that must be solved.
This column is the only one divided into three separate swimlanes.
This team has three team members and three Doing columns.
23 of 40
What is the
purpose of a Scrum board?
It helps the Developers to organize their work and see how much work is left.
It helps the Product Owner track the team’s work and report back to managers.
It helps the Scrum Master to keep track of which Developer does which task.
24 of 40
A Scrum team is using a burn-down chart to track their progress. During the sprint, the graph looks like this:
What is certain about this sprint?
The Developers are doing less than they anticipated.
The Developers are on track to finish the sprint goal.
The Developers have run into a roadblock and are stuck.
25 of 40
A team decides to use Kanban techniques on their Scrum board. They have introduced the concept of work-in-progress limits (WiP-limits) and started using blocker tickets to identify impediments that prevent a task from being completed.
The Scrum Master is unsure what to do with blocker tickets once an impediment is removed from the board. It seems wrong to just throw them away.
What should the Scrum Master do with blocker tickets to bring
value to the team?
Group them to see if a common theme emerges that indicates a cause of many issues
Investigate them for a root cause after the issue is resolved, to prevent further impediments
Keep them on display or review them during a sprint retrospective to remind the Developers
Simply mark them as ‘done’ and remove them if the impediment is resolved and no longer exists
26 of 40
A Scrum team has found a critical bug that they feel must be solved right away. The team always has 20% of the time in the sprint set aside for fixing bugs. They have already pulled some legacy bugs into this sprint backlog to fill up the 20%. The team has agreed not to spend more time than 20% on fixing bugs.
The Product Owner has identified the new critical bug as having a higher priority than the bugs they have currently pulled into the sprint.
What is the
action to take?
Add solving the new critical bug to the sprint backlog even if they spend more than 20% of the time on bugs
Cancel the sprint, have the team focus on fixing the bugs, and start a new sprint once the bugs are solved
Put the new bug into the product backlog because the sprint goal and backlog have already been finalized
Swap out an equivalent amount of bug-fixing work in favor of fixing the new critical bug to keep to the 20%
27 of 40
Software4You is a software as a service (SaaS) provider. The company has used Scrum for a while.
Currently, tested features are handed over from development to operations. This sometimes causes substantial delays between completing a sprint and releasing the features. Operations often retests software with their own requirements and finds bugs. All new approved features are released in the quarterly release.
Software4You wants to change this, because their customers demand improvements, bug fixes, and new features more frequently.
What is the
way to increase the value delivery frequency?
Add someone from operations to the Scrum team and use integrated test cases as part of the definition of done (DoD). This will help to build a continuous delivery pipeline.
Create dedicated development sprints and deployment sprints. This will help the operations team address testing requirements in the sprint after the development sprint.
Train the operations team in Scrum and form a dedicated operations Scrum team to work out bugs. This will help them speed up their quarterly release to much shorter sprints.
28 of 40
Even in large development projects it can be best to have only one product backlog for one product. To manage that single product backlog properly, the backlog cannot be too large.
How should the product backlog be kept to a reasonable size?
By forecasting what the next several releases must look like
By proactively eliminating dependencies between user stories
By sharing accountability for the product backlog with others
By using epics and grouping small stories into themes
29 of 40
A company uses a Nexus approach to scale a large project.
The Nexus integration team coordinates a single sprint for all teams. Each team has their own Scrum Master to help remove roadblocks.
There is a single Product Owner and a single product backlog for all Scrum teams.
Is this the correct way of using a Nexus approach?
Yes, because a Nexus approach can be filled in flexibly by the company to fit the needs of each specific company or project.
Yes, because a Nexus always has a single product backlog, a single Product Owner, and a coordinated sprint for all teams.
No, because each team should have their own Product Owner as well as a separate product backlog to support their work.
No, because the teams should not only share the Product Owner, product backlog, and sprint, but also share a Scrum Master.
30 of 40
A company is working on a large product. They are using a Nexus team setup to get the work done. The product backlog must be scaled across multiple Scrum teams.
How is this done within a Nexus?
There is a team of Product Owners and a single product backlog for all Nexus Scrum teams.
There is no rule within Nexus that prescribes exactly how the product backlog is scaled.
There is one Product Owner and a separate product backlog for each Nexus Scrum team.
There is one Product Owner and a single product backlog for all Nexus Scrum teams.
31 of 40
Not every project is suitable for an Agile approach. A company has the following projects.
- A project in the
has a tight budget, but no determined deadline. The requirements of the project are not clear.
- A project in the
has a pressing deadline and a tight budget. There is no room to change the scope of the project.
Which department has a project that is
suitable for an Agile approach?
The HR department, because only IT projects are suitable for an Agile approach.
The HR department, because they have no clear requirements for the project.
The IT department, because there is no room for changing the scope of the project.
The IT department, because they have a tight budget and pressing deadline.
32 of 40
A company wants to use an additional Scrum team in addition to the Scrum team that is currently working on a project.
When is this a good idea?
When a project is very complex, and the current Scrum team does not have all the needed competences
When the current Scrum team has a great diversity in gender, race or culture and relevant backgrounds
When the team has just transitioned, and the team members do not work well together in the beginning
When there is little time for training and the current Scrum team is made up of many inexperienced people
33 of 40
In large projects, multiple Scrum teams can collaborate on the same product.
How should the product backlog be scaled?
Create a separate backlog for each Scrum team, based on components
Create a separate backlog for each Scrum team, based on features
Create a single backlog that is not team-specific or component-specific
There is no best way to do this, as long as the solution works for the teams
34 of 40
Vine Industries is a hip software development company that writes customized apps for companies of all types and sizes. Vine Industries often has a complex development environment and time to market is critical for their customers.
Developers of several Scrum teams work together on delivering value. Several Scrum teams may work on a product for a single customer together. There are often dependencies between features developed by different teams. The customers discover new requirements after every sprint.
What is a good approach for working in a complex Scrum environment?
- Create a Nexus integration team to do the high-level coordination
- Align work to take care of dependencies between Scrum teams
- Incorporate newly identified features into the next Nexus sprint
- Refine the process for discovering new customer requirements
- Use already known dependencies to override assigned priorities
- Use a traditional release management approach with dependencies
- Run a design sprint to sort out design and dependency issues
- Do a release planning session to plan all dependencies
- Move around backlog items to predefined sprints in the release
- Stop using Scrum and switch to another Agile method completely
- Use a part of development with each customer to investigate requirements
- Only start sprints for a customer once all requirements are clear
35 of 40
Company SHIELD is working on a new in-house enterprise resource planning (ERP) system that will replace the outdated one currently in use. This system will provide functionality throughout the company and will be used in all 30 countries where SHIELD is doing business.
The company uses the traditional way of scaling Scrum. Since the ERP system is composed of five subsystems, the company decides to use a component team approach and appoints five Product Owners. Each of them supports one of the Scrum teams that will be working in parallel on each subsystem. A chief Product Owner is appointed to coordinate the project.
When planning the project, the teams propose to create one product backlog for each component as it will be easier to maintain and use. The chief Product Owner objects the proposition, stating that there should be only one product backlog.
Given this scenario, what should be decided about the product backlog?
There should be five product backlogs, so each Product Owner must be accountable for their own backlog.
There should be only one master product backlog, but there could be five component product backlogs.
There should be only one product backlog, because more than one will create significant overhead and waste.
There should be only one product backlog, because the chief Product Owner is accountable for the backlog.
36 of 40
A Scrum team works hard but does not know if the work done results in valuable features.
In order to help the team, the Scrum Master decides to do the following:
1. Help the Scrum team understand the need for clear and concise product backlog items
2. Ensure the Product Owner knows how to arrange the product backlog to maximize value
3. Ensure the Product Owner clearly explains the delivered value at the sprint review
4. Lead and coach the organization in its Scrum adoption
Which combination of actions results in optimizing business value?
1 and 2
1 and 3
2 and 4
3 and 4
37 of 40
Vine Solutions is a USA-based company that creates custom software for other businesses. They have the business goal to grow the business internationally. To support this goal, they need to expand their online presence.
The Product Owner has drafted several product goals.
Which product goal
supports Vine Solutions’ business goal?
Build an e-commerce system that operates reliably to support the business
Expand production and delivery capability to allow for sales outside the USA
Rewrite the e-commerce system in Java to make sure the system is stable
38 of 40
12Bike is a bike courier company. They want to improve their digital platform to help speed up the onboarding of new bike couriers.
12Bike outsources this work to a software company. The software company uses Scrum.
The financial manager of 12Bike wants to calculate the return on investment (RoI) to get an indication of how much value the project brings.
Does calculating the RoI give the information the manager needs?
Yes, because the customer has asked the Product Owner to calculate the RoI.
Yes, because the Product Owner can base the RoI on benchmarks from competitors.
No, because lead time for onboarding is a much better indication of performance.
No, because the RoI only gives an indication of the value for the software company.
39 of 40
What is the
way to develop an intimate understanding of customer and user needs?
Collecting feedback from customers and users when the product is released
Inviting customers and users to participate in the daily scrum meetings
Involving customers and users early and often during the development process
40 of 40
When communicating with stakeholders, it can be helpful to define a minimal marketable product (MMP). This gives stakeholders something real to discuss.
What is an MMP?
The minimum set of features that can be built quickly to test a hypothesis
The smallest possible set of features that addresses the needs of users
The smallest product that users who get the product for free will accept
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