Free Scrum PSPO-II Exam Actual Questions

The questions for PSPO-II were last updated On Feb 19, 2025

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Question No. 1

What might indicate to a Product Owner that they need to work more with the Scrum Team?

(choose the best answer)

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Correct Answer: D

Option D is the best answer because it indicates that the Product Owner and the Scrum Team are not aligned on the vision, goals, and value of the product.The Product Owner is responsible for maximizing the value of the product and the work of the Scrum Team1.To do so, the Product Owner needs to work closely with the Scrum Team, communicate the product vision, provide clear and valuable Product Backlog items, collaborate on the Sprint Goal, and inspect and adapt the product based on feedback23. If the Increment presented at the Sprint Review does not reflect the Product Owner's expectations, it means that there is a gap between what the Product Owner wants and what the Scrum Team delivers. This gap can lead to waste, rework, dissatisfaction, and missed opportunities.The Product Owner should work more with the Scrum Team to ensure that they have a shared understanding of the product and its value proposition, and that they deliver Increments that meet the Definition of Done and the acceptance criteria45.

Option A is not the best answer because it does not necessarily imply that the Product Owner needs to work more with the Scrum Team. People may leave the Scrum Team for various reasons, such as personal, professional, or organizational factors.While the Product Owner should care about the well-being and motivation of the Scrum Team members, and try to foster a positive and collaborative environment, the Product Owner is not accountable for the people management or the team composition1. The Scrum Master is more likely to address the issues that cause people to leave the Scrum Team, such as impediments, conflicts, or dysfunctions.

Option B is not the best answer because it does not necessarily imply that the Product Owner needs to work more with the Scrum Team.The Product Owner is expected to spend enough time with the Scrum Team to provide them with the necessary guidance and feedback2.However, the Product Owner also has other responsibilities, such as engaging with stakeholders, customers, and users, managing the Product Backlog, validating the product value, and aligning the product strategy with the business goals12. The Product Owner does not need to work full time with the Scrum Team, as long as they are available and accessible when needed, and they empower the Scrum Team to make decisions and self-organize .

Option C is not the best answer because it does not necessarily imply that the Product Owner needs to work more with the Scrum Team. The acceptance criteria for the Product Backlog items are the conditions that must be met for the items to be considered done and valuable.The Product Owner is accountable for defining and communicating the acceptance criteria to the Scrum Team1. However, the Product Owner can also collaborate with the Scrum Team and the stakeholders to refine and clarify the acceptance criteria, and to ensure that they are aligned with the Definition of Done and the Sprint Goal . The acceptance criteria for the Product Backlog items may not appear to be complete at the beginning of the Sprint, but they can be refined and updated throughout the Sprint, as long as they do not change the scope or the value of the items. The Product Owner should work with the Scrum Team to ensure that the acceptance criteria are clear, testable, and valuable, but they do not need to work more with the Scrum Team just because the acceptance criteria are not complete at a certain point in time.


1:Product Owner Accountabilities

2:Product Backlog Management

3:Product Value

4:Product Vision

5:Sprint Review

:Scrum Master Accountabilities

:Stakeholders & Customers

:Business Strategy

:Definition of Done

:Product Backlog Refinement

:Sprint Planning

:Sprint Backlog

Question No. 2

The leading revenue-producing product in your portfolio has:

. High Current Value

. Low Unrealized Value

The product has been losing customers for several years and revenues are down. Using those

two data points and the options below, what is the first action you should take?

(choose the best answer)

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Correct Answer: B

According to the PSPO II resources, a product with high current value and low unrealized value is in theharveststage of the product lifecycle1. This means that the product has reached its peak and is facing increasing competition and decreasing customer demand. The best strategy for this stage is tomaintainthe product quality and customer satisfaction, butreducethe investment in new features or enhancements.The product owner shouldseekother opportunities for future growth, such as developing new products or exploring new markets23.Reference:

1:Product Lifecycle Management

2:Product Strategy

3:Evidence-Based Management


Question No. 3

The smallest product Increment that is valuable enough to release is one that:

(choose the best answer)

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Correct Answer: A

The smallest product Increment that is valuable enough to release is one that delivers a single new or improved outcome for the customers or users of the product.This is because the outcome is the ultimate measure of value, not the output or the features1.An outcome is a change in behavior, attitude, or situation that results from using the product2.An outcome can be achieved by delivering a single feature, fixing a defect, or improving an existing functionality, as long as it meets the Definition of Done and the Sprint Goal3. Therefore, the best answer is A.

The other options are not correct because:

B . Adds a new feature.This is not a sufficient condition, as a new feature may not deliver a valuable outcome if it is not aligned with the product vision, the customer needs, or the market conditions4.

C . Fixes at least one defect.This is not a necessary condition, as a defect may not affect the value of the product if it is minor, rare, or irrelevant to the customer5.

D . Delivers all ''must do'' Product Backlog items. This is not a realistic condition, as the Product Backlog is a dynamic and emergent artifact that changes based on feedback, learning, and discovery.There is no fixed set of ''must do'' items that can guarantee the delivery of value.Reference:1: Outcome vs.Output,2: What is an Outcome?,3: The Definition of Done,4: Feature vs.Outcome,5: Defect vs. Value, : The Product Backlog


Question No. 4

When the Product Owner is too busy to work with all of the teams in a multi-team product

development effort, which strategy will help them?

(choose the best answer)

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Correct Answer: B

The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. They are also accountable for effective Product Backlog management, which includes clearly expressing Product Backlog items, ordering them to best achieve goals and missions, ensuring that the Product Backlog is transparent, visible and understood. The Product Owner may do the above work or may delegate the responsibility to others.However, the Product Owner remains accountable1.

When working with multiple Scrum Teams on the same product, the Product Owner should ensure that there is a shared understanding of the Product Goal among all the teams and stakeholders. The Product Goal is the long-term objective for the Scrum Team.They must fulfill (or abandon) one objective before taking on the next2. The Product Owner should also collaborate with the Developers to create and refine Product Backlog items that are valuable, feasible, and testable.The Developers are accountable for creating a plan for the Sprint, the Sprint Backlog1. The Product Owner should trust the Developers to self-organize and deliver the most valuable increments possible.

The other options are not recommended strategies for the Product Owner, as they may introduce unnecessary complexity, confusion, and waste. Adding component team Product Owners, enlisting the Program Management Office, or assigning sub-Product Owners may create silos, dependencies, and conflicts among the teams and stakeholders. These roles may also undermine the authority and accountability of the Product Owner, and reduce the transparency and alignment of the Product Backlog.The Product Owner should work with the Scrum Master and the Developers to find ways to optimize the value delivery and collaboration across the teams, rather than creating intermediaries or proxies34.Reference:1:Scrum Guide2:Understanding and Applying the Scrum Framework3:Managing Products with Agility4:Evolving the Agile Organization


Question No. 5

You are the Product Owner at a small company with a single product. You have authority over

pricing, promotion, and how much is invested in new features or capabilities. Your product has:

. High Current Value - as indicated by high customer satisfaction.

. High Unrealized Value - as indicated by low market share.

Using those two data points, what is the first action you should take to increase the business

performance of the product?

(choose the best answer)

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Correct Answer: D

= Based on the Evidence-Based Management (EBM) framework, your product has a high Current Value (CV), which means that it delivers value to the existing customers and meets their needs and expectations. However, it also has a high Unrealized Value (UV), which means that there is a large gap between the potential and actual use of the product in the market. This indicates that your product has a low awareness, reach, or appeal among the potential customers who could benefit from it.

To increase the business performance of the product, you need to reduce the UV and increase the Ability to Innovate (A2I), which is the ability to deliver future value. One way to do this is to improve the marketing of the product, which can help you to communicate the value proposition, differentiate the product from the competitors, and attract a greater number of customers. This can also provide you with more feedback and data to inform your product strategy and backlog prioritization.

The other options are not the best actions to take, because they either do not address the root cause of the high UV, or they may compromise the CV or A2I of the product. Increasing the number of product features may not necessarily increase the value or the demand for the product, and it may also increase the complexity and the cost of development. Releasing an identical product with a new name may confuse the customers and dilute the brand identity, and it may also create legal or ethical issues. Dropping the price for the product may not be a sustainable or profitable strategy, and it may also affect the perceived quality or value of the product.Reference:=Professional Scrum Product Owner II Certification,Managing Products with Agility,Evidence-Based Management


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