PMI ACP 361-420

361. A project manager is working on an agile team. A team member mentions that risks threatening the release date of the current sprint are not being addressed. What should the project manager do to make sure team members are following up on risks?. A. Hold one daily coordination meeting to determine the reason team members are not following up on risks. B. Ask the team to review the executed tasks and follow up on the upcoming threats. C. Display the major risks, assumptions, issues, and dependencies (RAID) log visually to highlight the risk status. D. Create one sprint to update and follow up on major release risks.

362. A product owner is working on a special agile project for the automobile industry. The project team is responsible for all of the issues related to vehicle electronic control units. The team has observed a significant backlog of items in the “In progress' column (Refer to the kanban board). This accumulation is causing delays in task completion and impacting overall project timelines. The team operates in a dynamic environment where requirements frequently change, and stakeholders demand quick turnarounds. What should the project team adopt to address this issue and improve task flow, considering all the demands?. A. Increase the number of items allowed in the “In progress” column to accommodate the high volume of tasks and provide flexibility. B. Limit the work in progress (WIP) and implement strict policies to encourage team members to focus on completing existing tasks before starting new ones, ensuring a balanced workload. C. Move tasks to the “Done" column regardless of their completion status to give the appearance of progress and alleviate the pressure of the backlog. D. Add more team members with varying levels of expertise to handle the increased workload, aiming to accelerate task completion and reduce the backlog in the “In progress” column.

363. Iterations last between a couple of weeks to a couple of months, with a preference for the shorter time. What is the goal for each iteration?. A. Complete the assigned tasks. B. Deliver working software frequently. C. Demonstrate the software to the customer. D. Provide a high-level timeline.

364. Members of an agile team are complaining that user stories are too large, taking multiple sprints to complete them. They say this way of working is becoming difficult to handle and it has been challenging to map relationships between stories. This situation is affecting the value delivery for the product owner. What should the scrum master do to handle this situation?. A. Separate large user stories. B. Apply work-in-progress limits. C. Organize user stories into epics. D. Replace user stories into features.

365. An infrastructure team had to revamp so downstream channels could consume data from the data lake, thereby improving operational efficiency for the end customers. Which primary components should the product manager consider while plotting performance and dependencies on the product roadmap?. A. Product vision, business objectives, themes, timeframes, and disclaimers. B. Product improvements, resource management, risk management, and deadlines. C. Product goals, strategic objectives, major features, and release plans. D. Features, stages of development, technology and infrastructure, dependencies, and risks.

366. A product owner worked with the customer to define the success criteria for the launch of a new product in the manufacturing industry. The project team responsible for development is seeking guidance on what to develop first. Which two actions should the product owner take? (Choose two.). A. Work with the team to establish goals for the product at the beginning of each scheduled iteration. B. Send the team the latest version of the release plan so they can provide feedback. C. Invite the customer to the sprint planning meeting to explain what is deemed most critical to their business. D. Ensure all iteration goals are fully developed at the beginning of the project. E. Refine the product backlog and identify the Minimum Viable Product (MVP).

367. A diverse team can sometimes create misunderstandings and conflict, leading team members to isolate. How can an agile project manager promote effective communication and collaboration among team members with diverse backgrounds and perspectives?. A. Reduce emotions by emphasizing areas of agreement rather than areas of difference. B. Create a shared vision for the team and use techniques to increase empathy and positive interaction. C. Coach the team to focus on areas of agreement and the company's profitability. D. Confront the team and follow the formal procedures as described in the project management plan.

368. A development team is calculating the number of story points they have completed at the end of an iteration. Although quality assurance (QA) passed and successfully demonstrated one feature, it is not being included in the release package. Should the team add the feature's story points to their burndown chart?. A. Yes, because the story has been tested and accepted by the business as per the definition of done (DoD). B. Yes, because the development work is complete and quality assurance (QA) and release are external dependencies. C. No, any work that is not released cannot be considered complete as per the definition of done (DoD). D. No, because the product owner has not reviewed the release implementation checklist for potential issues.

369. A client is pressed for time and wants to launch a product with three components as soon as possible to gain market share. An agile lead proposes the following agile strategy to gain time: Three teams will work on the design and development of each component. Once all three components are finished, they will be tested and integrated. Is this agile strategy appropriate?. A. Yes, this is a case of sequential development where working in parallel is an accepted strategy in agile to gain time. B. Yes, this is a case of hybrid development where a product is divided into components and agile is used for component development and integration. C. No, dividing the development team into three separate teams will diminish communication and result in delays. D. No, the feedback loops are being altered, which can result in big failures and delays.

370. A software team is developing a product in an environment with increased uncertainty. Although there is a clear vision of the goals to be achieved, the product owner is not fully certain about how some of the product features should work. How should the product owner address this situation?. A. Improve the product testing and quality assurance skills among the team. B. Facilitate more product planning sessions with the software team. C. Consider moving to a more predictive product development approach. D. Develop a prototype of the product to obtain feedback from users.

371. An organization strives hard to accelerate value delivery by improving product design, development, and transition activities. What ways of working should the organization discontinue to become an effective player?. A. Leverage continuous feedback from customers to seamlessly align delivery with requirements. B. Define software functionality by relying on the developers’ experience designing similar systems. C. Engage end users in user acceptance testing to ensure the product meets their expectations. D. Educate end users and other stakeholders to understand desired outcomes through user stories.

372. There is a debate within the organization on whether projects need to be agile or waterfall. Some agile terms and principles are understood differently by the key stakeholders and this delays the decision-making process. How should the scrum master proceed?. A. Allow stakeholders to discuss without the scrum master’s intervention. B. Recommend an external facilitator as no one in the organization is able to eliminate this roadblock. C. Facilitate a face-to-face discussion and have stakeholders agree to shift to agile for future projects. D. Organize training sessions to create awareness around the agile values for stakeholders.

373. A large project team of 20 people from different functional areas has just been formed and the project starts next week. The team will be working on a regulated and strictly controlled pharmaceutical product but does not have subject matter expertise. Which two actions should the scrum master take as priorities? (Choose two.). A. Schedule a meeting to engage stakeholders to prepare for kickoff. B. Schedule a meeting to agree to the goals for all future iterations. C. Guide the team to work collaboratively and share learnings. D. Organize a sprint planning meeting to define actions. E. Organize a meeting to outline roles and responsibilities.

374. A healthcare agency has contracted a vendor to provide a financial accountability solution. During a daily coordination meeting, the lead developer reports they cannot complete the stories for this iteration because the project director requested a document detailing all testing planned for the solution. The team lead met with the project director to discuss alternatives but insists they need the detailed plan by the end of that week. The team lead advises the lead developer to continue coding. What should the team lead do next?. A. Negotiate with the project director to reduce the types of tests for which they need details to reduce the impact of this request. B. Escalate this as an issue to the executive project sponsor for a decision because it will impact the ability of the team to deliver the product on time. C. Ask the test manager to provide a detailed estimate of the time required to write the plan for the solution and their capacity for the remainder of the week. D. Ask the team to put their work on hold and collaborate on the documentation because it can be completed quicker if everyone shares the work.

375. An agile team consisting of eight members is in their 11th iteration of a project. In the last iteration, the team was not able to complete every scope item it had committed to before the demonstration. Which approach should the agile lead take?. A. Coach the team to decompose the backlog activities to granular, simple tasks that are easier to estimate and complete. B. Evaluate the team's capacity and help them select user stories for the iteration based on 60% of their capacity utilization. C. Discuss options to add more people to the team so they can complete the tasks on time and within budget. D. Evaluate the team's capacity and help them select user stories for the iteration based on 80% of their capacity utilization.

376. A development team determined the first release of a product should focus on delivering a minimally viable version of the solution. What is the most important reason the team decided to do this?. A. To produce a fast return on investment (ROI). B. To reduce risk as quickly as possible. C. To gain competitive advantage as soon as possible. D. To maintain visibility with project stakeholders.

377. An organization is using a predictive approach to managing projects. The executives like to see more deliverables in a short time and require that the milestones be achieved on time. What value can the organization gain by moving to an iterative approach?. A. New tools that deliver iterative and incremental work. B. A more predictable delivery schedule and better quality. C. Higher levels of activity-based planning and user histories. D. Increased focus on the value and benefits delivered.

378. During planning, a project team and sponsor created a visual representation of the high-level specifications of the features and user stories to be implemented in a product. Consensus was achieved on this high-level depiction of the product characteristics, but the sponsor is having difficulty understanding what to develop and when. How should the project manager explain this to the customer and save time in the meeting?. A. Team performance and velocity can be determined only after the project has started. B. Point out the Walking Skeleton and highlight the basic features that provide value. C. Create a kanban board for visualizing the work in process (WIP) and future development. D. High-level release planning is part of iteration 0 and works as a proof of concept (РОС).

379. A senior manager has asked an agile team to ensure that the data for the burndown charts are updated in real-time. However, the team is not comfortable with this approach as they think this is not productive. What should the scrum master do?. A. Ask the product owner to manage and share the metrics with appropriate stakeholders. B. Meet with requestors to agree and align on reporting requirements. C. Deny the request and explain the team's stance to the stakeholders. D. Work with the team to create the metrics requested by the stakeholders.

380. A project team for a local government is transitioning from a predictive development life cycle to an iterative development life cycle. The project sponsor has informed the team lead that the subject matter expert (SME) for the financial functions of the solution is overallocated, so the team needs to convert the previously gathered requirements into user stories. What should the agile lead do?. A. Explain that the testable acceptance criteria are included in each story and it is necessary for the expert to collaborate with the developers, testers, and product owner for common understanding of the solution. B. Agree, and ask the developers to explain to the testers how the solution should perform for quality assurance. The testers will demonstrate to the stakeholders how the system should perform to gain acceptance. C. Agree, because the developers can copy and paste the requirements and include the technical specifications and performance criteria while writing the stories to save time. D. Explain to the project sponsor that the user stories should be assigned to the analysts, because they helped write the requirements and better understand them.

381. The transition of a monthly news publication from paper to digital is planned to start in the next few weeks. There is a debate between the product owner and the development team about the initial features to be made available and the first five stages of implementation. What should the scrum master do to address this situation?. A. Request more clarification from the client relations team. B. Ask the team to define the minimum marketable feature (MMF). C. Tell the team to proceed with coding the items as currently defined. D. Encourage open discussions to help the team reach agreement.

382. One of the main stakeholders of a project is new to Scrum. The stakeholder asks what to expect in the sprint retrospective. How should the product owner respond?. A. Stakeholders have the opportunity to add features to the sprint. B. Team members determine if there are any impediments preventing them from meeting the sprint goal. C. The product owner explains which product backlog items have been done and which have not. D. Team members identify ways to improve and make plans to implement these improvements.

383. During initial planning, a project team investigates several approaches to building new application software, emphasizing the most valuable deliverables. The team needs to convince stakeholders and win their approval. A. Use a successful platform on which several object-oriented products have been developed in the past. B. Create a quick mock-up of the product to serve as a visual tool and adjust it until consensus is reached. C. Include brief exploratory iterations, proof-of-concept (РОС), to reduce project risk at the beginning of every project cycle. D. Deliver an iteration planning diagram, allowing a 2-week refactoring period at the end of the project.

384. An agile team has defined their definition of done (DoD) for a sprint. However, during the demo, the product owner is not sure if a user story can be marked as done. Select the most appropriate sequence of activities that would need to be completed to meet a well-defined, mature definition of done (DoD). A. Code is unit tested, code is peer reviewed, functional testing is passed, business testing is passed, and all acceptance criteria are met. B. Code is unit tested, all acceptance criteria are met, business testing passed, code is merged, code is peer reviewed, and documentation is updated. C. All acceptance criteria are met, documentation is updated, functional testing is passed, business testing is passed, and code is peer reviewed. D. Code is unit tested, all acceptance criteria are met, business testing is passed, functional testing is passed, code is merged, and documentation is updated.

385. A graphic designer on an agile team does not attend most meetings. When asked the reason for not attending, the designer told the agile practitioner that the scrum master could represent them in meetings if needed. The team is frustrated and does not agree with this approach. Which conflict resolution method would work best in this scenario?. A. Avoidance. B. Forcing. C. Accommodation. D. Collaborating.

386. A product owner is responsible for a new product. The internal customer questions using an agile approach because they need a product that works without any bugs or missing features once it is launched. What should the product owner do?. A. Plan regular retrospectives with the development team to continuously improve processes to eliminate any potential issues with the product. B. Apply an agile approach to write the specifications in an incremental way and develop the product once the final specifications are agreed upon. C. Set up test-driven development to focus on customer requirements and eliminate issues in the software as testing progresses. D. Ask the customer to provide additional representatives to help test and evaluate the product for early and frequent feedback.

387. An agile team lead noticed their team’s velocity was slowing down. They did not deliver a working software during the last iteration and there have been miscommunications between team members. What should the agile team lead do at the end of this iteration?. A. Focus on performance in the retrospective, then present performance indices and validate with the team. B. Start using feedback loops in every sprint to reevaluate project and team performance. C. Emphasize business requirements and investigate the pair-programming approach. D. Run a spike at the end of the sprint to investigate the issue and reduce project risk.

388. A project team has been working on five data source integrations. They have allocated one tester for each data source. One of the testers is on emergency leave for personal reasons, so the project deliverables could not be completed on time. How should the project team improve during their retrospective for future implementations?. A. Use the scrum or team board and daily scrum meetings to track and manage issues and optimize deliverables. B. Encourage team members to become general specialists to reduce bottlenecks and create a cross-functional team. C. Empower teams and encourage emerging leadership to produce effective solutions to manage complexity. D. Define the roles of the individual or group and define the what, how, why, when, and where to do each task.

389. An e-commerce company acquired a tool to customize subject line generation for marketing campaigns. In sprint planning, the team discussed integrating this tool with the customer relationship management system. Which mitigation strategy is most appropriate to ensure the final product meets the business objectives? (Refer to the Risk Register Exhibit). A. Conduct thorough requirements analysis and validation. B. Allocate experienced developers and perform code reviews. C. Plan for sufficient support resources post-deployment. D. Develop comprehensive testing involving the quality assurance team.

390. A project charter has been completed and is ready for approval. The project's goal and approach have been clearly determined and a list of generalized specialists has been set. How should the project manager introduce the team, communicate the importance of the team charter, and help develop a high-performing team?. A. Analyze the list of all project participants and stakeholders, clarifying stakeholder roles and responsibilities. B. Promote consensus-driven decision-making and a shared vision for team commitments and decisions. C. Determine roles and responsibilities among team members and promote hierarchy, responsibility, and ownership among team members. D. Have team members introduce one another and create a hierarchy that reflects responsibilities, roles, and decision-making.

391. How can a project team effectively work toward a common goal and communicate as they scale and expand to build a new business-critical platform, given that they have been responsible for a small customer-facing product with little complexity over the past 2 years?. A. Daily coordination meeting. B. Instant messaging tools. C. Web conferencing. D. Work collaboration platform.

392. A scrum master has a team of six members. The team complains they are losing time because they are attending meetings for which they see no value. What should the scrum master do?. A. Ask the team to attend because functional area managers want them to. B. Inform the team they do not need to attend and will no longer participate. C. Attend these meetings in place of the team members and assess their value. D. Attend the meetings with the team members to show solidarity.

393. During backlog refinement, the team uses an online planning poker tool for estimation. The junior developers change their number of story points after they see the estimations provided by the developers. The junior developers state that the reason for this is that they do not have enough experience and do not want to be blamed for sizing it wrong. What should the scrum master do?. A. Ask the developers to keep their estimation so that the team is transparent with their level of understanding of work. B. Agree with the team to keep their estimation as the final number of story points will be the average of all team members. C. Propose to consider the estimations of only senior developers and have the junior developers learn from them. D. Encourage the team to keep their estimation as this will help surface different constraints and assumptions that others might have missed.

394. An agile project team has team members with varying technical skills. Due to recent events that adversely impacted customer satisfaction, management mandated that Kaizen should be given more focus to ensure the quality in product delivery. Kaizen is a prime concept of which agile practices?. A. Standup meetings, Extreme Programming (XP), relative estimating. B. Build quality in, visualize workflow, fail fast. C. Standup meetings, retrospective meetings, continuous improvement. D. Collaborate, regular builds, inspections.

395. A Scrum team is refining product backlog items for the next sprint in a project. The product owner does not agree with the changes. Can the product owner reject changes to a product backlog?. A. Yes, the product owner is part of a Scrum team and can reject any changes on the product backlog. B. Yes, because the product owner is the decision maker for product backlog changes. C. No, because this action will create disruption in the Scrum team. D. No, because only members of the Scrum team can reject or approve changes.

396. A scrum team is working together virtually. One of the team members sends a daily email to the other team members listing impediments that they find. During retrospective meetings, the team member complains that their colleagues fail to take actions on the impediments. How should the team address this issue?. A. The team member that is complaining should talk individually with the scrum master to remove impediments. B. They should ask for more details about the impediments and then resolve them when the team has more time to investigate. C. The team member that is complaining should address the impediments in daily scrum, communicating them directly. D. Team members should state that they need to prioritize their work instead of responding to daily emails about impediments.

397. A product owner wants to create a release plan given the team is working in a chaotic environment. They want to set expectations about what is likely to be developed and in what timeframe for some of the stakeholders. What should the product owner include in the release plan to achieve this?. A. The objective, iterations and underlying features, iteration timelines, other pre-release activities, dependencies, and responsible team. B. The key objectives and a brief description of each user story to be delivered in each iteration, release timelines, and release dependencies. C. The developer who will work on a specific feature and key DevOps engineering activities to be performed during each iteration for the code integration. D. The sequence of user stories to be developed in each iteration, along with their start and end timelines, dependencies, and responsible team.

398. A project team held a working session with a finance team to understand the procurement process. After the meeting, while the agile lead was facilitating the value stream mapping exercise, one of the team members asked: "When calculating the cycle time, which factors should be considered?" How should the agile lead respond?. A. Total time and average process time. B. Critical path and queue lengths. C. Delays and bottlenecks in the process. D. End date/time and start date/time.

399. During a coaching session, an agile project manager discussed embracing communication to keep all stakeholders aligned. The agile project manager recently had a discussion with their team and decided to display a product roadmap. What is the agile project manager trying to show?. A. The project’s total number of story points. B. Product releases and what will be included. C. The number of completed user stories. D. Where the team is in the project life cycle.

400. During the project initiation stage, a team has estimated story points for all user stories. When the project team explained the minimum marketable feature (MMF), however, they were not confident that the solution would actually work. What can the team do to better manage this situation?. A. Deliver the minimum marketable feature (MMF) to customers for feedback. B. Write acceptance criteria for each business requirement to conduct proper testing. C. Develop test cases based on user stories. D. Ask the customer to provide acceptance criteria before developing the user stories.

401. A scrum master is part of a team that has just agreed on the project scope and deliverables for a global, multilingual manufacturing company that has many staff members moving between locations. The team consists of 20 people and the budget is US$5 million. The kickoff meeting is scheduled for the following month. What should the scrum master do as a first step?. A. Organize a sprint planning meeting and include stakeholders. B. Invite the product owner to create a stakeholder map. C. Identify the key stakeholders at the earliest opportunity. D. Invite the key stakeholders to the kickoff meeting.

402. During a team meeting, conflicting opinions arise regarding the best approach to complete a project task. The project manager wants to ensure that the team can effectively handle these conflicts and come to a resolution that benefits the project. What is an effective way to handle conflicting opinions in team meetings in an agile environment?. A. End the discussion until there is consensus. B. Wait for the problem to resolve itself. C. Choose the option that is best for the team. D. Restate the positions to find what is in common.

403. A project team has been working on a new application. The application is technically challenging, because the team is using new technology unknown to the development team and business requirements are unclear. The product owner has been working closely with the stakeholders to ensure alignment with requirements and other issues. The agile lead is working with the team and product owner on the product backlog. What is the role of the team?. A. Estimate and define the work items. B. Assess user story quality and independent, negotiable, valuable, estimable, small, and testable (INVEST) criteria. C. Add features to the product backlog. D. Determine if the demand is or is not feasible.

404. An agile practitioner is working on a project to migrate data from computer systems to another location. To accomplish this task, they need to run four activities sequentially that different teams are performing. The teams are migrating two systems per day, but the agile practitioner thinks that three systems should be done per day. What can be done to improve process efficiency?. A. Use burndown charts to find gaps, delays, and constraints in the current process and develop a plan to reduce or remove them. B. Use value stream mapping to find gaps, delays, and constraints in the current process and develop a plan to reduce or remove them. C. Use Pareto analysis to find gaps, delays, and constraints in the current process and develop a plan to reduce or remove them. D. Use root cause analysis to find gaps, delays, and constraints in the current process and develop a plan to reduce or remove them.

405. An executive sponsor asks a team when a specific feature will be ready for release. A team member states the feature will be ready by the end of release 3 because it is not a core feature. The team member directs the sponsor to an information radiator, where the sponsor sees several notes grouped by release numbers and posted on the wall. What is the sponsor looking at?. A. Project management plan. B. Product backlog. C. Gantt chart. D. Product roadmap.

406. A team lead reviews processes and identifies bottlenecks that prevent the teams from quickly delivering minimum viable products (MVPs). Which responsibility falls within the context of servant leadership?. A. Facilitate the team's agile retrospective meeting. B. Guard the team against external distractions. C. Escalate points of conflict the team cannot resolve. D. Identify the sequence for developing stories within an iteration.

407. A project manager is working on a user story about migrating to a new version of a database but is unsure of the dependencies. What can the product owner request from the team to understand the risks?. A. Refinement meeting. B. Daily standup meetings. C. Retrospective. D. Spike.

408. A project team is working with an enterprise agile center of excellence (CoE) to transition to a Scaled Agile Framework (SAFe). Many of the team members are not familiar with the new methodology and are worried that it will lead to more work and scrutiny. What should the agile team lead do to help ensure a smooth transition?. A. Set up lunch-and-learn sessions with the team to provide overviews about the new way of working. B. Encourage knowledge sharing and transparency among the working team. C. Request the enterprise coach to help the team through the process. D. Discuss with the team what will change and when and establish a process to address concerns.

409. An agile project manager is leading an international project involving a global team consisting of members from very different cultures, countries, and time zones. The agile project manager is aware that similar projects with distributed teams have led to serious conflicts. What should the agile project manager do to promote trust and collaboration?. A. Talk with the human resources (HR) department to select team members with similar backgrounds to eliminate conflict. B. Collocate for team building to promote collaboration to build trust and improve communication. C. Promote a project charter with the project vision and purpose to help align the team. D. Promote a team charter with a set of norms, rules, and agreements to facilitate the work.

410. A project manager is working on a database migration project to cloud services (Refer to Migration Strategy to Cloud Services table). The project team has accumulated significant technical debt over several sprints due to pressure to deliver features quickly. This debt is now impacting their ability to deliver new features, leading to a notable decline in product performance and customer satisfaction. Identify the actions the team should take to effectively manage technical debt while consistently delivering high-value features that align with stakeholder expectations. A. Form a separate team dedicated to handling technical debt, allowing the current team to focus on new features to maintain a competitive advantage and stakeholder satisfaction. B. Include technical debt tasks in every sprint, treating them with the same level of priority as new features, and continuously review the impact on the project's overall goals. C. Ignore the technical debt foe now and focus exclusively on delivering new features so that the project can maintain a competitive advantage and stakeholder satisfaction. D. Dedicate multiple consecutive sprints solely to addressing technical debt, halting new feature development temporarily to minimize the impact on the project’s overall goals.

411. The initial roadmap and release dates for an agile project were set based on data from similar projects and some expert opinions. Halfway through the project, however, the team’s estimates are different. Based on the team’s velocity, two more iterations were necessary to accomplish the initial scope. How should the agile lead explain the difference to the project sponsor?. A. Explain how many scope changes were requested by the product owner and how many hours the team dedicated to unplanned tasks. B. Explain that initial estimates help measure project feasibility but the real estimates depend on how much the team learns in each sprint. C. Explain some features and requirements made aspects of the project unique and are not comparable to previous experiences. D. Explain the list of materialized risks not considered at the beginning of the project ted to extra work hours and costs.

412. A Scrum team is visualizing the blockers that arise when they work on their activities on the kanban board. The team decided to analyze why the blockers occur so they can take action to minimize their occurrence and reduce lead times. Which practices should the team use?. A. The most important principle in Scrum is reducing work in process (WIP). The lower the number of items, the lower the risk of items getting blocked. Based on the team’s capacity, they should set the lowest WIP limits possible. B. The team should look at all the blockers, determine the reason behind them, group them, and determine if there is a pattern. They should then determine what and how they can make relevant changes. C. The team should discuss the issue with their scrum master because it is their responsibility to remove impediments, such as blockers, in cooperation with other teams. D. Blockers are a result of bottlenecks. The team should ask for more resources to prevent bottlenecks from arising and reduce the risk of long lead times.

413. A new project is under way and the team is using the Kanban method. One of the team members raised a specific issue related to a programming language that the team member faced in previous projects. What should the project leader do to handle the issue?. A. Include the issue in the risk log. B. Monitor the issue in a notation system. C. Ask the team member to take full ownership of the issue. D. Advise the team member to add the issue to the board.

414. An agile team is in their 2nd iteration planning session. During the session, they are debating on whether regression and integration testing should be part of every iteration or part of the hardening iteration. What should the agile lead recommend?. A. Integration testing with other upstream or downstream applications and all bug fixes should be done as part of the hardening iteration. B. Integration testing with other upstream or downstream applications should be done by the team as part of every iteration. C. Continuous integration and regression testing should be done by the team as part of every iteration. D. Regression testing should not be done by the team as part of every iteration but only as part of the hardening iteration.

415. A newly formed team is struggling to work together and agree on how to complete tasks in the upcoming sprint. What should the scrum master do to support the team?. A. Resolve the disagreement for the team as a servant leader. B. Encourage the team to continue trying to resolve their disagreements. C. Advise the team on the correct course of action to avoid disagreements. D. Remove the team members that are in disagreement to ensure unity in the team.

416. An agile team often fails to deliver its sprint goal. At a sprint retrospective, the more experienced team members complain that the less experienced team members are working too slowly. This creates tension in the team. What should the scrum master do to remove this tension?. A. Ask human resources for a training budget so the less experienced team members can increase their skill level and work more efficiently. B. Have an individual meeting with the experienced team members and ask them to be more empathic when the less experienced members fail to deliver. C. Remind the team that they are jointly responsible for their deliverables and should consider the different competency levels when agreeing to sprint goals. D. Initiate a meeting with the team and ask them to decompose the product backlog items further so they become clearer and easier to deliver on time.

417. An agile lead has been assigned to a project to develop an innovative digital device for a consumer products company. The company asked the agile lead to use a Scrum approach to product development. The product owner has worked on Scrum projects before and is excited about the value Scrum will bring to the company. What should the scrum master do first?. A. Build a product roadmap that shows the features and releases. B. Request an existing cross-functional team be dedicated to the project. C. Obtain specific product requirements from a customer focus group. D. Develop a project budget based on the project charter.

418. An agile coach has been hired to improve the performance and quality of developed software. The coach performed an analysis of the software and discovered an excessive number of escaped defects, leading to external failures. How can the agile coach effectively address and correct defects in the software development process while maintaining predictability and keeping workloads within capacity?. A. Work with the team to create explicit rules such as coding and quality standards and testing policies. B. Discipline the team members and institute status meetings with penalties for any future escaped defects. C. Hire more generalized specialists because the current team members cannot keep up with the pace. D. Apply work in process (WIP) limits so the developers are not pressured to release code that is problematic.

419. A manufacturing shop is using Kanban to plan, visualize workflow, and limit work in process (WIP). Which productivity key performance indicator (KPI) should the team lead be monitoring on a regular basis?. A. Lead time. B. Team velocity. C. Burndown rate. D. Earned value (EV).

420. A servant leader is leading a high-visibility project to deliver a new product. The servant leader has been able to build a cross-functional team and create a team space where the team is collocated. The servant leader started receiving frequent visits from a company director, who continually asks a specific team member questions about project progress. The conversations are distracting the team from their goal. What should the servant leader do?. A. Coach the company director on agile approaches and good practices. B. Ask the product owner to speak to the director because their visits are delaying the project. C. Ask the director and team member to leave the room so they can have a private conversation. D. Coach the team member on how to report progress to directors and executives.