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Total 482 questions

PMI Agile Certified Practitioner (PMI-ACP) Questions and Answers

Question 1

An agile coach advised a project manager to continuously improve their ability to support their team and remove any obstacles in the project's way. What role is the agile coach advising to the project manager to take on?

Options:

A.

Scrum master

B.

People manager

C.

Servant leader

D.

Squad leader

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Question 2

During the project initiation stage, a team has estimated story points for all user stories. When the project team explained the minimum marketable feature (MMF), however, they were not confident that the solution would actually work.

What can the team do to better manage this situation?

Options:

A.

Deliver the minimum marketable feature (MMF) to customers for feedback.

B.

Write acceptance criteria for each business requirement to conduct proper testing.

C.

Develop test cases based on user stories.

D.

Ask the customer to provide acceptance criteria before developing the user stories.

Question 3

Based on the burndown chart, what is the iteration's status?

Options:

A.

It trended ahead of schedule and completed everything on time

B.

It took more time than expected and had to be lengthened.

C.

It trended behind schedule and did not complete everything on time

D.

It took less time than expected and had to be shortened.

Question 4

Following approval of a business case, a company will introduce a new mobile app for customers to place orders. Time to market is a key concern. The product has entered into the 3rd iteration, but the team is concerned because they feel the technical designs do not meet the agreed-on definition of done (DoD). An agile coach has been hired to help validate product delivery against business requirements.

What should the agile coach do?

Options:

A.

Incorporate quality assurance in the planning stage of product development.

B.

Schedule a dedicated meeting with the product owner to tackle this roadblock.

C.

Conduct a brainstorming exercise to get to the root of the issue and devise action plans.

D.

Conduct a retrospective meeting at the end of the current iteration to identity necessary improvements.

Question 5

An agile practitioner is working on a project to migrate data from computer systems to another location. To accomplish this task, they need to run four activities sequentially that different teams are performing. The teams are migrating two systems per day, but the agile practitioner thinks that three systems should be done per day.

What can be done to improve process efficiency?

Options:

A.

Use burndown charts to find gaps. delays, and constraints in the current process and develop a plan to reduce or remove them.

B.

Use value stream mapping to find gaps, delays, and constraints in the current process and develop a plan to reduce or remove them.

C.

Use Pareto analysis to find gaps, delays, and constraints in the current process and develop a plan to reduce or remove them.

D.

Use root cause analysis to find gaps, delays, and constraints in the current process and develop a plan to reduce or remove them.

Question 6

Midway through a project the product owner learns from the sponsor that a major component, which is already 20 percent complete, is unimportant to users. The component was part of the approved scope and a key selling point for the project

What should the product owner do next?

Options:

A.

Obtain approval from the change control board to discontinue the component

B.

Ask the team to continue developing the component

C.

Ask the team to discontinue developing the component

D.

Request the sponsor's formal approval to discontinue the component

Question 7

Toward the end of a project the product owner discovers that the project has a high probability of failure due to a critical feature not functioning as expected What should the product owner do?

Options:

A.

Terminate the project to cut losses

B.

Review possible options and make an informed decision to cut losses based on delivered business value

C.

Bring in experts to increase the probability of success

D.

Continue the project release the product without the failing feature and fix the feature in a subsequent release

Question 8

During its first sprint, a new scrum team realizes that it has insufficient team members with test automation skills to effectively complete its stories. What should the team do?

Options:

A.

Cross-train some members in the automation framework to broaden their capacity with that skill

B.

Ask the product owner to add team members to boost this particular skill set

C.

Send a member to automation framework training when funds are available

D.

Avoid using test automation by swarming on the testing tasks and using manual testing

Question 9

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?

Options:

A.

Determine the required tasks for implementing the high-level features

B.

Identify the detailed design for the high-level features

C.

Prioritize the product backlog for the upcoming release.

D.

Estimate the user stories in the iteration backlog

Question 10

A scrum team is working together virtually. One of the team members sends a daily email to the other team members listing impediments that they find. During retrospective meetings, the team member complains that their colleagues fail to take actions on the impediments.

How should the team address this issue?

Options:

A.

The team member that is complaining should talk individually with the scrum master to remove impediments.

B.

They should ask for more details about the impediments and then resolve them when the team has more time to investigate.

C.

The team member that is complaining should address the impediments in daily scrum, communicating them directly.

D.

Team members should state that they need to prioritize their work instead of responding to daily emails about impediments.

Question 11

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?

Options:

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 12

An organization strives hard to accelerate value delivery by improving product design, development, and transition activities. What ways of working should the organization discontinue to become an effective player?

Options:

A.

Leverage continuous feedback from customers to seamlessly align delivery with requirements.

B.

Define software functionality by relying on the developers' experience designing similar system

C.

Engage end users in user acceptance testing to ensure the product meets their expectations.

D.

Educate end users and other stakeholders to understand desired outcomes through user stories.

Question 13

What is a specific development practice that has been effective in implementing disciplined DevOps?

Options:

A.

Put the client first.

B.

Create a safe environment.

C.

Practice continuous delivery.

D.

Manage risk.

Question 14

The executive leadership wants to understand ways to better deliver on time and on budget. What can the project team do to assist in achieving the organizational goal?

Options:

A.

Maintain and review a lessons learned repository to improve delivery of future projects.

B.

Ask each team member to post corrective action to the backlog.

C.

Engage the project management office (PMO) to take responsibility identifying lessons learned on projects.

D.

Perform a root cause analysis to identify alternative approaches for performing the next project.

Question 15

A team is creating a highly marketed, time-sensitive product. The agile coach is concerned that anything other than exceptional quality will result in bad publicity for the company. What should the agile coach ensure that developers do?

Options:

A.

Establish pair programming partners, and regularly perform peer reviews.

B.

Perform demos at the end of each iteration.

C.

Send coding to the quality assurance (QA) team upon completion.

D.

Demonstrate each feature to the client as soon as coding is complete.

Question 16

During backlog refinement meeting, the new developer on the team asks the product owner to discuss a new performance threshold requirement and how it impacts the stories in the backlog. What should the team do?

Options:

A.

Add this threshold requirement request as acceptance criteria in all impacted stories

B.

Create a spike story to analyze the impact of the threshold requirement on current stories

C.

Conduct design planning session to review the performance threshold requirement

D.

Identify the tasks for the new performance threshold requirement

Question 17

A user interface (UI) developer has features for channels ready for review. During the team review, the architect is disappointed that Splunk software has not been implemented for better server and client logs. The architect insists on the implementation of Splunk software, which will impact the release date.

Which one of the following is the ideal option for the team to resolve this conflict?

Options:

A.

Have the team brainstorm and propose error logging at the client level, which will have a higher impact with less effort within the release timeline.

B.

The product owner should explain to the architect that monitoring, alerting, and logging are not essential for the customer and can be prioritized post-release.

C.

Inform the sponsor that features are being added and will extend the release date after getting approval and communicating this to the architect.

D.

Ask the developer to build and let the testing be postponed until after the release, and inform the architect that the feature will be implemented.

Question 18

An agile team is working on the first sprint, and have already planned the second and third sprints. However, market conditions now require a change to the features. What should the product owner do?

Options:

A.

Communicate the importance of the business need to the team and refine the product backlog.

B.

Ask the team to discuss the changes to the features with the customer.

C.

Meet with the agile team lead to prioritize the requirements.

D.

Discuss and prioritize the requirements with the team.

Question 19

All blockers are caused by some Impediments, but not all impediments are blockers. Which two scenarios should be considered blockers? (Choose two.)

Options:

A.

Due to frequent context switching, the daily 15-minute touchpoints last an hour even/ day, reducing the team's time to finish activities for the demonstrations.

B.

A developer is unable to work on their tasks within an iteration, because senior management is constantly pulling them into production incident analyses.

C.

The development team needed to urgently set up all the test data the previous week; however, due to a glitch in the system this will not be available until before the demonstration.

D.

The offshore testing team is pulled away at the last minute from a high-profile initiative and testing cannot be resumed until a new testing team is assigned.

E.

Performance issues in the testing environment, leading to a 2-day delay in implementing the code.

F.

The team has started working on the iteration, but the requirements artifacts are under review by the product owner.

Question 20

A development team has started working on a new service but is unsure if the service fits the customer's requirements. What should the product owner do to ensure that the service will benefit the customer?

Options:

A.

Release the minimum viable product (MVP) to a group of customers and end users for their feedback.

B.

Build a prototype and review it with the targeted customer segment for their feedback.

C.

Invite a group of customers and end users to the biweekly demos to obtain feedback.

D.

Release the prototype of the software for 6 months to a pilot group of customers for feedback.

Question 21

The risk profile of a project has increased beyond the upper threshold of tolerance. The product owner and project leader meet to discuss an approach for dealing with this.

What should the team do next?

Options:

A.

Add risk mitigation tasks to the backlog, then prioritize in current and upcoming sprints

B.

Add risk mitigation time to each requirement

C.

Apply the 80/20 rule, reserving 20 percent of each sprint’s capacity for risk mitigation

D.

Hold all risks until they become issues, then add issue resolution tasks to the product backlog

Question 22

During an iteration, an agile team discovers infrastructure requirements that were not initially considered. What should the team do to effectively manage this?

Options:

A.

Rework the iteration scope to accommodate these requirements.

B.

Add these requirements into the product backlog for future consideration.

C.

Raise the discovery of these requirements as an issue, and escalate to management.

D.

Immediately start working on these requirements.

Question 23

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?

Options:

A.

Perform value stream analysis to eliminate the processes with wastage.

B.

Reevaluate the minimum viable product (MVP) deliverables to remove high-risk stories and meet timelines.

C.

Adjust the story points included in each sprint to represent the actual velocity.

D.

Include high-risk stories in earlier sprints to deliver incremental velocity.

Question 24

A food company seeks additional business-to-business (B2B) revenues from some customers by

implementing purchase order (PO) functionality. To achieve this, the agile project team is exploring PO integration options (see item #3 in Exhibit A), as the product increment (PI) planning process is underway.

What should the project team do next?

Options:

A.

Use agile estimation techniques like planning poker or relative sizing for collaborative assessment.

B.

Break down the feature into smaller tasks or user stories for better assessment and incremental delivery.

C.

Analyze current system requirements and dependencies, including integration levels and regulatory compliance.

D.

Refer to past performance and historical data from similar projects to identity potential risks and challenges.

Question 25

During a sprint demo, a business representative identifies missing requirements. The agile practitioner realizes that all key stakeholders were not included during requirements detailing.

What should the agile practitioner have done to avoid the situation?

Options:

A.

Included the stakeholders in the project planning meeting

B.

Organized an earlier demo to solicit business feedback

C.

Ensured all business leaders signed off on requirements

D.

Engaged key stakeholders periodically to collect requirements

Question 26

During a review close to a product release, the customer spotted several features that will need to be changed. What caused this to happen?

Options:

A.

Reduced or improper customer collaboration.

B.

Reduced or improper product knowledge by the development team.

C.

Reduced or improper release planning.

D.

Reduced or improper product specification.

Question 27

A Kanban team is struggling to prioritize and determine which tasks to handle first according to value. What should the team do to improve this situation?

Options:

A.

Involve their product owner.

B.

Review their work in progress (WIP) limits.

C.

Use class of service.

D.

Measure their lead time.

Question 28

During the iteration planning of a newly onboarded 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 needed to implement the user stories?

Options:

A.

Self-organize

B.

Assign tasks to each team member

C.

Meet with the customer

D.

Identify the Scrum Master

Question 29

A scrum master of a team that is new to Scrum wants to share the purpose of the daily coordination meeting. What should the scrum master tell the team?

Options:

A.

The purpose of the daily coordination meeting is for the scrum master to be able to follow up on the sprint plan. The team should explain what may be impeding them from reaching the sprint goal.

B.

According to the Scrum guide, the daily coordination meeting is part of the Scrum framework. The purposes of this meeting are to enable the scrum master to verify the team is on track and to escalate impediments.

C.

The daily coordination meeting is an effective way for the development team to follow up on progress toward the sprint goal and discuss anything that may hinder their work. It is a way to actively manage risks and dependencies.

D.

The daily coordination meeting is held to verify that people are working on the right things. The whole Scrum team should be able to answer these questions: What did I do yesterday, what will I do today, and what can stop me from making progress?

Question 30

A team is transitioning from a predictive approach to an agile approach Historically, the team has delivered work products that did not meet customer expectations.

What agile practice can help the team to alleviate this?

Options:

A.

Test-driven development (TDD)

B.

Clear definition of done and regular demos

C.

Collaborative team planning games

D.

Consistent team velocity

Question 31

The agile team has failed to meet their iteration goal, and contention has developed between members. The agile leader would like to determine how to improve the team's productivity and morale.

How should the agile leader address this?

Options:

A.

Standup meeting

B.

Retrospective meeting

C.

Demo of the new features to energize the team

D.

Offsite meeting with stakeholders

Question 32

A large, corporate organization is forced to hire new team members in a geographically remote location from the current team. The manager of the department is concerned about the team not being colocated.

What behavior would indicate the team is not working well together?

Options:

A.

Team members are sending more emails to the team.

B.

The duration of feedback cycles has increased.

C.

The velocity has increased by having the new team work on items.

D.

New team members requested to move meetings due to time differences.

Question 33

A member of the development team is working on a prioritized non-functional requirement involving integrating with a 3rd party system. This integration has not been done before on the project.

What should the project leader suggest?

Options:

A.

Develop and document a detailed architectural design: peer review with the development team and implement/test

B.

Develop the functional requirements of the solution first before any non-functional requirement, as they provide morecustomer value

C.

Discuss the integration requirement with the product owner and negotiate it to be lower on the backlog to focus on the minimal marketable feature

D.

Develop and test the implementation approach and demonstrate it at the next sprint review to collect feedback

Question 34

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?

Options:

A.

Provide an understanding of business value and customer feedback.

B.

Align with stakeholder expectations and releasable product increments.

C.

Show self-management and tailoring processes for continuous improvement.

D.

Provide collaboration and knowledge sharing of product increments.

Question 35

The productivity of an agile team has fallen significantly in the last sprint. The team members have not mentioned any impediments but seem to be fatigued.

What should the agile practitioner do?

Options:

A.

Discuss the issue with the team at the next daily standup meeting.

B.

Discuss the issue with the team at a special meeting for this purpose.

C.

Discuss the issue with the project stakeholders at a special meeting for this purpose.

D.

Discuss the issue with the team at the next project retrospective.

Question 36

A product owner is working on a special agile project for the automobile industry. The project team is responsible for all of the issues related to vehicle electronic control units. The team hasobserved a significant backlog of items in the “In progress' column (Refer to the kanban board). This accumulation is causing delays in task completion and impacting overall project timelines. The team operates in a dynamic environment where requirements frequently change, and stakeholders demand quick turnarounds.

What should the project team adopt to address this issue and improve task flow, considering all the demands?

Options:

A.

Increase the number of items allowed in the 'In progress" column to accommodate the high volume of tasks and provide flexibility.

B.

Limit the work in progress (WIP) and implement strict policies to encourage team members to focus on completing existing tasks before starting new ones, ensuring a balanced workload.

C.

Move tasks to the 'Done" column regardless of their completion status to give the appearance of progress and alleviate the pressure of the backlog.

D.

Add more team members with varying levels of expertise to handle the increased workload, aiming to accelerate task completion and reduce the backlog in the 'In progress" column.

Question 37

A scrum team is working on an important project with a short deadline. To save time and reduce overhead, the product owner proposes that the regular sprint reviews should be cancelled and replaced with a review of each release according to the release plan.

What should the scrum master do?

Options:

A.

Review the release plan with the product owner and invite the stakeholders to a series of release reviews.

B.

Review the metrics and the process to determine where the overhead could be further reduced to speed up delivery.

C.

Explain to the product owner why the sprint reviews are now replaced by release reviews as inspect and adapt is a key principle in Scrum.

D.

Explain to the product owner that getting feedback early and often from stakeholders is important so necessary changes can be made quickly.

Question 38

Members of an agile team are complaining that user stories are too large, taking multiple sprints to complete them. They say this way of working is becoming difficult to handle and it has been challenging to map relationships between stories. This situation is affecting the value delivery for the product owner.

What should the scrum master do to handle this situation?

Options:

A.

Separate large user stories.

B.

Apply work-in-progress limits.

C.

Organize user stories into epics.

D.

Replace user stories into features.

Question 39

How can the scrum master respond to a stakeholder who suggests using velocity as a metric to measure team efficiency in an agile project?

Options:

A.

Velocity of a Scrum team will stop once it becomes stable and only then the team will become efficient with its deliverables.

B.

Velocity can only measure if a Scrum team has a stable and predictable run rate but not whether or not they are delivering better deliverables efficiently.

C.

Velocity will become more predictable only in stable teams and velocity should not be measured in Scrum teams until that occurs.

D.

Velocity is a great way of measuring the Scrum team's efficiency, and a stable velocity means the team is predictable and efficient.

Question 40

One of the main stakeholders of a project is new to Scrum. The stakeholder asks what to expect in the sprint retrospective.

How should the product owner respond?

Options:

A.

Stakeholders have the opportunity to add features to the sprint.

B.

Team members determine if there are any impediments preventing them from meeting the sprint goal.

C.

The product owner explains which product backlog items have been done and which have not.

D.

Team members identify ways to improve and make plans to implement these improvements.

Question 41

One of the overseas stakeholders on an agile project has not been actively involved in the project's development. What would be the first step to reengage the stakeholder?

Options:

A.

Increase the frequency of emails and/or try to call the stakeholder.

B.

Remind the stakeholder of their obligation to engage in the project.

C.

Talk to the stakeholder's superior so they can offer coaching and guidance on project involvement.

D.

Set up a meeting with the stakeholder to modify the working agreement and ensure future engagement.

Question 42

A development team, new to scrum, questions the need to collect metrics on team performance. While learn members understand velocity and burn down, they feel that once velocity becomes settled it is needless to keep track.

What should the agile coach tell the team?

Options:

A.

Continuing to track velocity allows functional managers to assess whether or not the team is performing at the desired rate.

B.

The trends will show how the team performs against other scrum teams in the organization.

C.

Tracking velocity will provide a baseline for the team to see how their continuous improvement efforts are working.

D.

Tracking velocity will document and communicate team health to the stakeholders.

Question 43

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?

Options:

A.

Escalated the issue to management

B.

Ensured the early engagement of key stakeholders

C.

Provided feedback to the architecture team to change the enterprise architecture standards

D.

Raised an exception for non-adherence to the enterprise architecture standards for this product

Question 44

The product owner is present at the sprint review meeting and states that an estimation for the end of the project must be shared with the company’s steering committee. The scrum master declares that the team reached an average velocity of 40 story points per sprint, considering a biweekly iteration. The team members predict that there are 240 story points remaining.

What is the estimated project conclusion?

Options:

A.

Twelve months

B.

Three months

C.

Six months

D.

Two months

Question 45

Midway through a sprint, a scrum team member advises the team of a new requirement that may change the initial scope. What should the team do?

Options:

A.

Work on requirements that the product owner may have overlooked

B.

Record the scope creep in the change management log

C.

Add the new requirement to the product backlog

D.

Ask the scrum master to secure additional time and resources

Question 46

A new CIO advocates an agile framework for new IT projects, but the team has reservations. How should the CIO ensure that the team will be aligned with this?

Options:

A.

Obtain executive team buy-in by conducting a meeting to present the advantages of agile principles and processes.

B.

Issue a memo of understanding that agile principles should be implemented for all new projects.

C.

Introduce agile principles and processes, then make the change an experiment to obtain buy-in.

D.

Require all staff and management to attend agile training and adhere to its principles.

Question 47

After conducting the second retrospective with project stakeholders, the customer expresses frustration. The customer wants a more predictable roadmap for the delivery of features and functionalities.

How should the project manager respond to the customer?

Options:

A.

Explain to the customer that an agile approach requires re-prioritization at the beginning of each sprint, so it is not possible to provide a roadmap.

B.

Ask the customer to develop a roadmap the team can follow for future delivery.

C.

Work with the customer to understand which user stories will deliver the best business value, re-prioritize the backlog, and share it with the customer to provide release plans.

D.

Work with the product owner to develop a tentative roadmap for the customer but explain that it is always subject to change.

Question 48

An agile team identifies that their velocity is lower than predicted, and that their previous forecasts in the product roadmap are wrong. The team is worried that they will be unable to meet a critical release date without corrective action.

What should the team do?

Options:

A.

Collaborate with the product owner to reprioritize the product backlog, thus ensuring that more features will be completed before the release.

B.

Ask the team lead to calculate the team's target velocity according to the project plan, and assign additional resources to increase capacity.

C.

Focus on velocity and schedule concerns during the retrospective to inspect, adapt, and improve the process and plans.

D.

Reestimate the backlog items from the release, ensuring that contingency is included to set stakeholder expectations.

Question 49

The lead developer informed the team that they have learned of some possible integration challenges in creating customer dashboards using the architecture the team has chosen. What should an agile practitioner do?

Options:

A.

Conduct an architectural spike immediately to decide how the functionality will be determined.

B.

Work with the product owner to avoid the risk by determining if their requirements could be met with reporting or a similar functionality.

C.

Continue the priority defined by the product owner on the backlog for the functionality they determined to be the highest priority.

D.

Identify this as a risk, decide on the response, and prioritize spike to determine the solution on the product backlog.

Question 50

An agile team's client has been asked to expedite the delivery of the next release. By delivering one month early, the company can generate USS40.000 more than expected for the quarter. What should the agile team do?

Options:

A.

Adhere to the new deadline and immediately advise the client that the schedule has been expedited.

B.

Advise the client that it is best to continue as planned rather than introduce unforeseen risks by expediting the schedule.

C.

Submit a change request to the client with a 50% increase in charges due to the new potential profit.

D.

Request additional resources to meet the expedited deadline and obtain training for the new resources.

Question 51

Several team members have complained to senior management about their scrum master's processes. What should the scrum master do to address the team's process concerns?

Options:

A.

Include senior management in the process decisions.

B.

Communicate the processes and expectations to the team.

C.

Conduct retrospectives at the end of every sprint.

D.

Include process feedback in the next sprint planning session.

Question 52

How can an agile team working on a new product ensure alignment with external stakeholders?

Options:

A.

Ask the product owner to provide a detailed product specification document

B.

Conduct story-mapping exercises to clarify deliverables and release priorities

C.

Hold a kick-off meeting to assign roles and responsibilities.

D.

Work with the scrum master and stakeholders to ensure agile principles are followed

Question 53

For what is the MoSCoW method used?

Options:

A.

Estimating story size

B.

Prioritizing stories

C.

Validating a product

D.

Tracking progress

Question 54

A team member starts discussing a project roadblock during a daily coordination meeting. The team discusses details of the impediment, which takes up most of the meeting time.

What should the agile facilitator do?

Options:

A.

Dismiss the rest of the team from the meeting to focus on the problem reported by the team member

B.

Ask the team member to wait to discuss until the next daily coordination meeting, the team needs to review the current status.

C.

Inform the team that the meeting will be extended so there is time to hear what the team member is reporting

D.

Stop the team politely and suggest scheduling another meeting to discuss this specific matter.

Question 55

An agile leader notices that a team member is becoming very quiet and disengaged in meetings. What should the agile leader do to identify team members' personalities and motivators?

Options:

A.

Use the DISC framework with each team member.

B.

Use MoSCoW ratings to keep people engaged.

C.

Hire a SAFe coach to provide encouragement.0 Employ BDUF to help with providing structure to meetings

Question 56

A member of a project's development team approaches the team lead and requests database administrator training. The team member believes that their inability to handle this work, and to rely on outside specialists, is impacting team velocity.

What should the agile team lead do?

Options:

A.

Send the member to training?

B.

Ask the outside specialists if database administration is required from the team

C.

Send one member to training only after asking the team if there is an issue with the current work flow

D.

Wait until all members of the team can attend training

Question 57

An agile project manager observes that the Scrum team is falling behind on the completion of a particular sprint. What should the agile project manager do?

Options:

A.

Facilitate by providing directions to the team about how they can get back on track.

B.

Request key stakeholders to extend the sprint to enable the team to complete their tasks on time.

C.

Ask the customers to help the team complete the testing on time to be able to finish their tasks on time.

D.

Understand the impediments and facilitate issue resolution to enable the team to succeed.

Question 58

During the fourth sprint retrospective for an IT project, the team members develop a series of actions to improve problem solving in the next sprint. However, many team members are concerned that these actions will not be implemented, since there was no follow-up from the last retrospective meeting.

What should the scrum master do to improve team commitment to the recommendations from the retrospective meeting?

Options:

A.

Lead the team and help them to constantly improve the processes in the project.

B.

Be aggressive when working with the team to identity the root cause of the problems.

C.

Ensure each team member follows through all the improvement actions.

D.

Perform as a servant leader and let the team resolve the impediments of the project themselves.

Question 59

A client needs to release their product to market earlier than planned. They need to start receiving the expected revenue, according to their financial forecast, which will require completing the work left on all user stories in the backlog.

What should the project lead do to accommodate this request?

Options:

A.

Review the burn up chart to make predictions of how many iterations left are required to complete user stories left and make required adjustments to finish earlier.

B.

Review the burn down chart to make predictions of how many iterations left are required to complete user stories left and make required adjustments to finish earlier.

C.

Ensure the team focus on completing the current items in the backlog and do not accept any request for changes.

D.

Work with the product owner to launch a minimum viable product (MVP) and focus on completing only this portion of work by the new deadline.

Question 60

During a retrospective, team members suggest process improvement ideas. The agile team lead knows that, while many of these ideas are different from standard practices, a few of them are good. What should the agile team lead do?

Options:

A.

Require the team to try only those ideas that will ensure success.

B.

Allow the team to try ideas, but remind them that results will be reviewed by high-ranking executives.

C.

Associate idea successes and failures with the team's incentive plan to ensure accountability.

D.

Encourage the team to try the ideas, even if failure may be the outcome.

Question 61

When working with Lean approaches, which process includes the sequence of steps for delivering value and those required to carry them out?

Options:

A.

Value stream mapping

B.

Long-term Lean planning

C.

Business process modeling

D.

Planning poker

Question 62

A Scrum team decided to switch to Kanban for the maintenance phase of the product. The kanban board consists of the following columns "To do," "In progress," "Ready to be tested," "Test in progress," and "Done." Since the team changed their way of working, they have noticed the work is flowing slower in the system. A large queue of "Ready to be tested" work items has been building up.

What should the team do to improve its speed of delivery?

A Scrum team decided to switch to Kanban for the maintenance phase of the product. The kanban board consists of the following columns "To do," "In progress," "Ready to be tested," "Test in progress," and "Done." Since the team changed their way of working, they have noticed the work is flowing slower in the system. A large queue of "Ready to be tested" work items has been building up.

What should the team do to improve its speed of delivery?

Options:

A.

Analyze the process efficiency, cycle time, and lead time of the entire process.

B.

Estimate in story points and pull in new work per the team's capacity

C.

Add limits to all columns and only pull work in when the queue is not full.

D.

Create a cumulative flow diagram and start looking for bottlenecks.

Question 63

During the high-level estimation for a project, the team contacted the product owner about the client’s requirements. The team is seeking guidance as their estimate is too big and there is a risk of not finishing the project in time.

What should the product owner do to help the team?

Options:

A.

Work with the client to ensure that the requirements are clear enough to allow a correct estimation and refine the backlog if needed.

B.

Assist the team with schedule planning to mitigate risks, including the possibility of crashing if needed.

C.

Implement clear measurements to control any deviation and therefore ensure the project's success per client requirements

D.

Recommend that the team skip requirements that are too complex and estimate them later through progressive elaboration.

Question 64

An agile team has been given a complex project with a basic set of requirements which need further elaboration and review. How should the team iteratively build out the backlog of requirements with the stakeholders?

Options:

A.

Conduct a requirements gathering workshop.

B.

Deliver the basic requirements iteratively.

C.

Have the product owner fill out the requirements backlog.

D.

Have the stakeholders fill out the backlog before starling the project.

Question 65

A new stakeholder has recently joined a project. During a meeting with the scrum master, the new stakeholder tries to understand the status of the project and the remaining tasks for completion.

How should the scrum master inform the new stakeholder?

Options:

A.

Show the stakeholder the latest release breakdown for the project.

B.

Invite the stakeholder to attend the next sprint review meeting.

C.

Show the stakeholder the progress radiators for the project.

D.

Invite the stakeholder to attend the next sprint planning meeting.

Question 66

An agile development team is working on a digital transformation project and is facing challenges in obtaining consistent feedback from stakeholders who are dispersed around the world. The product owner is under pressure as this lack of engagement has led to prolonged decision-making cycles and has adversely affected the outcomes of sprints.

How should the team improve stakeholder engagement to help ensure timely feedback and better decision-making? (Refer to Stakeholder Power/Interest Grid)

Options:

A.

Implement a dynamic feedback platform leveraging collaboration tools, accommodating diverse schedules and enabling stakeholders to provide feedback asynchronously.

B.

Establish a rotating stakeholder committee composed of representatives from different regions and departments, ensuring diverse perspectives are considered in decision-making processes.

C.

Enforce a strict policy requiring stakeholders to attend weekly synchronous feedback sessions, leveraging technology to accommodate various time zones and scheduling conflicts.

D.

Appoint regional liaison officers responsible for coordinating stakeholder interactions within their respective time zones, facilitating regular communication and feedback exchange.

Question 67

DRAG DROP

All the developers on a project team are working offshore in a different time zone, resulting in many issues. Match the issues to the agile practitioner's recommendations for resolutions below. (Drag the Problems/Issues on the left to the box in the center, corresponding to the correct Recommendations for Resolution on the right)

Options:

Question 68

A project manager was assigned to lead the development of a new application for a company. The application will be widely used by all company employees around the world. During the firstmeeting with key project stakeholders, the project manager was asked to find a way to determinate all possible types of users who may interact with the application that is going to be developed.

What should the project manager do next?

Options:

A.

Push it back due to the number of users and socialize the idea of developing a standard application and training session for all users.

B.

Identity and create personas that can help the team better understand the needs of the target user base.

C.

Build a minimum viable product (MVP), a standard application for all users, and release the new version (per users/areas).

D.

'Engage the human resources (HR) team to identify the key users and interview all of them accordingly.

Question 69

An agile project team has team members with varying technical skills. Due to recent events that adversely impacted customer satisfaction, management mandated that Kaizen should be given more focus to ensure the quality in product delivery.

Kaizen is a prime concept of which agile practices?

Options:

A.

Standup meetings. Extreme Programming (XP), relative estimating

B.

Build quality in, visualize workflow, fail fast

C.

Standup meetings, retrospective meetings, continuous improvement

D.

Collaborate, regular builds, inspections

Question 70

An agile team notices that the same problems continue to occur during multiple iterations Several team members have suggestions to fix the problem.

What is the proper agile approach to handle this?

Options:

A.

Hold frequent retrospectives and share the responsibility for making changes

B.

Understand that this is the nature of innovative business and strive to work harder

C.

Collect team member feedback and discuss them privately with the product owner

D.

Conduct a team-building exercise to increase trust among the team members

Question 71

A new product owner needs to manage the backlog of a high-visibility fast-moving project that is consuming a considerable amount of time What should the product owner do?

Options:

A.

Schedule regular meetings with the scrum team to write, groom and size user stories

B.

Focus on stories based on the highest number of story points to first address those items with the highest value

C.

Seek regular input from project stakeholders, and reflect this input in the backlog's priorities

D.

Schedule in-person monthly meetings with key stakeholders to review the project's progress

Question 72

A large project team is assigned to a complex technical project with many interdependent epics. The team starts to experience problems in the second sprint as the technical leads are independently unable to determine the needed solutions.

What should the project lead do to help the team?

Options:

A.

Coordinate a collaboration session so all the team members are involved in the solution process.

B.

Plan a minimum viable product (MVP) in collaboration with the product owner to reduce technical complexity and move issues to the next release.

C.

Provide training for all team members to enable higher technical skills and the ability to resolve complex issues.

D.

Hire external consultants to advise on solution options and train team members in any technical gaps.

Question 73

A Scrum team has worked hard to reach their sprint goal, but impediments have prevented them from succeeding. The team needed help from a specialist on another team, but the specialist was on a 2-week vacation.

What should the scrum master do?

Options:

A.

At the sprint retrospective, the scrum master and development team should discuss why the team did not know the specialist was unavailable during the sprint. The scrum master should then set clear rules so situations like these can be avoided in the future.

B.

It can be very distressing for a Scrum team not to reach its sprint goals. The scrum master should hold an evaluation meeting to discuss who in the team was responsible for discovering the specialist was not available, then make an improvement task for the next sprint.

C.

The scrum master, as a servant leader, should always try to remain positive about the team's work. Even when team members’ make mistakes, there should be trust that everyone is doing their best. Engaged team members work more efficiently, and a sustainable pace is important for project success.

D.

At the sprint retrospective, the Scrum team should reflect on how the past sprint has worked out. The scrum master should facilitate an open discussion to discover the root causes for the missed sprint goals and find a way to avoid similar situations in future sprints.

Question 74

An agile team provides feedback that user stories include insufficient details to understand the requirements. What should the agile practitioner do?

Options:

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 detail.

Question 75

A product that recently went to market is receiving a great deal of attention from upper management who expresses interest by directly emailing and calling the developer team. The team expresses frustration during a standup.

What should the Scrum Master do?

Options:

A.

Ask the product owner how upper management's comments can be redirected.

B.

Direct the developer team to ignore the phone calls and emails.

C.

Ask the product owner to enter the requests into the product backlog as high priority.

D.

Personally respond to upper management's phone calls and emails.

Question 76

During project inception, an agile practitioner engages the stakeholder to ensure alignment on the project's strategy and vision. The stakeholder asks for detailed requirements, design and delivery plans.

What should the agile practitioner do?

Options:

A.

Provide all information requested by the stakeholder

B.

Set expectations regarding the appropriate level of details requested during this stage

C.

Inform the stakeholder that no detailed documents are provided using agile practices

D.

Ask the team to supply the information to the stakeholder

Question 77

An agile team discovers a new risk and identifies that its impact may be severe. What should an agile practitioner recommend?

Options:

A.

Add a goal to the current iteration to fully mitigate or control the risk.

B.

Balance risk reduction and value adding activities in the next iteration.

C.

Continue with the current plan to maintain team velocity.

D.

Update the risk register and seek direction from a risk specialist.

Question 78

An agile team is building a training safety video based on current government regulations. The agile coach knows the regulations are likely to change before the release date.

How should the agile coach address this change?

Options:

A.

Plan for the second release to include regulatory changes and new features.

B.

Hold off making changes during the current release because the regulatory changes cannot be planned for.

C.

Verify the team is building the product in increments which can be adapted at the last minute if necessary.

D.

Monitor regulatory discussions to get a head start on the upcoming regulatory changes.

Question 79

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?

Options:

A.

Lead time, throughput and due date performance

B.

Work in progress limits Kanban board, and time boxes

C.

Work item types, sprint cadences, and defect classes

D.

Burndown charts, scatter diagrams, and throughput

Question 80

Team A is working on the second sprint of a product release Team B which is an interdependent team located on the same floor, requires extensive and frequent information to complete its sprint goal.

What should the agile team lead do?

Options:

A.

Create a central repository for information, and provide access to team B

B.

Use an information board that will be visible to all passing through the workspace

C.

Email all stakeholders with status updates

D.

Provide team B with the information on an "as needed" basis

Question 81

While attending a conference, an agile practitioner learns of a new user interface (Ul) framework that could benefit the team. What should the agile practitioner do next?

Options:

A.

Identify a team member to do a proof of concept using this framework.

B.

Email the team directing them to immediately begin using this new framework.

C.

Obtain feedback from team members on the new framework, and then suggest that the product owner create a backlog item to do a spike on it.

D.

Discuss this option at the next retrospective.

Question 82

A project team's manager is responsible for delivering a specific initiative for the organization. They are preparing for a monthly meeting where the manager will present on the current state of this initiative. The agile project lead sends the manager the following email with the current initiative status (see Exhibit A).

At the end of which sprint will the minimum viable product (MVP) be completed?

Options:

A.

7

B.

8

C.

9

D.

10

Question 83

A project manager is managing a large complex project with cross-functional teams using an adaptive approach. Frequent communication among the team leads of these cross-functional teams is crucial for the project to stay on track and deliver value according to the project plan.

Which agile communication practice should the project manager implement to ensure the cross-functional teams interact frequently?

Options:

A.

Empower each cross-functional team lead to manage their team's issues and impediments.

B.

Post the daily coordination meetings and discuss impediments raised by the teams.

C.

Ask the project management office (PMO) to work on the communications management plan for the cross-functional teams.

D.

Set up additional meetings to handle additional communications if necessary.

Question 84

A project team's standups often run over the allotted time as members attempt to resolve issues. With a large team, this is leading to productivity impacts and bringing complaints from some members that the meetings are wasting their time when they are not directly involved in an issue’s resolution.

How can the project leader help to manage the team's time?

Options:

A.

Set up individual status meetings and find ways to make sure issues are resolved in advance so that time is not wasted for all team members during the standups

B.

Add time to the standups to accommodate issue-resolution discussions so that everyone is up to date on the decisions made

C.

Change the standups to weekly status meetings with a longer duration to allow team members to resolve issues collaboratively

D.

Ask team members to raise issues during standups and then discuss resolution options with specific members in separate conversations

Question 85

An agile team is struggling with an issue. A team member mentions that another team had a similar issue that was resolved, but lessons learned documents are unavailable.

What should the agile practitioner do?

Options:

A.

Suggest that all agile teams share weekly reports on their projects.

B.

Encourage the team to independently find a solution.

C.

Work with the team to create a solution for disseminating team knowledge throughout the company.

D.

Recommend hiring an external expert to advise on the best methods for sharing knowledge among teams.

Question 86

While struggling to take ownership of delivery an agile team fails to keep up with its sprint commitments What should the agile coach do?

Options:

A.

Work with the sponsor to develop team expectations

B.

Provide the customer with a list of deliverables and obtain agreement

C.

Encourage the team to more frequently interact with all stakeholders

D.

Work on finishing upfront product design rather than comprehensive documentation

Question 87

The product owner is working on an application that will be built in a data lake leveraging a data

integration and transformation software application. With a budget of US$17,000 remaining, how should the product owner allocate the money? (Refer to Exhibit A)

Options:

A.

Prioritize the features based on customer feedback and potential value.

B.

Focus on the reporting module since it has the highest estimated cost.

C.

Complete the data repository and reprioritize based on the remaininq budqet.

D.

Proceed with all of the planned features to ensure completeness.

Question 88

An agile team is planning the next iteration for a product release that has accumulated technical debt What should the team do?

Options:

A.

Add code cleanup activities to the product backlog and request prioritization by the product owner

B.

Add code cleanup activities to the next iteration and request clarification from the product owner

C.

Add code cleanup activities to the next iteration and ask the product owner to end the current iteration

D.

Add code cleanup activities to the next release backlog and request documentation from the product owner

Question 89

A key stakeholder cannot attend the project vision statement development workshop. The stakeholder has emailed their requirements to the agile team lead, and believes that the vision statement is not critical.

How should the agile team lead respond?

Options:

A.

Emphasize to the stakeholder that a common, detailed vision will better ensure team understanding of the project.

B.

Personally meet with the stakeholder to understand their requirements, and then share the vision with the team.

C.

Work with the team to create a vision from the stakeholder's supplied requirements.

D.

Explain to the team that creating a vision is not critical in agile projects, as requirements may change over time.

Question 90

An agile learn has been in place (or five years and the customer is satisfied with the team's performance and deliverables. Now that the product is buill and delivered, the customer is considering the future role of the Scrum Master.

What should the customer do?

Options:

A.

Expand the Scrum Master's role to other projects, while allowing them to support the current project.

B.

Release the Scrum Master, since the team is adequately skilled with agile practices.

C.

Expand the product owner's role to serve as the Scrum Master, while providing additional product knowledge.

D.

Increase the functional manager's role to act as the Scrum Master, while providing additional information about functional areas.

Question 91

After some iterations, the agile practitioner observes that the team is self-organizing in small knowledge silos. Which action should be taken regarding the team's behavior?

Options:

A.

Raise the concern to upper management.

B.

Establish rules for the team to avoid this situation.

C.

Reorganize the team aiming to force the behaviors.

D.

Advise the team of the risks and invite them to change.

Question 92

An agile team is in their 2nd iteration planning session. During the session, they are debating on whether regression and integration testing should be part of every iteration or part of the hardening iteration.

What should the agile lead recommend?

Options:

A.

Integration testing with other upstream or downstream applications and all bug fixes should be done as part of the hardening iteration.

B.

Integration testing with other upstream or downstream applications should be done by the team as part of every iteration.

C.

Continuous integration and regression testing should be done by the team as part of every iteration.

D.

Regression testing should not be done by the team as part of every iteration but only as part of the hardening iteration.

Question 93

A new agile project leader habitually becomes involved in the work from a support perspective and uses information radiators to ensure that all actions to remove impediments are visible to the team. What is the agile project leader doing?

Options:

A.

Practicing the servant leadership style of working with an agile team

B.

Building a collaborative teamwork culture

C.

Following a participatory decision-making model

D.

Adopting the practice of receiving feedback that will facilitate team improvement

Question 94

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?

Options:

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 95

During mid-sprint changes, an agile facilitator meets with the executive and development teams. During the meeting, executive team members resolve conflicts, and on their own initiative, review the iteration charts to discuss changes to the iteration's functional goal.

What practice is the agile facilitator implementing?

Options:

A.

Building openness and transparency on the project's health and status

B.

Facilitating conflict resolution among executive team members

C.

Using active stakeholder involvement to build features in an incremental and iterative approach

D.

Seeking continuous feedback from executive team members

Question 96

Two agile teams from different company sites need to work and collaborate on the same project. What is the first action the agile project manager should take in order to ensure a smooth collaboration between the two teams?

Options:

A.

Organize onsite backlog-refinement workshops to ensure common understanding.

B.

Set up weekly meetings where all team members will participate.

C.

Call an onsite meeting where ground rules will be discussed and agreed upon.

D.

Ask the product owner to prepare an onsite team-building activity.

Question 97

During an iteration planning meeting, the team suggests changes to add product value that will require extra work and impact the schedule. What should the agile project leader do?

Options:

A.

Re-estimate the project.

B.

Finish the product as it was initially planned.

C.

Try to include as many changes as possible.

D.

Ask the product owner for approval to proceed.

Question 98

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 team 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?

Options:

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 99

As user stories are developed, what should be done to record and update acceptance criteria?

Options:

A.

Add more user stories.

B.

Use sprint retrospectives.

C.

Update current user stories.

D.

Update new tasks in the project plan.

Question 100

An agile team is working on a new product. To ensure that all unknown issues are clarified before committing to the scope the team plans to work only on spike user stories for the next three sprints

What should the agile coach do in this situation?

Options:

A.

Ensure that the spikes identify the risks early in the project to increase the chances of success

B.

Ensure that the business sponsor accepts the proposal and agrees to fund the additional spike sprints.

C.

Recommend that, in the first sprint, user stories with higher priority be executed in addition to the spike

D.

Support the decision because release planning will be improved, and the product backlog can be better groomed after allspikes are executed

Question 101

An agile team and a traditional development team are working together on a project. Each team exceeds expectations regarding deliverables: however, issues arise when the deliverables are integrated. What should the agile practitioner do?

Options:

A.

Foster stronger communication by hosting cross-organizational meetings between the two teams.

B.

Suggest merging the teams to avoid misunderstandings.

C.

Create stories from full technical specifications to avoid ambiguity.

D.

Co-locate the teams to encourage osmotic communication.

Question 102

An agile coach realizes that a team responsible for a major release is a few months behind schedule. The marketing department is unaware of this delay and is planning to start the marketing campaign and announce the release.

What should the agile coach do?

Options:

A.

Meet with the agile team lead to discuss ways to improve team velocity and get back on track

B.

Use this as a learning opportunity and allow the team to handle the situation when the marketing campaign begins

C.

In the upcoming retrospective, discuss ways to improve sharing project status information

D.

Meet with the marketing stakeholders to explain that the team will miss the planned release date

Question 103

An infrastructure team had to revamp so downstream channels could consume data from the data lake, thereby improving operational efficiency for the end customers. Which primary components should the product manager consider while plotting performance and dependencies on the product roadmap?

Options:

A.

Product vision, business objectives, themes, timeframes, and disclaimers

B.

Product improvements, resource management, risk management, and deadlines

C.

Product goals, strategic objectives, major features, and release plans

D.

Features, stages of development, technology and infrastructure, dependencies, and risks

Question 104

An e-commerce company acquired a tool to customize subject line generation for marketing campaigns. In sprint planning, the team discussed integrating this tool with the customer relationship management system.

Which mitigation strategy is most appropriate to ensure the final product meets the business objectives? (Refer to the Risk Register Exhibit)

Options:

A.

Conduct thorough requirements analysis and validation.

B.

Allocate experienced developers and perform code reviews.

C.

Plan for sufficient support resources post-deployment.

D.

Develop comprehensive testing involving the quality assurance team.

Question 105

A project team's manager is responsible for delivering a specific initiative for the organization. They are preparing for a monthly meeting where the manager will present on the current state of this initiative. The agile project lead sends the manager the following email with the current initiative status (see Exhibit A).

How many sprints will be needed to complete the entire backlog?

Options:

A.

15

B.

16

C.

17

D.

18

Question 106

During backlog refinement, the team uses an online planning poker tool for estimation. The junior developers change their number of story points after they see the estimations provided by the developers. The junior developers state that the reason for this is that they do not have enough experience and do not want to be blamed for sizing it wrong.

What should the scrum master do?

Options:

A.

Ask the developers to keep their estimation so that the team is transparent with their level of understanding of work.

B.

Agree with the team to keep their estimation as the final number of story points will be the average of all team members.

C.

Propose to consider the estimations of only senior developers and have the junior developers learn from them.

D.

Encourage the team to keep their estimation as this will help surface different constraints and assumptions that others might have missed.

Question 107

During a mature agile team's planning meeting, a team member proposes a new framework that would considerably reduce implementation time. However, the team lacks the confidence to try the new framework.

To help the team gain confidence, what should the agile practitioner suggest?

Options:

A.

Develop a spike

B.

Create an Ishikawa diagram

C.

Perform a pre-mortem analysis.

D.

Complete a variance and trend analysis

Question 108

Iterations last between a couple of weeks to a couple of months, with a preference for the shorter time. What is the goal for each iteration?

Options:

A.

Complete the assigned tasks.

B.

Deliver working software frequently.

C.

Demonstrate the software to the customer.

D.

Provide a high-level timeline.

Question 109

A new project has been approved and is critical for an organization. The project sponsor has a limited budget, and the deadline to have all requirements meet the definition of done (DoD) is short.

Which approach should the agile practitioner take to facilitate the project's success?

Options:

A.

Set up weekly calls with the key stakeholders to participate in iteration reviews and release decisions.

B.

Analyze the impacts of these constraints on the project followed by a report sent to the sponsor to anticipate any risk of delays.

C.

Set up a meeting with the client to review the scope and timelines to manage expectations.

D.

Encourage the team to build increments and ensure the customer provides early feedback for a minimum viable product.

Question 110

Based on the chart, what is the current status of the iteration when comparing story points planned versus completed?

Options:

A.

The iteration is in jeopardy.

B.

The team has removed scope.

C.

The iteration is ahead of schedule.

D.

The team's velocity is constant.

Question 111

A new project is under way and the team is using the Kanban method. One of the team members raised a specific issue related to a programming language that the team member faced in previous projects.

What should the project leader do to handle the issue?

Options:

A.

Include the issue in the risk log.

B.

Monitor the issue in a notation system.

C.

Ask the team member to take full ownership of the issue.

D.

Advise the team member to add the issue to the board.

Question 112

The product owner wants to build security firewalls into the product. How can the team members support this?

Options:

A.

Add new security features to the backlog and prioritize.

B.

Execute a spike to research security features for the project.

C.

Ask questions to determine where and how the product owner wants to use the product.

D.

Ask questions to determine if the product owner can define the desired level of security.

Question 113

A key stakeholder feels they do not understand the project at a comprehensive level. What should the agile practitioner do?

Options:

A.

Send daily status emails to let stakeholders know what progress is being made.

B.

Invite stakeholders to attend daily Scrum meetings to get feedback.

C.

Share information via interactive methods such as a brainstorming session.

D.

Build the feature backlog and then solicit stakeholder feedback.

Question 114

An agile team consisting of eight members is in their 11th iteration of a project. In the last iteration, the team was not able to complete every scope item it had committed to before the demonstration.

Which approach should the agile lead take?

An agile team consisting of eight members is in their 11th iteration of a project. In the last iteration, the team was not able to complete every scope item it had committed to before the demonstration.

Which approach should the agile lead take?

Options:

A.

Coach the team to decompose the backlog activities to granular, simple tasks that are easier to estimate and complete.

B.

Evaluate the team's capacity and help them select user stories for the iteration based on 60% of their capacity utilization.

C.

Discuss options to add more people to the team so they can complete the tasks on time and within budget.

D.

Evaluate the team's capacity and help them select user stories for the iteration based on 80% of their capacity utilization.

Question 115

An agile team has started to worry because lately they have seen an increase in the number of issues. There seems to be a large variance in the quality of the work items delivered. The team now realizes that a shared understanding of quality may not exist among team members.

What should the team do?

Options:

A.

The team should move to test-driven development as defects are not being detected during testing.

B.

The team should account for the increased problems in their velocity forecasts since unexpected changes occur in agile projects.

C.

The team should discuss their definition of done (DoD) and make changes to ensure there is common understanding of the acceptance criteria.

D.

The team's agile project manager should facilitate the development of a new, detailed test procedure that all team members must follow.

Question 116

During a review session, an agile team presented done requirements to a group of stakeholders Stakeholder feedback indicated that the done requirements failed to meet the most pressing needs and provide value.

What should the team have done to prevent this?

Options:

A.

Reprioritized requirements prior to committing to iteration work

B.

Ensured that requirements remained stable during the iteration cycle

C.

Had stakeholders focus on items created after the product backlog was initially built

D.

Worked on features rather than a set of components

Question 117

What should the agile practitioner know about tracking velocity?

Options:

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 than 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 118

A seven-member agile team's composition vanes 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?

Options:

A.

Networking

B.

Social awareness

C.

Communication

D.

Leadership

Question 119

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?

Options:

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 120

Based on the backlog metrics in the chart what can explain the jump in points at the end of iteration 4?

Options:

A.

The team neglected to account for support and maintenance costs associated with other supported products

B.

The team discovered that previously accepted work could be greatly improved and added story points associated with thatwork.

C.

The team realized that some stories were underestimated relative to other stories and reestimated as needed

D.

The team learned that the product owner needed to increase the output in the next release

Question 121

An executive sponsor asks a team when a specific feature will be ready for release. A team member states the feature will be ready by the end of release 3 because it is not a core feature. The team member directs the sponsor to an information radiator, where the sponsor sees several notes grouped by release numbers and posted on the wall.

What is the sponsor looking at?

Options:

A.

Project management plan

B.

Product backlog

C.

Gantt chart

D.

Product roadmap

Question 122

During planning sessions an agile practitioner notices that some team members do not share common ideas What should the agile practitioner do?

Options:

A.

Ask the team if they would like to adopt alternative techniques

B.

Create a team norms document to set participation guidelines

C.

Ask the scrum master to resolve the issue at the stand up meeting

D.

Capture feedback during lessons learned at the end of the iteration

Question 123

An organization wants to execute a corporate website redesign project using Scrum. There is an experienced pool of agile team members from a previous project, as well as a pool of available internal team members with some Scrum background.

What should be considered when selecting the team?

Options:

A.

Review any reports of conflict between each of the team members over the last two years, and select only those with a track record of working well together.

B.

Ensure there is a balanced mix of people who are experts and members with broad experience based on the work to be performed and determine training needs.

C.

Ensure that none of the team members are geographically dispersed so that all team members can be colocated.

D.

Review each team member's contributions to the velocity of their previous projects and select the highest performers.

Question 124

An agile project leader notices that the team's velocity has decreased in examining data provided by team members, the project leader discovers that one team member has been slow to enter story statuses

What can happen as a result?

Options:

A.

The team will be unable to understand the iteration's status

B.

The team will be unable to judge the project design's validity

C.

The team cannot give accurate updates to management

D.

Team collaboration cannot be measured effectively

Question 125

During backlog refinement, a team routinely creates tests to demonstrate to the customer that each acceptance criterion has been met. Most acceptance tests results are observable or demonstrable, but testing for one requirement is providing a challenge to the team. The requirement states that the home button should be recognizable and the team is unsure how to test this.

What should the team lead do?

Options:

A.

Determine if the home button is present and if it is shaped like a house, it is recognizable.

B.

Record the product owner's opinion on how they will know if the button is recognizable.

C.

Skip creating a specific test for Ibis particular requirement because it is too abstract

D.

Consult the design team as subject matter experts (SMEs) for criteria on what makes a button recognizable.

Question 126

A customer and a product delivery team meet to discuss a product's attributes, goals expectations. hypothesis1 and high-level needs. What is a benefit of this meeting?

Options:

A.

The team will learn how its contribution will create product value

B.

It will enable team acceptance of client priorities.

C.

It will enable the team to see the entire project in one glance

D.

It will enable the team to ask any questions to the customer upfront

Question 127

An executive sponsor of a new scrum team actively attends scrum ceremonies How does this benefit the team?

Options:

A.

It helps the team to focus on and meet sprint goals.

B.

It reminds the team about who sponsors the project.

C.

It provides high-level project updates to the sponsor

D.

It helps to quickly resolve issues using the sponsor's Influence

Question 128

A newly formed scrum team wants to foster an environment of transparency and experimentation. The team decides to use a Kanban board to record and track encountered impediments Emphasis is placed on how issues are resolved and the strategies for preventing them in the future Over time what will be the result of this approach?

Options:

A.

Kaizen

B.

Specific measurable, assignable, realistic and time-based (SMART) goals

C.

Key performance indicators (KPIs)

D.

Muda

Question 129

During a project review, the team discovers customer feedback that would add scope. The project leader is concerned that the team will be unable to incorporate this feedback and still meet the product launch date.

What should the project leader do?

Options:

A.

Finalize the feedback in the form of a change request

B.

Limit the scope of the feedback to only those changes that the team can feasibly accommodate

C.

Encourage all feedback then work with the customer to prioritize work for future sprints

D.

Allow the team to decide what feedback to incorporate

Question 130

A project was delivered in a foreign country for a big customer, but there are a lot of complaints about the way the functionality was implemented. Now there is a new project to fix the defects of the first one.

What strategy should be used to deliver it successfully?

Options:

A.

Talk with the old project manager to learn about the problems they encountered and the lessons learned.

B.

Suggest organizing a meeting in order to analyze the situation and work to find a strategy.

C.

Analyze all defects and change requests carefully to understand their root causes and act accordingly.

D.

Suggest an iterative approach including timely engagement of all key stakeholders and hold regular review meetings.

Question 131

A project's first iteration contains item A and its second iteration contains item B The first iteration is behind schedule, which will impact the second iteration. Since items A and B are similar, a team member suggests beginning the design of item B.

What should the agile practitioner do?

Options:

A.

Defer starting the design of item B until the second iteration is being planned

B.

Proceed with the design of item B; since it will hasten the second iteration

C.

Escalate the issue to the customer, and obtain their approval before starting the design of item B

D.

Log the issue in the risk register, and request change control board (CCB) approval

Question 132

On an agile project, some of the development team is struggling to understand how the tasks and user stones fit into the overall product. How should this be addressed?

Options:

A.

Review the iteration goals and have the team each describe the work to create shared understanding

B.

Create a story map for the minimal viable product (MVP) functionality

C.

Capture this as a task in the retrospective and ensure there is more detail provided at the next planning session

D.

Have the product owner explain the product vision and review the release plan with the team

Question 133

How can a project team effectively work toward a common goal and communicate as they scale and expand to build a new business-critical platform, given that they have been responsible for a small customer-facing product with little complexity over the past 2 years?

Options:

A.

Daily coordination meeting

B.

Instant messaging tools

C.

Web conferencing

D.

Work collaboration platform

Question 134

A project team developer has been involved in a large corporate initiative that has negatively impacted team productivity on another project to which they have been assigned. How should the developer have handled this situation?

Options:

A.

Worked as planned to meet the team's commitments and participated in other events as time permitted.

B.

Worked extensively on the corporate initiative in order to inform the team of that effort.

C.

Asked to be relieved of project tasks to maintain team velocity.

D.

Have not participated in any initiative that could take focus away from the team's project and goals.

Question 135

A scrum master has a team of six members. The team complains they are losing time because they are attending meetings for which they see no value.

What should the scrum master do?

Options:

A.

Ask the team to attend because functional area managers want them to.

B.

Inform the team they do not need to attend and will no longer participate.

C.

Attend these meetings in place of the team members and assess their value.

D.

Attend the meetings with the team members to show solidarity.

Question 136

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?

Options:

A.

Invite people from across the organization to attend daily stand ups

B.

Invite people from across the organization to attend retrospectives

C.

Invite people from across the organization to attend the release meeting and project retrospectives.

D.

Regularly meet with people across the organization to share the project's lessons learned and best practices

Question 137

A newly formed, colocated team is participating in daily standups, but is otherwise working largely as individual contributors. This has resulted in misalignment of activities. Planned velocity is being met.

What should the agile practitioner do?

Options:

A.

Plan activities that will require the team to work collaboratively on a regular basis.

B.

Set collaboration metrics and evaluate individuals against those metrics.

C.

Request that line management add more collaborative team members to the team.

D.

Allow the team to continue with no interference as activities are being met.

Question 138

The team is derailed by a demand from a senior manager unrelated to the project. How does the agile coach help the team?

Options:

A.

By coaching the team to outperform previous velocity

B.

By coaching the team to adhere to expectations set by the scrum master

C.

By encouraging overestimation to increase velocity

D.

By advising the team to remain committed and focused on project goals

Question 139

Senior management is frustrated at the lack of a detailed implementation plan that shows exactly when the project will end and when all requirements will be met. The team has been using a rolling wave planning approach so far on the project.

How should the agile practitioner explain to senior management the benefits of this approach?

Options:

A.

It ensures a consistent level of detail is available in the project schedule

B.

It prevents a wasteful buildup of requirements inventory that may never be processed

C.

It provides a concrete definition of project scope, cost and duration

D.

It allows the team to lock down the stories to be included in a release

Question 140

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?

Options:

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 141

To create the project vision, an agile team has scheduled an initial meeting with their customer representative. What should the team bring to this meeting?

Options:

A.

A list of templates to be used to create the project vision

B.

A list of project stakeholders and user stories

C.

A checklist for future acceptance tests for project deliverables

D.

A list of questions for the team and customer representative

Question 142

A customer has difficulty explaining how the highest priority feature will work. What should the agile project manager do?

Options:

A.

Create a time-boxed spike story to reduce the technical risk of the feature.

B.

Commence an iteration 0 for the customer and the team to investigate the feature.

C.

Facilitate the decomposition of the feature epic into more manageable user stories.

D.

Facilitate a just-in-time exploration of the functionality by the customer and the team.

Question 143

Several potential risks have been identified for a new project that started last month. The project manager is worried that the team is not fully aware of these potential threats.

What should the project manager do?

Options:

A.

Mention the risks during the daily standups and ensure all agreed-upon response actions are discussed by the team.

B.

Remind the learn daily about the threats and request a response regarding which risks have been identified and resolved

C.

Arrange weekly meetings and invite the project sponsor to discuss the importance of the project with the team.

D.

Create a space on the board to prioritize the threats, along with an update on the actions that are in progress and what still needs to be done.

Question 144

Conversation transcript between the customer and the product owner (PO):

Customer: I am requesting a calendar feature for scheduling and reminding of upcoming releases that we can manage. We also need the calendar to indicate quarterly metrics deadlines, code freeze dates for financial close, and things like that.

PO: My understanding is that this is for tracking project deadlines. Would you need to see the project deadlines on your phone calendar?

Customer: Yes. I need to see a single snapshot on my phone. So, is it possible for me to connect my phone to this calendar app?

PO: Let me write up the requirements and get the development team on board with the deadlines. What phone do you own?

Customer: I own an Android phone, but I also need integration with the Apple phones.

Identify three minimum viable product (MVP) items. (Refer to Conversation transcript between the customer and the product owner (PO). Choose three.)

Options:

A.

Monthly calendar view

B.

Android phone integration

C.

Windows end of support deadlines

D.

Vacation calendar for team members

E.

Scheduler to add events

F.

Product increment release dates

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Total 482 questions