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Aug 09 2020 |
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Introduction

Introduction

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.

Good luck!





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Question

1  of 40
Exam specification 1.1.1

A Scrum Team has been assigned to a new project and decides to add the following statement to the Definition of Done: "Only features for which a functional design is drafted and accepted are put on the Sprint Backlog."

The Scrum Master reviews this and states: "Documentation is needed. For each feature, the design should be created or updated."

Why does the Scrum Master say this?

Question

2  of 40

Exam specification 1.1.3

Mia is a Product Owner in an engineering software company. An initiative to introduce Scrum across the organization has been launched successfully. She is fully aware that there can be no end state in a process that calls for Continuous Improvement.

What should happen to the current Enterprise Transition Community (ETC) once the organization has realized its transition to Scrum and has entered a phase of Continuous Improvement?

Question

3  of 40
Exam specification 1.1.4

Please read the following statement:

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 best represented by this statement?

Question

4  of 40
Exam specification 2.1.1

When selecting a Product Owner, there are a few common pitfalls:
  • The Product Owner wants to lower the quality of some requirements to finish on time.
  • The Product Owner is part of a remote team and has no direct contact with the Developers.
  • The Product Owner pushes the team too hard, possibly leading to burn-outs.
  • The Product Owner delegates decision making (and then overrules the decision maker).
One of these pitfalls has the potential to deliver work successfully, as long as the Product Owner remains engaged in the project and establishes a good relationship with the team.

Which scenario could lead to success?

Question

5  of 40
Exam specification 2.1.1

In a Scrum Team, which responsibility belongs solely to the Product Owner?

Question

6  of 40
Exam specification 2.1.2

An overworked Product Owner can quickly become a bottleneck and limit the project's progress.

What should be done to avoid an overworked Product Owner?

Question

7  of 40
Exam specification 2.1.2

The CEO of a small company takes on the Product Owner role for a business-critical product. Even though she is ideally suited for the job, she struggles to spend enough time with the team. Somebody else on the team stands in as a proxy Product Owner. The proxy Product Owner does most of the Product Owner work, without being empowered. That results in a decrease of productivity.

What is the best solution for that situation? 

Question

8  of 40
Exam specification 2.1.3

Within Scrum, the Sprint Review is a key event to inspect and adapt the product. In order to keep the Sprint Review valuable and free from waste in the process, each person in the Scrum Team should fulfill their defined role.

What is not a task of the Product Owner during the Sprint Review?

Question

9  of 40
Exam specification 2.1.4

You are working as a senior manager for company SCR, an airplane guiding software systems supplier. You need to appoint a Product Owner for an upcoming project. Since the project requires domain specific knowledge, you decide to choose one of the company's current employees for this role.

You need to choose between the following candidates:

• John - an experienced Product Owner, who is currently managing two other critical projects in your company.
• Peter - an experienced Project Manager, who knows much about development but has no experience in the business domain.
• Rosa - the Business Line Owner, who has no previous expertise in development and no experience as Product Owner.

Based on this information, who would be the best candidate for the Product Owner position?

Question

10  of 40
Exam specification 2.2.1

The Product Owner assigns tasks to developers in the Daily Scrum, and the meeting always takes more than 15 minutes.

What is the best response for the Scrum Master?

Question

11  of 40
Exam specification 2.2.1

Cindy is a Product Owner in a mobile software company. The Scrum Team is supposed to deliver potentially shippable software at the end of each Sprint.

Who can tell the Development Team how they must turn the Product Backlog into increments of potentially releasable functionality?

Question

12  of 40
Exam specification 3.1.1

Sydney is a Product Owner in a security software company. Since one cannot predict the future, the best chance of success is to envision a product that meets the selected customer needs.

What is this product called?

Question

13  of 40
Exam specification 3.1.1

Esther, a Product Owner for an Embedded Systems Development company, is given a choice between functionally equivalent designs. She selects the simplest design to be developed.

What principle is Esther following?

Question

14  of 40
Exam Specification 3.1.2

Jeff is the Product Owner for a cloud computing company. The management wants him to create a Product Road Map once a new product has been successfully introduced into the marketplace. Jeff wants to make sure that the Product Road Map covers a realistic planning horizon.

Which time frame should he put his focus on?

Question

15  of 40
Exam specification 3.1.3

Susan is a Product Owner for a Customer Relationship Software company. Three of her customers request individual features that are incorporated into the product with no consideration of the connection between them. The result is a product known as feature soup.

What common mistake in the creation of a Product vision is described here?

Question

16  of 40
Exam specification 3.1.4

A Team is starting a new project, and discusses and agrees on a Definition of Done (DoD). This DoD defines what 'potentially shippable product' means in the context of that specific project.

Why is it important to define this for every new project?

Question

17  of 40
Exam specification 3.2.1

Read the following User Story: As a data entry clerk, I want a good user interface for the administration of customer invoices, so that I can work fast.

Is this User Story complete enough to put in the Sprint Backlog?

Question

18  of 40
Exam specification 3.2.2

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 also rental cars on the same platform. User Stories are discovered, decomposed, and refined throughout the entire project.

Which Story can be identified as an Epic Story?

Question

19  of 40
Exam specification 3.2.3

A Scrum Team is creating an application for a new generation of fridges. The user should be able to activate features using a smartphone app. The system needs to respond in less than two seconds.

What should this requirement be placed or incorporated in?

Question

20  of 40
Exam specification 3.2.4

Local non-functional requirements apply only to a specific functional requirement, for instance a specific performance requirement for retrieving information.

What should be done if the non-functional requirement is expressed as a constraint?

Question

21  of 40
Exam specification 3.3.1

When creating a Product Backlog, what key criteria need to be applied when grooming the Product Backlog before reviewing it in a Sprint planning session? 

Question

22  of 40
Exam specification 3.4.1

There are common pitfalls that can impact overall product development efforts.

Two of these pitfalls are:
  • Reporting up the Sprint Burn-Down
  • A passive Product Owner

Which are the other two most common pitfalls that a Product Owner may face when running a product development program?

Question

23  of 40

Exam specification 3.4.2

Information Radiators can show the Release and Sprint Burn-Down, high priority Backlog Items and the Sprint Backlog. These are all examples of artifacts.

Which other artifact can help promote transparency and allow the team to focus on their priorities? 

Question

24  of 40
Exam specification 3.4.3

The Scrum Team has underestimated the remaining work in an iteration.

What may show up on the Burn-Down chart?

Question

25  of 40
Exam specification 3.5.1

X-AppGo is managing a complex product development project that entails 5 teams building critical functionality to support a drone distribution and tracking application. Each team has its own set of Sprints and requirements that support specific capabilities and features of the drone distribution and tracking application.

X-AppGo is looking for ways to improve how they collaborate and work across the 5 teams specifically to achieve the below two key outcomes:

1. The 5 teams want to be able to have an effective Sprint Review meeting amongst all the teams, the customers, and other stakeholders.
2. The 5 teams want to be able to identify common improvement measures and share their mutual insights, using the teams' collective wisdom and allow team members to interact, thereby strengthening inter-team relationships.

Which two approaches address both of these outcomes?

Question

26  of 40

Exam specification 3.5.2

X-AppGo is working according to the Agile principles and is interested in radically changing the way they develop software applications in order to meet intense customer and competitive market demands. They started adopting DevOps as the approach to follow for application development. Continuous Delivery is an area of great interest to them, however they are having some challenges in getting the team to follow established rules and standardized processes. There are no established "gating" mechanisms, there is no change control and there is a lack of auditability.

What is the first step that X-AppGo needs to take in order to address these identified pain points? 

Question

27  of 40
Exam specification 3.5.1

X-AppGo is managing a complex product development project that entails 5 teams building critical functionality to support a drone distribution and tracking application. Each team has its own set of Sprints and requirements that support specific capabilities and features of the drone distribution and tracking application.

X-AppGo is looking for ways on improving how they collaborate and work across the 5 teams specifically to achieve the below two key outcomes:

1. Providing the opportunity to bring teams or at least the team representatives together at the start of the Sprint Planning meeting to discuss and understand the overarching Sprint goal to which all teams contribute.
2. Allowing multiple teams to coordinate on a daily basis throughout the Sprint. Team representatives meet following their teams' Daily Scrums to discuss the status quo, the work planned, and any dependencies between the teams.

Which two approaches address both of these outcomes?

Question

28  of 40
Exam specification 4.1.1

You are working in a scaled Agile environment. It is important that staging takes place before the first Sprint starts.

Why is this important?

Question

29  of 40
Exam specification 4.1.2

In larger and complex projects, the Scrum-of-Scrums meeting helps to scale to larger teams.

How should this meeting be done?

Question

30  of 40
Exam specification 4.1.3

Large Scrum projects often require scaling of the Product Owner function, in order to be able to handle the extended complexity and size.

Besides the product's newness, which factors are key in determining the number of teams a single Product Owner can properly support?

Question

31  of 40
Exam specification 4.2.1

Not all projects are suitable to apply the Agile Scrum approach.

In which case is Scrum the most desirable?

Question

32  of 40
Exam specification 4.2.2

Depending on the size of a project, your team needs more or fewer resources. One of these resources is the number of team members.

What is true about team size?

Question

33  of 40
Exam specification 4.3.1

In large and complex projects one should be able to scale the Product Backlog appropriately. There are several ways to accomplish this within Scrum.

If you, as Product Owner, want to apply the "Extend the Grooming Horizon" technique, what actions will allow you to do so?

Question

34  of 40
Exam specification 4.3.1

There are situations in which the Product Backlog should be scaled. In large projects, multiple Scrum Teams can collaborate on the product. A Product Owner has to ensure that all work that needs to be done is clear for all Scrum Teams.

What is the best way to do this?

Question

35  of 40
Exam specification 4.3.2

You are the Product Owner of company SHIELD's technology area, working in a new in-house Enterprise Resource Planning (ERP) system that will replace the outdated one currently in use. This system will provide functionality to all the company's areas and will be used in more than 30 countries where SHIELD is doing business. This is a critical project for the company as it will allow field employees (like sales and distribution) as well as suppliers and partners to collaborate and work online from their cellphones and laptops, giving SHIELD a unique advantage compared to their competitors.

As the ERP system is composed of 5 subsystems, you decide to use a component team approach and appoint 5 Product Owners. You let each of them manage one of the teams that will be working in parallel on each subsystem. When planning the project, the Product Owners and the teams propose to create one Backlog for each component as it will be easier to maintain and use.

The Scrum Master objects the proposition, stating that there should be only one Product Backlog.

Given this scenario, what should be decided about the Product Backlog?

Question

36  of 40
Exam specification 5.1.1

When is business value delivered?

Question

37  of 40
Exam specification 5.1.2

What is a best practice to add business value to an Agile project?

Question

38  of 40
Exam specification 5.1.3

“Our Development 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. Helping the Scrum Team understand the need for clear and concise Product Backlog items
  2. Finding techniques for effective Product Backlog management
  3. Ensuring the Product Owner knows how to arrange the Product Backlog to maximize value
  4. Ensuring the Product Owner explains clearly the delivered value at the Sprint Review
  5. Leading and coaching the organization in its Scrum adoption

Which combination of these actions results in optimizing business value?

Question

39  of 40
Exam specification 5.2.1

What is the best way to develop an intimate understanding of customer and user needs?

Question

40  of 40
Exam specification 5.2.1

Why is it important that a Scrum Team develops a good understanding of customer and user needs?