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Ian Shaw Ian Shaw

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PSPO-II考題資訊 & PSPO-II PDF

2026 KaoGuTi最新的PSPO-II PDF版考試題庫和PSPO-II考試問題和答案免費分享：https://drive.google.com/open?id=13jW0ltsf1_tyMRtsvEfpghfJc1qkBCx7

多考一些證照對於年輕人來說不是件壞事，是加薪升遷的法寶。對於參加 PSPO-II 考試的年輕人而言，不需要擔心 Scrum 證照沒有辦法過關，只要找到最新的 Scrum PSPO-II 考題，就是 PSPO-II 考試順利過關的最佳方式。該考題包括PDF格式和模擬考試測試版本兩種，全面覆蓋 Scrum PSPO-II 考試範圍的所有領域。

要有資格參加Scrum PSPO-II考試，候選人必須已經獲得PSPO-I認證並且在Scrum環境中擔任產品負責人至少一年。考試本身包含30個多選題，時限為90分鐘。這些問題旨在測試候選人對高級產品所有權概念的了解程度以及他們在實際情況下應用這些概念的能力。

>> PSPO-II考題資訊 <<

PSPO-II PDF - PSPO-II考古題分享

要想一次性通過Scrum PSPO-II 認證考試您必須得有一個好的準備和一個完整的知識結構。KaoGuTi為你提供的資源正好可以完全滿足你的需求。

最新的 Professional Scrum Product Owner PSPO-II 免費考試真題 (Q20-Q25):

問題 #20
How can Scrum help with making funding and investment decisions? (choose the best two answers)

A. The only financial decisions required is the funding necessary for the operational costs of the Scrum Teams.
B. By frequently inspecting the outcomes of the delivered Sprint Increments to understand how much value is being produced per investment spent.
C. By releasing to the customers and users early and often.
D. Setting a fixed budget will ensure that the project is delivered on-time, within scope, and on-budget.

答案：B,C

問題 #21
The Developers have struggled to get all of their forecasted work done during the last three Sprints. As a Product Owner what steps could you take to help the Developers improve their ability to deliver a done Increment?
(choose the best two answers)

A. The Product Owner can spend more time with the Developers.
B. Add more people to the team so they can get more done.
C. Ask the Scrum Master to help the Developers learn techniques for improving their ability to forecast work.
D. Ensure that all Developers are top performers.

答案：A,C

解題說明：
= As a Product Owner, you are accountable for maximizing the value of the product and the work of the Developers. To do this, you need to collaborate with the Developers and the Scrum Master to ensure that the Product Backlog is clear, ordered, and refined, and that the Sprint Goal and the Sprint Backlog are aligned with the product vision and strategy. You also need to provide feedback and guidance to the Developers throughout the Sprint, and to inspect and adapt the product based on the Sprint Review and the stakeholders' input.
One of the challenges that the Developers may face is to forecast the amount of work that they can complete within a Sprint, and to deliver a potentially releasable Increment that meets the Definition of Done. This requires the Developers to have the skills and the tools to estimate the complexity and the effort of the Product Backlog items, to plan and manage their work effectively, and to adhere to the quality standards and the technical practices that enable them to build a valuable and usable product increment.
To help the Developers improve their ability to deliver a done Increment, the Product Owner can take the following steps:
Ask the Scrum Master to help the Developers learn techniques for improving their ability to forecast work. The Scrum Master is accountable for establishing an environment where the Developers can work effectively, and for coaching the Developers on self-organizing and cross-functionality. The Scrum Master can also help the Developers to apply empirical process control, to use various estimation methods, to monitor and visualize their progress, and to inspect and adapt their plan based on the Sprint Backlog and the Sprint Burndown Chart.
The Product Owner can spend more time with the Developers. The Product Owner can support the Developers by clarifying the Product Backlog items, providing the acceptance criteria, explaining the customer needs and the business value, and answering any questions that the Developers may have. The Product Owner can also participate in the Sprint Planning, the Daily Scrum, and the Sprint Retrospective, to share their insights, expectations, and feedback, and to collaborate with the Developers on creating and refining the Sprint Goal and the Sprint Backlog.
The other options are not the best steps to take, because they either do not address the root cause of the problem, or they may have negative consequences. Ensuring that all Developers are top performers may not be realistic or feasible, and it may also create a culture of blame or competition, rather than collaboration and learning. Adding more people to the team may not necessarily increase the productivity or the quality of the work, and it may also introduce communication and coordination challenges, as well as additional costs and risks. Reference := Scrum Guide, Understanding and Applying the Scrum Framework, Managing Products with Agility

問題 #22
Who is accountable for creating a valuable, useful Increment every Sprint?
(choose the best answer)

A. The Developers.
B. The Scrum Master.
C. The Product Owner.
D. The Scrum Team.
E. The Project Manager.

答案：D

解題說明：
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 are accountable 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.

問題 #23
The environment in which a product will be used changes and emerges continually. What is the effect on the Product Backlog?
(choose the best answer)

A. There is no effect, the Product Backlog must stay the same until the end of the project.
B. The Product Backlog is archived and a new Product Backlog is created to take its place
C. The requirements specification document, describing the Product Backlog items, must be updated to ensure stability.
D. The Product Backlog evolves to reflect what the product needs to be most valuable.

答案：D

解題說明：
Option B is the best answer because it reflects the agile and empirical nature of Scrum and Product Ownership. The Product Backlog is a living artifact that represents the current understanding of what the product needs to be most valuable for the customers and the stakeholders1. The Product Backlog is not a fixed or static document, but rather an emergent and dynamic one that adapts to the changing environment, needs, and feedback. The Product Owner is accountable for managing the Product Backlog and ensuring that it is transparent, ordered, and refined2. The Product Owner collaborates with the Scrum Team and the stakeholders to inspect and adapt the Product Backlog items based on the new insights, opportunities, and learnings that arise from the changing environment34. The Product Owner also uses various techniques, such as product vision, value proposition, user stories, experiments, and evidence-based management, to define, validate, and prioritize the Product Backlog items5 .
Option A is not the best answer because it contradicts the agile and empirical nature of Scrum and Product Ownership. The Product Backlog is not a requirements specification document, but rather a list of hypotheses and assumptions that need to be tested and validated in the real world5. The Product Backlog items are not detailed or fixed upfront, but rather refined and clarified as they get closer to implementation2. Updating the requirements specification document to ensure stability implies a plan-driven and predictive approach that does not embrace change and feedback, and that does not optimize value delivery.
Option C is not the best answer because it contradicts the agile and empirical nature of Scrum and Product Ownership. The Product Backlog is not a project plan, but rather a product roadmap that guides the development of the product. The Product Backlog does not have a predefined end date or scope, but rather evolves and changes as the product grows and matures1. Keeping the Product Backlog the same until the end of the project implies a plan-driven and predictive approach that does not embrace change and feedback, and that does not optimize value delivery.
Option D is not the best answer because it contradicts the agile and empirical nature of Scrum and Product Ownership. The Product Backlog is not a disposable artifact, but rather a cumulative and iterative one that builds on the previous work and learnings1. The Product Backlog items are not discarded or replaced, but rather refined and updated as the product evolves and changes2. Archiving the Product Backlog and creating a new one implies a disruptive and wasteful approach that does not leverage the existing knowledge and feedback, and that does not optimize value delivery.
Reference:
1: Product Backlog
2: Product Backlog Management
3: Empiricism
4: Stakeholders & Customers
5: Product Vision
6: Product Value
7: Evidence-Based Management
8: [Agile Manifesto]
9: [Product Roadmap]
10: Product Owner Accountabilities
11: Sprint Review
12: Product Backlog Refinement
13: [User Stories]
14: [Value Proposition]
15: [Experiments]

問題 #24
Interacting directly with the product's customers is an effective way for the Product Owner to assess value.

A. FALSE
B. TRUE

答案：B

問題 #25
......

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