Scrum.org Professional Scrum Product Owner III (PSPO III)

The Professional Scrum Product Owner III (PSPO III) certification validates your ability to apply the Scrum framework to solve complex problems and deliver valuable products in the real world. Anyone attempting the PSPO III should have extensive Scrum and Product Owner experience. Earning PSPO III requires a very high level of Scrum knowledge and extensive experience maximizing value as a Product Owner. 

Attending a course is neither required nor sufficient for this certification. However, attending Professional Scrum Product Owner and Professional Scrum Product Owner - Advanced training is recommended. Similarly, possessing a PSPO I and PSPO II certification is not required, but it is strongly recommended. Evidence shows it is important to pass the PSPO I and PSPO II to get a good baseline of your level of knowledge. Anyone scoring below 90% on the PSPO I and PSPO II will find earning the PSPO III very difficult.

Scrum.org Professional Scrum Product Owner III (PSPO III)

Prepare for the PSPO III

PSPO III questions ask you to know the content of and understand the context of the Scrum Guide and apply your own Product Ownership experience. While the Scrum Competencies are similar to those of the PSPO I and PSPO II, you will be required to move beyond simple knowledge. You will be asked to describe how you would respond to different scenarios while remaining true to Scrum.    

Scrum.org PSPO III Exam Summary:

Exam Name	Scrum.org Professional Scrum Product Owner III
Exam Code	PSPO III
Exam Fee	USD $500
Exam Duration	150 Minutes
Number of Questions	24
Passing Score	Pass/Did Not Pass
Format	Multiple Choice Questions
Books / Trainings	Professional Scrum Product Owner Professional Scrum Product Owner - Advanced
Sample Questions	Scrum.org PSPO 3 Exam Sample Questions and Answers
Practice Exam	Scrum.org Certified Professional Scrum Product Owner III (PSPO III) Practice Test

Scrum.org Professional Scrum Product Owner Syllabus Topics:

Topic	Details
Understanding and Applying the Scrum Framework	Empiricism ◉ In Scrum, empiricism refers to the idea that solving complex problems, or doing complex work, can only be done using an exploratory process rather than relying on predetermined plans. Learn about empiricism and complex work. Explore why trust is important for empiricism to thrive. The Scrum Values ◉ For agility to thrive, the culture of the organization must support the fundamental concepts of agility. The Scrum Values - Focus, Respect, Openness, Commitment, and Courage - create an environment where empiricism, self-management and continual improvement are more successful. The Scrum Team ◉ The Scrum Team is a small unit of professionals focused on attaining the Product Goal. Scrum Teams consist of a Product Owner, Scrum Master and Developers. Each has a clear set of accountabilities. Learn more about the Scrum Team, accountabilities, responsibilities and why these aren’t called “roles.” The Scrum Events ◉ The five Scrum Events provide regular opportunities for enacting the Scrum pillars of Inspection, Adaptation and Transparency. In addition, they help teams keep aligned with the Sprint and Product Goals, improve Developer productivity, remove impediments and reduce the need to schedule too many additional meetings. Definition of Done ◉ The Definition of Done describes the quality standards for the Increment. Learn why getting to Done is so important, what undone work is, if it’s okay to show work that isn’t done to stakeholders, can you present undone work at the Sprint Review and what’s the difference between the DoD and Definition of Ready or acceptance criteria.
Developing People and Teams	Self-Managing Teams ◉ The best way to support a team working on complex problems is to give them the space to determine how to do their work, rather than directing them. Learn about self-managing teams and their characteristics. Explore some myths and misunderstandings about self-management. Leadership Styles ◉ The ways that leaders present themselves and interact with their colleagues can either support agility, or defeat it. Learn the difference between leaders and managers and the traits of an agile leadership style. Explore why we speak more about agile leadership and not servant leadership. Facilitation ◉ Facilitation can be used to lead people toward agreed-upon objectives in a manner that encourages participation, ownership and creativity by all involved. Learn about the principles of facilitation, skills and traits of a facilitator, how to facilitate diverse perspectives and explore some facilitation techniques for the Scrum Events. Coaching ◉ The coach’s job is to be a process expert, enabling those they are coaching to achieve their goals using skills such as developmental conversations, active listening and asking thought-provoking questions. Learn a few of the coaching principles, traits and skills of a coach, and why coaching is beneficial for Scrum Teams. Teaching ◉ Anyone can act as a teacher, helping your colleagues obtain new knowledge or learn new skills. However, if you want to become a very effective teacher, it’s best if you learn a few of the principles of the teaching profession, the skills and traits of a teacher and when teaching can be helpful for a Scrum Team. Mentoring ◉ Mentoring is a mutually beneficial relationship in which a mentor provides guidance to a mentee to help the mentee reach their goals. It’s often confused with coaching. Learn why mentoring is beneficial for Scrum Team, mentoring principles, skills and traits of a mentor as well as the traits of a mentee.
Managing Products with Agility	Forecasting and Release Planning ◉ Scrum Team can use forecasting and release planning as a guide for delivering a product through small incremental and frequent releases rather than big bang product launches. Product Vision ◉ The Product Vision describes the purpose of a Product. A good Product Vision expresses the value the Product should deliver and to whom that value is delivered. Product Value ◉ The objective of a Scrum Team is to deliver value to customers and stakeholders. Product Value actively drives customer satisfaction, loyalty, brand reputation, and the longevity of a business by providing customers with benefits that satisfy their needs. Product Backlog Management ◉ Product Backlog Management is the act of adjusting and ordering items on the Product Backlog so that the Scrum Team can deliver the most valuable product possible. This learning series explores Product Backlog Management. Business Strategy ◉ Business strategy is informed by the company’s mission and vision, and in turn informs individual product visions. An organization inspects and adapts its business strategy based on feedback gathered from delivering product Increments. Stakeholders and Customers ◉ Scrum encourages frequent collaboration with stakeholders, and customers in particular. Understanding how to identify and learn about the challenges that key stakeholders face will help the Scrum Team better deliver the value they are seeking.
Evolving the Agile Organization	Organizational Design and Culture ◉ Traditional organizations are often structured around Taylorism and mass production concepts in response to simple problems. Complex problems require a different way of organizing. This Focus Area describes the fundamental differences of an agile organization; namely its structure, culture, and design. A practitioner will understand what an agile enterprise looks like and approaches for implementing the agile enterprise in a traditional organization. They will understand how to balance the needs for agility with the existing reality of traditional organizational structures. Portfolio Planning ◉ For many large organizations, work is being undertaken in the context of a broader portfolio. That portfolio could be a product, system, value stream, supply chain, or even a program. This Focus Area describes what agile portfolio planning looks like; its characteristics, principles, and associated practices. The Practitioner will understand why agile portfolio planning must be different than traditional portfolio planning in order to deal with complex products and systems. They will also understand how to apply these ideas to their portfolio. Practitioners will understand the challenges of managing complex dependencies and the choices that need to be made, while ensuring that team agility is not broken, to serve the needs of the larger organization. Evidence-Based Management ◉ A fundamental element of Scrum is empirical process; the idea that complex problems require real experience to effectively plan and deliver value. Evidence-Based Management (EBM) is a set of ideas and practices that describe broad measurement areas used to provide an effective, empirical, and value-based approach to any product. This Focus Area describes what EBM is and how to apply it to any product. The practitioner will understand what EBM is, as well as the practices that comprise it, and how to use EBM to enable a business-driven, value-based empirical process