PMI-ACP_121_160

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?. Invited end customers to attend the stand ups. Organized design review sessions with the customer to obtain sign-off. Held regular meetings with the product owner and project team to elicit detailed business requirements. Conducted frequent review meetings with the customer to continually enhance delivery effectiveness.

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

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

What should a team consider when calculating the effort needed to complete a product backlog?. The increase in velocity and cost. A buffer in the sprint to mitigate unexpected risks. Assigning extra points to each task to allow time for changes. Stories describing infrastructure tasks and analysis tasks.

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

Throughout the project, an agile practitioner notices that one team member is becoming an emergent leader. What should an agile practitioner do?. Present opportunities in order to be supportive and grow that team member's talents. Encourage the team member to fit in more with the established team norms. Bring this to management's attention so they don't disrupt the team. Ask team member to respect defined roles on the project to avoid confusion with the team.

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?. Estimate the project team's capacity. Determine how much work can be delivered. Calculate how much work will fit into the next iteration. Estimate items in the product backlog.

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?. Suggest pair programming during the retrospective. Ask the product owner to re-prioritize the user stories at the next retrospective. Re-estimate the story points with team members at the next iteration planning meeting. Assign less complex user stories to the inexperienced software engineer at the next iteration planning meeting.

How should a project leader manage stakeholder expectations in an agile project?. Establish a common vision and success criteria and involve all the stakeholders in the iteration reviews. Invite stakeholders for the iteration reviews but do not include new stakeholders which may limit project success. Involve all the stakeholders in iteration reviews but do not entertain all expectations of all stakeholders. Communicate issues to all stakeholders via email and only communicate risks to internal stakeholders.

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?. Shared vision statement and sprint goal. Release burnup chart. Velocity metrics. Iteration burndown chart.

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

During a project's last few sprints, an agile practitioner notices an increase in defects. A rootcause analysis indicates that a poor understanding of the requirements was caused by the inability of the product owner to communicate clearly. What should the agile practitioner do?. Inform the product owner's manager so that corrective action may be taken. Communicate this to the product owner, and offer to help facilitate discussion with the team. Encourage a team member to raise this during the retrospective to ensure that the product owner is aware. Escalate this issue to the sponsor so that corrective action may be taken.

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 throught the project?. Include security concerns on the agenda for every meeting. Request that a security expert be added to the team. Add security as a non-functional requirement to the risk register, and review regularly. Ensure that planning and prioritizing includes consideration of security requirements.

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

A project sponsor is upset that an enhancement will be unavailable until next year. What should the product owner do?. Accept responsibility for the product's delay. Ensure that the project sponsor's priorities are in the product backlog. Negotiate with the project sponsor for increased funding. Empower the project sponsor to manage the product backlog.

An agile practitioner notices that team members are disengaged. As a result, the team's velocity has decreased. What should the agile practitioner do to get the team back on track?. Escalate the issue to the project sponsor. Remove stories to increase velocity. Hold a standup to address the issue. Facilitate a team retrospective.

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

An agile team provides feedback that user stories include insufficient details to understand the requirements. What should the agile practitioner do?. Coach the product owner to update only the acceptance criteria. Instruct the agile team to fix the user stories during the next retrospective. Facilitate a user story workshop with the agile team. Inform the product owner's manager that the work items provide insufficient details.

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?. Work longer hours to complete more of the support backlog. Work support tickets in the order in which they were received. Place tickets on hold until the team completes an analysis of the backlog to identify and resolve systematic issues. Add members to the support team.

What should the agile practitioner know about tracking velocity?. A team with an average velocity of 50 is twice as efficient as a team with an average velocity of 25. A team with an average velocity of 50 is equally as efficient as a team with an average velocity of 25. A team that consistently meets its planned velocity is more efficient that a team that consistently exceeds its planned velocity. A team that consistently meets its planned velocity is less efficient than a team that constantly exceeds its planned velocity.

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

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?. Requested approval from the project sponsor. Undertaken a review of all requirements. Conducted an end-of-phase demonstration. Performed a retrospective to validate project deliverables.

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

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

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

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

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

A senior team member feels underutilized. What should the agile practitioner do?. Transfer the senior member to another team that will more fully utilize their skill set. Conduct a performance evaluation to determine whether or not this member is a team player. Encourage the project team to involve the senior member in more project activities. Ask the functional manager to determine the best course of action.

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?. Ask the product owner how upper management's comments can be redirected. Direct the developer team to ignore the phone calls and emails. Ask the product owner to enter the requests into the product backlog as high priority. Personally respond to upper management's phone calls and emails.

What estimation technique is an agile team using when collectively estimating the relative size of its stories using story points?. Parametric. One-to-one comparison. Affinity. Planning poker.

The product owner wants to build security firewalls into the product. How can the team members support this?. Add new security features to the backlog and prioritize. Execute a spike to research security features for the project. Ask questions to determine where and how the product owner wants to use product. Ask questions to determine if the product owner can define the desired level of security.

An agile practitioner becomes a Scrum Master on an established Scrum team. After introductions, what should the agile practitioner do?. Coach team members to improve functional specialties and increase overall velocity. Identify where team processes misalign with accepted Scrum practices. Facilitate the identification of problems or issues and help the team resolve them. Review the backlog to ensure that it is prioritized, refined, and properly tasked.

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

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?. Ask the team to conduct research to find a viable solution. Select a better technology for team implementation. Obtain customer input on their technology requirements. Consult the product owner about their non-functional requirements.

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?. Information radiators and wireframes. Information radiators and story maps. Process flows and personas. Personas and extreme characters.

Based on the chart, what is the current status of the iteration when comparing story points planned versus completed?. The iteration is in jeopardy. The team has removed scope. The iteration is ahead of schedule. The team's velocity is constant.

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

An agile team delivered a feature in the last iteration. The product owner, who missed the planning and review meetings, was dissatisfied with feature. The team conducted a retrospective and reviewed the user stories related it. What should the agile team do next?. Ensure that the product owner reviews the acceptance criteria for delivered user stories. Augment the quality assurance and continuous integration processes for delivery. Approach the relevant developers and testers regarding quality issues, in upcoming iterations. Ask the product owner to define the entire scope of delivery two to three iterations in advance.

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

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?. Continuing to track velocity allows functional managers to assess whether or not the team is performing at the desired rate. The trends will show how the team performs against other scrum teams in the organization. Tracking velocity will provide a baseline for the team to see how their continuous improvement efforts are working. Tracking velocity will document and communicate team health to the stakeholders.