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What should a scrum master do when an agile team member is behind on their tasks?. Ask the team for suggestions. Move the tasks to another team member who has spare capacity in the sprint. Hold a one-on-one meeting to encourage the team member to meet task commitments. Inform key stakeholders.

In a scrum team, who should be responsible for the budget and release plans?. The scrum master assigns someone on the team to handle the budget, and the product owner is responsible for release plans. The finance department is responsible for budget, and the product owner is responsible for release plans. The scrum team as a whole, as they are self-organizing and share accountability. The product owner is responsible for both the budget and the release plans.

A new agile team is forming to address a high-priority project. Team members are dispersed over a wide geographic area. The scrum master and the team are currently defining their working agreement. What should be part of the working agreement for a dispersed team?. Identify support needed from external vendors to assist dispersed team members. Meet face to face at regular intervals to enhance shared understanding. Designate one person to communicate with all team members working at different locations. Define what project work can be done by dispersed team members.

A team is building a product in three-week iterations. During the last retrospective, it was identified that there was a 20 percent increase from previous iterations in the number of reported defects and change requests. Since this is causing the product's value to decrease, what should the team do?. Reevaluate the duration of the cycles, as faster cycles may allow for earlier detection of defects. Run a sprint to clear all reported defects before taking new stories. Change the control mechanism so that items are better tested before delivery. Increase the opportunities to confirm common understanding with the client.

A team member has asked a question about the responsibilities of the product manager, QA, and the team regarding quality. What should the agile project manager advise?. The entire team is responsible for quality and each team member is accountable for ensuring the success of every component. The entire team is responsible for quality, but each team member's role may vary as stated in the definition of done (DoD). The entire team is responsible for quality and QA is responsible for surprises, gaps, and other intricacies that may have been overlooked. Quality is the responsibility of the entire team, and the product manager defines the functionality from end to end.

A project's product owner asks the scrum master to facilitate the estimation activity. The scrum master then meets with the team and the product owner to clarify the user stories. Following the meeting, the team assembles and provides individual user-story estimates. What technique did the team use?. Lessons learned. Wideband Delphi. Formal point counting. Planning poker.

After some iterations, the agile practitioner observes that the team is self-organizing in small knowledge silos. Which action should be taken regarding the team's behavior?. Raise the concern to upper management. Establish rules for the team to avoid this situation. Reorganize the team aiming to force the behaviors. Advise the team of the risks and invite them to change.

In a project, the customer asks for a requirement that clearly deviates from the contract terms. How should the contractor react?. Proceed with the work only after the contract is amended. Discuss the value of the change for the project with the customer. Evaluate effort and impact and ask for steering committee and shareholder approval. Stick with the contract terms and agree to review the requirement if time allows.

During team meetings, the team often struggles with making decisions about their technical approach. What should be done to improve the quality and timeliness of decisions?. Work with the team to improve collaboration by fostering group decision making and conflict resolution techniques. Promote team discussion but give the product owner the ultimate decision making authority. Assign individual team members as decision owners for each key decision to avoid conflict. Identify team members that demonstrate servant leadership qualities to facilitate discussion and make decisions.

In a planning meeting, the client does not have a clear understanding of the most beneficial features of a project, because there are too many stakeholders with different requirements. How should the project manager approach this project?. Define all requirements so value can be added by delivering a high-level plan at the initiation phase. Suggest the product owner prioritize the work items by feature to maximize value. Ask the customer to define the requirements of all stakeholders and select the most valuable features. Ensure the client has a clear idea about the features and end product before the project starts.

Why is stakeholder engagement important for project success?. To participate in establishing a shared vision as a member of the team. To provide the acceptance criteria for the delivered items. To propose implementation methods to the development team. To evaluate the performance of the development team.

On a complex project with a large degree of uncertainty, the team’s velocity is declining. Upon testing, it is discovered that many of the work items reported as complete are not meeting the stakeholders requirements. Which of the following could help resolve the incomplete work?. Conduct a spike so that the team can focus on defect repair without the distraction of new work items. Create a burndown chart to ensure the team understands the variance between the current and target velocity. Work with the product owner to reduce the complexity of the work so that the team can improve quality. Work with the team to ensure that acceptance criteria is being properly defined and understood.

What is the risk of using agile in a distributed team?. Frequent integration of work produced. Lack of shared knowledge of user stories. Need for more locations to learn agile. Unclear team structure.

The team is aware that they will need to integrate a new component to their solution in the next few weeks. The team does not have any experience with this component. What should the team do next?. Ask for a team extension so that an engineer with the needed experience can be added to the team. Suggest that the product owner perform the initial investigation and present the outcome to the team. Request that the product owner include a spike in the next iteration's backlog so they can perform an initial investigation. Propose alternative components with which the team has experience.

A global organization is migrating its IT infrastructure from traditional, physical assets to cloud-based assets. Agile concepts are new to the organization because it currently uses a predictive approach. What should an agile coach do to facilitate a culture change to an agile approach?. Develop and distribute a high-level summary of how agile offers greater benefit than predictive to mid-level managers and let them decide if it should be distributed to lower-level workers. Develop and distribute a high-level summary of competing vendors' product alignment and agile project execution to the product owner for approval. Develop and distribute a high-level summary of how agile offers greater benefits than predictive to all members of organization. Develop and distribute a high-level summary of how agile offers greater benefits than predictive to the organization's executive directors, and if executive directors agree with the summary, distribute it organization-wide.

Which statement describes the purpose of a burndown chart?. Kanban projects use burndown charts to ensure that work-in-progress (WIP) limitations are not exceeded. Scrum projects use burndown charts to visually manage how stories progress through the workflow and make bottlenecks and work quantities visible. Kanban projects use burndown charts to report on the amount of defects remaining after each iteration to ensure high quality at project completion. Some iteration-based projects use burndown charts to view project progress over time by mapping actual performance against planned performance.

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?. Facilitate by providing directions to the team about how they can get back on track. Request key stakeholders to extend the sprint to enable the team to complete their tasks on time. Ask the customers to help the team complete the testing on time to be able to finish their tasks on time. 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?. Standup meeting. Retrospective meeting. Demo of the new features to energize the team. 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?. Add a task to the product backlog to allow the team time to investigate and experiment prior to estimating. Add a task to the product backlog to allow the team to apply a wideband Delphi estimation technique. Add a task to the product backlog to allow the team to apply planning poker to estimate the effort. 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?. Engage the project stakeholders to assess the best practices to apply and plan the deliverables before implementation. Recommend an agile delivery approach and provide information to the stakeholders on agile values and principles. Educate the team about scrum and ensure that all members are aligned to the roles required. Consult executive leadership for the most appropriate method for delivery using existing organizational practices.

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?. Based on value to the organization, the project manager should decide what can be included or not in the final requirements. The customer is the end user of the product and should have the authority to decide about the product requirements. The project manager should discuss the requirements with the customer alone so that the team can deliver the prioritized requirements. Encourage self-organization by communicating the importance of a collaborative approach in decision making about the requirements.

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?. Ask the team members' functional managers for guidance on how to group the team members. Observe which team members are comfortable working together, then assign accordingly. Ensure that members begin to self-organize as small teams with efficiently distributed skills. Assign team members to their respective teams based on the skills known to the scrum master.

A key stakeholder feels they do not understand the project at a comprehensive level. What should the agile practitioner do?. Send daily status emails to let stakeholders know what progress is being made. Invite stakeholders to attend daily Scrum meetings to get feedback. Share information via interactive methods such as a brainstorming session. Build the feature backlog and then solicit stakeholder feedback.

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?. Create a RACI chart (responsible, accountable, consulted, informed) that identifies who is accountable for each risk. Create a Gantt chart that includes slack to accommodate for unknowns. Create a communications management plan that details who is responsible for communicating risks. Create a risk burndown chart showing the reduction of risks over time.

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?. Team members are sending more emails to the team. The duration of feedback cycles has increased. The velocity has increased by having the new team work on items. 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?. Inform the stakeholder that all updates are provided in the sprint review sessions and encourage them to attend. Create and update bi-weekly project status reports for the stakeholder who requested the report. Escalate this to the stakeholder's supervisor because this is an unreasonable request. Ignore the stakeholder's request and continue working on the project as they have been for the past six weeks.

The project lead of a newly created agile project delivery team realizes that there are gaps in the knowledge of some team members. The lack of specific skills will add risk to the project delivery if the project becomes too dependent on specific resources for complete delivery. What should the project lead do to address the gaps and develop a high-performing team?. Ask each team member to document their solutions extensively in a knowledge repository for knowledge exchange between the team. Pair team members and ensure review of technical deliverables by partners in each sprint before integration of the solution. Create an environment of continued learning by providing opportunities for team members to develop their skills as generalized specialists. Replace the team members with highly qualified individuals that have experience in the specific technologies required for completing delivery.

Stakeholders are unhappy because they have not been consulted on a user interface (UI) for a project that will have a significant impact on end users once it is launched. How should this situation be handled?. The agile team should engage stakeholders regarding the proposed designs and ensure that sufficient engagement occurs throughout the project in an adaptive way. The agile practitioner should inform the stakeholders that the UI has already been approved by the project team and the project sponsor, so the team is committed to staying the course. All stakeholders should go through the approved project charter and the business requirements document to reduce the number of late changes or requests. The stakeholders should contact the project sponsor to get the project halted until new requirements are agreed upon.

A client has provided their requirements and deadline to the project team. The requirements are confusing, and the team is frustrated. What should the team's servant leader do?. Try to motivate the team by recounting examples of their past successes. Ask the team to find user stories from similar projects for this customer. Ask the team to restate the requirements and review them with the client. Ask the team to develop user stories and build deliverables based on the requirements.

During an agile team retrospective, some junior team members discussed an approach that could improve the overall team performance. How should the agile practitioner handle the recommendation?. Record the suggestion to be considered for future projects. Invite the team to evaluate the suggestion and measure the effectiveness of the implementation. Let the product owner consider the proposal and decide whether to adopt the suggested practice. Let the team’s senior members decide whether to adopt the suggested practice.

A new Scrum team is struggling with the various ceremonies of Scrum. Among other things, the product owner and stakeholders find the technical architecture and design presentations during sprint reviews less than informative. What should the team do?. Refocus the sprint review meetings to demonstrate working software and seek feedback on the product. Reach out to other, more experienced teams to seek input as to how to present the technical details in a more informative manner. Explain the importance of the technical architecture and design presentations and improve the presentation format. Invite technical managers and architects who will be a more appropriate audience to their sprint reviews.

Two team members are working together to deliver an asset management tool. The code delivered by team member A during this sprint is not aligning with the specifications written by team member B. Both team members do not seem to agree on the look and feel of some functionality. What should the scrum master do in this situation?. Understand the root cause of this issue and recommend discussing their differences to find common ground. Hold a team meeting to discuss these issues and help direct the whole team on how to proceed further. Let the two team members resolve the conflict on their own. Ask their functional manager to intervene and resolve the issue.

An agile team is continuously interrupted by stakeholders wanting to ask product backlog questions. Distractions can have a negative impact on value delivery and quality. Who is responsible for protecting against distractions?. Product owner. Project manager. Agile leader. Developers.

An organization is shifting to an agile delivery methodology. An agile project manager has been assigned to the transformation project. What should the agile project manager do to ensure a high level of adoption?. Focus on not just the "what," but also the "how" of delivering projects. Ensure that there is buy-in from senior management to adopt agile. Identify strong product owners to ensure project teams are delivering value. Train the team on the fundamentals of the agile mindset and principles.

An agile team is struggling to achieve their goal during the first release due to an unstable environment beyond the authority of the product owner. Close to the end of the current sprint, the release manager resigns and a new person takes over. What should the scrum master do?. Report the issue to the product owner and request help. Let the new release manager participate in the daily standup. Invite the new release manager to the sprint demo and ask for help. Send a status report to the release manager, highlighting the issue.

A customer has given a project team several requests for new features on a product. The customer is upset that the requests have been placed in the backlog and are not currently being worked on by the team. What should the team do next?. Review the feature requests and reject the most complex ones. Organize the feature requests from simple to complex. Prioritize the requests for the next sprint. Turn the requests into user stories and prioritize them.

An agile practitioner is in the process of refining requirements. The requirements keep changing based upon with whom the agile practitioner speaks. What should the agile practitioner do in this situation?. Ask the scrum master to help reduce the rate of change. Work with the agile coach to document the requirements in a collaborative way. Work with the stakeholder directly rather than go through different layers of people. Work with the development team to confirm the requirements.

An agile team is having a meeting with a customer to formulate the product requirements for the next iteration. The outcome of the meeting is a set of clear and detailed requirements. What should the team do next?. Run automated tests on the legacy functionality. Ask the customer to write tests that will be used to know when a story has been correctly developed. Start coding on the selected user stories to meet the requirements. Write tests that will be used to know when a story has been correctly developed.

A Kanban team is struggling to prioritize and determine which tasks to handle first according to value. What should the team do to improve this situation?. Involve their product owner. Review their work in progress (WIP) limits. Use class of service. Measure their lead time.

The product owner is very concerned about work not being completed and tested before a hard release date. What can the agile team do to mitigate this risk?. High-risk features can be prioritized to fit into releases with less work in progress. Low-risk, low-value features can be prioritized and completed first. High-risk, low-value features can be evaluated by the team early in the release. The work in progress can be adjusted to get more reviews with high-risk features.