Agile questions and explanations

Réussis tes devoirs et examens dès maintenant avec Quizwiz!

What is the "response time" of an item?

Response time is the time that an item waits until work starts.

What should a scrum master do if he or she notices disruptive behavior during a scrum?

A high-performance, self-organizing team should realize and correct the disruptive behavior.

What is a product roadmap?

A product roadmap shows the anticipated sequence of deliverables over time. Product owners are primarily responsible for developing product roadmaps.

Which of the following is the LEAST productive way for the Scrum Master to improve the Development Team's communications with the Product Owner?

Acting as a go-between weakens the team and blocks their self-organization. The Scrum Master is supposed to teach and coach

Who is managing the progress of work during a Sprint?

At any point in time in a Sprint, the total work remaining in the Sprint Backlog can be summed. The Development Team tracks this total work remaining at least for every Daily Scrum to project the likelihood of achieving the Sprint Goal. By tracking the remaining work throughout the Sprint, the Development Team can manage its progress.

Which of the following can be classified as one specialized form of cadence?

Cadence means rhythm of execution. Time-boxing is one specialized form of cadence. The time box of a sprint helps to create a regular cadence for the development team, management team, customer, etc. This rhythm helps to keep everyone in sync and keep the process moving.

In contrast with traditional project management approaches, Agile approaches focus on rapid product development rather than focusing on exhaustive planning and change control. In your opinion, why do Agile teams strive for rapid product development?

Change requests and scope creep are welcomed by the Agile teams as long as changes deliver value to the customer and the changes are requested by the customer. (Scope creep should not be confused with gold plating where the project team adds features that were not requested by the customer). Meeting project deadlines is a prime goal in traditional approaches while the Agile approaches focus on value delivery. Rapid product development allows early feedback to the project team.

You have recently been asked to design and build a "complex" project that is supposed to somehow reduce the production costs by 20% or more. Although the project's vision is clear, the project requirements are not. You and team need to understand the high level project requirements to start project work. How should you proceed?

Consider building a product roadmap using specifications, user story mapping, and impact mapping. Then, bring the team and product owner together to clarify the expectations and value of captured requirements.

Who is the most important stakeholder that the Product Owner should satisfy?

Considering the end users as the most important stakeholder helps increase value.

Who is the most important stakeholder which the Product Owner should satisfy?

Considering the end users as the most important stakeholder helps increase value.

Which of the following is the most effective and Agile quality assurance approach?

Correct prioritization of backlog items will enable the team to deliver value faster. Detailed quality management plans are not developed in Agile projects. The correct response is: frequent inspection, review and demonstration sessions.

Which of the following tools can help Agile teams in measuring earned value?

Cost baseline and S-Curves are used in traditional approaches to earned value management. Agile teams can use a product backlog burnup chart to measure earned value. Box plot is a statistical tool.

Which of the following is a critical success factor for Agile teams?

Cost estimates, project duration, and requirements are progressively elaborated as the project progresses. These are project attributes and not critical success factors. The critical success factor is product ownership; without attention to the highest value for the customer, the Agile team may create unwanted features.

Which project attribute determines the right Crystal method to be selected for a project?

Crystal methodologies are designed to scale and provide a selection of methodology rigor based on the number of people involved in the project and the criticality of the project.

Which of the following does NOT apply to/suit Scrum?

Requirements can't be static in Scrum

Which of the following does not describe Scrum?

Scrum is not a software development process

Which of the following models can be used to categorize a product features based on organizational desirability?

The Kano model is an approach that separates features into three categories: must-have features, linear features, and delighters.

What is a sprint backlog?

The sprint backlog is a list of product features or work items to be completed in a sprint. It is typically fixed for the sprint unless it is overcome by important customer requirements.

A baselined Product Backlog is called:

"Baselining" is a term used in traditional environments for referring to a finalized upfront plan that would be followed in the future, and used for evaluating the actual performance. There's no upfront planning and no baselines in Scrum.

Prisoners feel that they've been forced to attend and would rather be doing something else.

"Color Code Dots" activity is used in conjunction with a timeline to gather data about feelings in a longer iteration, release, or project retrospective.

If all features on a project have been classified by their risk and business value, which of the following group of themes would you recommend starting first?

"Do first" is recommended for the features that have been classified as "High Risk" and "High Value". Such features deliver the maximum business value while lowering the maximum risk on the project.

You have analyzed all the themes of your project and have assigned each one of them to one of the four quadrants of a risk-value matrix that has a risk rating (high and low) on the y-axis, and a business value rating (high and low) on the x-axis. What is the recommend approach to be taken for the themes that fell under the "High Risk" and "High Value" quadrant?

"Do first" is recommended for themes that have been classified as "High Risk" and "High Value".

"Do last" is recommended for themes that have been classified as "Low Risk" and "Low Value".

"Do second" is recommended for themes that have been classified as "Low Risk" and "High Value".

When is it time for integrating the solution?

"Integration is part of the development of each item, and a step in a normal definition of "Done".

"Responding to change over following a plan" doesn't imply that:

"Responding to change over following a plan" implies that while Agile teams do value the act of planning, they focus on responding to changing conditions rather than sticking to up-front plans.

What is a reason for the Product Owner to pay attention to technical debt?

"Technical debt is any shortcoming in the solution that makes it less than "good enough", and might create problems in the future. When there's a lot of technical debt, the velocity might decrease in the future, because developers will have to deal with the shortcomings. On the other hand, this debt might even remain in the final product, and make it harder and more expensive to maintain the product.

Which of the following requires system-level testing for end-to-end information, unit testing for the building blocks, and, in between, determines if there is a need for integration testing?

"Test at all levels" employs system-level testing for end-to-end information, unit testing for the building blocks, and, in between, determines if there is a need for integration testing.

Backlog refinement in Agile projects helps in realizing which of the following Agile Manifesto values?

"Working software over comprehensive documentation" and "Responding to change over following a plan" is the correct response.

Scrum is not:

Agile is all about depending on adaptation, instead of a predictive (static, upfront) plan and design.

There should be a release for every Sprint.

Every Increment should be potentially releasable, but you don't have to release it every Sprint

Question

Explanation

In MoSCoW technique S stands for

In MoSCoW technique S stands for should have

How many weeks are required to release increment based on the following information:- 240 points release backlog- 3-week per Sprint- 45 points velocity per Sprint?

45 points are velocity for 1 Sprint (3 weeks). It means that velocity for 1 week is 15 points (45/3 = 15)There are 240 points to complete release. 240 points / 15 points (1 week) = 16 weeks. But the duration of Scrum is 3 weeks and the increment will be ready only after the third week of the Sprint. So the correct answer is 18 weeks.

What is the purpose of conducting a "Color Code Dots" activity during an iteration retrospective?

A "Color Code Dots" activity is used in conjunction with a timeline to gather data about feelings in a longer iteration, release, or project retrospective. This activity is used to show how people experienced events on the timeline.

You have recently been assigned to an ongoing Agile project. During the sprint retrospective, the project manager asked all of the team members to put sticky dots on the project timeline to show events where emotions ran high or low. What activity is this?

You have recently been hired as a senior business analyst on a complex system integration project. The chief programmer has asked you to review the project BRD prior to arranging a meeting with him. What is a BRD?

A Business Requirement Document (BRD) lists all requirements for a specific project

A fishbowl window can increase a team's productivity by facilitating communications. A fishbowl window reduces the:

A Fishbowl window is a long-lived video conferencing link between various locations. People start the link at the beginning of a workday and close it at the end. In this way, people can see and engage spontaneously with each other, reducing the collaboration lag otherwise inherent in the geographical separation. An effective communication tool may reduce the risk of scope creep but doesn't reduce the project scope. This might increase the direct project costs (due to the use of technology) but, at the same time, might reduce the indirect project costs (due to efficient WIP management).

Does establishing a Kanban board on a project influence the work being performed?

A Kanban board helps the team to further improve its effectiveness by visualizing the flow of work, making impediments easily visible, and allowing the flow to be managed by adjusting work in process limits.

Your team is currently struggling with keeping up with the number of stories in WIP state. Which of the following tools can help in this situation?

A Kanban board is a WIP management tool. It helps the team boost performance by limiting the Work in Process (WIP).

Choose two answers. How much refinement is required for a Product Backlog Item?

A Product Backlog Item must be decomposed to 'Ready' state where it becomes small enough to be "done" within a Sprint

How would the Product Backlog be impacted by the changes in the environment in which the product will be used?

A Product Backlog is never complete. The earliest development of it lays out the initially known and best understood requirements. The Product Backlog evolves as the product and the environment in which it will be used evolves

When is a Product Backlog retired?

A Product Backlog is never complete. The earliest development of it lays out the initially known and best-understood requirements. The Product Backlog evolves as the product and the environment in which it will be used evolves. The Product Backlog is dynamic; it constantly changes to identify what the product needs to be appropriate, competitive, and useful. If a product exists, its Product Backlog also exists.

Which statement is not true about the Scrum?

In which meetings the Key Stakeholders are allowed to participate?

A Sprint Review is held at the end of the Sprint to inspect the Increment and adapt the Product Backlog if needed. During the Sprint Review, the Scrum Team and stakeholders collaborate about what was done in the Sprint. Based on that and any changes to the Product Backlog during the Sprint, attendees collaborate on the next things that could be done to optimize value. This is an informal meeting, not a status meeting, and the presentation of the Increment is intended to elicit feedback and foster collaboration.

The Sprint Review is an event that requires

Which of the following is not a typical component of an Agile project charter?

A pre-project feasibility study is usually considered a critical component of traditional life cycles. In Agile projects, feasibility determination is built into Agile approaches. The rest of the choices are typical components of an Agile project charter.

This shows the trend of remaining effort in the Product Backlog at the end of Sprints

A burn down chart is a graphical representation of work left to do versus time. The outstanding work (or backlog) is often on the vertical axis, with time along the horizontal. That is, it is a run chart of outstanding work. It is useful for predicting when all of the work will be completed.

Agile teams generally use which of the following tools to keep project stakeholders informed of the project's progress?

A burndown chart is the most commonly used project's progress presentation tool used by Agile teams.

A steadily declining burndown chart indicates that?

A burndown chart shows a team's progress by showing the number of story points remaining in the project. The vertical axis shows the number of story points remaining and the iterations are shown across the horizontal axis. A steadily declining burndown chart indicates that the velocity is constant; the same number of story points are being delivered in each project iteration.

You have recently taken charge of an Agile project. While observing the release burndown chart you saw a burnup during the third iteration of the project. What can be the possible cause of this?

A burnup on a burndown charts means an increase of the total story points to be delivered. This means new scope of work was added to the project during the third iteration.

Which of the following is the best definition of an agile leader?

A common misconception in agile is that an agile team does not need a leader. In fact, all agile teams need a leader, but the way in which the leader leads is fundamentally different than the typical traditional project manager/project leader method. Some have theorized that this misconception stems from the desired 'self-organizing' quality of the agile team. And although the 'self-organizing' agile team is empowered to take ownership and responsibility of the product and make some decisions itself, it nevertheless requires a leader to help provide guidance, mentoring, coaching, problem solving, and decision making. Some key aspects required of an agile leader include: empowering team members to decide what standard agile practices and methods it will use; allowing the team to be self-organized and self-disciplined; empowering the team members to make decisions collaboratively with the customer; inspire the team to be innovative and explore new ideas and technology capabilities; be a champion of and articulate the product vision to team members so it will be motivated to accomplish the overall objective; remove any obstacles and solve any problems the team may face in its effort; communicate and endorse the values and principles of agile project management to stakeholders that may be unfamiliar with agile; ensure that all stakeholders, including business managers and developers, are collaborating effectively; and, be able to adapt the leadership style to the working environment to ensure that the agile values and principles are effectively upheld.

Of the following, which is the best definition of an agile leader?

Why is knowing about CASs important for an agile practitioner?

A complex adaptive system, or CAS, is a system composed of interacting, adaptive agents or components. The term is used in agile to remind practitioners that the development of a product is adaptive in that previous interactions, events, decisions influence future behavior. The term chaordic (a made up word blending chaotic and order) is sometimes used when describing CASs. Literature points to three key characteristics of chaordic projects: alignment and cooperation, emergence and self-organization, and learning and adaptation.

Which agile methodology has as one of its core principles the concept of osmotic communication?

A core principle of the Crystal methodology is osmotic communication.

Which of the following is the best strategy for forming an Agile team?

A cross-functional Agile team is a mixed team of generalists and specialists.

You have recently completed a project iteration and prior to the commencement of the next iteration a few defects have been found. What should be done next?

A defect found later (or not fixed during the iteration it was discovered) is treated the same as a user story. Fixing the defect will need to be prioritized into a subsequent iteration in the same way any other user story would be.

Team A is responsible for developing a feature, while team B is responsible for testing the feature. If the testing activity is planned to start two days after the completion of the development of the feature, this is known as:

A feeding buffer, like the schedule buffer, protects the on-time delivery of a set of new capabilities. This is a somewhat complicated way of saying that if your team needs something from my team tomorrow morning, my team shouldn't plan on finishing it the day before.

k B can only start once task A has been completed. If I need to add a 2-day feeding buffer between the tasks, how should I schedule the tasks?

Your Agile team is dispersed in three different time zones. You have decided to deploy fishbowl windows at each work location. What is a fishbowl window?

A fishbowl window is a long-lived video conferencing link between two or more locations.

For a complex project with a loosely defined scope, which of the following contracting approaches can help an Agile team define a contractual relationship in a way that the team gets control over the expenditure while at the same time limiting the supplier's financial risk of over-commitment?

A fixed price contract will hedge the buyer's risk but will not limit the supplier's financial risk. On the other hand, a time & materials or a cost-reimbursable arrangement will not give the buyer any control over the cost. The recommended approach is to decompose the project scope into fixed-price micro-deliverables, such as user stories. For the buyer, this gives more control over how the money is spent. For the supplier, it limits the financial risk of over-commitment to a single feature or deliverable.

Your friend went to a conference where he heard the term "follow-the-sun" development process. What does that mean?

A follow-the-sun development process is one where work is handed off at the end of every day from one site to the next, many time zones away in order to speed up product development.

What is one method that can be used to improve communication for a team that cannot be collocated?

A high-performance agile team is one that is ideally collocated for osmotic communication and face-to-face interaction. However, collocation isn't always feasible in today's multinational environment. For distributed teams, several practices are available to provide the best form of effective communication in the absence of being collocated: team intranet sites, virtual team rooms, and video conferencing over e-mail when possible. Geographic separation, especially on a world-wide scale, causes the team to consider language and cultural differences, and time zone differences.

A key influence on cycle time is the variability in the time it takes to develop a new feature. One of the best ways to reduce variability is to:

A key influence on cycle time is the variability in the time it takes to develop a new feature. One of the best ways to reduce variability is to work with reasonable small and similarly-sized units of work. Working at the task level can further reduce the variability but compromise the Agile principles. Agile approaches are focused at the feature or story level.

A key measure of success for the Product Owner is velocity.

A key measure of success for the Product Owner is high value product

Which of the following statements is correct for all project life cycles?

A key thing to remember about life cycles is that each of them share the element of planning. What differentiates a life cycle is not whether planning is done, but rather how much planning is done and when.

What is a WIP limit?

A lean manufacturing philosophy is to eliminate waste. One defined waste type in the lean philosophy is inventory, which is also referred to as work in process (WIP). WIP is material or parts that have started production but are not yet a finished or "done" product. Inventory is considered wasteful because it costs money to purchase, store, and maintain. One way of reducing inventory is to reduce the WIP at individual machines or servers by only moving as fast as your slowest machine or processor (the system bottleneck). Agile also strives to control its WIP through WIP limits by completing all features to a "done" state before beginning development of new features. One can think of an iteration or sprint as a process that can develop a certain amount of features. In this analogy, the WIP limit is equivalent to the sprint backlog. By maintaining a WIP limit equal to the sprint backlog, no features should be incomplete at the sprint review.

The Kano model gives us an approach to separate features into three categories: must-have features, linear features, and delighters. What are linear features?

A linear feature is one for which "the more, the better" holds true. These are called linear features because customer satisfaction is correlated linearly with the quantity of the feature.

An Agile team wishes to subcontract some of the project work. Rather than formalizing an entire contracting relationship in a single contract, the team wishes to describe different aspects of the relationship in different documents. Which of the following documents should be used to define the mostly fixed items such as warranties, arbitration, etc.?

A majority of fixed items such as warranties and arbitration are locked in a master agreement.

Which of the following Agile concepts implies "smallest possible deliverable that meets customer requirements"?

A minimum viable product (MVP) is a product or a project outcome that contains sufficient features to satisfy project stakeholders.

Which of the following arrangements allows least flexibility to the buyer to alter the contracted scope of works?

A not-to-exceed time and materials allows replacing original scope with new scope. The dynamic scope option allows scope adjustments at specified points in the project. The early cancellation option allows termination halfway through the project. The fixed-price arrangement is the least flexible option.

Which of the following is an archetype user representing a set of similar end users described with their goals, motivations, and representative personal characterizes?

A persona defines an archetypical user of a system, an example of the kind of person who would interact with it. The idea is that if you want to design effective software, then it needs to be designed for a specific person.

When drafting a persona for agile modeling, which detail is the most important to include?

A persona is a notional user of the system under development. Being much more detailed than actors in use case modeling where generic user names are assigned (e.g., end user), personas try to elaborate on users with detailed descriptions to provide context to the developers. Some personas have such notional details as name, address, age, income, likes and dislikes, and other specific details.

Which of the following techniques is ideal for requirements validation?

A prototype is a draft version of a product that allows you to explore your ideas and show the intention behind a feature or the overall design concept to users before investing time and money into development. Prototyping is an efficient and effective way to understand and validate system requirements at the early stage of software development.

You are leading a complex Agile project that is expected to last two years. You have a huge list of features to be prioritized. If you have a large number of stakeholders, which of the following techniques should you use to prioritize these features?

A questionnaire is the right tool to be used if you have a large population base and you need to quickly identify which features are valued more than the others.

A release burndown chart can be plotted in a number of formats, except as a:

A release burndown chart can be shown in a variety of formats. Although a line chart is most commonly used, a histogram (bar chart) or an area chart can also be used. The pie chart cannot show the reducing story points by iterations.

Which of the following graphical tools shows a team's progress by showing the number of story points remaining in the project?

A release burndown chart shows a team's progress by showing the number of story points remaining in the project. The vertical axis shows the number of story points remaining and the iterations are shown across the horizontal axis.

Which of the following statements regarding a release burndown chart is incorrect?

A release burndown chart shows the number of story points or ideal days remaining in the project as of the start of each iteration. A team's burndown is never perfectly smooth. It will vary because of inaccurate estimates, changed estimates, and changes in scope. A burndown chart can help in forecasting the project completion but the forecast is usually not very accurate.

You are the servant-leader on an Agile team developing a new financial application for an insurance company. You need to identify the stories to be developed for the first iteration. Which of the following is not a recommended action at this stage?

A servant-leader facilitates an Agile team and doesn't make decisions for the team.

A task included in an iteration plan that is being undertaken specifically to gain knowledge or answer a question is known as:

A spike is a task included in an iteration plan that is being undertaken specifically to gain knowledge or answer a question.

How often are stand-up meetings typically held on an agile project?

A stand-up meeting is typically held daily and is often referred to as the daily stand-up meeting.

As agile team leader, Stacey intends to schedule a brainstorming session to generate ideas that may help solve some of the team's current issues. Which of the following is NOT a good brainstorming technique that Stacey should use?

A successful brainstorming event should strive to consider the following points - Host the meeting in a neutral and comfortable environment - Have an engaging and experienced facilitator lead the event - Send participants an overview, with goals, schedule, and what ground rules, beforehand - Have a multi-disciplinary/diverse team to get a broader perspective - Delay any criticism that may stifle idea generation.

Sheila as team leader, wants to design a comfortable, collaborative team space for her agile project. What can she do as a basic guideline?

A warm, welcoming environment that promotes effective communication, innovation, and motivated team members is an important aspect to consider when designing team space. Guidelines for a better agile team space include: collocation of team members; reduction of non-essential noise/distractions; dedicated whiteboard and wall space for information radiators; space for the daily stand-up meeting and other meetings; pairing workstations; and other pleasantries like plants and comfortable furniture.

Which of the following is a systematic problem-solving Agile process that collects the pertinent information on a single sheet of paper?

A3 is a way of thinking and a systematic problem-solving process that collects the pertinent information on a single sheet of A3-size of paper.

Jane and her team are discussing with the business stakeholder what the expected behavior is of a particular user story. What step is Jane on in the ATDD four step process?

Acceptance Test Driven Development (ATDD) is similar to Test-driven development (TDD) in that it requires programmers to create tests first before any product code. The tests in ATDD are aimed at confirming features/behaviors that the intended software will have. The iterative cycle of ATDD with its four steps can be remembered as the four Ds: 1) Discuss, 2) Distill, 3) Develop, and 4) Demo. 1) Discuss: The agile team and customer or business stakeholder discuss a user story in detail. Talking about the expected behaviors the user story should have and what it should not. 2) The development team takes those items learned from the discussion and distills them into tests that will verify and validate those behaviors. The distillation process is where the entire team should have a good understanding of what "done" (or completed) means for a user story. That is, what the acceptance criteria are. 3) After distillation, the team develops the test code and product code to implement the product features. 4) Once the product features have been developed, the team demonstrates them to the customer or business stakeholders for feedback.

Jane and her team are distilling information from a discussion with the business stakeholder into specific tests for a user story. What step is Jane on in the ATDD four step process?

Which of the following is the method of collaboratively creating acceptance test criteria that are used to create acceptance tests before delivery begins?

Acceptance Test-Driven Development (ATTD) is the method of collaboratively creating acceptance test criteria that are used to create acceptance tests before delivery begins.

You have recently taken over a project that is halfway through the execution. You are not happy with the team's throughput. You also have noticed that each team member is multi-tasking and has, on average, five concurrently assigned tasks. According to Clark and Wheelwright, what percent of the team's time is currently being wasted and spent on non-value-adding activities?

According to Clark and Wheelwright (1993), an individual only spends 40% of his/her time on value-adding tasks when he/she is working on five concurrent tasks. Since all team members are multi-tasking on five tasks on average, this implies that 60% of the team time is being lost in "task switching" which is non-value-adding and considered a waste.

What is the highest priority of an Agile team?

According to the 12 principles of Agile, the highest priority of any Agile team is to satisfy the customer through early and continuous delivery of valuable software.

According to the Agile Manifesto responding to change is valued more than:

According to the Agile Manifesto, responding to change is valued over following a plan.

Which of the following statements regarding the Agile Manifesto is INCORRECT:

According to the Agile Manifesto: Individuals and interactions are valued more than processes and tools, working software is valued more than comprehensive documentation, customer collaboration is valued more than contract negotiation, and responding to change is valued more than following a plan.

According to the Agile principles, which of the following enhances agility?

According to the Agile principles, continuous attention to technical excellence and good design enhance agility.

When should an Agile team reflect on how to become more effective and tune its behavior accordingly?

According to the Agile principles, the team reflects on how to become more effective (through retrospectives) at regular intervals. Conducting daily retrospectives will not be an efficient approach.

According to the Kano model, which of the following statements regarding the "must-have" features is correct?

According to the Kano model, once some amount of a must-have feature has been implemented, customer satisfaction cannot be increased by adding more of that feature. Also, no matter how much of a must-have feature is added, customer satisfaction never rises above the mid-point.

Your firm, a tunnel construction company, has recently won a contract to construct a network of underground tunnels for a new metro project in the city. The project site contains a network of interconnected geysers and hot springs. These network paths cannot be accurately mapped due to the complexity of the terrain and available technology. Which of the following is the best approach to be used on this project?

According to the scenario, since the network of geysers and hot springs cannot be accurately mapped, freezing the design upfront is not recommended. Delivering the project in small increments can manage this risk. This might require design changes as new information becomes available.

When does (at which Scrum event) adaptation occur in Scrum?

Adaptation occurs during all Scrum events

When does adaptation occur in Scrum?

Adaption in Scrum occurs on each of Scrum event

Which of the following events doesn't warrant adding a burnup to a release burndown chart?

Adding new features means additional scope. This would increase the total remaining story points and add a burnup. If re-estimating remaining work increases the total story points, this will also add a burnup. However, adding a burnup just to secure a deadline extension is not acceptable.

Peter is at a planning event where the relative development effort of user stories of a large product backlog is to be estimated. The team is to assign user stories to various soft drink sizes (small, medium, large, extra-large). What type of planning event is Peter most likely attending?

Affinity estimating is a method to predict the work effort, typically in story points, of developing a user story. It is particularly useful for large product backlogs. Although several methods exist, the basic affinity estimating model involves sizing user stories on a scale from small to large. The scale can be a Fibonacci sequence or t-shirt sizes and is typically taped to a wall in a large conference room. Participants then attach their user stories to the wall as estimates. It is often done in silence and has several iterations until the user stories have been estimated.

When is the ideal time to conduct team check-ins during an iteration retrospective?

After welcoming the participants and reviewing the goal and agenda, the retrospective leader asks one brief question for the check-ins and each person answers in round-robin fashion.

Traditional EVM metrics can be translated into Agile terms. Which of the following is the correct CPI formula for Agile projects?

Agile CPI = Completed features value/actual costs to date. For example, if the team spent $2.8M but delivered $2.2M value of features, the CPI = 2.2/2.8 = 0.79. [

A software vendor has recently hired you to manage some of its key projects. During your orientation at the organization you were told that the organization has recently adopted Agile practices for project management. A chart was then shown to you where Agile and Kanban were shown as subset of Lean. What is your view on this?

Agile and Kanban are subsets of Lean because they are named instances of Lean thinking that share Lean concepts such as "focus on value", "small batch sizes", and "elimination of waste".

You are leading an Agile team responsible for developing an ERP system for an organization. The enterprise PMO has asked to develop a detailed schedule Gantt chart and report Red/Amber/Green status against each project task on a weekly basis. What's your opinion about the enterprise PMO?

You are leading an Agile team responsible for developing an ERP system for an organization that has recently transitioned to Agile approaches. The enterprise PMO has asked to develop a detailed schedule Gantt chart and report Red/Amber/Green status against each project task on a weekly basis. What should you do?

Agile approaches do not include detailed schedules and task status reporting; these are traditional approaches. If the PMO is still using these tools, it implies that it hasn't successfully transitioned to Agile approaches. As an Agile practitioner, you need to educate and help enterprise PMO transition to Agile approaches.

Transforming from traditional to Agile approaches requires change management. This is typically considered a project on its own. If you are required to lead such a project, how would you manage it?

Agile approaches do not require a detailed plan to start the project. Detailed plans and baselines are recommended in traditional approaches. Traditional approaches work well when the project scope can be reasonably defined early during the project. Agile transformation is a complex project with high uncertainty. A common practice is to treat such initiatives as an Agile project with its own backlog of changes that could be introduced and prioritized by the team.

Why do Agile approaches recommend forming dedicated project teams?

Agile approaches recommend forming dedicated project teams as this enables the team members to focus on the project which results in increased productivity

Why do Agile approaches recommend keeping estimates of size and duration separate?

Agile approaches recommend maintaining a clear distinction between an estimate of size and one of duration through using separate units that cannot be confused. Estimating size in story points and translating size into duration using velocity is an excellent way of doing this.

You have been made responsible to quickly deploy a new supply chain management system in an organization. You have been given authority to select any organizational resources to deliver the project and you have also been promised that the selected resources will remain dedicated to the project. However, you have also been asked to deliver features in increments so that necessary changes can be made as early as possible. You have also been asked to select team members in a way that the project team can perform independently. How should you select your team?

Agile certifications can be helpful but cannot be a prime selection criteria. If team members lack exposure to Agile approaches, they can be coached. The management has already promised 100% availability of selected resources. Team size of three to nine members is recommended for any team. Since the objective is to form an independent team, cross-functional team members need to be selected so that team has all the necessary expertise it requires to deliver the project.

You have been assigned as the Agile coach for an Agile team. Which of the following is your correct role?

Agile coaches play the role of mentors for Agile teams. The servant-leader (project manager or the Scrum master) is responsible for facilitating and removing impediments.

Which of the following is not an Agile approach to project management?

Agile implementation strategy includes addressing questions such as how the team can obtain early feedback, how the team can act in a transparent manner, and how work can be avoided to focus on high-priority items. Front-loaded planning is not an Agile approach.

Which of the following statement is incorrect regarding Agile approaches:

Agile is a blanket term for "many" approaches such as Scrum, XP, FDD, DSDM etc.

Which of following is not an Agile approach:

Agile is a subset of Lean. While some of the Lean approaches are part of Agile, some are not, e.g., SMED and Hoshin Kanri, etc

Agile is more of a ___ than a body of knowledge.

Agile is more of a mindset than a body of knowledge.

You are developing a financial application for a client with complex business requirements. After a cost/benefit analysis was performed for each requirement, you found that the requirements can be sorted based on their expected business value. Further these requirements are mutually exclusive and can be developed individually. Which of the following project life cycle would result in an earlier return on investment in this scenario?

Agile life cycle leverages both the aspects of iterative and incremental characteristics. When teams use Agile approaches, they iterate over the product to create finished deliverables and get early feedback. Because the team can release earlier, the project may provide an earlier return on investment because the team delivers the highest value of work first.

Many environments with emerging requirements find that there is often a gap between the real business requirements and the business requirements that were originally stated. How do Agile method identify the right business requirements?

Agile methods purposefully build and review prototypes and release versions in order to refine business requirements.

Agile plans cover which of the following three levels?

Agile plans cover three different levels-the release, the iteration, and the current day.

The project sponsor took over the leadership of your Agile project while you were away on a holiday. In your absence, the sponsor asked for a detailed project schedule and the team developed a detailed task-level, resource loaded Gantt chart. What should be your next step now?

Agile projects are not plan driven and do not follow detailed plans as this compromises the team agility in responding to changes. You need to revoke the detailed schedule and explain the reason to the project sponsor.

Which of the following situation will increase an Agile project's ROI?

Agile projects increase ROIs by releasing higher value features before the lower value features. If somehow, prioritized features can be released earlier than planned, this can further increase the ROI.

Which of the following is the Agile view on detailed cost estimates for projects with high degrees of uncertainty or those where the scope is not yet fully defined?

Agile projects with high degrees of uncertainty or those where the scope is not yet fully defined may not benefit from detailed cost calculations for the entire project due to frequent changes. However, detailed costs are estimated for short-term planning horizons in a just-in-time fashion.

Which of the following statements regarding Agile release planning is incorrect?

Agile release planning doesn't focus on releases at the end of each project iteration. Instead, the product owner and the whole team decide how much must be developed and how long that will take before they have a releasable product.

In Agile, scope management includes:

Agile scope management involves high-level requirements. The other choices relate to predictive project management approaches.

Agile task estimates during iteration planning are expressed in:

Agile task estimates during iteration planning are expressed in ideal time, such as ideal days or ideal hours.

Which of the following user stories can be best estimated?

Agile teams are best at estimating work that is all within one order of magnitude in size. Working with user stories that fall within these ranges will provide the best combination of effort and accuracy.

A project team was assembled to develop organizational policies and procedures using an Agile approach. The team members were selected from various departments in order to form a cross-functional team. The members coming from operations were responsible for the development, while the members coming from support were responsible for the validation of the policies and procedures. The team members were assigned to work part-time on this project, while they continued to work in their respective departments for the rest of the time. Is this team representative of a typical Agile team?

Agile teams are cross-functional and they do follow Agile approaches, but they are also supposed to be 100% dedicated to the project work. In this scenario, the project team is not 100% dedicated, which is not representative of a typical Agile team. However, it must be noted that while this condition is desirable, it sometimes cannot be met.

Which of the following statements regarding Agile teams is generally NOT considered a good practice?

Agile teams are often describe as having no more than seven to ten members. Instead of providing a single large team to projects requiring larger teams, required resources are divided into multiple smaller Agile teams.

You are managing a 20-member Agile team on a complex project. You have noticed that the daily standups are not very effective. Due to the range of issues discussed, the team is not able to focus. What should you do?

Agile teams are usually small teams. It is advisable to divide the bigger team into smaller Agile teams and conduct separate daily standups. If the teams are divided by their specialization, they will be able to focus more.

You are helping an organization transition to Agile approaches, tools and techniques. You have noticed that historically the organization has followed traditional project management approaches and has highly valued the accuracy of the estimation effort. What is your view on estimating?

Agile teams do estimate and plan but the focus is not on developing accurate estimates and plans, instead the focus is on delivering value to the customer as soon as possible.

Without attention to the highest value for the customer, the Agile team may create features that are not appreciated, or otherwise insufficiently valuable, therefore wasting effort. How does an Agile team mitigate this risk?

Agile teams do not create detailed project management plans. In Agile, the product owners create the product backlog for and with the team. The backlog helps the team see how to deliver highest value without creating waste.

You are the servant-Leader of an Agile team. You should be careful not to?

Agile teams estimate user stories, the servant-leader is not involved in estimating. However, the servant-leader might facilitate the estimation event.

What does an Agile team achieve by prioritizing project stories and features?

Agile teams focus on business priorities. The objective of prioritization of stories and features is to optimize value delivery to the business.

Which of the following tools are used by Agile teams to focus product development in small increments?

Agile teams focus on completing and delivering user-valued features. One of the best ways to do this is to work with user stories, which are a lightweight technique for expressing product requirements

What is a team's velocity?

Agile teams monitor its progress by its velocity that is expressed as the number of story points (or ideal days) completed per iteration.

When Agile teams, together with product owners, prioritize backlog items, which Agile technique are they relying on?

Agile teams prioritize stories based on their business value. Agile teams use a simple prioritization technique: the ranking of stories is done based on their relative business value.

You are helping an organization transform to Agile practices. You are currently developing guidelines regarding forming Agile teams. All of the following would be your recommendations EXCEPT:

Agile teams should be small, collocated, and mostly consist of "T-Shaped" people where possible.

When is the Scrum Team allowed to interact with the Key Stakeholders (select the most applicable option)?

All members of Scrum Team may interact with the Stakeholders anytime when it is required. However only the Product Owner may change any requirements if it is required.

The product owner has requested some major changes that will have a significant impact on the project and require reprioritizing the remaining backlog items. What should you do?

Agile teams typically don't adjust their long term plan during a sprint unless all of the items being developed are dropped from the backlog. It is recommended to complete the current sprint and then re-plan and adjust accordingly.

"Working software over comprehensive documentation" is one of the key Agile Manifesto values. Which of the following Agile approaches helps in achieving this value?

Agile teams use prototypes, demonstrations and reviews to understand and refine project scope which enables rapid delivery of a working product.

You are managing an ERP system design and development project. The business and system analysts are based in the US, while the developers and testers are based in China. Due to time zone difference you cannot conduct daily morning Scrums. What should you do?

Agile teams, ideally, should be small teams. It is advisable to divide the bigger team into smaller Agile teams and conduct separate daily standups. For the coordination between the two teams, a Scrum of Scrums should be arranged.

Some organizations choose to implement projects primarily through vendors. The major issue with this approach is the loss of project knowledge once vendors complete their obligations and leave the engagement. Which of the following can help mitigate this issue?

Agile techniques such as retrospectives and follow up on possible improvement areas when the vendor is still engaged can help mitigate loss of product knowledge. Make or buy analysis helps in the contracting decisions and this doesn't mitigate the risk of loss of product knowledge. The rest of the choices are not collaborative techniques.

When should Increments be shipped?

All Increments should be potentially releasable (shippable), but we don't have to release all of them. It depends on the project environment and the customer, and the Product Owner is supposed to decide on it

Individual Scrum Teams may choose to apply less rigorous criteria than agreed for the Increment

All Scrum Teams are responsible for developing and integrating their work into an Increment that satisfies these attributes. Individual Scrum Teams may choose to apply a more stringent definition of "Done" within their own teams, but they cannot apply less rigorous criteria than agreed for the Increment.

When more Scrum Teams are added to a project that works on one single product, the productivity of the original Scrum Teams mostly likely will increase

All Scrum Teams need to mutually define and adhere to their definition of "Done" so their combined work will be potentially releasable. This involves some overhead work in syncing up, and hence the negative impact to productivity.

It's up to the Development Team to decide which Scrum events are needed during the Sprint.

All Scrum events are necessary. They should never be removed.

The Development Team is self-organised, and therefore, can decide to drop the Daily Scrums.

All Scum ceremonies are mandatory in Scrum for Development Team

The Scrum Team must participate at these events (select all that apply)

All Sprint events except Daily Scrum. Daily Scrum is mandatory only for Development Team members

Of the following, select the best adjective that describes an agile team's project and quality standards.

All agile efforts have project and quality standards that the team defines collaboratively at the beginning of an effort and refines collaboratively throughout the effort. Project and quality standards help an agile team with team cohesion and provide a structure, albeit one that can adapt as the project evolves, to promote a self-disciplined environment. There is no 'one size fits all' standards definition in agile; because every project is different, it has been shown that the team should define which project and quality standards it should hold itself against and strive to conform to those standards while also being open to adapting those standards throughout the project to optimize performance and delivered value. Project standards can range from where the daily stand-up meeting is located and how long each participant has to share his or her progress and challenges to highly specific software coding styles, methods for test-driven development, and what the team's definition of 'done-done' means.

Rebecca and her agile team are discussing the project and quality standards it will hold itself accountable against for a new effort. When it typically the best time to have this discussion?

What are some consequences if a Development does not have a consistent Definition of Done from Sprint to Sprint?

All answers are correct

Conflict should be avoided at all cost on Agile teams.

All conflict should be resolved as soon as possible but it is also very good opportunity to increase value of the Product

If an item in the Sprint Backlog cannot be finished by the end of the Sprint (it turned out there is a lot more work to do than was estimated), the Sprint is cancelled.

All incomplete Product Backlog Items are re-estimated and put back on the Product Backlog. The work done on them depreciates quickly and must be frequently re-estimated.

What is the best description of the job of a Product Owner?

All items are less or more applicable, but remember that the main responsibility of the Product Owner is to maximize value, and "working with stakeholders to identify the most important requirements" is the closest answer to "increasing value".

All interactions between the stakeholders and the Development Team should be through the Product Owner.

Almost always these interactions go through the Product Owner but of course, it is not prohibited to discuss some questions with stakeholders. But those who want to change a Product Backlog item's priority must address the Product Owner.

An Agile team has identified a number of epics on a project. Each epic consists of one or more related features. The epics were not decomposed into stories and rather loosely estimated, prioritized and put into the release plan. Due to this approach, which of the following issues is the team most likely to face in the near future?

Although Agile approaches do not promote detailed upfront planning, insufficient planning can bring surprises. In this scenario the epics were not decomposed into stories and not estimated to a reasonable degree of confidence. As a result, the assigned story points to the epics might not be an accurate indicator of the required effort and this would eventually show up in the variability of the team's velocity.

An Agile team is developing a production control system. Which of the following should be selected as a primary measure to monitor the team's progress?

Although Agile teams are free to use any KPI to monitor their progress, "working software" is the primary measure of progress.

Which of the following statements regarding Agile planning is incorrect?

Although Agile teams are not only willing but anxious to change, Agile teams do not change plans just for the sake of changing. Agile planning accommodates changes but is still focused on project objectives.

Two of the senior subject matter experts have different opinions on the use of management tools on a project. The use of Kanban and Agile approaches are being proposed by these experts. In case you decide to use both of the approaches on your project, which of the following can be a valid justification for such a decision?

Although Kanban and Agile approaches can slightly differ, both focus on delivering value, respect for people, minimizing waste, adapting to change, and continuous improvement. Project teams sometime blend various methods to achieve project objectives.

Mark is the project manager on an Agile project. During the daily team meeting, he reviews the iteration plan and assigns tasks to team members. He also collects reported issues and negotiates with functional managers to get them resolved. What do you think of this Agile team?

Although Mark is assigning tasks to team members, this doesn't mean he has got a dictatorial attitude. All we can conclude for sure is that the team is not self-organizing; either due to the lack of ability or the selected management approach. Further, no information is provided that shows that Mark is also the product owner on this project.

Which of the following statements regarding Return on Investment (ROI) measure is incorrect?

Although ROI is commonly used by accountants to measure financial benefits, the ROI measure doesn't factor in the time value of money, which makes it less accurate than the IRR measure

You are leading a workflow automation project. The project team wants to outsource some piece of work but is hesitant as they want to maintain highest Agile standards. What is your view about this?

Although according to the Agile Manifesto, customer collaboration is valued over contract negotiation, that doesn't mean Agile teams do not negotiate contracts. If it is in the best interest of the project to outsource some work, that should be done.

When Agile teams have dedicated members, which of the following benefits is usually realized?

Although collocation of team members is highly desired, there are times when such arrangements are not possible. A project can have dedicated team members that are not collocated. Formal change control and multi-tasking are not desirable as these can potentially limit the team's agility. However, when the team members are dedicated to the project, this usually results in increased focus and productivity.

The Agile manifesto was initially developed for?

Although now applied universally across complex organizational projects, the Agile manifesto was initially developed for software projects.

Which of the following is NOT a valid Scrum artifact?

Although team chartering is an established Agile technique, it is not a Scrum artifact.

You have just been assigned as the project manager for a new project. The goal of the project is to cut the production cost of raw materials in the next six months so that the company can lower the price of goods and obtain a competitive advantage. According to the feasibility report there a couple of feasible approaches that have been analyzed that can result in reasonable cost savings. What is the problem with this objective?

Although the objective is specific (reduction of the cost of raw materials) the problem with the objective that it is not measurable. Say if the project results in 10% cost savings, will this be called a success or a failure?

If the size of a task cannot be reliability estimated, which of the following Agile actions is recommended?

An Agile approach should provide a quick fix rather than asking for any laborious method. In this situation, it is recommended to add a spike task for the knowledge work and a task placeholder with a rough duration estimate. A spike is a task included in an iteration plan that is being undertaken specifically to gain knowledge or answer a question.

Which of the following roles is responsible for helping the management of an organization to understand the advantages of Agile practices, tools and techniques?

An Agile coach is usually responsible for helping the management of an organization to understand the advantages of Agile practices, tools and techniques.

A project team is currently struggling with clarity around the project's context and boundaries. Which of the following, most probably, did NOT happen for this project?

An Agile project and team charter should provide enough clarity at the start of the project around project's vision and mission. Further, these should provide clarity around team working agreements, project boundaries and context.

Recently a handful of defects have been reported on the product. Fixing these defects during the current iteration would add significant workload. What do you recommend?

An Agile team has the goal of fixing all defects in the iteration once they are discovered.

A new Increment of working software must be available

An Increment of "Done" working software, which is potentially releasable, must be produced at the end of each Sprint.

How does an agile team promote customer engagement?

An agile approach heavily emphasizes the need for direct customer involvement to ensure product quality and value. One way to promote customer engagement is to have regular communication between the customer and team.

Of the following, which is the best definition of prioritization?

An agile team must always face the prioritization of product features in its product backlog. From release planning to iteration planning, an agile team must prioritize the user stories/ features of its product to ensure that high-quality and high-value features are developed first to help facilitate an optimized and early return on investment (ROI). An agile team typically prioritizes requirements or user stories/features in terms of relative value and risk; value is defined by the customer (i.e., customer-value prioritization). Two common methods to prioritize product features are: MoSCoW and Kano. The MoSCoW method categorizes features into 'Must have,' 'Should have,' 'Could have,' and 'Would have' features. The Kano method categorizes features into 'Must haves (threshold),' 'Dissatisfiers,' 'Satisfiers,' and 'Delighters.' Must haves are features that are requisite. Dissatisfiers are features that adversely impact perceived value and should be eliminated. 'Satisfiers' are features that increase perceived value linearly, where the more you add the more the customer is pleased, but are not required, and 'Delighters' are features that increase perceived value exponentially to please the customer. To prioritize features based on risk, a risk-to-value matrix can be used. A risk-to-value matrix has four quadrants, with the horizontal axis having low and high value, and the vertical axis having low and high risk. User stories are assigned to one of the four categories/quadrants: low-value, low-risk; low-value, high-risk; high-value, low-risk; high-value, high-risk. A cost-to-value matrix can also be made in this manner. All prioritization in agile is 'relative,' meaning that the priority of one user story is relative to other user stories and not prioritized on a fixed scale.

You have recently been hired by a construction company to help transform a traditional PMO into an Agile PMO. You have scheduled daily stand-ups so that the team starts to get the exposure to Agile methods. During these stand-ups the team is reporting problems and attempting to solve them. What's wrong with this?

An anti-pattern typically seen in stand-ups is that the team begins to solve problems as they become apparent. Stand-ups are for realizing there are problems - not for solving them. Add the issues to a parking lot, and then create another meeting, which might be right after the stand-up, and solve problems there.

You have recently setup a daily team stand-up. For the first few days, the stand-ups were flowing smoothly, until today when a number of issues have been reported by the team. What should be done next?

What is the difference between an Epic and a Theme?

An epic is a large user story while a theme is a collection of user stories.

An Agile team estimated a story at 4 ideal days. If the team size is doubled, how would that impact the story size estimate?

An estimate in ideal days can change based on the team's experience with technology, the domain, and themselves, among other factors. Additional team members can positively (completing stories faster) or negatively (too many communication channels) affect the story.

A project has dynamic requirements. Project activities are required to be performed once for a given increment but each increment is supposed to produce deliveries for the customer. Further, the focus is on the speed of deliveries. Which of the following life cycles is most suitable in this scenario?

An incremental life cycle is recommend in this case since the focus is on speed of deliveries which are made through a series of increments.

What type of information do information radiators typically portray?

An information radiator displays project status-related information, such as user story development status, burndown charts, and task boards.

You are leading a critical organizational project and want to setup a visible, physical display that provides information to the rest of the organization enabling up-to-the-minute knowledge sharing without having to disturb the team. What should you setup?

An information radiator is a physical display that provides information to the rest of the organization enabling up-to-the-minute knowledge sharing without having to disturb the team.

Of the following, which response defines an information radiator?

An information radiator is a visual representation of project status data.

Which of the following two tasks need to be completed prior to starting the next iteration of the project?

An iteration cannot be completed until the completed features are demonstrated to the product owner. Further, a retrospective is a part of the iteration and happens at the end of the iteration.

Not all company cultures are right for the agile methodology. With respect to communication, what type of culture is a good fit for the agile methodology?

An open, face-to-face communication culture is the best suited culture for an agile team.

An organization structured in such a way that it only manages to contribute a subset of the aspects required for delivering value to customers is known as:

An organization that is structured in such a way that it only manages to contribute a subset of the aspects required for delivering value to customers is known as a siloed organization.

No one is allowed to participate in the Daily Scrum, but the developers.

Anyone can "attend" the Daily Scrum, but only the developers are allowed to "participate".

When new stories are added throughout the project, the typical line-based burndown chart doesn't reflect the true team's performance. In such cases, the use of a bar chart is recommended and all scope additions are shown below the horizontal axis. When using such a chart, which of the following is NOT recommended:

Anytime work is completed, the top is lowered (not raised). The rest of the choices are correct.

Which of the following types of features do NOT necessarily call for early development in an Agile project?

Apart from prioritizing features based on their business value, early termination of a significant risk can often justify developing a feature early. Similarly, if developing a particular feature early will allow the team to gain significant knowledge about the project or their effort to develop it, they should consider developing that feature early. Cost and time requirements alone are not used to prioritize features

One of the senior team members, who is the best performer in your project, plays favorites. A few of the other team members who work closely with this team member have gotten exceptionally good appraisal reports in the past, even though they may not have deserved them. As the Agile coach, what do you need to actively do?

As Agile coach, you need to speak to the senior team member and ask for all appraisals to be done in an objective manner. The other options are incorrect. Ignoring the matter will not help solve it. The other two options are likewise impractical.

As team leader, Walter must interact with the customer frequently. What is one significant requirement of the team leader with respect to communication?

As a team leader or agile project manager, you must facilitate communication between the development team and customer to ensure that requirements are understood and implemented correctly. One of the four Agile Manifesto values underscores customer collaboration. The team leader must facilitate this collaboration to deliver value.

You have just been assigned a new project. As an Agile project leader, which of the following should be your first focus?

As an Agile project leader, first focus on how you can create a team that is cross-functional and 100% dedicated to one team. Even if it means just getting key team members to work and communicate together on a daily basis, that is a step in the right direction toward agility.

Before starting to plan a release, it is important to know the criteria by which the project will be evaluated as a success or a failure. This is captured in the:

As leading indicators of whether a project is likely to achieve its goals, most projects use the triumvirate of schedule, scope and resources. For most projects, this means that the product owner's conditions of satisfaction are defined by a combination of schedule, scope, and resource goals. The conditions of satisfaction is the correct answer to the question because it overarches all three attributes and more.

Throughout the Sprint, Development Team tracks the remaining work and the trend. At a minimum, the remaining work must be updated

Who is responsible for tracking the total work remaining in the Sprint Backlog to project the likelihood of achieving the Sprint Goal?

Who updates work remaining during the Sprint?

The Product Owner should track the performance of the project at least ...

At any point in time, the total work remaining to reach a goal can be summed. The Product Owner tracks this total work remaining at least every Sprint Review. The Product Owner compares this amount with work remaining at previous Sprint Reviews to assess progress toward completing projected work by the desired time for the goal. This information is made transparent to all stakeholders.

Who monitors the remaining work of the Product Backlog?

The Scaled Scrum Daily Scrum relates to the Daily Scrum in each Scrum Team by ......

At least every Scaled Scrum Daily Scrum, the Scaled Scrum Sprint Backlog should be adjusted to reflect the current understanding of the work of the Scrum Teams within the Scaled Scrum. The individual Scrum Teams then take back issues and work that were identified during the Scaled Scrum Daily Scrum to their individual Scrum Teams for planning inside their individual Daily Scrum events

Which of the following is a term used for a person who has various depths of specialization in multiple skills required by the team?

Broken Comb is a person who has various depths of specialization in multiple skills required by the team.

In iteration-based Agile, the product owner often works with the team to prepare some stories for the upcoming iteration, during one or more sessions in the middle of the iteration. The purpose of these meetings is to groom enough stories so the team understands what the stories are and how large the stories are in relation to each other. This is also known as:

Backlog grooming is also known as backlog refinement. In iteration-based Agile, the product owner often works with the team to prepare some stories for the upcoming iteration during one or more sessions in the middle of the iteration. The purpose of these meetings is to groom enough stories so the team understands what the stories are and how large the stories are in relation to each other.

What do we mean by "backlog grooming"?

Backlog grooming, also known as backlog refining, involves adding, removing, and prioritizing stories in the product backlog. The purpose of refinement is to help the team understand what the stories are and how large the stories are in relation to each other.

Which of the following refers to the progressive elaboration of project requirements and the ongoing activity in which the team collaboratively reviews, updates, and writes requirements to satisfy the needs of the customer request?

Backlog refinement refers to the progressive elaboration of project requirements and the ongoing activity in which the team collaboratively reviews, updates, and writes requirements to satisfy the needs of the customer request.

Which of the following models shows that during the feasibility phase of a project, a schedule estimate is typically as far off as 60% to 160% and after the requirements are written, the estimate might still be off +/-15% in either direction?

Barry Boehm drew the first version of what Steve McConnell later called the "cone of uncertainty". The cone of uncertainty shows that during the feasibility phase of a project a schedule estimate is typically as far off as 60% to 160%. That is, a project expected to take 20 weeks could take anywhere from 12 to 32 weeks. After the requirements are written, the estimate might still be off +/-15% in either direction. So an estimate of 20 weeks means work that takes from 17 to 23 weeks.

The Scrum Master may not be a Scrum Master in one or more of the Scrum Teams in that Scaled Scrum.

Be very attentive at the real exam. The question contains the word "may not". The Scrum Master may be a Scrum Master in one or more of the Scrum Teams in that Scaled Scrum.

Pick the response which is NOT a characteristic of the agile validation process.

Because each iteration typically produces a working product that is built and integrated and iterations are typically two to four weeks in length, there is frequent verification and validation to ensure product quality. Verification is the confirmation that a product performs as specified by a customer (e.g. as indicated by a user story) and validation is the confirmation that a product behaves as desired (i.e., meets the customer's need). Sometimes a product may be built and integrated to specification - that is, it can be verified - but it does not meet the intent of the customer - that is, it cannot be validated.

What process, performed frequently, helps ensure high product quality?

Which of the following methodology involves a system design and validation practice that uses test-first principles and English-like scripts?

Behavior-Driven Development (BDD) involves a system design and validation practice that uses test-first principles and English-like scripts.

Most projects with multiple teams benefit from establishing a common estimating baseline at the start of the project. Which of the following approaches would you recommend for establishing a common estimating baseline?

Both approaches are recommended; benchmarking on user stories from the past project and collaboratively estimating new stories.

Which of the following is correct about project and team charters?

Both project and team charters are optional project artefacts and the project team and the servant-leader determines if formal charting is required. A project charter documents the project objective while the team charter documents how the team members will interact.

Which of the following techniques doesn't help in identifying underlying root cause of a given problem?

Brainstorming can be used to identify root causes by generating a number of divergent ideas. This is usually an underpinning technique for more accurate root cause analysis techniques such as Five Whys and Fishbone diagrams.

Which of the following activities can be used to close a retrospective?

Brainstorming, Five Whys, and Fishbone diagrams are analysis techniques used during the retrospectives and not as a closing activity. Appreciations is one of the recommended closing activities.

You have been assigned to lead a complex project. Which of the following types of people would be your LAST choice to be included in your team?

Broken Comb, also known as Paint-Drip, is a person who has various depths of specialization in multiple skills required by the team. A T-shaped person is the one who has deep area of specialization and broad ability in the rest of the skills required by the team. These are the kinds of people you would like to have in your team in order to form a cross-functional Agile team.

What does Shu from the Shuhari developmental master model roughly translate to in English?

Bruce Tuckman first proposed the Forming - Storming - Norming - Performing model of group development in the mid 1960s. "Forming" is when the team meets and initially learns about the project and its associated goals, objectives, challenges, and scope. "Storming" is the next level of a team's maturation and where some team members begin to develop maladaptive behavior toward one another. Some project teams never progress beyond the storming phase, however good agile leaders always can overcome the challenges associated here and matriculate into the next phase. In "Norming," team members figure out how to work together in a cooperative manner, however, the team is still too immature to discuss and face more provocative challenges like a strong agile team. In the "Performing" phase, the project team is knowledgeable, mature, and enabled. Team members are independent, can make decisions, and can handle conflict to get the job done! Stuart and Hubert Dreyfus, while at Cal-Berkeley in the early 80s, wrote an influential report regarding a theory now known as the Dreyfus Model of Skill Acquisition. As a student acquires skills through formal instruction and practice, he or she advances through five distinct stages: novice, competence, proficiency, expertise, and mastery. The novice stage is where the student strictly follows rules or plans and uses no critical thinking to make discretionary judgments. Competence is where the student begins to formulate routines, makes an effort to plan ahead, and has some advanced perception about reaching goals. The proficiency stage is where the student now has a holistic view of an effort and can begin to prioritize and strategize among a project's decisions. In the expert stage, the student transcends the rigid structure of the normal rules and is almost clairvoyant on what decisions should precede and follow each other. Shuhari is a Japanese martial art concept used to describe the mastery of a subject. In English, Shuhari translates loosely to protect and obey (Shu); detach and digress (Ha); and leave and separate (Ri). Similar to the Dreyfus model of skill acquisition, Shuhari involves the mastery of a skill where the student first learns traditional wisdom, breaks with tradition where it makes sense, and then reaches transcendence where new art and skills are created.

Which of the following statements is an example of feature buffering on an Agile project?

Buffering a project with features means we tell our customers, "We'll get you all the functionality in this pile and hopefully some of the functionality in that pile." Project buffering requires classifying features as mandatory and optional.

You are leading an Agile team. For the last two iterations, the team wasn't able to complete planned stories. Upon investigation, you found out that team frequently got interrupted to do bug fixes. What should you do now?

Bug fixing work must be added to the product backlog where it should get prioritized.

A general principle in Agile Product Development is

Build a lean version of crucial features and test the market before adding more features

According to the Agile principles, all of the following are important factors to be considered when forming an Agile team EXCEPT:

Build projects around motivated individuals. Give them the environment and support they need and trust them to get the job done. Agile teams are supposed to be self-organizing and to work as a unit, developing a team RACI doesn't support this view.

A good practice of quality in Scrum is

Building the quality into the Product from the beginning is a good practice because it eliminates the potential of late rework and pushes the Product one step ahead towards the releasable quality

Who is responsible for the Burn-down chart and Gantt chart in Scrum?

Burn-down chart and Gantt chart are not mandatory in Scrum

What does Burn-down Chart show?

Burn-down chart is a graphical representation of work left to do versus time. The outstanding work (or backlog) is often on the vertical axis, with time along the horizontal. That is, it is a run chart of outstanding work. It is useful for predicting when all of the work will be completed.

Which of the following are optional in Scrum? (Choose two answers)

Burn-down charts and Velocity are not mandatory in Scrum

The Product Owner should use burn-down charts to track progress.

Burn-down charts are very common for tracking and representing progress, but they are not mandatory, and the Product Owner can use other tools/techniques as well.

How do Kanban boards help in increasing productivity and quality?

By allowing the team to work on the highest priority items, Kanban boards allow the team to do minimal work to deliver highest possible value. Kanban boards also help in increasing productivity and quality by limiting work in progress.

Which statements are correct about Sprint Retrospective meeting?

By the end of the Sprint Retrospective, the Scrum Team should have identified improvements that it will implement in the next Sprint. Implementing these improvements in the next Sprint is the adaptation to the inspection of the Scrum Team itself. Although improvements may be implemented at any time, the Sprint Retrospective provides a formal opportunity to focus on inspection and adaptation.

Which of the following best defines collaboration?

Collaboration is a key soft skill negotiation skill. It involves working in groups to create ideas, solve problems, and produce solutions.

Which of the following attributes of an Agile team facilitate better communication and improve team dynamics?

Collocation facilitates better team communication and improves team dynamics. [

Once you collect all product requirements, you applied the MoSCoW method. Which of the following MoSCoW results will help you define a minimum viable product (MVP)?

Completeness and delivery are subjective. A team may choose to deliver a minimum viable product (MVP) by developing only the "must have" features. Applying MoSCoW rules to project requirements ensure that the highest valued business requirements/features are developed first.

Who determines the "Conditions of Satisfaction" for the user stories?

Conditions of Satisfaction is the criteria that is used to gauge the success of a deliverable. Since the product owner has the ultimate responsibility of the project, the product owner provides the Conditions of Satisfaction.

Which of the following is NOT a recognized Agile metric for user stories?

Conditions of satisfaction are the criteria user stories need to meet in order to mark them as complete. This is not an Agile metric. Metrics such as ideal time, story points and cycle time can be quantified.

A user story on your travel reservation system development project states that, "As a user, I want to be able to cancel a reservation." In discussing this story with the product owner, the developers discover the following conditions associated with the story: a user who cancels more than 24 hours in advance gets a complete refund; a user who cancels less than 24 hours in advance is refunded all but a $25 cancellation fee. What are these conditions called?

Conditions of satisfaction is the criteria that is used to gauge the success of a deliverable.

You have recently been hired by a major airport operator to head its project management office. The PMO has been following a waterfall-based project management approach consistently across all projects. You want to pilot Agile approaches on a couple of new projects and see how these approaches can benefit the organization. However, the team members are not experienced in the use of Agile approaches. What should you do first?

Consider starting by training team members in the fundamentals of the Agile Mindset and principles. If the team decides to use a specific approach such as Scrum or Kanban, provide a workshop on that approach so that team members can learn how to use it.

The end users are the most important stakeholders for the Product Owner.

Considering the end users as the most important stakeholder helps increasing value

How often are information radiators updated?

Constantly is the best answer. Information radiators should be updated whenever the posted data has changed to keep all team members and stakeholders up to date.

Which of the following scheduling techniques is typically used on Agile projects?

Critical path method, critical chain method, and precedence diagramming method are scheduling techniques used in predictive approaches. Agile approaches include iterative scheduling, on-demand scheduling, and pull-based scheduling.

Which of the following is critical for delivering finished work in the shortest possible time, with higher quality and without external dependencies?

Cross-functional teams consists of team members with all the skills necessary to produce a working product. Cross-functional teams are critical because they can deliver finished work in the shortest possible time, with higher quality, without external dependencies.

Which of the following Crystal methods would you consider if the project has a low criticality rating and has a small Agile team assigned?

Crystal Clear is the simplest method in the Crystal Family of methods. This method is advisable for projects with a low criticality rating and smaller Agile teams.

You have recently been hired as a consultant to help define project management methodology for an airport operator. You realize that each project may require a slightly tailored set of policies, practices and processes in order to meet the project's unique characteristics. For example, replacing a document management system requires a different approach than constructing an aircraft hangar. Which of the following Agile frameworks can help you develop project management methodologies based on project criticality and number of people involved?

Crystal is a family of methodologies. Crystal methodologies are designed to scale, and provide a selection of methodology rigor based on project size (number of people involved in the project) and the criticality of the project.

How does an organization know that a product built through Scrum is successful? (choose 2 answers)

Customer and end user satisfaction is important. It's not an abstract measure like lines of code or velocity.There can be some KPIs for measuring the value of the releases, and when improved, will show our success.Increased velocity is desired, but it's not directly connected to value and can be misleading. That's the same with production cost.It's mandatory to deliver an Increment every Sprint.

How can the success of the project be evaluated? (choose 2 answers)

Customer and end-user satisfaction is important. It's not an abstract measure like lines of code or velocity.There can be some KPIs for measuring the value of the releases, and when improved, will show our success.Increased velocity is desired, but it's not directly connected to value and can be misleading. That's the same with production cost.It's mandatory to deliver an Increment every Sprint.

Empathy is a valuable human emotion for generating trust in a team. What types of empathy on an agile project can help build trust?

Customer-programmer empathy and programmer-tester empathy help generate team trust on an agile project.

An Agile team wants to contract out part of the project's scope of work. A fixed-price contract hedges their financial risk but doesn't provide the required agility in the relationship. A time and material contract provides the required agility but doesn't hedge the financial risk. Due to the complexity of the project, agility is required but the team wants some degree of control over the costs. What do you recommend?

Customers incur unwanted risk from a traditional time and material or cost reimbursable arrangement. On the other hand, suppliers incur unwanted risk from a fixed-price arrangement. One alternative is to limit the overall budget to a fixed amount using a not-to-exceed time and materials contract. [

You are leading an Agile project. The team has proposed using a Kanban board to manage the team's work in progress and spot bottlenecks. The following work flow has been agreed on for the Kanban board: Ready -> Develop and Unit Test -> Dev-Done -> System Test -> Done. According to this Kanban board, the cycle time of an item is the:

Cycle time is from the time you start a task until you complete it. This is represented by the time an item enters "Develop and Unit Test" bin till the time it enters the "Done" bin. Time required for the customer delivery is not included in the cycle time.

The feature buffering process helps in mitigating the risk of schedule slippages on projects applying the Dynamic Systems Development Method. According to the MoSCoW rules, what is the recommended size of the feature buffer in comparison to the project duration?

DSDM projects create a feature buffer equivalent to 30% of the duration of the project.

Which two of the following is true about Daily Scrum?

Daily Scrum has maximum 15 minutes duration and entire Dev Team participates in the meeting. PO and SM may be at this meeting but it is prohibited for them to ask questions or clarifications at this meeting (in case they are not members of Dev Team)

During which of the following Agile events does an Agile team meet to discuss the ongoing work plan and make any adjustment to the work plan as required and address any impediments to work?

Daily Scrums are brief, daily collaboration meetings in which the team reviews progress from the previous day, declares intentions for the current day, and highlights any obstacles encountered or anticipated. Also known as daily standups.

What are the common outcomes of Daily Scrums? (choose 2 answers)

Daily Scrums improve communications, eliminate other meetings, identify impediments to development for removal, highlight and promote quick decision-making, and improve the Development Team's level of knowledge. This is a key inspect and adapt meeting.

One of the 12 Agile principles states that, "The most efficient and effective method of conveying information to and within a development team is face-to-face conversation". Which of the following Agile techniques help achieve this?

Daily standups require collocated team members to meet face-to-face, share progress and make team commitments.

A project team is currently building a warehouse management system. Due to the complexity of the project and ambiguous requirements, the team decided to adopt an Agile management approach. If a higher rate of management process improvement is required by the project team, which of the following can help achieve this objective?

Deferring the development until the design is complete is a waterfall approach. Using a Kanban board can help managing the work but frequent retrospectives can really facilitate process improvement by allowing the team to brainstorm on what went well and what went wrong.

Definition of "Done" is

Definition of "Done" initially defined per product by Scrum Team, but may change throughout the product development duration. At Sprint Retrospective Team may discuss changes in Definition of Done

Product Owner needs to approve the definition of Done

Definition of Done is created by Development Team and nobody can't approve or reject it.

Which statement is least accurate about the definition of "Done"?

Definition of Done is created by the Development Team

This is used by the Product Owner to identify unfinished work at the end of the Sprint

Definition of Done is used by entire Scrum Team to identify unfinished work

Which of the following Agile terms means an agreed-upon condition, when satisfied, means a feature is complete?

Definition of done (DoD) is a checklist of all the criteria required to be met so that a deliverable can be considered ready for customer use.

You are leading an Agile project. Some of the team members are complaining that a couple of functional managers are constantly interrupting the project work and pulling out resources to compete routine business work. What should you do?

Delaying the resolution until next retrospective is not recommended. The best thing to do is to collaborate with the functional managers and negotiate other workable solutions. Escalating to the product owner or barring the team to entertain the functional managers are not the solutions to this problem.

According to the Kano model, which of the following statements regarding the "delighters" is incorrect?

You are leading a project that was initiated as a result of your organization's Blue Ocean Strategy. The product of the project will have features that have never been developed by anyone. These features are supposed to serve the unknown needs of the customers. According to the Kano model, these features are known as:

Delighters are those features that provide great satisfaction, often adding a price premium to a product. However, the lack of an exciter or delighter will not decrease customer satisfaction below neutral as in the case of "must-have" features, also known as the threshold features. In fact, exciters and delighters are often called unknown needs because customers or users do not know they need these features until they see them.

Choose 3 activities which may be the responsibilities of the Product Owner

Designing the software is part of the development and should be done by the developers. They are self-organized and make technical decisions, and volunteer for tasks (assign them to themselves). Estimation is the responsibility of the developers because they are the people who will develop the item. The rest is done by the Product Owner."

Pick 3 activities that can be the responsibilities of the Product Owner.

Choose 3 activities that are the responsibilities of the Development Team in Scrum:

Designing the software is part of the development and should be done by the developers. They are self-organized and make technical decisions. Estimation is the responsibility of the developers because they are the people who will develop the item. The rest is done by the Product Owner.

Choose 3 activities which are the responsibilities of the Development Team in Scrum:

You are managing an Agile team developing a high-tech gadget for the organization. The gadget will monitor and report on different aspects of the business and report performance. If you want to assume a servant-leader role, how should you respond to team conflicts?

Developing a structured conflict management approach is not Agile. Withdrawing or escalating all conflicts is not in line with philosophy of servant-leadership. Servant-leaders should become impartial bridge-builders and coaches, rather than making decisions for which others should be responsible.

A project team that has managed all of its past projects on waterfall has recently kick-started their first Agile project. Due to the lack of a formal communications and resource management plan, the team is currently having issues due to lack of clear working agreements for the team. What needs to be done?

Developing detailed project plans are not recommended in Agile. The Agile team charted should be enough to resolve this issue.

A Development Team gets into a situation in which a conflicting team member's behaviour causes issues to the progress. Who is responsible for removing the issue?

Development Team members are self-organizing. No one (not even the Scrum Master) tells the Development Team how to turn Product Backlog into Increments of potentially releasable functionality. This means that all conflicts inside Dev Team should be resolved by Development Team

Which of the following roles can set the definition of "Done"?

Development Teams deliver an Increment of product functionality every Sprint. This Increment is usable, so a Product Owner may choose to immediately release it. If the definition of ""Done"" for an increment is part of the conventions, standards or guidelines of the development organization, all Scrum Teams must follow it as a minimum. If ""Done"" for an increment is not a convention of the development organization, the Development Team of the Scrum Team must define a definition of ""Done"" appropriate for the product. If there are multiple Scrum Teams working on the system or product release, the Development Teams on all the Scrum Teams must mutually define the definition of ""Done"".

The Product Owner is accountable for the result and therefore should have the final say over the definition of "Done".

What does the Development Team do during the first Sprint? (select all that apply)

The Product Owner is responsible for the definition of "Done".

Development Teams deliver an Increment of product functionality every Sprint. This Increment is usable, so a Product Owner may choose to immediately release it. If the definition of "Done" for an increment is part of the conventions, standards or guidelines of the development organization, all Scrum Teams must follow it as a minimum. If "Done" for an increment is not a convention of the development organization, the Development Team of the Scrum Team must define a definition of "Done" appropriate for the product. If there are multiple Scrum Teams working on the system or product release, the Development Teams on all the Scrum Teams must mutually define the definition of "Done".

Which of the following describes the definition of "Done"? (choose two answers)

Development Teams deliver an Increment of product functionality every Sprint. This Increment is usable, so a Product Owner may choose to immediately release it. If the definition of "Done" for an increment is part of the conventions, standards or guidelines of the development organization, all Scrum Teams must follow it as a minimum.When a Product Backlog item or an Increment is described as "Done", everyone must understand what "Done" means. Although this may vary significantly per Scrum Team, members must have a shared understanding of what it means for work to be complete, to ensure transparency. This is the definition of "Done" for the Scrum Team and is used to assess when work is complete on the product Increment.

During the Daily Scrum, a team member says he doesn't know when his task will be complete

Development Teams have the following characteristic: - They are self-organizing. No one (not even the Scrum Master) tells the Development Team how to turn Product Backlog into Increments of potentially releasable functionality

If a member of the development team expressed their concerns to the Scrum Master about system performance issues of certain backlog items, what should the Scrum Master do?

The Product Owner shouldn't allow the Development Team start developing without having the tasks identifies and assigned.

Who assigns tasks to the developers?

Development Team is a self-organising team. It means

Development Teams have the following characteristics: They are self-organizing. No one (not even the Scrum Master) tells the Development Team how to turn Product Backlog into Increments of potentially releasable functionality; Development Teams are cross-functional, with all the skills as a team necessary to create a product Increment; Scrum recognizes no titles for Development Team members, regardless of the work being performed by the person; Scrum recognizes no sub-teams in the Development Team, regardless of domains that need to be addressed like testing, architecture, operations, or business analysis; Individual Development Team members may have specialized skills and areas of focus, but accountability belongs to the Development Team as a whole.

Pick 3 activities that are the accountability of the Development Team

Which of the following Agile techniques requires splitting a user story or feature into smaller, easier-to-estimate pieces?

Disaggregation refers to splitting a story or feature into smaller, easier-to-estimate pieces.

Which of the following Agile techniques is a process decision framework that enables simplified process decisions around incremental and iterative solution delivery?

Disciplined Agile is a process decision framework that enables simplified process decisions around incremental and iterative solution delivery.

You are reviewing the product backlog of an online collaboration tool and find out that most of the user stories have been assigned story points in the range of 10 to 30. Some of the user stories are typical for most of the projects you have led so far in your previous organization, however those user stories were assigned story points in the range of 50 to 150. What should you do?

Disregard how previous projects assigned story points to user stories and check if the relative values of story points on this project make sense. The raw value we assign is unimportant. What matters are the relative values. A story that is assigned a 20 should be twice as much as a story that is assigned a 10. It does not matter if earlier projects assigned these user stories 120 and 60 story points respectively.

A software vendor on your project is hoping to be awarded a contract providing software for another project at your company. You are not leading the other project. However, the vendor offers you tickets to an upcoming professional sports event if you will "put in a good word" for his company to the vendor selection team of the other project. What do you do?

Do not accept the tickets that are offered and notify the appropriate management of the situation. By offering an incentive to you to help the vendor win more business from your company, the vendor has effectively offered a bribe. PMI's Code of Ethics prohibits Agile practitioners from accepting bribes, and further requires them to notify the appropriate management of any unethical conduct.

You have recently been hired by an organization that is new to Agile approaches. You find out that some of the teams have developed detailed release plans and do not require iteration planning. However, they do fine-tune the release plan on a daily basis. What is your view on this?

Do not make the mistake of thinking that a release plan makes an iteration plan unnecessary, or the other way around. The release, iteration, and daily plans each cover a different time horizon with a different level of precision and each serves a unique purpose.

Which of the following is a critical consideration for Agile teams?

Do not plan on following the "perfect" Agile process, but instead look for the results. When a cross-functional team delivers finished value often and reflects on the product and process, the team is agile. It does not matter what the team calls its process. Servant-leadership is a critical element of Agile approaches.

When developing project timelines, which of the following adds the LEAST value to the timeline?

Due the number and size of user stories, color coding user stories is not recommended. If the team desires to classify by product functionality, color coding by themes would be a more appropriate approach. The rest of the choices are all acceptable.

A variation between story points completed and the story points planned on a burndown chart can indicate a number of things. Which of the following is usually not a cause of such variations?

Duration of the iteration should not have any effect on the variation as iterations with both shorter and longer iterations can face variations. Variations can occur due to either underestimation or waste. Multi-tasking, and team unavailability can cause waste. Large and complex stories can be underestimated.

Which of the following Agile techniques uses polling to collect data about how people view their participation in the retrospective?

During an ESVP activity, each participant anonymously reports his or her attitude toward the retrospective as an Explorer, Shopper, Vacationer, or Prisoner. A histogram of this data is then created and used to guide a discussion about what the results mean for the group.

You and your Agile team are currently making team commitments regarding what features will be progressed or completed prior to the next planning meeting. Which meeting is this?

During daily planning teams make, assess, and revise their daily plans. During daily meetings, teams constrain the planning horizon to be no further away than the next day, when they will meet again. Daily meetings are also used to make team commitments.

Which of the following Agile tools is not targeted toward identifying problems and bottlenecks?

During daily standups each team member gets an opportunity to discuss any impediments to his/her work. Kanban boards visually show the team's WIP and highlight bottlenecks. The team discusses what went right and what went wrong during retrospectives. Product backlog in itself is least helpful in identifying any bottlenecks or issues.

In this event, the Scrum Team adapts the definition of done

During each Sprint Retrospective, the Scrum Team plans ways to increase product quality by improving work processes or adapting the definition of "Done", if appropriate and not in conflict with a product or organizational standards.

Scrum Team adapts the Definition of Done during

The Product Owner has doubts about the quality of the definition of "Done". What should s/he do?

You are your Agile team are currently discussing the variation and the causes of variation between the expected velocity and the observed velocity. Which Agile meeting is this?

During iteration retrospectives, Agile teams analyze their progress and share lessons learned. Retrospectives allow the teams to learn about, improve, and adopt their processes.

What is the activity called when a team constructively criticizes its performance for the purpose of improving performance going forward?

During reflection or retrospectives, an agile team reserves time to reflect on the work it has completed with the objective of continuous improvement. In these self-assessment/team-assessment events, topics can include: lessons learned from successes and failures; team standards that worked, failed, or were not properly followed; and other areas of improvement.

Which of the following planning activities is NOT part of release planning?

During release planning we do not want to create a plan that indicates which resources will be assigned to which tasks or the sequence in which work will be performed within an iteration. Creating a plan with that level of detail is dangerous and misleading during release planning.

Which questions are not discussed at the Scaled Scrum Daily Scrum? Select all that apply

During the Scaled Scrum Daily Scrum, attendees should focus on each team's impact on the Integrated Increment and discuss: Was the previous day's work successfully integrated? If not, why not? What new dependencies or impacts have been identified? What information needs to be shared across teams in the Scaled Scrum?

The key stakeholders invited to the Sprint Review to

During the Sprint Review, the Scrum Team and stakeholders collaborate about what was done in the Sprint. Based on that and any changes to the Product Backlog during the Sprint, attendees collaborate on the next things that could be done to optimize value. This is an informal meeting, not a status meeting, and the presentation of the Increment is intended to elicit feedback and foster collaboration.

Which statement is correct when the developers are working in the middle of the Sprint?

During the Sprint, as more is learned, the scope may be clarified and re-negotiated between the Product Owner and Development Team. This is mainly focused on the interpretation of the Product Backlog items and the tasks created by decomposing them.

Which two statements are correct during the Sprint?

Which statement is right during the Sprint?

During the Sprint: No changes are made that would endanger the Sprint Goal; Quality goals do not decrease; The scope may be clarified and re-negotiated between the Product Owner and Development Team as more is learned.

What happens during the Sprint? Select three answers.

During the Sprint: No changes are made that would endanger the Sprint Goal; Quality goals do not decrease; Scope may be clarified and re-negotiated between the Product Owner and Development Team as more is learned.

At the end of a Sprint a Product Backlog items worked on during the Sprint does not meet the definition of "Done". What two things should happen with the undone Product Backlog items?

During the Sprint: - No changes are made that would endanger the Sprint Goal; - Quality goals do not decrease; - Scope may be clarified and re-negotiated between the Product Owner and Development Team as more is learned. Any completed and ""Done"" Product Backlog items are reviewed. If part of the work is potentially releasable, the Product Owner typically accepts it. All incomplete Product Backlog Items are re-estimated and put back on the Product Backlog.

A Product Owner is essentially the same role as a traditional Project Manager?

Duties of a Project Manager are distributed to Product Owners, Scrum Masters and the rest of the Teams. The first group from this list is responsible for maximizing the value of a Sprint through a Development Team.

A Product Owner is essentially the same thing as a traditional Project Manager?

Duties of a Project Managers are distributed to Product Owners, Scrum Masters and the rest of the Teams. The first group from this list is responsible for maximizing a value of a Sprint through a Development Team.

Which of the following frameworks is known best for its emphasis on constraint-driven delivery (The framework will set cost, quality, and time at the outset, and then use formalized prioritization of scope to meet those constraints)?

Dynamic Systems Development Method (DSDM) is an Agile project delivery framework initially designed to add more rigor to existing iterative methods popular in the 1990s. DSDM is known best for its emphasis on constraint-driven delivery. The framework will set cost, quality, and time at the outset, and then use formalized prioritization of scope to meet those constraints.

Which of the following Agile approaches is known best because of its emphasis on constraint-driven delivery?

Dynamic Systems Development Method (DSDM) is known best because of its emphasis on constraint-driven delivery.

A Servant leadership role includes

One of the ways that the Scrum Master, as a servant leader, protects the team is by shielding it from interruptions.

There are separate Product Backlogs in multiple Scrum Teams

One product = one Product Backlog

ESVP is an activity commonly used to set the stage of Agile retrospectives. What does ESVP stand for?

ESVP is the abbreviation for Explorer, Shopper, Vacationer, or Prisoner.

Which item is NOT an attribute of the Product Backlog?

Each Product Backlog has a description (e.g. in the "user story" format), a business value used for ordering, and an estimate of the amount of effort.

If there are 60 developers for a Scrum project, how should they be divided into teams?

Each Scrum team can have a maximum of 9 members. When more developers are required, multiple teams can work on the same product and it will be called Scaled Scrum.The developers are self-organized and decide how to form the teams.

Scrum does not scale to large teams

Each Scrum team should have a maximum of 9 members (optimal). When more developers are required, multiple teams can work on the same product and it will be called Scaled Scrum. The developers are self-organized and decide how to form the teams.

The maximum duration of one Sprint may be more than one month

Each Sprint may be considered a project with no more than a one-month horizon. Like projects, Sprints are used to accomplish something. Each Sprint has a goal of what is to be built, a design and flexible plan that will guide building it, the work, and the resultant product increment.

A new Sprint starts immediately after the conclusion of the previous Sprint

Each new Sprint starts immediately after the conclusion of the previous one; there's no time between two Sprints.

Agile Product Development recommends

Early and Frequent release provides more opportunities for valuable feedback. Quarterly release cycle is a good practice but not mandated by Scrum. Scrum encourages much shorter releases.

Earned value in Agile is:

Earned value in Agile is based on finished features. This is shown through a product backlog burnup chart that shows completed work compared to total expected work at interval milestones or iterations.

Return on investment (ROI) is commonly used to measure the financial benefits of an investment. Economists and financial analysts, especially for long-term investments, generally do not prefer this method because:

Economists and financial analysts generally use alternative approaches to measure financial benefits such as IRR and NPV since the ROI measure doesn't factor in the time value of money.

You are leading a five year long project. Your cost analyst reported that the accounting rate of return is 50% which can only be realized at the end of the project. You are not sure how meaningful that information is as the inflation rates haven't been factored in by the cost analyst. Which of the following financial measures will produce a more reliable estimate in this situation?

Economists and financial analysts generally use alternative approaches to measure financial benefits such as IRR and NPV since the accounting rate of return measure doesn't factor in time value of money.

Rachel is going over the agile knowledge and skill area of communications management. Which of the following is the best definition of communications management?

Effective communication is a cornerstone of agile. Communication is the act of transferring information among various parties. Communications management is a knowledge and skill area of agile that highlights this importance. PMI has several definitions regarding communications management and agile builds on top of these to add its own perspective: 1) Communications Planning: Determining the information and communication needs of the projects stakeholders 2) Information Distribution: Making needed information available to project stakeholders in a timely manner, 3) Performance Reporting: Collecting and distributing performance information. This includes status reporting, progress measurement, and forecasting, and 4) Managing Stakeholders: Managing communications to satisfy the requirements and resolve issues with project stakeholders. From an agile perspective: communication among the team is built into the process and facilitated through collocation, information radiators, daily stand-up meetings, retrospectives etc.; Although it is hoped that the product owner, customer, and user can be heavily involved with the project and also use these communication techniques, a plan for conveying information to stakeholders may be needed if this is not the case.

Which of the following helps an agile team promote simple and effective communication?

Roger as an experienced agile team leader is keen on having an empowered team. What does an empowered team mean?

Empowered teams - ones that are self-organizing and know how to solve problems with minimal management involvement - are a cornerstone of the agile methodology. An agile team feels empowered when it collectively assumes responsibility for the delivery of the product (i.e., taking ownership).

What type of team takes ownership of a product and requires minimal management supervision?

Of the following, select the rationale for why an empowered team considered an important team attribute in agile?

Empowered teams - ones that are self-organizing and know how to solve problems with minimal management involvement - are a cornerstone of the agile methodology. This is the antithesis to the classic viewpoint of the traditional project manager who is seen as someone that controls all decisions and delegates tasks to a team with little feedback. An agile team must include all members and stakeholders to make decisions, and make decisions expediently. Because it is essential that the user/customer be involved with development, it is encouraged that the user/customer is closely integrated with the agile team with collocation/on-site support being ideal. An agile team feels empowered when it collectively assumes responsibility for the delivery of the product (i.e., taking ownership).

You have recently noticed that many of the daily team stand-ups are turning into a status meeting and swaying away from the stand-up principles. You think this is more of a facilitation issue than a team issue. Which of the following might help you in this situation?

Encouraging team members to facilitate the stand-ups instead of the project manager or the leader ensures the stand-ups do not turn into status meetings, but instead are used as a time for the team to self-organize and make commitments to each other.

The Product Owner is using split testing to measure the end users' satisfaction, to judge the success of the project and use the information for the remaining Sprints. Is it a right way of product ownership in Scrum?

End users are the most valuable customers to measure satisfaction of new Product

During a Sprint Review, the stakeholders notice that the product development progress is not very clearly visible and lacked transparency. Moreover, they are not able to understand the team's next steps. Who bears the primary responsibility for this status?

Entire Scrum Team is responsible for "how they planned and performed their work". So, if there was a question about who is responsible for failure or success of scrum work, the answer is the Scrum Team for sure. The Scrum Master of course needs to help the Product Owner in coaching the techniques for better backlog management, increasing the transparency of backlog, and more. So, the Scrum Master's responsibility is to coach the team to adhere to Scrum and its principles. However, Scrum Master does not bear the primary responsibility for those items that are clearly owned by specific role. There are clearly defined responsibilities for each role as well. In this case, the question is - who is responsible for a specific activity of backlog management including its transparency. Following are the guidance from Scrum Guide as to this subject: ------ - The Product Owner is the sole person responsible for managing the Product Backlog. - Product Backlog management includes Ensuring that the Product Backlog is visible, transparent, and clear to all, and shows what the Scrum Team will work on next - The Product Owner is responsible for the Product Backlog, including its content, availability, and ordering - The Product Owner discusses the Product Backlog as it stands. He or she projects likely completion dates based on progress to date ------ So, for this question, the best choice is the "Product Owner"

Who is responsible for crafting the Sprint Goal at the Sprint Planning?

Entire Scrum Team is responsible for crafting Sprint Goal

A Product Owner can send a representative to the Sprint Review

Entire Scrum Team must be present at Sprint Review, include Product Owner. PO can't send his representative to this event

Your organization has a standing ethics review committee, and you are a member of this committee. A complaint has been filed against a project leader for allegedly violating a number of company policies. If the allegations are proved, they would be terminated for cause. During the investigation, their boss has been uncooperative. He asked the committee investigators not to contact his employee directly and has tried to slow down the process of investigation. What should you do?

Escalate the issue to the appropriate management. PMI requires Agile practitioners to report known instances of wrong doing to the appropriate management. However, the actions that are taken by the organization investigating the complaint must be in line with that organization's own policies. Only the management of the organization can interpret or apply those rules.

Which of the following questions are asked in Scaled Scrum Retrospective? Select all that apply

Every Scaled Scrum Sprint Retrospective should address the following subjects: Was any work left undone? Did the Scaled Scrum generate technical debt? Were all artifacts, particularly code, frequently (as often as every day) successfully integrated? Was the software successfully built, tested, and deployed often enough to prevent the overwhelming accumulation of unresolved dependencies?

Which of the following statements is most accurate?

Every project needs a project charter so the project team knows why this project matters, where the team is headed and what the project objective is.

No one attends the Sprint Planning but the Scrum Team.

Everyone is free to "attend" the meetings, as long as they don't "participate".

Which of the following is the single source of requirements for all changes to the product?

Everything we might want to apply to the product, including changes, are reflected in the Product Backlog. It's high-level, but contains everything

Agile approaches promise better user experience of project deliverables in comparison to the traditional waterfall-based approaches. This is due to:

Exhaustive product backlogs are not developed in Agile projects that would be a waterfall approach. Documentation and processes are both lesser valued than a working product. Agile approaches promise better user experience of project deliverables by early and continual involvement of users.

A senior programmer on your Agile team is usually keen on trying and experimenting with new technologies and ideas. As a result of some of her successful spikes, some of the business requirements were delivered earlier than planned. Which ESVP role closely relates to this type of team members?

Explorers are eager to discover new ideas and insights. They want to learn everything they can about the iteration/release/project.

During an ESVP activity, each participant anonymously reports his or her attitude toward the retrospective as an Explorer, Shopper, Vacationer, or Prisoner. Who are the explorers?

Explorers are eager to discover new ideas and insights. They want to learn everything they can about the iteration/release/project.

What is an effective method for improving team collaboration?

Face-to-face communication enhances team collaboration.

One of the Scrum Teams chose to have a Development Team member also playing the role of Scrum Master. A Development Team member cannot also play Scrum Master's role

False. Scrum Master or even Product Owner may be, at the same time, the member of the Development Team

Hanson and his team are using a framework in their agile effort where the team follows a prescriptive five step process that is managed and tracked from the perspective of the product features. Which framework is Hanson's team incorporating into its agile effort?

Feature driven development (FDD) uses a prescriptive model where the software development process is planned, managed, and tracked from the perspective of individual software features. FDD uses short iterations of two weeks or less to develop a set amount of features. The five step FDD process is: 1. Develop overall model; 2. Create the features list; 3. Plan by feature; 4. Design by feature; 5 Build by feature.

Which of the following is bad feature prioritization criteria?

Features should not be prioritized based on a team's assessment of value. This assessment should come from product owners or customers. However, a team may prioritize high risk features.

You are leading an Agile project with a significant number of requirements. You want to group the product features for the product owner. Which of the following will provide the most flexibility to the product owner in prioritizing the requirements?

Features will be sorted based on business value once the product owner prioritizes them. The question is asking for a condition that offers the maximum flexibility to the product owner to choose any feature they think is of high value. The only thing that can prevent this are technical dependencies between features. In order for the product owner to have the most flexibility in prioritizing, features must be written so as to minimize the technical dependencies between them.

How do Agile projects manage quality?

In order to navigate changes, Agile methods call for frequent quality and review steps built in throughout the project rather than toward the end of the project. Recurring retrospectives regularly check on the effectiveness of the quality processes.

You are leading a complex automation system deployment project. The Agile team has decided to deploy the systems in increments of value for delivery and feedback. During each iteration, the team receives feedback about how the product looks and operates. The team members then reflect upon and determine how they can optimize these processes. Which Agile techniques facilitate these activities?

Feedback is received during demonstrations while the reflection is done during retrospectives.

A feeding buffer, like the schedule buffer, protects the on-time delivery of a set of new capabilities. However, which of the following is the main disadvantage of using feeding buffers?

Feeding buffers are created by introducing lag to successor activities. In most cases, adding feeding buffers will extend the expected duration of a project.

Which of the following contract types shares the financial risk between the buyer and the supplier?

Firm fixed-price contracts hedge the buyer's financial risk, while cost plus contracts hedge the supplier's financial risk. Graduated time and material contracts share the financial risk between the two parties.

Which of the following would you avoid during retrospectives?

First and foremost, a retrospect is not about blame; the retrospective is a time for the team to learn from previous work and make small improvements. Major breakthroughs are usually not expected but are welcomed.

Geographically distributed team need virtual workspaces. Which of the following are the techniques generally considered for managing communication in a dispersed team?

Fishbowl windows and remote pairing are communication management techniques used with dispersed teams.

Traditional project management approaches included multiple KPIs that predicted the success of a project. How do we demonstrate success of an Agile project?

For Agile teams, working product is the primary measure of progress.

You have recently been hired in an organization as the database expert on a critical project. The organization is currently managing all of its projects using Agile methodologies. You overheard one of the project managers saying that he values staff utilization over rapid feature delivery to the customer. What is wrong with this?

For this question, two of the choices are irrelevant and should easily be eliminated; "consultation with the database expert for the work allocation" and "filling the database administrator role". Although, the role of the project manager has not been clearly articulated in many Agile frameworks, pragmatic Agile practitioners realize that project managers can add significant value in many situations. In the given scenario, the problem is with the emphasis on staff utilization rather than rapid feature delivery to the customer, which doesn't foster an Agile environment.

During a Sprint Review, the stakeholders notice that the product development progress is not very visible and lacked transparency. Moreover, they are not able to understand the next steps. Who is responsible for this?

From the Scrum Guide: The PO is ensuring that the Product Backlog is visible, transparent, and clear to all, and shows what the Scrum Team will work on next The Product Owner is the Lead Facilitator of Key Stakeholder Involvement. The PO is responsible for identifying the key stakeholders for the product and involving them as necessary throughout the development effort. We will change the explanation to make it more clear.

Who's responsible for Gantt Charts in Scrum?

Gannt chart is not necessary for Scrum

You have been assigned to lead a massive enterprise process reengineering and automation project. Due to the size and complexity of the project a very large team has been formed. How should you approach estimating user stories?

Gathering the entire team in a hall and asking them to estimate all the stories would not only be a challenge but it would be very inefficient. It is possible to play planning poker with a subset of the team, rather than involving everyone. This isn't ideal but may be a reasonable option. The best way to do this is to split the larger team into multiple smaller teams and let each team estimate a subset of stories.

Which of the following is not allowed is Scrum?

Hardening sprints are not a good idea. Viewed from the true spirit of Agile, a surprise additional sprint or a planned buffer sprint is not in alignment with Agile principles of timeboxed development to create a potentially shippable product. If the stories are correctly prioritized, the Definition of Done is unambiguous, and the product backlog is regularly groomed based on business priorities, the teams should be able to complete the development tasks including final integration -- within the planned sprints.

John, as project leader, mentors and coaches his team. He always makes sure to highlight important team achievements. What is John doing when he provides mentoring and coaching?

Having a motivated team is essential for any project, regardless of whether it is agile or not. Motivated teams work together better, have strong productivity, and exceed expectations. Some simple steps to increase motivation are 1) spending quality time together; where team members get to know one another on a personal level to build a sense of community, 2) providing feedback, mentoring and coaching; where team members are congratulated and thanked on jobs well done and also mentored or coached to improve in skill and capability, and 3) empowerment; where the team is empowered to make many key decisions which, along the way, builds trust and shows that leadership believes in the capabilities of the team.

When forming multiple Scrum teams, which two of the following are the most important considerations?

Having proper size in each team and having an effective mixture of skill in each team to avoid dependencies are 2 most important considerations

Under this part of Sprint Planning, the Development Team is more active in planning, and Product Owner is mostly answered and clarify details

Having set the Sprint Goal and selected the Product Backlog items for the Sprint, the Development Team decides how it will build this functionality into a ""Done"" product Increment during the Sprint. The Product Backlog items selected for this Sprint plus the plan for delivering them is called the Sprint Backlog. The Development Team usually starts by designing the system and the work needed to convert the Product Backlog into a working product Increment. Work may be of varying size or estimated effort. However, enough work is planned during Sprint Planning for the Development Team to forecast what it believes it can do in the upcoming Sprint. Work planned for the first days of the Sprint by the Development Team is decomposed by the end of this meeting, often to units of one day or less. The Development Team self-organizes to undertake the work in the Sprint Backlog, both during Sprint Planning and as needed throughout the Sprint. The Product Owner can help to clarify the selected Product Backlog items and make trade-offs. If the Development Team determines it has too much or too little work, it may renegotiate the selected Product Backlog items with the Product Owner. The Development Team may also invite other people to attend to provide technical or domain advice.

All of the following occur in the second part of the Sprint Planning meeting, except

Having set the Sprint Goal and selected the Product Backlog items for the Sprint, the Development Team decides how it will build this functionality into a "Done" product Increment during the Sprint. The Product Backlog items selected for this Sprint plus the plan for delivering them is called the Sprint Backlog. The Development Team usually starts by designing the system and the work needed to convert the Product Backlog into a working product Increment. Work may be of varying size or estimated effort. However, enough work is planned during Sprint Planning for the Development Team to forecast what it believes it can do in the upcoming Sprint. Work planned for the first days of the Sprint by the Development Team is decomposed by the end of this meeting, often to units of one day or less. The Development Team self-organizes to undertake the work in the Sprint Backlog, both during Sprint Planning and as needed throughout the Sprint.

During a retrospective, a team member has reported degrading production quality. What should you do to get to the bottom of this?

Here you want to investigate the root cause of the reported problem. You can do that by analyzing the problem with the team using a fishbone diagram.

Having a high emotional intelligence is important to promote effective communication in an agile team. What is one of the seven components of emotional intelligence as defined by Higgs & Dulewicz?

Higgs & Dulewicz (1999) defines emotional intelligence using seven components: 1) Self-awareness, 2) Emotional resilience, 3) Motivation, 4) Interpersonal sensitivity, 5) Influence, 6) Intuitiveness, and 7) Conscientiousness

An Agile team has a firm release date. As a result of this constraint, not all of the identified features will be developed. In such a situation, which of the following features would you recommend to be dropped from the release plan?

High value features cannot be dropped, this eliminates two of the choices. For the low value ones, the low risk ones are easier to develop. In this situation, the high risk and low value stories can be dropped from the release plan.

It is OK for the items at the bottom of the Product Backlog not to be as clear as those at the top.

Higher ordered Product Backlog items are usually clearer and more detailed than lower ordered ones. More precise estimates are made based on the greater clarity and increased detail - the lower the order, the less detail. Product Backlog items that will occupy the Development Team for the upcoming Sprint are refined so that any one item can reasonably be "Done" within the Sprint time-box. Product Backlog items that can be "Done" by the Development Team within one Sprint are deemed "Ready" for selection in a Sprint Planning. Product Backlog items usually acquire this degree of transparency through the above described refining activities.

Which of the following helps the Product Owner avoid waste in the project?

Higher ordered Product Backlog items are usually clearer and more detailed than lower ordered ones. More precise estimates are made based on the greater clarity and increased detail: the lower the order, the less detail. Product Backlog items that will occupy the Development Team for the upcoming Sprint are refined so that any one item can reasonably be "Done" within the Sprint time-box. Product Backlog items that can be "Done" by the Development Team within one Sprint are deemed "Ready" for selection in a Sprint Planning. Product Backlog items usually acquire this degree of transparency through the above described refining activities.

Ordering the Product Backlog item is part of the Product Backlog refinement.

Higher ordered Product Backlog items are usually clearer and more detailed than lower ordered ones. More precise estimates are made based on the greater clarity and increased detail; the lower the order, the less detail. Product Backlog items that will occupy the Development Team for the upcoming Sprint are refined so that any one item can reasonably be "Done" within the Sprint time-box. Product Backlog items that can be "Done" by the Development Team within one Sprint are deemed "Ready" for selection in a Sprint Planning. Product Backlog items usually acquire this degree of transparency through the above described refining activities.

How much refinement is required for a Product Backlog item? Choose 2 answers

Higher ordered Product Backlog items are usually clearer and more detailed than lower ordered ones. More precise estimates are made based on the greater clarity and increased detail; the lower the order, the less detail. Product Backlog items that will occupy the Development Team for the upcoming Sprint are refined so that any one item can reasonably be "Done" within the Sprint time-box. Product Backlog items that can be "Done" by the Development Team within one Sprint are deemed "Ready" for selection in a Sprint Planning. Product Backlog items usually acquire this degree of transparency through the above-described refining activities.

Sarah, as an agile leader, knows that she should practice with an adaptive leadership style. What are the two dimensions Highsmith uses to define adaptive leadership?

Highsmith defines adaptive leadership as two dimensional: Being agile and doing agile. Being agile includes focusing on cornerstones of agile project management, like incremental delivery, continuous integration, and adapting to changing requirements. Doing agile includes several activities that an agile leader must do: do less; speed-to-value, quality, and engage and inspire.

With respect to agile project management, what term is used to describe "making decisions in an uncertain environment?"

Highsmith defines agile project governance as "making decisions in an uncertain environment."

What is Hoshin Kanri?

Hoshin Kanri is a strategy or policy deployment method. It involves aligning the goals of the company (strategy), with the plans of middle management (tactics) and the work performed on the floor (action).

The Product Owner actively asks for stakeholder input into the Product Backlog

However, a Product Owner is the only person who is responsible for Product Backlog he/she actively asks for stakeholder input into the Product Backlog

You have recently helped an organization transition to Agile. The new Agile teams have started to work in a cohesive and cooperative manner. You are expecting this transition to challenge some of the traditional HR policies in the company, because:

Human resources may notice individual incentives make less sense and managers may struggle with the performance appraisals of self-organizing employees.

Which list below includes the attributes of a good User Story

INVEST good user story should be: - ""I""ndependent (of all others)- ""N""egotiable (not a specific contract for features)- ""V""aluable (or vertical)- ""E""stimable (to a good approximation)- ""S""mall (so as to fit within an iteration)- ""T""estable (in principle, even if there isn't a test for it yet)

Which of the following measures determines the interest rate of a cash flow stream?

IRR determines the interest rate of a cash flow stream at which the present value of the cash flow stream becomes zero.

You are leading an Agile project. A big number of features need to be developed and due to the uncertainty involved the effort level required to develop each feature cannot be reliably estimated. If all of the identified features have to be developed, which of the following techniques can protect the on-time completion of the overall project?

Ideal time and cycle time are irrelevant. Both feature and schedule buffering help in managing scheduling risks. However in this scenario, feature buffering is not applicable as all features need to be developed.

A programmer estimated ideal time for the development of a user story to be five days. If the programmer is assigned another project in parallel, what would be the effect of multi-tasking on the ideal time of the user story?

Ideal time is the amount of time that something takes when stripped of all peripheral activities including waiting time. Multi-tasking will not impact the ideal time for the user story. However, the elapsed time (actual duration from start to finish) will be impacted.

A team is new to Agile approaches and is currently struggling with the new concepts, tools and techniques. How would you explain ideal time to them?

Ideal time is the amount of time that something takes when stripped of all peripheral activities.

Which of the following is the main benefit of estimating ideal time rather than estimating elapsed time for user stories?

Ideal time is the amount of time that something takes when stripped of all peripheral activities. Elapsed time is the amount of time from the start to finish of an activity. It is almost always far easier and accurate to predict the duration of an event in ideal time than in elapsed time.

You are estimating a story by estimating the amount of effort required to deliver the story when the team has to focus exclusively on this story and does not face any delays or interruptions. What are you estimating?

Agile teams start a project iteration with loosely defined stories and turn these into functioning software by the end of the iteration. One exception to starting with loosely defined stories rather than putting more thought into the user stories prior to the start of the iteration is:

Ideally, an Agile team begins an iteration with vaguely defined requirements and turns those vague requirements into functioning, tested software by the end of the iteration. Going from vague requirements to working software in one iteration is usually easier on a single team than it is when there are multiple teams. On a multiple team project it is often appropriate and necessary to put more though into the user stories prior to the start of the iteration.

You just found out that a team doesn't conduct daily stand-ups. You were able to successfully convey the advantages of daily stand-ups as these help teams to micro-commit to each other, uncover problems, and ensure the work flows smoothly through the team. What should be the ideal duration for these meetings?

Ideally, the stand-ups should not take more than 15 minutes.

You are leading an Agile team developing an inventory management and control system for a major retailer in your country. Halfway during the iteration you discover that the predictive analytics module that is currently being developed is no longer required by the customer. What should you do?

If a feature is not required, the development of that feature needs to stop. The code might be deleted or archived, but the story should not be returned to the backlog. Freezing the iteration is not a rational choice for this situation. Such issues are generally discussed first in the daily planning events.

If a team has planned 50 story points to be completed in the upcoming project sprint, this implies that the:

If a team has planned 50 story points to be completed in the upcoming project sprint, this implies that the expected velocity is 50 story points. The aspirational velocity should be higher than this and the actual velocity might be different at the end of the iteration. On Agile projects, there is no such thing as benchmark velocity.

An inspector finds that a work aspect deviates outside acceptable limits and that the resulting product will be unacceptable. When will the team adjust this work aspect to minimise the deviation?

If an inspector determines that one or more aspects of a process deviate outside acceptable limits and that the resulting product will be unacceptable, the process or the material being processed must be adjusted. An adjustment must be made as soon as possible to minimize further deviation.

Agile approaches emphasize early and frequent delivery. However, this accelerated delivery might not suit some organizations due to their ability to accommodate rapid deliveries. If an organization resists a project's outcome, which of the following risks becomes more likely to occur?

If an organization is resistant to the project's outcome, the targeted return on investment is delayed due to initial challenges related to the organizational change management. The rest of the risks are not directly related to the problem at hand.

Which of the following is a prerequisite for starting the Sprint Planning meeting?

If even the one item from Product Backlog is not ready for the first Sprint the entire Scrum Team may begin to refine the Product Backlog and do all other activities during the Sprint Planning

Your project has multiple stakeholders who have strong interest and influence on the project. What is the best strategy to manage such stakeholders?

If many stakeholders have strong interest and influence on the project, the best strategy is to keep them informed. Simple but regular reporting in the form of performance indicators and burndown charts are very useful in keeping stakeholders informed.

You are leading an Agile project that will introduce a disruptive technology to the market. The team and the product owner have brainstormed together to define a huge list of features. These features were then classified according to the Kano model. If the project budget and duration are critical considerations, which of the following approaches is NOT advisable?

If project budget and duration are constraints, the recommended approach is to develop all of the must-have features, as many linear features as possible, and at least a few delighters.

If the amount of new functionality to be developed is fixed, how should a good release plan account for the project uncertainties?

If the amount of new functionality is fixed, state your uncertainty as a date range rather than providing a single completion date estimate. The rest of the choices are not recommended Agile practices.

You have been hired by an organization as the Agile Consultant. The organization has recently embarked upon the Agile journey. Which of the following is not a change-friendly characteristic for organizations beginning to use Agile approaches?

If the organization is decomposed into departmental silos, that prevents accelerated delivery and doesn't encourage forming cross-functional teams. The rest of the choices are desirable attributes.

You have been assigned to lead a massive enterprise process reengineering and automation project. Due to the size and complexity of the project a very large team has been formed. You have split the larger team into smaller teams and have asked each team to estimate a subset of stories. However, before each team starts their own estimating, which of the following activities must first be conducted?

If the project is already underway and being estimated, this implies that a feasibility study would have already been performed for such a large and complex project prior to commencement. Decomposing all epics and themes is not recommended unless some of these are being planned for the next few iterations. The risk with multiple teams estimating user stories is inconsistent estimates. It is recommended that all teams start together in a joint planning poker game for an hour or so and have them estimate 10 to 20 stories. Then make sure each team has a copy of these stories and their estimates and that they use them as baselines for estimating the stories they are given to estimate.

You are leading a 500 story date-driven project that should produce the final release in six months. If the expected velocity is 25 story points per three-week iteration. How many iterations will be required to complete the project?

If the project is date-driven, we have a deadline to finish the project with as many features as possible. A six-month completion period means we have 26 weeks on the project. With an iteration length of three weeks, this means we would get nine iterations to deliver as many features as possible.

You are leading a 500 story points feature-driven project. If the expected velocity is 25 story points per three-week iteration. How many iterations will be required to complete the project?

If the project is feature-driven, we can estimate the number of iterations required by dividing the project size by the expected velocity; 500/25 = 20 iterations. [

You are managing an Agile project and just completed the third iteration of the project. During the iteration planning the team thinks that the original release plan has become outdated. What should you do next?

If the release plan is based on outdated information or on assumptions that are now false, update it and notify the product owner. The product owner can then decide the future course for the project.

You are managing an Agile project. As the team learns more about the product they are building, new features are added to the release plan. If the team's story size estimates are consistent and nothing else changes, which of the following is LEAST likely to happen:

If the size estimation is consistent, the team velocity should remain consistent. Although the total story points on the project might get increased which will show up as a burnup on the burndown chart and might require additional iterations to complete the project.

You are managing a productivity monitoring and reporting system. The stakeholders have historically required all projects to produce exhaustive documentation. You do not want to produce exhaustive documentation on your project as that impedes the team's agility. How should you approach this problem?

If the stakeholders require extensive documentation, the role of a servant-leader is to work with them to review the required documentation, assist with creating a shared understanding of how Agile deliverables meet those requirements, and evaluate the amount of documentation required so team can spend more time delivering a valuable product instead of producing exhaustive documentation.

You are managing a complex organizational redesign project. Reviewing project's statistics you determined that the team completes 75 story points on average per iteration. Reviewing the backlog, you determine that there are about another 750 points remaining. If each interval is time-boxed at two weeks, when you do expect to complete the project?

If the team averages 75 story points per iteration, and the team estimates there are about another 750 points remaining, it is safe to estimate that another 10 iterations would be required to complete the project. Each iteration is two weeks and the project completion will be about 20 weeks from now.

Agile methods and practices have both direct and indirect benefits. In Agile projects, which of the following Agile techniques also helps in managing quality of deliverables?

If the team does not pay attention to quality, it will soon become impossible to release anything rapidly. This is an indirect benefit of rapid feature delivery.

You are leading an Agile team developing an organizational system. The time-box for the current iteration has expired but only 50% of the iteration stories have been completed. What should you do next?

If the team wasn't able to complete the planned work, the incomplete work will be returned to the backlog and the current iteration will not be stretched to complete the work. Further a demonstration needs to be arranged at the end of each iteration.

If an Agile team planned to complete 30 story points in an iteration but worked at only 83% of the rate planned. What is the project's SPI?

If the team worked at only 83% story points the SPI is 0.83. Productivity of 83% means that the team was only able to complete 25 story points during the iteration.

An Agile team has performed several Agile projects in the past and has been very consistent with their estimating. On their last project, the team was able to achieve a velocity of 30 story points per iteration, which was about 10% higher than their velocity on their second-to-last project. Recently the team has been assigned a new project that involves some state-of-the-art technology. If the team has no experience in this technology, what would be your team's velocity estimate for this project?

If the technology or business domain has changed dramatically, it may not be appropriate to use a team's past velocity to estimate the team's velocity on the new project.

At the end of the Sprint, Product Backlog items worked on during the Sprint, does not meet the definition of "Done". What two things should happen with the undone Product Backlog items?

If there are undone Product Backlog items in Sprint the team must: -Put it on the Product Backlog for the Product Owner to decide what to do with it. - Do not include the item in the Increment of this Sprint

Who's responsible for change management in Scrum?

If there is a Change Request that may have a significant impact on a Sprint in progress, the Product Owner, after consultation with relevant stakeholders, decides whether the change can wait until the next Sprint or represents an urgent situation which may require ending the current Sprint and starting a new one.

You are leading a complex Agile project. The team has recently found out that some of the stories selected for the current iteration will not be complete by the end of the iteration. What should you do next?

If, during an iteration, a story is found to be larger than expected, then it needs to be brought to the attention of the product owner. The product owner, in collaboration with the team, can then find a way to split the story or reduce its scope such that a portion can hopefully still be completed within the iteration with the remainder moved to a future iteration.

During a planning poker meeting, on the second round of estimating a particular user story, four estimators give you five, five, five, and three. Which of the following is not recommended in this case?

Ignoring a minority vote is not recommended. The low estimator can be asked to explain their estimate. They can be asked if they are OK with an estimate of five or a third round can be conducted.

In Agile communities, people with expertise in one domain, less-developed skills in associated areas and good collaboration skills are known as:

In Agile communities, people with expertise in one domain, less-developed skills in associated areas and good collaboration skills are known as T-shaped people.

T-shaped people are more suitable for Agile teams than I-shaped people. All of the following are benefits of having T-shaped people on the team EXCEPT:

In Agile communities, people with expertise in one domain, less-developed skills in associated areas and good collaboration skills are known as T-shaped people. For Agile projects, it is preferred to have a team of self-organizing, T-shaped, cross-functional team generalists. However, having T-shaped people doesn't remove the project risk.

Agile teams rely on simplified cost calculations for each iteration rather than developing extensive project budgets during a planning phase at the start of the project. In Agile lexicon, this is also known as:

In Agile environments, project teams frequently determine and revise simplified cost calculations also known as the run rates.

In Agile projects, where are project requirements documented?

In Agile projects, the project requirements are documented in the project backlog. The rest of the choices relate to traditional approaches to scope management.

You are managing an Agile software development project and currently engaging with the product owner to refine the product backlog. What should be your prime focus during this activity?

In Agile, the product owner creates the backlog for and with the team. The backlog helps the teams see how to deliver the highest value without creating waste.

Which of the following is the best type of two-way communication for an effective agile team?

In Alistair Cockburn's book "Agile Software Development: The Cooperative Game - 2nd Edition," he discusses the many methods of two-way communication and elaborates on their effectiveness. Methods include, written communication (e-mail, text, journal articles) to spoken communication (voice notes, videos, phone teleconferences, Skype, and face-to-face). The least effective methods include written communication, like an e-mail which is essentially one-way communication: the author conveying a message to a reader. The most effective methods include face-to-face, two-way communication, where both parties are available for clarification.

Refinement meeting is not mandatory in Scaled Scrum

In Scaled Scrum, refinement is mandatory event. It helps Scrum Teams work together to determine which team will deliver specific product backlog items and to identify cross-dependencies across teams.

Who is accountable for ensuring an integrated Product is produced at least every Sprint.

In Scrum, the Product Owner is accountable for the Product. In Scaled Scrum, the Scaled Scrum Team (which includes the Product Owner) is accountable for ensuring an integrated Product is produced at least every Sprint.

The key stakeholders invited to the Sprint Review to ......

In Sprint Review, presentation of the Increment is intended to elicit feedback and foster collaboration The key stakeholders and the Scrum Team collaborate on what to do next .They review how the marketplace or potential use of the product might have changed and what is the most valuable thing to do next. They also review timeline, budget, potential capabilities, and marketplace for the next anticipated release of the product.

What do team members discuss in the daily stand-up meeting?

In a daily stand-up meeting team members discuss current progress and any issues or impediments that are impacting progress. Each team member shares what he or she has achieved since the last meeting, what he or she will achieve before the next meeting, and what obstacles may prevent him or her from achieving progress.

How should a Product Backlog item be refined before its development begins? (choose 2 answers)

In a way that it's clear enough for the developers. In a way that it can be "Done" in the timeboxed duration of one Sprint. Items at the top of the Product Backlog need to be small enough to fit into one Sprint. They also need to be clear and detailed enough; but not too detailed (e.g. not with all the tasks identified), as it would be upfront planning. Tasks are created gradually during the Sprint. Product Backlog items require multiple expertise, and usually done by multiple developers. Therefore, they are not assigned. Tasks, however, are assigned to the individual developers, while everyone stays accountable.

In addition to the total number of story points on a product backlog, which of the following information is required to predict a project completion date?

In addition to total story points, you would need to know the velocity and the iteration duration to predict the completion date. For example, a team estimates a project to include 200 points of work. If the velocity is 20 points per iteration that means the team needs 10 iterations to complete the project. Now if the iteration duration is known, the project completion date can be predicted.

In agile and other project management styles, team motivation is a critical factor for success. What is one method to improve team motivation?

Which element helps limit work-in-progress?

In agile development, work in progress (WIP) limits set the maximum amount of work that can exist in each status of a workflow. Limiting the amount of work in progress makes it easier to identify inefficiency in a team's workflow.

Select a technique that promotes agile 'knowledge sharing.

In agile, effective 'knowledge sharing' is a critical factor for success. It involves the near real time communication of key information among all team members and stakeholders. To promote knowledge sharing, agile uses standard practices built into its process, such as using generalized specialists/cross functional teams, self-organizing and self-disciplined teams, collocation, daily stand-up meetings, iteration/sprint planning, release planning, pair programming and pair rotation, project retrospectives/reflection, and on-site customer support. And, of course, the sixth principle of Agile is " The most efficient and effective method of conveying information to and within a development team is face-to-face conversation." In this sense, Agile prefers and encourages collocation for all stakeholders and team members for the simple fact that face-to-face conversation is the best method of communication and, in turn, effective knowledge sharing.

When a project manager assumes the role of a coach and a facilitator for the project team, in an Agile environment, this role is known as:

In an Agile environment, project managers are servant-leaders, changing their emphasis to coaching people who want help, fostering greater collaboration on the team, and aligning stakeholder needs.

In an Agile team, who is responsible for resolving project bottlenecks?

In an Agile environment, the servant-leader, the Agile coach, or the project manager helps to expose and communicate bottlenecks inside and between teams. Then the teams resolve those bottlenecks.

Traditional project management stresses the importance of project integration management and expects the project manager to be in control of the detailed product planning and integrating different aspects of project integration with each other. In an Agile setting who is primarily responsible for integration management?

In an Agile setting, the team member determines how plans and components should integrate.

Your organization has announced a major transformation program. You have been selected as the project manager for one of the process improvement projects. You are now selecting your project team. Which of the following should be one of your considerations while selecting your team?

In practice, the most effective Agile teams are collocated and are made 100% available for the project.

You and your team are responsible for delivering an enterprise-wide automation project. Due to the complexity of the project, multiple Agile teams need to be formed. Team size is an important consideration while forming Agile teams. What is the ideal team size in Agile environments?

In practice, the most effective Agile teams tend to range in size from three to nine members.

Select the two focus areas that are not considered in executing Value Driven Development by the Product Owner.

In executing Value Driven Development, the Product Owner must consider the focus areas of: Product Value Maximizer Product Visionary Product Marketplace Expert Product Release Decision Maker Lead Facilitator of Key Stakeholder Involvement Other Product Owner role Considerations

Flow-based Agile has a different approach to stand-ups than iteration-based Agile. Which of the following is NOT a typical question addressed during these stand-ups?

In flow-based Agile, the focus is on the flow of work and the team's throughput. Questions such as, "What are my impediments" are addressed during iteration-based Agile and not flow-based Agile.

What happens when the Product Backlog is not clear enough at Sprint Planning?

In general, it is not good situation but anyway, the team should begin Sprint Planning

You are leading an Agile team developing an enterprise automation system. You have scheduled the next project iteration planning meeting with the team members next week. Which of the following action items must be completed prior to the iteration planning meeting?

In iteration-based Agile, the product owner often works with the team to prepare some stories for the upcoming iteration. The purpose of these meetings is to groom enough stories so the team understands what the stories are and how large the stories are in relation to each other.

You are about to complete the first iteration of your project. You want to invite the product owner and a couple of other key stakeholders to obtain their feedback on your current progress. Which of the following Agile events should you schedule?

In iteration-based Agile, the team demonstrates all completed work items at the end of the iteration.

During a planning poker meeting, the team was not able to converge on a single estimate for a particular story after the third round. What needs to be done next?

In many cases, the estimates will already converge by the second round. But if they have not, continue to repeat the process. The goal is for the estimators to converge on a single estimate that can be used for the story. It rarely takes more than three rounds but continue the process as long as the estimates are moving closer together.

Some people insist new organizational structures be installed before any cultural shift can begin. Others argue that new organizational structures are only superficial adjustments until the collective culture moves in a meaningful direction. What is your view on this?

In reality, one cannot progress without the other. Project leaders wanting to achieve agility should consider the current and future states of both of these aspects in their organization.

What does a wireframe help portray to a customer?

In the agile design process, prototypes help the customer understand current design state. Three common types of prototypes are HTML, paper (i.e., sketches), and wireframes. A wireframe is a sketch of a user interface, identifying its content, layout, functionality, is usually black and white, and excludes detailed pictures or graphics. A wireframe can be created on paper, whiteboards, or using software.

rototyping is a common project management technique to reduce risk. Select the response which is NOT a common form of prototyping in agile projects.

Which scrum meeting is often timeboxed to four hours?

In the agile framework scrum, sprint planning and sprint review meetings are often timeboxed at four hours.

In the scrum methodology, how long do daily stand-up meetings, or scrums, typically last?

In the scrum methodology, daily stand-up meetings, or scrums, should last no longer than 15 minutes. Some scrum instances use stop watches to track time and use a 'talking stick' to help indicate whose sole turn it is to share pertinent information.

In the scrum-based agile project management methodology, what are stand-up meetings called?

In the scrum-based agile project management methodology, daily stand-up meetings are referred to as 'scrums' or 'Daily scrum

If an Agile project's SPI is greater than the project's CPI, and the CPI is greater than 1.0, what can you infer about the project's schedule performance?

In this case, if the CPI is greater than 1.0, then the SPI will also be greater than 1.0 (since it is greater than the CPI). This implies that the project is ahead of schedule.

The Development Team is ready to start the first Sprint, while the Product Backlog is not complete yet. What should the Product Owner do?

In this case, the Scrum Team should start Sprint and continue refining the Product Backlog

On your project, you are not required to meet a precise deadline with a precise set of delivered functionality. Instead, you are required to deliver a high-quality software as fast as possible over a sustained period. How should you add buffers to your project?

In this situation, you are not recommended to take on the small extra work of adding buffers to your project.

During an iteration demonstration, at the end of an iteration the product owner has highlighted some performance issues with the released features. These performance issues might render the released features unusable. What should you do next?

Incomplete work is returned to the product backlog where it gets prioritized again. In most cases, it usually ends up assigned to the next iteration but automatic assignment to the next iteration is not recommended.

What is the primary benefit of incremental delivery?

Incremental delivery results in higher return on investment (ROI) as higher priority stories are delivered well before the others, maximizing the return on investment.

Which of the following statements may be considered an Increment?

Increments are set of done Product Backlog items. All items should be non-technical and independent. The user interface design evolves throughout the project, as the database architecture and other similar things. They are all part of functional features, rather than separate ones

When do Development Team members become the exclusive owner of a Sprint Backlog item?

Individual Development Team members may have specialized skills and areas of focus, but accountability belongs to the Development Team as a whole.

You have recently taken over a PMO of an organization. You have notices that the project teams are estimating all user stories of a project prior to developing the release plan. What is your view on this?

It is not recommended to estimate everything early in the project. It is only necessary to have an estimate for each new feature that has some reasonable possibility of being selected for inclusion in the upcoming release.

Select the correct ending to the sentence. When estimating relative work effort in the agile methodology, ideal days are estimated for

Instead of using story points, agile teams may estimate the relative sizes of user stories using ideal days. Ideal days represents the amount of days - uninterrupted by meetings, personal life, non-working days, or any other delays, obstacles or distractions - that it would take a single person to build, test, and release the user story, relative to other user stories in the backlog.

What does the agile estimation technique of ideal days ignore, discount, or simplify?

Time can be allocated between the two Sprints for integration

Integration is part of the definition of "Done" and should happen as part of the development, during the Sprint.Each new Sprint starts immediately after the conclusion of previous one. There's no time between two Sprints

Time can be allocated between the two Sprints for integration.

Integration is part of the definition of "Done" and should happen as part of the development, during the Sprint.Each new Sprint starts immediately after the previous one; there's no time between the two.

Non-functional requirements must be captured in Definition of Done

It Is a good practice but this is not mandatory. Non-functional features are usually part of the Definition of Done, and should be considered for every Product Backlog item and every Increment.

More features always bring more value.

It depends on many factors. In majority cases, this is not true

Teams 1 and 2 work on two different projects. Team 1 has 5 members, and a velocity of 450. Team B has 9 members, and a velocity of 700. Which team has a higher performance?

It does not depend only on velocity. There are many factors and it is very difficult to compare the efficiency

Which of the following two Agile meetings can be combined into a single meeting?

It doesn't make sense to combine two planning meetings at different levels. Since iteration retrospectives and iteration planning are at the same level, these can be combined if the Agile team deems fit.

What should the Product Owner do in the middle of the Sprint, when the Development Team realises they are not able to finish all the Sprint Backlog items?

It is OK if some of the items are not done by the end of the Sprint. What we have in the Sprint Backlog is our best guess on what we can deliver. If there's pressure on the developers to finish everything, they will start adding margins to their estimates, which turns into less productivity because of Parkinson's law. When the Development Team realizes they cannot finish everything, they get help from the Product Owner to adjust their work (tasks), to ensure they will deliver maximum value by the end of the Sprint. Remember that they get help from the Product Owner to make better decisions; the Product Owner doesn't make the adjustments directly.

Sprint Retrospective is going after Sprint Review

It is correct because Sprint Retrospective is the last meeting (event) in Sprint.

Pick the true statements

It is enough to look at Product Backlog to understand what is identified for the product. A Product Backlog can contain initiatives, functional and non-functional needs, enhancements, fixes, ideas, and any other product needs

It is forecasted that the project will be over in 3 Sprints. The Product Owner wants to design acceptance tests for all items. What's the best response from the Scrum Master?

It is not good idea since the Team has DoD and due to this they have accepted all criteria

To maximise the value, Product must order the Product Backlog based on the value of the Product Backlog items

It is not necessary to order based on the value of Product Backlog Items. Product Owner can consider many other parameters such as risk, dependencies between Product Backlog Items, even the dependencies to other products, etc such that the overall value of Development Team's work is optimized

What is a key meeting to inspect the Integrated Increment?

The Integrated Increment is inspected at the Scaled Scrum Sprint Review.

The Product Owner and the Scrum Master can't be part of the Development Team

It is ok for the Scrum Master or for the Product Owner to be also a member of the Development Team.

Within every Sprint, the working Increment should be tested progressively starting from unit testing, then integration testing and then finally user acceptance testing

It is only up to the Team to find the best approach to achieve this

When multiple Scrum teams are working on the same product, should their Sprint length be the same?

It is possible for the teams in a Scaled Scrum to have different Sprint length, so long as the shorter length are evenly divisible into the longest one. Aligning the Sprint boundaries across the Scaled Scrum may help teams to take attention on delivering an integrated increment. Some of the teams can make partial progress in their own Sprint cycles, but the entire Scaled Scrum must deliver a working increment so that the organization can see whether it is making progress toward its delivery goal.

The Product Owner is using burn-up charts instead of burn-down charts. What would be your response as the Scrum Master?

It is the Product Owner's decision which type of diagram to use

The stakeholders reorder the Product Backlog at the Sprint Review meeting.

It is the responsibility of Product Owner

Resolving internal conflicts inside the team is NOT the responsibility of the Development Team.

It is the responsibility of the Development Team to resolve conflicts inside the team

What is not a Development Team responsibility?

It is the responsibility of the Product Owner to break down the large Product Backlog items into smaller ones. The Development Team usually "helps" in this, but it doesn't make them responsible.

The customer wants a new feature to be added in the current Sprint. How should the Development Team respond?

It is up to the Product Owner to reject this request, rather than the developers. So, they should just refer the customer to the Product Owner.In very special cases, the new feature might be so special, and the project environment so influenced, that the introduction of the new feature makes the current Sprint Goal invalid, and therefore the Product Owner will cancel the Sprint. Remember, this doesn't happen often.

Who can provide best estimates for a given piece of work on an Agile project?

It is well-known that the best estimates are given by those who will do the work.

You are the servant-leader for an Agile team developing a procurement system. The team wants to explore a new technology that would allow direct access to suppliers' databases. The product owner is concerned that this might cause delays on the project. What should you do?

It is your responsibility to find a solution to this conflict. Encouraging collaboration to determine the best way is the best approach to take. This will result in a win-win situation for both parties.

The Product Owner and Scrum Master should not be part of the Development Team.

It's OK for one person to have more than one of the three Scrum roles, even though it's not recommended.

The Product Owner and Scrum Master may be the part of the Development Team

It's OK for the Product Owner and the Scrum Master to be in the Development Team

Scrum mandates the use of burn-down charts.

It's common and recommended to use burn-down charts, but they are not mandatory.

The Product Owner ensures enough items are selected from the Product Backlog in the Sprint Planning meeting to satisfy the stakeholders.

It's only up to the developers to decide how many items they will select from the top of the Product Backlog. The Product Owner only orders the items.

The Product Owner does not have to be one person, and the role can be played by a committee.

It's possible to have a committee responsible for product ownership, but only a representative of that committee would be called the Product Owner. There's always one Product Owner for a product, even if there are multiple teams.

Which of the following are responsibilities of a self-organising team? (choose 3 answers)

It's the responsibility of the Development Team to estimate the amount of work of Product Backlog items and to select an appropriate number of them for each Sprint. They also break down the items into tasks during the Sprint. Measuring the project performance is the responsibility of the Product Owner while measuring the Sprint performance is done by the Development Team. Creating new Product Backlog items, ordering them (prioritization), and making sure that everyone has a clear understanding of them is the responsibility of the Product Owner.

When multiple teams are working on the same product, who should make sure that their outputs can be integrated into one Increment?

It's up to the developers to find their way and ensure that their outputs will create an integrated Increment that is potentially releasable.

Each Sprint Backlog item should be owned by a Development Team member.

Items and tasks in the Sprint Backlog are not owned by any specific person. Ownership and accountability are shared.The task is assigned to one developer or a pair of developers, but they don't own the task; they are just responsible for doing the task and everyone stays accountable (owner). The Sprint Backlog items are not even assigned to people because each item requires multiple expertise and usually done with the help of multiple people in the team.

What does it mean to say a Product Backlog item is "Done"? (Choose 3 answers)

Items are "Done" when they are completely based on the definition of "Done". In that case, they would have the potential of creating a releasable/shippable Increment that is usable by the end user.Tests are also part of the work and items are not "Done" before the tests are complete; even the user acceptance tests.Quality requirements are part of the work, but not all of it (e.g. non-functional features and development processes are also part of the work).We cannot trust the identified tasks because we might have missed some tasks and the sum of them do not conform to the definition of "Done".

What does it mean to say a Product Backlog item is "Done"? (Choose three answers)

What are the benefits of having tests in the definition of "Done"? (Choose three answers)

Items are not really done unless we have tested them. So, tests should be included in the definition of "Done". In this case, the Increments will be closer to what we can practically call "complete", "done", "potentially releasable", or "potentially shippable"; to something useable for the users.Increments should be potentially releasable; for starters because it makes it easier for the customer to try it and give feedback. The feedback enables adaptation, which is essential to Agile.Having an effective definition of "Done" increases transparency, because everyone will know what we mean when we say an item is done.

It is OK for the items at the bottom of the Product Backlog to have less detail compared to those at the top.

Items at the bottom of the Product Backlog won't be developed soon, and therefore, we don't need to spend too much time on them. Otherwise, it would be a form of upfront planning. Items at the bottom of the Product Backlog won't be developed soon, and therefore, we don't need to spend too much time on them. Otherwise, it would be a form of upfront planning

How should a Product Backlog item be refined before its development begin? (Choose two answers)

Items at the top of the Product Backlog need to be small enough to fit into one Sprint. They also need to be clear and detailed enough; but not too detailed (e.g. not with all the tasks identified), as it would be an upfront planning. Tasks are created gradually during the Sprint. Product Backlog items require multiple expertise and usually done by multiple developers. Therefore, they are not assigned. Tasks, however, are assigned to the individual developers, while everyone stays accountable.

How should a Product Backlog item be refined when it is located at the top? (choose 2 answers)

Items at the top of the Product Backlog should be small enough to fit in one Sprint. They should also be clear and detailed enough; but not too detailed (e.g. not with all the tasks identified), as it would be an upfront planning. Tasks are created gradually during the Sprint.Product Backlog items require multiple expertise and usually done by multiple developers. Therefore, they are not assigned. Tasks, however, are assigned to the individual developers, while everyone stays accountable.

When is a Product Backlog item "ready" for selection in a Sprint Planning meeting?

Items at the top of the Product Backlog should be small enough to fit in one Sprint. They should also be clear and detailed enough; but not too detailed (e.g. with all the tasks identified), as it would be an upfront planning. Tasks are created gradually during the Sprint.The Scrum Guide doesn't recognize a "definition of ready" concept.

How can the size of items on the Sprint Backlog be compared to the average size of Product Backlog items?

Items on the bottom of the Product Backlog will not be developed soon, and therefore, there's no need to spend time breaking them down into smaller items. When they move to the top of the Product Backlog, they are usually made smaller, and more detail will be added to them. Therefore, the items on the top of the Product Backlog are usually smaller than those at the bottom. Since the Sprint Backlog items come from the top of the Product Backlog, they would be smaller than the average size of Product Backlog items. However, a Sprint Backlog Item can be seen as a Product Backlog Item plus a plan for implementing it. In that sense it is additive to, and thus ""larger"" than, the selected Product Backlog Items. But, as we think the first case is related to PSM 1 exam.

You are attending a retrospective as the team's servant-leader. What is your responsibility during this event?

Iteration or release plans are not developed during retrospectives. Your responsibility, as the servant-leader, is to fully participate in identifying improvement opportunities and creating action plans.

The use of iterative approaches is recommended when there is a high risk of:

Iterative approaches are recommended when you suspect the requirements will change based on customer feedback.

Which of the following statements regarding the iterative and incremental life cycles is correct?

Iterative life cycles allow customer feedback on partially completed or unfinished work while incremental life cycles only provide finished deliverables that the customer may be able to use immediately.

To verify the success of a product, what should be measured? (choose three answers)

Just delivered the planned scope may not indicate a product success, unless it impacts the real value measures

Many activities can be conducted to set the stage for an iteration retrospective. All of the following are such activities except:

Kaizen means improvement through small incremental steps. This is a process improvement technique which is not suitable for setting the stage for retrospectives. The rest of the choices are valid Agile approaches.

The Kanban method is less prescriptive than some Agile approaches and less disruptive to being implemented. Organizations can begin applying the Kanban method with relative ease. A Kanban board is a:

Kanban boards are a low-tech, high-touch technology that may seem overly simplistic at first, but those using them soon realize their power.

You are currently troubleshooting a pain point on your project. You ask the team to start using Kanban boards to see the flow of work and work in progress limits to understand the impact of the demand on the team or product. Which of the following is most probably your pain point?

Kanban boards are visual management tools that help manage the flow of the project work. Recommending Kanban boards means there is something wrong with the flow of work. Based on this logic, the project charter and team charter choices can easily be eliminated. Inefficiently ordered product backlog will affect the release value and not the flow of work during the iteration. The best answer to this question is, "unexpected or unforeseen delays".

Which of the following Agile techniques help in managing the cost of quality and changes on a project?

Kanban boards help teams manage the work in progress. Backlog grooming helps in delivering higher value to the organization. Collocation facilitates agility. Small batch systems aim to uncover inconsistencies and quality issues earlier in the project life cycle when the overall cost of change is lower.

Agile Kanban boards were inherited from Lean manufacturing systems. The Lean Kanbans were originally used for?

Kanban in Lean manufacturing is a system for scheduling inventory control and replenishment

Identify the lean manufacturing process used for inventory control adopted by agile to help control workflow?

Kanban, Japanese for billboard or signboard, is a scheduling system for just-in-time (JIT) production developed by Toyota in the 1940s and 1950s. It is a way of controlling and reducing inventory by using cards or signs to order (demand signal) requisite parts for a manufacturing process from other dependent systems (supply). Kanban has been adopted by agile to help control workflow.

Select from the following a key soft skill negotiation quality.

Key soft skills negotiation qualities for the effective implementation and practice of agile are: emotional intelligence, collaboration, adaptive leadership, negotiation, conflict resolution, servant leadership.

You have been hired as an Agile coach by an organization that has recently decided to transition to Agile approaches. Which of the following Agile approaches can help the in shifting a team's focus from creating a perfect plan at the start of the project to creating a plan that is more useful in the short term?

Knowing that a plan can be revised at the start of the next iteration shifts a team's focus from creating a perfect plan (an impossible goal) to creating a plan that is useful right now.

An Agile team is currently working with the product owner in defining project requirements. Some of the features would not be developed in the near future. It was recommended to write one much larger user story for such features rather than multiple fine-grained user stories. Such stories are called:

Larger user stories are known as epics.

You are auditing an Agile project. While reviewing the release plan, you find out some of the larger stories exist further down the project's prioritized list of work. What would be your recommendation for the team?

Larger user stories can exist down a project's prioritize list of work. However, as those features near the top of the list (when they will be scheduled into an iteration that is beginning) they are disaggregated into smaller pieces.

Lead time is from the time you put an item on the board until you deliver it. This will be represented by the time an item enters the "Ready" bin till the time it exits the "Done" bin. Exiting the "Done" bin implies delivery to the customer.

During a sprint retrospective, the team found out that one particular item's cycle time was 10 days and the lead time was 30 days. Which of the following statements correctly explains the difference between the two numbers?

Lead time is the total time it takes to deliver an item, measured from the time it is added to the board to the moment it is completed. Cycle time is the time required to process an item. The difference between the two is the item's waiting time in the "Ready" state.

Organizations just beginning to use Agile approaches may find prototyping challenging due to the associated rework which can also be viewed negatively. Which of the following techniques should be used to address the hurdles of transitioning to the use of Agile approaches?

Leaders should consider change management techniques to address the hurdles of transitioning to the use of Agile approaches.

Which of the following project lifecycles is both iterative and incremental in nature?

Lean is a methodology rather than a project life cycle. Predictive life cycle, also known as the waterfall approach, requires the bulk of the planning to happen upfront and then executing the project in a single pass. Agile lifecycle, on the other hand, is both iterative and incremental as it focuses on frequent deliveries and continuous refinement of work items.

Which of the following is the most important opportunity for capturing lessons learned?

Lessons learned are always captured, but the main purpose of Sprint Retrospective is capturing and planning for lessons learned. The purpose of the Sprint Retrospective is to: Inspect how the last Sprint went with regards to people, relationships, process, and tools; Identify and order the major items that went well and potential improvements; Create a plan for implementing improvements to the way the Scrum Team does its work.

An Agile team wishes to subcontract some of the project work. Rather than formalizing an entire contracting relationship in a single contract, the team wishes to describe different aspects of the relationship in different documents. Mostly fixed items such was warranties and arbitration have been recommended to be locked in the master agreement. However, other items subject to change, series rates and product descriptions, for example, should be listed in a separate:

Listing these items in a separate contract or MOU doesn't make sense. Further, a project schedule has a specific objective which is not in line with the situation at hand. Items subject to change are recommended to be listed separately in a schedule of services.

Jessica is using the lean technique of 5Y for root cause analysis. What agile knowledge and skill area does 5Y fall under?

Literally thousands of decisions are made in the course of a project. Many of these decisions are made in response to problems that inevitably arise and confront the agile team. Therefore it is essential that an agile team is properly versed in problem-solving strategies, tools, and techniques. Some common problem-solving techniques include: ask it loud; revisit the problem; 5Y; sunk cost fallacy; devil's advocate; be kind, rewind; asking probing questions; and reflective/active listening.

What is the role of Management in Scrum?

Management should support the Product Owner with insights and information into the high-value product and system capabilities. Setting the vision and strategy to guide the overall direction of the organization

Which of the following conditions is of topmost priority for a feature-driven project?

Many project are either date-driven or feature-driven. A date-driven project is one that must be released by a certain date but for which the feature set is negotiable. A feature-driven is one where the release date is as soon as possible but the completion of a set of features is more important.

What is a date-driven project?

Many project are either date-driven or feature-driven. A date-driven project is one that must be released by a certain date but for which the feature set is negotiable. A feature-driven project is one where the release date is as soon as possible but the completion of a set of features is more important.

When grooming and prioritizing the user stories in the product backlog, which of the following ranking approaches can be used?

Many ranking methods exist but they all pivot around organizational value. Only one of the given choices pivots around value: ranking with value including cost of delay divided by duration. [Agile Practice Guide, 1st edition, Page 59]

You have recently been hired to head the projects management office of a government organization. The projects management office is responsible for managing a wide range of improvement and transformation projects. Historically all past projects were managed using a traditional waterfall approach. You believe a hybrid of Agile and waterfall approaches is most suitable for most of the projects. How should you approach this transformation?

Many teams are not able to make the switch to Agile ways of working overnight. The larger the organization, the more time is required for the transition. In such a setup, it makes sense to plan a gradual transition. [Agile Practice Guide, 1st edition, Page 30]

Traditional teams govern vendor relationships by fixed milestones or phase gates focused on intermediate artifacts, rather than a full deliverable of incremental business value. What is the challenge associated with this approach?

Many vendor relationships are governed by fixed milestones or phase gates focused on intermediate artifacts, rather than a full deliverable of incremental business value. Often, these controls limit the use of feedback to improve the product.

A company has three products. Which two of the following are an acceptable way of forming Scrum teams?

Maximal quantity of Product Owners for one Scrum team Minimal quantity of Product Owners for all Scrum Teams

An Agile team measures story points without completing the actual feature or story. What is the problem with this approach?

Measuring story points is not the same as measuring completed stories or features. Some teams attempt to measure story points without completing the actual feature or story. When teams measure only story points, they measure capacity not finished work which violates the Agile Principle of "the primary measure of progress is working software".

Who should know the most about the project performance?

Measuring the release or project performance is the Product Owner's responsibility. Measuring the Sprint performance is the Development Team's responsibility.

What type of model allows an organization to use the features most suited towards its culture?

Merriam-Webster defines hybrid as something that is formed by combining two or more elements. Recently, as established organizations with other existing development models have adopted agile, cultural clashes have occurred; cultural change is not always easy, especially in established organizations. A common solution is to form a hybrid model, where the best of various models are combined to suit an organization. A good example is the agile-waterfall hybrid model; also referred to sometimes as "wet agile" or "the agile waterfall." Other models include lean, lean six-sigma, the Vee model (popular in Systems Engineering). The fact is that there is no "one size fits all" agile development model or any other model for that matter. An organization or team must choose and agree and develop its own model to be successful. Compromise is a guarantee in any development method.

Which of the following is not a development methodology that is sometimes part of a agile hybrid model?

Jane is responsible for migrating critical applications used in the organization over to a cloud platform. The non-critical applications that are currently integrated with these critical applications will be moved to the cloud once the current migration project is successful. Which of the following is the best approach for Jane given the high uncertainties associated with the project?

Migrating the non-critical applications is not in the scope. Breaking the interconnections might render the critical applications inoperative. Waterfall approach is not recommended in this scenario as the project has high uncertainties. Tackling the project via small increments of work sounds like the most reasonable approach among the given options.

You are leading a complex project with a huge list of features. Due to schedule and budget constraints, you might not be able to develop all of the features. Which of the following would help in developing the feature set that maximizes business value?

MoSCoW stands for must have, should have, could have, and won't have. DSDM refers to this sorting as the MoSCoW rules. Applying MoSCoW rules to project requirements ensure that the highest valued business requirements/features are developed first.

Which of the following Agile techniques requires that multiple team members focus simultaneously and coordinate their contributions on a particular work item?

Mobbing requires multiple team members focus simultaneously and coordinate their contributions on a particular work item. Mobbing has a WIP limit of one for an entire team with one keyboard.

Most Agile teams do planning at the release, iteration and daily levels. How does an Agile team conduct daily planning?

Most Agile teams use some form of daily standup meeting to coordinate work and synchronize daily efforts. Although it may seem excessive to consider this planning in the formal sense, teams definitely make, assess, and revise their plans during these meetings.

According to Clark and Wheelwright, an individual's percent of time spent on value-adding tasks is maximized when the person performs:

Each new Sprint starts immediately after the conclusion of the previous Sprint.

Nothing happens between two Sprints - the next one starts immediately after the conclusion of the previous.

Agile approaches do not encourage working simultaneously on multiple tasks. In an Agile community, multi-tasking is considered to exact a horrible toll on productivity. According to Clark and Wheelwright, which of the following statements is correct?

Multi-tasking exacts a horrible toll on productivity. Clark and Wheelwright (1993) studied the effect of multi-tasking and found that the time an individual spends on value-adding work drops rapidly when the individual is working on more than two tasks. With two value-adding tasks, if a team member becomes blocked on one task, he/she can switch to the other task. Productivity increases as the number of concurrent assigned tasks decreases until the optimal point is reached (80% productivity) when an individual only performs two independent value-adding tasks. (Note that observed productivity while performing a single task is only 70%.

When multiple Development Teams are working on the same product they should ....

Mutually define their definition of Done so their combined work will be potentially releasable

Which of the following statements regarding the Net Present Value (NPV) is incorrect?

NPV alone is not the ideal financial benefit measurement method. NPV values are highly dependent on the magnitude of the project. Usually NPV measurements are presented along with the project IRR or the initial investment estimates to demonstrate the financial feasibility of a project.

Which of the following financial measures help us look at a cash flow stream as a single, present value amount?

NPV helps us look at a cash flow stream as a single, present value amount.

Which of the following best defines negotiation?

Negotiation is a key soft skill negotiation skill. It involves discussion or conversation to work towards a common understanding between two parties.

How is the activity ROTI conducted?

OTI stands for Return on Time Invested. This technique is used in the closing retrospective phase for iteration or release retrospectives. It helps generate feedback on the retrospective process and gauge the effectiveness of the session from the team members' perspectives. At the end of retrospective, the retrospective leader asks the team members to give feedback on whether they spent their time well.

The Scrum Master is a management role.

The Scrum Master is a management role, but for the process, rather than for the people.

Calculate the Net Present Value of the following investment candidate. The initial investment cost is $10,000. The discount rate is 0%. At the end of year 1, $500 is expected. At the end of year 2, $8,000 is expected. At the end of year 3, $1,500 is expected.

Net Present Value: A metric used to analyze the profitability of an investment or project. NPV is the difference between the present value of cash inflows and the present value of cash outflows. NPV considers the likelihood of future cash inflows that an investment or project will yield. NPV is the sum of each cash inflow/outflow for the expected duration of the investment. Each cash inflow/outflow is discounted back to its present value (PV) (i.e.,, what the money is worth in terms of today's value). NPV is the sum of all terms: NPV = Sum of [ Rt/(1 + i)^t ] where t = the time of the cash flow, i = the discount rate (the rate of return that could be earned on in the financial markets) , and Rt = the net cash inflow or outflow. For example, consider the following two year period. The discount rate is 5% and the initial investment cost is $500. At the end of the first year, a $200 inflow is expected. At the end of the second year, a $1,000 is expected. NPV = -500 + 200/(1.05)^1 + 1000/(1.05)^2 = ~$597. If NPV is positive, it indicates that the investment will add value to the buyer's portfolio. If NPV is negative, it will subtract value. If NPV is zero, it will neither add or subtract value. [Agile Estimating and Planning. Mike Cohn.]

On some projects, financial prioritization can be difficult due to difficulty in estimating the financial returns on a theme. Which of the following non-financial measures can be used in such cases?

Net present value (NPV), internal rate of return (IRR) and payback period are all financial measures. In situations where financial measures are difficult to determine, non-financial measures such as "desirability of features" can be used.

You have recently taken over a complex technological project and are surprised to find out each team member is 100% (of capacity) allocated to project tasks. What should be your main concern?

No information on health and safety policy or the capacities calculation method has been provided. These two choices can thus be eliminated. Achieving a high level of resource utilization on the project rather than on maintaining sufficient slack to cope with the inherent variability in typical project tasks typically reduces team's productivity. Loading everyone to 100% of capacity has the same effect as loading a highway to 100% of capacity; no one can make any forward progress.

You have called in key stakeholders for a brainstorming session. The main agenda item is to identify suitable project life cycles for a number of new initiatives launched by the organization. Two of the stakeholders are proposing exclusive use of predictive and Agile life cycles respectively. What should be your response?

No life cycle can be perfect for all projects. Instead, each project finds a spot on the continuum that provides an optimum balance of characteristics of its context.

A Development Team is requested by an important stakeholder to help them with some external task since organisation board urgently requires it. The team referred them to Product Owner. In this case, the Scrum Master

No one is allowed to work from a different set of requirements and the Development Team is not allowed to act on anyone else says

The Product Owner wants to be informed of the progress in the middle of the Sprint. How can she or he get this option? (select all that apply)

No one should not report to the Product Owner the status of the Sprint. So, if the Product Owner wants to know to be informed about the Sprint works, he or she should at least attend the Daily Scrum or check the task board

Which of the following determines which life cycle is the best fit of any given project?

No project is completely devoid of considerations around requirements, delivery, change and goals. A project's inherent characteristics determine which life cycle is the best fit for that project.

How should developers deal with non-functional features?

Non-functional features are usually part of the Definition of Done and should be considered for every Product Backlog item and every Increment. Sometimes, some non-functional features that address a very particular part of the software can be added as separate items in the Product Backlog.All Sprints are the same. There's no Sprint zero, hardening Sprint, release Sprint, integration Sprint, etc.

How complete should the Sprint Backlog be at the end of the Sprint Planning meeting?

Not all tasks are identified in the Sprint Planning; just enough to show what the development team is going to do in the next few days. The rest of the tasks will be created during the Sprint.

What does Agile MoSCoW stand for?

On DSDM (Dynamic Systems Development Method) projects, requirements are sorted into four categories: must have, should have, could have, and won't have. DSDM refers to this sorting as the MoSCoW rules.

On a Scrum project, who is responsible for helping the team remove project impediments?

On Scrum projects, it's the responsibility of the Scrum master to help the team remove impediments from the project.

What's the maximum allowed build cycle on XP projects?

On XP projects, builds should be run many times a day, initiated by a schedule or in response to some asynchronous event such as checking source code into the repository. XP requires investing in continuous improvement and code optimization to maintain a ten-minute build cycle; any longer than ten minutes and the build won't be used as often and won't provide as much feedback.

You are leading an XP project. The analytics expert is of the view that he should single-handedly develop the analytics module since nobody else on the team has the subject matter knowledge. How should you react?

On XP projects, we apply the pair programming approach. Even if the analytics expert is the only person to perform a specific task, pair programming must be encouraged. All of the other choices are irrelevant to the problem at hand.

On a burndown chart, the intersection of the work remaining trend line and the horizontal axis indicates the:

On a burndown chart, the intersection of the work remaining trend line, a projection of the current velocity, and the horizontal axis indicates the most likely completion date. However, as this date is not fixed and the estimate changes with the change in velocity, this intersection does not point to any specific date or deadline.

Select the two meetings in which people outside the Scrum Team are allowed to participate.

On the Sprint PlanningThe Development Team may also invite other people to attend to provide technical or domain advice. During the Sprint Review, the Scrum Team and stakeholders collaborate about what was done in the Sprint.

During a project retrospective, the team expressed its concerns over the quality management processes. One percent of the produced deliverables had minor defects which required rework. What must the team do to bring the future project performance in line with the expected quality standards?

Once the problem (variation) has been identified, the next step is to uncover the underlying root cause (sources). Fishbone diagrams break down the causes of the problem statement into discrete branches, helping to identify the main or root cause of the problem.

You are responsible for designing a new lessons learned management system for an organization. As a part of the project, you need to consult with a number of senior stakeholders and assess their needs and requirements. You then have to facilitate consensus on the system features, workflows, processes and procedures. Once the system is developed, it has to be rolled out across the organization and all employees have to be trained in effective use of the system. You have chosen to use a hybrid project life cycle. Which of the following life cycles should be adopted for the user training phase of the project?

Once the system is successfully designed and built, user training may be an extensive task but this can well be planned in advance. Predictive life cycle should be the most structured approach for this phase of the project.

When multiple teams are working on the same product, each team should have their definition of "Done".

One Definition of Done for all Scrum Teams which are creating a product

There are separate Product Backlogs in multiple Scrum Teams with a single product

One Product = One Product Backlog = One Product Owner even for multiple Scrum Team

How many Product Owners do 3 teams need if there is one product for all teams?

One Product Backlog = One Product Owner

Since the Product Owner is responsible for making the Product Backlog items clear to the developers when many Development Teams are working on the same product, one person won't be enough, and it might require having multiple Product Owners.

One Product Backlog = one Product Owner

An important executive wants the Development Team to take in a highly critical feature in the current Sprint. The Development Team

One of the Scrum Teams chose to have a Development Team member also playing the role of Scrum Master

What factors should be considered by the Product Owner in the release decision (select all applicable)?

One of the most important factors to decide about the release are: The costs and benefits of the upgrade The risk that the product's value can get out of line with the marketplace The customers that will be constrained by the new release

Who is the chief product visionary?

One of the product owner responsibility is to have a vision of what he or she wishes to build and convey that vision to the scrum team. This is key to successfully starting any agile software development project.

How many Product Owners do three teams need if there is one product for all teams?

One project for one product has only one Product Backlog and one Product Owner. Otherwise, prioritization and accountability would be too difficult.

Which of the following is the correct representation of the spectrum of project life cycles?

One way to understand how project life cycles vary is by using a continuum ranging from predictive cycles on one end, to Agile cycles on the other end, with more iterative or incremental cycles in the middle.

Which statements are correct about a Sprint Backlog item that was not finished at the end of the Sprint? (choose 2 answers)

Only the 100% complete items are demonstrated, to avoid confusion. When something is not complete, it will be moved back to the Product Backlog. If it's still on the top of the Product Backlog, development will continue in the next Sprint

Which statements are correct about a Sprint Backlog item that was not finished until the end of the Sprint? (choose 2 answers)

Who is responsible for all estimation in Sprint?

Only the Development Team is responsible for estimation in Sprint

Who decides whether to release the latest increment of the product?

Only the Product Owner can decide whether to release increment

Only the Product Owner has the authority to cancel a Sprint. However, the Development Team is trying to convince the Product Owner that the Sprint should be cancelled. What's the right response from the Scrum Master?

Only the Product Owner has the authority to cancel a Sprint, and the final decision belongs to her/him. However, this decision can be influenced by the customer (incl. stakeholders) or/and developers or/and Scrum Master.

The stakeholders reorder the Product Backlog in the Sprint Review meeting.

Only the Product Owner may re-order the Product Backlog.

The product owner has proposed a feature to develop an object-relational mapping tool that would simplify the mapping of objects in the programming language to relational database tables. Under what revenue stream is this feature BEST classified?

Operational Efficiency

The optimal size of the Development Team is:

Optimal Development Team size is small enough to remain nimble and large enough to complete significant work within a Sprint. Fewer than three Development Team members decrease interaction and result in smaller productivity gains. Smaller Development Teams may encounter skill constraints during the Sprint, causing the Development Team to be unable to deliver a potentially releasable Increment. Having more than nine members requires too much coordination. Large Development Teams generate too much complexity for an empirical process to be useful. The Product Owner and the Scrum Master roles are not included in this count unless they are also executing the work of the Sprint Backlog.

Which three EBM metrics is capture organisational value?

Organizations should focus on the following Key Value Areas (KVA) categories: 1. Current Value 2. Time-to-Market 3. Ability to innovate Current Value establishes the organization's current context but has no relevance to an organization's ability to sustain value in the future. Time-to-Market evaluates the software organization's ability to actually deliver new features, functions, services, and products. Without actively managing Time-to-Market, the ability to sustainably deliver value in the future is unknown. The Ability to Innovate is necessary but often a luxury. Most software is overloaded by nonvaluable features. As low-value features accumulate, more of the organization's budget and time is consumed maintaining the product, reducing its available capacity to innovate.

What does collocation and osmotic communication enhance among team members?

Osmotic communication helps ensure the natural flow of questions, ideas, and information sharing among the agile project team.

Select the definition of osmotic communication

Osmotic communication is a concept of communication where information is shared between collocated team members unconsciously. By sharing the same work environment, team members are exposed to the same environmental sounds and other environmental input and unconsciously share a common framework that improves communication.

Which of the following is NOT an Agile methodology?

PDCA (plan-do-check-act) is an iterative four-step quality management method and is not part of the Agile methodologies. [

What is the difference between padding activities duration estimates and adding feeding buffers?

Padding an estimate means extending the estimate. For example if a task that is expected to take five days is estimated to take seven days, we would say that the estimate has been padded. On the other hand, feeding buffers are placed between the tasks to handle the uncertainty but the tasks' estimates are not increased.

A team estimates that the development of a feature will take four days and the testing of the feature will take two days. In order to account for the uncertainty, the team provides a six day estimate for the development and adds a 2-day lag to the testing activity. What did the team do?

Padding an estimated means extending the estimate. For example if a task that is expected to take five days, is estimated to take seven days, we would say that the estimate has been padded. On the other hand, feeding buffers are placed between the tasks to handle the uncertainty but the tasks' estimates are not increased.

Pair programming is a development technique in which two developers work together to develop a product. Pair programming is a technique used in which of the following Agile frameworks?

Pair programming is an Agile software development technique in which two programmers work together at one workstation. One, the driver, writes code while the other, the observer or navigator, reviews each line of code as it is typed in. The two programmers switch roles frequently. Pair programming is one of the XP techniques.

Team members in successful Agile teams work to collaborate in various ways. Which of the following is not a valid example of these ways?

Pairing, swarming, mobbing are valid WIP management and collaboration techniques. Multi-tasking is considered a waste in Agile environments.

Which of the following is not a valid Agile estimating technique?

Parametric estimating is a more accurate technique for estimating cost and duration; it uses the statistical relationships between variables to calculate the cost or duration. Although this method is frequently used in predictive approaches, it is not considered an Agile estimating approach. The rest of the choices are valid Agile estimation approaches

Project sponsors usually want to know project timelines. Agile teams usually estimate project completion using variables such as current velocity and cycle time. However, like any other estimate, this estimate has some degree of variability. Which of the following tools can help an Agile team reflect this variability?

Pareto charts and fishbone diagrams are quality management tools. A flow chart is a process management tool. Agile teams reflect estimate variability using hurricane-style burndown charts.

Which of the following Agile events demands mandatory participation of the product owner?

Participation of the product owner in the daily standups, estimation and retrospectives is optional. However, the product owner is the "owner" of the product demonstrations.

A team is developing an online appraisals management system using an incremental project life cycle. The customer is complaining about the number of bugs that are detected by the customer which should have been detected by the project team. Which of the following techniques encourage a mistake-proofing discipline?

Penalties and fear cannot encourage a mistake-proofing discipline. The team should consider using various test-driven development practices. This mistake-proofing discipline makes it difficult for defects to remain undetected.

May the members of the Scaled Scrum Integration Team also work on the Scrum Teams in that Scaled Scrum?

People in the Scaled Scrum Integration Team may also work on the Scrum Teams in a Scaled Scrum, as appropriate and necessary. If this is the case, priority must be given to the work for the Scaled Scrum Integration Team. Membership in the Scaled Scrum Integration Team takes precedence over individual Scrum Team membership. This preference helps ensure that the work to resolve issues that affect many teams has priority.

How can we ensure that the performance requirements are addressed in the solution? (Choose 2 answers)

Performance, like security, scalability, and maintainability, is a non-functional feature. Non-functional features are normally added to the definition of "Done" because they apply to all functional features.For some non-functional features, such as performance, it's possible to create non-technical, independent items in the Product Backlog. This is usually done when we have to make an improvement in the previously done features.

Agile teams usually limit their estimation to the next few week because:

Planning for shorter time periods do not have any direct relationship with a project's ROI or multi-tasking. Although planning for shorter time periods is easier, this is not the reason why Agile teams plan for the next few weeks at the most. Planning for shorter time periods is more accurate because work for the next few weeks is more predictable. There is evidence, that the smaller the chunk of work, the more likely people are to deliver it.

term-330Which of the following Agile events is not primarily designed to generate feedback on either project approach or project deliverable?

Planning poker is an Agile estimating technique and not a feedback solicitation technique. Planning poker combines expert opinion, analogy, and disaggregation into an enjoyable approach to estimating that results in quick but reliable estimate.

Which of the following is an Agile estimation technique played by the team as a game using cards?

Planning poker is an Agile estimating technique. The rest of the choices are all made up terms. Planning poker is generally recognized as the best Agile estimating technique. Planning poker combines expert opinion, analogy, and disaggregation into an enjoyable approach to estimating that results in a quick but reliable estimate.

An Agile team is currently playing planning poker. What does that mean?

Planning poker is an Agile estimation technique.

Barry and Jill have just overturned the lowest and highest values, respectively, during a planning poker meeting when estimating a user story that Barry is to develop. What typically happens next in planning poker?

Planning poker is based upon the wideband Delphi estimation technique. It is a consensus-based technique for estimating effort. Sometimes called scrum poker, it is a technique for a relative estimation of effort, typically in story points, to develop a user story. At a planning poker meeting, each estimator is given an identical deck of planning poker cards with a wide range of values. The Fibonacci sequence is often used for values for planning poker (i.e., 0, 1, 1, 2, 3, 5,8,etc.); another common sequence is (question mark, 0, 1/2, 1, 2, 3, 5, 8, 13, 20, 40, and 100). A planning poker meeting works as follows: 1) a moderator, not estimating, facilitates the meeting. 2) the product owner/manager provides a short overview of the user story and answers clarifying questions posed by the developers. Typically the product owner does not vote. 3) Each estimator selects an estimate of work effort by selecting a card, 4) Once everyone has selected a card, everyone overturns their card concurrently, 5) Estimators with high and low estimates are given a chance to defend positions. 6) The process repeats until there is consensus. The developer who owns the user story is typically given higher credence.

Which of the following is generally known as the best Agile estimating technique?

Planning poker is generally recognized as the best Agile estimating technique. Planning poker combines expert opinion, analogy, and disaggregation into an enjoyable approach to estimating that results in quick but reliable estimates.

Which of the following statements regarding planning poker is incorrect?

Planning poker is played by the entire team and not just by the senior team members. The rest of the statements are correct.

Which of the following is not a prioritisation technique?

Planning poker, also called Scrum poker, is a consensus-based, gamified technique for estimating, mostly used to estimate effort or relative size of development goals in software development. In planning poker, members of the group make estimates by playing numbered cards face-down to the table, instead of speaking them aloud. The cards are revealed, and the estimates are then discussed. By hiding the figures in this way, the group can avoid the cognitive bias of anchoring, where the first number spoken aloud sets a precedent for subsequent estimates. Planning Poker is not prioritisation technique

Who's responsible for planning releases?

Planning releases are the responsibility of Product Owner

By the end of the first iteration, an Agile team has got a number of incomplete stories. A number of actions can be taken at this stage to address this issue and avoid similar future situations, EXCEPT:

Points counted toward velocity are only for those stories or features that are complete at the end of the iteration. Incomplete stories are not counted toward velocity. The rest of the choices are acceptable available options.

If a project costing $125,000 produces a $139,000 return at the end of a year, what is the interest rate?

Present Value (PV) = Future Value (FV) / (1 + interest rate) ^ periods. $125,000 = $139,000 / (1 + i)^1. Solving for i, we get the interest rate of 11.2%.

An Agile team has recently been put together to deliver a system upgrade project. The product owner has provided the product backlog but is hesitant in prioritizing the stories. What should you do?

Prioritization is critical for Agile projects. You need to educate the product owner regarding the importance of prioritization in Agile projects and help them prioritize the backlog

A servant-leader gives colored sticky dots to the team and asks them to put these on a poster containing team issues. The team then starts placing their dots next to the items under consideration. What is this team doing?

Prioritize with Dots is an Agile technique that helps teams prioritize their top issues, ideas, or proposals. Planning poker is a user story estimating technique. Hoshin Kanri and Ishikawa Diagrams are not prioritization techniques.

Which of the following Agile techniques would you recommend if an Agile team wants to prioritize the top issues, ideas or proposals?

Lucy is the lead programmer on your project. She wasn't successful in getting selected for another project that involved some state-of-the-art technology. You feel that, due to this reason, she hasn't been pulling her weight. Which ESVP role closely relates to her behavior?

Prisoners feel that they've been forced to attend and would rather be doing something else.

The Product Backlog is baselined at the start of the project and not changed for at least three Sprints

Product Backlog cannot be baselined in Scrum

The Product Backlog is baseline at the start of the project and not changed for at least three Sprints

Product Backlog is not baselined in Scrum

When can the Product Backlog be refined?

Product Backlog items can be updated at any time by the Product Owner or at the Product Owner's discretion.

The Product Backlog attributes are:

Product Backlog items have the attributes of a description, order, estimate, and value. Product Backlog items often include test descriptions that will prove its completeness when "Done".

What does Product Backlog management include? Select three most applicable items.

Product Backlog management includes: - Clearly expressing Product Backlog items; - Ordering the items in the Product Backlog to best achieve goals and missions; - Optimizing the value of the work the Development Team performs; - Ensuring that the Product Backlog is visible, transparent, and clear to all, and shows what the Scrum Team will work on next; and, - Ensuring the Development Team understands items in the Product Backlog to the level needed.

When should the Product Backlog items be refined? (choose 2 answers)

Product Backlog refinement is a continuous activity. When an item is at the top of the backlog, which means it will be developed in the near future, more refinements are usually needed to make sure it is clear and contains just enough details (not all possible details). It's preferred to have the items that will be selected in the Sprint Backlog completely refined before Sprint Planning; however, it's OK to have more refinement done during the development. Remember that there's no such thing as Sprint 0, and there's no time between two Sprints that can be spent on something such as refinement. The team is also cross-functional and does the a-z of the work needed for each item, including refinement; they don't use people from other parts of the company.

These 2 activities are typical works for a Product Owner between the end of the Sprint Planning and before the Sprint Review

Product Backlog refinement is continuous and can happen anytime. Besides that, the Product Owner is constantly in contact with the developers to make sure everything is clear.Assignments and Sprint performance measurement are done by the developers, and only the developers participate in the Daily Scrums.

Product Backlog refinement is the act of ... to the items in the Product Backlog.

Product Backlog refinement is defined in the Scrum Guide as the act of adding detail, estimates, and order to the Product Backlog items. Remember that Product Backlog refinement is an ongoing activity, and is not timeboxed. The rule is that it shouldn't take more than 10% of the developers' time

Ordering the Product Backlog items is usually part of the Product Backlog refinement.

Product Backlog Refinement ...Select two most appropriate sentence endings.

The Product Backlog is only refined during the Sprint Planning and Sprint Review.

Product Backlog refinement is the act of adding detail, estimates, and order to items in the Product Backlog. This is an ongoing process in which the Product Owner and the Development Team collaborate on the details of Product Backlog items. During Product Backlog refinement, items are reviewed and revised. The Scrum Team decides how and when refinement is done. Refinement usually consumes no more than 10% of the capacity of the Development Team. However, Product Backlog items can be updated at any time by the Product Owner or at the Product Owner's discretion.

When does backlog refinement occur?

Product Owner can invite the stakeholders to the Backlog Refinement sessions

Product Backlog refinement is the act of adding detail, estimates, and order to items in the Product Backlog. This is an ongoing process in which the Product Owner, the Development Team and if it is required, stakeholders, collaborate on the details of Product Backlog items. During Product Backlog refinement, items are reviewed and revised.

Which of the following statements is not correct?

Product Owner always order the Product Backlog items only based on the value of each item compared to another item

In the middle of the Sprint, a Development Team finds that they have more capacity for additional work. They decide to change the Sprint Backlog by adding a few more Backlog Items from the Product Backlog. Who should be present to decide additional work and accordingly modify the Sprint Backlog (choose 2 answers)

Product Owner and members of the Development Team should decide which items they can add to the current Sprint Backlog

After the Sprint Planning, Product Owner finds that it makes sense to develop a new functionality

Product Owner can't introduce the new functionality in the middle of the Sprint unless the Development Team gets more capacity to work and they mutually agree to take this in. After Product Owner adding the new functionality and ordering it to be on the top of the Product Backlog, the Development Team can review that for selection in next Sprint Planning.

The Product Owner usually ensures value by maximizing ...

Product Owner represents user(s) of the product or service with a thorough understanding of the user community. He secures the initial and on-going financial resources for the project, focusing on value creation and overall Return on Investment (ROI) and assesses the viability and ensures the delivery of the product or service.

The Product Owner should be expertly aware of the marketplace for the product.

Product Owner should be expertly aware of the marketplace for the product. They should constantly be gathering and re-gathering information and data regarding the marketplace so that the product value is maximized. Getting out of touch with the marketplace can be a recipe for product disaster.

What percentage of the Product Owner's time should be dedicated to the team?

Product Owner should spend as much time with the Development Team as needed to maximise value of the Product and the activity in Sprint Backlog

Which of the following is the best response from the Product Owner, when the developers have difficulty understanding the expectations in the middle of the Sprint?

Product Owner should spend enough time with the Development team to explain everything that is required to complete Sprint Backlog

In the middle of the Sprint, a Development Team finds that they have more room for additional work. They decide to change the Sprint Backlog by adding a few more Backlog Items from the Product Backlog. Who should be present to decide additional work and accordingly modify the Sprint Backlog (choose 2 answers)

Product Owner, if it is required, will explain the item to Development who will include an item to Sprint Backlog

Which agile planning artefact should be updated at least once semi-annually?

Product Roadmap should be updated at least once semi-annually

What is Agile planning artefact that updated minimally once a year by the Product Owner?

Product Vision is updated by Product Owner at least once a year

Conducting frequent product demonstrations can help an Agile team avoid which of the following project risks?

Product demonstrations do not mitigate any risk arising from selected sprint size or the selected technique for user stories grooming. Scope creep means uncontrolled scope changes which is irrelevant to product demonstrations. Frequent demonstrations allow frequent feedback that prevents the team from heading in a wrong direction.

On traditional projects, a change control board is usually established to authorize change requests. Who is responsible to authorize changes on an Agile project?

Product owners have the ultimate responsibility of the project success. They prioritize the project backlog and authorize change requests on an Agile project.

The benefits of having a solid product vision is (choose 3 answers)

Product vision is not explained in the Scrum Guide and is not a mandatory part of the framework. However, it's recommended to have one, and use it to help align the decisions and development with the expected outcome of the project

The benefits of having a solid product vision are (choose 3 answers)

Two projects are currently being analyzed. Project A will yield a net profit of $300,000 at the end of the second year. Project B will yield a net profit of $310,000 by the end of the fourth year. Assuming a 3% interest rate, which of the following is correct?

Project A's PV is $282,779 while the Project B's PV is $275,431. Project A's PV is $7,348 higher than Project B's PV making it more attractive. The formula for Present Value is: PV = FV / (1+r)^n

Traditional teams initially face difficulties in understanding how Agile teams can determine expected project completion time given that they do not spend sufficient time in upfront project planning. What is your opinion regarding predicting project completion on Agile projects?

Project baselines are not established on Agile projects. Once Agile teams establish a reliable velocity (average stories or story points per iteration) or the average cycle time, the teams can predict how much long the project will take.

Organizations are structured on a spectrum ranging from highly projectized to matrixed to highly functionalized. Projects within which of the following organizational structures are more likely to find general resistance to collaboration?

Projects with highly functionalized structures may find general resistance to collaboration across its organization.

Agile methods, tools and techniques deliver maximum benefit if they are applied correctly in the right environment. Which of the following scenarios provides an ideal environment for Agile teams?

Quality management and focusing on individuals and interactions are the responsibilities of the project team. Operating in silos is against the spirit of Agile Manifesto. A perfect Agile environment is created when project teams are self-organized while the leadership strives to fulfil the needs of the teams.

Which of the following statements doesn't correctly depict Agile values?

Quality should be planned, designed and built-in. Quality is not merely inspected-in in Agile approaches.

Which of these techniques is used during the retrospective closing that helps generate feedback on the retrospective process and gauge the effectiveness of the session from the team members' perspectives?

ROTI stands for Return on Time Invested. This technique is used in the closing retrospective phase for iteration or release retrospectives. It helps generate feedback on the retrospective process and gauge the effectiveness of the session from the team members' perspectives.

When does an Agile team reconfirm its commitments and identify project impediments?

Reconfirming commitment and impediment identification is part of the daily standup meetings.

You are leading the deployment of an inventory management system for a multinational client. The project team is geographically distributed and many time zones apart. Conducting daily standups is a major problem. How should this problem be tackled?

Recording updates is a bad idea that takes away the required interaction between the team members. When team members are many time zones apart, consider using whole-project interactions less frequently, while encouraging more frequent personal meetings (two or three people at a time).

Which of the following is an Agile technique that regularly checks the effectiveness of the quality process, looks for the root cause of issues, and suggest trials of new approaches to improve quality?

Recurring retrospectives regularly check on the effectiveness of the quality process. They look for the root cause of issues then suggest trials of new approaches to improve quality.

Which of the following is NOT considered a good Agile practice?

Reducing the team down to its critical core members is recommended. Often too many people hinder a process, not help it. Consider restructuring a large project into multiple smaller projects or piloting complex projects before a full-scale implementation.

A resource on your project has asked for a copy of the word processing software in use at your company so that they can install it at home and complete project work from there. What do you do?

Refer the resource to the IT group for assistance. Agile practitioners are required to protect others' intellectual property—including copyrighted information such as software—in accordance with all applicable policies, laws, and regulations.

The main reasons of Product Backlog Refinement in Scaled Scrum are ...... Select all that apply

Refinement of the Product Backlog at scale serves a dual purpose. It helps the Scrum Teams forecast which team will deliver which Product Backlog items, and it identifies dependencies across those teams.

What are the main purposes of Product Backlog Refinement at scale? Select two.

The Product Backlog is updated only during Backlog refinement and Sprint Planning

Refinement usually consumes no more than 10% of the capacity of the Development Team. However, Product Backlog items can be updated at any time by the Product Owner or at the Product Owner's discretion.

The maximum duration of Sprint Planning is:

Sprint Planning is time-boxed to a maximum of eight hours for a one-month Sprint. For shorter Sprints, the event is usually shorter.

The Product Backlog refinement shouldn't take more than 10% of the Product Owner's time.

Jill and her team are scheduled to hold a reflective improvement workshop the next business day. Which agile project management methodology uses reflective improvement workshops as a key tool to apply its principles?

Reflective improvement workshops are a cornerstone of the Crystal methodology. While all agile methodologies incorporate reflection into their standard practices, Crystal terms the practice 'reflective improvement workshops.

Which of the following is not a recognized Agile tool or technique?

Regression analysis is an advanced statistical technique that can be utilized on some Agile projects but is not necessarily an Agile tool or technique.

Learning turns into 'validated learning' when assumptions and goals can be assessed through results. What is a key way for a Product Owner to apply validated learning?

Release an Increment to the market to learn about the business assumptions built into the product.

How frequently should product releases occur?

Release occurs frequently enough to eliminate the risk that the product's value will get out of line with the marketplace

During which Agile planning event does an Agile team first consider user stories?

Release planning considers the user stories or themes that will be developed for a new release of a product or system. Once the release plan is developed, the Agile team moves on to the iteration planning and subsequently daily planning during the iteration.

You, your Agile team, and the product owner are currently prioritizing features, ranking them in order of their business value, and defining the scope of the project. Which planning meeting is this?

Release planning considers the user stories, features or themes that will be developed for a new release of a product or system. The goal of this planning is to determine an appropriate answer to the questions of scope, schedule, and resources for a project.

Response time is the time that an item waits until work starts. On the Kanban board, this is the time an item enters the "Ready" bin till the time it enters the "Develop and Unit Test" bin (or exits the "Ready" bin).

A dedicated Agile team is currently working on an ERP system customization and deployment project five days a week. Each iteration is time-boxed at three weeks. A total of 500 story points were estimated at the start of the project. The team has recently completed its 4th iteration on the project and have successfully delivered 30 story points during this iteration. So far, the team has delivered a total of 120 story points on the project. If no new stories have been added to the project since initiation, what was the response time (in weeks) for the 30 stories delivered during the last iteration?

Response time is the time that an item waits until work starts. The 30 story points completed in the 4th iteration waited for three iterations, i.e., 3 x 3 = 9 weeks.

Scaled Scrum Sprint Planning consists of:

Scaled Scrum Sprint Planning consists of Validating the Product Backlog, formulating the Sprint Goal and once the Scaled Scrum Goal for the Sprint is understood, each Scrum Team will conduct its individual Sprint Planning events in which the members create their own Sprint Backlogs

What part of the Scaled Scrum Sprint Retrospective is it?"

Scaled Scrum Sprint Retrospective consists of three parts and it is the third part of this event.

In agile estimating and planning, what is 'retained' revenue?

Retained revenue is revenue retained through the development of new product features or services that prevent existing customers from stopping use of the existing product.

Which of the following statements regarding Agile retrospectives is correct?

Retrospectives allow Agile teams to learn about, improve, and adapt their processes. Retrospectives help teams-even great ones-keep improving.

Which of the following is an artefact that an Agile team must produce by the end of each retrospective?

Retrospectives allow Agile teams to learn about, improve, and adapt their processes. The prime retrospective artefact is a list of agreed improvement actions.

These purposes are served in Scaled Scrum Sprint Retrospective. Select all that apply

Retrospectives in Scaled Scrum serve two purposes: to recognize successful practices that teams are already using, and to help them (teams) find ways they can increase productivity or just improve

Calculate the return on investment of the following: Gain: $1,000; Cost: $10,000.

Return on Investment (ROI): A metric used to evaluate the efficiency of an investment or to compare efficiency among a number of investments. To calculate ROI, the return of an investment (i.e., the gain minus the cost) is divided by the cost of the investment. The result is usually expressed as a percentage and sometimes a ratio. The product owner is often said to be responsible for the ROI.

Some organizations resist starting projects without having any idea how long those projects will take. You are not comfortable in sharing any estimates until the first few iterations are completed. What should you do?

Reverting back to traditional project management approaches would be an extreme step. In this situation, it is important to stress that your desire to run a few iterations first stems not from a desire to avoid making an estimate but to avoid making an estimate without adequate foundation.

Which of the following planning techniques allows detailed planning of only the work that needs to be accomplished in the near term, while the work in the future is kept at a higher level?

Rolling Wave Planning is an iterative planning technique in which the work to be accomplished in the near term is planned in detail, while the work in the future is planned at a higher level.

You are leading an Agile team developing a resource management application. Recently due to some unexplained events, some of the scheduled tasks got delayed and increased the project costs. You now want to investigate the root cause of this issue. Which of the following tool should you use?

Root cause analysis using a fishbone diagram is the recommended approach. The rest of the tools are not designed around root cause analysis.

You have been recently hired in an organization as an Agile Coach. The organization has recently recognized the benefits of the Agile approach to project management and have also successfully piloted a couple of projects using the approach. You have overheard Rupesh, a project manager at the organization, claiming that an Agile project doesn't need to be planned and the project team should always be ready to accommodate all sort of changes. What is your view about this?

Rupesh is not correct, but the statement that he is always wrong is just too harsh. We don't have enough information to claim that. Although according to the Agile Manifesto, responding to change is valued more than following a plan, that doesn't mean that Agile projects do not require any planning effort.

During the Sprint, the Scrum Master's role is to do which two of the following:

Scrum Master Service to the Product Owner The Scrum Master serves the Product Owner in several ways, including: Ensuring that goals, scope, and product domain are understood by everyone on the Scrum Team as well as possible; Finding techniques for effective Product Backlog management; Helping the Scrum Team understand the need for clear and concise Product Backlog items; Understanding product planning in an empirical environment; Ensuring the Product Owner knows how to arrange the Product Backlog to maximize value; Understanding and practising agility; Facilitating Scrum events as requested or needed.Scrum Master Service to the Development Team The Scrum Master serves the Development Team in several ways, including: Coaching the Development Team in self-organization and cross-functionality; Helping the Development Team to create high-value products; Removing impediments to the Development Team's progress; Facilitating Scrum events as requested or needed; Coaching the Development Team in organizational environments in which Scrum is not yet fully adopted and understood.

Which of the following is a valid service from the Scrum Master to the Product Owner?

What is the main reason for the Scrum Master to be at the Daily Scrum?

Scrum Master does not have to be there; he or she only has to ensure the Development Team has a Daily Scrum.

Scrum is an iterative and incremental Agile process.

Scrum and agile are both incremental and iterative. They are iterative in that they plan for the work of one iteration to be improved upon in subsequent iterations. They are incremental because completed work is delivered throughout the project.

Scrum ensures exception of technical debt

Scrum cannot ensure exception of technical debt.

Scrum ensures the exception of technical debt

Scrum cannot ensure the exception of technical debt.

It is forecasted that the project will be finished in 3 Sprints. The Product Owner wants to design acceptance tests for all items. What's the best response from the Scrum Master?

Scrum doesn't use upfront planning and design, and what described in this question is a form of upfront preparation.

Scrum is an iterative and incremental Agile framework.

Scrum employs an iterative, incremental approach to optimize predictability and control risk.

Which of the following is NOT an established Scrum event?

Scrum events include sprint, sprint planning, daily scrum, sprint review and sprint retrospectives.

Scrum is a lightweight development methodology.

Scrum is a framework for developing, delivering, and sustaining complex products. Scrum is a framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value. Scrum is lightweight simple to understandDifficult to master

Which two of the following is true about Scrum?

Scrum is a framework for developing, delivering, and sustaining complex products. Scrum is a process framework that has been used to manage work on complex products since the early 1990s. Scrum is not a process, technique, or definitive method. Rather, it is a framework within which you can employ various processes and techniques. Scrum makes clear the relative efficacy of your product management and work techniques so that you can continuously improve the product, the team, and the working environment.

An organisation has decided to adopt Scrum. What happens if they tailor the Scrum terminology to match their current environment? (Choose 3 answers)

Scrum is a framework rather than a methodology. It's very lightweight and only contains the essential required aspects. Therefore, it shouldn't be tailored like methodologies

Which two of the following are true about Scrum?

Scrum is a framework, not a methodology or body of knowledge. Scrum is empirical, rather than theoretical. Scrum is more about project delivery rather than project management. Scrum is adaptive, rather than predictive (it's more than just using Sprints and related artefacts). Scrum should be used entirely (we do not tailor it)

Scrum is container for other techniques and methodologies

Scrum is a process framework that has been used to manage work on complex products since the early 1990s. Scrum is not a process, technique, or definitive method. Rather, it is a framework within which you can employ various processes and techniques. Scrum makes clear the relative efficacy of your product management and work techniques so that you can continuously improve the product, the team, and the working environment.

Scrum is software development methodology

The Scrum is founded on what type of process theory?

The model of taking the small step to produce an outcome, observe the result, and then adjusting next step based on this observation and experience is known as

A four-hour Sprint Planning is common for Sprints that are ... long.

Sprint Planning is time-boxed to a maximum of eight hours for a one-month Sprint. For shorter Sprints, the event is usually shorter.

What type of process control is Scrum?

Scrum is founded on empirical process control theory or empiricism. Empiricism asserts that knowledge comes from experience and making decisions based on what is known. Scrum employs an iterative, incremental approach to optimize predictability and control risk. Three pillars uphold every implementation of empirical process control: transparency, inspection, and adaptation.

Select all that apply, Empiricism provides

Scrum is founded on empirical process control theory, or empiricism. Empiricism asserts that knowledge comes from experience and making decisions based on what is known. Scrum employs an iterative, incremental approach to optimize predictability and control risk. Three pillars uphold every implementation of empirical process control: transparency, inspection, and adaptation.

Three pillars of scrum are:

In Scrum, who is responsible for exploring Scrum tools and techniques to be used by the team?

Scrum master is responsible for identifying the most suitable Scrum tools and techniques to be used on the project. On the other hand, the Agile team is responsible to select the right tools and techniques to build the product.

Which of the following is designed to synchronise multiple teams working on the same product?

Scrum of Scrums does: Meet once a day after all involved sub-teams have conducted their Daily Stand-upSynchronise multiple teams working on the same product Mirror the team level Daily Stand-up. 15-minutes or less with a potential 15-minute follow-up conversation (often called the parking lot) to flesh out impediments and/or possible solutions. Those not involved may get back to work.Remove impediments for individual teams if possible. If not, they raise them to the next Scrum of Scrums and so on until the impediments are removed or are raised to the EAT.Works with the EAT to help coordinate best practices across the entire enterprise.

The Development Team decides to divide the Sprint Backlog and assign ownership of every Sprint Backlog Item to separate individuals on the team. The Scrum Master

Scrum recognizes no titles for Development Team members, regardless of the work being performed by the person;Scrum recognizes no sub-teams in the Development Team, regardless of domains that need to be addressed like testing, architecture, operations, or business analysis; and,Individual Development Team members may have specialized skills and areas of focus, but accountability belongs to the Development Team as a whole.

Scrum Team uses the information of Scrum artefacts to make ongoing decisions. The soundness of these decisions depends on

Scrum relies on transparency. Decisions to optimize value and control risk are made based on the perceived state of the artefacts. To the extent that transparency is complete, these decisions have a sound basis. To the extent that the artefacts are incompletely transparent, these decisions can be flawed, value may diminish and risk may increase.

When does inspection occur?

Scrum users must frequently inspect Scrum artefacts and progress toward a Sprint Goal to detect undesirable variances. Their inspection should not be so frequent that inspection gets in the way of the work. Inspections are most beneficial when diligently performed by skilled inspectors at the point of work.

What should be the frequency of Inspection in Scrum? Select all that apply

Scrum users must frequently inspect Scrum artifacts and progress toward a Sprint Goal to detect undesirable variances. Their inspection should not be so frequent that inspection gets in the way of the work. Inspections are most beneficial when diligently performed by skilled inspectors at the point of work. Other than the Sprint itself, which is a container for all other events, each event in Scrum is a formal opportunity to inspect and adapt something.

What are the Scrum Artifacts? Select all applicable items.

Scrum's artefacts represent work or value to provide transparency and opportunities for inspection and adaptation. Artefacts defined by Scrum are specifically designed to maximize transparency of key information so that everybody has the same understanding of the artefact.There are three artefacts in Sprint: - Product Backlog - Sprint Backlog - Increment

Which of the following is an Agile approach that was originally designed as a way to transition from Scrum to Kanban?

Scrumban is an Agile approach originally designed as a way to transition from Scrum to Kanban. As additional Agile frameworks and methodologies emerged, it became an evolving hybrid framework in and of itself where teams use Scrum as a framework and Kanban for process improvement.

Which of the following is the management framework that emerges when teams employ Scrum as the chosen way of working and use the Kanban Method as a lens through which to view, understand, and continuously improve how they work?

One of the challenges of planning a release is estimating the velocity of the team. Which of the following is NOT a valid Agile approach to estimate a team's velocity?

Sensitivity analysis is a risk analysis technique and cannot help in forecasting a team's velocity. The rest of the choices are valid approaches.

Which of the following is a characteristic of servant-leadership?

Servant leadership prefers coaching vs. controlling. Micromanagement and rewarding the best doesn't create an Agile environment. Promoting self-awareness is one of the key requirements of a servant-leadership environment.

The practice of leading through service to the team, by focusing on understanding and addressing the needs and development of team members in order to enable the highest possible team performance, is known as:

Servant-leadership is the practice of leading through service to the team, by focusing on understanding and addressing the needs and development of team members in order to enable the highest possible team performance.

Servant leadership role includes

Shielding team members from interruptions

You invited your product owner to the upcoming iteration retrospective. She thanked you for the invitation and told you that she would look forward to the session and would like to adopt good ideas. Which ESVP role closely relates to this attitude?

Shoppers want to look over all the available information and will be happy to go home with one useful new idea.

If an Agile project's Earned Value is $100,000 and the CPI is 0.8, how much the team has spent so far on the project?

Since CPI = Earned Value/Actual Costs, this means that Actual Costs = Earned Value/CPI = $100,000/0.8 = $125,000. This means that the team has spent more on the project than planned.

You are leading a complex project and are exploring various technologies to be used on the project. Such a complex project is typically expected to span five years. The team is new to Agile and currently struggling to estimate in story points. The team might come up to speed with estimating in ideal days fairly quickly due to the very intuitive feel associated with ideal days. However, you are worried that ideal days estimates will soon decay as the teams gets more experienced and proficient with the involved technologies and the project scope becomes clearer. Which of the following approaches is recommended in this scenario?

Since story points are a pure measure of size, the preference is always for story points. However, if the team is struggling with the concept of estimating pure size, it is recommended to start them estimating in ideal days but then convert them to story points. The problem with estimating in ideal days, especially with such a complex project, is that the estimates decay over time as the team become more proficient in executing project tasks.

Your project is halfway through the third iteration. One of the key stakeholders emails a change request that would make one of the backlog items unwanted by the business. How should you respond to this change request?

Since the product owner is ultimately responsible for the product, you need to work with them to have the item removed from the backlog.

Your project team has recently completed the 3rd iteration on the project. So far 45 story points have been successfully delivered to the customer. For this project, the iteration size is fixed at three weeks. The team (six team members) is dedicated to working five days per week. Looking at the backlog, you have 150 story points remaining to be delivered. How many more weeks are required to complete the project?

Since the team has successfully delivered 45 stories in three iterations, the velocity is 15 stories per iteration. There are 150 more story points to be delivered, which will require another 10 iterations (150/15). Since each iteration is fixed at three weeks, the expected completion time is 10 x 3 = 30 weeks.

Which of the following Agile approaches encourages sitting together and pair working?

Sitting together and pair working are XP techniques.

Software dependencies can influence how the Product Owner orders Product Backlog items

Software dependencies may really influence PBI ordering. It doesn't mean the Product Owner must always order the PBI by referring to software dependencies, but the question is "can" instead of "must". Maybe it is not very good practice but it is up to the Product Owner to decide if this factor is important for ordering the items or not. So it can be one of the reasons to re-order the item. This is one of many so-called "confusing" questions in the real exam.

What is the indication that the technical debt has become unacceptable?

Software must be developed so that dependencies are detected and resolved before technical debt becomes unacceptable. The test of unacceptable technical debt is when integration occurs, and it remains unclear that all dependencies are resolved. In these cases, the unresolved dependencies remain hidden in the code and test base, lowering the overall value of the software.

Identify the wrong implementations of Product Owner role (select all that apply)

Some implementations like Proxy Product Owner, Remote Product Owner, Product Owner Committee, etc increase miscommunication, slow-down in decision making, etc. A co-located Product Owner along with the Development Team is preferable

Which of the following is a collaborative approach to defining requirements and business-oriented functional tests for software products based on capturing and illustrating requirements using realistic examples instead of abstract statements?

Specifications by Example (SBE) is a collaborative approach to defining requirements and business-oriented functional tests for software products based on capturing and illustrating requirements using realistic examples instead of abstract statements.

Which of the following two items are not topics of discussion within a Sprint Retrospective ?

Sprint Backlog for the next Sprint and the functionality implemented as a result of the Sprint are not a part of Sprint Retrospective topic

New work to complete Sprint Goal is identified after the Sprint Planning. When will this work be added to the Sprint Backlog?

Sprint Backlog is a plan with enough detail that changes in progress can be understood in the Daily Scrum. The Development Team modifies the Sprint Backlog throughout the Sprint, and the Sprint Backlog emerges during the Sprint. This emergence occurs as the Development Team works through the plan and learns more about the work needed to achieve the Sprint Goal.

How complete should Sprint Backlog be at the end of the Sprint Planning meeting?

Sprint Backlog should be complete enough to ensure there is work for the first 1-2 days of the Sprint at the end of the Sprint Planning meeting

Which of the following is not input to the Sprint Planning meeting?

Sprint Goal is creating the Sprint Planning

What's the maximum duration of Sprint Planning when the Product Backlog is not clear?

Sprint Planning is time-boxed to a maximum of eight hours for a one-month Sprint.

What's the maximum duration of the Sprint Planning when the Product Backlog is not clear?

Sprint Planning is time-boxed to a maximum of eight hours for a one-month Sprint.

How long the Sprint Planning takes in a project with three-week Sprints?

Sprint Planning is time-boxed to a maximum of eight hours for a one-month Sprint. For shorter Sprints, the event is usually shorter. In this case, the maximum duration of Sprint Planning is 6 hours

Which of the following might be discussed in a Sprint Retrospective?

Sprint Retrospective is used for planning for improvements. One of them is improving the definition of "Done"

For one month Sprint, what is the recommended duration of the Sprint Review?

Sprint Review is a four-hour meeting for one-month Sprints. For shorter Sprints, the event is usually shorter.

Is Sprint Review a formal meeting?

Sprint review is a formal event, but informal meeting

When is a Sprint cancelled?

Sprints are cancelled by the Product Owner only because they don't make sense anymore, or become obsolete. It's mainly about the Sprint Goal

Which of the following events might call for early termination of a sprint in an iteration-based Agile project?

Sprints, or iterations are time-boxed and are never terminated early. If the features being developed are suddenly not required, these will be replaced with other high priority features in the backlog. However, if the project is terminated, that would terminate the iteration.

All interactions between stakeholders and Development Team should be the Product Owner

Stakeholders and Development Team may contact each other without Product Owner The Product Owner is responsible for the Product Backlog, including its content, availability, and ordering.

An Agile team is progressing a little slower than what was planned at the start of the iteration. Which of the following Agile metrics will this effect?

Story points and ideal time are sizing/estimating metrics; these do not change with actual performance. Velocity, however, would get reduced if the team is delivering fewer story points than planned. Actual duration is an absolute number you get at the end of an activity, it can be different than the planned duration, but the final value doesn't change.

Like traditional teams, Agile teams also track their progress. Which of the following measures is generally used by Agile teams to monitor its progress rate?

Story points and ideal times are story sizing measures. Cycle time measures the time consumed to deliver stories. Agile teams monitor their progress by velocity that is expressed as the number of story points (or ideal days) completed per iteration.

Which of the following is a "pure" measure of size?

Story points are a pure measure of size. Ideal days are not. Ideal days may be used as a measure of size, but with some deficiencies; an estimate in ideal days will change as the team's proficiency changes.

Which of the following is a unit of measure for expressing the overall size of a user story?

Story points are a unit of measure for expressing the overall size of a user story, feature, or other piece of work.

Story points are the most widely used unit of measure for estimating Agile story sizes. How does an Agile team determine the size of a story?

Story points are a unit of measure for expressing the overall size of a user story. When we estimate with story points we assign a point value to each item. The raw value we assign is unimportant. What matters are the relative values. Once the first story is estimated, the remaining stories are estimated by comparing them to the already estimated stories.

Trey and his agile team are using story points to estimate development effort of user stories. What is a story point?

Story points represent the relative work effort it takes to develop a user story. Each point represents a fixed value of development effort. When estimating the agile team must consider complexity, effort, risk, and inter-dependencies.

You want to establish a management and communication tool to visualize how a team is performing at completing the planned functionality of a release classified by themes. The Agile team has proposed using a board with a large box for each theme in the release. Each box is to be annotated with the name of the theme, the number of stories in that theme, the number of story points or ideal days for those stories, and the percentage of the story points that are complete. In Agile community, what is such a board called?

Such boards are known as parking lot charts. A parking lot chart is a powerful method for compressing a great deal of information into a small space.

Agile teams often conduct time-boxed research experiments to learn some critical technical or functional element of the project. What are these researches called?

Such events are called spikes. Spikes are useful for learning and may be used in circumstances such as estimation, acceptance criteria definition, and understanding the flow of a user's action through the product.

Which of the following Agile plans is generally the most precise?

Task planning is not a recommended Agile approach. Agile plans cover three different levels-the release, the iteration, and the current day. The daily plan, as committed to by each participant in a team's daily meeting is the most precise.

How can a Scrum Master help multiple teams keep their output aligned in a single product?

Teach them that it's their responsibility to work with the other teams to create aligned outputs and an integrated Increment.

An Agile team has been working on a system design and development project for the last 8 months. The project sponsor is not happy as he though the project would be completed within 6 months. Although the team's throughput has been steady, a number of features have been added during the course of the project which pushed the project completion. Which of the following tools can be used by the project team to show this scenario to the project sponsor?

Team charter and daily standup minutes cannot help much in addressing the issue at hand. The product backlog can only show the current state and how it has changed over time. A feature burnup/burndown chart can show how requirements grew during the project. The total features line shows how the project's total features changed over time.

What is the main benefit of delivering a project in increments and discovering the requirements on-the-go versus strictly following a written specification?

Teams can verify their work when they use small increments and can change what they do next. When teams deliver small increments, they are better able to understand the true customer requirements faster and more accurately than with a static written specification.

Your Agile project team is currently having communication issues. You underestimated these risks earlier and did not establish clear ground rules and group norms upfront in the project. Which document typically includes these items?

Teams do not need a formal process for chartering as long as the teams understand how to work together. Some teams benefit from a team chartering process. Team ground rules and norms are typically included in a team charter.

Which of the following Agile tools help a team to micro-commit to each other, uncover problems, and ensure the work flows smoothly through the team on a continual basis?

Teams use stand-ups to micro-commit to each other, uncover problems, and ensure the work flows smoothly through the team on a continual basis. Retrospectives, on the other hand, are held at discrete time intervals.

Which of the following is not improved by using time-boxed Sprints?

Technical debt is any shortcoming in the solution that makes it less than "good enough", and might create problems in the future. Refactoring is a common way of reducing technical debt. Timeboxing, however, doesn't help with technical debt. Timeboxing the Sprints forces everyone to focus on the most important parts of the work (prioritization). It also ensures there will be frequent increments which demonstrate progress. When working inside timeboxes, it's better to limit work-in-progress, and get items done before going to the next ones; otherwise chances would be high that the team ends up with many in-progress items, and not enough "Done" items at the end of the Sprint.

When should Increment be shipped?

The Increment should be potentially releasable (shippable), but we don't have to release all of them. It depends on the project environment and the customer, and the Product Owner is supposed to decide on it

Which of the following is not improved by using timeboxed Sprints?

Technical debt is any shortcoming in the solution that makes it less than "good enough", and might create problems in the future. Refactoring is a common way of reducing technical debt. Timeboxing, however, doesn't help with technical debt.Timeboxing the Sprints forces everyone to focus on the most important parts of the work (prioritization). It also ensures there will be frequent increments which demonstrate progress.When working inside timeboxes, it's better to limit work-in-progress, and get items done before going to the next ones. Otherwise, chances would be high that the team ends up with many in-progress items, and not enough "Done" items at the end of the Sprint.

The reason for the Product Owner to pay attention to technical debt is

Technical debt is any shortcoming in the solution that makes it less than "good enough", and might create problems in the future. When there's a lot of technical debt, the velocity might decrease in the future, because developers will have to deal with code problems. On the other hand, this debt might remain in the final product, and make it harder and more expensive to maintain the product."The total cost of ownership" is the combination of production and maintenance costs of a product.

Why is the technical debt important for Product Owners?

Technical debt is shortcomings in the code that makes it less than "good enough", and therefore creates risks in the future. It usually decreases velocity in the future (because the team has to fix the shortcomings), and as some of the debt might remain in the final product, the maintenance cost will increase as well.The total cost of ownership is a combination of the project cost and maintenance cost.

The Product Owner is not sure about the sustainability of the current velocity. What can be the reason?

Technical debt is the consequence of poor system design and architecture, which can happen when features are done gradually in an adaptive environment. The Development Team should be careful with it and repay it with continuous refactoring. Refactoring is improving the code without changing the external behaviour. If the technical debt keeps increasing because the team doesn't refactor, or have a poor definition of "Done", development will become harder day after day, and it will slow down the progress on one hand, and even create problems for releases on the other hand.

Which two statements are right about technical debt?

Technical debt is the consequence of poor system design and architecture, which can happen when they are done gradually in an adaptive environment. The Development Team should be careful with it and repay it with continuous refactoring. Refactoring is improving the code without changing the external behaviour.If the technical debt keeps increasing because the team doesn't refactor, development will become harder day after day, and it will slow down the progress on one hand, and create problems for releases on the other hand.

Technical debt leads to

Technical debt refers to quality consequences by the poor technical choices made

Which of the following terms refers to the deferred cost of work not done at an earlier point in the product life cycle?

Technical debt refers to the deferred cost of work not done at an earlier point in the product life cycle

An Agile team working on a data center migration project has accrued substantial technical debt. What should be done now?

Technical debt refers to the deferred cost of work not done at an earlier point in the product life cycle. This is sunk cost and cannot be recovered. However, the team must ensure that the current product backlog is updated with current organizational priorities.

The product design your project team developed was extremely well-received by the customer. There were two key contributors to this design who went above and beyond the call of duty. The customer calls you to tell you how pleased he is with the design. What do you tell him?

Thank the customer on behalf of the team and cite the contributions made by two of the team members. PMI's Code of Ethics and Professional Conduct requires project managers to act fairly and truthfully. Accepting the credit due to another person or failing to denote where credit is actually due is dishonest and a violation of this code.

What does the "cone of uncertainty" tell us about Scrum projects?

The "cone of uncertainty" is about the fact that uncertainty is highest at the beginning of the project, and reduced as we progress. This uncertainty can be about the duration, requirements, etc.

What does the "cone of uncertainty" tell us about Scrum projects? (Choose two answers)

The "cone of uncertainty" is about the fact that uncertainty is highest at the beginning of the project, and reduced as we progress. This uncertainty can be about the duration, requirements, etc.

Who decides the duration of the Sprint?

The "right" duration of Sprint should balance the Product Owner's appetite for receiving increments of value, with the ability of the Development Team to supply those deliverables. The Scrum Master may have some coaching duties to perform in that regard. So, the Scrum Master is maybe the most important team member who decides the duration of Sprint but we do not agree that the Scrum Master is the only one who decides this duration.

Tom, a certified agile practitioner, says discovery is an awfully important phase in the agile development process. What does discovery mean?

The 'discovery phase,' in agile terminology, is often referred to as 'the first step.' It is often very difficult for a client to articulate what exactly he or she wants from a product. In the discovery phase, it's the agile practitioner's job to figure out what, in fact, a client really wants. The beauty of agile development is that this difficulty of articulating a need is known and embraced. Multiple iterations of a product allow a client to see what it might look like and provide ample time to gain feedback from the client's point of view. User stories allow a client to describe the user requirements of the product through a "barely sufficient" concept (e.g., as a banking customer, I can deposit checks electronically). The barely sufficient concept of user stories allow the client to be as succinct as possible while describing intended features of a product. And as the project progresses and system requirements are incrementally and progressively outlined, the client remains engaged in the process knowing and defining the features in lock step.

What is a benefit of iterative and incremental delivery as part of the agile process?

Which of the following lists the four Agile Manifesto values?

The Agile Manifesto defines four values. The four values list primary values and secondary values, with primary values superseding secondary values. The values are 1) individuals and interactions over processes and tools, 2) working software over comprehensive documentation, 3) customer collaboration over contract negotiation, and 4) responding to change over following a plan.

How long does creating a charter typically take in the Crystal development process?

The Crystal development process is cyclical/iterative. Its primary components are chartering, delivery cycles, and project wrap-up. Chartering involves creating a project charter, which can last from a few days to a few weeks. Chartering consists of four activities: 1) Building the core project team, 2) performing an Exploratory 360° assessment, 3) fine tuning the methodology, and 3) building the initial project plan.

Select all that apply. Who must participate in the Daily Scrum?

The Daily Scrum is a 15-minute time-boxed event for the Development Team. The Daily Scrum is held every day of the Sprint. At it, the Development Team plans work for the next 24 hours. This optimizes team collaboration and performance by inspecting the work since the last Daily Scrum and forecasting upcoming Sprint work. The Daily Scrum is held at the same time and place each day to reduce complexity.

The purpose of the Daily Scrum is for the developers to inform the Product Owner of the progress.

Which two of the following is true about the Daily Scrum?

The Daily Scrum is a 15-minute time-boxed event for the Development Team. The Daily Scrum is held every day of the Sprint. At this event, the Development Team plans work for the next 24 hours.

During which meeting do team members synchronise their work and report impediments for removal

The Daily Scrum is a 15-minute time-boxed event for the Development Team. The Daily Scrum is held every day of the Sprint. during this, the Development Team plans work for the next 24 hours. This optimizes team collaboration and performance by inspecting the work since the last Daily Scrum and forecasting upcoming Sprint work. The Daily Scrum is held at the same time and place each day so as to reduce complexity.

That is the reason why the Daily Scrum is held at the same time and same place

The Daily Scrum is held at the same time and place each day to reduce complexity.

How are stakeholders external to the Scrum team involved in the Daily Scrum?

The Daily Scrum is only for the Development Team. Others can attend, but they won't participate.

An Agile team has collaborated with the product owner to define and prioritize user stories. However, prior to starting work on the high priority stories, what would the team still need?

The Definition of Ready (DoR) is a team's checklist for a user-centric requirement that has all the information the team needs to be able to begin working.

Which of the following is a technique used during retrospectives to identify team strengths and improvement opportunities?

The Delta activity is used during team retrospective meetings to identify team strengths and improvement opportunities.

Who is responsible for the system architecture of a product being developed using Scrum?

The Development Team

An increment is

The Incrementis the sum of all the Product Backlog items completed during a Sprint and the value of the increments of all previous Sprints. At the end of a Sprint, the new Increment must be "Done," which means it must be in useable condition and meet theScrumTeam's definition of "Done"

Should the Development Team members be cross-functional?

The Development Team as a whole is cross-functional, which means the sum of all developers with their different expertise. It doesn't mean that we need to have cross-functional individuals, or "Development Team members". Each individual is expert in one or more technical layers or aspects of the project, and the team they create is cross-functional (have all the expertise required to get the job done, without any need for external resources).

Who supports the Scrum Master in removing impediments? (Choose 2 answers)

The Development Team can help the Scrum Master because of their understanding of how the work is done. Some impediments are rooted in external causes, and that's why the Scrum Master might need to have the senior management's support in removing them.

The Sprint Backlog makes visible all of the work the ... identifies as necessary to meet the Sprint Goal.

The Development Team consists of professionals who do the work of delivering a potentially releasable Increment of "Done" product at the end of each Sprint. A "Done" increment is required for the Sprint Review. Only members of the Development Team create the Increment.

All of the following occur in the second half of the Sprint Planning meeting, except

The Development Team identifies improvements that it will implement in the next Sprint at Sprint Retrospective meeting

Self-organizing teams are characterised by their ability to ...

The Development Team is focused on creating Increments during Sprints, and are self-organized to find out how best to accomplish it. Higher-level decisions for the project are done by the Product Owner and other stakeholders.

The Scrum Team and the Development Team are the same teams

The Development Team is part of the entire Scrum Team. But definitely not the same as a Scrum Team

The Development Team is free to change its engineering practices whenever they want.

The Development Team is self-organized and cross-functional; they have to decide how best to handle their development, and this decision can evolve during the project, as more is learned about the needs.This is about their development and doesn't have to be constrained by the Sprints. The elements that shouldn't be changed during the Sprint are those required for keeping them focused on their development.

The Product Owner and the Scrum Master cannot tell the Development Team how to build the product.

The Development Team is self-organized and finds its own way instead of receiving orders.

Who is responsible for managing the Development Team?

The Development Team is self-organized, and manages itself, instead of receiving orders. Development Teams have the following characteristics: They are self-organizing. No one (not even the Scrum Master) tells the Development Team how to turn Product Backlog into Increments of potentially releasable functionality; Development Teams are cross-functional, with all the skills as a team necessary to create a product Increment;

What are some consequences if a Development does not have a consistent definition of done from Sprint to Sprint ?

The Development Team may not know how many Product Backlog items it can do in a Sprint The Product Owner may not know what he/she inspecting at the Sprint Review The Product Owner may be unable to gauge the progress toward his/her goals The Development Team may not know what work is entailed in completing selected

A Development Team member should own each Sprint Backlog item.

The Development Team owns the Sprint Backlog, not separate members of the team.

During Daily Scrum, this plan is used as a reference to understand the changes in progress

The Development Team uses the Daily Scrum to inspect progress toward the Sprint Goal and to inspect how progress is trending toward completing the work in the Sprint Backlog. The Daily Scrum optimizes the probability that the Development Team will meet the Sprint Goal. Every day, the Development Team should understand how it intends to work together as a self-organizing team to accomplish the Sprint Goal and create the anticipated Increment by the end of the Sprint.

During which meeting do team members synchronise their work and report impediments for removal?

The Scrum Team gathers for the Sprint Planning meeting. The Product Owner has some stories but the team finds that the stories do not provide enough information to make a forecast. The next immediate step is

The Development Team works to forecast the functionality that will be developed during the Sprint. The Product Owner discusses the objective that the Sprint should achieve and the Product Backlog items that, if completed in the Sprint, would achieve the Sprint Goal. The entire Scrum Team collaborates on understanding the work of the Sprint. The input to this meeting is the Product Backlog, the latest product Increment, projected capacity of the Development Team during the Sprint, and past performance of the Development Team. The number of items selected from the Product Backlog for the Sprint is solely up to the Development Team. Only the Development Team can assess what it can accomplish over the upcoming Sprint.

Which of the following correctly describes the Five Whys technique?

The Five Whys technique is used to discover underlying conditions that contribute to an issue. Team members work in pairs or small groups to look at issues. They ask "Why?" five times to get beyond habitual thinking.

The Increment is done only when it has been determined to be usable and potentially releasable by ........

The Increment is done only when it has been determined to be usable and potentially releasable by the Product Owner. A PBI can be considered done when that functionality has been successfully added to the product and integrated into the Increment.

Which statement can be considered as an Increment?

The Increment is the sum of all the Product Backlog items completed during a Sprint and the value of the increments of all previous Sprints. At the end of a Sprint, the new Increment must be "Done," which means it must be in useable condition and meet the Scrum Team's definition of "Done".

The Integrated Increment must be usable and potentially releasable. What does it mean?

The Integrated Increment must be usable and potentially releasable, which means it must meet the definition of "Done" agreed to by the Development Team.

The Kanban Board is a work in process management tool originated from:

The Kanban Board is a work in process management tool originated from Toyota Production Systems

You and your Agile team are currently analyzing your project's backlog. You want to identify the stories that have historically delighted the users but now have become their basic requirements. Which Agile techniques are you applying?

The Kano model gives us an approach to separate feature into three categories: must-have features, linear features, and delighters. According to Kano model, features that delight customers eventually become their basic requirements. [

Your project has a big number of features that you now wish to classify according to the Kano model. Which of the following approach will yield the best results?

The Kano model gives us an approach to separate features into three categories: must-have features, linear features, and delighters. Users are the ideal people to approach when assessing the features on the Kano model.

Who is responsible for a definition of "Done" that can be applied to the Integrated Increment?

The Nexus Integration Team is responsible for a definition of "Done" that can be applied to the Integrated Increment developed each Sprint. All Scrum Teams of a Nexus adhere to this definition of "Done".

Who makes the decision to fund the next Sprint?

The PO is responsible for maximizing the value of the product...or to put it another way, the return on investment. It is reasonable to expect a PO to have some budgetary responsibilities if he or she is to account for product value and ROI. More specifically, the Scrum Team must understand the timeline and scope for the next anticipated release, and the extent to which this has been budgeted for. They and other stakeholders will look to the PO for guidance and accountability in these matters.

What are Product Backlog features? Select three.

The Product Backlog evolves as the product and the environment in which it will be used evolves. The Product Backlog is dynamic, it constantly changes to identify what the product needs to be appropriate, competitive, and useful. If a product exists, its Product Backlog also exists. The Product Backlog lists all features, functions, requirements, enhancements, and fixes that constitute the changes to be made to the product in future releases. Product Backlog items have the attributes of a description, order, estimate, and value. Product Backlog items often include test descriptions that will prove its completeness when ""Done"".

Which of the following does not happen in the first Sprint? (choose 2 answers)

The Product Backlog is a dynamic concept that is never complete, especially at the beginning of the project. Trying to prepare a complete Product Backlog at the beginning of the project is a form of upfront planning that doesn't suit Agile environments. The same goes for the architecture, it's not designed upfront, because we don't know exactly what we're going to develop. All Sprints have the same purpose of bringing value to the customer by creating a potentially releasable Increment.

What happens to the Product Backlog when the end users' environment and needs change in the middle of the project?

The Product Backlog is a dynamic concept, that is not completely composed in the beginning of the project (or any other time), and is never made static by baselining.The Product Backlog always changes to reflect the feedback from the customer, end users, market, and their environment.It's fair to say that the whole framework is designed in a way that enables such a responsive Product Backlog.

All work that the developers should do originate from the Product Backlog.

The Product Backlog is an ordered list of everything that is known to be needed in the product. It is the single source of requirements for any changes to be made to the product.

Which of the following is required for ordering the Product Backlog?

Who is responsible for managing the Product Backlog in Scrum?

What is a Product Backlog?

The Product Backlog is an ordered list of everything that is known to be needed in the product. It is the single source of requirements for any changes to be made to the product. The Product Owner is responsible for the Product Backlog, including its content, availability, and ordering. A Product Backlog is never complete. The earliest development of it lays out the initially known and best-understood requirements. The Product Backlog evolves as the product and the environment in which it will be used evolves. The Product Backlog is dynamic. It constantly changes to identify what the product needs to be appropriate, competitive, and useful. If a product exists, its Product Backlog also exists.

Who is allowed to make changes in the Product Backlog? (Select all that apply)

Which Scrum artefacts can be prioritised?

The Product Backlog is ordered (prioritized) based on the business value. The items in the Sprint Backlog follow the same order they had in the Product Backlog, and therefore, are prioritized.

The Product Backlog is ordered by

The Product Backlog is ordered by importance. This importance is generated by the Product Owner

... lists all features, functions, requirements, enhancements, and fixes that constitute the changes to be made to the product in future releases

The Product Backlog lists all features, functions, requirements, enhancements, and fixes that constitute the changes to be made to the product in future releases

What best describes the relationship between the Product Owner and the stakeholders?

The Product Owner actively asks for stakeholder input and expectations to process into the Product Backlog.

The Development Team cannot deliver the Increment because they don't understand a functional requirement. What should they do?

The Product Owner and the Development Team collaborate on the details of Product Backlog items. During Product Backlog refinement, items are reviewed and revised. The Scrum Team decides how and when refinement is done.

The Product Owner can transfer some of his/her accountability to the developers.

The Product Owner can delegate his/her responsibilities to the development team, but s/he stays accountable

The Product Owner can delegate the ordering of the Product Backlog to the Development Team

The Product Owner can delegate the ordering of the Product Backlog to the Development Team, however, the Product Owner remains accountable.

Select all that applies. In Scrum, the person playing the business role, Product Owner

The Product Owner continuously evolves the ordered list of everything that may be needed in the product. This list is called as Product Backlog. Since this list evolves based on the frequent new insights, it requires Product Owner to continuously work with the team communicating about these changing needs, and also clarify the questions about ongoing work.

Who identifies the key stakeholders for the product?

The Product Owner identifies the key stakeholders for the product

The Product Owner should invite stakeholders to the Sprint Retrospective.

The Product Owner invites the stakeholders to the Sprint Review meeting. The Sprint Retrospective is internal to the team. As usual, others can attend, but they cannot participate

Who is the leader in terms of getting feedback from the Key Stakeholders in the Sprint Review?

The Product Owner is a vital leader in terms of getting feedback from the key stakeholders in the Sprint Review.

The customer wants a new feature to be added to the current Sprint. How should the Development Team respond?

Who is responsible for representing the interests of the stakeholders?

Why should there be only one Product Owner per product?

The Product Owner is one person, not a committee. The Product Owner may represent the desires of a committee in the Product Backlog, but those wanting to change a Product Backlog item's priority must address the Product Owner. For the Product Owner to succeed, the entire organization must respect his or her decisions. The Product Owner's decisions are visible in the content and ordering of the Product Backlog. No one can force the Development Team to work from a different set of requirements and developers know who's responsible for prioritisation

This role represents the interests of the stakeholders and ensures the value of the work completed

Who should know the most about the progress toward a business objective or a release, and be able to explain the alternatives most clearly?

Who's responsible for engaging the stakeholders?

The Product Owner is responsible for engaging them, understanding them, communicating with them, and representing their interests in the Scrum Team.

The number one priority of the Product Owner is

What are the three most applicable characteristics of the Product Owner?

The Product Owner is responsible for maximizing the value of the product resulting from work of the Development Team. How this is done may vary widely across organizations, Scrum Teams, and individuals. Part of the product owner responsibilities is to have a vision of what he or she wishes to build and convey that vision to the scrum team. This is key to successfully starting any agile software development project.

Who monitors the remaining work of the Sprint Backlog?

The Product Owner is responsible for measuring the progress of the project and tracking the remaining work in the Product Backlog.The Development Team is responsible for measuring the progress of the Sprint and tracking the remaining work in the Sprint Backlog

Who's responsible for ordering the Product Backlog?

The Product Owner is responsible for ordering the Product Backlog and has the final say about it. Product Owner's decisions about the Product Backlog should be respected by everyone: no one can override his/her decisions.The Product Owner's decisions can be influenced by any stakeholder, but the last say still belongs to the Product Owner.

What is a right action from the Scrum Master in response to a Product Owner who has problems managing the Product Backlog?

The Scrum Master is supposed to know the tools and techniques and to help everyone in that regard. However, it's only about helping, training, coaching, and consulting, rather than taking over.

In Scrum, the Product Owner is accountable for .....

The Product Owner is the sole person responsible for managing the Product Backlog. Product Backlog management includes: - Clearly expressing Product Backlog items; - Ordering the items in the Product Backlog to best achieve goals and missions; - Optimizing the value of the work the Development Team performs; - Ensuring that the Product Backlog is visible, transparent, and clear to all, and shows what the Scrum Team will work on next; - Ensuring the Development Team understands items in the Product Backlog to the level needed.

Who is responsible for maximising the value of the work the Development Team performs?

The Product Owner can delegate some of his/her responsibilities to the Development Team.

The Product Owner is the sole person responsible for managing the Product Backlog. Product Backlog management includes: Clearly expressing Product Backlog items; Ordering the items in the Product Backlog to best achieve goals and missions; Optimizing the value of the work the Development Team performs; Ensuring that the Product Backlog is visible, transparent, and clear to all, and shows what the Scrum Team will work on next; Ensuring the Development Team understands items in the Product Backlog to the level needed. The Product Owner may do the above work, or have the Development Team do it. However, the Product Owner remains accountable.

What is the Product Owner accountable for in Scrum?

The Product Owner can ask the developers to order the Product Backlog items instead of him/her.

The Product Owner is the sole person responsible for managing the Product Backlog. Product Backlog management includes: Clearly expressing Product Backlog items; Ordering the items in the Product Backlog to best achieve goals and missions; Optimizing the value of the work the Development Team performs; Ensuring that the Product Backlog is visible, transparent, and clear to all, and shows what the Scrum Team will work on next; Ensuring the Development Team understands items in the Product Backlog to the level needed.The Product Owner may do the above work, or have the Development Team do it. However, the Product Owner remains accountable.

The Product Owner may choose to delegate the responsibility of estimating to the Development Team.

The Product Owner is the sole person responsible for managing the Product Backlog. Product Backlog management includes: Clearly expressing Product Backlog items; Ordering the items in the Product Backlog to best achieve goals and missions; Optimizing the value of the work the Development Team performs; Ensuring that the Product Backlog is visible, transparent, and clear to all, and shows what the Scrum Team will work on next; and, Ensuring the Development Team understands items in the Product Backlog to the level needed.The Product Owner may do the above work, or have the Development Team do it. However, the Product Owner remains accountable and responsible.

The Product Owner is responsible for both maximising the value of the product, and the value of the work of the Development Team.

The Product Owner "owns" the Product Backlog.

The Product Owner is the sole responsible person, and they even "own" the Product Backlog. Remember that the Sprint Backlog is owned by the Development Team. This is not in contrast to the fact that the Product Backlog items are estimated by the developers; they provide this information to the Product Owner to be included in the Product Backlog.There are multiple implications by saying that the Product Owner "owns" the Product Backlog or is the sole responsible person. Only they can add items to the backlog or decompose them into smaller items; while this is done by input from the customers and developers, and even the Product Owner can delegate this responsibility to the developers.Only they can decide on the order of the items on the Product Backlog, while this is usually based on the input from customers and developers.

The Product Owner is the sole person responsible for managing the Product Backlog.

The Product Owner is the sole responsible person, and they even "own" the Product Backlog. Note: remember that the Sprint Backlog is owned by the Development Team. This is not however in contrast to the fact that the Product Backlog items are estimated by the developers; they provide this information to the Product Owner to be included in the Product Backlog.

In what ways does the Product Owner manage the value of the product? (choose 2 answers)

The Product Owner manages the value of the product by ordering the Product Backlog and getting customer feedback via frequent releases

In a Retrospective, a Scrum Team decides to revise the Sprint length. Pick three true statements about Sprint length

The Product Owner needs to ensure that it is short enough to limit business risks and also short enough so the team can synchronize the development work with other business events. Please note that the finalized Sprint length cannot be longer than 1 calendar month.

What is the right action from the Scrum Master in response to a Product Owner who has problems managing the Product Backlog?

The Scrum Master is supposed to know the tools and techniques and to help everyone in that regard. However, it's only about helping, training, coaching, and consulting, rather than taking over.

Which of the following is true about the Sprint Review? (choose 2 answers)

The Product Owner should be at the Sprint Review and the Scrum Master should not demonstrate the presentation. A Sprint Review is held at the end of the Sprint to inspect the Increment and adapt the Product Backlog if needed. During the Sprint Review, the Scrum Team and stakeholders collaborate about what was done in the Sprint. Based on that and any changes to the Product Backlog during the Sprint, attendees collaborate on the next things that could be done to optimize value. This is an informal meeting, not a status meeting, and the presentation of the Increment is intended to elicit feedback and foster collaboration. This is at most a four-hour meeting for one-month Sprints. For shorter Sprints, the event is usually shorter. The Scrum Master ensures that the event takes place and that attendees understand its purpose. The Scrum Master teaches everyone involved to keep it within the time-box.

In a Scrum Team, only the Product Owner communicates with the stakeholders. There is no exception to this rule

The Product Owner should have sole responsibility for representing the stakeholders with the team and ensuring that the team is working on the correct items to maximize their contribution to the business. The goal of the Scrum team is to create high-value products and find ways to do this as effective as possible. According to the rules, the PO should work with the stakeholders to get the requested value right, so the team can build it without needing the stakeholder. But first of all, it doesn't mean that the Dev Team can't interact with stakeholders, for example at Sprint Review (why not?). The second is that sometimes the domain expert is also the stakeholder and he/she may be invited to the Sprint Planning.

How much time should a Product Owner spend with the team?

The Product Owner should spend as much time as needed to do all their responsibilities

If multiple Stakeholders have varied interests in the product and different viewpoints what is the best strategy for the Product Owner?

The Product Owner's responsibility is to maximize the value of the product as a whole, and this will involve an intelligent balancing of interests. While the PO is the lead facilitator of stakeholder involvement, the PO need not and probably should not become a controlling gatekeeper or bottleneck between the Scrum Team and stakeholders. They simply act as a "lead facilitator." Often times, the PO will connect key stakeholders with Development Team members to refine the backlog or get product feedback. Just be sure to have a way to loopback the results of those collaborations back to the PO to keep them informed.

The Scaled Scrum Integration team consists of ..... (Select all that apply)

The Scaled Scrum Integration Team consists of: The Product Owner The Scrum Master One or more Scaled Scrum Integration Team Members

What does the Scaled Scrum Sprint Backlog contain? Select all that apply

The Scaled Scrum Sprint Backlog contains the PBIs that have cross-team dependencies or potential integration issues. It does not contain PBIs that have no dependencies, nor does it contain tasks from the individual Scrum Team Sprint Backlogs.

The Scaled Scrum Sprint Backlog updated only during the Daily Scrum

The Scaled Scrum Sprint Backlog updated at least daily, often as part of the Scaled Scrum Daily Scrum, but not only at this event

When does Scaled Scrum Sprint Goal is formulated?

The Scaled Scrum Sprint Goal is an objective set for the Sprint. It is the sum of all the work and Sprint Goals of the Scrum Teams within the Scaled Scrum. It creates at the Scaled Scrum Sprint Planning

What are the purposes of the Scaled Scrum Sprint Planning? Select all that apply

The Scaled Scrum Sprint Goal is discussed and formulated during Scaled Scrum Sprint Planning. New dependencies may emerge during Scaled Scrum Sprint Planning. The sequence of work across teams may also be adjusted.

What is the event in Scaled Scrum that helps teams share experiences and coordinate their resolution of shared challenges.

The Scaled Scrum Sprint Retrospective helps the teams share experiences and coordinate their resolution of shared challenges.

The Scaled Scrum Sprint Retrospective occurs after the Individual Sprint Review and prior to the next Scaled Scrum Sprint Planning

The Scaled Scrum Sprint Retrospective occurs after the Scaled Scrum Sprint Review and prior to the next Scaled Scrum Sprint Planning

2 - Individual Sprint Review"

The Scaled Scrum Sprint Review replaces individual Scrum Team Sprint Reviews and is held at the end of the Sprint

Which of the following is not a Scaled Scrum event?

The Scaled Scrum Sprint Review replaces individual Scrum Team Sprint Reviews. There is no Product Vision meeting in Scrum and in Scaled Scrum

the Scaled Scrum Team doesn't integrate the work of all Scrum Teams as it is delivered.

The Scaled Scrum Team doesn't integrate the work of all Scrum Teams as it is delivered. Instead, it is accountable for ensuring that the teams are able to achieve integration themselves.

The Scrum Master as a Servant Leader is in service to which of the following?

The Scrum Master as a Servant Leader is in service to entire organization and Scrum Team

The role of Scrum Master in Sprint Retrospective is

The Scrum Master ensures that the Sprint Retrospective is positive and productive. The Scrum Master teaches all to keep it within the time-box. The Scrum Master participates as a peer team member in the meeting regarding the accountability over the Scrum process.

The Scrum Master is a participant in Sprint Retrospective.

The Scrum Master ensures that the meeting is positive and productive. The Scrum Master teaches all to keep it within the time-box. The Scrum Master participates as a peer team member in the meeting from the accountability over the Scrum process. But anyway, the Scrum Master participate in meeting as member of Scrum Team

The Scrum Master is a participant in the Sprint Retrospective.

The Scrum Master ensures that the meeting is positive and productive. The Scrum Master teaches everyone to keep it within the time-box. The Scrum Master participates as a peer team member in the meeting for accountability over the Scrum process. But anyway it doesn't mean that he is not a participant in the Retrospective meeting

The Product Owner doesn't spend enough time on the project. Which of the following options is the best response from the Scrum Master?

The Scrum Master serves the Product Owner in several ways, including: Ensuring that goals, scope, and product domain are understood by everyone on the Scrum Team as well as possible; Finding techniques for effective Product Backlog management; Helping the Scrum Team understand the need for clear and concise Product Backlog items; Understanding product planning in an empirical environment; Ensuring the Product Owner knows how to arrange the Product Backlog to maximize value; Understanding and practising agility; Facilitating Scrum events as requested or needed.

If a member of the development team expresses their concerns to the Scrum Master about system performance issues of specific backlog items, what should the Scrum Master do?

The Scrum Master should ask the member to share the issue with the Development team

Who is on the Scrum Team? (select all that apply)

The Scrum Team consists of a Product Owner, Development Team, and a Scrum Master.

Who's in the Scrum Team? (Choose multiple answers)

The Scrum Team consists of a Product Owner, the Development Team, and a Scrum Master

What are three roles in a Scrum Team?

The Scrum Team consists of a Product Owner, the Development Team, and a Scrum Master.

A cross-functional team in Scrum consists of what types of team members?

The Scrum Team consists of a Product Owner, the Development Team, and a Scrum Master. Scrum Teams are self-organizing and cross-functional. Self-organizing teams choose how best to accomplish their work, rather than being directed by others outside the team. Cross-functional teams have all the competencies needed to accomplish the work without depending on others who are not part of the team. The team model in Scrum is designed to optimize flexibility, creativity, and productivity. The Scrum Team has proven itself to be increasingly effective for all the earlier stated uses and any complex work.

Which of the following is correct about Product Backlog refinement?

The Scrum Team decides how and when refinement is done. Refinement usually consumes no more than 10% of the capacity of the Development Team. However, Product Backlog items can be updated at any time by the Product Owner or at the Product Owner's discretion.

You have been assigned to automate the core processes of an organization. Due to the size and the complexity of the project you would need multiple Agile teams working concurrently to achieve the project objectives. Which of the following approach is NOT recommended in this situation?

The Scrum method is focused on a single small team. Scrum of Scrums (SoS), also known as "meta Scrum", is a technique used when two or more Scrum teams consisting of three to nine members each need to coordinate their work instead of one large Scrum team. Larger projects with several teams may result in conducting a Scrum of Scrum of Scrums, which follows the same pattern as SoS. Large Scale Scrum (LeSS) is a framework for organizing several development teams toward a common goal extending the Scrum method.

Which of the following is a model of skills acquisition that describes progression from obeying the rules, through consciously moving away from the rules, and finally through steady practice and improvement finding an individual path?

The Shu-Ha-Ri model of skills acquisition describes progression from obeying the rules (Shu means to obey and protect), through consciously moving away from the rules (Ha means to change or digress), and finally through steady practice and improvement finding an individual path (Ri means to separate or leave).

Who determines when it's time to update the Sprint Backlog during the Sprint?

The Sprint Backlog includes the items selected from the Product Backlog and the tasks created by decomposing the items. Only the tasks are updated during the Sprint, and it's the Development Team's responsibility to do so.

How much of the Sprint Backlog should be defined during the Sprint Planning meeting?

The Sprint Backlog includes the items selected from the Product Backlog and the tasks created by decomposing the items.The items are completely planned in the Sprint Planning, but not all tasks are created; just enough for the first few days of development. The rest of the tasks will be created during the Sprint.

The items selected from the Product Backlog for the Sprint Backlog must be "ready".

The Sprint Backlog is a forecast by the Development Team about what functionality will be in the next Increment and the work needed to deliver that functionality into a "Done" Increment.

Who updates the work remaining during the Sprint?

The Sprint Backlog is a plan with enough detail that changes in progress and can be understood in the Daily Scrum. The Development Team modifies the Sprint Backlog throughout the Sprint, and the Sprint Backlog emerges during the Sprint. This emergence occurs as the Development Team works through the plan and learns more about the work required to achieve the Sprint Goal.

A new task to complete the Sprint Goal is identified after the Sprint Planning. When will this task be added to the Sprint Backlog?

The Sprint Backlog is a plan with enough detail that changes in progress can be understood in the Daily Scrum. The Development Team modifies the Sprint Backlog throughout the Sprint, and the Sprint Backlog emerges during the Sprint. This emergence occurs as the Development Team works through the plan and learns more about the work needed to achieve the Sprint Goal.

Who can change the Sprint Backlog during the Sprint?

Who can change the Sprint Backlog in the middle of the Sprint?

Which statement best describes the Sprint Backlog?

The Sprint Backlog is created during the Sprint Planning and includes the items selected from the Product Backlog (by the Development Team), and the tasks created by decomposing the items (by the Development Team). Developers keep adding tasks during the Sprint, so, the Sprint Backlog updates. It's the Development Team's plan for the current Sprint. This plan is not detailed upfront. If the Development Team cannot deliver some of the items, they will go back to the Product Backlog and will be ordered again; they do not go to the next Sprint automatically. Each task is assigned to one developer or a pair of developers, but the ownership is still shared. Items are not assigned or owned by specific developers, all of them share accountability.

The best description of a Sprint Backlog is:

The Sprint Backlog is the set of Product Backlog items selected for the Sprint, plus a plan for delivering the product Increment and realizing the Sprint Goal

Which two statements are true about the Sprint Backlog?

The Sprint Backlog is the set of Product Backlog items selected for the Sprint, plus a plan for delivering the product Increment and realizing the Sprint Goal. The Sprint Backlog is a forecast by the Development Team about what functionality will be in the next Increment and the work needed to deliver that functionality into a ""Done"" Increment. The Sprint Backlog makes visible all the work that the Development Team identifies as necessary to meet the Sprint Goal. To ensure continuous improvement, it includes at least one high priority process improvement identified in the previous Retrospective meeting.

The Product Owner is responsible for preparing the Sprint Goal before the Sprint Planning.

The Development Team should not be interrupted during the Sprint. The Sprint Goal should remain intact. These are conditions that increase quality, creativity and productivity. Based on this, which of the following is FALSE?

The Sprint Backlog makes visible all of the work that the Development Team identifies as necessary to meet the Sprint Goal. The Development Team modifies the Sprint Backlog throughout the Sprint, and the Sprint Backlog emerges during the Sprint

Which artefact contains a plan for realising the Sprint Goal?

Which artefact contains a plan for realizing the Sprint Goal?

Who owns the Sprint Backlog?

The Sprint Backlog makes visible all the work that the Development Team identifies as necessary to meet the Sprint Goal. To ensure continuous improvement, it includes at least one high priority process improvement identified in the previous Retrospective meeting. The Sprint Backlog is a plan with enough detail that changes in progress can be understood in the Daily Scrum. The Development Team modifies the Sprint Backlog throughout the Sprint, and the Sprint Backlog emerges during the Sprint. This emergence occurs as the Development Team works through the plan and learns more about the work needed to achieve the Sprint Goal.

Who creates the Sprint Goal?

What guides the Development Team on why it is building the Increment?

Which of the following statements is true? Select all that apply

The Sprint Goal is an objective set for the Sprint that can be met through the implementation of Product Backlog. It provides guidance to the Development Team on why it is building the Increment. It is created during the Sprint Planning meeting. The Development Team modifies the Sprint Backlog throughout the Sprint, and the Sprint Backlog emerges during the Sprint. This emergence occurs as the Development Team works through the plan and learns more about the work needed to achieve the Sprint Goal.

The Sprint Goal provides the following

The Sprint Goal is an objective set for the Sprint that can be met through the implementation of Product Backlog. It provides guidance to the Development Team on why it is building the Increment. It is created during the Sprint Planning meeting. The Sprint Goal gives the Development Team some flexibility regarding the functionality implemented within the Sprint. The selected Product Backlog items deliver one coherent function, which can be the Sprint Goal. The Sprint Goal can be any other coherence that causes the Development Team to work together rather than on separate initiatives.

The Sprint Retrospective is

The Sprint Retrospective is an opportunity for the Scrum Team to inspect itself and create a plan for improvements to be enacted during the next Sprint.

This Scrum event for the process improvement is

The Sprint Retrospective is an opportunity for the Scrum Team to inspect itself and create a plan for improvements to be enacted during the next Sprint.

This Scrum event is for process improvement

The Sprint Retrospective is an opportunity for the Scrum Team to inspect itself and create a plan for improvements to be enacted during the next Sprint.

Which of the following is the most significant opportunity for capturing lessons learned?

The Sprint Retrospective is an opportunity for the Scrum Team to inspect itself and create a plan for improvements to be enacted during the next Sprint.

In which event the Scrum team discusses the process improvements?

The Sprint Retrospective is an opportunity for the Scrum Team to inspect itself and create a plan for improvements to be enacted during the next Sprint. The purpose of the Sprint Retrospective is to: - Inspect how the last Sprint went with regards to people, relationships, process, and tools; - Identify and order the major items that went well and potential improvements; and, - Create a plan for implementing improvements to the way the Scrum Team does its work.

Which two of the following are true about the Sprint Retrospective? (Choose 2 answers)

The Sprint Retrospective is an opportunity for the Scrum Team to inspect itself and create a plan for improvements to be enacted during the next Sprint.By the end of the Sprint Retrospective, the Scrum Team should have identified improvements that it will implement in the next Sprint. Implementing these improvements in the next Sprint is the adaptation to the inspection of the Scrum Team itself. Although improvements may be implemented at any time, the Sprint Retrospective provides a formal opportunity to focus on inspection and adaptation.

The maximum length of the Sprint Retrospective is

The Sprint Retrospective occurs after the Sprint Review and prior to the next Sprint Planning. This is at most a three-hour meeting for one-month Sprints. For shorter Sprints, the event is usually shorter.

The Sprint Review is the only time when stakeholder feedback is captured

The Sprint Review is probably the most important opportunity for capturing feedback, but adaptation is not limited to that. The Product Owner is constantly in contact with the stakeholders to identify new Product Backlog items, or to refine them.

The Sprint Review is the only time when stakeholder feedback is captured.

Xavier has just refactored his production code after testing it as part of the four step process of TDD. What step is Xavier performing?

The TDD process has four basic steps: 1) Write a test, 2) Verify and validate the test, 3) Write product code and apply the test, 4) Refactor the product code. An example may be that a user has to enter an age value. A good test is to make sure the user data entry is a positive number and not a different type of input, like a letter (i.e., write the test). The programmer would verify that entering a letter instead of a number would cause the program to cause an exception (i.e., v&v the test). The programmer would then write product code that takes user entry for the age value (i.e., write the product code). The programmer would then run the product code and enter correct age values and incorrect age values (i.e., apply the test). If the product code is successful, the programmer would refactor the product code to improve its design. Using these four steps iteratively ensures that programmers think about how a software program might fail first and to build product code that is holistically being tested. This helps produce high quality code.

Xavier has just written test code as part of the four step process of TDD. What step is Xavier performing?

What does the XP phrase 'caves and common' mean?

The XP phrase 'caves and common' refers to the creation of two zones for team members. The common area is a public space where osmotic communication and collaboration are largely at play. The caves is a private space is reserved for private tasks that require an isolated and quiet environment. For the common area to work well, each team member should be working on one and the same project.

If a user story is said to be able to be scheduled and developed in any order, it satisfies which characteristic?

The acronym INVEST (independent, negotiable, valuable, estimable, small, and testable) helps the agile practitioner remember the characteristics of a good user story. I - Independent stories can be developed in any order and avoid dependencies which can make development more complex. N - Negotiable user stories mean that both the customer and developer should feel free to analyze and adapt a user story to meet customer needs. V - A valuable user story describes how the product feature will provide value to the customer. E - Estimable user stories are ones that developers can readily estimate the effort or duration required for developing them. S- Small user stories are ones that take about two to five days of work to implement. T - Testable user stories are ones that can be verified according to acceptance criteria to ensure value.

Jules is describing the SMART acronym used for task analysis in an agile seminar. What does the A stand for?

The acronym SMART (specific, measurable, achievable, relevant, and time-boxed) helps the agile practitioner remember the characteristics of a well-defined task. S - Specific tasks are ones that clearly contribute to the development of a user story. It should not be vague. M - Measurable tasks are ones that the team and customer can verify. A - Achievable tasks are ones that developers may realistically implement and understand. R - Relevant tasks are ones that unequivocally add value to the user story. T - Timeboxed tasks are ones that can have an estimate assigned of the amount of effort or time needed for development.

A Development Team has the following condition under the definition of "Done": "All the code is to be reviewed and approved by Industry Coding Standard Organization." This Industry Coding Standard Organization is a third party Subject Matter Expert outside the Scrum Team.

The activities required to complete the Product Backlog items to a "done" state should be completely within the ownership and influence of the Scrum Team.

Of the following, which is NOT a phase of Highsmith's agile project management?

The agile project management phases, in sequence, are: Envisioning, speculating, exploring, adapting, closing.

The amount of effort required to deliver a user story is known as:

The amount of effort required to deliver a user story is known as story size. Teams consider story size so that they do not try to commit to more stories than there is team capacity.

The amount of time something takes to go from the start of a process to the end of the process is known as:

The amount of time something takes to go from the start of a process to the end of the process is known as cycle time. For Agile stories, it is the time taken by a story in the "ready" state to move to the "complete" state.

Agile approaches do not require developing a formal scope management plan or a WBS. In Agile projects, which of the following makes up the high-level project scope?

The backlog is the ordered list of all the work, presented in story form, for a team. At any given point in time, the current produce backlog defines the current project scope.

Which of the following example user stories is NOT closed?

The best answer is "A trainer can administer site content" because it is an activity that has no clear end point or exit criteria. The other selections include activities that have a clear end point.

You are leading a traditional to Agile transformation initiative for your organization. Which of the following is the best way of using a Kanban board on this project?

The best answer is showing new approaches already in use as "done", those being tried as "in progress" and those still waiting to be introduced as "to do". Other choices are incorrectly mapped to categories.

You are an Agile process analyst and are assigned to work for Anu who is leading a complex Student Services Design project for a university. Anu insists that the team create highly detailed project plans before commencing the work. What should you do?

The best thing to be done at this stage is help the project manager understand and realize the benefits of Agile approaches and why these are better than traditional approaches if there is a significant degree of change associated with the project work.

You are the project lead of a large IT project. A manager from a company contracted to work on the project offers you free tickets to a local sporting event. The tickets are expensive, but your organization has no formal policy regarding gifts. What is the best way to handle the offer?

The best way to handle this type of offer is to politely reject the offer. Taking gifts can be viewed as personal gain and may affect your integrity as an Agile practitioner. It may leave you and your organization open to allegations of improper conduct. [

At the end of the third iteration, you are asked if the release will be finished within the planned eight iterations. How can you determine the finish date using a burndown chart?

The burndown line will only touch the horizontal axis upon project completion. During the project, a linear trendline can be plotted to forecast future performance. The x-intercept of the trendline indicates the project completion.

You have been assigned as the project manager to develop a software tool. The project is going to be delivered using Agile practices. When do you create the business case for the project?

The business case is developed at the start of the project, like any other project.

In which framework are core roles categorized as the following three: product owner, scrum master, development team?

The core roles in scrum are the product owner, scrum master and development team.

You are invited to lunch by the manager of a seller organization. Your organization does not permit receipt of gifts from vendors. You should:

The correct action is for the Agile practitioner is to insist on paying for your own lunch. Avoiding going out to lunch with anyone from the seller organization is drastic, as such a lunch may be an opportunity to build relationships and to understand the seller's position on a project better. Going out to lunch and not informing a manager about the lunch is unethical. Allowing the seller organization to pay for an inexpensive lunch may be acceptable in certain organizations. For example, some organizations have placed a limit on the value of gifts that may be received by their employees, and permit gifts that do not exceed a certain value (e.g., $50). In such a case, a lunch may be within acceptable limits. However, in the current situation, the buyer organization does not permit its employees to receive any gifts from vendors. Therefore, this option is not acceptable.

You need to understand how satisfied team members are with a particular focus area on the project. You collect this information in an iteration retrospective and now want to show this visually. What do you need to develop?

The correct response is Satisfaction Histogram. Such histograms highlight how satisfied team members are with a focus area and provide a visual picture of the current status in the area to help the team have deeper discussions and analysis.

Which of the following is the correct way to plan an Agile project?

The correct sequence is: desired features -> estimate size -> estimate duration -> schedule.

Which KVA categories should the Product Owner consider to measure and track the creation and delivery of value to the marketplace (select three)?

The current value is the organization's current value in the marketplace. The three pillars of value are: ability of employees to generate revenues likelihood of the employees to continue creating value likelihood of the customer to continue generating revenues There are other measurements that could have been used. However, most either was later reflected in these measures, or they were circumstantial, explained in a number of indirect ways. Time to market consists of direct evidence of the software organization's ability to bring new features, functions, and products to the customers. Productivity was excluded, as speed is only one component of time to market; lean, focused functionality comes to market quicker than overburdened functionality developed with higher productivity. Much of the software in the marketplace is encumbered. Despite being able to get it to the market rapidly, the customers may not want to implement it. They may have found that it was too hard to implement the last release, that much of the functionality was irrelevant to their needs, and that the overall product was flawed with unneeded functionality as well as hard to use because of defects. As this occurs to software, more and more of the software organization's budget is consumed maintaining the product, further reducing the funds available to innovate.

The Increment is the sum of all the Product Backlog items (past +current Sprint) and also is valuable in these cases (Select all that apply)

The customer satisfaction is valuable and important to company. Reducing the operational costs, which consequently decreases the total cost of ownership, is also a way of bringing value.All Increments are delivered on time because the Sprints are timeboxed.There's no need to have all the Sprint Backlog items completed before the end of the Sprint. At least, this is not the most important thing when we are dealing with value.

In which cases is an Increment valuable? (choose 2 answers)

The customer's satisfaction is valuable and important to us. Reducing the operational costs, which consequently decreases the total cost of ownership, is also a way of bringing value.All Increments are delivered on time because the Sprints are timeboxed.There's no need to have all the Sprint Backlog items completed before the end of the Sprint. At least, this is not the most important thing when we are dealing with value.

How does an Agile team do daily planning?

The daily plan, as committed to by each participant in a team's daily meeting, is fairly precise. Individuals express commitments to complete, or at least make progress on, specific tasks during the day.

Which statement best describes the definition of "Done"?

The definition of "Done" helps us understand when everything is done on a Product Backlog item, and it can become part of the Increment. The definition of "Done" is defined by the development organization, or the Development Team, rather than the Product Owner.

Who makes sure that all developers are doing their tasks during the Sprint?

The developers take responsibility for doing the tasks (assignment) themselves, and the Development Team ensures that all tasks are done properly. Remember that they are self-organized. When items are "Done", the Product Owner checks them, but this is focused on the item, rather than individuals; all developers are accountable for their outputs

How are Product Backlog items selected in scaled Scrum?

The development team should decide which items they can make from Product Backlog.

Unlike financial measures such as IRR and NPV, the primary disadvantage to the payback period is that it fails to take into account the time value of money. Which of the following financial measures eliminates this drawback of the payback period calculation?

The discounted payback period method removes the primary disadvantage of the payback period method by applying appropriate discount factors to each item in the cash flow stream. All other choices are made-up terms.

What is the length of the Scaled Scrum Daily Scrum?

The duration of Nexus events is guided by the length of the corresponding events in the Scrum Guide. They are time-boxes in addition to their corresponding Scrum events.

Duration (length) of the Sprint is decided by

The entire Scrum Team decides the duration of the Sprint.

What is the essence of Scrum? Select the most appropriate option.

The essence of Scrum is a small team of people. The individual team is highly flexible and adaptive. These strengths continue operating in single, several, many, and networks of teams that develop, release, operate and sustain the work and work products of thousands of people. They collaborate and interoperate through sophisticated development architectures and target release environments.

You are the project leader of a project executing work under a contract signed with a buyer organization. Just after the project has started, you notice that the buyer organization had made a mistake in the financial terms, and your organization stands to benefit considerably from this oversight. What should your stance be?

The ethical thing to do would be to bring this to the notice of the buyer organization and have an amendment made to the contract.

If all features on a project have been classified by their risk and business value, which of the following group of themes would you recommend avoiding?

The features that deliver low value but are high risk are best avoided. It is recommended deferring work on all low value features, especially those that are also high risk.

You are leading an Agile team developing a factory automation system. From time to time, you rely on customer feedback to validate the functionality of the system being developed. Which Agile event is used to capture this feedback?

The first part of delivery is a demonstration. Demonstrations or reviews are a necessary part of the Agile project flow. Agile teams use prototypes, demonstrations and reviews to understand and refine project scope which enables rapid delivery of a working product.

You have been hired as a consultant by a manufacturing firm. You have been asked to develop a standardized project management approach for the organization. You are currently considering the entire continuum of project management which is Agile on one end and waterfall on the other. Before you can decide which model to select, you need to conduct a/an:

The first thing you need to do is conduct the organization's culture assessment. Impact assessment should be conducted only once the new approach has been selected and approved. Root cause and feasibility analysis are irrelevant to the problem at hand and are rather related to issues and individual projects respectively.

Which of the following is the correct approach for a servant-leader in regards to management and control processes?

The first value of the Agile Manifesto is individuals and interactions over processes and tools. However, that does not mean management and control processes need to be abolished all together. The servant-leader is responsible for taking a hard look at processes that are impeding a team's agility and work to streamline them. Selecting management processes that focus on exhaustive documentation will impede the team's agility.

You are managing a complex project that requires a lot of knowledge work. The project's objectives are known but the scope cannot be articulated in great detail. You need to hire some experts from a consulting firm to help you with some of the knowledge work. Which of the following contracting approaches would you recommend if the customer wants to have full control over scope variation and cost without exposing the supplier to any financial risk?

The fixed-price arrangement, with or without the early cancellation option will introduce financial risk for the supplier. The cost plus arrangement will introduce financial risk for the customer. A team augmentation arrangement with the consulting firm will be the most collaborative contracting approach in this case.

During release planning, selecting iteration length, estimating velocity, and prioritizing user stories are some of the critical planning activities. What is the general recommendation around the correct sequence of these planning activities?

The general release planning sequence is determining conditions of satisfaction, followed by estimating user stories; then any sequence of selecting iteration length, estimating velocity and prioritizing user stories, followed by selecting stories and release date.

Each new Sprint starts immediately after the previous Sprint.

The heart of Scrum is a Sprint, a time-box of one month or less during which a "Done", useable, and potentially releasable product Increment is created. Sprints have consistent durations throughout a development effort. A new Sprint starts immediately after the conclusion of the previous Sprint.

You are managing an ecommerce-enabled website for a retailing giant. Both the project team and the client organization are happy with the clarity of the original functional and non-functional requirements set out in the contract's SOW. You have recommended the Agile project management approach to the client and they are happy with any management approach as long as they receive a working product. You and your team have a tough decision to make regarding sprint durations. A sprint duration of two weeks would add a lot of pressure on the team as complex requirements will be tough to build in a single sprint. A sprint duration of six weeks would make the project less Agile but the project might get finished early as the customer won't get to see many prototypes. What sprint size should be selected?

The highest priority is to satisfy the customer through early and continuous delivery of valuable software. A sprint size needs to be determined that maximizes customer value and satisfaction. More information would be required to determine the best duration.

What's the vertical axis in a standard burn-down chart?

The horizontal axis is time, the vertical axis is the remaining amount of work, and the trend line shows the forecasted finish date if the Product Backlog and the team capacity stay the same.

What's the vertical axis in a typical burn-down chart?

The horizontal axis is time, the vertical axis is the remaining amount of work, and the trend line shows the forecasted finish date if the Product Backlog and the team capacity stay the same.

Which of the following is the ideal way to estimate a team's velocity?

The ideal way to forecast velocity is to run an iteration or two and then estimate velocity from the observed velocity during these iterations.

Which role is responsible for determining when a release can occur?

The increment must be in useable condition regardless of whether the Product Owner decides to release it.

What happens to the incomplete Product Backlog items when the Sprint is over?

The items should be re-estimated, because they have been partially done, and it would take less effort to complete them in the future.Whenever an item is not done during the Sprint (for cancellation or reaching the end of the timebox), it would be moved back to the Product Backlog, rather than the next Sprint Backlog. This is so, because the Product Owner might reorder them, and they won't be on the top of the Product Backlog anymore.

Which of the following is NOT a considered a good planning practice during iteration planning?

The iteration plan looks ahead only the length of one iteration, usually one to four weeks. The user stories of the release plan are decomposed into tasks in the iteration plan. Where the user stories of a release plan are estimated in story points or ideal days, the tasks on the iteration plan are estimated in ideal hours. It is not recommended to allocate tasks during the iteration planning.

Which of the following refers to excess time arbitrarily added to an estimate?

The term padding has the pejorative meaning of excess time arbitrarily added to an estimate. We pad an estimate when we think it will take three days to complete a task but declare a five day estimate, just in case.

Which of the following actions will NOT reduce the lead time of a user story?

The lead time is the total time it takes to deliver an item, measured from the time it is added to the board to the moment it is delivered. Cycle time is the time required to process an item. Lead time = response time + cycle time. The lead time can be reduced by either reducing the response time or the cycle time or both. Scheduling the story earlier reduces the response time, while increasing the velocity reduces the cycle time. However the number of stories in the iteration plan doesn't affect the lead time.

To help explain the definition of local safety in his agile practitioner class, Cody uses a chart showing a cumulative distribution function of estimated task times. On the chart, the 90% confidence level has a value of 120 minutes, the 50% confidence level has a value of 70 minutes, and the 10% confidence level has a value of 10 minutes. What is the local safety of this task?

The local safety is the difference between the 90% confidence estimate of task time and the 50% confidence estimate of task time. Remember that estimates for task time are typically a range of estimates and not a single value; think of estimates existing as a cumulative distribution function. A 50% confidence estimate is essentially an aggressive estimate where the estimator only has a 50% confidence that the task will be completed within the associated time value. A 90% confidence estimate is essentially a conservative estimate where the estimator has a 90% confidence that the task will be completed within the associated time value.

If all features on a project have been classified by their risk and business value, which of the following group of themes would you recommend starting at the very last?

The low value, low risk features are recommend to be attempted at the very last. These are sequenced after the "High Risk/High Value" and the "Low Risk/High Value" features because they will have less impact on the total value of the product if they are dropped and because they are low risk.

The purpose of the Daily Scrum for the developers is to inform the Product Owner of the progress.

The main purpose of Daily Scrum is the synchronization for developers.

The number of developers has increased from 7 to 14. Now the Daily Scrums do not fit in 15 minutes. What's the best response to this problem?

The maximum number of Development Team members is 9 (optimal size). If more is needed, it's possible to use scaled Scrum (more than one team working on the same product)

Which of the following project conditions leads to increased cycle times?

The more work in process there is, the longer any new feature will take to develop as the new feature must follow along behind the already started work. So an increase in work in process will directly result in the increase of cycle times.

Which of the following can be considered for prioritizing the Product Backlog?

The most important basis for ordering the Product Backlog is a value. "Importance" can also refer to a value, and that's why this is the right answer. The size, risk, and cost affect the value, but do not impact ordering "directly".

What's the most important metric for a Product Owner to measure, in order to make the progress of the project clear?

The most important thing to calculate is the completion date of the project. That's also the most important thing that should be communicated to the customer. Traditional criteria such as lines of code or man-hours spent on the project are not good measures of performance. The velocity can be a guide in forecasting the completion date, but is not enough, and is not the main reporting item.

Imagine you are a Scrum Master. There are 10 professionals (developers and QAs) and the Product Owner. How should you distribute people between development teams? Choose all applicable answers:

The number of people in a Development Team should be between 3 and 9. Each team should be cross-functional and self-organized. Optimal Development Team size is small enough to remain nimble and large enough to complete significant work within a Sprint. Fewer than three Development Team members decrease interaction and result in smaller productivity gains. Having more than nine members requires too much coordination. The Product Owner and Scrum Master roles are not included in this count unless they are also executing the work of the Sprint Backlog.

You have just been awarded a new project. The goal of the project is to cut the indirect production cost of your manufacturing client by 15% with a focus on inventory management costs. You are confident that you can achieve this goal as you have recently helped several other organizations in the same industry to achieve a similar objective by introducing your proprietary inventory management and control framework. What is the problem with the project objective?

The objective is specific and measurable (cutting the indirect manufacturing cost by 15%), and also seems attainable (success with other clients). The problem with the project objective is that there is no time-frame defined to achieve the stated outcomes.

You are leading a retrospective and feel that things are not progressing as planned. There is a lot of negative energy in the room due to the drop of team velocity during the previous iteration. Which of the following Agile activities can help you provide a balance?

The objective of the "Locate Strengths" activity is to provide a balance when an iteration, release, or project hasn't gone well.

Development team members sign up to own Product backlog items at the Sprint Planning

The only one owner of the Product Backlog (include Product Backlog items) is the Product Owner

"Development Team is waiting for a specific software component that they need to integrate and use. The component should be ready in two months. The Backlog Items with highest priorities depend on this specific component. What should the Product Owner do?"

The ordering of the Product Backlog is a key mechanism for reducing and eliminating dependencies. Usually, Items with external dependencies are not considered "Ready" for selection unless the other team is at the Sprint Planning to make their commitment. Development Teams should deliver an Increment of product functionality every Sprint.

You have been hired as a consultant to review the project management practices of an organization. You conduct a thorough review of project management methodology, tools and techniques used by the organization and found out all of these have been developed from scratch in the organization and none of these are well-established techniques in the Agile community. However all of these adhere to the mindset, values and principles of the Agile Manifesto. What is your view on the organization's approach to project management?

The organization's approach is Agile as the project management approach is rooted in the Agile Manifesto. It is not necessary to use any of the established Agile approaches; an Agile approach can be developed from scratch as long as it adheres to the mindset, values, and principles of the Agile Manifesto.

When multiple teams are working on the same product, their Sprints should be synchronised, and their outputs should be integrated into one integrated Increment.

The output created by each team should be potentially releasable, and then they will be packaged into one integrated Increment. This means that each Product Backlog item will be handled by one team, and each team should be cross-functional. Teams start and finish their Sprints at the same time to reduce complexity.

Developers sign up to own (individually) sprint backlog items at the Sprint Planning.

The ownership of the items and tasks are shared. The items are not even "assigned" to developers because they require multiple expertise. Only the tasks are assigned, and even then, their ownership is shared.

Developers sign up to own Sprint Backlog items at the Sprint Planning.

What is the "Payback Period"?

The payback period is the amount of time required to earn back the initial investment.

The primary objective behind why the Scrum Master ensures that the Scrum Team and those interacting with the Team from the outside adhere to the Scrum rules is

The primary objective behind why a Scrum Master ensures that the Scrum Team and those interacting with the Team from the outside adhere to the Scrum rules to maximize the value created by the Scrum Team

Which of the following statements regarding iteration planning is correct?

The primary purpose of iteration planning is to refine suppositions made in the more coarse-grained release plan.

Help Julian select a key principle of lean software development.

The principles of lean software development are: Eliminate waste; Amplify learning; Decide as late as possible; Deliver as fast as possible; Empower the team; Build integrity in; See the whole.

An Agile project team is currently struggling with meeting customer's expectations regarding rapid feature delivery while maintaining required quality standards. Upon further analysis, it was revealed that the throughput of the testers was significantly less than the throughput of the developers. In this scenario, which of the following cannot help the situation?

The problem at hand is the mismatch of the productivity of the different team members. Increasing the number of developers will further aggravate the situation by increasing the development throughput even further. The rest of the choices need to be further analyzed and the best option should be selected.

You are leading a massive knowledge work project. Some team members have complained they have to work overtime in order to complete some of the assigned work. What should you do to resolve this issue?

The problem is hand is unmanageable WIP. The solution is to limit the WIP based on team capacity. A Kanban board can be really helpful in setting this up. A Kanban board provides a means to visualize the flow of work, make impediments easily visible, and allow flow to be managed by adjusting the work in process limits.

In contrast to waterfall teams, Agile teams do not report a percentage of completion of each WIP item. Which of the following is the biggest problem associated with traditional status reporting?

The problem with predictive measurements is that they often do not reflect reality. It often happens that a project status light is green up until the last month when the release is due; this is sometimes referred to as a watermelon project (green on the outside, red on the inside).

The process of moving future amounts back into their present value, taking the time value of money into account, is generally known as:

The process of moving future amounts back into their present value, taking the time value of money into account, is generally known as discounting.

On Agile projects, the product backlog serves as the prime documentation of a project's scope. A Scope Statement, on the other hand, documents the project's scope on predictive traditional projects. The product backlog, in contrast to scope statements on traditional projects, is considered to be more:

The product backlog is dynamic and incomplete; it is a live project artifact.

Which Agile role is primarily responsible for determining the business value of stories in an Agile project?

The product owner is primarily responsible for determining the business value of stories in an Agile project.

You are responsible for the design and build of a resilient data center for your organization. Due to the complexity and the number of requirements, you need someone to provide the guiding direction and requirements prioritization. Ideally this role should work with the project team daily and provide product feedback and set direction on the next piece of functionality to be delivered. In Agile lexicon, this role is called?

The product owner is responsible for guiding the direction of the product. Product owners rank the work based on its business value. Product owners work with their teams daily by providing product feedback and setting direction on the next piece of functionality to be delivered.

In projects following Scrum framework, who is responsible for maximizing the value of the product?

The product owner is responsible for maximizing the value of the product. The product owner owns the product backlog and is responsible for its refinement.

You were halfway through your project when the product owner left the company. The new product owner has been assigned to the project but they come from a different part of the business. You were reviewing the product backlog with the new product owner when they requested to reprioritize of some of the backlog items. What should you do?

The product owner is the owner of the product backlog and is ultimately accountable for the outcome of the project. At this stage, it is critical for you to review the entire backlog with the new product owner and ensure that they agree with the current ranking of stories.

Agile projects rely on product owners to define and prioritize backlog items. How do product owners do this?

The product owner prioritizes the product backlog so that the team delivers the most valuable ones first. The product owner does that by determining the items' value by collaborating with business stakeholders. The team does not determine the value of the backlog items and neither does the project manager.

Thomas is explaining the purpose of a product roadmap to Christy, a new agile developer. Select the response that best defines a product roadmap.

The product roadmap - owned by the product owner - serves as a high level overview of the product requirements. It is used as a tool for prioritizing features , organizing features into categories, and assigning rough time frames. Creating a product roadmap has four basic steps: 1) Identify requirements (these will become part of the product backlog), 2) Organize requirements into categories or themes, 3) Estimate relative work effort (e.g., planning poker or affinity estimation) and prioritize (value), and 4) Estimate rough time frames

Patty is reviewing an agile artifact that serves as a high level overview of the product requirements and when certain features are expected to be completed. What artifact is Patty most likely looking reviewing?

Which project artifact first documents the "definition of done" for the project?

The project charter documents the "definition of done" for the project. The project charter is usually the first project artifact.

Which role is the equivalent of project manager in Scrum?

The project management activities are distributed among all three roles

Your project manager has called a team meeting. The meeting agenda is to obtain team's consensus on multiple items such as, what "ready" means, what "done" means, how time-box will be respected, and what work in process limits will be used. What is the project manager trying to develop?

The project manager is trying to develop a team working agreement. This typically includes items such as, what "ready" means, what "done" means, how time-box will be respected, and what work in process limits will be used.

Which of the following statements provides sufficient information to make a project selection decision in favor of the project?

The project will not be selected if the IRR is lower than the cost of capital or MARR. If the project's NPV is positive, this is a good sign, but without the knowledge of the initial investment, the financial value of the decision cannot be determined. Many organizations will specify a minimum attractive rate of return (MARR) for all projects. If a project's IRR is higher than the organization's MARR, this is sufficient to make a decision in the favor of the project.

How is a project selection decision taken based on its expected NPV value?

The project with the highest NPV should be selected.

What is the purpose of the "Circle of Questions" activity used during a retrospective meeting?

The purpose of the "Circle of Questions" activity is to help teams choose an experiment or action steps for the next iteration, particularly when team members need to listen to one another.

The "Triple Nickels" activity is designed to:

The purpose of the "Triple Nickels" activity is to generate ideas for actions or recommendations and uncover important topics about the project history.

The purpose of the Sprint Retrospective is to (select three):

The purpose of the Sprint Retrospective is to: - Inspect how the last Sprint went with regards to people, relationships, process, and tools; - Identify and order the major items that went well and potential improvements; - Create a plan for implementing improvements to the way the Scrum Team does its work."

Which of the following is a purpose of the Scaled Scrum Daily Scrum?

The purpose or the reason of the Scaled Scrum Daily Scrum is to make integration issues transparent, but these issues need to be solved by the Scrum Teams working together, not by having the Scaled Scrum

The purposes of the Sprint Retrospective are to (select three):

The purposes of the Sprint Retrospective are to: - Inspect how the last Sprint went with regards to people, relationships, process, and tools; - Identify and order the major items that went well and potential improvements; and, - Create a plan for implementing improvements to the way the Scrum Team does its work.

You are responsible for analyzing and mapping an organization's core processes. The project is complex as it requires a lot of knowledge work. Due to the complexity of the project, the project team needs to be agile and respond quickly to change. Which of the following has a potential to impede the team's agility?

The question does not provide enough context to determine if a project sponsor has the potential to impede the team's agility. Scrum processes and Kanban boards are Agile techniques which should, in fact, enable agility. However a change control board and the associated formal change control processes have the potential to impede any team's responsiveness to change.

Many traditional plans are created with the assumption that all identified project requirements will be completed and so the work is typically prioritized and sequenced for the convenience of the project team. What is the main disadvantage with this sort of requirements prioritization?

The question is asking to identify the weakness in the "prioritization" process and not with the traditional approaches to requirements management. The main problem in the scenario is that the requirements are not prioritized by the value to the user and customer. Since there is no attempt to work on features in a customer-value-based priority order, there is a risk that lower value requirements might get delivered earlier than higher value requirements.

Story points are a unit of measure for expressing the overall size of a user story. When we estimate with story points we assign a point value to each item. Which of the following is the correct scale for estimating story points?

The raw value of story points we assign is unimportant. What matters is the relative values. A story that is assigned a 20 should be twice as much as a story that is assigned a 10. Nominal and ordinal scales cannot be used. Agile teams use cardinal scale to estimate story points. (NOTE: Nominal scales are used to "name," or label a series. Ordinal scales provide good information about the order of choices. Cardinal scales give us the order of values + the ability to quantify the difference between each one. There is no such thing as an Agile scale.)

Which of the following is the correct sequence of agenda items in a typical retrospective?

The recommended sequence is: Set the stage -> Gather data -> Generate insights -> Decide what to do -> Close retrospective.

What is a starting point of an Agile project?

The release plan is developed first, followed by the iteration plan. During the iteration the team develops and refines the daily plan. The retrospective is usually conducted at the end of the iteration.

Which of the following actions could impact a story's response time?

The response time is the time a story waits until the work starts. In Agile projects, stories wait till the higher value stories are completed. Prioritization of the stories impacts their response time.

What is a result of the Scaled Scrum Sprint Review?

The result of the Scaled Scrum Sprint Review is a revised Product Backlog.

Stakeholders provide feedback in the Sprint Review, and this feedback impacts the next Sprint Planning meeting

The result of the Sprint Review is a revised Product Backlog that defines the probable Product Backlog items for the next Sprint. The Product Backlog may also be adjusted overall so as to meet new opportunities.

A project team is currently struggling due to frequent interruptions by various delays and impediments. During the sprint retrospective, it was agreed to adopt some form of visual management that can help with work-in-process management and improve the flow. Which of the following tools should be used to facilitate this?

The team should consider making work visible using Kanban boards and experimenting with limits for the various areas of the work process in order to improve flow.

George is managing a complex financial application development project in an Agile environment. One of the critical success factors for the project is agility and responsiveness to change. In order to foster an Agile environment, George must take a hard look on which of the following processes with an aim to streamline them?

The scenario doesn't give enough context to determine if there are any issues with the production or quality management processes. George needs to focus on processes that are impeding the team's agility and progress. Lengthy processes that are causing bottlenecks is the best response to this question.

You are conducting an iteration demonstration to a group of stakeholders when the CFO expresses their displeasure over the missing reporting module. You explain to the CFO why the module was rescheduled to be developed in a later iteration. How could you have better managed this?

The scenario doesn't give enough data to determine what triggered the rescheduling. It will be safe to assume that the team would have valid grounds to reschedule the module development. In that case, you should have taken the CFO in confidence when this decision was being taken.

An Agile team is currently engaged in an enterprise-wide system development project. The team is struggling to complete user stories by the end of the iteration. What can be a potential root cause and potential solution to this problem?

The scenario doesn't give enough information to determine if the stories being worked on are low value stories or whether the conditions of satisfaction were not identified earlier. If the team has unfinished stories at the end of the iteration, most probably the team is working with features or stories that are too large. Splitting these larger stories into smaller stories will lead to a steady flow through the development process.

In projects following Scrum framework, who is responsible for ensuring the Scrum process is upheld and works to ensure the Scrum team adheres to the practices and rules?

The scrum master is responsible for ensuring the Scrum process is upheld and works to ensure the Scrum team adheres to the practices and rules as well as coaches the team on removing impediments.

Selection of the right project management approach is dependent on the team size in which of the following Agile approaches?

The selection of an appropriate method from the Crystal Family is based on the team size.

The project sponsor has requested a project to be delivered using Agile methods. She has strongly encouraged the use of a product backlog, daily stand-ups, and using Kanban boards for WIP management. She has also designed an "Agile-compliance rewards" program that is supposed to handsomely reward the top performing team members. According to the servant-leadership mindset, what is wrong with this approach?

The servant-leadership model encourages creating an environment where everyone can succeed. The rewards program will create a competing environment which doesn't help in ensuring everyone succeeds.

The Agile Unified Process (AgileUP) performs iterative cycles across seven key disciplines and incorporates the associated feedback before formal delivery. Which of the following is NOT one of these seven disciplines?

The seven key disciplines of AgileUP are: model, implementation, test, deployment, configuration management, project management, and environment.

Which of the following is the correct formula for estimating the number of iterations remaining on the project?

The simple way to predict the number of iterations remaining is to take the number of points remaining to be developed and divide this by the team's velocity and then round up to the next whole number.

You have recently taken over a project. Upon the inspection of the release burndown chart you see that although the linear trend is downward sloping, the burndown line is constantly moving up and down the trendline. Which of the following correctly explains this?

The situation above can be a result of poor story estimation or incomplete stories by the end of each iteration. However, the scenario doesn't provide enough evidence to support either of these conditions. The random walk of the burndown chart means that (due to any reason) the team's velocity hasn't been constant.

Which of the following are the six primary roles on a Feature-Driven Development project?

The six primary roles on a Feature-Driven Development project are: Project manager, chief architect, development manager, chief programmer, class owner and domain expert.

You are leading the development of an enterprise knowledge management system. You haven't done detailed cost estimates for each of the user stories on the project. In order to prioritize user stories the product owner can use which of the following estimates?

The size of user stories is typically estimated in story points. Size of user stories is one of the critical factors considered for selection of user stories.

When is it time to integrate the solution?

The solution may be added at any time during the Sprint. Integration is part of the development of each item, and a step in a normal definition of "Done". Agile projects use continuous integration to make the output potentially releasable.

The membership of the Scaled Scrum Team can change over time as its needs evolve.

The statement is correct. The membership of the Scaled Scrum Team can change over time as its needs evolve.

Which of the following is regarded as the most collaborative contracting approach?

The team augmentation arrangement is regarded as the most collaborative contracting approach as this embeds the supplier's services directly into the customer organization. Funding teams instead of a specific scope preserves the customer's strategic discretion on what work should actually be done.

An Agile team can only finish one story at a time. To complete a large feature that contains several stories, the team may not complete that entire feature until several more time periods have passed. Which of the following tools can help the team show its completed value?

The team can show its completed value with a product backlog burnup chart. The rest of the choices are quality management tools.

In Agile teams, a single person's throughput is not relevant. Focusing on a single person's throughput may be risky because it might:

The throughput of a single team member should not affect the project scope, sprint duration or the cost of the project. However, it might create a bottleneck for the rest of the team members due to the difference in individual throughputs.

Not all agile efforts succeed the first time, what is a common cause of failure?

The top 12 causes of agile failure (failure modes) according to Aaron Sanders: 1. A checkbook commitment doesn't automatically cause organizational change or support. 2. Culture doesn't support change. 3. Culture does not have retrospectives or performs them poorly. 4. Standards and quality are lost in a race to project closing. 5.Lack of collaboration in planning. 6.None or too many Product Owners. 7. Poor project leadership or scrum master that doesn't place trust in the team and allow it to be self-organizing and self-disciplined. 8.No on-site agile promoter or coach. 9.Lack of a well built, high-performance team. 10. Accrued technical debt if strict testing standards are not upheld. 11.Culture maintains traditional performance appraisals where individuals are honored and the team aspect is lost. 12. A reversion to the traditional or 'old-way' of doing business occurs because change is hard.

You are forming the first Agile team in your company that will deliver a complex human resources management system. Which of the following should be your top most challenge?

The top most challenge for you is to build a foundational trust, a safe work environment and an Agile Mindset - all other challenges and risks can be mitigated.

The Product Owner must provide transparency into the project status by...

The type of chart used is not important; they just have to measure the completed and remaining work."Work" here refers to the cumulative size of the Product Backlog items.

What are the typical five W's on a fishbone diagram?

The typical five W's on a fishbone diagram are: what, who, when, where, and why.

There are 11 Scrum Teams and they are working on a single product. What the Team must do?

The upper limit of nine teams in a Scaled Scrum is more of a practical matter than an absolute limit. Scaled Scrum suffers from the same effects—intra-team and inter-team cohesion begin to fragment and splinter, and the people in the Scaled Scrum find it harder to effectively self-organize. Scaled Scrum is a framework consisting of roles, events, artifacts, and rules that bind and weave together the work of approximately three to nine Scrum Teams working on a single Product Backlog to build an Integrated Increment that meets a goal.

There are 4 Scrum Teams for 1 product. The Scaled Scrum Team decided to increase the number of individual Scrum Teams to 6 teams. It means that the value of the product will increase

The value doesn't depend by the number of the Scrum Teams in Scaled Scrum

You are examining your project's statistics. For the iterations one to six the team's velocity has been 40, 50, 43, 47, 46, and 44 story points respectively. What is the most reasonable velocity estimate for the next sprint?

The velocity is moving around 45 story points and the variation is showing a declining trend. It is most likely that the variation will further reduce and the team's velocity will stable around 45 story points

What should the Product Owner do during the Sprint Retrospective?

The whole Scrum Team should participate in the Sprint Retrospective to find an improvement to be applied in the next Sprint; including the Product Owner

An Agile team has recently established a Kanban board to manage its WIP. Kanban board is a visual tool that shows the flow of work and helps in spotting bottlenecks. What technique allows the team to see how to pull work across the board?

The work in progress (WIP) limits at the top of each column on a Kanban board allows the team to see how to pull work across the board.

Which of the following factors is LEAST recommended to be considered while prioritizing themes or user stories for a project?

Themes should be prioritized by business value. The Agile team's expertise does not help measure business value of the feature being developed. The rest of the choices do help measure the business value.

Which of the following models can help in empowering Agile project teams?

Theory X stresses the importance of strict supervision, external rewards, and penalties which negatively influence a team's performance. Rewards and penalties can influence an outcome but don't empower a team. Root cause analysis is irrelevant to the question; it's just a distractor. The correct response is a servant-leadership model.

Select three reasons why automated builds are important

There are 3 reasons of this: - They allow frequent validation of the unit of software being worked on, ensuring it remains in a potentially shippable state. - They support continuous integration - The build process is clearly defined and scripted, making it easy consistent and repeatable

Select all types of dependencies that arise in Scaled Scrum Teams

There are many dependencies between the work in Scaled Scrum Teams that collaborate to create a complete and "Done" Increment at least once every Sprint. These dependencies are related to: Requirements Domain knowledge Software and test artifacts

Hardening Sprints are helpful for defect management and integration.

There are no hardening Sprints in Scrum. All Sprints are the same and create Increments."Hardening" is done during all Sprints.

Select all that apply. Before starting the first Sprint, what needs to be ensured?

There are no pre-conditions to first Sprint. Availability of a Scrum Team and list of business ideas for first Sprint are enough to start the Sprint

Which of the following is a responsibility of team leaders when multiple teams are working on the same product?

There are only three roles in Scrum, and it's not allowed to add other roles or titles: Product Owner, Scrum Master, Development Team

Since the Scrum Team is self-organizing, it can create an additional role to represent the organization within Scrum

There are only three roles in Scrum. Product Owner, Scrum Master, Development Team

What's the main responsibility of testers?

There are only three roles in Scrum: Product Owner, Scrum Master, and Development Team. It's not allowed to define new roles and the Development Team members should not have any titles; they are all just "developers". It is so because we want all of them to be accountable for everything and to collaborate with each other.Each person has his/her own area of expertise, such as testing, and that person will be more focused on testing tasks, but it doesn't mean that we can call the person "tester"

What's the primary responsibility of testers?

Which of the following is not a role in Scrum?

There are only three roles in Scrum: Scrum Master, Product Owner, and Scrum Master. It's not allowed to define other roles or titles.

Whar are the benefits of having single Sprint Review in Scaled Scrum? Select all that apply

There are several benefits to having a single Sprint Review for the Scaled Scrum, including the following. • Teams are logically each other's stakeholders, so they can provide one another with feedback that helps the Scaled Scrum improve. • If individual Scrum Team Sprint Reviews were held, stakeholders may not be able to attend all of them, and even if they did they would not see the integrated Product. • Some issues only become evident when the integrated Product is reviewed as a whole, especially when each team is developing one or more components. Each component may work in isolation, but they may not work together to produce an integrated Product. • Reviewing the Integrated Increment as a whole brings all the teams in the Scaled Scrum together and reminds them that their goal is a single integrated solution.

Select all Scaled Scrum Artifacts

There are three Scaled Scrum artifacts: - Product Backlog - Sprint Backlog - Increment"

Which of the following is generally considered the LAST option to estimate a team's velocity?

There are times when we don't have historical values and it is just not feasible to run a few iterations in order to observe velocity. In cases like these, we need to forecast velocity. However, forecasting velocity is the last resort.

Which of the following is the correct way of assigning story points to user stories in a product backlog?

There are two common ways to assign story points. The first approach is to select a story that you expect to be one of the smallest stories you'll work with and say that story is estimated at one story point. The second approach is instead to select a story that seems somewhat medium-sized and give it a number somewhere in the middle of the range you expect to use. Once you have fairly arbitrarily assigned a story point to the first story, each additional story is estimated by comparing it to the first story or to any others that have been estimated.

What are two good ways for a Scrum Team to ensure security concerns are satisfied? (2 answers)

There are two good ways for a Scrum Team to ensure security concerns are satisfied: Add security concerns to the definition of "Done" Have the Scrum Team create Product Backlog items for each concern.

The Scrum Master shouldn't allow the Development Team start developing without having the tasks identifies and assigned.

There are two problems with this statement: 1. The Scrum Master doesn't manage people and cannot forbid team members from doing something and cannot order them to do certain things. S/he should always "convince" them to do the right thing by training and coaching. 2. The Development Team identify the tasks and assign them gradually, throughout the Sprint. We don't do it upfront, at the beginning of the Sprint.

The Scrum Master shouldn't allow the Development Team to start developing without having the tasks identified and assigned.

There are two problems with this statement:1. The Scrum Master doesn't manage people and cannot forbid team members from doing something and cannot order them to do certain things. S/he should always "convince" them to do the right thing by training and coaching.2. The Development Team identifies the tasks and assigns them gradually, throughout the Sprint. We don't do it upfront, at the beginning of the Sprint.

Traditional project management approaches do allow changes through a formal change control process. What is the main issue with this?

There can be many challenges associated with designing and implementing formal change control procedures, however the main disadvantage is that they inherently discourage changes. Many features get delivered that users don't want just because formal change control puts the responsivity on the customer and users to identify and request the change, which is usually not a very proactive approach.

Ideally Agile team members should be collocated. However, there could be a number of reasons why this might not be practical. Which of the following are some of the benefits of having a dispersed team instead of a collocated team?

There can be multiple factors (or constraints) that can limit forming a collocated Agile team. Such factors include requirement for global presence and opportunities for economy of scale and reduced costs.

What is the minimum number of Scrum teams for applying the Scrum of Scrums method?

There has to be a minimum of three teams to apply the Scrum of Scrums method; two base teams plus an overarching team.

There is one Product Backlog for a Nexus.

There is a single Product Backlog for the entire Nexus and all of its Scrum Teams. The Product Owner is accountable for the Product Backlog, including its content, availability, and ordering.

How many Product Backlogs are used in Scaled Scrum?

There is a single Product Backlog for the entire Scaled Scrum and all of its Scrum Teams. The Product Owner is accountable for the Product Backlog, including its content, availability, and ordering.

Who is accountable for ordering the Product Backlog in Scaled Scrum?

There is a single Product Backlog for the entire Scaled Scrum and all of its Scrum Teams. The Product Owner is accountable for the Product Backlog, including its content, availability, and ordering.

What should the Product Owner do during Sprint zero?

There is no Sprint Zero in Scrum

There should be many integration Sprints to integrate the solution.

There is no additional integration Sprint in Scrum. There should be many integration Sprints to integrate the solution. All Sprints are the same and create increments. Integration is done during all Sprints.

How frequently should the Product Owner communicate and re-iterate his product vision to the Scrum Team and the Key Stakeholders?

There is no any "strong" term of this action, but anyway, to get successful and valuable Product, Product Owner must frequently, early and often communicate with the Team regarding this question.

The Product Owner and the Scrum Master may participate in the Development Team

There is no any ban on Scrum Master or for Product Owner to be the part of Dev Team,

In Agile settings, what is the ideal frequency for conducting product demonstrations?

There is no ideal frequency, but rather a general guideline of conducting demonstrations at least once every two weeks.

What's the optimal length of a Sprint?

There is no optimal length of Sprint. Sprint should be short enough to minimize risk. However, do not forget that the duration size of Sprint is 1 month

What is the responsibility of the project manager in Scrum?

There is no project manager role in Scrum

An Agile team is halfway through the iteration when it feels that it needs detailed feedback on some of the features. What should be done?

There is no reason for the team to compromise on some secondary technique. If a product demonstration is required, that should be immediately arranged.

A cross-functional team in Scrum consists of which types of team members?

There is no separate role of BA, QA specialist or tester in Scrum. All of them may be Development team members, Scrum Master or Product Owner. As we see from Scrum Guide about Development Team: - Scrum recognizes no sub-teams in the Development Team, regardless of domains that need to be addressed like testing, architecture, operations, or business analysis; - Individual Development Team members may have specialized skills and areas of focus, but accountability belongs to the Development Team as a whole.

What is the time box for refinement meeting in Scaled Scrum?

There is no specific time box for Refinement, nor is there a specific time during the Sprint when teams work on Refinement.

When does Refinement occur in Scaled Scrum?

There is no specific time during the Sprint when teams work on Refinement.

What is a responsibility of the project manager in Scrum?

There is no such role as Product Manager in Scrum

The development team should have the supervisor to ensure the work is correctly executed

There is no supervisor role in Scrum

In their journey to deliver products of the highest business value, what factors will enable the Scrum Team to balance creativity, flexibility and productivity? Select all that apply

There is no team leader in Scrum Team and it is impossible to reward only part of Dev Team in Scrum

It's allowed to have team leaders when many developers are working on a complex project.

There is no team leader role in Scrum Team

What Scrum event or artefact supports daily inspection and adaptation?

There is only one daily activity in Scrum: Daily Scrum

This Scrum event supports daily inspection and adaptation

There is only one daily event in Scrum: the Daily Scrum. The Daily Scrum is a 15-minute time-boxed event for the Development Team. The Daily Scrum is held every day of the Sprint. At it, the Development Team plans work for the next 24 hours. This optimizes team collaboration and performance by inspecting the work since the last Daily Scrum and forecasting upcoming Sprint work. The Daily Scrum is held at the same time and place each day to reduce complexity.

A product is required to be shipped in six months. If the release plan contains thirteen two-week iterations with on average twenty story points per iteration, what is the project size?

There will be 13 two-week iterations in a six-month period. With an average of 20 story points per iteration, the project size will be 260 story points.

When should the Product Owner update the project plan?

There's no "project plan" artefact in Scrum. The Product Backlog is a form of planning in Scrum projects, and it's updated continuously (Product Backlog refinement).

Which of the following is done in the first Sprint?

There's no difference between the first Sprint and the next ones. The main purpose is creating Increments.

There should be frequent integration Sprints to integrate the solution.

There's no integration Sprint in Scrum. All Sprints are the same and create increments. Integration is done during all Sprints.

What should the Product Owner do during the Sprint zero?

There's no such thing as a Sprint zero. The first Sprint is called Sprint 1, and it's exactly the same as other Sprints: it creates an Increment. The infrastructure and tools and requirements are prepared gradually throughout the project.

Which one of the following statements is correct when multiple Scrum teams are working on the same product?

There's only one Product Backlog for Scrum Team. "One" project and "one" product has only "one" Product Backlog and "one" Product Owner. Otherwise, prioritization and accountability would be difficult.

Which of the following is a way of decreasing technical debt?

There's usually room for improving the definition of "Done". A good definition will let less technical debt pass on to the next Sprints. Technical debt is minor shortcomings in the code that makes it less than "good enough", and therefore creates risks in the future. It usually decreases velocity in the future (because the team has to fix the shortcomings), and as some of the debt might remain in the final product, the maintenance cost will increase as well. Another Agile way of reducing technical debt is continuous refactoring.

Which role is responsible for managing the Development Team?

They are self-organizing. No one (not even the Scrum Master) tells the Development Team how to turn Product Backlog into Increments of potentially releasable functionality

Which outcome is expected as Scrum Teams mature?

They will improve their definition of "Done" to include more stringent criteria.

A Development Team gets into a situation where a conflicting team members' behaviour causes issues to progress. Who is responsible for removing this issue?

Think about who is responsible for identifying and removing different types of issues. The Scrum Master is responsible for removing impediments outside the Development Team's influence. Also, they are responsible for causing change that increases the productivity of the Scrum Team. In this case, the issue faced by the Development Team is well within the influence of the Development Team to resolve. So, the Scrum Master should coach the team to resolve such items themselves. If the Scrum Master actively takes steps such as removing this person from the Team, it will lead to a diminished inclination of the Development Team to resolve internal problems for themselves in the long run.

If a product owner adds new stories to an iteration plan halfway through an iteration, which of the following may happen?

This increases the project risk. If new stories are added beyond the team capacities, all assigned stories might not get completed during the current sprint.

A team is planning its first iteration on a project. The team is considering using historical values to forecast the team's velocity on this project. Which of the following is irrelevant to this consideration?

This is a tricky question. Since each project is unique, project charters for both projects will be different. But this is irrelevant to estimating the team's velocity. The rest of the choice give valid considerations.

During a retrospective, an Agile team defines a desired state they want to achieve. Small groups work to identify the factors that could either restrain or drive the change they want. The factors are listed on a poster, then the group assesses the strength of each supporting factor relative to the other supporting factors and repeats the process for inhibiting factors. Which Agile technique is the team using?

This is an example of Force Field Analysis. During this activity, the team discusses which factors they can influence either by increasing the strength of a supporting factor or by reducing the strength of an inhibiting factor.

You have been invited by your colleague to attend one of the project standup meetings. You notice that the team has got a big chart on a wall, divided into sections such as "Ready", "In Development", "Being Tested", and "Completed". What tool are they using?

This is an example of Kanban board. A Kanban board provides a means to visualize the flow of work, make impediments easily visible, and allow flow to be managed by adjusting the work in process limits.

An Agile team is currently analyzing the project timeline. The team is marking the time when everything was going smoothly and then the energy dropped. The objective is to analyze this information for patterns of events, behaviors or feelings that cause a shift. What activity is this?

This is an example of Patterns and Shifts activity. The team looks for links and connections between facts and feelings and guides the group in recognizing and naming patterns that contribute to current issues.

Which of the following is the shortest timebox in a two-week Sprint?

This is at most a three-hour meeting for one-month Sprints. For shorter Sprints, the event is usually shorter. Sprint Review and Sprint Planning are longer meetings than Sprint Retrospective

A Product Owner should handle all the responsibilities of a traditional project manager.

This is different positions and there is no project manager in Scrum

Which of the following best describes transparency?

Transparency is about visibility and doesn't contain understanding. The "whole process" might be too much for some stakeholders; "significant aspects" is enough, as we treat most things in Agile environments.

You are leading a team of 10 process analysts assigned to observe organizational processes and map the "AS-IS" processes. You usually arrange the process workshops and encourage two analysts to facilitate a workshop at a time. By having two analysts facilitating a single workshop, you believe that you get early feedback and early identification of process issues. What is this technique called?

This is known as Pair Work. Pair work involves two analysts working on a single process. One person maps the process while the observer reviews, inspects, and adds value to the mapping process. These roles are switched throughout a paired session.

The Scrum Master tracks the work remaining in the Product Backlog

This is the responsibility of a Product Owner.At any point in time, the total work remaining to reach a goal can be summed. The Product Owner tracks this total work remaining at least every Sprint Review. The Product Owner compares this amount with work remaining at previous Sprint Reviews to assess progress toward completing projected work by the desired time for the goal. This information is made transparent to all stakeholders.

Which is NOT a Development Team responsibility?

This is the responsibility of the Product Owner to break down the large Product Backlog items into smaller ones. The Development Team usually "helps" in this, but it doesn't make them responsible.

The Manifesto for Agile Software Development was published in:

Thought leaders in the software industry formalized the Agile movement in 2001 with the publication of the Manifesto for Agile Software Development.

Which of the following is not a pillar of Scrum?

Three pillars uphold every implementation of empirical process control: transparency, inspection, and adaptation.

The Kano model gives us an approach to separate features into three categories: must-have features, linear features, and delighters. The 'must have' features are also known as:

Threshold features are those that must be present in the product for it to be successful. They are often referred to as "must-have features"

Kathy, the head of a multi-national corporation, is considering hiring an agile team to develop a new database system. However, the agile team Kathy is working with tells her that estimating final cost can be difficult. Why is it more difficult to estimate cost on an agile project?

Time, budget, and cost estimation is an important knowledge and skill area of agile. According to Highsmith, the nature of the agile method, whereby it welcomes changing scope, means that it lends itself well to fixed budgets and a fixed schedule because changing scope makes it difficult to estimate a total cost. Generally speaking, the budget and schedule constraints are known but before a project will commence there needs to be an agreed upon set of base product functionality defined in an initiation phase; fixing scope reduces an agile team's innovative tendency to provide improved value. For companies that are familiar with fixed-price contracts, where requirements are agreed upon before contract closing, adopting agile can be a weary initial venture. Instead, other contract vehicle types are recommended for agile efforts. These include: a general service contract for the initiation phase and separate fixed-price contracts for iterations or user stories; time-and-material contracts; not-to-exceed with fixed-fee contracts; and, incentive contracts (e.g., fixed price with incentive; cost-reimbursable with award fee).

What happens when the time-box of a sprint expires?

Time-box for a sprint or iteration is the duration of the sprint or iteration. When the time-box expires, the team simply moves on to the next sprint.

During Vanessa's daily stand-up meeting update, the agile team helped her make a quick decision on what type of memory she should use for object access. When a team makes decisions together, it is known as:

To build trust among the team, agile believes heavily in participatory decision models where team members collaborate to make decisions. Although a team leader or scrum master will need to make some decisions individually, many decisions can be made by the team collectively. These agile principles are also known as collective ownership, self-organization, and self-discipline. In collective ownership, the team members are equally responsible for project results and are empowered to participate in decision making and problem solving processes.

Planning poker, where team members make collective decisions, is an example of:

If your cost of capital is 5%, and only one of the following projects can be executed, which of the following projects is the most lucrative assuming that all projects cost the same?

To determine which of these projects is the most lucrative, we need to calculate the present values of all four projects and select the project with the highest PV using the formula PV = FV / (1 + r)^n. The PVs of the projects are: PV Project R = $172,768; PV Project D = $164,540; PV Project L = $169,210; PV Project B = $163,265. Project R is the most lucrative one.

How does the Product Owner communicate his marketplace knowledge to the Scrum Team (select three)?

To get the success of the Product, the Product Owner must attend Sprint Reviews. Also, it is very and very useful and productive (sometimes it is necessary) to interact with the entire Scrum Team on daily basis and hold Product Backlog Refinement every Sprint

Your organization has recently acquired an HR management system that cost $100,000. The system would need a major upgrade after 10 years which will cost approximately $150,000. If the organization can earn 8% interest on an investment bond, how much money does the organization need to put in the bond now to have $150,000 when the upgrade is required?

To solve this question, you need to determine the present value of $150,000 (money required at the end of ten years) at 8% interest rate. The formula is Present Value (PV) = Future Value (FV) / (1 + interest rate) ^ periods. So to calculate, PV = $150,000 / (1+8%)^10 = $69,479.

Select the parameter that does NOT belong in the agile iron triangle:

Tools and Techniques: Agile Analysis and Design

What measures will help the Product Owner to check if the product delivers value? (choose 3 answers)

Total cost of ownership (TCO), installed version index, usage index (amount of functionality being used ), customer feedback are the direct measures of product value

Agile contracting best practices require structuring milestones and payment terms on:

Traditional approaches to contracting structure milestones and payment terms on fixed milestones, phase gates and stage gates. Agile contracting best practices require structuring milestones and payment terms on value-driven deliverables.

When introducing Agile methods to an organization that has historically managed all its project using predictive life cycles, which of the following approaches is more likely to succeed?

Trying the new techniques on a less risky project with a medium to low degree of uncertainty is advisable. The lower the risk, more the chances of success. You need some quick wins to help smooth transition to the new approaches.

Who are the typical Key Stakeholders (select three)?

Typical stakeholder is the man who is responsible for making the funding decisions for the product development effort, the user of the product, the man who is responsible for paying to use the product

How much time should an Agile team spend on check-ins during an iteration retrospective session?

Typically five to ten minutes are spent on check-ins. The rest of the choices do not result in efficient time management.

Scrum should be tailored for the project.

Unlike methodologies, the Scrum "framework" is not tailored, because it's already limited to the essentials. Even the terms should not change. However, you need to add many practices and techniques to the framework.

You are conducting a workshop on Agile methods, tools and techniques. Most of the participants have a background in traditional project management which pivots around managing project baselines. How does Agile view project baselines?

Unlike traditional methods, Agile methods do not pivot around project baselines. Agile teams view baselines as artifacts of attempted prediction, which usually are not accurate representations of reality.

What earned value management (EVM) variable captures cost variance?

Unlike traditional project management methods that evaluate risk and variance and trends in formal meetings, agile incorporates risk analysis and variance and trend analysis into iteration review meetings. Risk and variance and trend analysis may be performed in agile using information radiators, like a risk burndown chart, and the use of traditional earned value management (EVM) to measure cost and schedule variance (CV and SV, respectively).

The Product Backlog is baselined at the beginning of the project.

We don't baseline any artefact in Scrum. The Product Backlog is dynamic, and never complete

Agile teams measure WIP during the beginning of the project and determine the available options for rapid product delivery. Which of the following is the recommended approach when comparing different delivery options?

Upfront designing is waterfall. When selecting delivery options, Agile teams choose value over upfront designs. This is the fundamental difference between Agile and traditional approaches.

Product Backlog Items should always be expressed as User Stories

User Stories are very popular in Scrum, but they are not mandatory

A Scrum Team is in the process of defining Product Backlog items. The Scrum Master notices that the team is not using User Story format to capture the backlog items. Scrum Master should

User Story is a very good method to write requirements. However, user stories are not mandatory in Scrum. And only team decides which type of requirements the will use.

What technique should be used for representing Product Backlog Items

User stories are a fairly common technique for representing Product Backlog Items, but other techniques can be used instead. For instance, a team can use scenarios, use cases, acceptance tests, etc. The Product Backlog might even contain a heterogeneous mix of the above. The Product Owner should work with the rest of the Scrum Team on choosing and optimizing the techniques used to represent Product Backlog Items.

The Product Owner should use user stories for composing the Product Backlog items.

User stories are maybe the most popular type of requirements in Scrum but definitely not mandatory.

It's required to use user stories in Scrum.

User stories are not mandatory in Scrum

Non-functional requirements should always be written as user stories

User stories are not mandatory in Scrum. So they can be written in any form which is appropriate for the team

An Agile team is working on a complex enterprise resource management system development project. The huge product backlog was prioritized based on their relative values. During each iteration, the team develops and successfully demonstrates the completed user stories. However, due to the prioritization of the user stories, user stories selected for a particular iteration may not be related with the user stories completed during the previous iteration. Which of the following activity will be a challenge in this situation?

User stories sizing, backlog refinement and prototyping should be indifferent to the inter-relationship of features developed during different iterations. However, the team will find it challenging to continuously integrate new features to the previously developed features and test the system as a whole.

You are leading a major automation project for an external client. So far over a thousand user stories have been captured by your business analyst. Due to the number and the limited functionality of each user story, the product owner is struggling to prioritize them. How should you resolve this issue?

User story prioritization should be based on their value rather than their size. Merging user stories into larger epics could help in prioritization but you would then lose individual user stories. It is recommended that you combine related stories into larger themes and then prioritize the themes relative to each other.

How should the Product Owner forecast the completion date?

Using a trend line in the burn-down chart can help (if the team is using that chart), as well as simple or complex formulas such as the one mentioned above. But all of these are just guides for the Product Owner and s/he should consider all factors and come up with a reliable completion date forecast.

During an ESVP activity, each participant anonymously reports his or her attitude toward the retrospective as an Explorer, Shopper, Vacationer, or Prisoner. Who are the vacationers?

Vacationers aren't interested in the work of the retrospective, but are happy to be away from the daily grind. They may pay attention some of the time, but they are mostly glad to be out of the office.

You overhead your colleague saying that he isn't interested in attending the upcoming retrospective but happy that he would get a break from his daily routine job. Which ESVP role closely relates to this attitude?

Which of the following is an organizational construct that focuses on the flow of value to customers through the delivery of specific products or services?

Value Stream is an organizational construct that focuses on the flow of value to customers through the delivery of specific products or services.

Which one has the highest chance of creating value for Organization?

Value is the measure of how valuable the delivered functionality is to the organization. It is a measure of the effectiveness (a percentage) of each dollar spent on software development that creates value for the organization. Prioritizing the investment on building highly usable features provide the highest chance of creating value.

Revenue generation is the primary factor in determining value.

Value is the ratio of benefits and cost. The revenue is only related to the benefits and is not enough for determining the value.

What is the benefit of using value points in ordering the Product Backlog?

Value points are relative units for value assigned to the Product Backlog items. It increases transparency (everyone understands why) when applied correctly.

When value stream mapping it is important to identify areas of waste that exist in the process. The mnemonic device WIDETOM may be used to remember the different forms of muda (or waste). What does the E in WIDETOM stand for with respect to waste?

Value stream mapping is a lean manufacturing analysis technique adopted by agile. A value stream map may be used to analyze the flow of information or materials from origin to destination to identify areas of waste. The identified areas of waste are opportunities for process improvement. Waste can take many forms and can be remembered using the pneumonic device WIDETOM. W - waiting; I - inventory; D - defects; E - extra processing; T - transportation; O - over-production ; M - Motion. A value stream map is typically mapped or charted collaboratively with a team so it may define and view the entire process together, pinpointing areas of waste within the process. Processes that add value (processing of a part or feature) are generally referred to as "value-added" and processes that do not (e.g., waiting for a part to arrive) are generally referred to as "non value-added." Generally speaking, one wants to reduce, to the largest extent possible, the non value-added time (i.e., areas of waste).

Which of the following refers to the average amount of work done per Sprint?

Velocity - is the average amount of work done per Sprint

An Agile project has a total of 700 story points and each project iteration has a fixed duration of three weeks. At the end of the 4th iteration, the team had successfully delivered 76 story points. The team was able to successfully address some improvement opportunities and during the 5th iteration the team was able to deliver an additional 24 story points. Assuming that the team will not be able to maintain its current velocity and revert back to the velocity the team was at by the end of the 4th iteration, and no more story points are added to the project, how many more weeks are required to complete the project?

Velocity = average story points per iteration. At the end of the 4th iteration, the team delivered 76 story points in total. The velocity at the end of the 4th iteration was 76/4 = 19 story points per iteration on average. At the end of the 5th iteration, the team delivered 100 story points in total (76+24). The current velocity is 100/5 = 20 story points per iteration on average. Since 600 story points are remaining (700 - 100), at the 4th iteration velocity of 19 stories per iteration, the team would require additional 32 (31.58) iterations to complete the project. Since each iteration duration is three weeks, the team need additional 96 weeks (32 x 3) to complete the project.

An Agile team is working on a SCM project. At the end of the 3rd iteration, the team had successfully delivered 81 story points. The team was able to successfully address some improvement opportunities and during the 4th iteration the team was able to deliver 39 story points. What is the team's current velocity?

Velocity = average story points per iteration. Since the team had delivered 120 story points in 4 iterations, the velocity is 120/4 = 30 story points per iteration (on average).

Our velocity was 250 at the end of the 6th Sprint. It has become 275 at the end of the 11th Sprint. Therefore, we're creating more value now, compared to the past.

Velocity and value are not related directly.

Which of the following are optional in Scrum? (choose 2 answers)

Velocity calculations and the use of burn-down charts are common and recommended, but not mandatory. The rest are the Scrum artefacts. All Scrum roles, events, and artefacts are mandatory.

What's velocity?

Velocity is a measure of the amount of work a Team can tackle during a single Sprint and is the key metric inScrum.

What term often used in agile estimation refers to the amount of user stories or story points completed in an iteration?

Velocity is a measure of the number of user story points completed per iteration. An agile team can use its previous velocity recordings as a method of estimating how many user story points it may complete in the next iteration. David's team's velocity is 20.

An agile team often uses velocity when estimating. What is velocity?

Velocity is a measure of the number of user story points or stories completed by a team per iteration. An agile team can use its previous velocity recordings as a method of estimating how many user story points it may complete in the next iteration.

Define velocity as used in agile estimation.

Which of the following is less likely to be used by a Scrum Team?

WBS and Gantt Chart are used in traditional projects because they are focused on an upfront understanding of the scope of the project. The scope of Agile projects evolve during the project.

Kanban board are used by Agile teams to manage WIP. For what is WIP an abbreviation?

WIP is an abbreviation for work in progress.

When does the Development Team prepare the tools and infrastructure for the development?

We do not prepare the infrastructure and tools upfront because it requires an understanding of the whole product, which is against the adaptation concept. The required infrastructure and tools depend on the product we're going to create, which in turn is defined through the project. The infrastructure and tools will be prepared gradually through the project. There's no Sprint zero in Scrum. All Sprints are the same, used to create an Increment of working software

The Sprint Backlog is baselined at the end of the Sprint Planning.

We don't baseline any artefact in Scrum. The Sprint Backlog is dynamic, and changes during the Sprint to include newly identified tasks

Which of the following are ways for the stakeholders to interact with the Development Team? (choose 2 answers)

We don't want the team to be distracted; they need to stay focused and productive. That's why their direct interactions with the customer are limited to the Sprint Review, or via the Product Owner.

How much should be invested in a long-term bond, offering an annual interest rate of 5%, so that there is $1,000,000 by the end of 10 years?

We need to determine the Present Value (PV) of $1,000,000 at 5% for 10 years. The formula for Present Value is: PV = FV / (1+r)^n. So to calculate, PV = $1,000,000 / (1+0.05)^10 = $613,913.

The items selected from the Product Backlog for the Sprint Backlog should be "ready".

We prefer to have "ready" items at the top of the Product Backlog before Sprint Planning, which is done through Product Backlog refinement. However, nothing stops our flow of Sprints, and for example, we do not delay the Sprint because the items are not ready. In such cases, the "unready" items would be selected for the Sprint, and refined during the Sprint. "Ready" items are those that are clear, and small enough to fit into one Sprint.

Which of the following is not a Scrum Event?

Weekly Status is not Scrum event

It's better to have longer Sprints when the project is riskier.

When Sprints are shorter, there are more opportunities for demonstration, receiving feedback, and adaptation. So, when risks are higher, it's better to have shorter Sprints (if it's possible).

Which of the following describes the definition of "Done"? (choose 2 answers)

When a Product Backlog item or an Increment is described as "Done", everyone must understand what "Done" means. Although this may vary significantly per Scrum Team, members must have a shared understanding of what it means for work to be complete, to ensure transparency. This is the definition of "Done" for the Scrum Team and is used to assess when work is complete on the product Increment.

What should happen to the "Done" Product Backlog items when the Sprint is cancelled?

When a Sprint is cancelled, any completed and "Done" Product Backlog items are reviewed. If part of the work is potentially releasable, the Product Owner typically accepts it. All incomplete Product Backlog Items are re-estimated and put back on the Product Backlog. The work done on them depreciates quickly and must be frequently re-estimated.

You are managing a complex project. The project objectives are known but the exact scope of work cannot be defined. Which of the following provisions can allow you to withdraw from a contractual relationship halfway through the project?

When an Agile supplier delivers sufficient value with only half of the scope completed, the early cancellation clause allows the customer to withdraw from the relationship.

It's easy to tell when a feature is 0% done (we haven't started it) and it's relatively easy to tell when we're 100% done (all tests passed for all the product owner's conditions of satisfaction). It is often hard to measure the progress anywhere in between. How should you report progress when faced with such a situation?

When determining the work in process percentage of completion is difficult, it is highly recommended to stick with what you know for sure, 0% and 100%; 0% for work in progress and 100% complete once all conditions of satisfactions are met.

When planning an iteration, don't:

When planning an iteration, do not plan on using 100% of every team member's time but leave some slack. Just as a highway experiences gridlock when filled to 100% capacity, so will a development team slow down when every person's time is planned to be 100% used.

As the Sprint Planning meeting progresses, the Development Team sees the workload is greater than they can handle, which are two valid actions? (choose 2 answers)

When the Development Team realizes they cannot finish everything, they get help from the Product Owner to adjust their work (tasks), to ensure they will deliver maximum value by the end of the Sprint.

As the Sprint Planning meeting progresses, the Development Team sees the workload as greater than they can handle, which are two valid actions? (choose 2 answers)

When the Development Team realizes they cannot finish everything, they receive help from the Product Owner to adjust their work (tasks), to ensure they will deliver maximum value by the end of the Sprint.

When is a Sprint Backlog item considered complete?

When the item is completely based on the definition of "Done", the end users can use it, and it creates an Increment of working software which is potentially releasable.

....... are Scrum values

When the values of commitment, courage, focus, openness and respect are embodied and lived by the Scrum Team, the Scrum pillars of transparency, inspection, and adaptation come to life and build trust for everyone.

You have recently been hired in a company to lead the central PMO of the organization. You have recently found out that project teams usually generate a big number of improvement ideas during retrospectives but fail to implement these during the iterations. Which of the following recommendations can help the teams in the current situation?

When there is slow or no improvement in the teamwork process, it is recommended to capture no more than three items to improve at each retrospective. Ask the servant-leader to help the team learn how to integrate those items, however daily stand-ups are not status reporting meetings.

A company has four products. Which two of the following are acceptable ways of forming Scrum teams?

When there's one product, there should be only one Product Owner, even if the product is large and there are many Development Teams. However, when there are multiple products, there are two options: 1) considering them separate and have a Product Owner for each of them, and 2) have only one Product Owner for all of them and develop them like a larger project to ensure compatibility.

Which of the following actions is NOT recommended when planning a large project with multiple Agile teams?

When working with multiple teams, it is important to establish a common basis of estimates rather than allowing each team to work out their own basis of estimates. Estimates have to be consistent throughout the project

What factors should be considered by the Product Owner in the release decision (select four)?

While Scrum doesn't require a release to occur every Sprint, it should be noted that the more elapsed time that accumulates since the last release, the higher the risk that the product's value will get out of line with the marketplace. Product Owners should keep this risk in the forefront of their mind. Another factor in the release decision is whether your customers can actually absorb your frequent releases. Most customers approach this upgrade decision using a common sense method of weighing the costs and benefits of the upgrade(new increment). This is all the more reason to make sure that your releases are of the utmost value, and offer relatively low absorption costs. Regardless of the benefits and costs, some customers will still be constrained, so this constraint should be a consideration when deciding how often or whether to release. The PO is the one and only person who can decide whether to release the latest increment of the product. The Increment is "Done" by its definition.

Sprint Backlog emerges during the Sprint.

While the Product Backlog items selected for the Sprint Backlog stay the same, the tasks created by decomposing them always change and emerge during the Sprint.

It is the responsibility of the Scrum Master to engage the stakeholders to maximize the value of the product

While the Scrum Master is responsible to help with maximizing the value of outside interactions with the Scrum Team, Product Owner is responsible for continually engaging the stakeholders.

How do Agile approaches produce a more valuable product without formal change control procedures?

With an Agile approach to estimating and planning, teams reduce uncertainty about the product ultimately being built as product increments are shown to potential users and other stakeholders at the end of each iteration. Their feedback and responses are used to fine-tune future plans.

If you are conducting an ESVP activity to set the stage of a retrospective, you need to be careful about:

You are conducting an ESVP activity during an iteration retrospective. People have cast their votes and handed over their slips to you. What should you do next?

With the ESVP activity, you need to be careful about conducting anonymous polling. If voters fear that their names will be called out, they might not cast an honest vote, especially the prisoners and the vacationers. Once you receive the slips, you must shuffle the slips, use the slips to create a histogram and then tear up the slips.

Within just a few Sprints, Scrum increases the transparency of the following

Within just a few Sprints, Scrum increases the transparency of technical ability of the team to create Product Increment and information on real progress

You have recently taken over an Agile team that is half way through the project. You noticed that the team is developing a work breakdown structure of the project scope during the first retrospective meeting. What would you recommend to the team?

Work breakdown structures are not developed in Agile projects. Further, retrospectives are team reflection events and not planning events.

Scaled Scrum Sprint Planning is complete when each Scrum Team in the Scaled Scrum has finished its individual Sprint Planning events.

Yes, it is true )) Scaled Scrum Sprint Planning is complete when each Scrum Team in the Scaled Scrum has finished its individual Sprint Planning events.

When multiple Scrum teams are working on the same product, should all of their outputs be integrated every Sprint?

Yes, their activities should be integrated

A team is using the Five Whys technique to uncover the underlying root cause of a problem. However, after the fifth iteration the team thinks that the real root cause hasn't been discovered. You may proceed in a number of directions from this point EXCEPT:

You can proceed in multiple directions from here. However, compromising on the fourth answer, given that the team wasn't comfortable with the fifth answer, doesn't look like a rational choice.

During an iteration demonstration, the product owner and the developer are having a conflict: a completed feature is not being accepted by the product owner. How could this problem have been avoided?

You cannot keep the product owner out of the demonstration. The product owner "owns" the product and has the authority to accept or reject the features. The problem could have been avoided if the definition of done for this feature would have been agreed upon at the start of the iteration.

If $250,000 is invested at 8% with annual compounding. How much will this money be worth in 15 years?

You need to calculate the Future Value of 250,000 at 8% for 15 years. The formula for Future Value is FV = PV * (1+r)^n. So to calculate, FV = 250,000 * (1 + 0.08)^15 = $793,042

You have recently taken over leadership of an Agile team that is halfway through a complicated project. You have recently examined project requirements and now want to get an idea of team velocity. Which document should provide some insight on the team's velocity?

You need to have a look at the burndown chart. The burndown chart will tell the number of story points remaining and the current team's velocity. Teams might update velocity on a Kanban board, but this is not a common practice.

You are leading a complex project and are currently doing some high-level planning. You want to schedule retrospectives so that each team member's calendar gets booked. How should you schedule these events?

You should not schedule these events well in advance, the project team decides when to call a retrospective. Retrospectives can be scheduled on different occasions, such as the end of sprint, completion of a release, achievement of some milestone, or whenever the team gets stuck with the project work.

Which of the following Agile methods focus on the activities of a single, small, usually collocated, cross-functional team rather than for initiative that requires collaboration of multiple Agile teams in a program or portfolio?

eXtreme programming focuses on the activities of a single, small, usually collocated, cross-functional team. The rest of the choices provide guidance for initiatives that require collaboration of multiple Agile teams in a program or portfolio.

Agile questions and explanations

Ensembles d'études connexes

ECON 2020 Macro Final

Quiz 1 - FNR 25150

Chapter 7

Accounting Exam 1

Chemistry: Solutions Review

OCE1001 FSU Chapter 5

Nutrition Test 2

Microbiology ch 24 Digestive System Infections

Chapter 22: Biotechnology (Test 4)

Chapter 63: Management of Patients with Neurologic Trauma

Chapter 16 : The Molecular Basis of Inheritance

Year 2 IEC MID-TERm

Nclex Review: Urinary Tract Infection

Ch 8 Weight Control Review Questions

Medicare Part D Prescription Drug Plans

CS A Final Semester One

Sources and Uses of short-term and long-term funds

Microeconomics Final Ch. 10,11,12,13

Chapter 23 book questions

NUTR Chapter 2