PSPO-II Exam Questions and Answers | Exam-Dumps (Page: 2)

QUESTION: 9

As a Product Owner you become aware that the quality assurance criteria, defined in the

Definition of Done, were not met for the latest Increment.
Which of the following statements are true?

(choose the best four answers)

The next Sprint may be interrupted when quality issues are encountered.
The project manager cannot effectively update the plan.
The indication of progress on the Product Backlog is not transparent.
The Scrum Team should not release the Increment.
The incomplete Sprint Backlog items should be returned to the Product Backlog.

Answer(s): A,C,D,E

Explanation:

According to the Professional Scrum Product OwnerTM II certification guide1, the Definition of Done is a formal description of the state of the Increment when it meets the quality measures required for the product. The Definition of Done creates transparency by providing everyone a shared understanding of what work was completed and what standards were met as part of the Increment. If the Definition of Done is not met, the Increment is not Done and cannot be released. Therefore, the following statements are true:

A . The next Sprint may be interrupted when quality issues are encountered. This is true because the

Scrum Team may have to spend time fixing the quality issues in the previous Increment before working on the new Sprint Backlog items. This may affect the Sprint Goal and the delivery of value.

C . The indication of progress on the Product Backlog is not transparent. This is true because the Product Backlog items that were supposedly Done in the previous Sprint are actually not Done according to the Definition of Done. This means that the Product Owner cannot accurately forecast the release plan and the stakeholders cannot trust the progress reports.

D . The Scrum Team should not release the Increment. This is true because releasing an Increment that does not meet the Definition of Done may compromise the quality, usability, and value of the product. It may also damage the reputation and trust of the Scrum Team and the organization.

E . The incomplete Sprint Backlog items should be returned to the Product Backlog. This is true because the Sprint Backlog items that were not Done according to the Definition of Done are still part of the Product Backlog. The Product Owner should re-order them based on their value and priority and decide when to include them in the next Sprint.

The following statement is false:

B . The project manager cannot effectively update the plan. This is false because there is no project manager role in Scrum. The Product Owner is responsible for managing the Product Backlog and the value delivery, while the Scrum Master is responsible for facilitating the Scrum process and removing impediments. The Developers are responsible for managing the Sprint Backlog and the quality of the Increment.

Reference:

1: Professional Scrum Product OwnerTM II Certification | Scrum.org

Reveal Solution Next Question

QUESTION: 10

Which of the following would likely be the least effective way to enhance the agility of your future product development?

(choose the least effective approach)

Consider whether there is a significantly large enough market for your product.
Form a holistic view of how the customer sees your product.
Clearly understand the producer, buyer/consumer relationship.
Lean on your organizational efficiency and existing architecture to build your product aligned to the current organization.

Answer(s): D

Explanation:

: As a Product Owner, you need to embrace agility and empiricism in your product development. This means that you should be able to inspect and adapt your product based on feedback from the market, customers, users, and stakeholders. You should also be able to experiment and learn from your failures and successes. To do this, you need to have a flexible and adaptable product architecture that can support frequent changes and new features. You also need to collaborate with your Scrum Team and other teams in the organization to deliver value incrementally and iteratively. Therefore, leaning on your organizational efficiency and existing architecture to build your product aligned to the current organization is the least effective way to enhance your agility. This approach can limit your innovation, creativity, and responsiveness to the changing needs and expectations of your customers and users. It can also create silos, dependencies, and conflicts within and across teams, and reduce the quality and value of your product.

Reference:

Professional Scrum Product OwnerTM II Certification

Evolving the Agile Organization

Managing Products with Agility

Reveal Solution Next Question

QUESTION: 11

You started measuring product feature usage in your last release. You are surprised to learn that a sizable percentage of the features you thought were very important are never or rarely used.

Which of the following actions could you take to further evaluate this unexpected result?

(choose all that apply)

Spend more time talking to users to identify the impact they seek.
Disable the features that have never been used and listen for feedback.
Run experiments to increase your understanding of what customers find valuable.
Examine whether the rarely used features solve the intended problem.

Answer(s): A,C,D

Explanation:

Option A is correct because talking to users is one of the best ways to understand their needs, goals, and pain points. By spending more time with them, you can identify the impact they seek from your product and how your features align with that impact. This will help you validate your assumptions and learn from your customers.

Option B is incorrect because disabling features that have never been used is a risky and potentially harmful action. It may cause frustration and confusion for the users who rely on those features, or who may want to use them in the future. It may also damage your reputation and trust with your customers. Instead of disabling features, you should seek feedback from your users and understand why they are not using them.

Option C is correct because running experiments is a powerful way to increase your understanding of what customers find valuable. By testing different hypotheses and measuring the outcomes, you can learn from your data and evidence. You can also use experiments to validate your ideas and assumptions before investing in building features5 .

Option D is correct because examining whether the rarely used features solve the intended problem is a crucial step to evaluate your product performance. You should review your product vision and goals, and assess how your features contribute to them. You should also analyze the feedback and data you have collected from your users and stakeholders, and identify any gaps or mismatches between your features and their needs .

Reference:

1: Product Backlog Management

2: Stakeholders & Customers

3: Product Value

4: Evidence-Based Management

5: Product Vision

: Forecasting & Release Planning

: [Business Strategy](https://www

Reveal Solution Next Question

QUESTION: 12

You have been a Product Owner at a new company for a few weeks. It has become clear to you that many people, both inside and outside the Scrum Team, expect close involvement in the decisions that you, as a Product Owner, are accountable for.

As a result, you find that it takes too long to make decisions.
Which of the following are reasonable options you could take?

(choose the best three answers)

Start making all the decisions without consulting the others who have expressed interest.
Allow other members of the Scrum Team and stakeholders to continue making decisions they are not accountable for; documenting which decisions do not deliver the intended value.
Create and share a delegation board that displays your decision-making areas and work with your Scrum Team to clarify decision making accountability and responsibility.
Work with your Scrum Master to better understand what next steps you can take to move the company's understanding of product ownership up in the maturity curve towards Entrepreneur.
Demonstrate, with the help of data, how long it is taking you to make decisions and the impact that the long decision-making cycle has on delivering value to the customer.

Answer(s): C,D,E

Explanation:

As a Product Owner, you are responsible for making decisions that maximize the value of the product and align with the product vision and strategy. However, you also need to collaborate with the Scrum Team and the stakeholders, and respect their input and feedback. Making decisions without consulting them or allowing them to make decisions they are not accountable for can lead to confusion, conflict, and waste. Therefore, options A and B are not reasonable.

Option C is a reasonable option because it helps you communicate your decision-making areas and delegate some decisions to the appropriate level of the organization. A delegation board is a tool that shows who has the authority to make which decisions, and how much involvement is expected from others. By creating and sharing a delegation board, you can clarify your role as a Product Owner, empower the Scrum Team and the stakeholders, and reduce the time and effort spent on decision making.

Option D is also a reasonable option because it helps you improve the company's culture and mindset towards product ownership. As a Product Owner, you need to act as an entrepreneur, who is able to innovate, experiment, and validate assumptions. However, not all organizations are ready to support this kind of product ownership, and some may have a more traditional or bureaucratic approach. Working with your Scrum Master, you can identify the gaps and barriers that prevent you from being an effective Product Owner, and take steps to overcome them. For example, you can educate and coach the organization on the benefits of agile product management, create a shared product vision and roadmap, and foster a culture of trust and transparency.

Option E is another reasonable option because it helps you demonstrate the value of your decisions and the cost of delay. As a Product Owner, you need to use data and evidence to support your decisions and measure their impact. By showing how long it is taking you to make decisions and how that affects the delivery of value to the customer, you can justify your choices and persuade others to support them. You can also use data to identify the most important and urgent decisions, and prioritize them accordingly. This way, you can avoid analysis paralysis and focus on delivering value faster and more frequently.

Reveal Solution Next Question

QUESTION: 13

A user satisfaction gap exists when there is a difference between:

(choose the best two answers)

The total market size.
The user's desired outcome.
The market share of the product.
The user's actual experience.

Answer(s): B,D

Explanation:

A user satisfaction gap exists when there is a difference between what the user expects from a product or service and what the user actually experiences. The user's desired outcome is the goal or benefit that the user wants to achieve by using the product or service. The user's actual experience is the perception and evaluation of the product or service by the user. If the user's actual experience does not meet or exceed the user's desired outcome, the user will be dissatisfied and may switch to a different product or service.

Reference:

1: Identifying and Closing the Customer Satisfaction Gap

2: Find the Gaps in Your User Experience

3: [Outcome-Driven Innovation]

4: [User Experience]

: Measure Business Opportunities with Unrealized Value

Reveal Solution Next Question

QUESTION: 14

Managing a Product Backlog involves which of the following activities?
(choose all that apply)

Forecasting the effort of Product Backlog items.
Reducing or eliminating dependencies between Product Backlog items.
Reviewing the Product Backlog with stakeholders.
Breaking large Product Backlog items into multiple smaller Product Backlog items.
Ordering the Product Backlog.

Answer(s): B,C,D,E

Explanation:

Product Backlog involves the following activities12:

Reducing or eliminating dependencies between Product Backlog items. This helps to increase the flexibility and adaptability of the Product Backlog, and enables the Developers to select the most valuable and feasible items to work on in each Sprint.

Reviewing the Product Backlog with stakeholders. This helps to ensure that the Product Backlog reflects the needs and expectations of the customers and users, and that the Product Owner receives feedback and input from various perspectives.

Breaking large Product Backlog items into multiple smaller Product Backlog items. This helps to create a more granular and transparent Product Backlog, and allows the Product Owner to prioritize and refine the items more effectively.

Ordering the Product Backlog. This helps to communicate the relative importance and urgency of the Product Backlog items, and guides the Developers to select the most valuable items for the next Sprint.

Forecasting the effort of Product Backlog items is not an activity that is explicitly required for managing a Product Backlog. The Product Owner is mainly responsible for maximizing the value of the product, not the effort or cost of development. The effort of Product Backlog items may be estimated by the Developers, but this is not a mandatory practice and it does not affect the ordering of the Product Backlog.

Reference:

1: Product Backlog Management, 2: Managing Products with Agility, 3: Reducing Dependencies, 4: Reviewing the Product Backlog, 5: Breaking Down Product Backlog Items, : Ordering the Product Backlog, : The Product Owner, : Estimating Product Backlog Items

Reveal Solution Next Question

QUESTION: 15

A Product Owner is needed for every:

(choose the best answer)

Product.
Portfolio.
Program.
All of the above.

Answer(s): A

Explanation:

The Product Owner is the sole person accountable for managing the Product Backlog and ensuring the value of the work the Scrum Team performs. The Product Owner is one person, not a committee. The Product Owner may represent the desires of a committee in the Product Backlog, but those wanting to change a Product Backlog item's priority must address the Product Owner. The Product Owner is responsible for the product and its outcome.

A product is a vehicle to deliver value. It has a clear boundary, known stakeholders, well-defined users or customers. A product could be a physical product, a software product, a service, a project, or something else. A product has a product vision, which is the overarching goal of the product, the reason for creating it, and the impact it should have on its customers and users.

A portfolio is a collection of products or projects that are aligned with a strategic goal or an organizational unit. A program is a group of related projects or products that are managed in a coordinated way to obtain benefits and control not available from managing them individually. A portfolio or a program may have a portfolio or program manager, who is responsible for overseeing the alignment, prioritization, and governance of the portfolio or program . However, these roles are not equivalent to the Product Owner role, as they do not have the same accountabilities and authorities as the Product Owner.

Therefore, the correct answer is that a Product Owner is needed for every product, not for every portfolio or program.

Reference:

1: Scrum Guide 2: Understanding and Applying the Scrum Framework 3: Managing Products with Agility 4: [Product Vision] 5: [Portfolio] : [Program] : [Portfolio Management] : [Program Management]

Reveal Solution Next Question

QUESTION: 16

You are the Product Owner for a product with diverse stakeholders with differing opinions that sometimes conflict.

Your Director of Marketing strongly believes that you should add a major new feature to reach a new market. Your CEO believes that the new feature is too expensive and thinks you should focus on other features to make existing customers happier. The CEO says that as Product

Owner it is ultimately your decision.

You think both perspectives have merit, but you cannot do both. How should you proceed?

(choose the best answer)

Devise an experiment that will help the company to better understand the new market and its potential.
Trust the Director of Marketing's opinion and add the features; when revenues increase, you will be vindicated.
Better understand the positions of other stakeholders to gather more information, then make a decision.
Trust the CEO's opinion and focus on current customers, since you cannot afford unhappy customers.

Answer(s): A

Explanation:

= As a Product Owner, you are accountable for maximizing the value of the product and the work of the Developers. To do this, you need to have a clear vision of the product and its target users, as well as a validated understanding of the market opportunities and risks. You also need to collaborate with stakeholders and customers to align their expectations and feedback with the product goals and strategy.

In this scenario, you face a dilemma between pursuing a new market segment or satisfying the existing customers. Both options have potential value, but also uncertainty and trade-offs. The best way to proceed is to devise an experiment that will help you to test your assumptions and learn more about the new market and its potential. This could be a small-scale release, a prototype, a survey, or any other method that can provide you with empirical evidence and feedback. By doing this, you can reduce the risk of investing in a feature that may not deliver the expected value, and also gain insights that can help you to refine your product vision and backlog.

This approach is consistent with the principles of agile product management, which emphasize delivering value early and often, validating hypotheses with data, and adapting to changing customer needs and market conditions. It also demonstrates your ability to apply the Scrum values of openness, courage, and respect, as you are willing to explore new possibilities, challenge your own opinions, and involve your stakeholders and customers in the decision-making process. Reference := Scrum Guide, Managing Products with Agility, Evidence-Based Management

Reveal Solution Next Question

Scrum PSPO-II Exam (page: 2) Scrum Professional Product Owner II Updated on: 12-Feb-2026

QUESTION: 9

Explanation:

Reference:

QUESTION: 10

Explanation:

Reference:

QUESTION: 11

Explanation:

Reference:

QUESTION: 12

Explanation:

QUESTION: 13

Explanation:

Reference:

QUESTION: 14

Explanation:

Reference:

QUESTION: 15

Explanation:

Reference:

QUESTION: 16

Explanation:

Scrum PSPO-II Exam (page: 2)
Scrum Professional Product Owner II
Updated on: 12-Feb-2026