Scrum SPS Dumps Questions Answers

The best option for how Product Ownership might be structured in a company with five products is to have one Product Owner responsible for each product or one Product Owner responsible for all five products. Both of these options are consistent with the Scrum Guide, which states that the Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team 11. The Product Owner may delegate work as needed, but they remain accountable for the value delivered. The Product Owner also provides clarity to the team about the product vision, goal, and backlog 11.

The other options are not advisable for the following reasons:

• Assigning as many Product Owners as needed to communicate expectations and requirements to the Scrum Team is not a good idea, as it would create confusion, inconsistency, and conflict among the Product Owners and the Scrum Team. The Scrum Guide states that the Product Owner is one person, not a committee 11. Having multiple Product Owners for one product would compromise the transparency, the alignment, and the decision-making of the Scrum Team.
• Having one primary Product Owner and one Product Owner for each product is also not a good idea, as it would create a hierarchy and a dependency among the Product Owners. The primary Product Owner would have too much authority and responsibility, while the Product Owners for each product would have too little. This would undermine the accountability, the collaboration, and the empowerment of the Product Owners and the Scrum Teams.

Creating a communication plan is not enough to fully address the coordination challenges that arise when many Scrum Teams work on the same product. A communication plan is a document that outlines the objectives, methods, channels, and frequency of communication among the stakeholders of a project or product 1. While a communication plan is useful for ensuring clarity, transparency, and alignment among the Scrum Teams and other parties involved, it does not address other aspects of coordination, such as integration, dependency management, alignment of goals and vision, and cross-team collaboration 2.

To effectively coordinate multiple Scrum Teams working on the same product, a communication plan should be complemented by other practices and frameworks, such as:

• Nexus: Nexus is a framework for scaling Scrum that consists of three to nine Scrum Teams working together to deliver an Integrated Increment every Sprint 3. Nexus provides roles, events, artifacts, and rules that help the Scrum Teams coordinate, integrate, and align their work, while maintaining the Scrum values and principles 4.
• Scrum of Scrums: Scrum of Scrums is a technique for scaling Scrum that involves a regular meeting of representatives from each Scrum Team to share progress, identify dependencies, resolve issues, and align on the product vision and goal . Scrum of Scrums helps the Scrum Teams communicate and collaborate effectively, while minimizing the overhead and complexity of coordination .
• Communities of Practice: Communities of Practice are groups of people who share a common interest, skill, or domain, and who meet regularly to exchange knowledge, ideas, and best practices . Communities of Practice help the Scrum Teams learn from each other, improve their skills, and foster a culture of continuous improvement .

Moving away from component teams toward feature teams is a significant change that should be considered carefully. Here are some of the factors that should be taken into account:

• Feature teams have less communication overhead than component teams, as they are able to deliver end-to-end customer features without relying on other teams or components 11. This reduces the complexity and the dependencies among the teams, and improves the transparency and the feedback loop. Feature teams also foster more collaboration and cross-functional learning among the team members, as they have to work on different aspects of the product 22.
• When making this change, it helps to have support from the organization, as it may require a shift in the culture, the structure, and the processes of the company 33. The organization should provide the necessary resources, training, and coaching to the teams to help them adopt the feature team model. The organization should also align its goals, incentives, and metrics with the feature team approach, and remove any barriers or impediments that may hinder the teams’ performance 44.
• Productivity may decrease when making this kind of change, as the teams may face some challenges and difficulties in the transition period 55. For example, the teams may have to learn new skills, technologies, or domains that they are not familiar with. The teams may also have to deal with legacy code, technical debt, or integration issues that may slow down their delivery. The teams may also experience some resistance or conflict from the existing component teams or stakeholders. Therefore, the teams should expect some temporary setbacks and losses in productivity, and focus on continuous improvement and adaptation.

The other options are not correct for the following reasons:

• With feature teams, it is not easier to calculate the productivity per team, as productivity is not a simple or straightforward metric to measure in software development [6]. Productivity depends on various factors, such as the quality, the value, the complexity, and the customer satisfaction of the product. Moreover, focusing on the productivity per team may create a competitive or individualistic mindset among the teams, rather than a collaborative or collective one. The teams should focus on delivering the best possible product Increment that meets the Product Goal and the Definition of Done, rather than on maximizing their productivity [7].
• You can do Scrum without feature teams, as Scrum does not prescribe any specific team structure or organization [8]. Scrum only requires that the Scrum Team is cross-functional, self-organizing, and accountable for delivering a potentially releasable product Increment every Sprint [9]. However, feature teams are generally more aligned with the Scrum values and principles, as they enable the teams to deliver customer-centric features faster and more frequently, and to respond to changes more effectively [10]. Therefore, feature teams are recommended, but not mandatory, for Scrum.