The Product Owner is accountable for ordering the Product Backlog to best achieve goals and missions. While maximizing value (A) is a primary driver, ordering is a complex activity influenced by multiple factors. Dependencies, both internal between Product Backlog Items (B) and external to other products or teams (C), are crucial considerations. Ignoring dependencies can create impediments, delay value delivery, and make the plan unworkable. Therefore, a Product Owner must balance value, risk, effort, and various dependencies to create an effective and logical ordering of the work.

D. The availability of the Scrum Master.

The Scrum Master is a facilitator and coach for the Scrum Team. Their availability does not dictate the sequence of work or the value delivered, and thus is not a criterion for ordering the Product Backlog.

E. All of the above.

This option is incorrect because the availability of the Scrum Master (D) is not a valid criterion for ordering the Product Backlog.

1. Schwaber

K.

& Sutherland

J. (2020). The Scrum Guide. Scrum.org. p. 6. The guide states the Product Owner is accountable for "Ordering Product Backlog items" with the goal of maximizing the value of the product. While it doesn't list all criteria

the concept implies considering all factors necessary for a viable order.

2. Scrum.org. (n.d.). Scrum Glossary. Retrieved from https://www.scrum.org/resources/scrum-glossary. Under the definition for "Product Backlog

" it states

"It is ordered by the Product Owner based on considerations like risk

value

dependencies

and necessity." This directly supports options A and B

with "dependencies" encompassing C.

3. Scrum.org. (n.d.). The Product Owner Role. Scrum.org Learning Path. Retrieved from https://www.scrum.org/pathway/product-owner-learning-path. This resource clarifies that ordering is not just prioritization: "The Product Owner may also take into account risk

dependencies

and other factors when ordering the Product Backlog." This confirms that value

dependencies (internal and external)

and other factors are used.

The Scrum Master acts as a servant-leader for the Scrum Team. Their primary contributions to productivity are not through direct management but through enablement. By facilitating team decisions (B), the Scrum Master empowers the team to self-manage, fostering ownership and improving the quality and speed of their problem-solving. By actively removing impediments (D), the Scrum Master clears the path for the Development Team, eliminating blockers and wasteful delays that hinder their progress. These two functions directly support the team's ability to focus on delivering a high-value Increment and operate at its full potential.

A. Keeping high-value features high in the Product Backlog is the primary responsibility of the Product Owner, who is accountable for maximizing product value.

C. While ensuring events are time-boxed is part of the Scrum Master's role, it is a mechanism of facilitation, not a primary driver of productivity itself compared to removing blockers.

1. Schwaber

K.

& Sutherland

J. (2020). The Scrum Guide. Scrum.org.

Page 7

"Scrum Master" section: "The Scrum Master serves the Scrum Team in several ways

including: ... Causing the removal of impediments to the Scrum Team’s progress." This directly supports option D.

Page 7

"Scrum Master" section: "The Scrum Master serves the Scrum Team in several ways

including: ... Coaching the team members in self-management and cross-functionality." Facilitating decisions (Option B) is a core technique for coaching in self-management.

2. Russo

D.

& Stol

K. J. (2021). Scrum Master's relevance in agile projects: A survey of practitioners. Journal of Systems and Software

173

110883. https://doi.org/10.1016/j.jss.2020.110883

Section 4.1

Table 3: The study identifies "Removing impediments" and "Facilitating meetings" as the two most important activities performed by Scrum Masters according to practitioners

directly supporting options D and B.

The amount of work required for a Product Backlog item is determined by what is necessary to meet the Scrum Team's agreed-upon Definition of Done (DoD). The DoD is a formal, shared understanding of all the work, including testing and integration, required to create a valuable, usable, and potentially releasable Increment. During Sprint Planning, the Developers forecast which items they can complete to this quality standard within the Sprint. An item is not considered complete until it meets every criterion in the DoD. This ensures a consistent level of quality and transparency regarding the state of the work.

A. Deferring work means an item is not "Done." In Scrum, the goal is to deliver a completed, usable Increment, not partial work that carries over.

C. "Some testing" is an insufficient and ambiguous standard. The Definition of Done ensures all necessary quality assurance activities are completed for an item to be considered finished.

D. Scrum does not prescribe a proportional allocation of time. The effort for each activity varies per item and is determined by the Developers, not a fixed formula.

1. Schwaber

K.

& Sutherland

J. (2020). The Scrum Guide. Scrum.org.

Page 9

"Definition of Done" section: "The Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product. ... If a Product Backlog item does not meet the Definition of Done

it cannot be released or even presented at the Sprint Review."

Page 8

"Sprint Planning" section: "The Developers are responsible for all quality-adhering work needed to create a Done Increment."

2. Verwijs

C.

& Russo

D. (2022). A Theory of Scrum. Zenodo. https://doi.org/10.5281/zenodo.7264986

Page 11

Section 3.3.3

"Definition of Done": "The Definition of Done is a commitment that creates transparency for the work that is required to create a usable Increment that is 'Done'. It is a shared understanding within the Scrum Team of what it means for work to be complete." This reinforces that "Done" is the measure of completeness.

The Scrum Guide is explicit that a single product has one Product Backlog, which serves as the single source of work. This ensures transparency and alignment across all development efforts. Furthermore, the guide defines the Product Owner as one person, not a committee, who is solely accountable for managing the Product Backlog and maximizing the product's value. When multiple Scrum Teams collaborate on one product, they share the same Product Goal, Product Backlog, and Product Owner. This unified structure is fundamental for maintaining a cohesive product vision and preventing the conflicting priorities that would arise from multiple backlogs or owners.

A. A separate Product Backlog for each team working on one product creates conflicting priorities, integration chaos, and a fragmented product.

D. Having multiple Product Owners for one product diffuses accountability and leads to a disjointed product vision and conflicting directions for the teams.

E. The "Chief Product Owner" is a construct from scaling frameworks, not a core Scrum role. The fundamental principle is one accountable Product Owner per product.

1. Schwaber

K.

& Sutherland

J. (2020). The Scrum Guide. Scrum.org.

On one Product Owner: "The Product Owner is one person

not a committee." (p. 5)

On one Product Backlog: "The Product Backlog is an emergent

ordered list of what is needed to improve the product. It is the single source of work undertaken by the Scrum Team." (p. 9)

On multiple teams

one product: "If Scrum Teams become too large

they should consider reorganizing into multiple cohesive Scrum Teams

each focused on the same product. Therefore

they should share the same Product Goal

Product Backlog

and Product Owner." (p. 6)

2. Maximini

D. (2015). The Scrum Culture: Introducing Agile Methods in Organizations. Springer International Publishing.

In the section on "The Product Owner

" the book emphasizes that for a product

there is "exactly one Product Backlog and therefore also exactly one Product Owner" to ensure a single point of decision-making and a clear product vision

even in scaled environments. (Chapter 4

p. 59) DOI: https://doi.org/10.1007/978-3-319-11827-7

The Scrum Master's role is to be a servant-leader who coaches the team and helps remove impediments. When a team cannot complete items to a desired quality standard due to environmental or tooling constraints, the Scrum Master has two primary responsibilities: ensuring transparency and fostering improvement.

First, the team must be transparent about what it can realistically achieve. This is done by establishing a Definition of Done (DoD) that reflects the team's current capabilities and context (D). This ensures everyone understands what "Done" means for any Increment produced.

Second, the Scrum Master must coach the team to address these shortcomings over time (A). This involves helping them identify and acquire the necessary skills, tools, and environmental improvements, thereby enabling the DoD to become more stringent in the future.

B. Refocusing an entire Sprint on the environment instead of delivering an Increment is an extreme measure. Work to improve the environment should be part of the Product Backlog and prioritized accordingly.

C. Accepting partially done work violates the core principle of Scrum, which is to deliver a usable, "Done" Increment. This creates technical debt and reduces transparency.

E. A lack of tools is an impediment to be overcome, not a reason to abandon the Scrum framework. The Scrum Master's role is to help the team navigate such challenges.

1. Schwaber

K.

& Sutherland

J. (2020). The Scrum Guide. Scrum.org.

On the Scrum Master's Role (supports A): "The Scrum Master serves the Scrum Team in several ways

including: Coaching the team members in self-management and cross-functionality; ... Causing the removal of impediments to the Scrum Team’s progress." (p. 6). This directly supports coaching the team to improve its environment.

On the Definition of Done (supports D): "If the Definition of Done for an increment is part of the standards of the organization

all Scrum Teams must follow it as a minimum. If it is not an organizational standard

the Scrum Team must create a Definition of Done appropriate for the product." (p. 9). This supports creating a realistic DoD based on current circumstances.

On Increments (refutes C): "In order to provide value

the Increment must be usable." (p. 9). Partially done work is not usable and therefore does not constitute a valid Increment.

2. Stray

V.

Sjøberg

D. I.

& Dybå

T. (2016). Understanding the Definition of Done: A Case Study in a Small Software Company. In Proceedings of the 10th ACM/IEEE International Symposium on Empirical Software Engineering and Measurement (ESEM '16). Association for Computing Machinery

New York

NY

USA

Article 59

1–10. https://doi.org/10.1145/2961111.2962626

Section 4.1

"The DoD as a Checklist": The paper highlights that the DoD makes quality requirements explicit and creates transparency. It states

"The DoD makes explicit what is required for a PBI to be considered complete... This helps create transparency..." This supports the need for a clear

achievable DoD (D) to ensure transparency about the Increment's state. The paper also discusses the evolution of the DoD

which aligns with the continuous improvement aspect of coaching (A).

The official Scrum Guide states that the Definition of Done (DoD) is the commitment associated with the Increment. If the DoD is not a standard provided by the organization, the Scrum Team must create one that is appropriate for the product. This is a collaborative effort involving all members of the Scrum Team—the Product Owner, the Developers, and the Scrum Master. This collective ownership ensures a shared understanding of the quality and completeness required for an Increment to be considered potentially releasable, which is essential for transparency and building trust.

A. The Scrum Master: The Scrum Master is a coach and facilitator; they ensure the team understands the need for a DoD but do not create it.

C. The Product Owner: The Product Owner contributes to the DoD, ensuring it meets product and stakeholder quality expectations, but does not create it alone.

D. The Developers: The Developers are primary contributors to the technical aspects of the DoD, but it is a shared commitment for the entire Scrum Team.

---

1. Schwaber

K.

& Sutherland

J. (2020). The Scrum Guide. Scrum.org.

Reference: Page 10

Section "Commitment: Definition of Done". The guide states

"If it is not an organizational standard

the Scrum Team must create a Definition of Done appropriate for the product."

2. Verwijs

C.

& Russo

D. (2022). A Theory of Scrum's Five Values. In Proceedings of the 23rd International Conference on Agile Software Development (XP 2022). Association for Computing Machinery

New York

NY

USA

19–35.

Reference: Page 27

Section 4.3. The paper discusses how the DoD is a team-level agreement

stating

"The Definition of Done is a key practice in Scrum to make the quality of the work transparent and is created by the Scrum Team."

DOI: https://doi.org/10.1145/3533716.3533721

3. Schwaber

K.

& Beedle

M. (2002). Agile Software Development with Scrum. Prentice Hall.

Reference: Chapter 7

Page 79. The text explains

"The team is responsible for the Definition of Done. The team agrees on a definition that is workable and that will produce a usable

high-quality increment of product." The term "team" in this context refers to the entire Scrum Team.

The Scrum framework, as defined in the official Scrum Guide, is explicit about the nature of the Product Owner role. The Product Owner is a single individual, not a committee, to ensure there is one person with final authority on the Product Backlog, thereby preventing conflicting priorities and ensuring clear accountability. This single-person accountability is crucial for decisive and effective product management.

One of the primary accountabilities of the Product Owner is effective Product Backlog management. This includes creating, communicating, and, most importantly, ordering Product Backlog Items to best achieve the Product Goal and maximize the value of the work performed by the Developers.

B. The Scrum Guide specifies one Product Owner per Scrum Team to provide a single point of accountability and a unified vision for the product.

C. The Scrum Guide explicitly states, "The Product Owner is one person, not a committee," to avoid the delays and compromises inherent in group decision-making.

1. Schwaber

K.

& Sutherland

J. (2020). The Scrum Guide. Scrum.org.

Page 5

"The Product Owner" section

Paragraph 3: "The Product Owner is one person

not a committee. The Product Owner may represent the needs of many stakeholders in the Product Backlog." This directly supports answer A and refutes B and C.

Page 5

"The Product Owner" section

Paragraph 4: "The Product Owner is also accountable for effective Product Backlog management

which includes: ... Ordering Product Backlog items;" This directly supports answer D.

2. Schwaber

K. (2004). Agile Project Management with Scrum. Microsoft Press.

Chapter 6

"The Product Owner

" pp. 67-68: This chapter details the necessity of the Product Owner being a single

empowered individual responsible for the product's success and for managing the Product Backlog. It reinforces that this role cannot be effectively filled by a committee.

The statement is true. The Scrum Guide, the definitive body of knowledge for Scrum, explicitly defines the Scrum Team as comprising three specific accountabilities: one Product Owner, one Scrum Master, and Developers. These roles are not optional. The absence, lack of engagement, or insufficient availability of the Product Owner or Scrum Master directly impedes the team's ability to function as prescribed by the framework, which negatively affects the value delivered and the overall outcomes of the Sprint.

A. False. A Scrum Master is only required when asked for by the Scrum Team.

This is incorrect. The Scrum Master is a mandatory and accountable role within the Scrum Team, not an optional consultant hired on-demand.

B. True. Each must be 100% dedicated to the Scrum Team.

While the statement is fundamentally true, the reasoning is flawed. The Scrum Guide does not mandate that the Product Owner or Scrum Master be 100% dedicated to a single team.

C. False. A Product Owner can be replaced by a subject matter expert in the Scrum Team.

This is incorrect. The Product Owner is a specific role with the accountability for maximizing product value. A subject matter expert contributes knowledge but does not hold this accountability.

---

1. Schwaber

K.

& Sutherland

J. (2020). The Scrum Guide. Scrum.org.

Page 5

"The Scrum Team": "The fundamental unit of Scrum is a small team of people

a Scrum Team. The Scrum Team consists of one Scrum Master

one Product Owner

and Developers." This passage confirms that both roles are required components of every Scrum Team.

Pages 5-7

"Product Owner" and "Scrum Master" sections: These sections detail the specific accountabilities of each role. The descriptions of their responsibilities (e.g.

the PO maximizing product value

the SM ensuring Scrum is enacted) implicitly support the idea that their participation and availability are critical to achieving desired outcomes.

2. Mahnič

V. (2012). What We Have Learned from Applying Scrum to A Dozen Software Projects. Journal of Software

7(9). https://doi.org/10.4304/jswe.7.9.1997-2005

Page 1998

Section II.A

"Scrum Roles": "The Scrum team consists of three roles: the product owner

the team

and the ScrumMaster." This academic source reinforces the official Scrum Guide's definition of the mandatory roles within a Scrum Team.

The Product Owner is accountable for maximizing the value of the product. To effectively fulfill this responsibility, a holistic awareness of multiple domains is essential. This includes understanding the market landscape through competitive research (A), gathering direct input from users via customer feedback (B), setting a clear direction with a compelling product vision (C), and grounding decisions in reality through forecasting and feasibility analysis with the Developers (D). Each of these elements provides critical input for ordering the Product Backlog to optimize value delivery, making all of them necessary for the Product Owner's success.

A, B, C, D: These options are individually correct but incomplete. A Product Owner requires awareness of all these areas, not just one, to effectively maximize product value.

F: This option is incorrect as all the listed items are fundamental aspects of the Product Owner's role and responsibilities as described in the Scrum framework and product management principles.

---

1. Schwaber

K.

& Sutherland

J. (2020). The Scrum Guide. Scrum.org.

Page 5: "The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team... The Product Owner may represent the needs of many stakeholders in the Product Backlog." This supports the need for customer feedback

competitive research

and market awareness to determine value.

Page 6: The guide introduces the Product Goal as a long-term objective and a commitment

which is a concrete step toward the overall product vision.

2. Verwijs

C.

& Russo

D. (2022). What Do We Know About the Product Owner? A Systematic Literature Review. In Product-Focused Software Process Improvement (pp. 147-163). Springer

Cham.

Section 4.1

Table 2: This review synthesizes the role of the Product Owner from 61 primary studies. It identifies key activities and knowledge areas including "Vision and Goal Setting

" "Market Research

" and "Stakeholder Management

" which directly correspond to options C

A

and B. Feasibility (D) is an intrinsic part of backlog management in collaboration with the development team.

DOI: https://doi.org/10.1007/978-3-031-21383-810

3. Bass

J. M. (2019). The product owner in large-scale agile: A systematic literature review and an interview study. Information and Software Technology

115

105-121.

Section 4.2: Discusses the PO's responsibility for "product vision and strategy

" which involves understanding the market

competitors

and customer segments to define a valuable product. This covers options A

B

and C.

4. MIT OpenCourseWare. (2016). 15.785 Digital Product Management. Massachusetts Institute of Technology.

Course Syllabus

Session Topics: The course outline covers essential Product Owner competencies such as "Understanding Customer Needs" (relates to B)

"Product Vision & Strategy" (relates to C)

"Competitive Analysis" (relates to A)

and "Agile Development & Roadmapping" (relates to D).

Sprint Planning initiates the Sprint by laying out the work to be performed. The 2020 Scrum Guide explicitly structures this event around three topics, which directly correspond to this answer. First, the team collaborates on a Sprint Goal, addressing "Why" the Sprint is valuable. Second, the Developers select items from the Product Backlog, determining "What" can be done. Third, the Developers create a plan for delivering the selected items into a Done Increment, which answers "How" the work will get done. This comprehensive approach ensures the team has a clear purpose, a selected set of work, and an actionable plan for the Sprint.

A. Who is on the team and what team member roles will be.

This concerns team formation, which happens outside of Sprint Planning. The Scrum Team is expected to be stable throughout the Sprint.

B. How conditions have changed and how the Product Backlog should evolve.

This describes Product Backlog refinement, a continuous activity, not the specific purpose of the Sprint Planning event itself.

C. What to do and who will do it.

While "what to do" is correct, assigning work to specific individuals ("who will do it") during planning undermines the Developers' self-management.

E. What went wrong in the last Sprint and what to do differently this Sprint.

This is the purpose of the Sprint Retrospective, which is focused on inspecting and adapting the team's processes.

1. Schwaber

K.

& Sutherland

J. (2020). The Scrum Guide. Scrum.org. Page 9. The guide states

"Sprint Planning addresses the following topics: Topic One: Why is this Sprint valuable? ... Topic Two: What can be Done this Sprint? ... Topic Three: How will the chosen work get done?" This directly maps to "Why

" "What

" and "How."

2. Verwijs

C.

& Russo

D. (2023). A Theory of Scrum's Law. In Agile Processes in Software Engineering and Extreme Programming – Workshops (pp. 103-112). Springer

Cham. The authors discuss the purpose of Scrum's events

noting that Sprint Planning is for the Scrum Team to "agree on a Sprint Goal (Why)

select the work to achieve it (What)

and create a plan (How)." (Section 3.1

p. 106).

3. Hohl

P.

Klünder

J.

van Bennekum

A.

et al. (2018). Back to the future: why is agile today not what we practiced 10 years ago and what we should practice in the future. In International Conference on Agile Software Development (pp. 125-133). Springer

Cham. The paper reinforces that Sprint Planning involves selecting backlog items and creating a plan to deliver them

covering the "What" and "How" aspects. The commitment to a Sprint Goal provides the "Why." (Section 3).