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 burn down 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.
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 to 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 problems.
D. Ask the product owner to reduce the story's priority and wait until more technical details are available.
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.
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.
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.
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.
D. Complete the user stories, and hold a retrospective to discuss them.
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.
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.
C. Meet with the team and stakeholders to address rework and rewrite stories as needed.
D. Cancel the current sprint, and meet with stakeholders to reassess the project's validity.
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 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.
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 throughout 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.
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