DM 200 Agile PMP Questions and Answers (2021)

70. The team are planning their first upcoming sprint on an Agile project. They have worked with the product owner who has gathered a backlog of features in prioritised order. As an Agile project manager, what must you do to ensure you can plan future sprints correctly? A. Find the best performer in the team so you know who you can rely on. B. Find your team's velocity over the next few sprints so you can set a sustainable pace. C. Set a working group meeting to gain executive buy-in. D. Create the project management plan and draw out the schedule in advance.

B An Agile sprint is based on the team's velocity. The team's velocity is the amount of points (or cards, or features, or whatever you choose) the team is able to complete on average during a regular sprint. You will need to complete at least one sprint to get an idea of velocity.

6. You are working in an Agile team and preparing the Agile team charter. You work with the Agile team to ensure the team charter answers these four questions: Why are we doing this project? Who benefits and how? A. When will the project end? What do we do with the product? B. What does "done" mean for the project? How are we going to work together? C. How much risk is on the project? What is the project scope? D. How many defects are allowed in the product? How many testers are there?

B An Agile team charter typically covers Why we are doing the project, who benefits and how, what does done look like, and how are we going to work together. Agile Practice Guide, Chapter Five p49.

87. You are planning the next iteration in your Agile team, as the Agile lead. The team is going to select user stories from the prioritized release backlog, elaborate the user stories, and estimate the work needed for each user story. The number of stories selected is based on: A. What the scrum master says, as he or she knows best. B. The team's "Velocity", which is the rate at which a team can complete work. C. What the team wants to work on, to ensure individuals work within their strengths. D. The Feature Driven Development model to be completed.

B An Agile team's velocity is the amount of work they complete (on average) in a given iteration. This can be measured in points, cards, features, stories, T-Shirt sizings or any other method that works for you. The number of points in a sprint, however, is based on the average velocity of points from previous iterations.

16. For Agile life-cycles, two kinds of planning occur, release planning and iteration planning. In release planning, business representatives establish and prioritize the user stories for the release, in collaboration with the team, refining larger user stories into a collection of smaller stories. What is the INCORRECT description below regarding iteration planning and backlog preparation? A. The backlog is the ordered list of all the work, presented in "story" form, for a team. B. The project coach encourages the team to work alone, so no one bothers them. C. The facilitator encourages the team to work in triads of a developer, product owner/business analyst. D. The triad discuss, write, and then place enough stories into an iteration, enough features for a first release.

B Answers A, C and D are correct in describing Backlog Preparation for Iteration Planning. |Agile Practice Guide, 5.2.3 p53

29. In Continuous Integration: configuration management, compilation, software build, deployment, and testing are wrapped into a single, automated, repeatable process. Defects in code are: A. not an issue during continuous integration, making it an ideal Agile method. B. detected more quickly because they constantly integrate their work, build and test. C. integrated into their work during this phase as part of Test Driven Development. D. collected and fixed in an iteration at the end of the project, to avoid delay.

B Continuous Integration merges code to a test environment using an automated process, including automated regression tests to ensure nothing is broken. This allows the team to find and fix defects in the code more quickly. Test Driven Development writes a test first (which fails at first), then the code to ensure the test passes.

38. Crystal is one of the original frameworks that contributed to Agile. It is designed to scale and realises that each project may require a slightly tailored set of practices based on size and complexity. Its core values include: A. People, Interaction, and Community. B. Finding people, building people, leading people. C. Building products, buying products, selling products. D. Profit, Persistence, and Power.

B Crystal's core values include People, Interaction and Community - in the same way as Agile is based around iterations over processes and tools - and understanding the impact things have on way of work and getting things done.

77. An Agile team in your organisation would like to include Feature Driven Development practices into their way of work. You tell them that feature driven development activities are supported by a core set of software engineering best practices. What practices will the team start with? A. Feature releases, feature celebrations, feature iterations. B. Developing by feature, working in feature teams, visibility of progress and results. C. Finding features, developing features, testing features. D. Ensuring executive features are allocated and developed.

B Feature Driven Development focuses on the core engineering set of best practices such as Developing by Feature, Feature teams, Inspections, Regular builds, Visibility of progress and results and more.

94. You are an Agile project manager leading a new software project. During the last retrospective there was very little engagement and feedback, and the team seem to be losing interest in the work. What will you do to improve the situation? A. Hold another retrospective to try and extract more information. B. Align the project goals to each team members' personal goals. C. Hold a vote on whether to continue the project or not. D. Get executive management involved so team members raise their engagement.

B If a previous Retrospective did not elicit information, holding another one would be doing the same thing but expecting a different result. Finding out each team member's strengths and helping them do more of that work helps engagement, as does aligning their goals to those of the project. When these things are aligned people naturally work harder and care more.

4. You are a project manager working on an Agile project, and want your team to maximise the value they bring to the customer. What can you eliminate in order to maximize project value? A. Daily stand-ups B. Unnecessary features C. Sprint reviews D. Testing

B In addition to eliminating the introduction of unnecessary features, value can be maximized by eliminating partially done work, delays, extra processes and features, task switching, waiting, moving information or a deliverable, defects or rework, and handoffs.

19. Every project has characteristics around requirements, delivery, change and goals. Understanding the different types of life cycle will allow you to choose the right one for the circumstances of your project. What is the correct description for an "Iterative" project approach? A. Dynamic requirements, repeated until correct, in multiple deliveries. B. Dynamic requirements, repeated until correct, in a single delivery. C. Fixed requirements, repeated until incorrect, in a single delivery. D. Fixed requirements, performed once for a given increment, in a single delivery.

B Iterative methods have dynamic requirements, repeated with feedback until they correct, but delivered only once. | Agile Practice Guide, pl8 Table 3-1.

97. You are working with an Agile team who use Kanban to manage the flow of work through the team. The Scrum Master or Agile lead mentions the concept of "pull", which helps them manage the work. What does this mean? A. The team gathers around the team velocity board each morning to ensure work is being done. B. The team pulls work only when they are ready, instead of work in progress constantly building up. C. The team works with a pull and push approach between the developers and testers. D. The Scrum Master tells the team to pull the appropriate levers that enable the right features to be developed.

B Kanban allows team members to pull new work onto the Kanban board when they are ready limits the amount of work on that board, and encourages an optimal flow of work.

100. In 2001, a group of individuals, representing the most widely used lightweight software development methodologies, agreed on a common set of values and principles which became known as the Agile Manifesto. Which of the following is one of the Agile Manifesto's core values? A. Directive leading over servant leading B. Working software over comprehensive documentation C. Making large useful features over making small increments D. Pushing work through quickly over limiting work in progress

B The Agile Manifesto focuses on four core value statements, one of which is "Working software over comprehensive documentation".

1. You are working on a project as an Agile Project Manager. The executive manager who will own the product you are delivering would like to focus primarily on set processes and tools to manage to project. What will you recommend to them instead? A. To focus on the definition of success as defined by the project manager B. Focus primarily on the individuals and interactions involved C. Focus primarily on the scope of the project D. Focus primarily on the schedule of the project

B The Agile manifesto recommends focusing on Individuals and Interactions over processes and tools. Projects are run by people, products are developed by people for people to use, and our interactions either make or break a project.

23. You are working on an Agile project as a team member, and begin gathering the product requirements. What is the overall first question that you should ask and use as a guide for your work? A. How long will the project last? B. What is the business value? C. How much is in the budget? D. How many team members will participate?

B The core questions is what is the value that we're delivering. What is the core value purpose. Agile projects centre around delivering business value, and working closely with the customers and business representatives to ensure that the value is always correct. Business risk and the impact of not undertaking the project must also be considered.

93. You are the project manager of a new Agile project for your organization. You ask questions of your team to elicit their needs and help them problem solve issues as they arise. What role are you filling in the Agile team? A. Project director B. Project coach C. Project support D. Project executive

B The project lead can be called many things in Agile but usually centres around servant leadership and a project coach role, who helps grow the team and remove blockers to their work.

81. You have just come on board an Agile team and a decision needs to be made about product requirements. The scrum master asks the team to show either thumbs up, down or sideways. What does a thumb sideways mean? A. The team member doesn't mind about the decision either way. B. The team member has a concern or conflict that needs further discussion. C. The team member defers to the executive sponsor to decide. D. The decision is outside of the team member's expertise and they choose not to vote.

B When voting in an Agile team, members who vote with a thumb sideways have concern or conflict with the decision and would like to discuss it further. Same with the Fist of Five voting on confidence, if 3 or below, discuss the item or concerns. The power behind agile is interactions. It's interactions, discussion and getting answers quickly and not waiting.

80. For Kanban or "Flow based" Agile, iterations follow the number of story cards in the Work in Progress limit, shown on the visual or virtual board. The team pulls cards from the backlog column on the Kanban board based on their capacity. These story cards provide an increment of value and are: A. the primary driver of executive behaviour B. the primary measure of progress C. the primary way to pay for the cost of an Agile team D. the primary enabler of people's engagement

B The key to Kanban is making progress visible. Progress naturally improves team engagement (no one likes being stuck, and blockers are clear for people to see and assist with).

14. You are managing a project as an Agile project manager and a business representative for the product you are delivering asks you how many defects were found in the latest round of testing. You don't know the answer. What should you do? A. Guess the number then change the subject B. Tell the business partner you will send an e-mail to him with the information C. Take him into the team aream, where the "information radiator" with project information is displayed D. Ask the business partner to call the Scrum Master to get a correct

C A core component of Agile is Visual Management and transparency. Part of this are the various parts of the project information radiator (often physical, but can be tech-driven). This includes things such as the team velocity, Kanban board, the product backlog, the burndown chart, the latest test results and issues, and results of retrospectives.

41. You are the project manager on an Agile project that is half way through. The project sponsor is starting to raise concerns that the project will not be completed in the allotted time. What will you do to gather the information necessary to answer the project sponsor? A. Review the Kanban board and the current WIP B. Check the product backlog for remaining features C. Review the team velocity, product burndown chart and other key performance indicators D. Have a team meeting and log everyone's status

C Agile Key Performance Indicators include team velocity (rate of progress) and remaining work. These can be shown visually as well, such as on a burndown chart. Reviewing these KPIs will give you the most reliable answer.

52. You are an Agile project manager working with the Product Owner of the Agile team. There are several key deliverables that have been identified and listed in the product backlog. What will the Agile team do next? A. All deliverables should go live only at the end of the project. B. The tasks should be delivered but not tested, to get value to the customer as quickly as possible. C. The tasks should be prioritized, developed and tested incrementally. D. The tasks should be planned carefully and delivered according to their plan.

C Agile develops and delivers in features or increments. This means prioritising for each increment, developing and testing for each increment. Even though we want to deliver quickly, quality testing is still important and quality is everyone's responsibility.

2. The executive management in your organization has assembled a new team, and dictated that they will use Agile for their product development. As the project progresses, there is confusion about the product scope and the definition of what done looks like. As an Agile Project Manager, what will you recommend to the executive team? A. Select a person from each part of the organization to assist, to ensure diversity. B. Have the functional manager select their friends or favorite team members C. Encourage a self-organizing team to form, including the people who asked for the requirements and outcomes in the first place. D. Hire external consultants to run the project and create the product.

C Agile encourages self-organizing teams composed of the people who created the requirements and had the desired outcome in the first place. This gives a higher level of ownership and product expertise, that often cannot be bought.

95. You are working as a project manager in a team that is moving to an Agile way of work. You have previously engaged the team in a single weekly meeting, with email as the primary communication. What changes will you make in the new Agile team? A. Ensure reports are created weekly for executive management. B. Set up a teleconference with different parts of your project team. C. Co-locate the team where possible and focus on frequent face-to-face communication. D. Have frequent one-on-ones with your project team to get their point of view in private.

C Agile focuses on individuals and Interaction, co-locating the team to gain information by osmosis, with face-to-face discussions being the recommended method of communication. Notes: Osmosis -getting information just from the information that's happening around us. Working in a co-located space where everyone's in the same space together you might overhear a discussion with someone on the team where you might need something or share something. Osmosis affects the way we view the world since it's all around us.

25. While meeting with the customers or business owners, they introduce several pieces of new functionality into the product backlog list. The deadline for the product cannot be changed. What will you do next? A. Tell the team to work overtime in order to deliver the project B. Stand by your team and tell the customers the project will not be delivered or time C. Be sure the customers understand that lower priority features may drop off the project completely D. Agree with the customers to have all new items put into a separate category that will be completed if time allows.

C Agile is prioritization of business value. An Agile project can accept changes even late in development. But while the competing constraints of cost, quality and schedule are often fixed, in Agile the scope can vary. This means some features may need to drop off, as others become prioritised. A maintainable of work is required too - project managers must not overwork the project team to increase pace of the project work.

84. You have been identified as a stakeholder on an Agile software development team. As you join the team stand-up, you are surprised that there are only eight people on the team and not more - after all the deliverable is quite large. Why is the team so small? A. The Agile methodology is being trialled as a cross-discipline self-forming team. B. One person was selected for each role necessary, and no more. C. Agile methods recommend the delivery team to be 12 or fewer members D. Agile methods call for very specialized roles.

C Agile methods recommend a team of 12 or fewer, typically between 3 and 9. This keeps the communication channels small and ensures information travels quickly for the team to do their work.

49. Disciplined Agile (DA) is a process decision framework that blends various Agile techniques. Which of the following principles are NOT a part of DA? A. People first: Enumerating roles and organisation elements at various levels. B. Learning oriented: Encouraging collaborative improvement. C. Self promotion: Working to improve your own personal brand. D. Goal driven: Tailoring processes to achieve specific outcomes.

C Agile works transparently for all and with all stakeholders in mind. Self promotion is not a part of the Agile way. Instead, the team serves each other, ensures blockers are removed and information is freely available.

7. You are working with a new Agile project manager and explain that Agile favours value-based measurements instead of predictive measurements on a project. What is an example of value based measurements? A. Earned value management and the schedule performance index B. Variance Analysis and the Estimate to Complete C. Feature burndown chart (features delivered) and customer satisfaction D. Variance at Completion and the cost performance index

C Agile works with value delivered as its primary measurement. All the other options are predictive measurements from a traditional project management methodology.

64. You are working as a project manager with an Agile project team. The project sponsor sits on another floor, and prefers to communicate by email only. What will you do next? A. Ensure you communicate by email only with the project sponsor so they are comfortable. B. Stop communicating with the project sponsor until they at least come to a few project meetings. C. Ask the project sponsor to co-locate with the Agile team for a few days a week, to ensure face to face communication and access to the visual project information. D. Set meetings with the project sponsor so you can update them personally.

C An Agile project team aims to work in a co-located space, where ideas and information can flow freely. Face-to-face communication provides the best opportunity to ask questions, get immediate feedback, and understand body language in order to acknowledge agreement or clarify misunderstandings. Kanban boards and other visual tools are also in the team area. Only 7 percent is actually the words we speak of someone's understanding and communication so the rest of it comes down to things like the verbal, the way we say something so the intonation and the other things we might have are the body language, example, shifting their body.

65. As an Agile project manager, you understand the need to operate with openness and transparency with your team and stakeholders. How will you encourage knowledge sharing throughout the project? A. Tell your team what to do during work hours, so they can learn from you. B. Write a process document for the team to read through in their spare time. C. Make key information visible in the team area, and ensure all impacted stakeholders are invited to the daily stand-up, retrospectives, and even iteratia planning. D. Form a key group of executive stakeholders to share project information to ensure your good reputation within the company.

C An Agile team makes project information visible and accessible to all. Agile teams also prefer people and interactions over processes and tools.

27. There are certain core practices that are common amongst all the various Agile frameworks, and used within any team that calls themselves Agile. Which of the below is NOT a core Agile practice? A. Team Iteration Planning B. Collaborative User Story Creation between the business, customer, developers and testers C. Demonstrations and Reviews of the features developed D. Autocratic Leadership, to ensure the work gets done

C Autocratic Leadership is top-down. Agile is bottom-up, team working together to accomplish a goal. The preferred style of leadership in an Agile team is Servant Leadership. Autocratic leadership typically is a one person affair, while servant leadership builds psychological safety for the whole team to engage and contribute. All other items listed are Agile core practices.

69. You are an Agile project manager, working with an Agile coach and planning the next sprint with the team. The Agile coach advises you to build in some "slack" for the sprint. What does this mean? A. To use the messaging service "Slack" to communicate as a team. B. Allowing the best performers in the team to "slack" off as a reward for their hard work. C. Adding a card for refactoring code, that can be replaced if an emergency comes up. D. Creating a burn-down chart and a burn-up chart together.

C Building in slack is a way of giving some room in the allocated points for a team Sprint. The Agile project manager, coach, facilitator or lead does this by adding in cards for refactoring the code, then basing the team's velocity off that. Refactoring regularly ensures the code is clean and correct, and the refactoring card can be replaced if an emergency comes up. In this way is "slack", or lee-way built into the sprint.

88. Your team is standing around a board with cards on it. Each person is answering these questions in a round-robin fashion: "What did I complete since last time? What am I planning to complete between now and next time? Is anything blocking me?" What is it your team is doing? A. A team lunch and learn B. A working group meeting C. A daily stand-up D. A retrospective

C During the daily stand-up in an Agile team, the team asks in a round-robin fashion: "What did complete since last time? What am I planning to complete between now and next time? Is anything blocking me?" They also often talk to the cards in-flight on the Kanban board. To do, In Progress, Done

43. Agile teams use different methods to manage work in progress (WIP). The business sponsor believes that removing the limits to work in progress will help the team take on more work and get their product delivered faster. What will you tell them? A. You will remove the limits and push as much work through as possible B. You will dictate overtime and no holidays for the team to get things done C. WIP Limits ensure the team focuses on one main thing at a time, and avoids the time cost of switching tasks D. WIP can be seen on the Kanban board, so it doesn't matter what the limit is.

C In Agile, work is taken on based on the team velocity or rate of work. The Kanban board shows the WIP and who is working on what. Knowing the velocity allows you to ensure enough work is taken on but not too much. Research has proven that multitasking on switching tasks actually reduces the effectiveness as the team gets up on speed again.

26. Every project has characteristics around requirements, delivery, change and goals. Understanding the different types of life cycle will allow you to choose the right one for the circumstances of your project. What is the correct description for an "Incremental" project management approach? A. Fixed requirements, activities performed once, in multiple deliveries. B. Dynamic requirements, activities repeated until correct, in one large delivery. C. Dynamic requirements, performed once for a given increment, in frequent smaller deliveries. D. Fixed requirements, performed once for a given deliveries.

C Incremental project management approach Includes dynamic requirements, performed once for given increment, with frequent smaller deliveries. | Agile Practice Guide. pl8 Table 3-1.

13. You are working on a new project with an Agile product development team, who have self-formed and chosen a Scrum Master called Jeremy. Jeremy immediately sets a meeting with the team to explain and flesh out their Team Charter. What has made Jeremy a good choice for Scrum Master? A. He likes to work within set processes B. He has been with the company for more than five years C. He shows servant leadership and engages the team in decision D. He sticks to the plan and does not change

C Jeremy shows the traits of servant leadership by engaging the team in team decisions starting with the Team Charter and ground rules so everyone knows where they stand. By communicating the reasons for his decisions, he is a suitable Scrum Master be less focused on command and control (or dictatorship). We want the team to be involved that increases engages, that increases the output of the team.

78. Your Agile team has been working with Feature Driven Development as a model for their Agile way of work for some time now, and are ready to add more FDD practices to the things they do. What can they do next? A. Ask the product owner for more features in the backlog. B. Hold a retrospective to gather ways to improve. C. Incorporate configuration management and individual class ownership. D. Send key representatives to the Scrum of Scrums, across the organisation.

C More Feature Driven Development core engineering practices include: Configuration management (ensuring changes are known and tracked), Individual class ownership (where parts of the code are assigned to a single owner) and domain object modelling (a conceptual model of the domain showing both behaviour and data).

42. You are attending the kick-off meeting with the Agile team and the business owners. The Scrum Master recommends using MoSCoW to help prioritise the work with the product / business owners. How does MoSCoW prioritise the product backlog? A. Using Priority 1, Priority 2, Priority 3, Priority 4 B. Using Low, medium, high C. Using must have, should have, could have, will not have D. Using multiple dots that people can assign to the features they like

C The MoSCoW method of prioritization labels tasks as must have, should have, could have, and will not have (or would like to have). Other prioritisation techniques are multi-voting with dots, monopoly money, Kano analysis, and fist of five.

62. You are working with the team on the team charter and have outlined the project vision, mission, agreed meeting times and accepted team behaviour. What will you do next? A. Ask the team to get to work straight away, because Agile teams move swiftly. B. Send the Team Charter to the project sponsor for their sign off, so the project can begin. C. Agree on and include the "definition of done" for team features and tasks. D. Set a meeting for two weeks time so you can continue to develop the charter iteratively.

C The definition of "done" is an important part of the Team Charter, to ensure the team knows when a task is completed, when they can pull the next tasks, and so everyone agrees what success looks like. This could involve a card being defined, elaborated, developed, tested, reviewed and then released. The project sponsor may be included the team charter, but does not need to sign off on it - it is an agreement amongst the team.

24. You are working on an Agile project and the project team have just finished an iteration. All tasks for the iteration have been completed, and you are ready to move to the next iteration, but are not sure what the team should work on. What will you do next? A. Follow the project plan developed early in the project B. Follow the PMO, who has already determined how the project should progress C. Ask the product owner, who continuously prioritizes the backlog D. Ask the project coach or team leader to determine the next iteration

C The product owner represents the customer, who you are delivering business value to. The team works through the list of items that have identifiable value and have been prioritized by the customer.

83. You are in an Agile team area and notice it is different to other project areas you have worked on. The project manager tells you there are certain ways to ensure that stakeholders stay engaged. What is he talking about? A. Removing any team member who is not engaged in the project. B. Giving extra work to the better engaged team members. C. Ensuring visibility, transparency and progress of the work through charts and information in the common team area. D. Offering a possible promotion to the most engaged team member at end of the project.

C Visible progress helps maintain team engagement, and is facilitated through the use of the information radiator - Kanban board, burndown chart, product backlog being clearly visible to all.

32. You are working on a complex software project but see that the team uses a whiteboard, and writes tasks on cards or sticky notes. The business representative seems put off by the use of these low-tech tools on such a high profile technology project. What will you tell them? A. The team are using low-tech tools so low-tech people can understand them. B. A whiteboard is actually a complex thing, they just don't know it yet. C. The team is using the principle of visual management, and by using a physical board it is transparent to anyone who needs the information. D. The team will drop everything and develop a new software-based Kanban board to avoid embarrassment.

C Visual Management is a Lean principle borrowed into Agile, where we make key pieces of information as accessible as possible. Often found in the team area and often physical, it means anyone can walk through the area and see what they need at a glance. Kanban is an example of a low-tech / high touch tool.

63. You are working on an Agile project, gathering requirements from the business stakeholders with the Product Owner. During the discussion, different people seem to have different understandings of what the feature will look like. What will you do next? A. Ask the stakeholders to elaborate their ideas better, and set another meeting in a week's time. B. Park that feature for now and begin work on a feature that is elaborated better. C. Draw a storyboard prototype of the requirement so all stakeholders can see it, adjust it and agree. D. Give your understanding of the feature and ask the stakeholders to agree or disagree.

C Gaining consensus regarding the content and flow of a piece of software by developing a wireframe or storyboard will confirm everyone has a complete understanding of what the output is. Need to communicate and iterate and improve through iterations, starating with a high level wireframe or prototype.

5. You are working on a project and the team have recently moved to an Agile way of work. One of the team members is confused about Scrum and what typically happens after the sprint review. What will you tell them happens next? A. Hold a sprint retrospective with the team B. Perform product backlog refinement with the product owner C. Perform story card elaboration with the three amigos (Business, Development, Testing) D. Hold a Daily Scrum

D A sprint retrospective is held with the Whole Team, after a sprint review but before the sprint planning meeting. We use it to gather lessons learned and look for opportunities for improvement, and everyone has a voice for feedback and to implement improvements before the next sprint.

79. An executive in your organisation approaches you about working in an Agile team. They have heard about Feature Driven Development and would like to try it as a "test and learn" in your team. What do they mean by this? A. Your team will rely on previous feature designs for your work. B. Your team features certain abilities, and showcases them to other teams. C. Your team enjoys the feature of working with Agile in an Agile organisation. D. Your team will trial developing an overall model, then planning, design and building by those features.

D Agile Feature Driven Development starts with an overall feature model, then plans, designs and builds by those features. Once a feature is complete, the process can begin again, complete with any learning from the previous feature.

59. You are an Agile project manager tasked with evolving your part of the organisation into Agile. What is NOT something you would do, when making this change? A. Treat the change as an Agile project, with its own backlog of changes that could be introduced by the team based on perceived value. B. Treat each of the changes as an experiment, tested for a short period of time to determine suitability or the need for further refinement. C. Use Kanban boards to track progress, showing new approaches in use as "done", and things being tried as "in progress". D. Direct the teams to take on Agile in one go, moving ahead without wavering.

D Agile is an incremental approach. Using a backlog of Agile methods the teams would like to use, treating them as an experiment, and using a Kanban board to track progress are all things you can do to use Agile when implementing Agile.

57. Agile projects have short iterations enabling the project team to receive early and continuous feedback on product quality throughout the development lifecycle. By getting frequent customer feedback as the project progresses, Agile teams can incorporate most new changes into the product and the development process. What is NOT one of the benefits of this approach? A. Avoiding requirements misunderstandings, which may not have been detected until later in the development cycle when they are more expensive to fix. B. Clarifying customer feature requests, making them available for customer use early. C. Discovering, isolating, and resolving quality problems early. D. Having one big release at the end of the project that everyone can celebrate

D Agile methods work with multiple features, releasing them in increments so the customer can use them and provide feedback. Having a single release is a waterfall approach.

46. Teams use daily stand-ups to micro-commit to each other, uncover and remove blockers, and ensure work flows smoothly through the team. What is NOT true about stand-ups? A. They are often time-boxed to 15 minutes B. The team walks through the Kanban or task board C. The team facilitator or anyone in the team can facilitate D. Only people in the project team can attend

D Agile teams are open and transparent, and encourage stakeholders to "pull" Information or work when needed. Anyone can attend, to learn, watch or contribute. Stand-ups are time-boxed to 15 minutes, the team walks through the Kanban board, and anyone in the team can facilitate.

91. Your Agile team leader works through servant leadership to the team, and has built a safe environment for disagreement. How has this empowered the team to move forward without obstacles? A. The team is able to create a list of reasons why tasks cannot be completed. B. The team has no conflict as they get along so well. C. The team leader takes responsibility for all decisions made in the project. D. The team is encouraged to participate in discussion and disagreement in order to make better decisions.

D Constructive discussion and disagreement is encouraged to ensure risks and alternative ideas are found. This is only maintainable in a team with high psychological safety.

17. Behaviour-driven development (BDD) allows a developer to focus on testing the code based on the expected behaviour of the software and is a method of writing user stories. What is the correct description regarding BDD acceptance-based criteria? A. Make, Buy, Do B. Tell, Show, Repeat C. Find, Create, Perform D. Given, When, Then

D Given, When, Then is the way BDD is used, particularly when outlining user Story Cards for your iteration. It highlights "Given" a certain situation, "When" something happens, "Then" we want this to happen.

98. You are walking through the next feature with the product owner in an Agile team. He is new to Agile, and unsure of what Kanban really is. He lists a few things for you to check. Which of the below is NOT one of the core properties of Kanban? A. Visualise the workflow and limit work in progress. B. Manage Flow and Enable "Pull". C. Implement feedback loops and improve collaboratively. D. Follow procedures and don't deviate from the plan.

D Kanban is a method borrowed from the Toyota Production System, or Lean. It focuses on limiting the work in progress so work is focused, ensuring feedback loops are in place, and making the work visible so blockages are clear.

99. You are working on an Agile project as an Agile project manager. You have been working using Kanban to monitor the work and keep it visible for all to see. What is NOT a defining principle of Kanban? A. Start with current state and respect the current process. B. Agree to pursue incremental, evolutionary change. C. Lead at all levels. D. Directive leadership over wasteful team participation.

D Kanban, like Agile itself, encourages team participation over directive leadership. It keeps the work visible to make blockers clear, so everyone can assist in removing them and keeping work, flowing through the team.

31. You are working on a project as an Agile project manager. You look at the product backlog and ensure several features, or minimum viable products (MVPs) can be scheduled for delivery throughout the duration of the project. Why is this a good idea? A. To show executives that progress is being made by the development team B. To keep the project duration short C. To enable users to test the product for quality, and give feedback D. To enable the business to get value quickly, as features are delivered

D Minimum Viable Products are usable features in their own right that are delivered incrementally. This allows for business value to be gained more quickly, while gafeedback on the use of these features.

22. You are working with a team that is new to Agile and are using Scrum to manage the project. The business representative is confused about the difference between a sprint review and a sprint retrospective. What will you tell them? A. Sprint reviews demonstrate the work completed in the sprint. Sprint retrospectives look at all the work completed in the project. B. Sprint reviews discuss what is worked on in the sprint. Sprint retrospectives are done at the end of the project for a lessons learned opportunity. C. Sprint reviews review the lessons learned. Sprint retrospectives look at history of the product retrospectively. D. Sprint reviews are for product demonstrations. Sprint retrospectives are lessons learned.

D Sprint reviews are for product demonstrations. Sprint retrospectives are for lessons learned, where we ask "What went well, what didn't go well, what did I learn".

40. You are working through an Agile project with your team, meeting daily in a daily stand-up. What is NOT one of the reasons Agile teams use daily stand- ups? A. To micro commit to the team B. To uncover and remove blockers C. To ensure work flows freely through the team D. To report to the executive team

D Stand-ups are used to micro-commit to each other, uncover blockers, and ensure work flows freely through the team. While everyone (including an executive) is welcome to join the stand-ups, they are not specifically for reporting to an executive team.

20. A Team Charter is also a "social contract". Which of the below is NOT usually a part of an Agile Team Charter? A. Team values, such as sustainable pace and core hours. B. Working agreements, such as what "ready" means so the team can take in work, and what "done" means so the team can judge completeness consistently. C. Ground rules, such as one person talking in a meeting. D. Schedule performance index and cost performance index for the project.

D The Agile Team Charter focuses on the vision (the "Why") and the team way of work. SPI and CPI are earned value management metrics from a predictive project methodology, and not part of an Agile Team Charter.

53. A team new to Agile has worked closely with the product owner and has identified the highest value features of the project. What is one reason to break those features down into increments and deliver them as soon as possible? A. To get all the work out of the way so the team can relax. B. So the project lifecycle can be shortened. C. So the product owner can report to her executive manager that work is being done. D. To reduce the risk of the feature no longer providing value for the customer.

D The longer a feature takes to deliver, the higher the risk is that the feature will longer provide the value it was intended to provide. Value driven delivery prioritizes features by highest value and delivers them quickly for maximum customer benefit.

12. You are working with a team who would like to become Agile. The functional manager asks you what the difference between Kanban and Scrum is. What will you tell them? A. Kanban teams plan their work in sprints or iterations. B. There are no WIP limits in Kanban. C. Kanban teams work on a project as a whole. D. Kanban teams employ a pull system.

D The main difference between Scrum and Kanban is that Kanban teams employ a pull system. Th means when an item of work is completed, it triggers someone to "pull" the next item in the queue onto the board to work on. Kanban teams work off a Kanban board that displays each task, and have a limit to how much work in progress (WIP) can be in place.

51. You are working with the developers in an Agile team, who are using the test- driven development approach. They ask you whether they should operate using something called Red-Green-refactor. What are they referring to? A. Where no code is developed during a red status, some code is developed during a green status, and new features are taken in during refactor status. B. A traffic light approach to bringing in new features. C. Only releasing features when they are given the green light. D. Where a test is written first that fails, then passes once the solution is developed, and can then be refactored or streamlined.

D The process of writing a test that initially fails, adding code until the test passes, then refactoring the code is part of test Driven Development (TDD). Red-Green-Refactor is the same as fail, pass, and streamline the code. Test-driven development (TDD) -technically should fail since have not written the code yet then we code it up and then we run the test again and technically it should pass because we're writing the test in mind and with the outcome in mind.

3. You are running an Agile project and meet with the team for the next sprint planning meeting. What will you do next? A. Negotiate the scope and costs of the project with the project sponsor. B. Walk through three questions with the team—what did I do yesterday? what will I do today? Is anything blocking me? C. The dev team demonstrates the working feature to the product owner, who marks it as complete. D. The product owner shares the updated backlog, and the team discusses it to ensure a shared understanding.

D The product owner should share the updated backlog Items and ensure the entire team has a good understanding of how to move forward.

89. There are multiple project life-cycles you can choose from, depending on the type of project, environment, deliverable and stakeholders. You are working on a project that requires features of an overall product to be delivered on a regular basis. What sort of project lifecycle will you choose to work with? A. Waterfall project lifecycle B. Agile project lifecycle C. Iterative project lifecycle D. Incremental project lifecycle

D While others may meet the criteria of regularly delivered features, an Iterative Project Lifecycle specifically delivers features in "increments" of value over the lifecycle of a project.

30. Agile has certain core practices that are used within any team working in an Agile way. Which of the following is NOT a core practice of Agile? A. The whole team approach, where any person needed is brought into the project team. B. Early and frequent feedback, to ensure a common understanding of the product. C. Daily stand-ups, to report on progress and raise blockers. D. Reporting to executives, to ensure they are happy with your project.

D While reporting to executives has its place when running a project, in Agile it would rather be done by including them in other Agile core practices, such as demonstrations or reviews of the product, showing the product burndown chart the team area, and the backlog of work. All other items are Agile core practices.

75. You are working on the requirements for the next iteration and a decision needs to be made by the team. The product owner suggests using a show of hands to indicate whether team members are for or against the decision. As the Agile project manager, you object to this approach. Why? A. Agile is about software, and the team should use software to vote on the decision. B. The decision may not go in your favour, so it's best to just do it yourself. C. Decisions should take time to work through, not be voted on quickly. D. By making their decisions visible, team members may be influenced by others in the team (especially executives) without the benefit of discussion.

D With just a "for" or "against" vote, there will be no discussion that might produce a better or alternative decision for the issue. By making the votes visible, team members are more easily influenced by others' decisions, especially if they report to them outside of the project environment.

76. You are working in a project team who would like to add a few key Agile processes to their way of work in their quest to become more Agile. The project manager mentions performing root cause analysis when problems appear, focusing on features that bring in the most revenue with "pay per use", and daily stand-ups. What Agile method is the she most likely referring to? A. Scrum B. eXtreme Programming C. Kanban D. Iteration Planning

D eXtreme Programming has 14 secondary practices a team can focus on, including root cause analysis when problems appear, focusing on features that bring in the most revenue withe "pay per use", daily stand-ups, shrinking teams caused by improvements over time, and more.

67. You are working with a seasoned Agile team who are very familiar with extreme Programming (or XP) in their way of work. They walk through a set of principles that they frequently use. Which is NOT one of the primary practices of XP? A. Planning with user stories B. Test-first programming C. Incremental design D. First-in, best-dressed

D extreme Programming works with 12 primary principles, including Planning with User stories, Test-first programming, incremental design and more. All of these principles will align with the core principles of an Agile way of work, but first-in, best-dressed is not one of them.

82. You are at the beginning of a new iteration and about to plan and decide what gets worked on in the upcoming sprint. You decide to invite all project stakeholders to the planning meeting to decide what to work on next. Why is it important that all stakeholders are involved in decision-making? A. So you can keep an eye on what they are doing B. So business representatives can report back to their managers on the project C. So the team feels important, with lots of stakeholders present D. So the project stakeholders don't reject a decision that wasn't theirs

D Giving ownership of decisions to the team and stakeholders is one way to gain their buy-in. If stakeholders are involved in decision-making, they will be more committed to any decision made and to the project.

44. You are on an Agile team that includes many stakeholders who have not worked with an Agile project in the past. Several stakeholders have some valid concerns about some Agile methods. As a servant leader or project coach, what will you do to make them more comfortable with the process? A. Educate stakeholders, address their concerns, and keep them engaged B. Tell them is has worked in the past, it will work here too C. Dictate to the stakeholders that this is how all future projects must be executed D. Go back to a Waterfall style project management method

A A servant leader includes the team in decisions, and grows the team through education and coaching.

49. Disciplined Agile is a process decision framework that blends various Agile techniques. Which of the following principles are from Disciplined Agile? A. Learning-oriented, Goal-driven and Scalable B. Implementing, Iterating and Integrating C. Excellence, Guidance and Cadence D. Making, Doing, Being

A Learning-oriented, goal-driven and scalable are all themes within Agile, and are key principles of the Disciplined Agile Framework.

11. You are working on a project in the role of Scrum Master, and have set a meeting with the team and the product owner to refine the product backlog. What should the team do in this meeting? A. Estimate and refine the work items B. Prioritize the work items C. Add features to the project backlog D. Identify fixes

A The product owner adjusts the priority of product backlog items. The team is responsible for estimating and refining work items. Each time the team refines .estimates with a higher level of detail.

34. You are on an Agile software implementation project with a very short deadline. How do Agile teams shorten the time between identifying a defect and resolving the defect? A. Continuous integration B. Daily build and smoke tests C. Usability testing D. Exploratory testing

B Continuous integration aims to merge code and have a working build once a day, then executes automated tests quickly to see if anything is broken. This frequent checking ensures less time passes before a problem is identified.

37. Continuous Integration wraps software build, deployment, and testing into a single, automated, repeatable process. This merges all changes made to the software and: A. separates each feature into its own development pool B. ensures no code is changed, to avoid complication C. integrates all changed components regularly, at least once a day D. enables new features for the product backlog

C Continuous integration is designed to merge all changes made to the software and test them automatically, discovering any defects or issues on a daily basis.

56. Dynamic Systems Delivery Method (DSDM) is one of the founding methods with an input into Agile, designed to add more rigour to the rising iterative methods of the 1990s. It is most known for its emphasis on: A. Constraint-driven delivery which sets Cost, Quality and Time at the beginning, then uses formalised prioritisation of scope to meet those constraints. B. Single delivery, which ensures everything is correct and approved before the project goes live. C. Stakeholders, which ensures that everyone is involved in gathering Scope, and Cost Requirements. D. Cost, which ensures that the project closes once funds are depleted.

A Agile methods as we know them today work with a Variable Scope, While cost, quality a schedule (time) are often set. This is the opposite to a predictive (waterfall) method, which Scope, Schedule and Cost up front.

9. You are a leading a coaching session with your project team on the additional Agile and Lean frameworks that have contributed to the Agile way of work. What frameworks will you share with the team? A. Project Management Plan, Project Charter B. Scaled Agile Framework, Large Scale Scrum C. Working Group Meetings, Project Post Mortems D. Flow Charting, Affinity Diagrams.

B Agile and lean frameworks include Scaled Agile Framework, Large Scale Scrum, Scrum of Scrums, Dynamic Systems Development Method, along with the more common Kanban, extreme programming and Scrum. | Agile Practice Guide, pllO | Scaling methodologies used across teams with multiple people in programs and portfolios

33. Agile teams practice frequent verification and validation during and at the end of each iteration through demonstrations and reviews. Which one of the following is NOT a benefit of this method? A. It enables the team to catch mistakes and mismatched customer expectations early B. It keeps everyone busy and gives them something to do C. It is easy to manage since there are multiple feedback loops D. It reduces cost overruns as mistakes are found early prior to additional tasks being built upon a faulty foundation

B Busy-work does not add value to the project, and is not a benefit of Agile.

10. Introduced by Alexander Cockburn in his book "Crystal Clear" and created at IBM in 1991, Crystal is an Agile framework focusing on individuals and their interactions, as opposed to processes and tools (the first Agile principle). It is not a set process, but a guideline for team collaboration and communication. Which of the following is NOT one of its core beliefs? A. Technologies change techniques B. People change functions C. Cultures change norms D. Distances change communication

B Crystal Clear describes the three core beliefs as Technologies changing techniques cultures changing norms, and distances changing communication - all reasons behind the core practices of Agile such as stand-ups, collaborative user story creation, retrospectives and the whole team approach.

18. Every project has characteristics around requirements, delivery, change and goals. Understanding the different types of life cycle, you can choose the right one for the circumstances of your project. What is the correct description for a "Waterfall" approach? A. Predictive - Fixed requirements, performed once for the entire project, in a single delivery. B. Predictive - Fixed requirements, performed multiple times for the entire project, in multiple deliveries. C. Predictive-Variable requirements, performed once for the entire project in a delivery. D. Predictive - Variable requirements, performed multiple times for the entire project multiple deliveries.

A A Predictive or Waterfall project management lifecycle focuses on fixed requirements performed once for the project for a single delivery.

90. You are working as an Agile project manager in a new team that is not familiar with Agile. The executives are not as comfortable using Agile in full just yet. You suggest using a hybrid approach to begin with, to help the organisation meet their goals. What does this mean? A. A tailored combination of predictive, iterative, incremental, and Agile approaches. B. Using a project management plan to plan the project, while delivering that plan in features. C. A combination of reactive and proactive project lifecycles. D. Using Agile only when it is needed, such as in a software development

A A hybrid project lifecycle approach incorporates parts of Predictive (waterfall), iterative, incremental and Agile. It allows the project manager to tailor the approach to suit the situation. Agile -combination of increments and improving and gathering feedback. Agile principles apply to every project management scenario where we need to deliver in features and get feedback on our work.

60. extreme Programming (or XP) is a software development method based on frequent cycles. It is known for popularising a holistic set of 12 primary practices (later expanded to other secondary practices). It outlines requirements such as: A. To sit together in a whole team approach, in an informative workplace. B. Write reports for the executive team. C. Rotate the roles so everyone gets experience in something they like. D. Developing all the changes for a single release.

A Agile core practices include the whole team approach, and an informative workplace (such as visual management using Kanban, Burndown charts, Backlogs). This should give you a hint at the answer for extreme programming, a core part of Agile.

23. The Agile team for which you are the project manager has determined several key features to deliver to the customer. How should these tasks be tackled by the team? A. The features should be prioritized, tested, and delivered incrementally B. The features should be delivered quickly, whether or not they are complete, to gather feedback C. The features should be delivered according to the project plan D. All features should be delivered at the end of the project

A Agile is a combination of Incremental delivery and Iterative development. That means business value is continuously and iteratively improved and prioritised, while also delivered in increments that the customer can see, feel and touch. The features be complete, tested, and quality is everyone's responsibility.

55. You are a project manager on an Agile project that requires an external third party to develop software for one of your features. You have worked with the project team to gather the requirements and backlog of product features. You begin working with your procurement department on a contract for the vendor. What will you do next? A. Request that the contract is one that accommodates changes to product scope. B. Go back to the business and ask them to deliver the feature C. Raise a risk to the delivery of your project based on the external vendor D. Find an existing "time and materials" contract from the organisation's Organisational Process Assets.

A Agile works with changing scope and cost as the product is completed incrementally, but primarily a fixed schedule and quality. As you are working with the procurement depart you will need to ensure a contract that accommodates changing requirements and scope.

72. You are an experienced functional manager who has been asked to lead an Agile project team. Your executive manager is calling it the "project coach" or scrum master role. You know that Agile leadership might be different to what you are used to. What sort of leadership style will you embody? A. Servant leadership, where you will lead the team by serving their needs, growing their skills, and removing blockers. B. Directive leadership, where you tell the team exactly what to do so they don't have to worry. C. Visionary leadership, where you focus on the high level features and don't worry about the detail. D. Laissez-faire leadership, where you take a hands off approach, and let the team self-organise.

A An Agile leader is primarily a servant leader, a project coach. The focus is on removing blockers for the team, helping them problem solve and growing their skills where needed.

61. You are an Agile project manager working with the project sponsor in the beginning stages of an Agile project. The project sponsor mentions that they would like help creating the Project Charter. You tell them you will also do a Team Charter for your Agile team, that will include the project sponsor. What does this mean? A. You will capture the Team values, Communication guidelines and Decision-making process separately to the project purpose, requirements and summary schedule. B. You will create a project plan with Scope, Schedule, Cost and Quality outlines to follow. C. You will take over from the project sponsor and direct the team on future requirements. D. You will defer to the team for all queries in the way of a servant leader.

A An Agile project manager charters both the project and the team. A project charter focuses on the business case, project purpose, high level requirements, stakeholders and risks. A Team Charter focuses on the agreements in how the team will operate is created as a team (by the team for the team).

54. You are an Agile project manager working closely with the Scrum Master and Agile team. The Scrum Master mentions that Agile works differently with risk compared to a traditional project. He sets a meeting with you and the team to talk through Agile risks. What will you do next? A. Ensure the team notes and schedules high-risk activities early in the project so that they are mitigated quickly. B. Ensure the team identifies risks, places them in a register and mitigates them by the end of the project. C. Ensure the team keeps the risk register to itself, so other stakeholders don't think less of the project. D. Ensure risk is only captured around people because an Agile team prefers individuals and interactions over processes and tools

A An Agile team delivers in increments and iterates toward improvement. By prioritizing high-risk features first, future risks for the project are reduced.

39. Crystal is designed to scale and realises that each project may require a slightly tailored set of practices based on size and complexity. What are some of the ways that Crystal scales? A. Crystal blue, indigo and violet, based on number of features in the backlog. B. Crystal clear, yellow or red, based on number of people involved. C. Crystal metal, wood and water, based on the flow of story cards through the Kanban board. D. Crystal High, Low, and Medium, based on dollars spent on the project.

A Crystal Clear, Yellow, Orange and Red are based on factors such as people involved (0 to 8 all the way up to 100 or more), money involved and the general comfort level of the project.

50. Dynamic Systems Delivery Method (DSDM) is one of the founding methods with an input into Agile, designed to add more rigour to the rising iterative methods of the 1990s. Which of the following are principles from the Dynamic Systems Delivery Method (DSDM) framework? A. Focus on the business need and deliver on time. B. Add every feature and stop when we're done. C. Find all the defects or don't approve the release. D. Push fast delivery over quality so we can learn from our mistakes.

A DSDM focuses on the business need and delivers on time. Scope is often variable and can change, as with all Agile frameworks. Schedule is often set however, so the features must be managed with the product owner and the backlog.

45. You are working on an Agile project with stakeholders who are keen to know: Why is it so important to incorporate multiple touchpoints with them before, during, and after iterations? A. To raise and manage changes, and identify potential risks and issues B. To inform the stakeholders of the development team's direction C. To ensure business executives hear about the team's value with multiple meetings D. To have them invest more time in the project so they are committed

A Frequent touch points in Agile are there to ensure the features are reviewed and meet stakeholders' expectations, and risks are addressed (throughout the entire time they're being developed -during stand-ups work and demonstrations). It allows changes to be raised early. Quality is everyone's responsibility on an Agile team. (We're always talking and interacting and checking if we're delivering the right thing.)

92. New projects go through the Tuckman Model of forming, storming, norming, and performing. You have just taken the lead of a new project with a newly formed team, but are surprised to find little conflict and that the forming stage has gone so quickly. Which of the following might be the reason? A. The team members have worked together on previous projects and are following the same Agile ceremonies and methods. B. You have made all the project decisions so they don't have to worry. C. The team is in line for a promotion, so they want to get along. D. The team members really care about the product being delivered.

A It is important to be aware of the Tuckman model on a new project. Using the existing Agile methodology and ceremonies can help smooth the process of coming together, as can having a team who have worked together on other projects before.

96. Kanban translates to "visual sign" or card, in Japanese. It is a form of visual management taken from Lean Manufacturing, for monitoring ... A. Work in Progress and enabling "Pull" and "Flow" B. the team and enabling executive reporting C. work velocity and enabling story card elaboration D. the scrum master and enabling team participation

A Kanban is a framework from the Toyota Production System, utilised in software development and knowledge work. It focuses on the Kanban board, which shows and limits current work in progress.

71. You are an Agile project manager and your organization is moving away from waterfall to an Agile way of work. After reading the Agile manifesto, the functional manager you are working with mentions "individuals and interactions over processes and tools" and asks how you will do it. What do you tell them? A. Create ceremonies such as the daily stand-up, iteration planning meeting, demos & reviews and retrospectives that encourage team interaction. B. Create a process for the team to review that shows the way of work. C. Ask the project sponsor to interact with the team by sharing some of their journey. D. Ensure the tools the team have to work with are state of the art software

A Many Agile practices are based on a collaborative approach, which enables fast decisions and ownership of the work. One way to do this is co-locate the team (so we're all in one place and can easily communicate with each other, but others are the daily stand-up, team planning of the next iteration, and retrospectives to improve the way of work moving forward.

86. In 2001, a group of individuals representing the most widely used lightweight software development methodologies agreed on a common set of values and principles which became known as the Agile Manifesto. In that manifesto they valued: A. Individuals and interactions over processes and tools B. Executive reporting over bottom up reporting C. Scrum masters over project managers D. Doing the work over viewing the work

A The Agile manifesto is made up of four core values, one of which values Individuals and interactions over processes and tools.

36. Every project has characteristics around requirements, delivery, change and goals. Understanding the different types of life cycle will allow you to choose the right one for the circumstances of your project. Choose the correct description for an "Agile" approach. A. Agile - Dynamic requirements, repeated until correct, in frequent small deliveries B. Agile - Fixed requirements, repeated until correct, in frequent small deliveries. C. Agile - Dynamic requirements, repeated until correct, in a single large delivery D. Agile - Fixed requirements, performed once for the entire project, in frequent deliveries.

A The Agile project management approach includes dynamic requirements, repeated until correct, with frequent smaller deliveries. | Agile Practice Guide, pl8 Table 3-1.

66. You have been working in an Agile team for some time, and an executive from the business area asks how the team has been able to deliver value so consistently over the past year. You tell him you are using extreme Programming (or XP). What are some of the primary practices of XP that contributed to the team's success? A. Real customer involvement, team continuity, sustainable pace B. Ensuring executive reports, testing continually, raising defects C. Pivoting frequently, ensuring long meetings, one final delivery D. Finding the right product, finding the right people, finding the right price

A The extreme Programming primary practices include Real Customer involvement, Team continuity and working at a sustainable pace. Agile encourages all of these, through its stand-ups, backlog grooming with the customer or product owner, and working to the team's velocity.

28. Poor specifications are often a major reason for project failure. In Agile development, user stories are written with the developers, testers, and business representatives, with frequent reviews to ensure they are right. Which of the following is NOT correct regarding Collaborative User Story Creation? A. A user story addresses both functional and non-functional requirements. B. The project sponsor must sign off on all user stories in advance. C. A user story includes acceptance criteria for the feature to be developed. D. Characteristics for acceptance criteria must be: Estimable, Small, and Test.

A While it is common for the developers, testers and business representative to agree on the story card criteria, it is not signed off by the project sponsor directly. The owner, representing the business and/or the customer, grooms the feature backlog work so they always know that business value is being delivered.

15. You are working in a company that is moving from a Waterfall methodology to Agile. You mention to the business unit manager that the team will be better prepared to respond to change and meet the customer needs. Why is this? A. The Agile team works directly with a business owner or representative to constantly prioritise delivered value. B. The Agile team delivers the product all in one go C. The Agile team is for developers only, so development will improve. D. The business partners review statuses and ask for recommendations

A Working with business partners or someone who represents the customer almost daily is a key part of Agile. The team hears what the business would like the results to be, and meeting face to-face is better than reading requirements, documents, e-mails, or even a conference call.

68. You are testing the product being delivered by an Agile team in increments. You notice that there have been no defects passed on to the end user. You also notice they are working with an extreme Programming (or XP) methodology for the team. What are the XP practices that led to this result? A. Regular refactoring and daily deployment of an integrated code base B. Having real users test the product when it is released C. Moving team members around to different roles for a shared experience D. Ensuring the team does exactly what the Scrum Master says

A extreme Programming works with Continuous Integration - deploying a single code base on a daily basis and running automated regression tests to see if anything is broken. In this way defects are picked up quickly. Regular refactoring, or simplifying and cleaning the code also ensures it is easier to work with and easier to pick up and fix defects.

85. As the lead on an Agile project, you have carefully cultivated an Agile team of "T" shaped people, or generalising specialists. What does this mean? A. A person that has flat knowledge up top, and long knowledge down the bottom. B. A person with a wide range of general skills (i.e. design, development, testing) and one deep skill or knowledge area. C. A person with a wide range of leadership skills, as everyone should lead on an Agile team. D. A person that has more contacts in management layers, and few contacts in the team layer.

B A generalising specialist is a person that has one deep knowledge area or skill, and range of general interests or skills. An Agile team is ideally made up of generalising who can do more than one thing, but does their core role well.

35. With all the different methods of testing either a software or product deliverable, when should the team determine the acceptance test criteria for the feature or story card? A. When the first iteration is complete B. During estimation and elaboration of the card, with the product owner, business analysts and development team C. Before the product or feature is prioritised D. At the end of the project

B Acceptance tests and criteria are designed before the development of a deliverable, and during elaboration, often in a "Given, When, then" scenario or an "As a," "I want," "So I can scenario.

47. Features are completed in an Agile project, usually in the form of multiple user stories. When a feature is complete, the team periodically demonstrates the working product to the customer, business representative and/or the product owner. These demonstrations or reviews: A. only occur at the end of a the project, or when stakeholders are available. B. often occur at the end of an iteration, or when enough features have been completed into a set that is coherent. C. often occur at the start of the project so everyone knows what they hand deliver. D. often occur when the team wants to, as they are so busy working anyway

B Agile "sprint reviews", or feature demontrations, occur at the end of an iteration or when enough cards or features have been completed into a set that can be showcased.

8. Agile Unified Process (AUP) is an auxiliary Agile method that focuses on performing more iterative cycles across seven key disciplines, and incorporating the associated feedback before formal delivery. Which is NOT one of the seven key disciplines within a release? A. Discipline of the high level model B. Discipline in managing stakeholders' expectations C. Discipline in testing D. Discipline in configuration management

B Agile focuses on transparency to ensure the customer needs managing customer expectations. |Agile Practice Guide, A3.9 pill

74. You are an experienced project manager who is used to a directive leadership style where people do exactly what you say. Now you are working in an Agile team, where that style of leadership is not accepted. What is one thing you can change to move to a more servant leadership style? A. Ensure the executive team makes all the decisions. B. Ensure the stakeholders collectively agree on and share decisions. C. Defer to the product owner and the business to make all the decisions. D. Find an extremely competent person in the project team and delegate decisions to them.

B Agile methods foster team empowerment, which increases stakeholders' need for effective decision making. There are two methods by which this can be accomplished: collective agreement, where the team agrees with the decision or approach, and a shared decision, which means the team and the stakeholders arrive at decision together rather than one party making the project decision. Work together as a team with all having input into the decision and into the information that make up the outputs of what we're trying.

58. Enterprise Scrum is a framework designed to apply the Scrum method at an organisational level, not just within a single product development effort. What is NOT part of leadership within Enterprise Scrum? A. Extending the use of Scrum across all aspects of the organisation. B. Role playing the role of the scrum master before the first iteration. C. Generalising the Scrum techniques to apply easily at those various levels. D. Scaling the Scrum method with supplemental techniques as necessary.

B All answers are correct except B, roleplaying the role of Scrum Master. While you may choose to do this, it is not part of Enterprise Scrum, which is designed to use the method across teams, as well as within teams. Sounds like a scaling method. We want to take multiple teams where we have projects and also now this goes into a program level which is scrum of scrums.

73. You are working as an Agile project manager in a new project team. Many project team members are despondent, and do not show up for the meetings and ceremonies you have set. What will you do next? A. Raise a risk in the risk register around project goals, and ask the project sponsor to mitigate the risk. B. Have a coaching session with the team teaching the "what" and "why" behind Agile ceremonies, and ensure each meeting has a clear outcome, time and agenda. C. Cancel all meetings for now, and write some documentation for the team on what you'd like them to do. D. Make the decisions yourself and dictate the outcomes to the team.

B An Agile leader focuses on coaching the team, removing blockers and ensuring interaction. The key Agile ceremonies such as stand-ups, sprint reviews and retrospectives help support and improve the work and get the answers people need.