Questionmark Perception

Introduction

Introduction

This is the EXIN Agile Scrum Product Owner Bridge (ASPOB.EN) sample exam. The Rules and Regulations for EXIN’s examinations apply to this exam.

This exam consists of 20 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 20. Each correct answer is worth 1 point. You need 13 points or more to pass the exam.

The time allowed for this exam is 45 minutes.

Good luck!

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Question

1 of 20

In a Scrum team, which accountability does not belong to the Product Owner?

	Coordinating the product launch
	Maintaining the product backlog
	Managing the product budget
	Tracking the progress of the team

Question

2 of 20

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

Question

3 of 20

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.

Question

4 of 20

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?

Question

5 of 20

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

Question

6 of 20

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 best 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

Question

7 of 20

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 business hotels, to be able to choose a hotel in a fast and efficient way.
- As a leisure traveler, I want to choose a fixed date 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 single platform, 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

Question

8 of 20

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 best 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

Question

9 of 20

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.

Question

10 of 20

Which Scrum artefact must be updated most often?

	The definition of done (DoD)
	The increment
	The product backlog
	The sprint backlog

Question

11 of 20

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 best 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.

Question

12 of 20

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.

Question

13 of 20

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

Question

14 of 20

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

Question

15 of 20

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.

Question

16 of 20

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

Question

17 of 20

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 best 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

Question

18 of 20

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.

Question

19 of 20

What is the best 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

Question

20 of 20

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