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Question 26
A team is delivering work as per the sprint plan, and team velocity is stabilized. However, at the end of the release, the customer is dissatisfied with project quality.
What should the agile project manager have done to avoid this?
- A: Invited end customers to attend the stand ups
- B: Organized design review sessions with the customer to obtain sign-off
- C: Held regular meetings with the product owner and project team to elicit detailed business requirements
- D: Conducted frequent review meetings with the customer to continually enhance delivery effectiveness
Question 27
A company president is concerned about the impact of a natural disaster on the company.
How should management identify areas to apply its resources and mitigate potential impacts?
- A: Establish and keep an active risk register that includes mitigation strategies and a cost-benefit analysis
- B: Establish and keep an active risk register based on qualitative risk analysis and expected losses
- C: Have each development team post the highest risk development items on the information radiator
- D: Avoid risk by splitting development teams into two locations to ensure knowledge continuity
Question 28
An event management team is following an agile approach to prepare for an upcoming conference. The regional sales manager, from where the conference is to be held, contacts the team with a number of questions about the company's booth.
What should the team do?
- A: Inform the sponsor about the regional sales manager's disruptiveness and ask that all questions be diverted to the weekly meetings
- B: Stay focused on the current iteration and let the project manager deal with the regional sales manager's questions
- C: Invite the regional sales manager to the next iteration review to share the progress
- D: Create a risk on the risk register to account for some potentially new requirements from the regional sales manager
Question 29
What should a team consider when calculating the effort needed to complete a product backlog?
- A: The increase in velocity and cost
- B: A buffer in the sprint to mitigate unexpected risks
- C: Assigning extra points to each task to allow time for changes
- D: Stories describing infrastructure tasks and analysis tasks
Question 30
Two teams have received project requirements and completed estimates. Team A estimates 420 story points for scope and 30 story points for velocity per sprint.
Team B estimates 280 story points for scope and 20 story points for velocity per sprint. Both teams have same number of team members and have assumed a sprint duration of 2 weeks.
What can an agile practitioner conclude about team A and team B's estimate?
- A: Team B has underestimated scope compared to team A
- B: Team A is more confident in delivering velocity than team B
- C: Both teams need to indicate their proposed technology before the estimates can be analyzed
- D: Both teams have estimated the project to be of same size
Question 31
Throughout the project, an agile practitioner notices that one team member is becoming an emergent leader.
What should an agile practitioner do?
- A: Present opportunities in order to be supportive and grow that team member's talents
- B: Encourage the team member to fit in more with the established team norms
- C: Bring this to management's attention so they don't disrupt the team
- D: Ask team member to respect defined roles on the project to avoid confusion with the team
Question 32
A product's scope and acceptance criteria have been detailed, and the product is planned for release at the end of the next quarter.
What should the project team do next?
- A: Estimate the project team's capacity
- B: Determine how much work can be delivered
- C: Calculate how much work will fit into the next iteration
- D: Estimate items in the product backlog
Question 33
At the retrospective, the burndown chart shows that the project is slightly behind schedule. The project team identifies an inexperienced software engineer as the source of reduced velocity.
How should the project team address this issue?
- A: Suggest pair programming during the retrospective
- B: Ask the product owner to re-prioritize the user stories at the next retrospective
- C: Re-estimate the story points with team members at the next iteration planning meeting
- D: Assign less complex user stories to the inexperienced software engineer at the next iteration planning meeting
Question 34
How should a project leader manage stakeholder expectations in an agile project?
- A: Establish a common vision and success criteria and involve all the stakeholders in the iteration reviews
- B: Invite stakeholders for the iteration reviews but do not include new stakeholders which may limit project success
- C: Involve all the stakeholders in iteration reviews but do not entertain all expectations of all stakeholders
- D: Communicate issues to all stakeholders via email and only communicate risks to internal stakeholders
Question 35
An agile practitioner wants to ensure that stakeholders have current information about a project's progress.
What should the agile practitioner do?
- A: Regularly circulate an updated, detailed version of the project plan
- B: Frequently update the online project management office (PMO) repository site
- C: Invite the stakeholders to daily stand ups
- D: Post a project board in an area where all can view it
Question 36
A scrum master would like to provide information to key stakeholders on the daily resource and project activities.
Which tool should the Scrum master use to provide these updates?
- A: Shared vision statement and sprint goal
- B: Release burnup chart
- C: Velocity metrics
- D: Iteration burndown chart
Question 37
After a successful product deployment, a key stakeholder informs an agile team member that an implemented feature is failing to deliver its expected business value. The team member replies that the requirement was provided by the customer, and that the scope was clearly met.
If the problem were an issue of requirement elicitation rather than delivery, what should have been done to avoid this situation?
- A: Stakeholders should have regularly been engaged to obtain feedback and reduce the functionality risk
- B: The team should have used the lean principle of delay, so that actual facts could be considered rather than assumptions and predictions
- C: Interdependent teams should have been engaged using a collaborative approach to identify and leverage the best support
- D: An owner should have been identified to obtain timely stakeholder feedback
Question 38
During a project's last few sprints, an agile practitioner notices an increase in defects. A rootcause analysis indicates that a poor understanding of the requirements was caused by the inability of the product owner to communicate clearly.
What should the agile practitioner do?
- A: Inform the product owner's manager so that corrective action may be taken
- B: Communicate this to the product owner, and offer to help facilitate discussion with the team
- C: Encourage a team member to raise this during the retrospective to ensure that the product owner is aware
- D: Escalate this issue to the sponsor so that corrective action may be taken
Question 39
An agile team lead is assigned to a project that must ensure data security.
What should the team lead do to guarantee that security, as a non-functional requirement, is managed throught the project?
- A: Include security concerns on the agenda for every meeting
- B: Request that a security expert be added to the team
- C: Add security as a non-functional requirement to the risk register, and review regularly
- D: Ensure that planning and prioritizing includes consideration of security requirements
Question 40
During a backlog refinement meeting, a senior team member raises a concern about an epic sizing that requires the use of a new interface for a vendor product.
The product owner acknowledges this as a risk.
What should the product owner do now?
- A: Log the risk in the risk register, and share the information with impacted stakeholders at the next monthly review meeting
- B: Create a spike story to determine what needs to be done to use the new interface
- C: Lower the epic's priority so that it can be deferred, and analyze it during backlog refinement meetings
- D: Move the work to the vendor, since they have better knowledge of interface implementation
Question 41
A project sponsor is upset that an enhancement will be unavailable until next year.
What should the product owner do?
- A: Accept responsibility for the product's delay
- B: Ensure that the project sponsor's priorities are in the product backlog
- C: Negotiate with the project sponsor for increased funding
- D: Empower the project sponsor to manage the product backlog
Question 42
An agile practitioner notices that team members are disengaged. As a result, the team's velocity has decreased.
What should the agile practitioner do to get the team back on track?
- A: Escalate the issue to the project sponsor
- B: Remove stories to increase velocity
- C: Hold a standup to address the issue
- D: Facilitate a team retrospective
Question 43
During sprint retrospectives, some team members are very vocal and tend to dominate the conversation, while others are more reserved and less likely to participate.
What should the scrum master do?
- A: Encourage all team members to participate, and have them type their retrospective feedback into the agile lifecycle management tool
- B: Ask more specific questions during the retrospectives
- C: Sue retrospective techniques, such as silent writing, clustering, and dot voting to field feedback prior to discussion by the team
- D: Ask team members to email feedback that can be summarized in a spreadsheet for the team
Question 44
An agile team provides feedback that user stories include insufficient details to understand the requirements.
What should the agile practitioner do?
- A: Coach the product owner to update only the acceptance criteria
- B: Instruct the agile team to fix the user stories during the next retrospective
- C: Facilitate a user story workshop with the agile team
- D: Inform the product owner's manager that the work items provide insufficient details
Question 45
Following an upgrade, a software support team is overwhelmed by the number of tickets being submitted by end users. The team's manager is pushing the team to work smart by focusing on activities that deliver the most value in the least amount of time.
What should the team do?
- A: Work longer hours to complete more of the support backlog
- B: Work support tickets in the order in which they were received
- C: Place tickets on hold until the team completes an analysis of the backlog to identify and resolve systematic issues
- D: Add members to the support team
Question 46
A company has decided to combine two similar products consisting of multiple teams into one product. Engaged customers want to know how the company is looking at re-organizing its teams.
What strategy should be employed to re-organize the teams?
- A: All the teams from both products should be simultaneously called together and allowed to completely self-manage
- B: Teams that worked on similar components in the separate products should be combined to minimize disruption and capitalize on synergies
- C: After grouping individuals by role, multi-discipline teams should be created that are comprised of one member from each role
- D: Features should be prioritized and then teams should be organized around those priorities
Question 47
What should the agile practitioner know about tracking velocity?
- A: A team with an average velocity of 50 is twice as efficient as a team with an average velocity of 25
- B: A team with an average velocity of 50 is equally as efficient as a team with an average velocity of 25
- C: A team that consistently meets its planned velocity is more efficient that a team that consistently exceeds its planned velocity
- D: A team that consistently meets its planned velocity is less efficient than a team that constantly exceeds its planned velocity
Question 48
During a Kanban team's daily stand-up, an agile coach observes that the team seems disinterested in the work status. While it appears that there are no issues with flow, there is a marked lack of attention to ream effort. When the agile coach queries the team for reasons, members explain that work continues to be scheduled with no end in sight.
What should the agile coach do?
- A: Work with the team to determine points at which to celebrate its work
- B: Provide the team with a break by scheduling a team event
- C: Have the team increase work in progress (WIP) levels to more quickly complete the flow
- D: Rejuvenate the team by temporarily reducing WIP levels
Question 49
At the end of a product development phase, an agile project team confirms that all tests have passed. The product is released, but the customer complains that it is deficient.
What should the project team have done prior to product release?
- A: Requested approval from the project sponsor
- B: Undertaken a review of all requirements
- C: Conducted an end-of-phase demonstration
- D: Performed a retrospective to validate project deliverables
Question 50
A product owner obtains customer confirmation on product requirements and provides them to the team. After explaining the user stories, the product owner receives agreement for acceptance from the team.
What should the team do next?
- A: Use agile estimation techniques to create a shared understanding of when the user stories will be completed
- B: Agree upon development and testing activities for the user stories
- C: Complete the user stories, and provide a demo for the product owner and customer
- D: Complete the user stories, and hold a retrospective to discuss them
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