The Professional Scrum Product Owner I (PSPO-I) exam validates your understanding of the Scrum framework and your ability to lead product development with agility. This certification is designed for product owners, business analysts, and leaders who want to demonstrate competency in applying Scrum principles in real-world environments. Whether you're new to the Product Owner role or seeking formal recognition of your expertise, this exam measures both theoretical knowledge and practical decision-making. This page provides a clear roadmap of exam topics, question formats, and study strategies to help you prepare effectively.
Use this topic map to guide your study for Scrum PSPO-I (Professional Scrum Product Owner I) within the Professional Scrum Product Owner path.
The PSPO-I exam uses multiple-choice and scenario-based questions to assess both foundational knowledge and the ability to apply Scrum principles in realistic situations. Questions progress in difficulty and emphasize practical reasoning over memorization.
Questions increase in complexity as you progress, reflecting the depth of judgment expected from an experienced Product Owner.
Effective preparation combines structured study of the three core domains with deliberate practice and self-assessment. Allocate 4-6 weeks to review topics, test yourself regularly, and refine weak areas before exam day.
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All three domains are important, but Managing Products with Agility and Understanding and Applying the Scrum Framework typically account for the majority of questions. This reflects the Product Owner's primary responsibility to maximize value and guide the team through the Scrum process. Developing People and Teams is equally critical but may appear in fewer items overall.
Understanding and Applying the Scrum Framework provides the structure and cadence for your work. Within that framework, you use Managing Products with Agility to prioritize, refine, and communicate the vision. Developing People and Teams ensures your Scrum Team has the clarity, trust, and autonomy to deliver effectively. All three are interdependent: without a clear framework, product decisions lack context; without strong product management, the team loses direction; without team development, execution falters.
Direct experience as a Product Owner, working with a Scrum Team, and managing a real backlog are invaluable. If you lack this, focus on understanding Sprint Planning, backlog refinement, and stakeholder communication through case studies and scenario practice. Prioritize scenarios that involve trade-offs, change requests, and team conflict because these appear frequently on the exam and require judgment beyond memorization.
Many candidates confuse the Product Owner's role with the Scrum Master's or misunderstand when to push back versus adapt. Others misapply Scrum values in context, choosing a technically correct answer that ignores organizational reality. A third common error is overlooking the importance of transparency and empiricism; candidates may select a quick fix rather than an approach that builds team capability and trust.
Review high-difficulty scenario questions from your practice tests and ensure you can articulate why each choice aligns or conflicts with Scrum principles. Spend 20-30 minutes daily on targeted drills for any domain where you scored below 80 percent. Avoid cramming new material; instead, consolidate understanding and build confidence through familiar questions. Get adequate sleep the night before the exam to ensure sharp decision-making.
A Product Backlog is:
(choose the best three answers)
A Product Backlog is:
Managed by the Product Owner. The Product Owner is the sole person responsible for managing the Product Backlog, which is an emergent, ordered list of what is needed to improve the product. They must ensure that the Product Backlog is transparent, visible, and understood by everyone who needs to work on it.
An inventory of things to be done for the Product. The Product Backlog contains all the features, functions, requirements, enhancements, and fixes that constitute the changes to be made to the product in future releases. The Product Backlog items have a description, an order, an estimate, and a value.
Ordered based on priority, value, dependencies, and risk. The Product Owner orders the Product Backlog items based on various factors that affect their importance and urgency for the product. These may include customer needs, business value, stakeholder feedback, technical dependencies, or market opportunities.
Other options, such as an exhaustive list of upfront approved requirements to be implemented or only visible to the Product Owner and stakeholders, are not valid descriptions of a Product Backlog. They may reflect a misunderstanding of what a Product Backlog is or how Scrum works.
[Scrum Guide], page 6, section ''Product Owner''
[Scrum Guide], page 11, section ''Product Backlog''
[Professional Scrum Product Owner Training], page 7, section ''Product Backlog Management''
In accordance with Scrum theory, how should a group of 100 people be divided into multiple
Scrum Teams?
(choose the best answer)
In accordance with Scrum theory, a group of 100 people should be divided into multiple Scrum Teams by understanding the product, the product vision and the rules of the Scrum framework, and then dividing themselves into teams because:
It respects the self-organization and empowerment of the people. The people are the ones who have the knowledge, skills, and experience to create and deliver the product. They are also the ones who will work together as Scrum Teams, collaborating and coordinating their efforts. Therefore, they should have the autonomy and authority to decide how to form their teams, based on their preferences, interests, and capabilities.
It supports the alignment and coherence of the Scrum Teams. The people should have a clear and shared understanding of the product, the product vision, and the rules of the Scrum framework before forming their teams. This can help them to align their goals and missions, to ensure that they are working on the same product and towards the same vision. It can also help them to follow the same principles and practices of Scrum, to ensure that they are working effectively and consistently.
It fosters the collaboration and synergy of the Scrum Teams. The people should form their teams in a way that maximizes their collaboration and synergy. This can mean choosing team members that complement each other's skills and strengths, that have good rapport and trust, that can communicate and coordinate well, and that can deliver a valuable Increment each Sprint.
Scrum Guide 2020, page 5: ''Scrum Teams are cross-functional, meaning the members have all the skills necessary to create value in each Sprint.''
Scrum Guide 2020, page 5: ''Scrum Teams are self-managing, meaning they internally decide who does what, when, and how.''
Scrum Guide 2020, page 9: ''Multiple Scrum Teams working together on a product use one Product Backlog.''
Scrum Guide 2020, page 9: ''The Product Owner is one person, not a committee.''
Which are appropriate topics for discussion in a Sprint Retrospective?
(choose the best three answers)
Correct Answers : A, C, and D .
The Sprint Retrospective is an event where the Scrum Team reflects on how they worked together in the last Sprint and identifies ways to improve their collaboration, processes, and quality. Therefore, appropriate topics for discussion in a Sprint Retrospective are:
Team relations: The Scrum Team should discuss how they communicated, interacted, and supported each other during the Sprint. They should celebrate their successes, acknowledge their challenges, and address any conflicts or issues that arose. They should also share feedback, appreciation, and suggestions for improvement with each other.
How the Scrum Team does its work: The Scrum Team should inspect the methods, tools, and practices they used to deliver the product increment. They should evaluate what worked well and what could be improved. They should also identify any impediments, risks, or dependencies that affected their work and how they handled them.
Definition of Done: The Scrum Team should review their Definition of Done and check if it is still relevant, clear, and achievable. They should also assess how well they adhered to it and if they delivered a potentially releasable product increment that meets the quality standards. They should also consider if they need to update or adapt their Definition of Done based on new insights or feedback.
The following topics are not appropriate for discussion in a Sprint Retrospective:
The value of work currently represented in the Product Backlog: The value of the Product Backlog items is the responsibility of the Product Owner, who should continuously refine and order them based on stakeholder needs and feedback. The value of the Product Backlog items is not directly related to how the Scrum Team works together and does not affect their improvement actions for the next Sprint.
Arranging the Sprint Backlog for the next Sprint: The Sprint Backlog is the plan for the next Sprint that is created by the Scrum Team during the Sprint Planning event. The Sprint Backlog is based on the Product Backlog items that are selected for the next Sprint and how the Developers intend to accomplish them. The Sprint Retrospective is not a planning event but a reflection event that focuses on the past Sprint.
[Scrum Guide], section 3.5: ''The purpose of the Sprint Retrospective is to plan ways to increase quality and effectiveness.''
[Professional Scrum Product Owner], chapter 7: ''The Sprint Retrospective is an opportunity for the Scrum Team to inspect itself and create a plan for improvements to be enacted during the next Sprint.''
What is a Sprint Retrospective? | Scrum.org: ''During each Sprint Retrospective, the Scrum Team plans ways to increase product quality by improving work processes or adapting the definition of ''Done'' if appropriate and not in conflict with product or organizational standards.''
The Sprint Retrospective - What It Is & Tips for Making the Most of Your Meeting: ''The focus is on how the team worked together in the last sprint, including: Communication Teamwork Process Tools Systems Work environment Missing competencies Collaboration with external parties''
True or False: A Product Owner with multiple teams working on one product should maintain
separate Product Backlogs for each team.
What are two effective ways for the Scrum Team to make non-functional requirements visible?
(choose the best two answers)
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.
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
