1 Topic 1

A newly formed development team experienced difficulty with accurately estimating product backlog
items. As a result, the team failed to deliver all of the features in the sprint backlog for the past two
iterations.
What should the team do to improve the accuracy of their estimates?

 A. Decrease the sprint time box until the team is able to deliver the entire agreed-upon sprint
backlog in a single sprint
 B. Discuss estimating techniques in the daily scrum meeting
 C. Increase the size of the development team until the team is able to deliver the entire agreed-
upon sprint backlog in a single sprint
 D. Begin tracking estimated effort metrics as an input to performance evaluation

Question #2 Topic 1
Midway through a sprint, the scrum master identifies that reassigning a certain task could help the team
meet its sprint's goals.
What should the scrum master do next?

 A. Alert the team that sprint goals might not be met and create an alternative plan
 B. Obtain team buy-in to perform modifications to the sprint backlog
 C. Have the sprint proceed as planned
 D. Ask the team to decide if the task should be reassigned

Question #4 Topic 1
A project's first iteration contains item A, and its second iteration contains item B. The first iteration is
behind schedule, which will impact the second iteration.
Since items A and B are similar, a team member suggests beginning the design of item B.
What should the agile practitioner do?

 A. Defer starting the design of item B until the second iteration is being planned ® MY
ANSWER
 B. Proceed with the design of item B, since it will hasten the second iteration
 C. Escalate the issue to the customer, and obtain their approval before starting the design
of item B ( O)
 D. Log the issue in the risk register, and request change control board (CCB) approval.

Question #5 Topic 1
An Agile team is under pressure to deliver an application. The product owner anticipates many change
requests from customers once the product is released.
What should the agile team do?

 A. Demand frequent product reviews by the product owner

 B. Continuously work with the product owner to do backlog refinement and product
reviews
 C. Have the product owner provide detailed requirement specifications to ensure the proper
features are delivered
 D. During the planning session, ensure the team is committed to deliver within the specifications

Question #7 Topic 1
What should a scrum master do when one team member falls behind in their tasks?
  A. Move the task to another team member who has spare capacity in the sprint
 B. Ask the team for suggestions MY ANSWER
 C. Privately offer the team member encouragement to meet task commitments
 D. Notify the product owner

Question #8 Topic 1
A newly formed scrum team wants to foster an environment for transparency and experimentation. The
team decides to use a Kanban board to record and track encountered impediments. Emphasis is placed
on how issues are resolved and the strategies for preventing them in the future.
Over time, what will be the result of this approach?

 A. Kaizen (MA) MY ANSWER

 B. Specific, measurable, assignable, realistic, and time-based (SMART) goals (ET)
 C. Key performance indicators (KPIs)
 D. Muda

Question #9 Topic 1
A mature agile team welcomes a new member. Due to poor experiences with a previous team, the new
member is reluctant to communicate.
What should be the agile project leader do?

 A. Bring up the new member's impediments at the next meeting to demonstrate team support of
input
 B. Assure the new member that inputs on impediments are valued, and demonstrate this
at the next meeting
 C. Have a senior leader work with the new member to avoid a negative impact on team
productivity
 D. Privately work with the new member to address any impediments

Question #12 Topic 1

Midway through an iteration, an agile team learns that a team member will be unavailable for the next two
iterations.
As a high-performance team, what should the team do?

 A. Raise an impediment that resource tasks will be blocked and notify the product owner
 B. Ask the delivery manager for a temporary resource
 C. Ask the scrum master to assign that team member's tasks to the next available resource
 D. Assume the team member's tasks to meet iteration goals, and notify the product owner

Question #14 Topic 1

A company has decided to combine two similar products consisting of multiple teams into one product.
Engaged customers want to know how the company is looking at re-organizing its teams.
What strategy should be employed to re-organize the teams?

 A. All the teams from both products should be simultaneously called together and allowed
to completely self-manage
 B. Teams that worked on similar components in the separate products should be combined to
minimize disruption and capitalize on synergies
 C. After grouping individuals by role, multi-discipline teams should be created that are comprised
of one member from each role
  D. Features should be prioritized and then teams should be organized around those priorities

Question #15 Topic 1

A client states that a product is not being built as requested.
How should the agile team address this?

 A. Conduct an internal review to validate functionality before shipping

 B. Audit the quality control process to ensure that the product adheres to requirements
 C. Lengthen iterations to ensure there is sufficient time to build functionality
 D. Hold product review sessions with the client to obtain product acceptance


Question #16 Topic 1

A new product owner shares the product vision during the team launch event. The team asks for
clarification on the product roadmap and its high-level features.
What should the product owner do?

 A. Determine the required tasks for implementing the high-level features

 B. Identify the detailed design for the high-level features
 C. Prioritize the product backlog for the upcoming release
 D. Estimate the user stories in the iteration backlog

Question #17 Topic 1

An agile practitioner wants to communicate the effect of technical debt on the project.
What should the practitioner do?

 A. Post and discuss rises in the burn down chart

 B. Adjust story points to account for technical debt
 C. Log technical debt as an impediment
 D. Add refactoring tasks to all stories

Question #18 Topic 1-BAXACAM

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

 A. Meet with the agile team lead to discuss ways to improve the team velocity and get back on
track
 B. Use this as a learning opportunity and allow the team to handle the situation when the
marketing campaign begins
 C. In the upcoming retrospective, discuss ways to improve sharing project status information
 D. Meet with the marketing stakeholders to explain that the team will miss the planned
release date

Question #19 Topic 1

The product owner of an agile project is frustrated because the team is unable to deliver as many features
as expected. The product owner asks the team to reduce test-automation levels, since the quality
assurance team will test the product at project completion. The product owner expects that more features
will be delivered in each iteration using this approach.
What should the agile practitioner do?

 A. Ask the opinion of key stakeholders and the client to ensure the correct approach is being
used
 B. Work with the team to use this approach, and request a quality assurance iteration after every
three iterations
 C. Propose to completely eliminate test automation, since this is a quality assurance function
 D. Suggest merging the quality assurance and delivery teams to enhance each iteration's
test-automation levels and redundancy

Question #20 Topic 1

How can an agile practitioner ensure that all key stakeholders are properly engaged in planning?

 A. Collect stakeholder requirements

 B. Conduct an iteration planning meeting
 C. Communicate product backlog items to the stakeholders
 D. Facilitate a product development roadmap workshop

Question #21 Topic 1

What should an agile practitioner do to ensure that the end product meets business requirements?

 A. Invite the team to iteration review meetings

 B. Obtain agreement from the product owner on business requirements
 C. Request that regular reports are sent to stakeholders
 D. Confirm managers and stakeholders are invited to product review meetings

Question #23 Topic 1

A technical problem arises that will likely impact the stories planned for delivery in the current sprint.
What should the scrum master do?

 A. Consider adding a story to the next sprint to seek resolution

 B. Immediately solve the problem on behalf of the team
 C. Ask the team to collaboratively work out a solution
 D. Engage a technical manager to assist with finding a solution

Question #24 Topic 1

How should an agile project leader interact with the product owner?

 A. Conduct regular one-on-one meetings to review development features and trace them back to
the product roadmap
 B. Ensure the they attend regular sprint meetings to provide product-feature feedback
 C. Share any new versions of the project plan with them, including updated statuses for tasks and
project milestones
 D. Schedule meetings where they can provide team direction regarding new-feature priorities and
upcoming sprints

Question #25 Topic 1

Midway through a sprint, a team member discovers that the product design fails to adhere to the
organization's enterprise architecture standards. Since this required escalation to the architecture team
for further analysis and resolution, the team was unable to deliver its sprint goal and the sprint was
cancelled.
What should the team have done to avoid this?

 A. Escalated the issue to management

 B. Ensured the early engagement of key stakeholders
 C. Provided feedback to the architecture team to change the enterprise architecture standards
 D. Raised an exception for non-adherence to the enterprise architecture standards for this
product

Question #27 Topic 1

A team member on a scrum project previously provided support to another application. Due to this with
that application, the team member's former supervisor continues assigning them tasks related to that
project. The new project's scrum master includes these issues in the risk register.
What should the scrum master do next?

 A. Monitor the threats and risks while allowing the team member to multitask on both projects
 B. Assign more resources to the sprints to compensate for the absence of the team member
 C. Ensure that the threats and risks are communicated and addressed
 D. Assign fewer stories to the sprints so that the team member can still meet sprint goals

Question #29 Topic 1

A project team identifies a number of technical challenges with features in the next sprint.
What should they do?

 A. Request direction from the technical manager

 B. Encourage that product owner to reallocate the features to another sprint
 C. Determine who is best qualified to address the challenges
 D. Ask the product owner to assign the tasks to the most appropriately skilled resources

Question #30
Topic 1
The team is refining user stories during the backlog grooming session and confused on the acceptance
criteria and level of details.
What should the agile practitioner do?

 A. Complete the test cases before creating the story in the backlog
 B. Define the detailed business requirements so that the team can continue with development
 C. Define the user stories with just enough details so the team can collaborate
continuously
 D. Ensure the acceptance criteria includes testing scenarios, so the team can do through testing

Question #31 Topic 1

When prioritizing features to be delivered in an iteration, on what should an agile team defer work?

 A. High-risk and high-value

 B. High-risk and low-value
 C. Low-risk and low-value
 D. Low-risk and high valueQuestion #32
On an agile project, some of the development team is struggling to understand how the tasks and user
stories fit into the overall product.
How should this be addressed?

 A. Review the iteration goals and have the team each describe the work to create shared
understanding
 B. Create a story map for the minimal viable product (MVP) functionality
 C. Capture this as a task in the retrospective and ensure there is more details provided at the
next planning session
 D. Have the product owner explain the product vision and review the release plan with the
team

Question #33
The customer needs assistance in determining the efficiency of a set of process activities within the
solution.
What should the agile team do?

 A. Discuss the efficiency at the next iteration retrospective

 B. Review the process value stream to determine potential improvements
 C. Review the value the customer receives from the user story to determine backlog priority
 D. Discuss the performance of the solution at the next sprint review

Question #34
A new agile project manager accepts an assignment to manage a well-established team. Many team
members have worked together on this product for several years. During a meeting, the project manager
notices that team members offer little vocal interaction, yet all required tasks are completed on time.
What type of behaviour does this describe?

 A. Synchronous
 B. Collaborative
 C. Passive-aggressive
 D. Random

Question #35
Following a successful product release, senior management asks an agile team how to improve the value
of the product for the next release.
What should the team do?

 A. Conduct frequent demos and obtain feedback from users throughout the development
of the next release
 B. Inform senior management that since the product was successfully released, the project is
considered delivered and should be closed
 C. Request additional budget to implement a Scrum of Scrums approach to scale the teams and
add capacity
 D. Implement a better definition of done to ensure that continuous integration processes are
managed effectively

Question #36
A team using Kanban identifies that their cycle time has significant variation. After brainstorming, the team
determines that the root cause is the stories' varying sizes and risks.
What should the team do?

 A. Reduce work in progress (WIP) limits to accommodate slack for riskier stories
 B. Create a triage step on the Kanban board to pre-identify risky stories
 C. Set a policy to break down stories larger than a specified complexity, then adjust the
WIP
 D. Create a dedicated overflow swim lane on the Kanban board for stories that are too large

Question #37
Two similar stories, A and B, are estimated at 3 story points. Story C, estimated at 8 points. After an
iteration in which A and C were completed, it is found that story A took much longer than story C.
What should the agile practitioner do?

 A. Assign story B more than 8 story points so to provide a better estimate

 B. Add points to story B's iteration to account for the error but keep story B at 3 points
 C. Assign more resources to story B to bring it in line with the estimate
 D. Re-estimate all stories including values for A, B and C


Question #38
The product owner of a team starts the iteration review with a quick walkthrough of the iteration goal, the
list of planned stories with status, and a demo of all the stories to the business.
What should the product owner have done differently?

 A. Demonstrated only the completed stories and seek stakeholder feedback

 B. Presented the budget situation and review the cost variance
 C. Reviewed the test results to gain confidence from the stakeholders
 D. Presented a demo of all the stories including the work in progress stories

Question #39
The risk profile of a project has increased beyond the upper threshold of tolerance. The product owner
and project leader meet to discuss an approach for dealing with this.
What should the team do next?

 A. Add risk mitigation tasks to the backlog, then prioritize in current and upcoming sprints
 B. Add risk mitigation time to each requirement
 C. Apply the 80/20 rule, reserving 20 percent of each sprint's capacity for risk mitigation
 D. Hold all risks until they become issues, then add issue resolution tasks to the product backlog

Question #42
A development team for a small company experiences long delays between product completion and
release for validation and testing. The company is concerned that this will impact its ability to complete in
the market place.
What analysis should the team use to understand the issues?

 A. Risk management
 B. Variance and trend
 C. Kano model
 D. Fishbone-diagram
Question #43

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

 A. Terminate the project to cut losses

 B. Review possible options and make an informed decision to cut losses based on
delivered business value
 C. Bring in experts to increase the probability of success
 D. Continue the project, release the product without the failing feature, and fix the feature in a
subsequent release

Question #45
After completing the release plan, the team realizes that the project is very likely to have a negative ROI.
What should the team do?

 A. Prioritize the backlog, and remove low-priority stories from the release plan to ensure a
positive ROI
 B. Replace some team embers to reduce the release costs and minimize a negative ROI
 C. Perform a root-cause analysis to remove waste from the delivery process and increase
the ROI
 D. Communicate the risk of a negative ROI to the stakeholders, and update the release plan

Question #46
During planning for the next iteration, an agile team identifies most of the story points that are expected to
be delivered.
How should an agile practitioner work with the team to help identify the iteration's remaining scope?

 A. Convince the team to stop planning and keep the size small
 B. Identify the technically minimal and achievable tasks
 C. Refer to the remaining prioritized backlog items
 D. Select some of the smallest items from the backlog

Question #48
During sprint planning the product owner wants the team to prioritize and deliver a number of features
which have the highest business value. Due to technical dependencies, the team does not agree with the
prioritization.
What should the project leader do?

 A. Encourage the product owner and team to reprioritize the features and select ones which can
be delivered without any dependencies
 B. Encourage the team to continue with the current plan, do what they can, and carry forward the
work not done to the next iteration
 C. Ensure the team captures the technical dependencies as issues within the backlog
optimization
 D. Ensure that the required subject matter experts (SMEs) are engaged by the product owner to
help with backlog prioritization

Question #51
Why should a project team reduce the work in progress?

 A. It indicates poor project quality

 B. It represents team member's utilization
 C. It represents unrealized value
 D. It shows that the project is behind schedule

Question #52
During a review session, a customer representative is concerned that a story fails to satisfy the scope of
work. However, the product owner declares that the scope of work is complete.
What should be done with this story?

 A. Mark it as incomplete and prioritize it for the next sprint

 B. Mark it as complete, since the product owner has the final say
 C. Discard it and create a new story for the remaining scope of work
 D. Mark it as complete, since the team completed the scope of work

Question #53
Senior management is frustrated at the lack of a detailed implementation plan that shows exactly when
the project will end and when all requirements will be met.
The team has been using a rolling wave planning approach so far on the project.
How should the agile practitioner explain to senior management the benefits of this approach?

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

 B. It prevents a wasteful build-up of requirements inventory that may never be processes
 C. It provides a concrete definition of product scope, cost and duration
 D. It allows the team to lock down the stories to be included in a release

Question #55
A product owner for two highly visible projects spends a great deal of time meeting with and reporting to
senior stakeholders. The product owner is overwhelmed because both project teams request clarification
on the requirements and the overall priorities.
What should the agile project manager do?

 A. Provide both project teams with the highest priority needs

 B. Request the project team's questions in writing prior to the next meeting
 C. Facilitate a meeting with each team and the product owner to finds a solution
 D. Provide both teams with each project's documentation

Question #56
Topic 1
A seven-member agile team's composition varies considerably in age, gender, culture, personality type,
and professional background.
When planning a team-building event, what type of interpersonal skills should the project leader use?

 A. Networking
 B. Social awareness
 C. Communication
  D. Leadership

Question #57
Topic 1
Due to its complexity, a new team member struggles with developing a concise user story.
What advice should the agile practitioner give to assist with developing the story?

 A. Hand the story over to a more experienced team member

 B. Break the story up and focus on the most valuable parts
 C. Discuss the story at the retrospective
 D. Pick another story from the product backlog

Question #58
Topic 1
Trend analysis shows that velocity is significantly higher than predicted and the release can be completed
one month ahead of schedule. The team recommends changing the end date to reflect this.
What should the agile practitioner do?

 A. Jointly meet with the team and product owner to discuss options and determine the end
date
 B. Announce that the team has exceeded the predicted velocity, and that the end date will be
earlier than planned
 C. Ask the product owner to include additional features in the product backlog, then re-plan
subsequent iterations
 D. Ask the team to decrease velocity to meet contractual obligations and document this decision

Question #59
Topic 1
A team's technical lead believes that manual testing tasks should be conducted by junior team members
below their level. The junior team members think it is unfair and refuse the tasks.
What should the scrum master do?

 A. Tell the technical lead to do the testing

 B. Facilitate an open and focused team discussion that reinforces team agreements
 C. Ask the team manager to advise the technical lead that all tasks are important
 D. Encourage the team to take ownership of the delivery

Question #60
Midway through a project, the product owner learns from the sponsor that a major component, which is
already 20 percent complete, is unimportant to users. The component was part of the approved scope
and a key selling point for the project.
What should the product owner do next?

 A. Obtain approval from the change control board to discontinue the component
 B. Ask the team to continue developing the component
 C. Ask the team to discontinue developing the component
 D. Request the sponsor's formal approval to discontinue the component

Question #61
A project team meets to estimate user stories for a sprint. While an important non-functional requirement
must be delivered in the sprint, the estimate exceeds sprint capacity.
What should the team do?

 A. Estimate only functional requirements that will impact product quality

 B. Add team resources
 C. Refer the issue tot eh product owner
 D. Break non-functional requirements into those that can be delivered in the given sprint

Question #63
During a planning session, four out of five team members vote to include eight story points in a particular
story, while the fifth member votes for five story points.
How should this be handled?

 A. The story should be assigned eight story points as per the majority vote
 B. The story should be added to the backlog and reassessed later
 C. The story should be assigned points after a discussion with the fifth team member to
see if a consensus can be reached
 D. The decision for the number of story points should be made by the customer

Question #67- ezberle

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

 A. Ask the team if they would like to adopt alternative techniques

 B. Create a team norms document to set particular guidelines
 C. Ask the scrum master to resolve the issue at the stand up meeting
 D. Capture feedback during lessons learned at the end of the iteration

Question #68
More details for a story are required before the upcoming sprint planning meeting.
What should the scrum master do?

 A. Email the product owner requesting detailed story specifications and wait for a response
 B. Gather the details from the team members before sprint planning
 C. Schedule a story grooming session with the product owner before sprint planning
 D. Conduct a planning poker session with the team

Question #70
A company is considering developing a new, complex application that will require a large initial
investment. However, if successful, the profit potential is high.
When preparing an analysis, what should be used to encourage stakeholders who are concerned about
project failure to authorize the initial investment?

 A. Calculated planned percent complete (PPC)

 B. Many small minimally marketable features (MMFs)
 C. Story points rather than cost estimates
 D. Calculated earned value (EV)
Question #71
While reviewing the sprint burn down during a stand up, the scrum team identifies that they have fallen
behind. Upon further discussion, they discover that some quality assurance (QA) team members were
unable to use the new automation framework, which caused a bottleneck.
What should the scrum team do?

 A. For upcoming sprints, have QA team members ensure that their respective skill sets are
considered when accepting stories
 B. Have QA team members with the appropriate skill sets spend extra to help the team succeed
 C. Ensure that QA team members who lack the appropriate skill up for training within the next few
weeks
 D. Ask QA team members experienced with the new automation framework to cross-train
the other QA members

Question #72
An organization highly values security. However, a team member on a project has found a way to save
time and money with less robust security features.
What should the team member do?

 A. Influence the customer

 B. Mention the idea at the next retrospective
 C. Show the customer how much time and money would be saved
 D. Present the idea at the next ceremony attended by stakeholders to obtain their input

Question #73
During its first sprint, a new scrum team realizes that it has insufficient team members with test
automation skills to efficiently complete its stories.
What should the team do?

 A. Cross-train some members in the automation framework to broaden their capacity with
that skill
 B. Ask the product owner to add team members to boost this particular skill set
 C. Send a member to automation framework training when funds are available
 D. Avoid using test automation by swarming on the testing tasks and using manual testing

Question #74 - muzakireli

During sprint planning, team members have differing opinions on a feature that delivers business value
but fails to provide a long-term solution for the customer.
How should the team resolve this?

 A. Refer to the values of the agile framework and the team

 B. Review the signed customer contract
 C. Check the sprint priority list
 D. Submit the problem to the product owner

Question #75
A project team realizes that an important task on the iteration backlog will take more time than originally
estimated.
What should the project team do?
  A. Continue working on the task until it is completed
 B. Remove the task owner from the project team
 C. Add resources to reduce time to task completion
 D. Stop working on the task and include it in the next iteration

Question #76
An executive sponsor of a new scrum team actively attends scrum ceremonies.
How does this benefit the team?

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

 B. It reminds the team about who sponsors the project
 C. It provides high-level project updates to the sponsor
 D. It helps to quickly resolve issues using the sponsor/s influence

Question #77
A legal department representative contacts the scrum master because, while the project's budget has
been maintained, it has exceeded its original contracted time and scope.
What should the scrum master do?

 A. Meet with the team to gain alignment with the legal department's need to stay within the
contracted time and scope
 B. Work with the customer to narrow the scope
 C. Share the project's trajectory with the legal department
 D. Meet with the legal department to help them understand that the customer and the team
are satisfied with the time and deliveries

Question #78
An agile project leader notices that the team's velocity has decreased. In examining data provided by
team members, the project leader discovers that one team member has been slow to enter story
statuses.
What can happen as a result?

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

 B. The team will be unable to judge the project design's validity
 C. The team cannot give accurate updates to management (ET) MY ANSWER
 D. Team collaboration cannot be measured effectively

Question #79
A product owner complains that some of the requirements identified several iterations ago have not been
implemented. The product owner wants to know why the status of these requirements was not
communicated.
What should the Scrum Master do?

 A. Point out that the team chose to work on other requirements to speed up the project
 B. Ensure that the product owner reviews the contents of the information radiator
 C. Ensure that the next sprint planning meeting reviews the satisfaction histogram
 D. Point out that it is the responsibility of the product owner to clarify requirements
Question #81
During a sprint review, the product owner identifies a required improvement for a feature's user interface
(UI) delivered during the sprint.
What should the product owner do next?

 A. Create a user story for this new improvement and put it in the product backlog for
prioritization and validation by the customer
 B. Create a user story for this new improvement and prioritize it for the next sprint
 C. Document it as a requirement creep
 D. Ask the team to take on additional story points to improve the UI

Question #84
Stakeholders are displeased with the latest release of a product's software. While most stakeholders
attended every sprint review, they were otherwise largely uninvolved in the project.
What should the agile practitioner have done to ensure stakeholder satisfaction?

 A. Communicated early and often, as outlined in the communications matrix

 B. Ensured engagement among stakeholders and the product owner
 C. Conducted additional stakeholder reviews and demos
 D. Worked with the product owner to prioritize user stories


Question #85
An agile project manager notices that the product manager manages team member's day-to-day tasks in
a way that distracts them from their core responsibilities.
In addition, the team believes that their questions on product backlog prioritization are not being
answered on time.
What should the agile practitioner do?

 A. Discuss and address this in the iteration retrospective

 B. Let the product owner know it is the project manager's responsibility to drive a ream's tasks
 C. Discuss the roles and responsibilities of the project team with the product owner
 D. Ask the product owner to work extra hours to answer the team's questions

Question #86
An agile team member from a cross-functional team has been unable to complete assignments due to
tasks assigned by the functional manager.
What should the scrum master do?

 A. Dismiss the team member

 B. Discuss the situation with the functional manager
 C. Report the functional manager to the project sponsor
 D. Demand that the functional manager respect the project charter

Question #87
During a mature agile team's planning meeting, a team member proposes a new framework that would
considerably reduce implementation time. However, the team lacks the confidence to try the new
framework.
To help the team gain confidence, what should the agile practitioner suggest?
  A. Develop a spike
 B. Create an Ishikawa diagram
 C. Perform a pre-mortem analysis
 D. Complete a variance and trend analysis

Question #88
The team is in the middle of an iteration and there is an urgent request for a small change to be
introduced to the committed scope. Unless this change is accepted, there is no value to the customers
during this iteration.
What must the agile practitioner do?

 A. Add the new change request as a new user story in the product backlog for the upcoming
iteration
 B. Evaluate the impact of the change request and let the team and product owner decide
and re-prioritize based on value
 C. Recommend cancelling the current iteration and plan the change request into the next iteration
 D. Recommend that the product owner add this change request as a user story to the backlog for
the current iteration

Question #89
During a review session, an agile team presented done requirements to a group of stakeholders.
Stakeholder feedback indicated that the done requirements failed to meet most pressing needs and
provide value.
What should the team have done to prevent this?

 A. Reprioritized requirements prior to committing to iteration work

 B. Ensured that requirements remained stable during the iteration cycle
 C. Had stakeholders focus on items created after the product backlog was initially built
 D. Worked on features rather than a set of components

Question #90
A member of a project's development team approaches the team lead and requests database
administrator training. The team member believes that their inability to handle this work and to rely on
outside specialists is impacting team velocity.
What should the agile team lead do?

 A. Send the member to training

 B. Ask the outside specialists if database administration is required from the team
 C. Send one member to training only after asking the team if there is an issue with the
current work flow
 D. Wait until all members of the team can attend training

Question #92
During a retrospective meeting, a team develops a large list of initiatives. All will have a positive impact
and improve team performance.
What should the agile coach do next?

 A. Positively acknowledge the list and share it with management

 B. Immediately have the team implement the initiatives
 C. Help the team choose one or two initiatives for immediate implementation
 D. Ask the team to choose and implement the most complex initiative
Question #93
Topic 1
A product owner concludes that the majority of a project's value can be delivered by completing only the
first half of the prioritized backlog.
What should the product owner do next?

 A. Remove the second half of the backlog, and communicate their decision in the next backlog
grooming meeting
 B. Reprioritize backlog items to future iterations
 C. Work with the team to deploy the first half of the backlog to ensure that value is realized
 D. Meet with project stakeholders to review backlog and determine if the scope should be
adjusted

Question #94
Topic 1
During the review session, the product owner discovers that the user interface has a response time of 10
seconds. The non-functional requirements state that it should respond in less than two seconds. The
team complains that this requirement was not communicated to them.
What should have been done to avoid this?

 A. A comprehensive user story with all non-functional requirements should have been created
 B. Non-functional requirements should have been added to the acceptance criteria
 C. Non-functional requirements should have been added to the definition of done
 D. A team review of the scope of work should have been conducted

Question #95
Midway through a sprint, a scrum team member advises the team of a new requirement that may change
the initial scope.
What should the team do?

 A. Work on requirements that the product owner may have overlooked (et) MY ANSWER
 B. Record the scope creep in the change management log
 C. Add the new requirement to the product backlog
 D. Ask the scrum master to secure additional time and resources


Question #97
During a current sprint, a team member asks permission from the scrum master to investigate an
alternative design approach. What should the scrum master do?

 A. Discourage the team member from deviating from the plan and document the request during
the retrospective
 B. Encourage the team member to research the issue and present the findings during the
retrospective
 C. Discourage the team member from using experimentation/spikes unless it is fully developed
and accounts for a variety of use cases
 D. Encourage the team member to use experimentation/spikes for continuous
improvement and help the team understand why it is important

Question #98
The scrum master for a large project must provide an estimate of what can be delivered in six months.
What should the scrum master do?
  A. Commit to a specific feature set for delivery
 B. Explain that a commitment will be provided after planning
 C. Have the team estimate in story points to commit to a specific set of features
 D. Use the team's historical velocity to calculate a range of features that can be delivered

Question #99
A member of the development team is working on a prioritized non-functional requirement involving
integrating with a 3rd party system. This integration has not been done before on the project.
What should the project leader suggest?

 A. Develop and document a detailed architectural design, peer review with the development
team, and implement/test
 B. Develop the functional requirements of the solution first before any non-functional requirement,
as they provide more customer value
 C. Discuss the integration requirement with the product owner and negotiate it to be lower on the
backlog to focus on the minimal marketable feature
 D. Develop and test the implementation approach and demonstrate it at the next sprint
review to collect feedback

Question #100
During a retrospective, the agile practitioner discovers that a team member's process improvement idea
has worsened the outcome.
What should the agile practitioner do?

 A. Commend the team on trying the idea, then encourage discussion regarding
alternatives
 B. Ask a manager to direct the team on fixing the process
 C. Encourage the team to continue executing the idea to see if it improves
 D. Privately speak with the team member to convey that their idea worsened the outcome

Question #101
Early in a project, stakeholder analysis is performed; however, an organizational restructure redefines key
roles.
What should the project team do?

 A. Note the changes to the restructure and roles that affect team activities
 B. Use direct engagement and two-way conversation to update the stakeholder analysis
for any new stakeholder requirements
 C. Email a copy of the project vision to those redefined for key roles and ask if they need to be
involved in the project
 D. Obtain a copy of the redefined key roles to update the stakeholder analysis

Question #102
A team member has spent 5 days on a spike and the first set of experiments has not been successful.
The issue is the development team member has determined a short-term rather than a long-term solution.
What should the project leader do?

 A. Assign the spike to another resource to continue research for the long-term solution
 B. Re-estimate the spike, encourage experimentation and collaborate with the team
 C. Stop experimentation and negotiate the short-term solution with the customer
  D. Schedule a root-cause analysis with the development team on the main issues with the
spike

Question #103
An agile team notices that the same problems continue to occur during multiple iterations. Several team
members have suggestions to fix the problem.
What is the proper agile approach to handle this?

 A. Hold frequent retrospectives and share the responsibility for making changes
 B. Understand that this is the nature of innovative business and strive to work harder
 C. Collect team member feedback and discuss them privately with the product owner
 D. Conduct a team-building exercise to increase trust among the team members

Question #104
An experienced product owner presents the epics and corresponding stories during a release planning
session with the established team. The executive sponsor asks the team when the features will be
delivered.
What should the agile team do?

 A. Evaluate how much can be delivered based on the Scrum Master's estimation
 B. Identify a set of user stories based on the team's velocity
 C. Initiate an estimation session
 D. Consult historical data for project completion

Question #105
An agile team is planning the next iteration for a product release that has accumulated technical debt.
What should the team do?

 A. Add code cleanup activities to the product backlog and request prioritization by the
product owner
 B. Add code cleanup activities to the next iteration and request clarification from the product
owner
 C. Add code cleanup activities to the next iteration and ask the product owner to end the current
iteration
 D. Add code cleanup activities to the next release backlog and request documentation from the
product owner

Question #106
An agile project manager is planning the initial scope, schedule, and cost range estimates on a new
project. The team will be using Kanban to control work.
What metrics should the team use to measure performance?

 A. Lead time, throughput, and due date performance

 B. Work in progress limits, Kanban board, and time boxes
 C. Work item types, sprint cadences, and defect classes
 D. Burndown charts, scatter diagrams, and throughput

Question #107
During project inception, an agile practitioner engages the stakeholder to ensure alignment on the
project's strategy and vision. The stakeholder asks for detailed requirements, design, and delivery plans.
What should the agile practitioner do?
  A. Provide all information requested by the stakeholder
 B. Set expectations regarding the appropriate level of details requested during this stage
 C. Inform the stakeholder that no detailed documents are provided using agile practices
 D. Ask the team to supply the information to the stakeholder

Question #108
A product owner feels that the last sprint failed to sufficiently deliver what was valuable to their
organization's overall project goals.
What should the scrum master mention at the next retrospective?

 A. Solutions to project problems that were built into the last sprint
 B. Problems that arose
 C. Solutions that saved the organizations the most time and money
 D. Problems that were solved

Question #109
A new product owner needs to manage the backlog of a high-visibility, fast-moving project that is
consuming a considerable amount of time.
What should the product owner do?

 A. Schedule regular meetings with the scrum team to write, groom, and size user stories
 B. Focus on stores based on the highest number of story points to first address those items with
the highest value
 C. Seek regular input from project stakeholders, and reflect this input in the backlog's
priorities
 D. Schedule in-person, monthly meetings with key stakeholders to review the project's progress

Question #110
A team identifies the number of threats and lists them in the order in which they were identified. After
analyzing a cause-and effect diagram, the ownership of the threats and their treatment is assigned, and a
number of risk cards are placed on the Kanban board.
What approach should be used to manage these threats?

 A. Create a risk register detailing the threats, their causes, and their treatment strategies, and
complete ownership to provide together risk control and a stakeholder
 B. Focus on the threats during the daily stand up and ensure they are visible to the entire team
and other interested parties
 C. Prioritize the risks based on their criticality and timing, and track actions to closure
 D. Ensure that the prioritization of threats is complete, and that ownership actions are assigned
and visible to everyone

Question #111
During product development, changes in technology and regulations require the team to reassess product
architecture.
How should this technical debt be captured?

 A. Include it in the product backlog and use a new indicator to annotate that is technical
debt
 B. Include it in the product backlog as a low-priority issue
 C. Since it is not a part of agile methodologies, it should not be tracked
 D. Have team members maintain personal lists of issues and consolidate the lists during review
Question #112
The agile team disagrees with the business stakeholders on completing some epics.
What could help eliminate misunderstandings?

 A. Agree on requirements with all stakeholders (CGT)

 B. Begin planning every four iterations
 C. Consider previous sprint demo feedback when planning the next sprint (ET)
 D. Include the reasons for the project in the contract

Question #113
A customer and a product delivery team meet to discuss a product's attributes, goals, expectations,
hypothesis, and high-level needs.
What is a benefit of this meeting?

 A. The team will learn how its contribution will create product value
 B. It will enable team acceptance of client priorities
 C. It will enable the team to see the entire project in one glance
 D. It will enable the team to ask any questions to the customer upfront

Question #116
During a team meeting, members who are subject matter experts (SMEs) mention that they are
continuously working on repetitive tasks, which has lowered motivation.
What should the agile practitioner do?

 A. Organize a team-building activity to improve team morale

 B. Have team members work in pairs to learn from each other and develop new skills
 C. Ask team members to perform a value stream analysis of their activities
 D. Add more resources to the team to help with tasks

Question #117
An agile team is working on a new product. To ensure that all unknown issues are clarified before
committing to the scope, the team plans to work only on spike user stories for the next three sprints.
What should an agile coach do in this situation?

 A. Ensure that the spikes identify the risks early in the project to increase the chances of
success
 B. Ensure that the business sponsor accepts the proposal and agrees to fund the additional spike
sprints
 C. Recommend that, in the first sprint, user stones with higher priority be executed in addition to
the spike
 D. Support the decision, because release planning will be improved, and the product backlog can
be better groomed after all spikes are executed

Question #118
How can an agile team working on a new product ensure alignment with external stakeholders?

 A. Ask the product owner to provide a detailed product specification document

 B. Conduct story-mapping exercises to clarify deliverables and release priorities
 C. Hold a kick-off meeting to assign roles and responsibilities
 D. Work with the scrum master and stakeholders to ensure agile principles are followed
Question #119
What can an agile team use to prioritize stories?

 A. Planning poker technique

 B. Weighted average calculation
 C. Risk-value quadrant
 D. INVEST scale

Question #121
A team is delivering work as per the sprint plan, and team velocity is stabilized. However, at the end of the
release, the customer is dissatisfied with project quality.
What should the agile project manager have done to avoid this?

 A. Invited end customers to attend the stand ups

 B. Organized design review sessions with the customer to obtain sign-off
 C. Held regular meetings with the product owner and project team to elicit detailed business
requirements
 D. Conducted frequent review meetings with the customer to continually enhance delivery
effectiveness

Question #122
A company president is concerned about the impact of a natural disaster on the company.
How should management identify areas to apply its resources and mitigate potential impacts?

 A. Establish and keep an active risk register that includes mitigation strategies and a cost-benefit
analysis
 B. Establish and keep an active risk register based on qualitative risk analysis and expected
losses Answer
 C. Have each development team post the highest risk development items on the information
radiator
 D. Avoid risk by splitting development teams into two locations to ensure knowledge continuity

Question #123
An event management team is following an agile approach to prepare for an upcoming conference. The
regional sales manager, from where the conference is to be held, contacts the team with a number of
questions about the company's booth.
What should the team do?

 A. Inform the sponsor about the regional sales manager's disruptiveness and ask that all
questions be diverted to the weekly meetings
 B. Stay focused on the current iteration and let the project manager deal with the regional
sales manager's questions
 C. Invite the regional sales manager to the next iteration review to share the progress
 D. Create a risk on the risk register to account for some potentially new requirements from the
regional sales manager

Question #124
What should a team consider when calculating the effort needed to complete a product backlog?

 A. The increase in velocity and cost

 B. A buffer in the sprint to mitigate unexpected risks
  C. Assigning extra points to each task to allow time for changes
 D. Stories describing infrastructure tasks and analysis tasks

Question #125
Two teams have received project requirements and completed estimates. Team A estimates 420 story
points for scope and 30 story points for velocity per sprint.
Team B estimates 280 story points for scope and 20 story points for velocity per sprint. Both teams have
same number of team members and have assumed a sprint duration of 2 weeks.
What can an agile practitioner conclude about team A and team B's estimate?

 A. Team B has underestimated scope compared to team A

 B. Team A is more confident in delivering velocity than team B
 C. Both teams need to indicate their proposed technology before the estimates can be analyzed
 D. Both teams have estimated the project to be of same size

Question #126
Throughout the project, an agile practitioner notices that one team member is becoming an emergent
leader.
What should an agile practitioner do?

 A. Present opportunities in order to be supportive and grow that team member's talents
 B. Encourage the team member to fit in more with the established team norms
 C. Bring this to management's attention so they don't disrupt the team
 D. Ask team member to respect defined roles on the project to avoid confusion with the team

Question #127
Topic 1
A product's scope and acceptance criteria have been detailed, and the product is planned for release at
the end of the next quarter.
What should the project team do next?

 A. Estimate the project team's capacity

 B. Determine how much work can be delivered
 C. Calculate how much work will fit into the next iteration
 D. Estimate items in the product backlog

Question #128
At the retrospective, the burndown chart shows that the project is slightly behind schedule. The project
team identifies an inexperienced software engineer as the source of reduced velocity.
How should the project team address this issue?

 A. Suggest pair programming during the retrospective

 B. Ask the product owner to re-prioritize the user stories at the next retrospective
 C. Re-estimate the story points with team members at the next iteration planning meeting
 D. Assign less complex user stories to the inexperienced software engineer at the next iteration
planning meeting

Question #130
A scrum master would like to provide information to key stakeholders on the daily resource and project
activities.
Which tool should the Scrum master use to provide these updates?
  A. Shared vision statement and sprint goal
 B. Release burnup chart
 C. Velocity metrics
 D. Iteration burndown chart

Question #131
After a successful product deployment, a key stakeholder informs an agile team member that an
implemented feature is failing to deliver its expected business value. The team member replies that the
requirement was provided by the customer, and that the scope was clearly met.
If the problem were an issue of requirement elicitation rather than delivery, what should have been done
to avoid this situation?

 A. Stakeholders should have regularly been engaged to obtain feedback and reduce the
functionality risk
 B. The team should have used the lean principle of delay, so that actual facts could be
considered rather than assumptions and predictions
 C. Interdependent teams should have been engaged using a collaborative approach to identify
and leverage the best support
 D. An owner should have been identified to obtain timely stakeholder feedback

Question #133
An agile team lead is assigned to a project that must ensure data security.
What should the team lead do to guarantee that security, as a non-functional requirement, is managed
through the project?

 A. Include security concerns on the agenda for every meeting

 B. Request that a security expert be added to the team
 C. Add security as a non-functional requirement to the risk register, and review regularly
 D. Ensure that planning and prioritizing includes consideration of security requirements

Question #134
During a backlog refinement meeting, a senior team member raises a concern about an epic sizing that
requires the use of a new interface for a vendor product.
The product owner acknowledges this as a risk.
What should the product owner do now?

 A. Log the risk in the risk register, and share the information with impacted stakeholders at the
next monthly review meeting
 B. Create a spike story to determine what needs to be done to use the new interface
 C. Lower the epic's priority so that it can be deferred, and analyze it during backlog refinement
meetings
 D. Move the work to the vendor, since they have better knowledge of interface implementation

Question #135
A project sponsor is upset that an enhancement will be unavailable until next year.
What should the product owner do?

 A. Accept responsibility for the product's delay

 B. Ensure that the project sponsor's priorities are in the product backlog
 C. Negotiate with the project sponsor for increased funding
 D. Empower the project sponsor to manage the product backlog
 Question #137
During sprint retrospectives, some team members are very vocal and tend to dominate the conversation,
while others are more reserved and less likely to participate.
What should the scrum master do?

 A. Encourage all team members to participate, and have them type their retrospective feedback
into the agile lifecycle management tool
 B. Ask more specific questions during the retrospectives
 C. Sue retrospective techniques, such as silent writing, clustering, and dot voting to field
feedback prior to discussion by the team
 D. Ask team members to email feedback that can be summarized in a spreadsheet for the team

Question #138
An agile team provides feedback that user stories include insufficient details to understand the
requirements.
What should the agile practitioner do?

 A. Coach the product owner to update only the acceptance criteria

 B. Instruct the agile team to fix the user stories during the next retrospective
 C. Facilitate a user story workshop with the agile team
 D. Inform the product owner's manager that the work items provide insufficient details

Question #139
Following an upgrade, a software support team is overwhelmed by the number of tickets being submitted
by end users. The team's manager is pushing the team to `work smart` by focusing on activities that
deliver the most value in the least amount of time.
What should the team do?

 A. Work longer hours to complete more of the support backlog

 B. Work support tickets in the order in which they were received
 C. Place tickets on hold until the team completes an analysis of the backlog to identify and
resolve systematic issues
 D. Add members to the support team

Question #140
What should the agile practitioner know about tracking velocity?

 A. A team with an average velocity of 50 is twice as efficient as a team with an average velocity of 25
 B. A team with an average velocity of 50 is equally as efficient as a team with an average velocity of
25
 C. A team that consistently meets its planned velocity is more efficient that a team that
consistently exceeds its planned velocity
 D. A team that consistently meets its planned velocity is less efficient than a team that constantly
exceeds its planned velocity
Question #141
During a Kanban team's daily stand-up, an agile coach observes that the team seems disinterested in the
work status. While it appears that there are no issues with flow, there is a marked lack of attention to team
effort. When the agile coach queries the team for reasons, members explain that work continues to be
scheduled with no end in sight.
What should the agile coach do?

 A. Work with the team to determine points at which to celebrate its work
 B. Provide the team with a break by scheduling a team event
 C. Have the team increase work in progress (WIP) levels to more quickly complete the flow
 D. Rejuvenate the team by temporarily reducing WIP levels

Question #142
At the end of a product development phase, an agile project team confirms that all tests have passed.
The product is released, but the customer complains that it is deficient.
What should the project team have done prior to product release?

 A. Requested approval from the project sponsor

 B. Undertaken a review of all requirements
 C. Conducted an end-of-phase demonstration
 D. Performed a retrospective to validate project deliverables

Question #143
A product owner obtains customer confirmation on product requirements and provides them to the team.
After explaining the user stories, the product owner receives agreement for acceptance from the team.
What should the team do next?

 A. Use agile estimation techniques to create a shared understanding of when the user
stories will be completed
 B. Agree upon development and testing activities for the user stories
 C. Complete the user stories, and provide a demo for the product owner and customer
CORRECT ANSWER
 D. Complete the user stories, and hold a retrospective to discuss them

Question #144
An agile team has been in place for five years and the customer is satisfied with the team's performance
and deliverables. Now that the product is built and delivered, the customer is considering the future role of
the Scrum Master.
What should the customer do?

 A. Expand the Scrum Master's role to other projects, while allowing them to support the
current project
 B. Release the Scrum Master, since the team is adequately skilled with agile practices
 C. Expand the product owner's role to serve as the Scrum Master, while providing additional
product knowledge
 D. Increase the functional manager's role to act as the Scrum Master, while providing additional
information about functional areas

Question #145
A product owner with experience in a predictive approach wants the team to develop very detailed
schedules and cost estimates for the next 10 sprints.
What should the Scrum Master do?

 A. Suggest the product owner start by focusing on the next 2 sprints instead of 10
 B. Spend the first few sprints to develop detailed schedules and budgets
 C. Invite the product owner to the retrospective to explain the team's approach to schedule and
budget
 D. Explain that detailed project schedules and budgets are not artifacts in agile projects

Question #146
An agile team identifies that their velocity is lower than predicted, and that their previous forecasts in the
product roadmap are wrong. The team is worried that they will be unable to meet a critical release date
without corrective action.
What should the team do?

 A. Collaborate with the product owner to reprioritize the product backlog, thus ensuring that more
features will be completed
 B. Ask the team lead to calculate the team's target velocity according to the project plan, and
assign additional resources to increase the capacity
 C. Focus on velocity and schedule concerns during the retrospective to inspect, adapt,
and improve the process and plans
 D. Reestimate the backlog items from the release, ensuring that contingency is included to set
stakeholder expectations

Question #147
A product owner adds a 21-point, high-priority story to a sprint backlog. The team is concerned that it
cannot be completed during the current sprint.
What should the team do?

 A. Advise the product owner that the story will have to wait until the next sprint
 B. Work extra hours to complete the story and satisfy the customer's requirements
 C. Break down the story into smaller increments and negotiate other stories on the sprint
backlog
 D. Increase the length of the sprint to accommodate the story

Question #148
A senior team member feels underutilized.
What should the agile practitioner do?

 A. Transfer the senior member to another team that will more fully utilize their skill set
 B. Conduct a performance evaluation to determine whether or not this member is a team player
 C. Encourage the project team to involve the senior member in more project activities
 D. Ask the functional manager to determine the best course of action

Question #149
A product that recently went to market is receiving a great deal of attention from upper management who
expresses interest by directly emailing and calling the developer team. The team expresses frustration
during a standup.
What should the Scrum Master do?
  A. Ask the product owner how upper management's comments can be redirected
 B. Direct the developer team to ignore the phone calls and emails
 C. Ask the product owner to enter the requests into the product backlog as high priority
 D. Personally respond to upper management's phone calls and emails

Question #151
The product owner wants to build security firewalls into the product.
How can the team members support this?

 A. Add new security features to the backlog and prioritize

 B. Execute a spike to research security features for the project
 C. Ask questions to determine where and how the product owner wants to use product
 D. Ask questions to determine if the product owner can define the desired level of security

Question #152
An agile practitioner becomes a Scrum Master on an established Scrum team.
After introductions, what should the agile practitioner do?

 A. Coach team members to improve functional specialties and increase overall velocity
 B. Identify where team processes misalign with accepted Scrum practices
 C. Facilitate the identification of problems or issues and help the team resolve them
 D. Review the backlog to ensure that it is prioritized, refined, and properly tasked

Question #153
A key stakeholder cannot attend the project vision statement development workshop. The stakeholder
has emailed their requirements to the agile team lead, and believes that the vision statement is not
critical.
How should the agile team lead respond?

 A. Emphasize to the stakeholder that a common, detailed vision will better ensure team
understanding of the project
 B. Personally meet with the stakeholder to understand their requirements, and then share the
vision with the team
 C. Work with the team to create a vision from the stakeholder's supplied requirements
 D. Explain to the team that creating a vision is not critical in agile projects, as requirements may
change over time

Question #154
During a daily stand up meeting, a developer expresses concerns that the selected technology limits the
number of concurrent users.
What should the agile team do?

 A. Ask the team to conduct research to find a viable solution

 B. Select a better technology for team implementation
 C. Obtain customer input on their technology requirements
 D. Consult the product owner about their non-functional requirements

Question #155
A project manager is concerned that the team has misaligned expectations with some stakeholders, and
that user stories were written only for generic user's perspective. This may lead the team to miss stories
for non-generic users.
What agile tools can help the team address these issues?

 A. Information radiators and wireframes

 B. Information radiators and story maps
 C. Process flows and personas
 D. Personas and extreme characters (OLA BILER)

Question #157
The amount of information captured in the project's defects is varying within the development team. Team
members are becoming frustrated with the defect quality inconsistencies and the frequent clarification
required.
What should be done to address the issue?

 A. Stop the current iteration to discuss defect quality issues and explore solutions
 B. Discuss and explore solutions in the next planning meeting and take corrective actions as
required
 C. Generate insights at the next retrospective and adjust processes as decided by the
team
 D. Assign corrective actions to the backlog for the team to identify the mandatory defect
information

Question #158
An agile team delivered a feature in the last iteration. The product owner, who missed the planning and
review meetings, was dissatisfied with the feature. The team conducted a retrospective and reviewed the
user stories related to it.
What should the agile team do next?

 A. Ensure that the product owner reviews the acceptance criteria for delivered user stories
 B. Augment the quality assurance and continuous integration processes for delivery
 C. Approach the relevant developers and testers regarding quality issues, in upcoming iterations
 D. Ask the product owner to define the entire scope of delivery two to three iterations in advance

Question #159
A scrum master assumes a project that is essential to organizational growth. The project is expected to
be in production for three years.
What should the scrum master do first?

 A. Work with the customers to build the product backlog and identify their initial requirements
 B. Meet with the stakeholders and enterprise architects to understand the project's vision
 C. Plan and execute a sprint 0 to establish the project's foundational needs
 D. Create a backlog, and execute a sprint 1 to quickly deliver value to the customers

Question #160
A development team, new to scrum, questions the need to collect metrics on team performance. While
team members understand velocity and burn down, they feel that once velocity becomes settled it is
needless to keep track.
What should the agile coach tell the team?
  A. Continuing to track velocity allows functional managers to assess whether or not the team is
performing at the desired rate
 B. The trends will show how the team performs against other scrum teams in the organization
 C. Tracking velocity will provide a baseline for the team to see how their continuous
improvement efforts are working
 D. Tracking velocity will document and communicate team health to the stakeholders

Question #161
A team is creating a highly marketed, time-sensitive product. The agile coach is concerned that anything
other than exceptional quality will result in bad publicity for the company.
What should the agile coach ensure that developers do?

 A. Establish pair programming partners, and regularly perform peer reviews

 B. Perform demos at the end of each iteration
 C. Send coding to the quality assurance (QA) team upon completion
 D. Demonstrate each feature to the client as soon as coding is complete

Question #162
During mid-sprint changes, an agile facilitator meets with the executive and development teams. During
the meeting, executive team members resolve conflicts, and on their own initiative, review the iteration
charts to discuss changes to the iteration's functional goal.
What practice is the agile facilitator implementing?

 A. Building openness and transparency on the project's health and status

 B. Facilitating conflict resolution among executive team members
 C. Using active stakeholder involvement to build features in an increment and iterative approach
 D. Seeking continuous feedback from executive team members

Question #163
Project X has an IRR of 12%, and Project Y has an IRR of 10%. Which project should be chosen as a
better investment for the organization?

 A. It depends on the payback period

 B. Project Y
 C. Project X
 D. Project or Y, depending on the NPV

Question #164
Business stakeholders of an agile project frequently skip the review meetings.
What should the agile practitioner do?

 A. Ask the product owner to inform all stakeholders about the project's progress
 B. Send meeting notes to all stakeholders after each review meeting
 C. Include the results of the review meetings in the information radiators
 D. Convince the stakeholders of the benefits of attending the review meetings

Question #165
After three iterations, it is identified that a project's underlying security structure architecture is unstable.
While there is a technical solution, all work to date is flawed. This will impact several future business
service offerings.
What should the product owner do to resolve this?
  A. Ask the development team to address the issue since it is in their domain
 B. Review the project's risk matrix, and follow the steps outlined in the risk mitigation plan (ET)
 C. Meet with the team and stakeholders to address rework and rewrite stories as
needed(MOST ANSWER)
 D. Cancel the current sprint, and meet with stakeholders to reassess the project's validity (CGPT)

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Question #166
A scrum team has eight developers, but only two are database engineers. During the last few
retrospectives, the team identified that most sprint stories are dependent upon database engineers. This
has created a bottleneck in completing stories.
What should be proposed to the team?

 A. Have other team developers attend training to learn database skills

 B. Monitor the retrospectives of two additional sprints before taking action
 C. Plan fewer stories for the sprint to reduce the database engineer's workload
 D. Ask the scrum master to work the product owner to remove backlog stories that have database
dependency

Question #167
An agile project has three more iterations before the release. There is a lot of report functionality to be
created and defects to be cleared. During a daily scrum, a team member suggests a timebox spike to find
a more efficient way to deliver reports.
What should the project leader do?

 A. Encourage the team to self-organize and determine how to best complete their existing
work and this spike
 B. Encourage the team to complete their just existing work since the team velocity indicates they
are already struggling to meet the release goal
 C. Direct the team to defer the spike until the next release and add the action on the backlog for
prioritization
 D. Direct the team to work on the spike immediately given the importance of reporting
functionality to complete the iteration

Question #168
When comparing communication styles, which of the following are true?

 A. Paper-based communication has the lowest efficiency and the highest richness
 B. Face-to-face communication has the highest efficiency and the lowest richness
 C. Paper-based communication has the highest efficiency and the lowest richness
 D. Face-to-face communication has the highest efficiency and the highest richness

Question #169
The agile practitioner has determined that two different team members are working on addressing the
same major issue on the project.
How should the agile practitioner address this?

 A. Implement a burnup chart and add the issue resolution as a task to the product backlog for the
customer to prioritize
  B. Add the issue to the kanban board and assign the it to the team member who has made the
most progress on resolving it
 C. Conduct a root-cause analysis on the issue and identify related risks and risk response
owners at the next retrospective
 D. Document all project issues in a common space and ask the team members to decide on task
allocation principles

Question #170
An executive requests information regarding a sprint status.
What action should the product owner take?

 A. Invite the executive to the stand up

 B. Direct the executive to the information radiator
 C. Personally meet with the executive
 D. Email the requested information to the executive

Question #171
Agile team A struggles to deliver committed stories due to technical dependencies with team B, which
continuously fails to meet its delivery commitments.
What should the agile team lead do?

 A. Create a new team to deliver the dependencies, and bring team B under performance
management
 B. Conduct a vision-sharing session with the teams to communicate the project's overall
goals
 C. Swap team members from both teams so that deliveries are better supported (ET)
 D. Discuss negotiating the delivery timelines with team A

Question #172
An agile team discovers a new risk and identifies that its impact may be severe.
What should an agile practitioner recommend?

 A. Add a goal to the current iteration to fully mitigate or control the risk
 B. Balance risk reduction and value adding activities in the next iteration
 C. Continue with the current plan to maintain team velocity
 D. Update the risk register and seek direction from a risk specialist

Question #173
Which of the following statements is true for measuring team velocity?

 A. Velocity is not accurate when there are meetings that cut into development time.
 B. Velocity measurements are disrupted when some project resources are part-time.
 C. Velocity tracking does not allow for scope changes during the project.
 D. Velocity measurements account for work done and disruptions on the project.

Question #174
A scrum team has conducted regular retrospectives to discuss immediate concerns and the
implementation of improvement actions. Despite this, after a few iterations, the same concerns resurface.
What should the team have done to improve retrospective outcomes?

 A. Invited subject matter experts (SMEs)

  B. Conducted problem detections to determine root causes
 C. Measured and reported the outcome of improvement actions to the team
 D. Kept track of all current issues in a log, and then reviewed their progress at the end of every
iteration

Question #175
High-performing teams feature which of the following sets of characteristics?

 A. Consensus-driven, empowered, low trust

 B. Self-organizing, plan-driven, empowered
 C. Constructive disagreement, empowered, self-organizing
 D. Consensus-driven, empowered, plan-driven

Question #176
What is the first thing an agile development team should do when planning an iteration?

 A. Assign the tasks to one team member

 B. Separate the stories into tasks
 C. Estimate the stories' tasks
 D. Help establish the next sprint's goal

Question #177
During a retrospective, team members suggest process improvement ideas. The agile team lead knows
that, while many of these ideas are different from standard practices, a few of them are good.
What should the agile team lead do?

 A. Require the team to try only those ideas that will ensure success
 B. Allow the team to try ideas, but remind them that results will be reviewed by high-ranking
executives
 C. Associate idea successes and failures with the team's incentive plan to ensure accountability
 D. Encourage the team to try the ideas, even if failure may be the outcome

Question #178
During the implementation of a story, a scrum team notifies the scrum master of a technical challenge that
is causing a delay.
What should the scrum master advise the team do?

 A. Implement the story since the team is running behind schedule

 B. Create a spike to finalize the story's technical approach
 C. Transfer the story to a scrum team experienced in solving similar problem
 D. Ask the product owner to reduce the story's priority and wait until more technical details are
available

Question #179
The project team is ahead of schedule and beginning to gold-plate the feature included in the current
sprint.
What should the agile project manager do?

 A. Since the team has extra time, notify the product owner and secure approval for the extra work
on this feature
  B. Encourage the team to document the improvement and prioritize it for the upcoming iteration,
instead of building it now
 C. Instruct the Scrum Master to have the team use the extra time to complete the extra feature
work in the current iteration
 D. Notify the product owner and have the product owner verify the backlog priority, then
encourage team to continue working on the backlog

Question #180
An agile team and a traditional development team are working together on a project. Each team exceeds
expectations regarding deliverables; however, issues arise when the deliverables are integrated.
What should the agile practitioner do?

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

teams
 B. Suggest merging the teams to avoid misunderstandings
 C. Create stories from full technical specifications to avoid ambiguity
 D. Co-locate the teams to encourage osmotic communication

Question #181
The executive leadership wants to understand ways to better deliver on time and on budget.
What can the project team do to assist in achieving the organizational goal?

 A. Maintain and review a lessons learned repository to improve delivery of future projects
 B. Ask each team member to post corrective action to the backlog
 C. Engage the project management office (PMO) to take responsibility identifying lessons learned
on projects
 D. Perform a root cause analysis to identify alternative approaches for performing the next project

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Question #182
A new agile team member notices that the team's current process involves excessive documentation.
What should the new team member do?

 A. Teach the team the appropriate agile principle, obtain consensus, and drive adoption
 B. Allow another team member to prepare those documents that do not appear to bring value
 C. Notify the project manager about other documentation techniques, and identify which
documents bring value and which do not
 D. Follow the existing process to avoid conflicts

Question #183
A team working with a new technology faces a significant amount of uncertainty about its ability to deliver
stories due to technical issues.
What should the team do?

 A. Capture risks and make them visible, and use a burndown chart to focus on reducing
risks early in the project
 B. Ask the scrum master to extend the sprint's duration to allow more time to work through
technical issues
 C. Place the impacted stories on the story board, and use daily stand ups to make the product
owner aware of the technical issues
  D. Seek guidance from the development manager

Question #184
Unable to meet a sprint's committed velocity, an agile team approaches the agile coach to define the next
sprint's velocity.
What should the agile coach advise?

 A. Split each story into multiple stories to meet the desired velocity
 B. Set the velocity to the delivered story points of the last sprint
 C. Use different estimation methods for stories and defects to meet the desired velocity
 D. Re-estimate by assigning more story points to smaller stories to increase the velocity

Question #185
After seeing the planned features for an upcoming release, a customer notes that a vitally important and
complex one is missing. The team estimates that this feature significantly exceeds its average velocity.
How can this issue be resolved?

 A. Break down the feature into smaller parts, and commit to complementing the minimum
value product
 B. Complete the iteration to which they have already committed, and include the feature in the
next release
 C. Change the planned features to include only the vitally important one
 D. Extend the iteration to complete the feature

Question #186
During an iteration planning meeting, the team suggests changes to add product value that will require
extra work and impact the schedule.
What should the agile project leader do?

 A. Re-estimate the project

 B. Finish the product as it was initially planned
 C. Try to include as many changes as possible
 D. Ask the product owner for approval to proceed

Question #187
Product Backlog Items (PBI) described as emergent, are expected to:

 A. Become new technology requirements

 B. Grow and change over time as users' stories are completed
 C. Become the highest priority items
 D. Be the most recent stories added to the backlog

Question #188
Which is a report of all the work that is "done"?

 A. Burndown
 B. Completion chart
 C. Kanban chart
 D. Sashimi
Question #189
As user stories are developed, what should be done to record and update acceptance criteria?

 A. Add more user stories

 B. Use sprint retrospectives
 C. Update current user stories
 D. Update new tasks in the project plan

Question #190
Midway through a two-week sprint, an agile team realizes that the features cannot be delivered within the
sprint. The team determines that another week will be required to complete all committed features.
What should the team do?

 A. Plan for overtime, and include the effort as part of the estimation
 B. Increase team velocity to deliver more story points
 C. Identify the reason for over-commitment to the sprint and create an action plan for the
following sprint
 D. Add resources to assist with sprint execution

Question #191
On what should an agile team work to achieve predictable flow?

 A. Small user stories

 B. Simple acceptance criteria
 C. Lean features
 D. Lean backlogs

Question #192
An agile team has been given a complex project with a basic set of requirements which need further
elaboration and review.
How should the team iteratively build out the backlog of requirements with the stakeholders?

 A. Conduct a requirement gathering workshop

 B. Deliver the basic requirements iteratively
 C. Have the product owner fill out the requirements backlog
 D. Have the stakeholders fill out the backlog before starting the project

Question #193
A scrum master is part of a project team using technologies overseen by the IT department. The IT
director oversees several company initiatives and is unfamiliar with the details of each one.
As an active project stakeholder, to which meeting should the IT director be invited?

 A. Planning
 B. Daily scrum
 C. Sprint demo
 D. Retrospective

Question #194
A globally distributed project team is using email and phone calls as the only way to share information.
Delays in resolving issues often occur due to misinterpreted communications, leading to a lower team
velocity.
What steps should the project leader take to improve knowledge sharing?

 A. Meet individually with each team member to identify the issues and relay information to the
remaining members through status reports
 B. Establish a live video feed between the dispersed teams to enable spontaneous
engagement and collaboration on issues
 C. Request that the customer co-locate the team to overcome the communication issues, as this
is the only method to ensure agility
 D. Inform the customer of the challenges and lower velocity of the project to accommodate for the
slower delivery pace

Question #195
How can a scrum team obtain more feedback from a minimally responsive outside stakeholder?

 A. Keep sprints short

 B. Invite the stakeholder to the daily stand ups
 C. Ask the stakeholder for estimates for each user story
 D. Schedule more demos during each sprint

Question #196
An agile team has only one database administrator with the necessary knowledge of database-related
tasks. The project manager identifies the risk that if this person leaves, team velocity will significantly
decrease.
What should the agile coach do?

 A. Start the hiring process for a new, equally skilled database administrator as a replacement
 B. Move this database administrator to another team so that team members learn database
related tasks
 C. Add another database administrator to balance the workload and aid with knowledge
retention (answer)
 D. Obtain agreement from the team that, on upcoming sprints, the database administrator will act
only in an advisory capacity (gpt)

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Question #197
Which should NOT take place at the daily Scrum?

 A. The Product Owner gives an update

 B. The Scrum Mater manages the time-box
 C. The Development Team answers the three questions
 D. Issues are raised and documented

Question #198
A new CIO advocates an agile framework for new IT projects, but the team has reservations.
How should the CIO ensure that the team will be aligned with this?

 A. Obtain executive team buy-in by conducting a meeting to present the advantages of agile
principles and processes
 B. Issue a memo of understanding that agile principle should be implemented for all new projects
  C. Introduce agile principles and processes, then make the change an experiment to
obtain buy-in
 D. Require all staff and management to attend agile training and adhere to its principles

Question #199
An agile team is unable to complete all its planned sprint user stories, which results in a decrease of its
planned sprint velocity.
What should the team do?

 A. Re-estimate the sprint's completed stories to increase and adjust the sprint's velocity
 B. Increase the duration of the next sprint to accommodate the incomplete user stories and
maintain velocity
 C. Work with the product owner to create a spike with another agile team
 D. Re-estimate the incomplete stories for the next sprint because its relative size has
changed

Question #200
An agile project leader is delivering a team kick-off session. The first exercise is a `Life Timeline` `" a
story-telling exercise where each team member tells their life story, explains how they experienced the
highs and lows of their journey, and identifies their fears and hopes.
What is the project leader trying to create?

 A. A safe space for team members to learn to trust one another, leading to collaborative
relationships
 B. A safe space to team members to learn to be vulnerable, leading to high performance
relationships (gpt)
 C. A safe space for team members to learn to share, leading to collaborative relationship
 D. A safe space for team members to learn about each other's weaknesses and strengths

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Question #201
An agile team's client has been asked to expedite the delivery of the next release. By delivering one
month early, the company can generate US$40,000 more than expected for the quarter.
What should the agile team do?

 A. Adhere to the new deadline and immediately advise the client that the schedule has been
expedited
 B. Advise the client that it is best to continue as planned rather than introduce unforeseen
risks by expecting the schedule
 C. Submit a change request to the client with a 50% increase in charges due to the new potential
profit
 D. Request additional resources to meet the expedited deadline and obtain training for the new
resources

Question #202
During an iteration, an agile team discovers infrastructure requirements that were not initially considered.
What should the team do to effectively manage this?
  A. Rework the iteration scope to accommodate these requirements
 B. Add these requirements into the product backlog for future consideration
 C. Raise the discovery of these requirements as an issue, and escalate to management
 D. Immediately start working on these requirements

Question #203
Stakeholders have conflicting requirements, and the product owner is struggling to decide which user
stories to write.
What should the product owner do?

 A. Ask the agile practitioner to help write the user stories

 B. Ask the agile team to facilitate a story-writing workshop
 C. Ask subject matter experts (SMEs) to help write the user stories
 D. Ask the agile practitioner to facilitate a story-writing workshop

Question #204
A new project starts and team members are pooled together to execute it. The team works together and
moves from the forming stage into the storming stage.
However, potentially destructive conflicts are now arising.
What should the agile coach do to develop members into a high-performance team?

 A. Teach the team how to work comfortably in chaos

 B. Provide strong facilitation and conflict-resolution guidance
 C. Allow the team to resolve issues on their own (ET)
 D. Observe each team member and advise them on team relationships

Question #205
In Scrum, who is responsible for managing the team?

 A. Scrum Master
 B. Project Manager
 C. Development Team
 D. Product Owner

Question #206
This approach includes a visual process management system and an approach to incremental,
evolutionary process changes for organizations.

 A. Kanban
 B. Scrum
 C. Extreme programming
 D. Agile Unified Process

Question #207
Which following statement is the least accurate regarding the Burndown chart?

 A. It is calculated using hours or points

 B. It is updated by the development team daily
 C. It provides insight into the quality of the product
 D. It reflects work remaining
Question #210
This artifact contains release names with expected dates and includes major features, client-side impacts,
server-side applications, platform support and markets served:

 A. Risk burndown graph

 B. Product roadmap
 C. Release migration plan
 D. Product vision

Question #211
A company is starting a critical project with a strict deadline. During the first planning meeting, the team
realizes that the list of requirements has too many items to allow on-time delivery.
What should the project manager do first?

 A. Update the risk register and present a contingency plan to meet the deadline.
 B. Suggest to the customer to reduce the backlog to meet the date.
 C. Increase the capacity of the team to finish the project on time.
 D. Ask the team to propose a minimum viable product (MVP) to meet the date.

Question #212
All of the following are among the seven principles of the Lean approach with the exception of:

 A. Amplified learning
 B. Decide as late as possible
 C. Build integrity in
 D. Maximize the work performed

Question #214
All of the following occur in the second half of the Sprint planning meeting EXCEPT:

 A. The Development Team identifies improvements that it will implement in the next Sprint
 B. The Product Owner is answers questions and clarifies User Stories
 C. The Development Team commits to work in the Sprint
 D. Tasks are defined for the User Stories

Question #215
The best architectures, requirements, and designs emerge from:

 A. Hand-picked teams
 B. Co-located teams
 C. Self-organizing teams
 D. Cross-functional teams

Question #217
An iteration prior to a release that includes final documentation, integration testing, training and some
small tweaks is called:

 A. Hardening Iteration
 B. Buffer Iteration
 C. Release Iteration
  D. Integration Iteration

Question #218
Analyzing the current organizational processes, per project requirements, and making needed process
changes is called:

 A. Value Stream Mapping

 B. Release Planning
 C. Use Case Development
 D. Process Tailoring

Question #219
At the end of first iteration, the team finishes User Stories A, B and 50% of C. What is the team velocity?
The story sizes were :
Story A - 8 points / Story B - 1 points / Story C - 5 points / Story D - 3 points

 A. 11.5
 B. 9
 C. 14
 D. 16
Question #221
While developing a story during the iteration, team discovered new tasks that were not identified earlier. A
newly discovered task is such that the User Story cannot be completed during the iterations. What are the
most appropriate actions for the team to perform?

 A. Let the Product Owner decide if there is still a way to meet the iteration goals.
 B. Discuss the situation with the Scrum Master and see if there is still a way to meet the iteration
goals.
 C. Drop the User Story and inform the Product Owner that it will be delivered in the next iteration.
 D. Modify the scope of other User Stories to allow completion of the Sprint backlog.

Question #223
During Sprint Planning, the architect is constantly estimating higher than everyone else, and team
members are increasing their estimates to accommodate her.
This is an example of:

 A. Dominating
 B. Influencing
 C. Dictating
 D. Anchoring

Question #224
Traditional Project Management uses the Work Breakdown Structure to develop requirements in terms of
activities. What type of breakdown structure is used in
Agile for this purpose?

 A. Feature Breakdown Structure

 B. Product Roadmap
 C. Product Breakdown Structure
 D. Sprint Backlog
Question #225
Two agile teams from different company sites need to work and collaborate on the same project. What is
the first action the agile project manager should take in order to ensure a smooth collaboration between
the two teams?

 A. Organize onsite backlog-refinement workshops to ensure common understanding.

 B. Set up weekly meetings where all team members will participate.
 C. Call an onsite meeting where ground rules will be discussed and agreed upon.
 D. Ask the product owner to prepare an onsite team-building activity.

Question #226
Suppose you are performing integrated testing on each of the different product increments developed
during an iteration to ensure that the increments work together as a whole. What type of iteration is this?

 A. Hybrid Iteration
 B. Hardening Iteration
 C. Heuristic Iteration
 D. Handoff Iteration

Question #227
Which option describes how risk should be managed in an agile project?

 A. Since using an agile methodology minimizes risk in project management, the project team can
focus on delivering business value over managing risk.
 B. Project team members would each be responsible for identifying and managing risks for the
individual user stories they have been assigned.
 C. All stakeholders are responsible for identifying risks during standups, retrospectives,
and other team meetings.
 D. The product owner is responsible for identifying risks and entering them into the backlog so
that their mitigation can be prioritized.

Question #228
All of the following are metrics used in Agile except:

 A. Real Time
 B. Velocity
 C. Escaped defects
 D. Cycle time

Question #230
When implementing Agile Project Management, risk management that occurs simply by following Agile
best practices such as iterative planning and review activities is called:

 A. Inherent risk management

 B. Organic risk management
 C. Overt risk management
 D. Intrinsic risk management

Question #231
One of the major tools and techniques used in Lean Software Development is Value Stream Mapping.
What is the primary purpose of value stream mapping?
  A. To improve business processes
 B. To identify and eliminate waste
 C. To ensure product quality
 D. To increase customer value

Question #232
Which of the following is NOT recognized as a "unit" that can be used for estimating the size of the
requirements on your Agile project?

 A. Real time
 B. Relative size
 C. Ideal time
 D. Ideal size

Question #233
Extreme Programming (XP) defines four basic activities that are performed during the software
development process. These include designing, coding, testing and "¦?

 A. Collaborating
 B. Leveling
 C. Communicating
 D. Listening

Question #234
Agile project management and product development use several types of documents specific to each
iteration; they are known as "artifacts". All of the following documents are Agile iteration artifacts except:

 A. Iteration Vision Statement

 B. Iteration Backlog
 C. Iteration Plan
 D. Iteration Burndown Chart

Question #235
In Sprint Planning, the development team estimates User Stories provided by the Product Owner and
agrees to ones that can be completed in the Sprint. This is an example of:

 A. Osmotic Communication
 B. Reciprocal Commitment
 C. Universal Acceptance
 D. Tacit Agreement

Question #237
Which of the following is NOT an Extreme Programming Practice?

 A. Pair Programming
 B. Planning Game
 C. Test Driven Development
 D. Extreme Persona

Question #238
On XP teams, what is expected from the Project Manager?

 A. Coach the team on Agile practices

 B. Help the team work with the rest of the organization
 C. Provide domain expertise to the team
 D. Define the software

Question #239
The product owner working on an agile software development project has brought all the Scrum team
members together for the first sprint planning meeting. The team has read the user stories and has
provided estimates to complete these user stories. The product owner plans to empower the team to get
the work done.

What is this an example of?

 A. Emotional intelligence
 B. Two-way communication
 C. Bipartisan agreement
C. Reciprocal communication

Question #240
_____________ an estimate refers to estimating a story based on its relationship to one or more other
stories.

 A. Triangulating
 B. Triaging
 C. Aggregating
 D. Disaggregating

Question #241
New stakeholders are joining a project team where the agile coach will educate them about their roles
and responsibilities. How should the stakeholders ensure their objectives are met by product delivery?

 A. Provide feedback for completed user stories.

 B. Define how the features will be implemented.
 C. Tell the team which features to include in the backlog.
 D. Write acceptance criteria for the user stories.

Question #242
The ___________ the technical debt means the ________ the intrinsic quality?

 A. higher, higher
 B. higher, lower
 C. lower, lower
 D. lower, higher

Question #243
A technique in which a team collaboratively discusses acceptance criteria and then distills them into a set
of concrete tests before development begins is called:

 A. Feature Driven Development (FDD)

 B. Acceptance Test Driven Development (ATDD)
 C. Test Driven Development (TDD)
 D. User Story workshops

Question #244
Setting up development work in a way that the team can figure out what to do next is called:

 A. A pull system
 B. Push system
 C. Critical path
 D. Sprint backlog

Question #245
What Agile development approach is being used when the whole team works towards solving a complex
problem?

 A. Swarming
 B. Norming
 C. Performing
 D. Collaborating

Question #246
Some members of an agile project team work remotely, so it is difficult to have regular face-to-face
backlog grooming sessions. How should the agile practitioner ensure that the team is able to reduce
miscommunication and rework in this environment?

 A. Understand the physical and virtual communication needs of the team and plan agile events
based on the majority of the team members' needs.
 B. Escalate with senior management and ensure that everyone on the project team is physically
colocated for all planned agile events.
 C. Invest in technology-collaboration tools to enable effective communication and ensure
a common understanding of the scope, issues, and solutions.
 D. Recognize the different communication styles of the stakeholders and take a vote on the best
approach that will work for the team.

Question #247
Which of the following is NOT a characteristic of an Agile plan?

 A. Follows rolling wave planning approach

 B. Are top down
 C. Easy to change
 D. Shows dependencies of one task to others

Question #248
Which type of risk analysis does an Agile team use to identify risks on their project?
  A. Risk Burndown Chart
 B. Pareto Analysis
 C. Qualitative Risk Analysis
 D. Quantitative Analysis

Question #249
The trend of work remaining across time in a Sprint, a release, or a product, with work remaining tracked
on the vertical axis and the time periods tracked on the horizontal axis is called a ____________.

 A. Burndown Chart
 B. Burnup Chart
 C. Progress Chart
 D. Parking Lot Chart

Question #250
An agile team wants to collectively determine a project's size. What will the team be doing if they use the
planning poker technique to accomplish this?

 A. Estimating story points by comparing them to similar, past features

 B. Estimating stories by placing them in buckets
 C. Using the number of dots for votes to estimate story points
 D. Estimating the relative size of stories by using story points

Question #252
When working on a new product, what should an agile team do to ensure alignment with external
stakeholders?

 A. Hold a kick-off meeting to assign roles.

 B. Review the project vision statement.
 C. Ask the product owner for a detailed product-specification document.
 D. Work with the scrum master to ensure that agile principles are followed.

Question #253
Who is responsible for change management in Scrum projects?

 A. Project Manager
 B. Project Sponsor
 C. Scrum Master
 D. Product Owner

Question #255
Which of the following defines the goal of testing in Lean software development?

 A. Testing is to improve the process and quality

 B. Testing plays the most crucial role in ensuring the intrinsic value of the product
 C. In Lean software development, testing always refers to Test Driven Development
 D. Testing is primarily performed to ensure that we don't have escaped defects

Question #257
A visual control used in Lean software development to represent the velocity of business solutions
delivered over time is a:

 A. Business Value Delivered Chart

 B. Burndown Chart
 C. Cumulative Flow Diagram
 D. Burn-Up chart

Question #258
Suppose the current release will be complete after 6 two-week iterations. A team member is insisting that
the Product Owner write the acceptance test cases for the entire release. How should the Scrum Master
respond?

 A. Since the release duration is not very long, agree with the idea and explain the advantage of
doing this to Product Owner
 B. It's up to the team and Product Owner to determine if it is a good idea.
 C. Explain that stories should only be discussed in detail prior to development.
Elaborating stories not in the next couple of iterations is wasteful.
 D. Decide to dedicate first Sprint to elaborating all the stories

Question #259
Suppose your team is working to create a commercial website and is in the process of developing User
Stories by role. One team member suggests rather than only thinking about the target user, we should
also think of some exceptional users who use the system very differently. What type of user is this team
member referring to?

 A. High Risk User

 B. Admin Role
 C. Extreme Persona
 D. Performance Tester

Question #260
An agile team has completed five sprints. The final product is expected to be delivered in another three
sprints. The project manager receives a call from the technical resource manager that one of the
developers must take leave for the next 4 weeks, with no temporary replacement available. This is going
to significantly impact the deliverable.
What should the project manager do?

 A. Request additional funding from the sponsor to obtain a new resource to fill in the gap.
 B. Inform the customer of the impact immediately and prepare for escalation.
 C. Ask the product owner to stretch the delivery team further to complete the final product in the
original timeline.
 D. Perform an impact analysis, readjust the schedule as needed, and communicate the
changes to the customer.

Question #261
Which of the following are 2 attributes of Exploratory testing? (Choose two.)

 A. It involves minimum planning and maximum test execution

 B. It is typically automated
 C. It is unscripted testing
  D. It is often the sole testing technique

Question #265
Identify the three components of the Agile Triangle. (Choose three.)

 A. Quality
 B. Value
 C. Cost
 D. Constraints
 E. Scope
 F. Leadership

Question #266
There are four critical actions that should be embraced by an adaptive leader: improving speed-to-value,
having a passion for quality, doing less, and
________________.

 A. Inspiring staff
 B. Managing conflict
 C. Facilitating meetings
 D. Ensuring effective communication

Question #267
The 3 items are required for an Agile, adaptive environment: (Choose three.)

 A. People
 B. Process
 C. Product
 D. Tools
 E. Technology

Question #268
What is the name of this facilitated process? One or more team members sequence the product backlog
from smallest to largest User Story. The rest of the team validates the sequence. The whole team uses a
sizing method such as T-shirt size or Fibonacci sequence to group the user stories.

 A. Relative estimation
 B. Pairwise comparison
 C. Planning Poker
 D. Affinity estimating

Question #270
What are the 5 values of Agile Modeling?

 A. Communication, Simplicity, Feedback, Courage, Humility

 B. Communication, Efficiency, Transparency, Courage, Humility
 C. Communication, Simplicity, Feedback, Adaption, Continuous Improvement

Question #271
Pick the one factor that is NOT part of the Agile Scaling Model.
  A. Team size
 B. Geographical distribution
 C. Domain complexity
 D. Leadership Style
 E. Organizational distribution
 F. Technical complexity
 G. Organizational complexity

Question #272
What are the 5 phases of the Agile Project Management (APM) delivery framework?

 A. Envision, Speculate, Explore, Adapt, Close

 B. Elaborate, Speculate, Examine, Adapt, Close
 C. Envision, Enable, Explore, Enhance, Close

Question #273
The ultimate goal of __________ is to deploy all but the last few hours of work at any time.

 A. Continuous Integration
 B. Collective Code Ownership
 C. Synchronous Builds
 D. Asynchronous Builds

Question #276
What are the three components of an Agile Project Charter? (Choose three.)

 A. Success Criteria
 B. Vision
 C. Objectives
 D. Scope
 E. Mission
 F. Risks

Question #279
One of the overseas stakeholders on an agile project has not been actively involved in the project's
development. What would be the first step to re-engage the stakeholder?

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

 B. Remind the stakeholder of their obligation to engage in the project.
 C. Talk to the stakeholder's superior so they can offer coaching and guidance on project
involvement.
 D. Set up a meeting with the stakeholder to modify the working agreement and ensure
future engagement.

Question #280
The customer asked the IT project manager to change a few specifications for the software being
developed, which will affect the project budget. The financial sponsor is having difficulty approving
changes to the budget that was already allocated to the project.
What should the project manager do next?
  A. Explain that agile principles mandate that there should be a contingency budget for agile
projects.
 B. Request the team work overtime to get the work done on time and within the allocated budget.
 C. Encourage the product owner and team to analyze the impact of the changes and
prioritize the backlog.
 D. Review the contract documentation with the customer to clarify the specific agreed upon
budget amount.

Question #281
What should a scrum master do when an agile team member is behind on their tasks?

 A. Ask the team for suggestions.

 B. Move the tasks to another team member who has spare capacity in the sprint.
 C. Hold a one-on-one meeting to encourage the team member to meet task commitments.
 D. Inform key stakeholders.

Question #282
Suppose you are a Scrum Master on a new Agile team. Which of the following strategies is best way to
resolve conflict on the team?

 A. Collaborate
 B. Negotiate
 C. Smooth over
 D. Ignore
 E. Use your authority

Question #283
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Question #284
Which of the following is NOT one of the 5 common conflict types?

 A. Compensation anxiety
 B. Lack of role clarity
 C. Difference in prioritizing tasks
 D. Working in silos
 E. Waiting on completion of task dependencies
 F. Lack of communication

Question #285
A team member has asked a question about the responsibilities of the product manager, QA, and the
team regarding quality. What should the agile project manager advise?

 A. The entire team is responsible for quality and each team member is accountable for ensuring
the success of every component.
 B. The entire team is responsible for quality, but each team member's role may vary as
stated in the definition of done (DoD).
 C. The entire team is responsible for quality and QA is responsible for surprises, gaps, and other
intricacies that may have been overlooked.
 D. Quality is the responsibility of the entire team, and the product manager defines the
functionality from end to end.
Question #286
Prioritize from high to low the sequence of User Story development.

 A. Lower-value, low-risk
 B. High-value, low-risk
 C. High-value, high-risk stories
 D. Low-value, high-risk

CBDA

Question #287
The number of days needed between feature specification and production delivery is called:

 A. Cycle time
 B. Real time
 C. Ideal time
 D. Calendar time

Question #288
In a project, the customer asks for a requirement that clearly deviates from the contract terms. How
should the contractor react?

 A. Proceed with the work only after the contract is amended.( ET & GPT)
 B. Discuss the value of the change for the project with the customer.
 C. Evaluate effort and impact and ask for steering committee and shareholder approval.
 D. Stick with the contract terms and agree to review the requirement if time allows.

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Question #289
All of the following are attributes of the definition of "Done", EXCEPT:

 A. It is a static artifact
 B. It is an audible checklist
 C. It is a primary reporting mechanism for team members on User Story progress
 D. It is crucial to a high-performing team

Question #290
The way that we calculate the number of years it takes to break even from undertaking a project which
also takes into account the time value of money is the:

 A. Pay-back period
 B. Discounted pay-back period
 C. NPV
 D. Cumulative cash flow
Question #291
Why is stakeholder engagement important for project success?

 A. To participate in establishing a shared vision as a member of the team

 B. To provide the acceptance criteria for the delivered items
 C. To propose implementation methods to the development team
 D. To evaluate the performance of the development team

Question #292
When is the best time to perform Earned Value Measurement (EVM) in Agile projects?

 A. After the iteration ( ET)

 B. After a release
 C. During an iteration (GPT)
 D. Never "" we don't perform EVM in Agile

Question #293
Emotional intelligence includes all of the following except:

 A. Self-awareness
 B. Motivation
 C. Commitment
 D. Influence
 E. Intuitiveness
 F. Conscientiousness

Question #294
The team is aware that they will need to integrate a new component to their solution in the next few
weeks. The team does not have any experience with this component.

What should the team do next?

 A. Ask for a team extension so that an engineer with the needed experience can be added to the
team.
 B. Suggest that the product owner perform the initial investigation and present the outcome to the
team.
 C. Request that the product owner include a spike in the next iteration's backlog so they
can perform an initial investigation.
 D. Propose alternative components with which the team has experience.

Question #295
A global organization is migrating its IT infrastructure from traditional, physical assets to cloud-based
assets. Agile concepts are new to the organization because it currently uses a predictive approach.

What should an agile coach do to facilitate a culture change to an agile approach?

 A. Develop and distribute a high-level summary of how agile offers greater benefit than predictive
to mid-level managers and let them decide if it should be distributed to lower-level workers.
 B. Develop and distribute a high-level summary of competing vendors' product alignment and
agile project execution to the product owner for approval.
  C. Develop and distribute a high-level summary of how agile offers greater benefits than
predictive to all members of organization.(ET)
 D. Develop and distribute a high-level summary of how agile offers greater benefits than
predictive to the organization's executive directors, and if executive directors agree with the
summary, distribute it organization-wide. (GPT)

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Question #296
Testing that often occurs between "Done" and "Done, Done" is:

 A. Exploratory testing
 B. Acceptance testing
 C. Unit testing
 D. Test driven development

Question #298
Which of the following is NOT one of the 12 core practices of XP:

 A. The Planning Game

 B. Planning Poker
 C. Small Releases
 D. System Metaphor

Question #299
Which of the following is NOT one of the 12 core practices of XP:

 A. Simple Design
 B. Continuous Testing
 C. Vertical Slicing
 D. Refactoring

Question #300
A company is planning to launch a new service to improve the customer checkout experience. What
should the project manager do to meet the objective of reducing time to market to gain a competitive
advantage in the industry?

 A. Engage the project stakeholders to assess the best practices to apply and plan the
deliverables before implementation.
 B. Recommend an agile delivery approach and provide information to the stakeholders on
agile values and principles.
 C. Educate the team about scrum and ensure that all members are aligned to the roles required.
 D. Consult executive leadership for the most appropriate method for delivery using existing
organizational practices.

Question #301
Which of the following is NOT one of the 12 core practices of XP?
  A. Visualize the flow
 B. On-site Customer
 C. Coding Standards
 D. System Metaphor

Question #302
Which of the following is NOT a reason to use a Feature Breakdown Structure (FBS) instead of a Work
Breakdown Structure (WBS)?

 A. It allows communication between the customer and the development team in terms both can
understand.
 B. It allows you to baseline your project plan due to absence of change.
 C. It allows tracking of work against the actual business value produced.
 D. It allows the customer to prioritize the team's work based on business value.

Question #303
Team members who are part-time on your project will see at least a 15% reduction in their productivity
per hour. The type of resource model in Agile is called:

 A. Collocated
 B. Fractional assignments
 C. Distributed resources
 D. Over-allocated resources

Question #304
Frequent verification and validation is key in Agile but each approach produces a very different result.
Verification determines ________________ whereas validation determines _____________.

 A. if the product is "done" | if the product is "done-done"

 B. if I am I building the product right | if I am I building the right product
 C. if I am I building the right product | if I am I building the product right
 D. if the product has passed unit testing | if the product has passed acceptance testing

Question #305
A large, corporate organization is forced to hire new team members in a geographically remote location
from the current team. The manager of the department is concerned about the team not being colocated.

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

 A. Team members are sending more emails to the team.

 B. The duration of feedback cycles has increased.
 C. The velocity has increased by having the new team work on items.
 D. New team members requested to move meetings due to time differences.

Question #306
A software company is developing an accounting software system to market to customers. The team has
been working on the project for six weeks and has great velocity. One of the major stakeholders
approached the scrum master and asked for a bi-weekly status report because they feel they are not
being properly updated.

How should the scrum master respond to this request?

  A. Inform the stakeholder that all updates are provided in the sprint review sessions and
encourage them to attend.
 B. Create and update bi-weekly project status reports for the stakeholder who requested the
report.
 C. Escalate this to the stakeholder's supervisor because this is an unreasonable request.
 D. Ignore the stakeholder's request and continue working on the project as they have been for the
past six weeks.

Question #307
The project lead of a newly created agile project delivery team realizes that there are gaps in the
knowledge of some team members. The lack of specific skills will add risk to the project delivery if the
project becomes too dependent on specific resources for complete delivery.

What should the project lead do to address the gaps and develop a high-performing team?

 A. Ask each team member to document their solutions extensively in a knowledge repository for
knowledge exchange between the team.
 B. Pair team members and ensure review of technical deliverables by partners in each sprint
before integration of the solution.
 C. Create an environment of continued learning by providing opportunities for team
members to develop their skills as generalized specialists.
 D. Replace the team members with highly qualified individuals that have experience in the
specific technologies required for completing delivery.

Question #309
A client has provided their requirements and deadline to the project team. The requirements are
confusing, and the team is frustrated.

What should the team's servant leader do?

 A. Try to motivate the team by recounting examples of their past successes.

 B. Ask the team to find user stories from similar projects for this customer.
 C. Ask the team to restate the requirements and review them with the client.
 D. Ask the team to develop user stories and build deliverables based on the requirements.

Question #310
Based on the following information, determine the number weeks until the next release.

 A. 8 weeks
 B. 12 weeks
 C. 16 weeks
 D. 9 weeks

Question #312
Two team members are working together to deliver an asset management tool. The
code delivered by team member A during this sprint is not aligning with the
specifications written by team member B. Both team members do not seem to agree on
the look and feel of some functionality.

What should the scrum master do in this situation?

 A. Understand the root cause of this issue and recommend discussing

their differences to find common ground.
 B. Hold a team meeting to discuss these issues and help direct the whole team
on how to proceed further.
 C. Let the two team members resolve the conflict on their own.
 D. Ask their functional manager to intervene and resolve the issue.

Question #313
An agile team is continuously interrupted by stakeholders wanting to ask product
backlog questions. Distractions can have a negative impact on value delivery and
quality.

Who is responsible for protecting against distractions?

 A. Product owner (gpt

 B. Project manager
 C. Agile leader (ET)
 D. Developers

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Question #314
At minimum, all Kanban boards should have the following columns:

 A. To-Do, Doing, Done

 B. Analysis, Design, Develop, Test, Deploy
 C. Backlog, Design, Develop, Unit Test, Acceptance Test, Ready-to-ship
 D. The Kanban columns are determined by the team

Question #315
Which one is NOT a level of need in the Kano Model?

 A. Basic Needs
 B. Performance Needs
 C. Enabling Needs
  D. Excitement Needs

Question #316
An agile practitioner is in the process of refining requirements. The requirements keep
changing based upon with whom the agile practitioner speaks.

What should the agile practitioner do in this situation?

 A. Ask the scrum master to help reduce the rate of change.

 B. Work with the agile coach to document the requirements in a collaborative
way.
 C. Work with the stakeholder directly rather than go through different
layers of people.
 D. Work with the development team to confirm the requirements.

Question #317
Net present value (NPV) is a ratio that compares the value of a dollar today to the value
of that same dollar in the future. An NPV that is negative suggests what?

 A. The project should be rejected

 B. I don't have enough information
 C. The project should be deferred
 D. The project should be put on hold until the value is 0

Question #318
A Kanban team is struggling to prioritize and determine which tasks to handle first
according to value. What should the team do to improve this situation?

 A. Involve their product owner.

 B. Review their work in progress (WIP) limits.
 C. Use class of service.
 D. Measure their lead time.

Question #319
The product owner is very concerned about work not being completed and tested before
a hard release date. What can the agile team do to mitigate this risk?

 A. High-risk features can be prioritized to fit into releases with less work in
progress.
 B. Low-risk, low-value features can be prioritized and completed first.
 C. High-risk, low-value features can be evaluated by the team early in the
release.
  D. The work in progress can be adjusted to get more reviews with high-risk
features.

Question #322
Pareto Analysis is the exercise of determining what 40% of functionality can be
delivered with 60% of the effort.

 A. True
 B. False

Question #326
Personas are used in Agile requirements to depict which type of user?

 A. Real users
 B. Fictitious users
 C. Super users
 D. Beta testers