Easy everything in Product Management, page 11
What information do you need in a user story?
This tests your ability to connect engineering work to user value. A great answer covers the user persona (who), their motivation (why), and measurable success criteria (what), explaining how this context informs technical decisions.
Describe the TDD Red-Green-Refactor cycle
This tests your grasp of TDD's core loop and its design implications. A good answer defines Red (failing test), Green (minimal code to pass), and Refactor (improve structure).
What is the output of a Sprint Retrospective, and what happens next?
This tests if you create actionable outcomes, not just vent. The output is a plan to improve quality and effectiveness, with the most impactful items added to the next Sprint Backlog. A red flag is calling the output just 'notes' with no plan for integration.
Difference Between 'Code Complete' and 'Done'?
Tests if you grasp value delivery vs. task completion. A great answer defines 'code complete' as a dev step and 'Done' as a team-agreed state of shippable value, governed by the Definition of Done. A red flag is equating 'Done' with just 'QA passed'.
What's missing from a ticket-focused Daily Scrum?
This tests if you know the Daily Scrum is for Developers to inspect progress toward the Sprint Goal, not a status report. A great answer states this purpose, explains how it enables adapting the next day's plan, and focuses on the team.
Sprint Goal: Purpose and Influence on Sprint Planning
Tests if you understand a Sprint is about a single objective, not just a list of tasks. Define the Sprint Goal as the 'why'—a commitment providing focus and flexibility that guides PBI selection. A red flag is defining the goal as a summary of tickets.
What are the components of a well-written user story?
Tests your ability to translate business needs into actionable engineering work. A great answer covers the '3 Cs' (Card, Conversation, Confirmation), the INVEST criteria, and specific, testable Acceptance Criteria. A red flag is just reciting the 'As a...'
What is the Definition of Done and its impact?
Tests your grasp of Scrum's core quality mechanism and its link to predictability. Define DoD as the formal quality standard for a releasable Increment, creating transparency and ensuring all work is truly complete.
How to fix a Daily Scrum that runs over its timebox?
Tests your understanding of the Daily Scrum's purpose: inspection and adaptation, not problem-solving. A good answer re-centers the team on the Sprint Goal, uses a 'parking lot' for deep dives, and addresses the root cause offline.
How do you handle an urgent request during a Sprint?
This tests your ability to protect team focus while managing stakeholders. Acknowledge the request, explain its impact on the Sprint Goal, and redirect the stakeholder to the Product Owner, who owns the backlog. A red flag is saying 'yes' or 'no' directly.
Sprint Review vs. Sprint Retrospective: Purpose and Audience
This tests your grasp of Scrum's dual feedback loops. A great answer defines Review as inspecting the *product* with stakeholders to adapt the backlog, and Retrospective as inspecting the *process* with the team to improve the next Sprint.
What is the purpose of the Daily Scrum?
This tests if you know the Daily Scrum is a planning event for Developers, not a status report. A great answer states it's a 15-min meeting for Developers to inspect progress toward the Sprint Goal and adapt their plan.
What are the three accountabilities in a Scrum Team?
Tests recall of Scrum fundamentals and separation of concerns. Name the three accountabilities (Product Owner, Scrum Master, Developers) and define their focus: PO on value, Developers on delivery, and SM on process. A red flag is adding non-Scrum roles.
Explain 'Simplicity' and how you apply it as an engineer
Tests if you see simplicity as maximizing value, not just minimizing code. A good answer defines it as avoiding unneeded work, then explains how you'd build an MVP, defer gold-plating, and validate scope with product.
What is the goal of a sprint retrospective?
Tests if you see retrospectives as actionable process improvement, not just venting. A good answer defines the retro's purpose (inspecting the sprint's people, processes, tools) and explains how it creates concrete action items for the next sprint.
Individuals and Interactions Over Processes and Tools
Tests if you can apply Agile's core human-centric value. A great answer defines the principle, then links it to concrete team structures (co-located, cross-functional) and communication methods (face-to-face). A red flag is dismissing all processes and tools.
Stakeholder Communication Plan: Who Gets Told What, and When
A stakeholder communication plan is a roadmap for who needs to know what, when, and how. It's used to keep executives, dependent teams, and users aligned on project progress. The biggest footgun is a one-size-fits-all approach; tailor updates to each group.
DevRel: Building For and With Developers
DevRel is the bridge between a company and the developers using its tools, treating them as partners, not just customers. You see it in API docs, tutorials, and community forums. The footgun is treating it as just marketing, not a feedback loop to improve the.
Two-Sided Markets: Playing Matchmaker for Value
A two-sided market plays matchmaker, connecting two distinct groups like buyers and sellers. It creates value by enabling their interaction, growing stronger as more users from each side join.
Platform Business Model: Connecting, Not Owning
A platform business connects groups (like buyers and sellers) instead of making its own products. It's a marketplace, not a store. This model powers ride-sharing apps and app stores.
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