Free RPO Practice Questions

Question 1

Two department heads disagree about which feature should come first. After comparing customer impact, dependencies, and effort with stakeholders and Developers, the Product Owner orders the Product Backlog. A steering committee asks the Scrum Master to replace that order with the result of a departmental vote. Which response preserves the relevant Scrum accountabilities?

Accepted Answer

Keep the Product Owner accountable for ordering; use the Scrum Master to help resolve the disagreement.

Answer

Have the Scrum Master apply the committee's vote, since facilitating consensus includes resolving product-priority disputes.

Answer

Use a Developers' vote; self-management includes deciding product priorities.

Answer

Suspend backlog selection until all department heads approve one order, so the team avoids acting on disputed priorities.

Question 2

A wholesaler wants to learn whether existing shop-owner customers will place repeat orders without calling a sales representative. Its story map includes finding a previously purchased product, choosing a quantity, submitting the order, and receiving confirmation. Recommendations and additional payment methods are later possibilities. Which first pilot would provide direct evidence of unaided ordering?

Accepted Answer

One usable reorder path covering product selection, quantity, submission, and confirmation for existing account customers.

Answer

Several product-search methods, with sales representatives still placing orders for customers.

Answer

A complete catalog and recommendation engine, with order submission added after customers have explored the range.

Answer

A polished walkthrough of the future service, followed by a survey asking customers how likely they are to use it.

Question 3

Halfway through a Sprint, an unexpected integration problem makes the remaining plan infeasible. The Sprint Goal is still valuable. The team has tried a different implementation approach, but that has not restored feasibility; help from other teams has not yet been explored. In Scrum Inc.'s Scrum Emergency Procedure, which recovery move comes next?

Accepted Answer

Find out whether another capable team can take on part of the remaining work.

Answer

Negotiate a smaller set of features with the Product Owner before seeking help from another team.

Answer

Ask the Product Owner to abort the Sprint and restart with a more conservative delivery forecast.

Answer

Escalate the release risk to management and wait for an approved change to the delivery commitment.

Question 4

Only one of two independent improvements can be worked on at a time, starting now. A search upgrade takes four weeks and loses $8,000 of value for every week until it is released. An export improvement takes one week and loses $3,000 per week until release. Each is released immediately on completion; work cannot overlap or pause, and implementation costs are unaffected by order. Which sequence minimizes total lost value across both improvements?

Accepted Answer

Export first, then search; total lost value of $43,000.

Answer

Search first, then export; total lost value of $47,000.

Answer

Export first, then search; total lost value of $35,000.

Answer

Search first, then export; total lost value of $35,000.

Question 5

A value-stream map of small product changes shows two hours of analysis, five days waiting after approval, three hours of implementation, and one hour of verification. Approved changes wait because they are forwarded only at a weekly coordination meeting; no control requires that batching. Downstream staff have spare capacity. Where should the first flow-improvement experiment focus?

Accepted Answer

Forward approved changes continuously rather than holding them for the weekly meeting.

Answer

Use a detailed intake template to reduce analysis time.

Answer

Increase implementation capacity so more changes can be processed when each batch arrives.

Answer

Combine verification into larger batches to reduce the setup effort per completed change.

Question 6

A deployment checklist prevents recurring setup errors; a status report repeats Product Backlog information that every stakeholder can already see. The report has no other purpose. What treatment fits the Agile Manifesto's view of documentation?

Accepted Answer

Keep the useful checklist and retire the report that duplicates visible information.

Answer

Retain both documents because reducing written evidence would weaken transparency.

Answer

Remove both documents and use the saved effort to deliver additional features.

Answer

Keep the status report for stakeholders and replace the checklist with informal reminders.

Question 7

For a conveyor controller, the Definition of Done includes a passed emergency-stop test. Routine operating behaviors meet their acceptance criteria, but the emergency stop fails intermittently. The controller has not been released. Under pressure to finish the Sprint, the Product Owner asks whether the item can count as complete. How should it be treated?

Accepted Answer

Keep it unfinished until the emergency-stop failure is corrected and reverified.

Answer

Mark it Done; block release until the safety fix passes.

Answer

Count the passing behaviors as an Increment and carry the failed check into the next Sprint.

Answer

Mark it Done once the Product Owner accepts the remaining safety work as a known limitation.

Question 8

Every member of a stable team completes the same anonymous role-happiness survey each Sprint. Its scale is 1 = very unhappy, 2 = unhappy, 3 = neither happy nor unhappy, 4 = happy, and 5 = very happy. The mean rises from 3.4 to 4.2 while comparable Done work remains unchanged. Comments describe fewer disruptive handoffs. What can the Product Owner infer from these results?

Accepted Answer

The ratings suggest a better work experience, not a proven increase in delivery capacity.

Answer

The higher mean demonstrates enough additional capacity to increase the next delivery forecast.

Answer

Without higher output, the survey provides no useful improvement signal.

Answer

Fewer handoffs are now established as the cause of both higher happiness and future output.

Question 9

A company adopting Scrum@Scale needs both an organization-wide Product Owner team and a forum where stakeholders and Product Owners align product priorities. Which pairing correctly distinguishes those functions?

Accepted Answer

Executive MetaScrum Team for organization-wide product direction; MetaScrum event for stakeholder priority alignment.

Answer

Executive Action Team for organization-wide product direction; MetaScrum event for stakeholder priority alignment.

Answer

Chief Product Owner for organization-wide product direction; Sprint Review for stakeholder priority alignment.

Answer

Executive MetaScrum Team for organization-wide product direction; Scrum of Scrums for stakeholder priority alignment.

Question 10

After six releases were delayed by the same fragile configuration process, a Product Owner says, 'Customers never ask us to fix that.' There is no current outage. How should a proposed repair compete with feature work?

Accepted Answer

Compare the repair's cost and expected delay reduction with the value of competing product work.

Answer

Leave its priority to Developers; technical work is not a Product Owner accountability.

Answer

Suspend feature delivery until an architecture review confirms that all related technical debt has been removed.

Answer

Prioritize requested features because a repair has no business value until customers report an outage.

Free RPO Practice Questions

Domain 1: Core Scrum

Question 1

Question 2

Question 3

Question 4

Question 5

Domain 2: Lean Principles

Question 6

Domain 3: Agile Manifesto

Question 7

Domain 4: Patterns of High Performing Teams

Question 8

Question 9

Domain 5: Scrum@Scale

Question 10

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