PSPO II · Scrum.org · Updated September 2026
PSPO II practice questions
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1/10 · Product Vision and Business Strategy
According to the Scrum Guide (2020) and Scrum.org's Product Owner Learning Path, which statement most accurately describes the relationship between the product vision and the Product Goal?
AOnce the Product Backlog reaches sufficient maturity for Sprint Planning, the Product Goal makes the product vision unnecessary and it can be discarded.
BThe product vision is fixed once set at inception, whereas the Product Goal is expected to change at the end of every single Sprint.
CThe product vision and the Product Goal are the same artifact; the Scrum Guide 2020 requires the entire Scrum Team to co-author both at project kickoff and never revise them.
DThe product vision is the long-term, aspirational future state of the product, while the Product Goal is the next concrete, mid-term objective the Scrum Team commits to as a stepping stone toward that vision.
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2/10 · Product Value and Backlog Management at Scale
According to the Evidence-Based Management (EBM) Guide, which four areas together make up the 'Key Value Areas' that organizations use to measure progress toward better value delivery?
AVelocity, Burn-down Rate, Sprint Goal completion, and Definition of Done conformance
BReturn on Investment, Net Promoter Score, Churn Rate, and Customer Lifetime Value
CCost, Schedule, Scope, and Quality
DCurrent Value, Unrealized Value, Time-to-Market, and Ability to Innovate
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3/10 · Forecasting and Release Strategy
According to the Scrum Guide (2020), what is the correct role of forecasting techniques such as burn-down charts, burn-up charts, or cumulative flow diagrams when a Scrum Team monitors progress toward a Product Goal?
AThey replace the need for a Sprint Review, since they already show stakeholders how much work remains and when it will be done.
BThey are useful practices for forecasting progress, but they do not replace empiricism, because only what has already happened may be used for forward-looking decision-making in a complex environment.
CThey are used only by the Developers internally and must never be shared with anyone outside the Scrum Team, including the Product Owner.
DThey are mandatory Scrum artifacts that the Product Owner must publish to stakeholders every Sprint to satisfy the transparency pillar.
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4/10 · Stakeholder and Customer Engagement
According to the Scrum Guide (2020), who is ultimately accountable for effective Product Backlog management, including making sure the Product Backlog is transparent, visible, and understood by stakeholders?
AA rotating committee of business unit representatives, so prioritization stays fair across departments.
BThe Product Owner, even when specific Product Backlog activities are delegated to others on the Scrum Team.
CThe Developers collectively, since they build the Increment that stakeholders ultimately evaluate.
DThe Scrum Master, because they are responsible for the Scrum Team's overall process compliance and coaching.
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5/10 · Evidence-Based Management
In the Evidence-Based Management (EBM) model, which Key Value Area (KVA) is primarily used to measure how much value a product is delivering to customers and the business right now?
ACurrent Value
BUnrealized Value
CTime-to-Market
DAbility to Innovate
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6/10 · Portfolio Planning
A Product Owner is accountable for three products and wants a single evidence-based framework to compare how much value each product is actually delivering before deciding where to invest next. According to the Evidence-Based Management (EBM) Guide, which four measures should this comparison be based on?
ACost, Schedule, Scope, and Quality
BCurrent Value, Unrealized Value, Time-to-Market, and Ability to Innovate
CReturn on Investment, Net Present Value, Payback Period, and Internal Rate of Return
DVelocity, Burndown rate, Cycle Time, and Lead Time
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7/10 · Organizational Design and Culture
According to the Evidence-Based Management (EBM) Guide, an organization uses four Key Value Areas (KVAs) to understand its current position and the impact of improvement efforts. Which four KVAs make up this model?
ACurrent Value, Unrealized Value, Time-to-Market, and Ability to Innovate.
BCost, Scope, Schedule, and Quality.
CCustomer Satisfaction, Market Share, Employee Engagement, and Revenue Growth.
DVelocity, Sprint Burndown, Team Happiness, and Defect Count.
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8/10 · Product Vision and Business Strategy
Which of the following correctly matches an Evidence-Based Management (EBM) Key Value Area with its actual focus?
ACurrent Value (CV) — the theoretical revenue ceiling the organization could reach if it fully saturated every possible market segment.
BTime-to-Market (T2M) — the organization's ability to quickly deliver new capabilities, services, or products to customers and users.
CAbility to Innovate (A2I) — the total revenue the product generated during the last completed fiscal year.
DUnrealized Value (UV) — the elapsed time between when a feature idea is conceived and when it is placed in customers' hands.
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9/10 · Product Vision and Business Strategy · hard
Using EBM measures, a Product Owner finds Current Value is strong in an established, low-growth market segment, while Unrealized Value is very high in an adjacent segment where a fast-growing competitor has not yet gained dominance. Leadership wants to keep investing entirely in the established segment 'because it's safest.' What is the Product Owner's most defensible recommendation?
ARecommend spinning up a separate, permanently siloed team for the new segment that operates outside the Product Backlog and without involving the Scrum Team.
BRecommend rebalancing some investment toward small, evidence-gathering experiments in the adjacent high-Unrealized-Value segment, since EBM is meant to direct investment toward the greatest potential value gain, not solely to protect the safest current revenue.
CAgree to invest solely in the established segment because its Current Value is objectively higher today than the adjacent segment's.
DRecommend abandoning the established segment entirely and shifting all resources at once into the new segment.
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10/10 · Product Vision and Business Strategy · hard
A company sells its product through one-time perpetual licenses. Its product vision states the team will 'continuously delight customers with ongoing improvements delivered every Sprint.' EBM data shows Current Value plateauing because already-paid customers have little incentive to adopt new increments, while Ability to Innovate is dropping as effort shifts to one-off custom work for large accounts. As Product Owner, what is the most strategically sound recommendation?
AKeep shipping more Sprint increments regardless of the business model, trusting that sheer feature volume will eventually force adoption.
BAsk engineering to quietly deprioritize the large accounts' custom requests without informing leadership, treating this as purely a technical, non-business issue.
CRewrite the vision to simply say 'deliver whatever features are sold' so it matches the current perpetual-license reality, without addressing the underlying value stagnation.
DRaise with leadership that the perpetual-license business model conflicts with a vision of continuous incremental value delivery, and propose exploring a business model, such as subscription, that better aligns incentives with the vision.
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PSPO II practice — FAQ
What's the difference between PSPO II and PSPO I?
PSPO I tests foundational Product Owner knowledge; PSPO II is scenario-based application of product vision, Evidence-Based Management, stakeholder engagement and scaling product ownership — with the same 85% bar on harder questions.
Is PSPO I required before PSPO II?
No — there's no formal prerequisite, but Scrum.org strongly recommends it plus real PO experience, since PSPO II assumes solid working knowledge of core Scrum.
How should I prepare for PSPO II?
Study the Scrum Guide 2020 and the Evidence-Based Management Guide (the four Key Value Areas), and practise scenario judgment — most questions test what a professional PO should do, not definitions.
How many questions is the PSPO II exam and how long is it?
40 questions — multiple choice, multiple answer and true/false, several built as short case studies — in 60 minutes, requiring 85% to pass.
What is the passing score for PSPO II?
The passing score is 85%. Aim for a consistent 80–85% on realistic practice exams before booking.
What is the PSPO II pass rate?
Scrum.org does not publish official pass rates, so any exact percentage quoted online is unverified. The readiness signal that actually predicts passing: consistently holding 80–85% on realistic, full-length practice exams before you book.
What are the PSPO II eligibility requirements?
No formal prerequisites — PSPO I is not required but strongly recommended. Scrum.org suggests at least a year of hands-on Product Owner experience before attempting it.
How much does PSPO II cost?
$250 per attempt (verify on scrum.org). A free second attempt applies only if you fail within 14 days of receiving a password from an official PSPO-Advanced class.
How long should I study for PSPO II?
For most candidates, commonly reported 1–2 months of part-time prep for experienced Product Owners. What matters most is practising questions and analysing why each option is right or wrong — not just reading.
Does the PSPO II certification need recertification?
None — valid for life.
Are ExamDeck's PSPO II questions exam dumps?
No — every question is original, written to test the concepts and reviewed before it ships, with an explanation linked to the source for every option. Dumps are stale, often wrong, and against Scrum.org's policies.
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