PSPO II flashcards
PSPO II · Build recall with a focused review session.
32 cards. Read the term and the definition here. The deck at the top of this page is optional.
- Scrum Team size
- Scrum defines a Scrum Team of 10 or fewer people, with no sub-teams; the team contains one Product Owner, one Scrum Master, and Developers.
- Sprint cancellation
- Only the Product Owner can cancel a Sprint, and cancellation happens when the Sprint Goal becomes obsolete; the decision is made with stakeholder input.
- Definition of Done
- The Definition of Done is a formal description of the Increment's quality state; work not meeting it is not included in the Increment.
- Daily Scrum timebox
- The Daily Scrum is a 15-minute event for Developers to inspect progress toward the Sprint Goal and adapt the Sprint Backlog.
- Sprint Review timebox
- For a one-month Sprint, the Sprint Review is timeboxed to four hours; shorter Sprints usually use a proportionally shorter timebox.
- Sprint Planning timebox
- For a one-month Sprint, Sprint Planning is timeboxed to eight hours; the event addresses why, what, and how for the Sprint.
- Three Scrum artifacts
- The three artifacts are the Product Backlog, Sprint Backlog, and Increment; their commitments are the Product Goal, Sprint Goal, and Definition of Done.
- Product Owner accountability
- The Product Owner is one person accountable for maximizing product value and for effective Product Backlog management; accountability cannot be delegated to a committee.
- Product vision
- A product vision describes a future state the product aims to create for customers and the business; it guides strategy and backlog choices.
- Product Goal
- The Product Goal is a long-term objective for the Scrum Team; it is the commitment for the Product Backlog and helps focus work.
- Outcome-based roadmap
- An outcome-based roadmap expresses intended customer or business outcomes over time instead of fixed feature deliverables with exact dates.
- Product management scope
- Product management covers discovery, delivery, strategy, and lifecycle decisions; Product Ownership is the Scrum accountability focused on maximizing product value.
- PO delegation rule
- A Product Owner may delegate Product Backlog work to others but remains accountable for the outcome; delegation transfers tasks, not accountability.
- Product strategy components
- Product strategy links vision to target customers, value proposition, competitive positioning, and measures of success that guide product decisions.
- 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 for the Scrum Team.
- WSJF formula
- Weighted Shortest Job First equals Cost of Delay divided by Job Size or duration; higher WSJF suggests earlier sequencing when capacity is constrained.
- Cost of Delay
- Cost of Delay estimates the economic impact of not delivering an item; it can combine value, time criticality, and risk reduction or opportunity enablement.
- Backlog refinement
- Refinement is ongoing decomposition and clarification of Product Backlog items; it is not a Scrum event and has no prescribed timebox.
- Acceptance criteria
- Acceptance criteria describe conditions a specific Product Backlog item must meet; they differ from the Definition of Done, which applies to every Increment.
- Forecast versus commitment
- A forecast is the Scrum Team's evidence-based expectation of work it can complete; it is not a promise of fixed scope or date.
- Value measurement
- Product value is assessed through outcomes such as revenue, usage, retention, satisfaction, and time to learn, not only through delivered output.
- Stakeholder definition
- A stakeholder is any person or group with an interest in or affected by the product; customers buy, users use, and the roles can overlap or differ.
- Customer versus user
- A customer makes purchasing or contractual decisions, while a user operates the product; their needs and feedback can differ and both matter.
- Stakeholder salience model
- The salience model assesses stakeholders by power, legitimacy, and urgency; higher combined attributes indicate greater priority for engagement.
- Sprint Review purpose
- The Sprint Review is a working session where the Scrum Team and stakeholders inspect the Increment and adapt the Product Backlog.
- Feedback triangulation
- Triangulation combines qualitative and quantitative evidence, such as interviews, analytics, and usability tests, to reduce bias in product decisions.
- Four Key Value Areas
- Evidence-Based Management uses four Key Value Areas: Current Value, Unrealized Value, Time to Market, and Ability to Innovate.
- Unrealized Value
- Unrealized Value is the difference between potential future value and current value; it shows the value gap the product could still capture.
- Current Value metrics
- Current Value measures delivered value with metrics such as revenue per employee, product cost ratio, customer satisfaction, employee satisfaction, and usage.
- Time to Market metrics
- Time to Market measures how quickly value reaches customers, using lead time, cycle time, release frequency, time to learn, and P95 response time.
- Ability to Innovate metrics
- Ability to Innovate measures capacity to deliver new value, using feature usage index, innovation rate, defect trends, technical debt, and mean time to repair.
- EBM experiment
- An Evidence-Based Management experiment states a hypothesis, measures the outcome, and uses evidence to decide whether to pivot, persevere, or stop.