PMI-ACP_241_280

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?. Provide feedback for completed user stories. Define how the features will be implemented. Tell the team which features to include in the backlog. Write acceptance criteria for the user stories.

Several team members have complained to senior management about their scrum master's processes. What should the scrum master do to address the team's process concerns?. Include senior management in the process decisions. Communicate the processes and expectations to the team. Conduct retrospectives at the end of every sprint. Include process feedback in the next sprint planning session.

A customer has difficulty explaining how the highest priority feature will work. What should the agile project manager do?. Create a time-boxed spike story to reduce the technical risk of the feature. Commence an iteration 0 for the customer and the team to investigate the feature. Facilitate the decomposition of the feature epic into more manageable user stories. Facilitate a just-in-time exploration of the functionality by the customer and the team.

During a review close to a product release, the customer spotted several features that will need to be changed. What caused this to happen?. Reduced or improper customer collaboration. Reduced or improper product knowledge by the development team. Reduced or improper release planning. Reduced or improper product specification.

An organization wants to execute a corporate website redesign project using Scrum. There is an experienced pool of agile team members from a previous project, as well as a pool of available internal team members with some Scrum background. What should be considered when selecting the team?. Review any reports of conflict between each of the team members over the last two years, and select only those with a track record of working well together. Ensure there is a balanced mix of people who are experts and members with broad experience based on the work to be performed and determine training needs. Ensure that none of the team members are geographically dispersed so that all team members can be colocated. Review each team member's contributions to the velocity of their previous projects and select the highest performers.

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

During a project's last iteration, an agile team struggled with a feature's delivery due to the lack of a required skill. The project has already incurred a five-day delay. A further delay of at least 10 days is anticipated. What should the agile project leader have done to avoid this situation?. Provided just-in-time training of the required skill to specific team members. Lowered the feature's priority until a team member acquired the skill to build it. Assigned the feature to another agile team that had members with the required skills. Ensured that the team was comprised of cross-functional, generalized specialists.

A project team is currently working on sprint seven of a release that is estimated to require twelve sprints to complete. The team has reviewed the stories for this sprint and discovered that it will require rework from previous sprints. What should the scrum master do?. Ask the product owner to revisit the scope of the release and revise it so that the team can keep the current commitment schedule. Ask the team to find a workaround so that they can continue with the current project management plan. Advise the team to continue working on the sprints as the release plan has been set. Ask the team to estimate the amount of rework needed so that adjustments can be made to both the project and release plan.

While working on a sprint for a software development project, the team is unsure of how the feature should be designed. The project sponsor recommends developing a prototype of the user interface to discover more about this feature. Why is the project sponsor making this suggestion?. The information gathered will help the team improve the allocation of resources in developing the most important features. The project sponsor believes that the agile team is not adding in the most important features during this sprint. The users can help the team understand if the feature adds value, avoiding the risk of building the wrong product. The users will start using the software sooner, and the team can start working on the next iteration.

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?. Estimating story points by comparing them to similar, past features. Estimating stories by placing them in buckets. Using the number of dots for votes to estimate story points. Estimating the relative size of stories by using story points.

A team is preparing to demonstrate new product capabilities to a leadership team. The demonstration will show working software and a listing of the projected value of the capabilities. What should the team do to ensure the demonstration is successful?. Provide an understanding of business value and customer feedback. Align with stakeholder expectations and releasable product increments. Show self-management and tailoring processes for continuous improvement. Provide collaboration and knowledge sharing of product increments.

When working on a new product, what should an agile team do to ensure alignment with external stakeholders?. Hold a kick-off meeting to assign roles. Review the project vision statement. Ask the product owner for a detailed product-specification document. Work with the scrum master to ensure that agile principles are followed.

On an agile project, it is important to identify and engage business stakeholders throughout the project and to ensure the team understands the stakeholders' business needs. Which option supports this idea?. A project charter should be established and reviewed throughout the project life cycle to ensure the accurate documentation of stakeholders’ interests and expectations. A product backlog should be created to list the project requirements from all of the project stakeholders. An Agile Manifesto should be created to document the project stakeholders, their desired outcomes, and identified risks. A user story should be created for all key stakeholders to list their individual business objectives and needs.

A high-profile project team is struggling to meet planned velocity. During a retrospective, the team agreed that their lack of experience in the technology resulted in an excess of rework. What should be done to resolve this challenge?. Increase the duration of iterations to minimize the frequency of priority changes that are distracting the team. Reduce the duration of iterations so that the product owner can reprioritize work to ensure business value alignment. Increase the level of effort in testing to ensure that all defects are identified and properly documented so they can be resolved before the end of the iteration. Implement a spike to enhance creativity by experimenting with new techniques and process ideas in order to discover more efficient and effective ways of working.

During a retrospective, the team agrees that they have limited competence in using a newly introduced tool. What should the team do?. Explore options for increasing knowledge in the next iteration’s backlog. Experiment with the tool's usage by adding extra tasks in the current iteration. Propose alternative tools that the team is more competent using. Ask a tool expert to join the team and perform the relevant work.

The agile lead is told by executive leadership that the team needs to work faster because the release date has been moved up three months. The agile lead communicates the updated timeline to the team. One of the junior team members objects and feels the timeline is unrealistic. What should the junior team member do?. Speak to the agile lead about the concerns. Follow the agile lead's instructions. Increase the time worked to meet objectives. Speak to all team members about the concerns.

After performing three sprints, the product owner and sponsor request an accurate schedule indicating when all releases will be delivered. What should the agile practitioner do?. Calculate velocity based on completed sprints and triangulate the remaining work on the backlog to commit to an accurate schedule. Decompose the product backlog into user stories with tasks/acceptance criteria and estimate to commit to an accurate schedule. Use analogous estimating techniques based on projects with a similar velocity. Provide a delivery range based on the team's estimated velocity.

A software project is being implemented by a small, colocated team. What should the project manager do to keep the team focused and engaged with the high level of requirements?. Arrange afternoon touchpoints where the team can discuss what they have done during the day. Request that the project sponsor is present during daily standups to increase commitment from the team. Send out daily activity tasks to each member of the team, mitigating the risk of tasks being forgotten. Make use of a kanban board so that the team will have a clear view of the work in progress (WIP) for the release.

An agile team is having difficulties in obtaining the participation of a true user to be a part of their team. In the absence of a true user, the development manager steps in to act as a proxy for the user. What can the agile team do to improve value delivery in the absence of a true user?. Improve the velocity of each iteration. Add a variety of skilled programmers and expert testers to the team. Reduce the length of each iteration. Add a variety of users, such as business analysts and domain experts, to the team.

A project has several features that will deliver immediate customer value. The product owner needs to determine which features to include in the upcoming iteration. What should the product owner have the customer review and approve?. Work breakdown structure (WBS). Description of all features' functions and an estimate of their cost. Priority list of desired features and functions. Comprehensive schedule of immediate deliverables.

An agile coach is working with a team that serves clients making product requests by phone. During a daily commitment and replanning meeting, a team member states that they were unable to resolve a client request because they lacked sufficient product knowledge. What should the agile coach do?. Facilitate a team discussion to identify knowledge gaps and determine the best way to address them. Ask the line manager to assign the team member with the required technical knowledge. Meet with the team member's line manager to discuss their development plan. Provide the team member with training in any lacking areas.

During the advanced stages of implementing a complex design, an agile practitioner realizes that the architecture is not scalable for user requirements. The architect suggests a workaround that is minimally adequate but may cause some performance issues. What should the agile practitioner do?. Tell the team that this is unacceptable for the upcoming project. Implement the workaround since performance issues can be addressed in the next iteration. Calculate the cost of redoing the architecture and seek management approval. Brainstorm with the team to identify a solution.

An executive notices a kanban board in a highly visible location and expresses concerns to the project manager that too many people will see it. What should the project manager do?. Cover up the kanban board every time the project team is not actively updating it. Demonstrate how the kanban board is necessary for assigning proper ownership for the work that has been done. Explain that the kanban board enables the team to complete the work and increases transparency on work that is not done. Remove the kanban board immediately and place it in a location where it is not visible.

During refinement, the team tester has a question about part of the acceptance criteria for a given user story. Who should clarify the acceptance criteria?. The sponsor, since they understand the business value. The scrum master, since they coordinate with the team and define the acceptance criteria. The product owner, since their vision is the basis for the acceptance criteria. The developer, since they write the code that would be tested.

A new stakeholder has recently joined a project. During a meeting with the scrum master, the new stakeholder tries to understand the status of the project and the remaining tasks for completion. How should the scrum master inform the new stakeholder?. Show the stakeholder the latest release breakdown for the project. Invite the stakeholder to attend the next sprint review meeting. Show the stakeholder the progress radiators for the project. Invite the stakeholder to attend the next sprint planning meeting.

An agile leader notices that a team member is becoming very quiet and disengaged in meetings. What should the agile leader do to identify team members' personalities and motivators?. Use the DISC framework with each team member. Use MoSCoW ratings to keep people engaged. Hire a SAFe coach to provide encouragement. Employ BDUF to help with providing structure to meetings.

A project team developer has been involved in a large corporate initiative that has negatively impacted team productivity on another project to which they have been assigned. How should the developer have handled this situation?. Worked as planned to meet the team's commitments and participated in other events as time permitted. Worked extensively on the corporate initiative in order to inform the team of that effort. Asked to be relieved of project tasks to maintain team velocity. Have not participated in any initiative that could take focus away from the team’s project and goals.

Part way through a project, several team members are in conflict over whether or not a deliverable has been properly completed. How should the agile leader reduce this conflict?. Facilitate team agreement on the definition of done (DoD) during the chartering process. Motivate the team during Tuckman's "storming" phase. Ensure the product owner is grooming the backlog so user stories are clearly written. Ensure epics are broken down into smaller user stories for clarity.

Project stakeholders are finding it difficult to know the real-time status of who has been assigned to various stories and the status of each work item. Which of the following should the agile project manager do?. Use an information radiator to help increase the transparency of work for key stakeholders. Send status updates whenever the stakeholders request them. Hold Scrum meetings more frequently to ensure stakeholders are well informed. Instruct the team to focus on their own assignments rather than the work of others.

A team member has made a mistake on a project. How should the scrum master address the mistake?. Encourage all team members to follow existing processes. Require team members to complete a peer review of work and deliverables. Facilitate a retrospective to identify areas of improvement. Reward those who have the lowest occurrences of mistakes.

For what is the MoSCoW method used?. Estimating story size. Prioritizing stories. Validating a product. Tracking progress.

During a retrospective, a team member claims that a specific set of documentation that is continuously updated during iterations is not being used by any stakeholder. What should the team do?. Continue updating the documentation but initiate an analysis to identify its value and act on the findings. Stop updating the documentation since no one is using it. Continue updating the documentation since it is clearly required by the process. Stop updating the documentation and initiate an analysis to identify its value and act on the findings.

An agile team has started to worry because lately they have seen an increase in the number of issues. There seems to be a large variance in the quality of the work items delivered. The team now realizes that a shared understanding of quality may not exist among team members. What should the team do?. The team should move to test-driven development as defects are not being detected during testing. The team should account for the increased problems in their velocity forecasts since unexpected changes occur in agile projects. The team should discuss their definition of done (DoD) and make changes to ensure there is common understanding of the acceptance criteria. The team's agile project manager should facilitate the development of a new, detailed test procedure that all team members must follow.

One of the senior stakeholders on a project did not want to be engaged on a daily basis. During the iteration, the team encounters complexities but are convinced these issues can be resolved in time for the demo. What should the agile practitioner do?. Be transparent with all the stakeholders and make them aware of the issues encountered and the current project's status. Ensure the agile leader documents a risk in the risk register and communicates the risk to the project sponsor. Support the team's decision, and since the team is confident about being able to resolve the issues in time, do not raise the issues as risks with the stakeholders. Ask the product owner to make a decision as to whether or not all the stakeholders should be kept informed about the current project's status.

While planning, what prioritization factors need to be considered for a minimally marketable feature (MMF)?. How much risk is needed to develop an MMF. How much money the organization will earn or save by having the MMF. How many stakeholders are influencing the MMF. How much time does an organization need to develop an MMF.

A newly formed, colocated team is participating in daily standups, but is otherwise working largely as individual contributors. This has resulted in misalignment of activities. Planned velocity is being met. What should the agile practitioner do?. Plan activities that will require the team to work collaboratively on a regular basis. Set collaboration metrics and evaluate individuals against those metrics. Request that line management add more collaborative team members to the team. Allow the team to continue with no interference as activities are being met.

An agile team is struggling with an issue. A team member mentions that another team had a similar issue that was resolved, but lessons learned documents are unavailable. What should the agile practitioner do?. Suggest that all agile teams share weekly reports on their projects. Encourage the team to independently find a solution. Work with the team to create a solution for disseminating team knowledge throughout the company. Recommend hiring an external expert to advise on the best methods for sharing knowledge among teams.

Over the last two sprints, a number of potential problems have threatened the team's ability to hit the targeted release date. What should the agile practitioner do?. Deal with the issues in a retrospective if they ever come up again. Create a task board to track issues when they appear. Identify and monitor issues through a risk burndown chart. Create an issue log as an information radiator and monitor.

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 reengage the stakeholder?. Increase the frequency of emails and/or try to call the stakeholder. Remind the stakeholder of their obligation to engage in the project. Talk to the stakeholder's superior so they can offer coaching and guidance on project involvement. Set up a meeting with the stakeholder to modify the working agreement and ensure future engagement.

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?. Explain that agile principles mandate that there should be a contingency budget for agile projects. Request the team work overtime to get the work done on time and within the allocated budget. Encourage the product owner and team to analyze the impact of the changes and prioritize the backlog. Review the contract documentation with the customer to clarify the specific agreed upon budget amount.