PMI-ACP_201_240

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

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

Stakeholders have conflicting requirements, and the product owner is struggling to decide which user stories to write. What should the product owner do?. Ask the agile practitioner to help write the user stories. Ask the agile team to facilitate a story-writing workshop. Ask subject matter experts (SMEs) to help write the user stories. Ask the agile practitioner to facilitate a story-writing workshop.

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?. Teach the team how to work comfortably in chaos. Provide strong facilitation and conflict-resolution guidance. Allow the team to resolve issues on their own. Observe each team member and advise them on team relationships.

Several new stakeholders are concerned about being asked to review a product demo before it is complete. How should the agile coach explain to the stakeholders the value of working this way?. The product owner may act as the stakeholders' proxy at the demo and that the stakeholders do not need to be directly involved with the team. The demo will show whether or not the team understands the level of effort required to complete the project. The stakeholders will learn whether or not the implementation has worked by getting immediate feedback so they can correct their assumptions for the next sprint. The stakeholders will be better positioned to evaluate whether or not the resources expended by the organization are worthwhile.

Which agile practice would most significantly increase a team's velocity?. Daily standups. Iteration and release planning. Training in areas of weakness. Iteration retrospectives.

A large project team is assigned to a complex technical project with many interdependent epics. The team starts to experience problems in the second sprint as the technical leads are independently unable to determine the needed solutions. What should the project lead do to help the team?. Coordinate a collaboration session so all the team members are involved in the solution process. Plan a minimum viable product (MVP) in collaboration with the product owner to reduce technical complexity and move issues to the next release. Provide training for all team members to enable higher technical skills and the ability to resolve complex issues. Hire external consultants to advise on solution options and train team members in any technical gaps.

A key resource is switching between projects to obtain more visibility and acclaim. However, project work has grown and become a burden. What should the agile project leader do?. Add more resources to projects to ensure work sharing. Encourage the resource to undergo time management training. Ask management to ensure that the resource is available to only one project at a time. Allow the resource to continue switching between projects to deliver high customer value.

A new project is scheduled to begin next month. The project manager has had plenty of time to review and plan all the activities and has adopted the best approach for the project and the organization. Which action did the project manager most likely take when choosing the approach?. They most likely used a process that was successfully used for other projects; what has worked before is less likely to fail. They most likely discussed the best approach for this project with the team and will adapt and tailor the approach periodically by reviewing and verifying the scope with the customer. They most likely requested an increase in the management reserve; this will help the project manager to be more flexible during change requests and risk response activities. They most likely implemented a predictive approach; this approach might limit the freedom of making changes but secures the project from unknown risks.

The coach on a new agile team notices that one team member is influencing most of the team's decisions. What should the coach do?. Replace the team member with a more collaborative individual. Permit the team member to continue influencing because agile teams are self-organizing. Ask probing questions to other team members to encourage dissenting viewpoints. Intervene if the team's velocity drops.

Halfway through the execution of an agile project, a retrospective meeting is held. One of the team members believes that the actual time and cost to complete the work has consistently been greater than what was originally estimated. Which of the following activities should be performed next?. The product owner should reduce the scope of the project so that the items delivering the highest business value can be completed. The team should perform a spike to conduct research on their technical solutions and prove their viability. The team should consolidate small stories into larger ones so that there are less work items to be estimated. The team should reevaluate time and cost estimates to reflect the latest understanding of the work effort.

When considering impact on a project, to whom should an agile project manager give top priority on the stakeholder list?. The stakeholder who can prevent the project from delivering within budget. The stakeholder who can prevent the project from achieving its goals. The stakeholder who can delay the project. The stakeholder who can work as a friend and help prepare the stakeholder list.

In companies where decision making is driven by data analytics and unknown variables are addressed, what advantages does agile project execution offer over a predictive approach?. A formalized agile approach offers controlled flexibility in dealing with unknown variables in a manner that adds business value. Agile is focused only on digital transformation project management, whereas a predictive approach focuses on traditional "brick and mortar" projects. The agile formal change management system is better able to deal with unknown variables. Agile is relativity new; therefore, it is inherently more aligned with data-analytic-based efforts.

A member of a cross-functional project team is not able to attend regular status meetings and provide progress updates, which is impacting the productivity of the entire team. What should the product owner do to improve productivity?. Discuss the issue to reduce the backlog based on decreased productivity of the team. Collect updates from each team member before the meeting and share them with all members. Ask the team member to update daily progress on the information radiators. Change the team velocity to show positive progress in shared information radiators.

An agile leader has been assigned to a project that involves significant technical complexity. What should the agile leader do to set the project up for success?. Address this impediment by obtaining suitable training for the team. Address the risks resulting from complexity within sprint zero. Facilitate team brainstorming of the risks resulting from complexity for the risk register. Motivate the team to try new technical approaches.

During an iteration, an urgent customer request for support reaches the team. If they work on it, the team's commitments in this iteration are at risk. What should the team do next?. Work overtime to meet the customer request and the iteration commitments. Ask another team that is less busy to handle the situation. Work with the product owner to assess the impact for reprioritization. Work on the customer request in the next iteration as a top priority.

What information should a project team include in an extended stakeholder report to ensure that all current and future stakeholders are aware of the frequent updates?. Team capacity and competence profiles. A list of tools used for implementation. A list of open technical issues. Up-to-date project radiators.

A project team has a senior subject matter expert (SME) who is comfortable with data integration. The SME is not inclined to perform regression testing because the SME feels that performing regression testing is more of a junior duty. What should the scrum master do?. Explain to the SME the importance of being a team player, that the tasks are assigned by the scrum master, and work should not be refused. Acknowledge that the SME has a valid point from an efficiency point of view and will perform better staying as a specialist. Leverage a separate testing team altogether to assist with all testing to ensure consistent results. Explain to the team the importance of reducing team size by reducing specializations and bottlenecks and that every team member plays an equal part.

A new agile project leader habitually becomes involved in the work from a support perspective and uses information radiators to ensure that all actions to remove impediments are visible to the team. What is the agile project leader doing?. Practicing the servant leadership style of working with an agile team. Building a collaborative teamwork culture. Following a participatory decision-making model. Adopting the practice of receiving feedback that will facilitate team improvement.

A product owner has various items in a product backlog and does not know how to prioritize them. How should the agile practitioner coach the product owner?. Sort the stories in the backlog by descending story points and release the stories at the top of the list equal to the team's velocity. Prioritize the most valuable product features in the backlog first. Determine the features with the highest risk and release those first. Determine which features comprise the smallest feature set that could be successful in the market and establish viability of the product.

At an iteration review, the product owner indicated that the work delivered did not meet expectations. The project team is surprised. How should this situation have been prevented?. The team should have reviewed the definition of done prior to the iteration review. The testers should have ensured that test cases accurately reflected the product owner's expectations. The team should have conducted more demonstrations with the product owner during the iteration. The product owner should have provided clearer explanations during the planning meeting.

A company has decided to use an agile delivery method for launching a new product to improve the customer checkout experience. How should the project manager ensure the experienced predictive delivery teams are capable of adopting the agile model?. Assign agile roles within the team and conduct training for each role to provide understanding of the agile methodology. Organize training and development workshops to help all stakeholders to form a shared understanding of agile practices. Plan a transformation to agile delivery methods for senior leadership before starting project implementation. Apply only agile methods and practices for specific deliverables of the work and assign this work to experienced agile team members.

The team is derailed by a demand from a senior manager unrelated to the project. How does the agile coach help the team?. By coaching the team to outperform previous velocity. By coaching the team to adhere to expectations set by the scrum master. By encouraging overestimation to increase velocity. By advising the team to remain committed and focused on project goals.

After conducting the second retrospective with project stakeholders, the customer expresses frustration. The customer wants a more predictable roadmap for the delivery of features and functionalities. How should the project manager respond to the customer?. Explain to the customer that an agile approach requires re-prioritization at the beginning of each sprint, so it is not possible to provide a roadmap. Ask the customer to develop a roadmap the team can follow for future delivery. Work with the customer to understand which user stories will deliver the best business value, re-prioritize the backlog, and share it with the customer to provide release plans. Work with the product owner to develop a tentative roadmap for the customer but explain that it is always subject to change.

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?. Organize onsite backlog-refinement workshops to ensure common understanding. Set up weekly meetings where all team members will participate. Call an onsite meeting where ground rules will be discussed and agreed upon. Ask the product owner to prepare an onsite team-building activity.

To create the project vision, an agile team has scheduled an initial meeting with their customer representative. What should the team bring to this meeting?. A list of templates to be used to create the project vision. A list of project stakeholders and user stories. A checklist for future acceptance tests for project deliverables. A list of questions for the team and customer representative.

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

An agile coach is facing a dilemma: On one hand, there is a requirement that is vital and will consume all capacity of the team. On the other hand, there are some chore-related tasks that will improve the team's ability to produce results. The team insists on implementing these tasks since they will increase efficiency. What should the agile coach do?. Characterize chores as low priority since they do not add obvious value to the product. Delegate chore-related tasks to another team. Escalate the issue to the shareholders/steering committee. Get the product owner and team to meet to prioritize the work.

During the fourth sprint retrospective for an IT project, the team members develop a series of actions to improve problem solving in the next sprint. However, many team members are concerned that these actions will not be implemented, since there was no follow-up from the last retrospective meeting. What should the scrum master do to improve team commitment to the recommendations from the retrospective meeting?. Lead the team and help them to constantly improve the processes in the project. Be aggressive when working with the team to identify the root cause of the problems. Ensure each team member follows through all the improvement actions. Perform as a servant leader and let the team resolve the impediments of the project themselves.

The productivity of an agile team has fallen significantly in the last sprint. The team members have not mentioned any impediments but seem to be fatigued. What should the agile practitioner do?. Discuss the issue with the team at the next daily standup meeting. Discuss the issue with the team at a special meeting for this purpose. Discuss the issue with the project stakeholders at a special meeting for this purpose. Discuss the issue with the team at the next project retrospective.

As a team completes their 21st sprint, new information reveals that a number of significant system integrations must be made to ensure the project scope is met. How should the project management plan be adjusted?. Holistically at the project level. At the end of each sprint. At a sprint level after each demo. Periodically, at both the release and project level.

A software development team is working in an environment in which increased competition, demanding customer expectations, and new technological developments pose significant challenges. How should the team plan improvements to their product?. Follow the project schedule created at the start of the project. Hold regular retrospectives and have team members commit to specific actions. Allow team members to choose improvement items and trust their judgment. Encourage team members to write code that is tightly coupled together.

During a sprint demo, a business representative identifies missing requirements. The agile practitioner realizes that all key stakeholders were not included during requirements detailing. What should the agile practitioner have done to avoid the situation?. Included the stakeholders in the project planning meeting. Organized an earlier demo to solicit business feedback. Ensured all business leaders signed off on requirements. Engaged key stakeholders periodically to collect requirements.

The lead developer informed the team that they have learned of some possible integration challenges in creating customer dashboards using the architecture the team has chosen. What should an agile practitioner do?. Conduct an architectural spike immediately to decide how the functionality will be determined. Work with the product owner to avoid the risk by determining if their requirements could be met with reporting or a similar functionality. Continue the priority defined by the product owner on the backlog for the functionality they determined to be the highest priority. Identify this as a risk, decide on the response, and prioritize spike to determine the solution on the product backlog.

Several potential risks have been identified for a new project that started last month. The project manager is worried that the team is not fully aware of these potential threats. What should the project manager do?. Mention the risks during the daily standups and ensure all agreed-upon response actions are discussed by the team. Remind the team daily about the threats and request a response regarding which risks have been identified and resolved. Arrange weekly meetings and invite the project sponsor to discuss the importance of the project with the team. Create a space on the board to prioritize the threats, along with an update on the actions that are in progress and what still needs to be done.

Management decides to set up a new project to exploit an emergent market opportunity. Management suggests using an agile approach that is currently working for another project. What should the agile leader do next?. Conduct a workshop for all key stakeholders to analyze the case and decide on the proper approach. Suggest an approach that was successful in a previous project. Accept the manager's suggestion and avoid unnecessary conflicts and delays. Work with the team to analyze the market opportunity and create a tailored agile approach if needed.

A project was delivered in a foreign country for a big customer, but there are a lot of complaints about the way the functionality was implemented. Now there is a new project to fix the defects of the first one. What strategy should be used to deliver it successfully?. Talk with the old project manager to learn about the problems they encountered and the lessons learned. Suggest organizing a meeting in order to analyze the situation and work to find a strategy. Analyze all defects and change requests carefully to understand their root causes and act accordingly. Suggest an iterative approach including timely engagement of all key stakeholders and hold regular review meetings.

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?. Emotional intelligence. Two-way communication. Bipartisan agreement. Reciprocal communication.

A project team member expresses frustration about the length of time it takes to make decisions for a complex project. Approvals needs to happen at many levels in the company. What should the team lead do to improve decision quality and reduce the time required to make decisions?. Make sure the project owner is fully embedded into the project team so that they are readily available to make quick decisions. Establish collaborative behaviors among all members of the organization through a group decision-making process. Ensure all decisions are routed as quickly as possible to the project sponsor and have the rules of engagement visibly posted. Reduce the number of required approvals and expand the decision-control limits to the scrum master.

An agile practitioner notices that a project is increasing open defect counts after every subsequent iteration. What should the agile practitioner do?. Create an issue on the backlog to investigate the root cause and assign a team resource to resolve the issue immediately. Request increased velocity from the development team to clear off some defects and stay on track with the current iteration’s work. Ask the team to determine how to adapt to this increase in the next retrospective. Stop work on in-progress user stories to clear defects from the product owner and increase velocity on defect resolution.