A company has decided to use an agile delivery method for launching a new product to improve the customer checkout experience. How should the project manager ensure the experienced predictive delivery teams are capable of adopting the agile model?
AAssign agile roles within the team and conduct training for each role to provide understanding of the agile methodology.
BOrganize training and development workshops to help all stakeholders to form a shared understanding of agile practices.
CPlan a transformation to agile delivery methods for senior leadership before starting project implementation.
DApply only agile methods and practices for specific deliverables of the work and assign this work to experienced agile team members.
Management decides to set up a new project to exploit an emergent market opportunity. Management suggests using an agile approach that is currently working for another project.
What should the agile leader do next?
AConduct a workshop for all key stakeholders to analyze the case and decide on the proper approach.
BSuggest an approach that was successful in a previous project.
CAccept the manager's suggestion and avoid unnecessary conflicts and delays.
DWork with the team to analyze the market opportunity and create a tailored agile approach if needed.
As a team completes their 21st sprint, new information reveals that a number of significant system integrations must be made to ensure the project scope is met. How should the project management plan be adjusted?
AHolistically at the project level
BAt the end of each sprint
CAt a sprint level after each demo
DPeriodically, at both the release and project level
During a project's last iteration, an agile team struggled with a feature's delivery due to the lack of a required skill. The project has already incurred a five-day delay. A further delay of at least 10 days is anticipated.
What should the agile project leader have done to avoid this situation?
AProvided just-in-time training of the required skill to specific team members
BLowered the feature's priority until a team member acquired the skill to build it
CAssigned the feature to another agile team that had members with the required skills
DEnsured that the team was comprised of cross-functional, generalized specialists
While working on a sprint for a software development project, the team is unsure of how the feature should be designed. The project sponsor recommends developing a prototype of the user interface to discover more about this feature.
Why is the project sponsor making this suggestion?
AThe information gathered will help the team improve the allocation of resources in developing the most important features.
BThe project sponsor believes that the agile team is not adding in the most important features during this sprint.
CThe users can help the team understand if the feature adds value, avoiding the risk of building the wrong product.
DThe users will start using the software sooner, and the team can start working on the next iteration.
A team is preparing to demonstrate new product capabilities to a leadership team. The demonstration will show working software and a listing of the projected value of the capabilities.
What should the team do to ensure the demonstration is successful?
AProvide an understanding of business value and customer feedback.
BAlign with stakeholder expectations and releasable product increments.
CShow self-management and tailoring processes for continuous improvement.
DProvide collaboration and knowledge sharing of product increments.
Over the last two sprints, a number of potential problems have threatened the team's ability to hit the targeted release date. What should the agile practitioner do?
ADeal with the issues in a retrospective if they ever come up again.
BCreate a task board to track issues when they appear.
CIdentify and monitor issues through a risk burndown chart.
DCreate an issue log as an information radiator and monitor.
A team member does not understand what the project risks are or the impact that they could have. How should an agile leader communicate risks in a way that the team will understand?
ACreate a RACI chart (responsible, accountable, consulted, informed) that identifies who is accountable for each risk.
BCreate a Gantt chart that includes slack to accommodate for unknowns.
CCreate a communications management plan that details who is responsible for communicating risks.
DCreate a risk burndown chart showing the reduction of risks over time.
An agile team is struggling to achieve their goal during the first release due to an unstable environment beyond the authority of the product owner. Close to the end of the current sprint, the release manager resigns and a new person takes over.
What should the scrum master do?
AReport the issue to the product owner and request help.
BLet the new release manager participate in the daily standup.
CInvite the new release manager to the sprint demo and ask for help.
DSend a status report to the release manager, highlighting the issue.
A project team tasked with delivering a solution with extremely aggressive timelines is facing an issue with meeting their sprint velocity targets. To address this issue and bring the project back on track, what action should the team take?
APerform value stream analysis to eliminate the processes with wastage.
BReevaluate the minimum viable product (MVP) deliverables to remove high-risk stories and meet timelines.
CAdjust the story points included in each sprint to represent the actual velocity.
DInclude high-risk stories in earlier sprints to deliver incremental velocity.
A customer has difficulty explaining how the highest priority feature will work. What should the agile project manager do?
ACreate a time-boxed spike story to reduce the technical risk of the feature.
BCommence an iteration 0 for the customer and the team to investigate the feature.
CFacilitate the decomposition of the feature epic into more manageable user stories.
DFacilitate a just-in-time exploration of the functionality by the customer and the team.
While planning, what prioritization factors need to be considered for a minimally marketable feature (MMF)?
AHow much risk is needed to develop an MMF
BHow much money the organization will earn or save by having the MMF
CHow many stakeholders are influencing the MMF
DHow much time does an organization need to develop an MMF
An executive sponsor of a new scrum team actively attends scrum ceremonies.
How does this benefit the team?
AIt helps the team to focus on and meet sprint goals
BIt reminds the team about who sponsors the project
CIt provides high-level project updates to the sponsor
DIt helps to quickly resolve issues using the sponsor/s influence
During the iteration planning of a newly on boarded agile team, the product owner adds a set of high priority user stories into the iteration backlog.
What should the team do first to define the tasks need to implement the user stories?
ASelf-organize
BAssign tasks to each team member
CMeet with the customer
DIdentify the scrum master
Stakeholders are displeased with the latest release of a product's software. While most stakeholders attended every sprint review, they were otherwise largely uninvolved in the project.
What should the agile practitioner have done to ensure stakeholder satisfaction?
ACommunicated early and often, as outlined in the communications matrix
BEnsured engagement among stakeholders and the product owner
CConducted additional stakeholder reviews and demos
DWorked with the product owner to prioritize user stories
A product owner for two highly visible projects spends a great deal of time meeting with and reporting to senior stakeholders. The product owner is overwhelmed because both project teams request clarification on the requirements and the overall priorities.
What should the agile project manager do?
AProvide both project teams with the highest priority needs
BRequest the project team's questions in writing prior to the next meeting
CFacilitate a meeting with each team and the product owner to finds a solution
DProvide both teams with each project's documentation
An organization initiates a pilot project to introduce agile methodology for the successful delivery of projects.
What should the project manager do to share this project's knowledge and learning with wider organizational business groups?
AInvite people from across the organization to attend daily stand ups
BInvite people from across the organization to attend retrospectives
CInvite people from across the organization to attend the release meeting and project retrospectives
DRegularly meet with people across the organization to share the project's lessons learned and best practices
During a team meeting, members who are subject matter experts (SMEs) mention that they are continuously working on repetitive tasks, which has lowered motivation.
What should the agile practitioner do?
AOrganize a team-building activity to improve team morale
BHave team members work in pairs to learn from each other and develop new skills
CAsk team members to perform a value stream analysis of their activities
DAdd more resources to the team to help with tasks
Midway through a sprint, a team member discovers that the product design fails to adhere to the organization's enterprise architecture standards. Since this required escalation to the architecture team for further analysis and resolution, the team was unable to deliver its sprint goal and the sprint was cancelled.
What should the team have done to avoid this?
AEscalated the issue to management
BEnsured the early engagement of key stakeholders
CProvided feedback to the architecture team to change the enterprise architecture standards
DRaised an exception for non-adherence to the enterprise architecture standards for this product
A seven-member agile team's composition varies considerably in age, gender, culture, personality type, and professional background.
When planning a team-building event, what type of interpersonal skills should the project leader use?
ANetworking
BSocial awareness
CCommunication
DLeadership
During a planning session, four out of five team members vote to include eight story points in a particular story, while the fifth member votes for five story points.
How should this be handled?
AThe story should be assigned eight story points as per the majority vote
BThe story should be added to the backlog and reassessed later
CThe story should be assigned points after a discussion with the fifth team member to see if a consensus can be reached
DThe decision for the number of story points should be made by the customer
Why should a project team reduce the work in progress?
AIt indicates poor project quality
BIt represents team member's utilization
CIt represents unrealized value
DIt shows that the project is behind schedule
An agile project manager is planning the initial scope, schedule, and cost range estimates on a new project. The team will be using Kanban to control work.
What metrics should the team use to measure performance?
ALead time, throughput, and due date performance
BWork in progress limits, Kanban board, and time boxes
CWork item types, sprint cadences, and defect classes
DBurndown charts, scatter diagrams, and throughput
What role should a servant leader perform to reduce team distractions and improve progress toward project goals?
AManaging: To ensure compliance with the project plan
BMentoring: To share their knowledge with the team
CControlling: To ensure compliance with the scope, budget, and schedule
DAuditing: To ensure adherence to organizational compliance policies
A new product owner shares the product vision during the team launch event. The team asks for clarification on the product roadmap and its high-level features.
What should the product owner do?
ADetermine the required tasks for implementing the high-level features
BIdentify the detailed design for the high-level features
CPrioritize the product backlog for the upcoming release
DEstimate the user stories in the iteration backlog
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