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

A sprint review is a collaborative event where the Scrum Team and stakeholders inspect the outcome of a Sprint and determine future adaptations12. It is not a mechanism to control, reward, or punish the Developers, nor is it just a demo of the work done.

The Daily Scrum is held at the same time and same place because:

• The consistency reduces complexity. By having a fixed time and place for the Daily Scrum, the Developers can avoid wasting time and energy on scheduling, logistics, or coordination issues. They can also establish a routine and a rhythm that helps them focus on their work and their Sprint Goal.
• The consistency increases transparency. By having a fixed time and place for the Daily Scrum, the Developers can ensure that everyone is aware of when and where the meeting takes place, and that everyone has an opportunity to participate and share their progress, plans, and challenges. They can also invite other stakeholders or observers, if they find it useful, to provide feedback or support.
• The consistency enhances collaboration. By having a fixed time and place for the Daily Scrum, the Developers can create a safe and comfortable space for them to communicate, interact, and collaborate with each other. They can also build trust, rapport, and accountability among themselves, and foster a sense of team spirit and ownership.

References:

• Scrum Guide 2020, page 12: “The Daily Scrum is held at the same time and place each day to reduce complexity.”
• Scrum Guide 2020, page 12: “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 work.”
• Scrum Guide 2020, page 13: “The Daily Scrum is an internal meeting for the Developers. If others are present, the Scrum Master ensures that they do not disrupt the meeting.”

The Daily Scrum is an event for and by the Developers. They can choose whatever structure and technique they want, as long as they focus on the progress toward the Sprint Goal and produce an actionable plan for the next day of work12. The Scrum Master, the Product Owner, and the person coming in last are not necessarily the ones who should start the Daily Scrum. The person who has the token is a possible technique, but not the only one3.

In Scrum, when Developers encounter difficulties in delivering an Increment due to a lack of understanding of a functional requirement, they should collaborate with the Product Owner. This collaboration is crucial as the Product Owner has the responsibility to clarify the items in the Product Backlog and to ensure that the Development Team understands the work to be done. The Product Owner is accountable for maximizing the value of the product and must work with the Development Team to find out what is feasible and acceptable for the Increment being developed. This approach aligns with the Scrum principle of collaboration and self-organization within the Scrum Team.

References: The Scrum Guide and the Professional Scrum Product Ownerâ„¢ (PSPO I) materials emphasize the importance of collaboration between the Product Owner and the Development Team to ensure a clear understanding of the Product Backlog items and to optimize the value of the work being done

The Scrum Master is a servant-leader for the Scrum Team, who helps the team understand and enact Scrum values, principles, and practices1. The Scrum Master also facilitates Scrum events as requested or needed2. The Daily Scrum is a 15-minute event for the Developers to inspect their progress toward the Sprint Goal and adapt the Sprint Backlog as necessary[3][3]. It is a key opportunity for the Developers to plan their work for the next 24 hours and collaborate on any challenges or impediments4. The Scrum Master should coach the team on the purpose and value of the Daily Scrum, and help them find ways to make it more effective and enjoyable. The Scrum Master should also learn why the Developers want to reduce the frequency of the Daily Scrum, and work with them to address any underlying issues or concerns. The Scrum Master should not impose a decision on the team, nor delegate the decision to a vote, as these actions would undermine the self-management and empowerment of the Developers5.

References:

• 1: The Scrum Guide, November 2020, p. 7
• 2: The Scrum Guide, November 2020, p. 11
• [3][3]: The Scrum Guide, November 2020, p. 10
• 4: Understanding and Applying the Scrum Framework, Scrum.org, accessed on December 16, 2023

A Scrum Master does not fulfill the same role as a traditional Project Manager. A Project Manager is typically responsible for planning, executing, monitoring, controlling, and closing a project, as well as managing the scope, schedule, budget, quality, risks, and stakeholders of the project1. A Scrum Master is a servant-leader for the Scrum Team, who helps the team understand and enact Scrum values, principles, and practices, and removes impediments to the team’s progress2. A Scrum Master does not manage the project, the scope, the schedule, the budget, or the team, as these are either shared responsibilities or emergent outcomes of the Scrum framework[3][3]. A Scrum Master also does not have authority over the team or the stakeholders, but rather facilitates collaboration and empowerment among them4.

References:

1: What is Project Management?, Project Management Institute, accessed on December 16, 2023

2: The Scrum Guide, November 2020, p. 7

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

4: Developing People and Teams, Scrum.org, accessed on December 16, 2023

The two best responses to a Project Manager who has raised concerns about progress and money spent are:

• Promote transparency by sharing the Product Backlog and ensuring the Project Manager has access. This helps communicate what is needed to improve the product, what is planned for each Sprint, and what has been done so far. It also helps align expectations and priorities among different stakeholders.
• Have a discussion with the Project Manager; share the current impediments and forecast for the Sprint. This helps address any issues or risks that may affect the delivery of value and the achievement of the Sprint Goal. It also helps provide feedback and adaptation based on the empirical evidence and data.

Other options, such as showing the Earned Value Analysis (EVA) report, Scrum does not have Project Managers so disregard their concerns, or sharing the last stakeholder briefing document prepared by the Product Owner, are not the best responses as they do not reflect how to effectively collaborate and communicate with the Project Manager or how to apply the Scrum values and principles.

References:

• [Scrum Guide], page 11, section “Product Backlog”
• [Scrum Guide], page 15, section “Sprint Backlog”
• [Scrum Guide], page 10, section “Increment”
• [Scrum Guide], page 5, section “Scrum Theory”
• [Scrum Guide], page 4, section “The Scrum Team”