PSPO-I Scrum Professional Scrum Product Owner (PSPO I) Exam Free Practice Exam Questions (2025 Updated)

The Product Backlog is an ordered list of everything that is known to be needed in the product. It is the single source of truth for the Scrum Team and the stakeholders. It contains all the requirements, features, functions, enhancements, fixes, and anything else that can deliver value to the customers and users of the product.

The Product Owner is accountable for managing and refining the Product Backlog, collaborating with the stakeholders and the Developers, and ordering the items in a way that best achieves goals and missions. The Product Owner represents the interests of everyone with a stake in the product and ensures that the Scrum Team works on the right things at the right time.

The Developers are accountable for creating a “Done” Increment that meets the Definition of Done each Sprint. The Developers are responsible for planning and executing the Sprint Backlog, designing and building the product functionality, testing and improving the product quality, and delivering a potentially releasable Increment. The Developers work closely with the Product Owner to understand and clarify the Product Backlog items, provide feedback and estimates, and suggest improvements and innovations.

All planned work for the Product done by the Scrum Team must originate from the Product Backlog. The Scrum Team does not work on anything that is not in the Product Backlog. The Scrum Team does not add or remove anything from the Product Backlog without consulting with the Product Owner. The Scrum Team does not accept or implement any requests or changes that are not in the Product Backlog. The Scrum Team does not create any other artifacts or documents that are not derived from or related to the Product Backlog.

References:

Scrum Guide: https://www.scrumguides.org/scrum-guide.html

Product Backlog: https://www.scrum.org/resources/what-is-a-product-backlog

Product Owner: https://www.scrum.org/resources/what-is-a-product-owner

Developers: https://www.scrum.org/resources/what-is-a-developer-in-scrum

The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. The Product Owner is responsible for managing and refining the Product Backlog, collaborating with the stakeholders and the Developers, and ordering the items in a way that best achieves goals and missions. The Product Owner represents the interests of everyone with a stake in the product and ensures that the Scrum Team works on the right things at the right time.

The Developers are accountable for creating a “Done” Increment that meets the Definition of Done each Sprint. The Developers are responsible for planning and executing the Sprint Backlog, designing and building the product functionality, testing and improving the product quality, and delivering a potentially releasable Increment. The Developers work closely with the Product Owner to understand and clarify the Product Backlog items, provide feedback and estimates, and suggest improvements and innovations.

A Sprint is a timebox of one month or less within which a “Done” product Increment is created. A Sprint consists of the Sprint Planning, Daily Scrums, the development work, the Sprint Review, and the Sprint Retrospective. A Sprint is also a feedback loop that allows the Scrum Team and the stakeholders to inspect and adapt the product and the process.

The Sprint Goal is a short statement of what the Scrum Team intends to achieve during a Sprint. It provides guidance and direction for the Scrum Team, as well as a basis for inspecting and adapting the product and the process. The Sprint Goal is aligned with the product vision and goals, and it reflects the value and purpose of the Sprint.

In the middle of a Sprint, if a customer decides that there are two new features she wants, there are two possible ways that a Product Owner could handle this situation:

Ask the Developers to consider whether they can add these features to the current Sprint without endangering the Sprint Goal: The Product Owner could discuss with the Developers if they have enough capacity and skills to accommodate these new features in their current Sprint Backlog. The Product Owner could also explain why these features are valuable or urgent for the customer or user. The Developers could then decide if they can or want to add these features to their current work plan, or if they prefer to defer them to a future Sprint. The Developers should not compromise on quality or scope to fit these features in their current Sprint. The Developers should also ensure that these features are aligned with or support the current Sprint Goal.

Add these features to the Product Backlog: The Product Owner could add these new features to the Product Backlog as new items. The Product Owner could then order these items based on their value, risk, priority, dependency, feedback, or market conditions. The Product Owner could also refine these items with more details or acceptance criteria. The Product Owner could then plan to include these items in a future Sprint, depending on their order and availability.

The other options are not valid or relevant ways that a Product Owner could handle this situation. They are either too disruptive, impractical, or irrelevant. They are:

Introduce these features at the next Daily Scrum: This is not a valid way for a Product Owner to handle this situation. The Daily Scrum is an event for the Developers to inspect their progress toward the Sprint Goal and adapt their plan for the next 24 hours. The Daily Scrum is not a status meeting or a reporting session for anyone else. The Product Owner may attend the Daily Scrum as an observer or as an invited participant if they have something valuable to contribute or if they need some clarification from the Developers. However, introducing new features at this event would be disruptive and inappropriate for both parties.

Have the Scrum Master add these features to the current Sprint: This is not a valid way for a Product Owner to handle this situation. The Scrum Master is not responsible for adding or removing any work from the current Sprint. The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide. The Scrum Master is responsible for promoting and supporting Scrum as defined in the Scrum Guide. The Scrum Master does this by helping everyone understand Scrum theory and practice, both within the Scrum Team and the organization.

References:

Scrum Guide: https://www.scrumguides.org/scrum-guide.html

Product Owner: https://www.scrum.org/resources/what-is-a-product-owner

Developers: https://www.scrum.org/resources/what-is-a-developer-in-scrum

Sprint: https://www.scrum.org/resources/what-is-a-sprint-in-scrum

Sprint Goal: https://www.scrum.org/resources/what-is-a-sprint-goal

Daily Scrum: https://www.scrum.org/resources/what-is-a-daily-scrum

Scrum Master: https://www.scrum.org/resources/what-is-a-scrum-master

A Product Owner is accountable for maximizing the value of the product that is the result of the work of the Scrum Team. However, they can delegate some of their responsibilities to others, while still remaining accountable for the work. Two of the responsibilities that can be delegated to others are:

Attending the Sprint Retrospective. The Sprint Retrospective is an event where the Scrum Team inspects how the last Sprint went with regards to individuals, interactions, processes, tools, and their Definition of Done. The purpose of the Sprint Retrospective is to plan ways to improve quality and effectiveness. The Product Owner may attend the Sprint Retrospective as one of the Scrum Team members who has a stake in the outcome of the product development. However, they can also choose not to attend or delegate their attendance to someone else who can represent their interests and perspectives.

Attending the Sprint Review. The Sprint Review is an event where the Scrum Team and stakeholders inspect the Increment and adapt the Product Backlog if needed. The purpose of the Sprint Review is to elicit feedback and foster collaboration. The Product Owner is accountable for ensuring that key stakeholders attend the Sprint Review and that they understand what has been done and what can be done next. However, they can also delegate some of their tasks to others who can facilitate or present the Increment on their behalf.

Other options, such as ordering Product Backlog items or developing and communicating the Product Goal, are not responsibilities that can be delegated to others by the Product Owner. They are essential accountabilities that only the Product Owner can perform.

References:

[Scrum Guide], page 6, section “Product Owner”

[Scrum Guide], page 18, section “Sprint Retrospective”

[Scrum Guide], page 17, section “Sprint Review”

[Scrum Guide], page 11, section “Product Backlog”

[Scrum Guide], page 10, section “Product Goal”

Customer satisfaction is a measure of how well a product or service meets or exceeds the expectations and needs of the customers. It is an important indicator of the value and quality of a product or service, and it can affect the loyalty, retention, and profitability of the customers.

Customer satisfaction should be measured frequently, as it can change over time depending on various factors, such as the market conditions, the customer feedback, the product updates, the competitor actions, and the customer behavior. Measuring customer satisfaction frequently can help the Product Owner and the Scrum Team to inspect and adapt their product vision, strategy, roadmap, backlog, and increments based on the customer needs and preferences. It can also help them to identify and resolve any issues or gaps that may affect the customer satisfaction and value delivery.

Measuring customer satisfaction quarterly, daily, or annually is not optimal, as it may not reflect the current state of the customer satisfaction and may miss some opportunities or risks that may arise in between the measurement intervals. Quarterly measurement may be too slow to respond to the fast-changing market and customer demands. Daily measurement may be too noisy and costly to collect and analyze. Annual measurement may be too outdated and irrelevant to inform the product decisions.

References:

Scrum Guide: https://www.scrumguides.org/scrum-guide.html

Customer Satisfaction: https://www.agilealliance.org/glossary/customer-satisfaction/

The Scrum Master is a servant-leader for the Scrum Team, who helps the team understand and enact Scrum values, principles, and practices1. The Scrum Master also facilitates Scrum events as requested or needed2. The Daily Scrum is a 15-minute event for the Developers to inspect their progress toward the Sprint Goal and adapt the Sprint Backlog as necessary[3][3]. It is a key opportunity for the Developers to plan their work for the next 24 hours and collaborate on any challenges or impediments4. The Scrum Master should coach the team on the purpose and value of the Daily Scrum, and help them find ways to make it more effective and enjoyable. The Scrum Master should also learn why the Developers want to reduce the frequency of the Daily Scrum, and work with them to address any underlying issues or concerns. The Scrum Master should not impose a decision on the team, nor delegate the decision to a vote, as these actions would undermine the self-management and empowerment of the Developers5.

References:

1: The Scrum Guide, November 2020, p. 7

2: The Scrum Guide, November 2020, p. 11

[3][3]: The Scrum Guide, November 2020, p. 10

4: Understanding and Applying the Scrum Framework, Scrum.org, accessed on December 16, 2023

The Developers are the people in the Scrum Team who are committed to creating any aspect of a usable Increment each Sprint. The Developers are accountable for organizing and managing their work. Only the Developers can decide how to perform the work during the Sprint1. The Developers plan the work necessary to create an Increment that meets the Definition of Done during the Sprint Planning event. This is often done by decomposing Product Backlog items into smaller work items of one day or less. How this is done is at the sole discretion of the Developers2. The Developers also inspect their progress toward the Sprint Goal and adapt their plan during the Daily Scrum1. The Developers are self-managing, which means they decide internally who does what, when, and how1. The Scrum Master, the Product Owner, the team manager, and the subject matter experts are not involved in determining how the work is performed during the Sprint. They may provide guidance, feedback, or support, but they do not interfere with the Developers’ autonomy and accountability134. References:

Scrum Guide

What is a Developer?

Who Determines How Work Is Performed During The Sprint?

What is Sprint Planning?

During the Sprint Review, the stakeholder’s role is not to reorder the Product Backlog, but rather to provide feedback and suggestions on the product and the process. Therefore, the answer is false because:

The Sprint Review is an informal meeting, not a status meeting, and the presentation of the Increment is intended to elicit feedback and foster collaboration. The stakeholders are invited to attend the Sprint Review as observers, participants, or customers, and they can share their opinions, ideas, or requests regarding the product and its features, functionality, quality, value, etc.

The ordering of the Product Backlog is the sole responsibility of the Product Owner. They order Product Backlog items to best achieve goals and missions. The Product Owner may consider the feedback and suggestions from the stakeholders, as well as other factors such as dependencies, risks, costs, etc., when ordering the Product Backlog. However, they are not obliged to follow or implement them.

The Product Backlog is not a fixed or final list of requirements, but rather an emergent and dynamic artifact that represents all the possible changes to the product. The Product Owner is accountable for effective Product Backlog management, which includes refining, communicating, and optimizing the Product Backlog items. The Product Owner may update the Product Backlog at any time, not only during the Sprint Review.

References:

Scrum Guide 2020, page 11: “The ordering of the items in the Product Backlog is the sole responsibility of the Product Owner.”

Scrum Guide 2020, page 11: “The Product Owner is accountable for effective Product Backlog management, which includes … ordering Product Backlog items; and ensuring that the Product Backlog is transparent, visible and understood.”

Scrum Guide 2020, page 15: “The Sprint Review is an informal meeting, not a status meeting, and the presentation of the Increment is intended to elicit feedback and foster collaboration.”

The Product Owner is typically responsible for collaborating with stakeholders, users, and customers to understand their needs and expectations, and to validate the value of the product. The Product Owner is also responsible for working with the Scrum Team on Product Backlog refinement, which is the act of adding detail, estimates, and order to Product Backlog items.1 These two responsibilities help the Product Owner to maximize the value of the product and the work of the Developers.

References:

1: The Scrum Guide2, page 18

2: The Scrum Guide

According to Scrum.org, when splitting a large group into multiple Scrum Teams, it can be beneficial to allow the people to self-organize into smaller teams12. This approach respects the principle of self-organization, which is a key aspect of Scrum12. It allows individuals to choose the team they feel they can contribute to most effectively12. However, it’s important to note that this process should be facilitated and guided to ensure a balanced distribution of skills and capabilities across the teams12.

The best approach for Scrum Teams to produce valuable Increments is to be accountable for developing functionality from beginning to end, as this enables them to deliver potentially releasable products that meet the definition of “Done”. The Scrum Guide states that "The Developers are the people in the Scrum Team that are committed to creating any aspect of a usable Increment each Sprint."1 This means that the Developers are not limited by the boundaries of components, layers, or technologies, but rather they collaborate and coordinate to deliver a complete and integrated product that satisfies the Sprint Goal and the Product Owner’s expectations.

References:

1: The Scrum Guide2, page 7

2: The Scrum Guide

The Scrum Guide states that “Sprints are the heart of Scrum where ideas are turned into value”. It also states that “Sprints have consistent durations throughout a development effort. A new Sprint starts immediately after the conclusion of the previous Sprint”. Furthermore, it states that “Sprints are limited to one calendar month. When a Sprint’s horizon is too long the definition of what is being built may change, complexity may rise, and risk may increase”. Therefore, the correct answer is B. The other options are not acceptable, as they contradict the Scrum principles of empiricism, self-organization, and adaptation.

References:

The Scrum Guide, section 3.1. Sprints

Professional Scrum Product Owner I (PSPO I) Learning Path, section 2.2. The Product Owner and the Sprint

The Scrum Guide states that “the Increment is the sum of all the Product Backlog items completed during a Sprint and the value of the increments of all previous Sprints”. It also states that “at the end of a Sprint, the new Increment must be ‘Done’, which means it must be in useable condition and meet the Scrum Team’s definition of ‘Done’”. Therefore, the Scrum Team must deliver a valuable, useful Increment that meets the Definition of Done at the end of a Sprint. The other options are not acceptable, as they do not meet the criteria of being valuable, useful, or done.

References:

The Scrum Guide, section 3.4. Increment

Professional Scrum Product Owner I (PSPO I) Learning Path, section 2.1. The Product Owner and the Development Team

Professional Scrum Product Owner I (PSPO I) Sample Questions, question 10

The Scrum Team is a self-managing unit that organizes its own work and delivers a valuable product1. The Scrum Team consists of one Scrum Master, one Product Owner, and Developers2. The Scrum Team is accountable for creating a valuable, useful Increment every Sprint[3][3]. If a Developer is having conflicts with other team members that affect the delivery of the Increment, the Scrum Team is responsible for resolving the issue and deciding whether to remove the Developer from the team or not. The Product Owner, the Scrum Master, and the hiring manager do not have the authority to remove a Developer from the Scrum Team, as this would violate the principle of self-management4.

References:

1: The Scrum Guide, November 2020, p. 5

2: The Scrum Guide, November 2020, p. 6

[3][3]: The Scrum Guide, November 2020, p. 9

4: Understanding and Applying the Scrum Framework, Scrum.org, accessed on December 16, 2023

Non-functional requirements are the criteria that define the quality, performance, security, usability, and other aspects of a product1. They are often implicit or assumed, but they are important to make visible and explicit, as they affect the value and satisfaction of the product2. One effective way to make non-functional requirements visible is to add them to the Product Backlog, which is an ordered list of everything that is known to be needed in the product[3][3]. By adding non-functional requirements to the Product Backlog, the Product Owner and the Developers can prioritize, refine, and estimate them, and make them transparent to the stakeholders4. Another effective way to make non-functional requirements visible is to add them to the Definition of Done, which is a shared understanding of what it means for work to be complete, and ensures transparency of the quality of the work done5. By adding non-functional requirements to the Definition of Done, the Developers can ensure that every Product Backlog item and Increment meets the expected quality standards, and that the work is taken care of every Sprint.

References:

1: Non-functional requirement, Wikipedia, accessed on December 16, 2023

2: Managing Products with Agility, Scrum.org, accessed on December 16, 2023

[3][3]: The Scrum Guide, November 2020, p. 6

4: The Scrum Guide, November 2020, p. 7

5: The Scrum Guide, November 2020, p. 13

 Understanding and Applying the Scrum Framework, Scrum.org, accessed on December 16, 2023

Transparency is one of the three pillars of Scrum, along with inspection and adaptation. Transparency means that all aspects of the Scrum process and the product are visible and understandable to everyone who needs to work on or with them. Transparency enables effective inspection and adaptation, which are essential for delivering valuable products and improving the Scrum Team’s performance.

All Scrum artifacts must be transparent to ensure sufficient accuracy of inspection. Scrum artifacts include the Product Backlog, the Sprint Backlog, and the Increment. The Product Backlog is an ordered list of everything that is known to be needed in the product. It is the single source of truth for the Scrum Team and the stakeholders. It contains all the requirements, features, functions, enhancements, fixes, and anything else that can deliver value to the customers and users of the product.

Two measures that ensure that the Product Backlog is transparent are:

The Product Backlog is ordered: The Product Owner orders the items in the Product Backlog based on factors such as value, risk, priority, dependency, feedback, or market conditions. The order of the Product Backlog items provides a clear and consistent indication of what is most important and urgent for the product. The order of the Product Backlog items also helps the Scrum Team and the stakeholders to plan and forecast effectively.

The Product Backlog is available to all stakeholders: The Product Owner makes the Product Backlog visible and accessible to everyone who has a stake in the product, such as customers, users, sponsors, managers, or other teams. The availability of the Product Backlog enables transparency, collaboration, feedback, and alignment among all parties involved in the product development.

The other options are not valid or relevant measures to ensure that the Product Backlog is transparent. They are either too restrictive, arbitrary, or unrelated to the Product Backlog’s transparency. They are:

Each Product Backlog item has a MoSCoW priority: MoSCoW is a technique for prioritizing requirements based on their importance: Must have, Should have, Could have, or Won’t have. While this technique can be useful for some products or contexts, it is not a mandatory or universal way to order the Product Backlog items. The Product Owner may use other factors or methods to order the Product Backlog items based on their value and relevance for the product.

The Product Backlog only has work for the next 2 Sprints: This is a too limiting and unrealistic measure for the Product Backlog. The Product Backlog should contain all the work that is known to be needed in the product, not just for the next 2 Sprints. The Product Backlog is a living artifact that evolves as the product and the market change. The Product Owner should continuously refine and update the Product Backlog to reflect the current and future needs and expectations of the customers and users.

The Product Backlog is managed using a web-based tool: This is an irrelevant measure for the Product Backlog’s transparency. The Product Owner can use any tool or format to manage the Product Backlog, as long as it is clear, concise, and valuable. The tool or format does not affect the transparency of the Product Backlog itself. What matters more is how the Product Owner communicates and collaborates with the Scrum Team and the stakeholders using the Product Backlog.

References:

Scrum Guide: https://www.scrumguides.org/scrum-guide.html

Transparency: https://www.scrum.org/resources/blog/transparency-scrum-value

Product Backlog: https://www.scrum.org/resources/what-is-a-product-backlog

MoSCoW: https://www.agilealliance.org/glossary/moscow/

The following are true about Scrum:

Scrum is based on empiricism and lean thinking. Empiricism is the principle of making decisions based on what is observed and experienced, rather than on theory or speculation. Lean thinking is the philosophy of eliminating waste and maximizing value in any process or system. Scrum applies these concepts by providing a framework for inspecting and adapting the product and the process, and by focusing on delivering the most valuable features to the customers and stakeholders.

Scrum is a framework for developing and sustaining complex products. A complex product is one that has unpredictable or unknown aspects that require creativity, experimentation, and adaptation to deliver. A framework is a set of minimal and essential rules and roles that provide structure and guidance, but leave room for flexibility and innovation. Scrum provides such a framework for teams to collaborate and deliver complex products iteratively and incrementally, while embracing change and feedback.

Each component of Scrum serves a specific purpose and is essential to Scrum’s success and your usage of Scrum to develop complex products. Scrum consists of three roles (Product Owner, Scrum Master, Developers), five events (Sprint, Sprint Planning, Daily Scrum, Sprint Review, Sprint Retrospective), and three artifacts (Product Backlog, Sprint Backlog, Increment). Each of these components has a clear definition, accountability, and goal that contributes to the overall effectiveness and value of Scrum. Removing or changing any of these components may cause the benefits of Scrum to be lost or diminished.

References:

Scrum Guide 2020, page 3: “Scrum is founded on empiricism and lean thinking.”

Scrum Guide 2020, page 3: “Scrum is a lightweight framework that helps people, teams and organizations generate value through adaptive solutions for complex problems.”

Scrum Guide 2020, page 4: “Each component within the framework serves a specific purpose and is essential to Scrum’s success and usage.”

It is not true that the Product Owner makes sure the correct stakeholders are invited to the Sprint Retrospective. They might have important instructions for team improvements. This is because:

The Sprint Retrospective is an event where the Scrum Team inspects how the last Sprint went with regards to individuals, interactions, processes, tools, and their Definition of Done. The purpose of the Sprint Retrospective is to plan ways to improve quality and effectiveness.

The Sprint Retrospective is an internal event for the Scrum Team only. It is a safe and confidential space where the Scrum Team can openly and honestly reflect on their strengths and weaknesses, and identify actions to improve their performance and collaboration.

The stakeholders are not invited to the Sprint Retrospective. They do not have a say in how the Scrum Team works or what they should improve. The stakeholders can provide feedback and suggestions to the Scrum Team in other events, such as the Sprint Review or the Product Backlog refinement sessions.

The Product Owner is a member of the Scrum Team who is accountable for maximizing the value of the product resulting from the work of the Scrum Team. They are responsible for identifying and articulating the Product Goal, which is a long-term objective for the product that guides all the activities of the Scrum Team.

The Product Owner does not make sure the correct stakeholders are invited to the Sprint Retrospective. They might have important instructions for team improvements. This would violate the self-management and autonomy of the Scrum Team and undermine their trust and empowerment.

References:

[Scrum Guide], page 18, section “Sprint Retrospective”

[Scrum Guide], page 7, section “The Scrum Team”

[Scrum Guide], page 17, section “Sprint Review”

[Scrum Guide], page 6, section “Product Owner”

[Scrum Guide], page 10, section “Product Goal”

A sprint review is a collaborative event where the Scrum Team and stakeholders inspect the outcome of a Sprint and determine future adaptations12. It is not a mechanism to control, reward, or punish the Developers, nor is it just a demo of the work done.

When multiple Scrum Teams are working on the same product, they should integrate their Increments every Sprint because:

It allows them to accurately inspect what is done and what is potentially releasable. By integrating their work frequently, they can ensure that the product is in a usable and valuable state at the end of each Sprint, and that it meets the Definition of Done and the Sprint Goal.

It enables them to adapt to changes and feedback faster. By integrating their work frequently, they can reduce the complexity and risk of integration, and discover and resolve any issues or dependencies sooner. They can also incorporate any new insights or requirements into their Product Backlog and Sprint Planning.

It fosters collaboration and alignment among the teams. By integrating their work frequently, they can share their learnings and best practices, and coordinate their efforts towards a common vision and goal. They can also leverage the collective intelligence and creativity of the teams to deliver a better product.

References:

Scrum Guide 2020, page 10: “When a Product Backlog item or an Increment is described as “Done”, everyone must understand what “Done” means. Although this varies significantly per Scrum Team, members must have a shared understanding of what it means for work to be complete, to ensure transparency.”

Scrum Guide 2020, page 10: “The moment a Product Backlog item meets the Definition of Done, an Increment is born.”

Scrum Guide 2020, page 10: “Each Increment is additive to all prior Increments and thoroughly verified, ensuring that all Increments work together.”

Scrum Guide 2020, page 14: “The purpose of each Sprint is to deliver Increments of potentially releasable functionality that adhere to the Scrum Team’s current Definition of Done.”

Scrum Guide 2020, page 15: “The Sprint Review is an informal meeting, not a status meeting, and the presentation of the Increment is intended to elicit feedback and foster collaboration.”