Concept Clarification Questions (PO role related)

Hi all,

I am quite new to Scrum. I have followed through this Forum, but have some concept clarification questions in mind (Product Owner role related). Would appreciate some advices from the experts & practitioners in this group.

 

1. When the velocity is behind expectation (e.g. due to external impediments):

a) if a stakeholder/ manager comes, should SM tell him that the velocity is for the sprint work forecast (rather than productivity prediction) & ask him to refer to PO for progress of development?

b) if PO comes, should SM tell him that the forecast scope can't be promised given its emerging nature?

With reference to Scrum Guide statements as below, my view tends to be "Yes" for both a) and b). Am I correct?

- "The Product Owner is the sole person responsible for managing the Product Backlog".

- "...enough work is planned during Sprint Planning for the Development Team to forecast what it believes it can do in the upcoming Sprint"

- "In complex environments, what will happen is unknown. Only what has happened may be used for forward-looking decision-making"

Besides, any suggested good articles for the handling & adaptation in such common scenario (with lagging or over-"commitment")?

2. When stakeholders expect to have more feedbacks after current release, should PO opts for (#a) reducing sprint length, or (#b) stop sprinting so as work on new upcoming requests?

With reference to the following thread, my view is to opt for (#a) to enable faster feedbacks with smaller batch sizes while (#b) might be needed only when the upcoming requests eventually impact the sprint goal. Does this make sense?

https://www.scrum.org/forum/scrum-forum/5817/sprint-length-and-consistency-same-product-backlock

3. For PBL refinements, should PO work with DT inside or outside the sprint?

With reference to Charles'article, my view is that PO & DT should collaborate for PBL refinements on PBI details upon ongoing basis, but I'm not quite sure whether this is regarded as outside the "current" sprint (given this is for the upcoming sprints). Or is this inside each sprint but for future sprints? Any advice?

http://www.scrumcrazy.com/The+New+New+Product+Owner

4. If the PBL order does not come to a consensus even close to the sprint planning end, should SM suggest DT to get better prepared (e.g. further clarifications with PO) & restart sprint planning prior to sprint execution? Or alternatively, should DT forecast the most likely PBL then life goes on?

My view tends to be the former one, because DT should have mutual understanding with PO & minimize predictive planning, so as to avoid wastes in sprint execution. Adaptation at retrospective is also needed. Is my understanding correct?

5. For system performance issues, PO should raise to and work with DT regarding how to improve performance and have more robust DoD. Is this correct?

With reference to various threads about NFRs, my view is that PO owns the requirements/ standards while DT owns the DoD.

6. To figure out architecture issues, should PO add this to PBL for estimation & execution together with some features in early sprints? Or alternatively, should this be handled even before starting Scrum and then later in time-boxed sprints?

With reference to various threads about emergent architecture, my view tends to the former one due to transparency & adaptation while the latter one seems more like Sprint 0 which is antipattern. Is my understanding correct?

Thanks a lot!!