PSM II · Scrum.org · Managing Products with Agility · Bank updated 2026-10-20
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.
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1/5 · Managing Products with Agility
A subscription product raised its prices and dropped its free phone support. In the following quarter revenue rose by 18 percent, customer satisfaction scores fell, complaints doubled and cancellations stayed low. The Product Owner is preparing the quarterly review with the sponsor. Which reading of these results is best supported by Evidence-Based Management?
ACurrent Value has risen: the product earns more and keeps its customers, and the lower satisfaction scores reflect the support change rather than the product.
BValue has fallen overall: the drop in customer satisfaction outweighs the revenue gain, leaving Current Value lower than before the change.
CCancellations are the customer outcome to watch here; with them flat, outcomes are stable, and the revenue gain is an output of the new pricing.
DRevenue is an impact rather than a customer outcome; it is rising while satisfaction falls, and gains of that kind are hard to sustain.
Answer: D. The section Understanding What is Valuable in the EBM Guide separates outcomes, which customers experience, from impacts such as increased revenue or profit, and states that positive impacts are only sustainably achievable when customers experience improved outcomes; it names a service customers relied upon becoming unavailable as a negative outcome. The Current Value section adds that a product whose customers have few alternatives can be highly profitable while customer satisfaction is low. The results therefore show an impact bought at the expense of customer outcomes, not more value and not simply less.
Source: the EBM Guide (2024) + Scrum.org Professional Scrum Competencies - Managing Products with Agility
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.
3/5 · Managing Products with Agility · hard
A Product Owner believes stakeholder collaboration should be kept to the Sprint Review, since that is the only Scrum event at which the Guide names stakeholders among the attendees. A Scrum Master colleague disagrees. Based on the Scrum Guide, which position is the most defensible?
AThe Product Owner represents the needs of many stakeholders in the Product Backlog, and during the Sprint the Developers reach stakeholders through the Product Owner.
BThe Scrum Guide does not regulate stakeholder collaboration outside its events, and how the Product Owner works with stakeholders is the Product Owner's call.
CStakeholder collaboration is work for the whole Scrum Team, Developers included, at any point in a Sprint, while Product Backlog changes go through the Product Owner.
DStakeholders may work with the Developers during the Sprint on items already in the Sprint Backlog, while any new ideas wait for the Sprint Review.
Answer: C. The Scrum Team section of the Scrum Guide makes the Scrum Team responsible for all product-related activities from stakeholder collaboration through verification, maintenance and experimentation, so collaboration is not confined to one event or one role. The Sprint Review is the event where the Scrum Team presents the results of its work to key stakeholders and they collaborate on what to do next, but it is not the only place where stakeholders and the Scrum Team work together. What stays with the Product Owner is the decision on the Product Backlog: the Product Owner section says that those wanting to change it can do so by trying to convince the Product Owner.
Source: the Scrum Guide (2020) + Scrum.org Professional Scrum Competencies - Managing Products with Agility
4/5 · Managing Products with Agility
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 that the team pivot immediately to build an unrelated feature set for a different market segment. What is the most appropriate response consistent with the Scrum Guide?
AThe Product Owner decides on the pivot now and takes on the new segment as the next Product Goal, keeping the current one open alongside it in the Product Backlog.
BThe Product Owner weighs the request against the current Product Goal and, on choosing to pivot, abandons that goal before taking up the new segment as the next one.
CThe Product Owner weighs the request and, if the new segment wins, orders its items above the current goal's work while that Product Goal stays until it is fulfilled.
DThe Product Owner tells the stakeholder that the current Product Goal must be fulfilled before taking on the new segment as the next one, and adds its items to the Product Backlog.
Answer: B. The Commitment: Product Goal section of the Scrum Guide states that the Scrum Team must fulfill (or abandon) one objective before taking on the next, and the Product Owner section lists developing and explicitly communicating the Product Goal among the Product Owner's accountabilities. The pivot is therefore the Product Owner's call: the request is weighed and, if the new segment is to be pursued, the current goal is abandoned first. Running two goals at once, ordering the new segment above a goal that stays official, or insisting that the current goal be fulfilled first each misreads that sentence.
Source: 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 responsibility for presenting the Increment to stakeholders solely to the Product Owner, while the Developers attend the Sprint Review to answer technical questions when asked.
BThe Sprint Review's only mandatory outcome is a stakeholder sign-off approving the Increment for release; discussing the Product Backlog is optional and can move to a separate refinement session with the Product Owner later that week when the timebox runs short.
CThis is fine as long as the Product Backlog discussion is deferred to the Sprint Retrospective, where the whole Scrum Team can decide what to do next and adjust the ordering before Sprint Planning begins.
DThis deviates from the Scrum Guide: the Sprint Review is a working session where the Scrum Team and stakeholders inspect the outcome of the Sprint together, discuss what to do next, and may adjust the Product Backlog, rather than a one-way presentation.
Answer: D. 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.
Source: the Scrum Guide (2020) + Scrum.org Professional Scrum Competencies — Managing Products with Agility
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