Product Ownership and Evidence-Based Management

1. Complete the flow from stakeholders to backlog.

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Scrum Team

Stakeholder

Backlog

business objectives

orders

Project Manager

Product Owner

Scrum Master

2. In one sentence, what is the Product Owner accountable for?

Managing the Developers and assigning them their daily tasks Maximizing the value of the product resulting from the work of the Scrum Team Delivering the Increment by writing the code each Sprint Guaranteeing the team follows the Scrum framework correctly

3. A Product Owner asks a Developer to write several Product Backlog items. Who remains accountable for effective Product Backlog management?

The Developer who actually wrote the items The Product Owner: the work may be delegated, but the accountability cannot The whole Scrum Team shares the accountability equally The Scrum Master, who oversees the process

4. During refinement the Developers ask the PO to just assign story points to speed things up. What should the PO do?

Provide the estimates to save the team time Decline; sizing belongs to the Developers, though the PO may influence by explaining trade-offs Escalate to the Scrum Master to set the estimates Refuse to attend refinement since estimation is not a PO concern

5. Who decides how many Product Backlog items are pulled into a Sprint?

The Product Owner, based on business priority The Developers, in discussion with the Product Owner The Scrum Master, based on measured velocity Management, based on the release plan

6. In Sprint Planning, a Developer asks the PO (a former engineer) to just decide the technical implementation approach. What is correct?

The PO should define the tasks since they know the system well How the work is done is at the sole discretion of the Developers; no one tells them how The Scrum Master decides the technical approach The most senior Developer decides and the PO approves it

7. The Sprint Goal has become obsolete. Who has the authority to cancel the Sprint?

The Scrum Master The Developers, by majority vote Only the Product Owner Management or the stakeholder who requested the change

8. Who crafts the Sprint Goal?

The Product Owner alone The whole Scrum Team, with the PO proposing how the product could increase value The Developers alone The Scrum Master, to keep it neutral

9. Several stakeholders demand conflicting changes to the product. How does Scrum frame the Product Owner?

As a committee that votes on backlog order As one person who may represent the needs of many stakeholders in the Product Backlog As a facilitator who lets the most senior stakeholder decide As a proxy who forwards every request straight into the backlog

10. Trace what happens to stakeholder feedback after a Sprint. 'Stakeholder feedback' is placed for you. Drag the remaining steps into the order the arrows show.

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Stakeholder feedback

Sprint Review

Product Owner evaluates value

Product Backlog is adapted

11. A senior manager orders the PO to move a pet project to the top of the Product Backlog, ahead of higher-value work. What should happen?

The PO must comply because the manager is more senior The PO weighs the input but makes the ordering decision themselves; the organization must respect PO decisions The manager may reorder the backlog directly since they outrank the PO The Scrum Master overrides the PO to keep management happy

12. An Increment meets the Definition of Done on day 6 of a two-week Sprint. When can it be released?

Only at the Sprint Review Any time the PO decides it maximizes value; releasing is decoupled from the Sprint boundary Only after the Scrum Master signs off Only at the very end of the Sprint, after the Retrospective

13. Which best describes the Sprint Review?

A formal demo where stakeholders sign off and approve the Increment A working session to inspect the Increment, gather feedback, and adjust the Product Backlog A gate that must be passed before any value can be released A status meeting where the PO reports progress to management

14. At Sprint end an item is 'basically done' but fails part of the Definition of Done. A stakeholder urges the PO to present it as complete. What should the PO do?

Accept it and present it as done to keep the stakeholder happy Not treat it as done; it returns to the Product Backlog and is not presented as complete or released Release it anyway, since the PO has final sign-off authority Ask the Scrum Master to approve an exception

15. Mid-Sprint, an important stakeholder demands a 'quick' new feature be jammed into the current Sprint. What is the good PO response?

Add it to the Sprint immediately because the stakeholder is important Add it to the Product Backlog; scope may be renegotiated with the PO only if it does not endanger the Sprint Goal Tell the Developers they must simply absorb the extra work Cancel the Sprint to accommodate the request

16. What is the Product Goal?

A short-term target the team must hit each Sprint A future state of the product; the long-term objective the Scrum Team plans against A prioritized list of technical tasks for the Developers A separate artifact stored outside the Product Backlog

17. Leadership asks the PO to pursue a second, unrelated Product Goal at the same time as the current one. What does Scrum say?

Pursue as many Product Goals at once as stakeholders request Fulfill or abandon the current Product Goal before taking on the next Let each Developer own a separate Product Goal Let the Scrum Master decide how many goals to run in parallel

18. A team keeps a side list of 'urgent' work outside the Product Backlog. Why is this a problem?

Side lists are fine as long as the PO knows about them The Product Backlog is the single source of work; no work should exist outside it Only the Scrum Master is allowed to keep a side list Side work is allowed as long as it fits within the Sprint

19. Where does the Product Goal reside, and what is its relationship to the Product Backlog?

In a separate strategy document kept by management Inside the Product Backlog, as its commitment In the Sprint Backlog, renewed each Sprint Inside the Definition of Done

20. Which statement about Product Backlog refinement is correct?

It is a formal Scrum event that the PO runs alone It is an ongoing, shared activity, not a formal event, blending PO value context with Developer sizing It should be skipped whenever the team is short on time The PO must fully specify every item up front before handing it to the Developers

21. Stakeholders want changes to the product. Build the path: two stakeholders 'convince' one accountable person, who 'orders' the single artifact. Drag the two missing pieces into place.

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Stakeholder

convince

orders

Project Manager

Scrum Master

Scrum Team

Product Owner

Product Backlog

22. Five Scrum Teams work on one product. How many Product Owners, Product Goals, and Product Backlogs are there?

One PO per team, all sharing one backlog One Product Owner, one Product Goal, and one Product Backlog for the product A chief PO coordinating five sub-POs Five Product Goals coordinated by management

23. Complete the product value flow. 'Customer need' is placed for you. Drag the four items into the order the arrows follow.

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Customer need

Product Backlog

Sprint

Increment

Customer Feedback

24. Which best defines Evidence-Based Management (EBM)?

A set of mandatory metrics every organization must track A framework for better-informed decisions toward goals, using intentional experimentation and feedback A project-management method for scheduling and staffing work A replacement for Scrum's empirical process

25. An organization adopts only a couple of EBM's parts and calls it EBM. Is it?

Yes, any partial adoption counts as EBM No: implementing only parts of EBM is possible, but the result is not EBM Yes, as long as leadership calls it EBM Only if they track at least one metric per team

26. An organization is fighting an infectious disease. Which of these is the Strategic Goal?

Vaccinate X% of the population Eradicate the effects of the disease, measured by how many people fall ill or suffer Successfully complete a vaccine trial this year Sequence the viral DNA

27. What is an Immediate Tactical Goal in EBM?

The big, aspirational goal that realizes the Mission and Vision The current focus of the organization's improvement efforts A milestone showing you are on the path to the Strategic Goal The organization's Vision statement

28. How does a Strategic Goal form in EBM? 'A satisfaction gap appears' is placed for you. Drag the remaining steps into order.

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A satisfaction gap appears

Measured as Unrealized Value

Form a Strategic Goal

Decrease UV by increasing Current Value

29. Current Value (CV) considers which of the following?

Both the value delivered today and the expected future value Only the value the product delivers today, not future potential Only the organization's revenue this quarter Only the satisfaction gap versus what customers want

30. Unrealized Value (UV) measures the satisfaction gap. How are Strategic Goals related to it?

They are unrelated; Strategic Goals ignore UV A Strategic Goal is formed from a satisfaction gap, an opportunity to decrease UV by increasing CV UV must be reduced to zero before any Strategic Goal can be set Strategic Goals only consider Current Value, never UV

31. A product is highly profitable, dominates its niche, has no real competitors, and its customers are already well served. Leadership wants a big new investment in it. What does the CV/UV read suggest?

Invest heavily here because it already makes the most money High CV + low UV signals a cash cow; new investment may create more value elsewhere (low CV + high UV) UV is high here, so pour investment in to capture the gap The product is failing and should be divested immediately

32. The Product Owner is accountable for which of the following?

Select all that apply

Maximizing the value of the product resulting from the work of the Scrum Team Ensuring the Product Backlog is transparent, ordered, and understood Deciding how the Developers implement Product Backlog items Developing and explicitly communicating the Product Goal

33. Effective Product Backlog management includes which duties of the Product Owner?

Select all that apply

Developing and explicitly communicating the Product Goal Creating and clearly communicating Product Backlog items Sizing and estimating the items for the Developers Ordering Product Backlog items Ensuring the Product Backlog is transparent, visible, and understood

34. A PO is uncertain whether customers will use a proposed feature. Which actions align with a Product Owner mindset and EBM?

Select all that apply

Release the feature to all users immediately because more functionality always creates value Define success measures (for example adoption or conversion) before releasing the feature Run a small experiment or limited release to validate assumptions before a wider rollout Remove or change the feature if evidence shows it is not creating value

35. In the EBM value chain, which measurement categories actually reflect value?

Select all that apply

Outcomes Impacts Inputs Activities Outputs

36. Which Key Value Areas make up the Market Value dimension (customer outcomes)?

Select all that apply

Current Value (CV) Unrealized Value (UV) Ability to Innovate (A2I) Time-to-Market (T2M)

37. Current Value (CV) should be re-evaluated through which happiness lenses?

Select all that apply

Regulators Employees Investors and stakeholders Competitors Customers and users

38. Which of the following reduce an organization's Ability to Innovate (A2I)?

Select all that apply

High customer satisfaction with the product today Accumulating low-value features that must be maintained Delivering some incremental value quickly to a subset of users Systemic impediments and technical debt Customer-side barriers such as painful installs or upgrades

39. Which actions genuinely improve Time-to-Market (T2M)?

Select all that apply

Smaller, more frequent releases Moving to larger, less frequent releases Removing non-value-added activities Measuring whether value actually improved after delivering faster Adding more approval gates before release

40. Which statements correctly describe the Product Backlog?

Select all that apply

It is ordered It is the single source of work for the Scrum Team It is fixed and fully complete up front It is owned and ordered by the Scrum Master It is emergent

41. A tactical goal targets internal effectiveness (A2I) or speed (T2M). What should a good PO also do?

Select all that apply

Keep watching Current Value and Unrealized Value Treat output counts as the primary value measure Ensure customer satisfaction stays in sight Use all four KVAs as balanced lenses Ignore customer outcomes to focus purely on speed

42. Which statements about stakeholders and the Product Backlog are true?

Select all that apply

Stakeholders change the backlog order directly The loudest stakeholder sets the priority Stakeholders try to convince the Product Owner The PO may represent the needs of many stakeholders in the Product Backlog The organization must respect the PO's decisions

43. Order the three pillars of empiricism so each one enables the next. 'Transparency' is placed for you, and one option does not belong.

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Transparency

Inspection

Adaptation

Commitment

44. For multiple teams on one product, which facts hold in Scrum?

Select all that apply

One Product Owner One Product Goal A chief Product Owner over several sub-POs One Product Backlog One Product Owner per team

45. Under uncertainty about a feature's value, which are sound EBM practices?

Select all that apply

Decide how success will be measured before running the experiment Assume that more features always add value Build just enough to test the critical assumption Skip measurement when leadership is confident Validate the value with customers

46. Reconstruct the EBM Key Value Area quadrant. The top row is Market Value (customer outcomes); the bottom row is Organizational Capability. Drag each KVA onto the box whose description fits it.

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Future potential / satisfaction gap

Value delivered today

Effectiveness at new capabilities

Speed to deliver and learn

Unrealized Value

Current Value

Ability to Innovate

Time-to-Market

47. A team reports '42 features shipped this quarter' and logged overtime as proof of productivity. Which of these are vanity output/activity measures that do NOT reflect value?

Select all that apply

Improvement in customer satisfaction A new capability customers can now use Number of features shipped this quarter Hours and overtime worked Number of meetings held

48. Match each Key Value Measure (KVM) to the Key Value Area (KVA) it belongs to.

Drag each option onto its matching item

Time-to-Market (T2M)

Ability to Innovate (A2I)

Current Value (CV)

Unrealized Value (UV)

Lead Time for Changes

Technical Debt

Customer Satisfaction

Customer/User Satisfaction Gap

49. Match each Key Value Measure to its Key Value Area.

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Time-to-Market (T2M)

Ability to Innovate (A2I)

Current Value (CV)

Unrealized Value (UV)

Deployment Frequency

Change Failure Rate

Revenue per Employee

Potential Market Share

50. Match each Scrum Team activity to who holds the accountability or decision.

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Product Owner

Developers

Scrum Master

Whole Scrum Team

Orders the Product Backlog

Decides how the work gets done

Fosters Scrum and facilitates stakeholder collaboration when needed

Crafts the Sprint Goal together

51. Match each Sprint Planning topic to who leads or decides it.

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PO proposes value; whole team crafts the Sprint Goal

Developers select how much, in discussion with the PO

Developers alone, at their sole discretion

Topic One — Why is this Sprint valuable?

Topic Two — What can be Done this Sprint?

Topic Three — How will the work get done?

52. Match each Key Value Area to its central question.

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What value is delivered today?

What additional value could be achieved?

How effective are we at improving value?

How quickly can we deliver new value?

Current Value (CV)

Unrealized Value (UV)

Ability to Innovate (A2I)

Time-to-Market (T2M)

53. Complete the EBM value chain. Inputs is placed for you; drag the remaining four categories into the order that follows the arrows.

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Inputs

Activities

Outputs

Outcomes

Impacts

54. Place the three EBM goal levels from most aspirational and uncertain (left) to the near-term current focus (right), matching each description.

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Far-off, highly uncertain; realizes Mission/Vision

On the path; a necessary, somewhat-uncertain step

The current, near-term focus of improvement

Strategic Goal

Intermediate Goal

Immediate Tactical Goal

55. Build the EBM experiment loop. Drag each step onto the box matching its description; the arrows show the cycle.

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Form an improvement idea; set the success measure in advance

Make the change; gather data

Did results actually improve?

Decide what to try next; adjust goals

Hypothesis

Experiment & Measure

Inspect

Adapt