PSM II · Scrum.org · Managing Products with Agility · Bank updated 2026-09-17
PSM II practice questions: Managing Products with Agility
5 free questions from 22 on this area · answer and explanation for each · no sign-up
These 5 questions come from the Managing Products with Agility section of our PSM II bank (22 questions on this area, which carries 20% of the real exam). Every question is original, with the correct answer explained and linked to the source it is drawn from.
1/5 · Managing Products with Agility · easy
Who is accountable for maximizing the value of the product resulting from the work of the Scrum Team, according to the Scrum Guide (2020)?
AThe Developers collectively, since they are the ones building the product increments.
BThe Scrum Master, because maximizing value is part of ensuring the process runs efficiently.
CThe stakeholders, since they ultimately decide what is valuable to them.
DThe Product Owner.
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2/5 · Managing Products with Agility · easy
Evidence-Based Management (EBM), as referenced in Scrum.org's Professional Scrum Competencies, identifies four Key Value Areas an organization can measure to understand its progress toward business agility. Which set correctly represents these four areas?
AVelocity, Burn-down rate, Defect count, and Team happiness.
BReturn on Investment, Net Promoter Score, Customer churn, and Story points delivered.
CCurrent Value, Unrealized Value, Time-to-Market, and Ability to Innovate.
DSprint Goal success rate, Definition of Done compliance, Technical debt ratio, and Release frequency.
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3/5 · Managing Products with Agility
A Product Owner believes stakeholder collaboration should be limited strictly to the Sprint Review, since that is the only Scrum event stakeholders are explicitly invited to. A Scrum Master colleague disagrees. Based on the Scrum Guide and Professional Scrum guidance, who has the more defensible position?
AThe Product Owner is correct in domains that require strict confidentiality, but incorrect in general; the rule depends on industry regulation rather than Scrum theory.
BBoth are wrong; stakeholders should instead be embedded as Developers on the Scrum Team to guarantee sufficient collaboration.
CThe Scrum Master colleague has the more defensible position: while the Sprint Review is the formal event for inspecting the Increment with stakeholders, effective Product Owners engage stakeholders continuously (e.g., during refinement and backlog ordering) to maximize value, since the Guide does not restrict Product Owner–stakeholder collaboration to a single event.
DThe Product Owner is correct; Scrum forbids any stakeholder contact outside the Sprint Review in order to protect the Developers from interruption.
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4/5 · Managing Products with Agility · hard
A Product Owner has set the Product Goal 'become the leading expense-reporting app for EU freelancers this quarter.' Six weeks in, a large enterprise stakeholder demands the team pivot immediately to build an unrelated feature set for a different market segment, and pressures the Developers directly to start it in the current Sprint. What is the most appropriate response consistent with the Scrum Guide?
ADevelopers should begin work on the new feature set right away within the current Sprint because the stakeholder's revenue potential outweighs the existing Sprint Backlog commitments.
BThe Product Owner evaluates the request against the current Product Goal's value; if a pivot is warranted, the current Goal is explicitly abandoned before the new one is pursued, and any change to the active Sprint is renegotiated with the Developers rather than imposed.
CSince Product Backlog items are ordered independently of the Product Goal, the stakeholder's request can simply be added to the top of the Backlog without any impact on the current Goal.
DThe Scrum Master should tell the stakeholder that Product Goals are locked for the entire quarter and cannot be changed under any circumstances.
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B is correct. The Scrum Guide 2020 introduced the Product Goal as a long-term objective that the Scrum Team must fulfill or explicitly abandon before adopting a new one. Stakeholder pressure does not override the Sprint Backlog's protection mid-Sprint: only Developers, in negotiation with the Product Owner, may change scope during a Sprint. A responsible Product Owner treats a major pivot as a deliberate strategic decision, not an ad hoc scope grab.
↗ the Scrum Guide (2020) + Scrum.org Professional Scrum Competencies — Managing Products with Agility
5/5 · Managing Products with Agility · easy
At the end of a stressful Sprint, the Product Owner prepares a slide deck and presents the increment to stakeholders alone, while Developers sit silently and speak only when directly asked a question. Time runs out before any discussion of the Product Backlog or what to do next occurs. Which evaluation of this Sprint Review is most accurate?
AThis is acceptable because the Scrum Guide assigns sole responsibility for presenting the Increment to stakeholders to the Product Owner.
BThe Sprint Review's only mandatory outcome is a stakeholder sign-off approving the Increment; discussing the Product Backlog is optional.
CThis is fine as long as the Product Backlog discussion is deferred to the Sprint Retrospective instead.
DThis deviates from the Scrum Guide's intent: the Sprint Review should be a collaborative working session where the whole Scrum Team and stakeholders inspect the Increment together and discuss what to do next, adapting the Product Backlog as needed — not a one-way presentation.
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D is correct. The Scrum Guide 2020 frames the Sprint Review as an interactive, collaborative session — not a presentation — where the Scrum Team and stakeholders together inspect the outcome of the Sprint and adjust the Product Backlog based on what was learned. Turning it into a one-way slide presentation with a silent Developer team and no backlog discussion undermines both transparency and adaptive planning.
↗ the Scrum Guide (2020) + Scrum.org Professional Scrum Competencies — Managing Products with Agility
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