An agile project manager observes that the Scrum team is falling behind on the completion of a particular sprint. What should the agile project manager do?
A. Facilitate by providing directions to the team about how they can get back on track.
B. Request key stakeholders to extend the sprint to enable the team to complete their tasks on time.
C. Ask the customers to help the team complete the testing on time to be able to finish their tasks on time.
D. Understand the impediments and facilitate issue resolution to enable the team to succeed.
The agile team has failed to meet their iteration goal, and contention has developed between members. The agile leader would like to determine how to improve the team's productivity and morale.
How should the agile leader address this?
A. Standup meeting
B. Retrospective meeting
C. Demo of the new features to energize the team
D. Offsite meeting with stakeholders
An agile team has received several new features to be added to the product backlog. The team is struggling to provide a reasonable estimate for feature development due to a lack of experience.
How should an experienced agile practitioner assist the team?
A. Add a task to the product backlog to allow the team time to investigate and experiment prior to estimating.
B. Add a task to the product backlog to allow the team to apply a wideband Delphi estimation technique.
C. Add a task to the product backlog to allow the team to apply planning poker to estimate the effort.
D. Add a task to the product backlog to allow the team to apply a three-point estimation technique.
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.
A project is to be started with a team of nine existing and nine new members. The scrum master feels that the team is too large and wants to break it into three teams. The scrum master sets a constraint that each team have an equal number of existing team members for knowledge sharing and experience.
What should the scrum master do to accomplish this?
A. Ask the team members' functional managers for guidance on how to group the team members.
B. Observe which team members are comfortable working together, then assign accordingly.
C. Ensure that members begin to self-organize as small teams with efficiently distributed skills.
D. Assign team members to their respective teams based on the skills known to the scrum master.
The project manager has requested that the customer participate in the requirements gathering session for the next release. A conflict comes up regarding the requirements between the customer and team.
What should the project manager do?
A. Based on value to the organization, the project manager should decide what can be included or not in the final requirements.
B. The customer is the end user of the product and should have the authority to decide about the product requirements.
C. The project manager should discuss the requirements with the customer alone so that the team can deliver the prioritized requirements.
D. Encourage self-organization by communicating the importance of a collaborative approach in decision making about the requirements.
A team member does not understand what the project risks are or the impact that they could have. How should an agile leader communicate risks in a way that the team will understand?
A. Create a RACI chart (responsible, accountable, consulted, informed) that identifies who is accountable for each risk.
B. Create a Gantt chart that includes slack to accommodate for unknowns.
C. Create a communications management plan that details who is responsible for communicating risks.
D. Create a risk burndown chart showing the reduction of risks over time.
A key stakeholder feels they do not understand the project at a comprehensive level. What should the agile practitioner do?
A. Send daily status emails to let stakeholders know what progress is being made.
B. Invite stakeholders to attend daily Scrum meetings to get feedback.
C. Share information via interactive methods such as a brainstorming session.
D. Build the feature backlog and then solicit stakeholder feedback.
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.
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.
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