Scrum.org PPDV Certification Exam Sample Questions

PPDV Dumps PDF, Professional Product Discovery and Validation Dumps, download Professional Product Discovery and Validation free Dumps, Scrum.org Professional Product Discovery and Validation exam questions, free online Professional Product Discovery and Validation exam questionsYou have to pass the PPDV exam to receive the certification from Scrum.org. To increase the effectiveness of your study and make you familiar with the actual exam pattern, we have prepared this Scrum.org Professional Product Discovery and Validation sample questions. Our Sample Scrum.org Professional Product Discovery and Validation Practice Exam will give you more insight about both the type and the difficulty level of the questions on the Scrum.org Professional Product Discovery and Validation exam.

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Scrum.org Professional Product Discovery and Validation Sample Questions:

01. Midway through a Sprint the Developers finish a small piece of work that meets the Definition of Done and is usable on its own. A team member says it has to wait for the Sprint Review before it can go to anyone outside the team.
Which response is correct?
a) Multiple Increments may be created within a Sprint, and this one can go to users now
b) Only one Increment may exist per Sprint, so this work must be combined with the rest
c) It is not part of an Increment until the Sprint ends, whatever the Definition of Done says
d) An Increment may go to users only once the stakeholders have approved it at the review
 
02. At the Sprint Review a Product Owner demonstrates a capability that works in the team's environment. It has not been through the security check the Definition of Done requires. Stakeholders are enthusiastic and ask when they can have it.
How should this work be treated?
a) As work in progress, because a capability is not complete until it reaches production users
b) As delivered value, because the Product Owner accepted it on behalf of the product's users
c) As delivered value, because the stakeholders inspected it at the review and asked for it
d) As work in progress, because it is not part of the Increment until the Definition of Done is met
 
03. Before running an experiment a team agreed that a proposed capability would have to lift task completion by ten points to justify building it fully. The result came in at four points. The team also notices that among users in their first week the lift was much larger, while long-standing users barely moved at all.
What does this result support?
a) Building the capability fully, because the movement was in the direction the team hoped for
b) Recording the experiment as a success and lowering the threshold to match the result
c) A cheaper follow-up test with new users, since the threshold covered the full build
d) Running the experiment for longer with the same users until the agreed lift appears
 
04. Two weeks after a capability is released, the share of users completing the core task has risen sharply. Revenue has also risen. A stakeholder argues that the revenue figure proves the capability paid for itself and that no further measurement is needed.
What is the most accurate assessment of that argument?
a) The argument holds, because revenue is the outcome the organization ultimately cares about
b) Task completion is a leading indicator, so it cannot say anything about delivered value
c) The two measures rose together, which establishes that the capability caused the revenue rise
d) Revenue moves for many reasons and a rise this soon cannot yet be credited to the release
 
05. A team tested a new onboarding service with twelve customers, guiding each of them through it by hand over a video call. All twelve completed setup and rated the experience highly. The team now wants to commit to building the automated version for the whole customer base.
What should the team do next?
a) Ask the twelve customers whether the rest of the market would behave the same way
b) Present the result to leadership and seek approval to fund the automated build
c) Run the service without the hand-holding for a wider group of users over the coming Sprints
d) Roll it out to the entire customer base this quarter, since every participant succeeded
 
06. Discovery evidence gathered over several Sprints shows that the customer segment the organization's business strategy targets is contracting, while an adjacent segment the product already serves without trying is growing steadily. The business strategy was set at the start of the financial year and the next formal review is months away.
What is the most appropriate action for the Product Owner?
a) Continue executing the current strategy until the scheduled review, when the evidence can be tabled
b) Ask the sales team which of the two segments they would rather be selling into
c) Reorder the Product Backlog toward the growing segment without raising the mismatch with anyone
d) Raise the evidence with the executives who set the business strategy, ahead of the annual review
 
07. A competitor has launched a capability the product does not have. Several stakeholders want it at the top of the Product Backlog before the end of the week, arguing that the product will look dated beside the competitor and that sales conversations will suffer. Nobody has pointed to a difficulty the product's own customers are having.
How should the Product Owner treat this argument?
a) Set the competitor's launch aside entirely, since a rival's roadmap says nothing about these customers
b) Order it second, behind the current top item, so both the comparison and the plan are served
c) Treat looking dated as a positioning claim, and order the Product Backlog by value to its own users
d) Order the capability at the top, since a visible gap against a competitor is the most urgent risk
 
08. Usage of a project-management product is growing quickly among freelance designers, a group the product strategy never targeted and the team has never spoken to. Growth in the enterprise segment the strategy does target is flat.
What does this most warrant?
a) Redirecting the roadmap to the designers and rebuilding the product around their needs
b) Treating the growth as confirmation that the current product strategy is working as intended
c) Reporting the growth to leadership as evidence of value and continuing with the plan
d) Investigating why the designers adopted it, since the market may differ from the one assumed
 
09. A team has broken a new expense-claim capability into three slices, each independently usable. One lets employees photograph a receipt and have the amounts read automatically, which nobody knows will work accurately enough to be trusted. One adds a currency converter. One improves the reimbursement workflow finance already has.
Which slice should the team build first, and why?
a) The receipt reading, because it tests the assumption the whole capability depends on
b) The reimbursement workflow, because finance is asking for it more loudly than anyone else
c) The receipt reading, because it is the most technically demanding of the three slices
d) The currency converter, because it is the smallest slice and delivers value soonest
 
10. A team plans its next three Sprints as follows: build the data model, then the service layer, then the interface. Each Sprint's work is expected to meet the Definition of Done.
Why does this plan fail to produce a usable Increment in the first Sprint?
a) A Sprint must always deliver at least one complete Product Backlog item, or it does not count
b) Nobody can put a data model to work on its own, so nothing usable exists yet
c) Only the Developers may decide how the work is divided across the three Sprints
d) Work becomes part of an Increment only once it has been released into production

Answers:

Question: 01
Answer: a		 Question: 02
Answer: d		 Question: 03
Answer: c		 Question: 04
Answer: d		 Question: 05
Answer: c
Question: 06
Answer: d		 Question: 07
Answer: c		 Question: 08
Answer: d		 Question: 09
Answer: a		 Question: 10
Answer: b

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