PSPO-II Professional Scrum Product Owner™ II (PSPO 2) Questions and Answers

According to the Scrum Guide, the Scrum Team consists of one Scrum Master, one Product Owner, and Developers. The entire Scrum Team is accountable for creating a valuable, useful Increment every Sprint1. The Increment is a concrete step toward achieving the Product Goal, and it must meet the Definition of Done and be usable by the stakeholders1. The Product Owner is accountable for maximizing the value of the product and the work of the Developers1. The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide, helping everyone understand Scrum theory and practice, and removing impediments to the Scrum Team’s progress1. The Developers areaccountable for creating any aspect of a usable Increment each Sprint1. All three roles must collaborate and coordinate their efforts to deliver the best possible product2.

Comprehensive and Detailed In-Depth Explanation:

A Product Owner’sprimary responsibilityis to maximize the value of the product by ensuring that it isuseful, relevant, and meets customer needs. The correct focus areas include usability, functionality, and customer feedback.

Analysis of Answer Choices:

A. How swiftly and easily the product can be consumed and used by customers. (Correct)

Ausable, accessible productenhances customer satisfaction and adoption.

Ease of use is a key factor in delivering value.

B. The size of the product in "lines of code". (Incorrect)

Code volume does not determine value.More lines of code may indicate inefficiency, not quality.

The focus should be on delivering meaningful functionality, not measuring size.

C. How much of the functionality of the product is being utilized. (Correct)

Tracking feature usagehelps determine which functionalities provide real value.

Low usage may indicate unnecessary features or poor usability, guiding future improvements.

D. Direct customer feedback. (Correct)

Customer feedback is crucial for validating assumptions and guiding product development.

Frequent interaction with customers helps ensure the product meets real needs.

E. Minimizing changes to project scope. (Incorrect)

Agility requires adaptability.Changes to scope are often necessary to meet evolving market demands.

A Product Owner shouldwelcome changesif they enhance product value.

Key Scrum Guide Principles Supporting These Answers:

"The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team."

"The Product Backlog is a dynamic artifact that evolves as the product and its environment change."

"Empirical process control relies on regular customer feedback to inspect and adapt."

Conclusion:

AProduct Owner should focus on usability, functionality usage, and customer feedbackto ensure the product is valuable and useful.Minimizing scope changes or measuring code size are not valid strategies in Agile product development.

Let's analyze each option and determine the best course of action for a Product Owner in this situation, keeping in mind the PSPO II objectives and competencies:

C. Release when you can satisfy at least a single outcome, even though not all features are implemented.

Verification:This is thecorrectanswer.

Explanation and References:

Professional Scrum Competency: Managing Products with Agility - Product Value

This option aligns with the principle of maximizing value by delivering value early and often.

It emphasizes focusing on valuable outcomes rather than just completing a list of features.

Professional Scrum Competency: Managing Products with Agility - Business Strategy

Releasing a product increment that provides value allows for faster feedback and learning, which can inform future decisions and help to align the product with the overall business strategy.

Professional Scrum Competency: Managing Products with Agility - Stakeholders & Customers

While stakeholder management is important, focusing on delivering a valuable outcome is a better way to manage expectations and build trust in the long term.

Scrum Guide:The Scrum Guide emphasizes the importance of delivering a "Done", usable, and potentially releasable product Increment every Sprint. This aligns with the concept of releasing when a valuable outcome is achieved.

Additional Explanation:By focusing on outcomes, the Product Owner can prioritize the most valuable features that contribute to that outcome. This may mean that not all stakeholder requests are met in the initial release, but it allows for delivering value sooner and adapting based on feedback.

A. Wait until all essential features are complete before releasing the product.

Verification:This isincorrect.

Explanation and References:

Professional Scrum Competency: Managing Products with Agility - Product Value

This approach delays the realization of value and increases the risk of building the wrong thing.

Professional Scrum Competency: Managing Products with Agility - Forecasting & Release Planning

Waiting for all features delays feedback and learning, making it difficult to adapt the product to changing market conditions or user needs.

Scrum Guide:This contradicts the iterative and incremental nature of Scrum, where the goal is to deliver value frequently.

B. Pick the two most influential stakeholders and satisfy their needs, then release.

Verification:This isincorrect.

Explanation and References:

Professional Scrum Competency: Managing Products with Agility - Product Value

Prioritizing based on influence rather than value can lead to building the wrong product.

Professional Scrum Competency: Managing Products with Agility - Stakeholders & Customers

While stakeholder management is important, the Product Owner's primary responsibility is to maximize product value, not to cater to the most influential stakeholders.

Additional Explanation:This approach can damage trust with other stakeholders and create a political environment rather than a collaborative one.

D. Escalate to the steering committee to make the call.

Verification:This isincorrect.

Explanation and References:

Professional Scrum Competency: Evolving the Agile Organization - Portfolio Planning

The Product Owner is empowered to make decisions about the product and should not routinely escalate prioritization decisions.

Professional Scrum Competency: Understanding and Applying the Scrum Framework - Applying the Scrum Framework - Self-Managing Teams

The Product Owner is accountable for maximizing the value of the product. Escalating to a steering committee undermines this accountability.

Additional Explanation:This approach undermines the Product Owner's authority and can lead to delays and inefficient decision-making.

In conclusion, the best approach is to release when a valuable outcome can be achieved, even if not all requested features are implemented. This aligns with the principles of iterative development, value maximization, and frequent feedback, all of which are core to Scrum and emphasized in the PSPO II competencies.

A. Importance to users or customers: The value an item brings to the customer is a key factor in ordering the Product Backlog1.

B. Alignment with organizational strategy and goals: The Product Owner should consider how well an item aligns with the organization’s strategy and goals1.

C. Risk: Business, market, and technology risks are important considerations when ordering the Product Backlog1.

D. Alignment with other Product Backlog items: Dependencies and impact on other items in the Product Backlog should be considered1.

According to the Professional Scrum Product Owner™ II certification guide1, the Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product. The Definition of Done creates transparency by providing everyone a shared understanding of what work was completed and what standards were met as part of the Increment. If the Definition of Done is not met, the Increment is not Done and cannot be released. Therefore, the following statements are true:

A. The next Sprint may be interrupted when quality issues are encountered. This is true because the Scrum Team may have to spend time fixing the quality issues in the previous Increment before working on the new Sprint Backlog items. This may affect the Sprint Goal and the delivery of value.

C. The indication of progress on the Product Backlog is not transparent. This is true because the Product Backlog items that were supposedly Done in the previous Sprint are actually not Done according to the Definition of Done. This means that the Product Owner cannot accurately forecast the release plan and the stakeholders cannot trust the progress reports.

D. The Scrum Team should not release the Increment. This is true because releasing an Increment that does not meet the Definition of Done may compromise the quality, usability, and value of the product. It may also damage the reputation and trust of the Scrum Team and the organization.

E. The incomplete Sprint Backlog items should be returned to the Product Backlog. This is true because the Sprint Backlog items that were not Done according to the Definition of Done are still part of the Product Backlog. The Product Owner should re-order them based on their value and priority and decide when to include them in the next Sprint.

The following statement is false:

B. The project manager cannot effectively update the plan. This is false because there is no project manager role in Scrum. The Product Owner is responsible for managing the Product Backlog and the value delivery, while the Scrum Master is responsible for facilitating the Scrum process and removing impediments. The Developers are responsible for managing the Sprint Backlog and the quality of the Increment.

References: 1: Professional Scrum Product Owner™ II Certification | Scrum.org

According to the Scrum Guide, the Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team1. This means that the Product Owner is responsible for defining, prioritizing, and delivering the features and functionalities that create the most value for the customers, users, and stakeholders of the product2. The Product Owner does this by managing the Product Backlog, collaborating with the Developers and the Scrum Master, validating the product assumptions and hypotheses, and measuring the outcomes and impacts of the product3. The Product Owner is not just a go-between, a requirements engineer, a team manager, or any other traditional role, but rather a value maximizer who drives the product vision and strategy, and ensures that the product delivers the desired benefits and solves the real problems4

According to the Professional Scrum Product Owner™ II certification guide1, the Sprint Goal is the single objective for the Sprint. It is a commitment made by the Scrum Team during Sprint Planning. The Sprint Goal provides guidance to the Developers on why it is valuable to build a coherent Increment. The Product Owner proposes how the product could increase its value and utility in the current Sprint. The whole Scrum Team then collaborates to define a Sprint Goal that communicates why the Sprint is valuable to stakeholders. The Product Owner should not dictate the Sprint Goal, but rather collaborate with the Developers and the Scrum Master to create a shared understanding and alignment. The other options are not activities that a Product Owner should never do, because they are either part of the Product Owner’s accountabilities (A, C, D) or may be done in collaboration with others (A, D). References: 1: Professional Scrum Product Owner™ II Certification | Scrum.org

The primary accountability of a Product Owner within the Scrum framework is to maximize the value of the work that the Scrum Team delivers. This involves managing the Product Backlog, but the overarching responsibility is ensuring that the team’s efforts translate into value

 The Product Owner is the sole person accountable for managing the Product Backlog and ensuring the value of the work the Scrum Team performs. The Product Owner is one person, not a committee. The Product Owner may represent the desires of a committee in the Product Backlog, but those wanting to change a Product Backlog item’s priority must address the Product Owner1. The Product Owner is responsible for the product and its outcome2.

A product is a vehicle to deliver value. It has a clear boundary, known stakeholders, well-defined users or customers. A product could be a physical product, a software product, a service, a project, or something else3. A product has a product vision, which is the overarching goal of the product, the reason for creating it, and the impact it should have on its customers and users4.

A portfolio is a collection of products or projects that are aligned with a strategic goal or an organizational unit5. A program is a group of related projects or products that are managed in a coordinated way to obtain benefits and control not available from managing them individually. A portfolio or a program may have a portfolio or program manager, who is responsible for overseeing the alignment, prioritization, and governance of the portfolio or program . However, these roles are not equivalent to the Product Owner role, as they do not have the same accountabilities and authorities as the Product Owner.

Therefore, the correct answer is that a Product Owner is needed for every product, not for every portfolio or program. References: 1: Scrum Guide 2: Understanding and Applying the Scrum Framework 3: Managing Products with Agility 4: [Product Vision] 5: [Portfolio] : [Program] : [Portfolio Management] : [Program Management]

If Product Backlog items are not sufficiently clear during Sprint Planning, the Developers will typically have difficulty creating a forecast of work for the Sprint (B). This is because the clarity of the Product Backlog items is crucial for the Developers to understand what is expected and to plan their work accordingly. The Scrum framework emphasizes the importance of a well-refined Product Backlog for effective Sprint Planning

As a Product Owner, you need to embrace agility and empiricism in your product development. This means that you should be able to inspect and adapt your product based on feedback from the market, customers, users, and stakeholders. You should also be able to experiment and learn from your failures and successes. To do this, you need to have a flexible and adaptable product architecture that can support frequent changes and new features. You also need to collaborate with your Scrum Team and other teams in the organization to deliver value incrementally and iteratively. Therefore, leaning on your organizational efficiency and existing architecture to build your product aligned to the current organization is the least effective way to enhance your agility. This approach can limit your innovation, creativity, and responsiveness to the changing needs and expectations of your customers and users. It can also create silos, dependencies, and conflicts within and across teams, and reduce the quality and value of your product.

References:

Professional Scrum Product Owner™ II Certification

Evolving the Agile Organization

Managing Products with Agility

 According to the PSPO II resources, a product with high current value and low unrealized value is in the harvest stage of the product lifecycle1. This means that the product has reached its peak and is facing increasing competition and decreasing customer demand. The best strategy for this stage is to maintain the product quality and customer satisfaction, but reduce the investment in new features or enhancements. The product owner should seek other opportunities for future growth, such as developing new products or exploring new markets23. References:

1: Product Lifecycle Management

2: Product Strategy

3: Evidence-Based Management

Option D is the best answer because it indicates that the Product Owner and the Scrum Team are not aligned on the vision, goals, and value of the product. The Product Owner is responsible for maximizing the value of the product and the work of the Scrum Team1. Todo so, the Product Owner needs to work closely with the Scrum Team, communicate the product vision, provide clear and valuable Product Backlog items, collaborate on the Sprint Goal, and inspect and adapt the product based on feedback23. If the Increment presented at the Sprint Review does not reflect the Product Owner’s expectations, it means that there is a gap between what the Product Owner wants and what the Scrum Team delivers. This gap can lead to waste, rework, dissatisfaction, and missed opportunities. The Product Owner should work more with the Scrum Team to ensure that they have a shared understanding of the product and its value proposition, and that they deliver Increments that meet the Definition of Done and the acceptance criteria45.

Option A is not the best answer because it does not necessarily imply that the Product Owner needs to work more with the Scrum Team. People may leave the Scrum Team for various reasons, such as personal, professional, or organizational factors. While the Product Owner should care about the well-being and motivation of the Scrum Team members, and try to foster a positive and collaborative environment, the Product Owner is not accountable for the people management or the team composition1. The Scrum Master is more likely to address the issues that cause people to leave the Scrum Team, such as impediments, conflicts, or dysfunctions.

Option B is not the best answer because it does not necessarily imply that the Product Owner needs to work more with the Scrum Team. The Product Owner is expected to spend enough time with the Scrum Team to provide them with the necessary guidance and feedback2. However, the Product Owner also has other responsibilities, such as engaging with stakeholders, customers, and users, managing the Product Backlog, validating the product value, and aligning the product strategy with the business goals12. The Product Owner does not need to work full time with the Scrum Team, as long as they are available and accessible when needed, and they empower the Scrum Team to make decisions and self-organize .

Option C is not the best answer because it does not necessarily imply that the Product Owner needs to work more with the Scrum Team. The acceptance criteria for the Product Backlog items are the conditions that must be met for the items to be considered done and valuable. The Product Owner is accountable for defining and communicating the acceptance criteria to the Scrum Team1. However, the Product Owner can also collaborate with the Scrum Team and the stakeholders to refine and clarify the acceptance criteria, and to ensure that they are aligned with the Definition of Done and the Sprint Goal . The acceptance criteria for the Product Backlog items may not appear to be complete at the beginning of the Sprint, but they can be refined and updated throughout the Sprint, as long as they do not change the scope or the value of the items. The Product Owner should work with the Scrum Team to ensure that the acceptance criteria are clear, testable, and valuable, but they do not need to work more with the Scrum Team just because the acceptance criteria are not complete at a certain point in time.

References:

1: Product Owner Accountabilities

2: Product Backlog Management

3: Product Value

4: Product Vision

5: Sprint Review

: Scrum Master Accountabilities

: Stakeholders & Customers

: Business Strategy

: Definition of Done

: Product Backlog Refinement

: Sprint Planning

: Sprint Backlog

Verified Answer: A, B

Very Very Short Explanation: In the context of Scrum and the PSPO II guidelines, when there is uncertainty about customer needs or market desires, it is recommended to make smaller releases to allow for quicker feedback and adaptation (A), and to increase the focus on validating customer needs to ensure that the product development is aligned with what customers actually want (B).This approach is consistent with the principles of empiricism and agility, which emphasize the importance of transparency, inspection, and adaptation123.

 In Scrum, there is no separate artifact called a project plan. The Product Backlog is the plan for the product development, and it contains all the features, requirements, enhancements, and fixes that are needed to deliver a valuable product. The Product Backlog is not a static or fixed document, but rather an emergent and dynamic one. It is constantly updated and refined by the Product Owner and the Developers as they learn more about the product, the users, the market, and the technology. The Product Backlog is updated whenever new information and insights emerge, which can happen at any time during the product development process. Therefore, option C is the best answer.

Option A is not correct because the Daily Scrum is not a status meeting, but rather a time-boxed event for the Developers to inspect their progress towards the Sprint Goal and adapt their Sprint Backlog accordingly. The Product Owner does not need to update the Product Backlog after the Daily Scrum, unless there is a significant change in the product vision, strategy, or value proposition that affects the Product Backlog items.

Option B is not correct because the Sprint Retrospective is not a time to update the Product Backlog, but rather a time-boxed event for the Scrum Team to inspect their way of working and identify potential improvements. The Product Owner does not need to update the Product Backlog before the Sprint Retrospective, unless there is a need to communicate a change in the Product Goal or the product roadmap that affects the Product Backlog items.

Option D is not correct because the Sprint Planning is not a time to know how much work will have to be done in the Sprint, but rather a time-boxed event for the Scrum Team to collaborate on selecting and planning the Product Backlog items that will deliver the Sprint Goal. The Product Owner does not need to update the Product Backlog before the Sprint Planning, unless there is a need to reorder or clarify the Product Backlog items that are the most valuable and relevant for the upcoming Sprint. References:

Professional Scrum Product Owner II Assessment

Understanding and Applying the Scrum Framework

Managing Products with Agility

What is a Product Backlog?

Product Backlog Explained

 A Product Goal is a summary statement of the desired outcome or value that the product should deliver. It communicates the target future state of the product, which is aligned with the product vision and strategy. It enhances focus by providing a clear direction and purpose for the Scrum Team and the stakeholders. It is a commitment contained in the Product Backlog, which means that it is transparent, visible, and understood by everyone involved in the product development. It provides a long-term objective for the Scrum Team to plan against, which helps them to prioritize and refine the Product Backlog items and to craft the Sprint Goals.

Option D is not correct because the Product Goal does not need to have the approval of all stakeholders. The Product Owner is accountable for the value of the product and the Product Backlog, and therefore has the authority to define and communicate the Product Goal. The Product Owner may collaborate with the stakeholders to discover and validate their needs and expectations, but does not need to seek their consensus or permission for the Product Goal.

Option F is not correct because the Product Goal is not a contract with the business, but rather a flexible and adaptable guide for the product development. The Product Goal is not fixed and immutable, but rather emergent and dynamic. It can be changed or updated as the product evolves and the market conditions change. The Product Goal does not limit orconstrain the changes that may occur during the product development, but rather enables and supports them. References:

Professional Scrum Product Owner II Assessment

Understanding and Applying the Scrum Framework

Managing Products with Agility

Scrum Guide 2020 Update - Introducing the Product Goal

The Product Goal explained

Let's break down why the correct answer isCand why the others are incorrect, referencing the Professional Scrum Product Owner™ II (PSPO II) objectives and associated competencies:

C. During Sprint Planning.

Verification:This is thecorrectanswer.

Explanation and References:

Professional Scrum Competency: Understanding and Applying the Scrum Framework - Applying the Scrum Framework - Scrum Events

Sprint Planning is the event where the Scrum Team collaboratively plans the work for the upcoming Sprint. Creating the Sprint Backlog is a key part of this event.

Professional Scrum Competency: Managing Products with Agility - Forecasting & Release Planning

The Sprint Backlog represents the team's forecast of what they believe they can deliver in the Sprint to achieve the Sprint Goal. This forecasting occurs during Sprint Planning.

Scrum Guide:The Scrum Guide states, "The work to be performed in the Sprint is planned at the Sprint Planning. This plan is created by the collaborative work of the entire Scrum Team. [...] Sprint Planning answers the following questions: What can be Done this Sprint? How will the chosen work get done?" The answer to the second question results in the creation of the Sprint Backlog.  

A. During the Sprint.

Verification:This isincorrect.

Explanation and References:

Professional Scrum Competency: Understanding and Applying the Scrum Framework - Applying the Scrum Framework - Scrum Events

While the Sprint Backlog can beupdatedduring the Sprint as the Developers learn more, it is initially createdbeforethe Sprint starts, during Sprint Planning.

Scrum Guide:The Scrum Guide says "The Sprint Backlog is a plan by and for the Developers. It is a highly visible, real-time picture of the work that the Developers plan to accomplish during the Sprint in order to achieve the Sprint Goal. Consequently, the Sprint Backlog is updated throughout the Sprint as more is learned. It should have enough detail that they can inspect their progress in the Daily Scrum." This means that Sprint backlog is already created before sprint starts.  

B. Prior to Sprint Planning.

Verification:This isincorrect.

Explanation and References:

Professional Scrum Competency: Understanding and Applying the Scrum Framework - Applying the Scrum Framework - Scrum Events

The Sprint Backlog is createdduringSprint Planning through collaboration between the Developers and the Product Owner. Before Sprint Planning, the Product Owner prepares a prioritized Product Backlog, but this is not the Sprint Backlog.

Scrum Guide:The Sprint Backlog emerges from the discussion and negotiation that happens during Sprint Planning. It is not pre-defined.

D. At the beginning of the project.

Verification:This isincorrect.

Explanation and References:

Professional Scrum Competency: Managing Products with Agility - Forecasting & Release Planning

The Sprint Backlog is specific to each Sprint and is created at the beginning of each Sprint, not at the beginning of the entire project.

Scrum Guide:Scrum is iterative and incremental. Planning the work for the entire project upfront is not in line with Scrum principles. The Sprint Backlog is created anew during each Sprint Planning event.

In conclusion, the Sprint Backlog is created during Sprint Planning, where the Scrum Team collaboratively decides what work they will undertake in the upcoming Sprint and how they will accomplish it, aligning with the PSPO II competencies and the Scrum Guide.

According to the PSPO II guide and Scrum.org competencies, when ordering Product Backlog items, a Product Owner should consider various factors to maximize the value of the work done by the Scrum Team. These factors include:

A. Dependencies to other products: Recognizing dependencies to other products is crucial for the Product Owner to ensure that the Scrum Team is working on items that can be completed and deliver value without being blocked by external dependencies.

B. Value of Product Backlog items: The primary role of a Product Owner is to maximize the value delivered by the Scrum Team, and ordering items based on their value is a fundamental aspect of this responsibility.

C. Dependencies between Product Backlog items: Understanding and managing dependencies between Product Backlog items helps in planning Sprints more effectively, ensuring that the team is working on items in a logical sequence.

D. Cost of delay: The cost of delay is a critical economic factor that influences the ordering of Product Backlog items. Items that would result in a higher cost if delayed should be prioritized.

E. Cost of implementation: While value maximization is the goal, the cost of implementation cannot be ignored. Balancing the cost and the expected value is essential for effective Product Backlog management.

These considerations are in line with the Scrum.org Professional Scrum competencies, particularly under 'Managing Products with Agility', where it's emphasized that Product Owners should have a deep understanding of market value, product feasibility, and the importance of making trade-offs to maximize value.

The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. They are also accountable for effective Product Backlog management, which includes ordering the Product Backlog items to best achieve goals and missions1. The Product Owner should consider various sources of information to make informed decisions about the product, such as customer feedback, market trends, stakeholder input, and data analysis2.

When deciding whether to drop the price of the product, the Product Owner should consider the following sources of information:

Customer satisfaction: The Product Owner should measure and monitor how satisfied the customers are with the product, and how likely they are to recommend it to others. Customer satisfaction is a key indicator of product value and quality, and it can also influence customer retention and loyalty. The Product Owner should use various methods to collect customer feedback, such as surveys, interviews, reviews, ratings, and net promoter score23.

Market share: The Product Owner should track and compare the product’s market share with its competitors and potential customers. Market share is the percentage of the total market that is captured by the product, and it reflects the product’s popularity and demand. The Product Owner should use market research, sales data, and industry reports to analyze the market share and identify opportunities and threats24.

Unmet customer needs: The Product Owner should identify and prioritize the customer needs that are not yet met by the product or its competitors. Unmet customer needs are the gaps or problems that the customers face, and that the product can solve or address. The Product Owner should use techniques such as user stories, personas, value proposition canvas, and jobs to be done to discover and validate the unmet customer needs25.

Competitor pricing: The Product Owner should benchmark and compare the product’s pricing with its competitors and alternatives. Competitor pricing is the amount of money that the customers have to pay to acquire or use a similar or substitute product. The Product Owner should use competitive analysis, price elasticity, and value-based pricing to determine the optimal pricing strategy for the product2 .

The other option, company earnings targets, is not a relevant source of information for the Product Owner, as it does not reflect the value or the demand of the product. The Product Owner should focus on delivering value to the customers and the stakeholders, rather than meeting arbitrary financial goals. The company earnings targets may also change over time, and they may not align with the product vision or the market reality2 . References: 1: Scrum Guide 2: Managing Products with Agility 3: Customer Feedback 4: Market Share 5: Unmet Customer Needs : [Competitor Pricing] : [Company Earnings Targets]

 The smallest product Increment that is valuable enough to release is one that delivers a single new or improved outcome for the customers or users of the product. This is because the outcome is the ultimate measure of value, not the output or the features1. An outcome is a change in behavior, attitude, or situation that results from using the product2. An outcome can be achieved by delivering a single feature, fixing a defect, or improving an existing functionality, as long as it meets the Definition of Done and the Sprint Goal3. Therefore, the best answer is A.

The other options are not correct because:

B. Adds a new feature. This is not a sufficient condition, as a new feature may not deliver a valuable outcome if it is not aligned with the product vision, the customer needs, or the market conditions4.

C. Fixes at least one defect. This is not a necessary condition, as a defect may not affect the value of the product if it is minor, rare, or irrelevant to the customer5.

D. Delivers all “must do” Product Backlog items. This is not a realistic condition, as the Product Backlog is a dynamic and emergent artifact that changes based on feedback, learning, and discovery. There is no fixed set of “must do” items that can guarantee the delivery of value. References: 1: Outcome vs. Output, 2: What is an Outcome?, 3: The Definition of Done, 4: Feature vs. Outcome, 5: Defect vs. Value, : The Product Backlog

 Scrum is a lightweight framework that helps people, teams and organizations generate value through adaptive solutions for complex problems. Scrum consists of three roles (Scrum Master, Product Owner and Developers), five events (Sprint, Sprint Planning, Daily Scrum, Sprint Review and Sprint Retrospective), and three artifacts (Product Backlog, Sprint Backlog and Increment). Each component of Scrum serves a specific purpose and is essential to the successful usage of Scrum. Scrum is not a methodology, where you can “pick and choose” which parts of Scrum you think will work for your environment. Scrum is a whole, and each part of Scrum complements the others. Scrum is based on empiricism, which means that knowledge comes from experience and making decisions based on what is observed. Scrum employs an iterative, incremental approach to optimize predictability and control risk. Scrum is not like traditional processes but with self-management to replace Project Managers. Scrum is a different way of working that requires a shift in mindset and culture. Scrum promotes self-organization, collaboration, transparency, inspection and adaptation.

References:

Professional Scrum Product Owner™ II Certification

Understanding and Applying the Scrum Framework

[The Scrum Guide]