PMI ACP 421-485

421. An agile development team is working on a digital transformation project and is facing challenges in obtaining consistent feedback from stakeholders who are dispersed around the world. The product owner is under pressure as this lack of engagement has led to prolonged decision-making cycles and has adversely affected the outcomes of sprints. How should the team improve stakeholder engagement to help ensure timely feedback and better decision-making? (Refer to Stakeholder Power/Interest Grid). A. Implement a dynamic feedback platform leveraging collaboration tools, accommodating diverse schedules and enabling stakeholders to provide feedback asynchronously. B. Establish a rotating stakeholder committee composed of representatives from different regions and departments, ensuring diverse perspectives are considered in decision-making processes. C. Enforce a strict policy requiring stakeholders to attend weekly synchronous feedback sessions, leveraging technology to accommodate various time zones and scheduling conflicts. D. Appoint regional liaison officers responsible for coordinating stakeholder interactions within their respective time zones, facilitating regular communication and feedback exchange.

422. A project manager noticed that a team member had been a consistently high performer until a few months ago. Recently, the team member seems distracted and is not performing well. How should the project manager handle a review with the team member?. A. Talk to the team member about project deliverables and how poor performance is unacceptable. B. Discuss performance with the team member on the project deliverables and provide constructive feedback. C. Inform the team member that this project is complex and consider moving them to another project. D. Extend support to the team member as this is the first project in which the team member underperformed.

423. An agile team is working on a new product and is behind with their deliverables for the quarterly release. The team discovers new issues during each iteration. They start working on the critical issues and sometimes forget to update the backlog. This leads to confusion, delays, and occasional rework. How should the agile practitioner improve the team’s productivity?. A. Work with the team to ensure that both the product and iteration backlogs are up to date. B. Work with the team to ensure that the release backlog is in sync with the product backlog. C. Work with the team to ensure that the iteration and release backlogs are kept up to date. D. Work with the team to ensure that the product backlog is always kept up to date.

424. A team member starts discussing a project roadblock during a daily coordination meeting. The team discusses details of the impediment, which takes up most of the meeting time. What should the agile facilitator do?. A. Dismiss the rest of the team from the meeting to focus on the problem reported by the team member. B. Ask the team member to wait to discuss until the next daily coordination meeting, the team needs to review the current status. C. Inform the team that the meeting will be extended so there is time to hear what the team member is reporting. D. Stop the team politely and suggest scheduling another meeting to discuss this specific matter.

425. A stakeholder complains about the amount of changes that are being introduced to a project. What should the product owner do?. A. Escalate the complaint to the scrum master. B. Suggest implementing a more rigorous change governance. C. Coach the stakeholder on agile principles. D. Agree to limit scope changes going forward to control costs.

426. The project lead of an international team noticed that some members were hesitant to express their opinions and thoughts during the meetings. What should the project lead do to encourage the team to express themselves?. A. Organize separate meetings with each individual team member. B. Create a safe environment for discussions during meetings. C. Emphasize rules that need to be respected during meetings. D. Allow team members to talk when they feel comfortable without any pressure.

427. The product owner is present at the sprint review meeting and states that an estimation for the end of the project must be shared with the company’s steering committee. The scrum master declares that the team reached an average velocity of 40 story points per sprint, considering a biweekly iteration. The team members predict that there are 240 story points remaining. What is the estimated project conclusion?. A. Twelve months. B. Three months. C. Six months. D. Two months.

428. A senior executive contacted an agile lead about starting an agile project to solve a problem for the human resources (HR) department of a company. The project idea is not clear and no backlog has been developed. How should the agile lead start the project?. A. More work is needed to refine the idea and there is no backlog to start working on, so there is no way to help the manager. B. Identify the persona that needs help and conduct a workshop applying the empathy map technique about that persona. C. Review how similar problems have been resolved in other companies and see if a solution is available on the market. D. Start working on a list of user stones to create a backlog and suggest a product owner be assigned to the project.

429. A scrum master is 6 days into a 10-day iteration. A customer representative approaches the scrum master and asks whether they can access the latest update on the project. Which action should the scrum master take?. A. Share the information radiator. B. Email the latest release plan. C. Invite them to the next retrospective. D. Send the latest project report.

430. The agile coach of a development team uses a servant leadership approach. The team is starting the third iteration of an upgrade to a software product, and work is going slower than initially planned. What should the coach do to help the team?. A. Help the team to remove impediments that stall project progress. B. Work with the development team to adjust the work plan. C. Ask the product owner to assign more resources to the project. D. Command and control the team to achieve plan goals.

431. If an individual is working on a project team in a phase delivering an increment, according to the definition of done (DoD), who was that defined by?. A. Project sponsor and project team. B. Scrum master. C. Product owner. D. Stakeholders and project team.

432. A project manager is leading a large agile project with multiple deliverables at each phase of completion. The project team has informed the project manager that the deliverables are completed per the team agreement. Which agile practice should the project manager advise their team use to ensure deliverables are completed and ready for release?. A. Requirements backlog and ready for release. B. Acceptance criteria and release. C. Definition of ready (DoR) and review. D. Definition of done (DoD) and demonstrate.

433. Conversation transcript between the customer and the product owner (PO): Customer: I am requesting a calendar feature for scheduling and reminding of upcoming releases that we can manage. We also need the calendar to indicate quarterly metrics deadlines, code freeze dates for financial close, and things like that. PO: My understanding is that this is for tracking project deadlines. Would you need to see the project deadlines on your phone calendar? Customer: Yes. I need to see a single snapshot on my phone. So, is it possible for me to connect my phone to this calendar app? PO: Let me write up the requirements and get the development team on board with the deadlines. What phone do you own? Customer: I own an Android phone, but I also need integration with the Apple phones. Identify three minimum viable product (MVP) items. (Refer to Conversation transcript between the customer and the product owner (PO). Choose three.). A. Monthly calendar view. B. Android phone integration. C. Windows end of support deadlines. D. Vacation calendar for team members. E. Scheduler to add events. F. Product increment release dates.

434. An agile lead is experienced with predictive and agile approaches. The agile lead was recently invited by human resources (HR) to be part of a learning team. During roundtable discussions with the project management team, the agile lead states: "I foster a safe environment for disagreement so my team feels empowered to move forward without obstacles." What is the agile lead attempting to highlight?. A. Ownership, because team members will be in charge of whatever happens during the project life cycle. B. Conflict is not productive and team members should resolve issues by themselves. C. Better decision-making, because the team is encouraged to join in constructive conflict. D. Leaders should incentivize conflict because it is inevitable in the workplace.

435. A team retrospective was going well until the team lead introduced the "define the next experiment" topic; then the discussion became an argument. A new team member feels strongly that the approach used on their previous team would improve this team's efficiency and effectiveness. The team lead is adamant that they remain with the current approach and the discussion dissolves into a circular argument. What should the team lead do?. A. Remind the group that all input is welcome but dissension is not productive and suggest the group move on to another task more agreeable to everyone. B. Restate both stances, ask for details of both approaches, and create a chart of similarities and differences. C. Construct an Ishikawa diagram for each approach, and use the 5 Whys technique to determine the effectiveness of each approach. D. Interject and request this experiment be postponed for 2 months, so the new team member has time to observe the current approach.

436. The manager of the team is responsible for delivering a specific initiative within the organization. They are preparing for the monthly project review meeting, where they will present the current state of this initiative. The agile project lead sends the manager the following email with the initiative's current status. Which summaries are correct and will be presented during the monthly project review? (Refer to the email and exhibits to the Team Manager). A. MVP has 25 remaining story points; MVP will complete at the end of sprint 8; with no other deviations, the entire backlog will complete at the end of sprint 15. B. MVP has 30 remaining story points; MVP will complete at the end of sprint 8; with no other deviations, the entire backlog will complete at the end of sprint 15. C. MVP has 25 remaining story points; MVP will complete at the end of sprint 9; with no other deviations, the entire backlog will complete at the end of sprint 16. D. MVP has 30 remaining story points; MVP will complete at the end of sprint 9; with no other deviations, the entire backlog will complete at the end of sprint 16.

437. A project team's manager is responsible for delivering a specific initiative for the organization. They are preparing for a monthly meeting where the manager will present on the current state of this initiative. The agile project lead sends the manager the following email with the current initiative status (see Exhibit A). At the end of which sprint will the minimum viable product (MVP) be completed?. A. 7. B. 8. C. 9. D. 10.

438. A project team's manager is responsible for delivering a specific initiative for the organization. They are preparing for a monthly meeting where the manager will present on the current state of this initiative. The agile project lead sends the manager the following email with the current initiative status (see Exhibit A). How many sprints will be needed to complete the entire backlog?. A. 15. B. 16. C. 17. D. 18.

439. A food company seeks additional business-to-business (B2B) revenues from some customers by implementing purchase order (PO) functionality. To achieve this, the agile project team is exploring PO integration options (see item #3 in Exhibit A), as the product increment (PI) planning process is underway. What should the project team do next?. A. Use agile estimation techniques like planning poker or relative sizing for collaborative assessment. B. Break down the feature into smaller tasks or user stories for better assessment and incremental delivery. C. Analyze current system requirements and dependencies, including integration levels and regulatory compliance. D. Refer to past performance and historical data from similar projects to identify potential risks and challenges.

440. In Scrum, the responsibilities of the project manager are shared among the product owner, scrum master, and development team. Why are responsibilities shared among the three roles?. A. "Inspect and adapt" are two of the three pillars in Scrum. The roles in Scrum are divided among the product owner, scrum master, and development team in a way that makes it possible to inspect the efficiency and adapt the way responsibilities are shared to maximize efficiency if needed. B. Scrum is a collaboration framework that encourages the Scrum team - the product owner, scrum master, and development team - to collaborate in a way that fosters fast value creation with respect for each team member's opinions and individual preferences. C. The product owner is responsible for the product backlog and long-term plans, the scrum master is responsible for the Scrum process, and the development team is responsible for the sprint backlog and progress toward the sprint goal. This facilitates clear accountability and effective value creation. D. The product owner is responsible for the product and sprint backlog. The scrum master follows up on progress, and the development team estimates and decomposes the backlog items into manageable pieces. This ensures each person has the roles they are best at and feel most comfortable with.

441. A member of the development team displays disrespectful behavior and continuously argues with colleagues. This is negatively impacting team morale. Which action should the scrum master take to resolve this situation?. A. Mitigate the new conflicts that appear and rely on the self-organization of the team. B. Escalate the issue to senior management to make a decision. C. Follow the organization's policies to remove the team member to boost team engagement. D. Attend daily coordination meetings and retrospectives with the agile coach.

442. The systems integrator for an enterprise resource planning (ERP) project has been onboarded. During an iteration planning session, the team determines that the next highest priority item will take longer than expected to complete in the current sprint. What should the agile practitioner do next?. A. Schedule a meeting with the product owner to review the sprint priorities. B. Put the high-priority item back into the product backlog. C. Extend the sprint end date to accommodate the high-priority item. D. Ask the project sponsor to add more resources to ensure timely completion.

443. A new software development team has just been formed. 5 sprints have passed and the team is now familiar with their way of working. In the 6th sprint, the scrum master notices the team members arguing about the technical design of an upcoming new feature during a backlog refinement meeting. After the refinement meeting, the scrum master notices team members talking about the topic informally and taking sides. There is noticeable tension among the team. How should the scrum master help the team to resolve the issue?. A. Bring a subject matter expert (SME) from the technology design team to act as a consultant for the team. B. Coach the team individually then the whole team during the Sprint review on how to resolve this conflict. C. Delegate the decision for the best feature implementation to the most senior team member. D. Decide on the technical implementation that best fits the purpose of the technical design.

444. All blockers are caused by some Impediments, but not all impediments are blockers. Which two scenarios should be considered blockers? (Choose two.). A. Due to frequent context switching, the daily 15-minute touchpoints last an hour every day, reducing the team's time to finish activities for the demonstrations. B. A developer is unable to work on their tasks within an iteration, because senior management is constantly pulling them into production incident analyses. C. The development team needed to urgently set up all the test data the previous week; however, due to a glitch in the system this will not be available until before the demonstration. D. The offshore testing team is pulled away at the last minute from a high-profile initiative and testing cannot be resumed until a new testing team is assigned. E. Performance issues in the testing environment, leading to a 2-day delay in implementing the code. F. The team has started working on the iteration, but the requirements artifacts are under review by the product owner.

445. A product roadmap should contain which of these primary components?. A. Detailed design plan, business objectives, timeframes. B. Project management plan, communications management plan, stakeholder engagement plan. C. Project release timeframes, detailed design plan. D. Product vision, business objectives, timeframes.

446. An agile project manager is working on a project to develop a customer service website. The project manager is organizing a workshop to plan the next release: To add the feature of receiving and resolving customer complaints. Which two actions should the project manager ask the team members to take before the workshop? (Choose two.). A. Prepare an effort estimation for each story based on their technical expertise. B. Compile a list of ideas to improve the velocity of the team so they can plan more story points in the next sprint. C. Prepare a list of tasks required to accomplish the goal and the order in which they should be executed. D. Read and identify user stories from the backlog that will contribute to accomplishing the goal. E. Consider the possible risks of each selected user story and the value they add for the final user.

447. A backlog for a project has been prioritized and a sprint has begun. A security issue has been revealed that needs to be addressed or large security vulnerabilities will be exposed. How should the project manager proceed?. A. Consult with the product owner to prioritize the new work at a higher level. B. Consult with the project sponsor and project team to resolve the issue. C. Consult with the project team to rework the existing estimates. D. Consult with the product owner and project team.

448. A project sponsor suggested a team forgo in-person demonstration meetings and just send the product owner a link to try out the latest increment of working software. The sponsor says this will give the team more time to deliver value. How should the agile coach explain the importance of an in-person demonstration meeting with the sponsor?. A. The team needs to see the product owner’s body language and facial expressions to understand what they really want. B. An in-person meeting helps ensure the product owner will consider their feedback carefully and not ask for any unneeded rework. C. It typically takes more time and resources to set up and test a virtual communications tool than to meet in person. D. The team will be able to better address the product owner's needs if they can have a conversation and ask questions.

449. What is the disadvantage of using velocity as a measure of team efficiency in agile approaches?. A. Capacity planning will not be accurate. B. Inaccurate pressure on customers. C. Quality increases while output decreases. D. Delivery speed increases while morale decreases.

450. A new project has been approved and is critical for an organization. The project sponsor has a limited budget, and the deadline to have all requirements meet the definition of done (DoD) is short. Which approach should the agile practitioner take to facilitate the project's success?. A. Set up weekly calls with the key stakeholders to participate in iteration reviews and release decisions. B. Analyze the impacts of these constraints on the project followed by a report sent to the sponsor to anticipate any risk of delays. C. Set up a meeting with the client to review the scope and timelines to manage expectations. D. Encourage the team to build increments and ensure the customer provides early feedback for a minimum viable product.

451. A scrum team is experiencing lengthy discussions leading to no concrete actions during their scrum events. The scrum master determines that these inefficient meetings are producing waste. What should the scrum master do to make the meetings more efficient?. A. Issue fixed agendas and a decision log for all scrum events to ensure that only relevant agenda points are discussed and decisions are appropriately captured. B. Remind the team of the purpose of each scrum event, and implement a policy that long conversations deviating from the scope of each event will be stopped. C. Ask the product owner to conduct these discussions in individual meetings with the team members. D. Remind the team that staying on topic during meetings is part of being a self-managing team.

452. An agile facilitator is helping a team. The team is taking too long in each daily coordination meeting, and the facilitator is beginning to view the time as unproductive. What should the agile facilitator do to help the team?. A. Reduce the number of participants in the daily coordination meeting so only one representative for each user story or area of expertise can participate each day. B. Change the structure of the daily coordination meetings so team members only comment on the blockers they face during the day. C. Let team members decide how to execute the meeting because they are self-organized and should know what works for them. D. Pay attention to the comments of each team member during the meeting and intervene every time they deviate from the objective of the meeting.

453. What do the principles of Extreme Programming (XP) include?. A. Communication, respect, and courage. B. Communication, process flow, and authoritarian structure. C. Value people over processes, communication, respect disagreement, and strive for consensus. D. Rapid feedback, assume simplicity, incremental change, embrace change, and quality work.

454. The first project vision statement meeting for a newly formed team did not achieve its outcome. Lack of participation combined with conflicting views of those who participated led to disagreement on how to proceed. How can the team improve their collaboration?. A. Set clear expectations and allow everyone to contribute. B. Prepare the project vision statement and then present it to the team. C. Ask senior management to address the situation. D. Seek assistance from the scrum master to mediate the conflict.

455. In a project to develop a supply-and-demand scenario planning tool, the team aims to streamline development and rapidly deliver features. Which approach best supports quick feature delivery while maintaining quality? (Refer to An Excerpt from the Quality Management Plan). A. Implementing a systematic approach to automate integration, testing, and deployment activities. B. Increasing the frequency of stakeholder meetings to gather feedback on feature priorities. C. Leveraging regular reviews, feedback loops, and lessons learned to adjust at key milestones. D. Organizing training sessions for end users to ensure effective utilization of the planning tool.

456. How can the scrum master respond to a stakeholder who suggests using velocity as a metric to measure team efficiency in an agile project?. A. Velocity of a Scrum team will stop once it becomes stable and only then the team will become efficient with its deliverables. B. Velocity can only measure if a Scrum team has a stable and predictable run rate but not whether or not they are delivering better deliverables efficiently. C. Velocity will become more predictable only in stable teams and velocity should not be measured in Scrum teams until that occurs. D. Velocity is a great way of measuring the Scrum team's efficiency, and a stable velocity means the team is predictable and efficient.

457. An agile team had unexpected technical problems in a project and was not able to complete the deliverables on time. During the retrospective meeting, the team openly discussed the causes for these issues and what can be done to avoid similar situations in the future. What agile values and principles did the team demonstrate?. A. The team is being proactive by discussing how to better balance demands and capacity and make sure they have the right competencies. B. The team shows respect for one another by listening to everyone's opinions and valuing human interaction during face-to-face meetings. C. The team is providing one another with fast feedback to find those responsible for any mistakes so they can be avoided in the future. D. The team eliminates potential waste by discussing who should be responsible for future risk management by actively applying the plan-do-check-act (PDCA) method.

458. A scrum master is overseeing the launch of a chatbot for the service desk. Complaints come up post-release about edge case responses to queries. After analyzing the issues, the business decision was made to take the chatbot offline, resulting in workflow disruptions and risking the reputation. How could this situation have been avoided? (Refer to Testing Protocol Table). A. Conduct user acceptance testing to ensure the chatbot meets stakeholder needs and expectations. B. Perform integration testing to minimize any bugs between the chatbot components. C. Perform functional testing to verify the chatbot performs the required functions. D. Conduct regression testing to ensure all previously functioning chatbot features continue to work after updates.

459. A scrum master is observing the daily coordination meeting of an agile development team. The scrum master realizes that one of the developers is confused about a business rule for the solution they are building. How should the scrum master address this issue?. A. Take a few minutes to speak with the developer after the daily coordination meeting and provide clarification. B. Follow the appropriate channels by contacting the product owner and asking them to address the issue with the team. C. Wait until the sprint review to explain how the product increment needs to be changed to be acceptable. D. Speak up immediately during the daily coordination meeting and clarify the issue to avoid any further confusion.

460. There is a throughput of 200 tickets in a customer service line. The tickets are raised by employees, with each 8-hour shift averaging 50 tickets in progress. What is the cycle time to resolve a ticket?. A. 0.25 hour. B. 1 hour. C. 2 hours. D. 4 hours.

461. Following approval of a business case, a company will introduce a new mobile app for customers to place orders. Time to market is a key concern. The product has entered into the 3rd iteration, but the team is concerned because they feel the technical designs do not meet the agreed-on definition of done (DoD). An agile coach has been hired to help validate product delivery against business requirements. What should the agile coach do?. A. Incorporate quality assurance in the planning stage of product development. B. Schedule a dedicated meeting with the product owner to tackle this roadblock. C. Conduct a brainstorming exercise to get to the root of the issue and devise action plans. D. Conduct a retrospective meeting at the end of the current iteration to identify necessary improvements.

462. An agile lead is working with a team to deliver a new product. During a sprint, a junior team member has been taking too long to deliver a story. During daily coordination meetings, the junior team member does not mention any impediments they might be facing. Senior team members realize the delay but remain quiet. During a one-to-one conversation, the agile lead discovers the junior team member is struggling with a technical issue but feels too intimidated to ask for help. What should the agile lead do?. A. Escalate the issue to the functional manager and request another team member with more experience. B. Ask the team to refer to the team charter on how to resolve this kind of impediment and help the team member. C. Coach the team by reminding them that a self-managed team requires everyone to be able to remove their impediments. D. Remind them that self-managed teams require everyone to be honest and supportive of one another to resolve impediments.

463. A scrum team is working on an important project with a short deadline. To save time and reduce overhead, the product owner proposes that the regular sprint reviews should be cancelled and replaced with a review of each release according to the release plan. What should the scrum master do?. A. Review the release plan with the product owner and invite the stakeholders to a series of release reviews. B. Review the metrics and the process to determine where the overhead could be further reduced to speed up delivery. C. Explain to the product owner why the sprint reviews are now replaced by release reviews as inspect and adapt is a key principle in Scrum. D. Explain to the product owner that getting feedback early and often from stakeholders is important so necessary changes can be made quickly.

464. How can an agile project manager ensure that all stakeholders have a clear understanding of the release plan by the end of a release planning meeting? (Choose two.). A. Stated understanding of the release goal. B. Complete vision of the end product. C. Timeline of the project. D. List of the user stories that will be part of the next releases. E. Complete roadmap of the next iterations.

465. During an executive review, a scrum master uses a burndown chart to demonstrate team deliverables through time. The scrum master declared that velocity increased from 27 to 35 over the last 3 sprints, but one of the executives asks to clarify the importance of these metrics. How should the scrum master respond?. A. Project velocity should be stable over time. B. Moving velocity from 27 to 35 is a decrease in productivity. C. A burndown chart compares planned versus actual, not velocity. D. Velocity is iterative and will only be used for sprint numbers.

466. Roadmaps are defined as covering a rolling 12 months. When creating a product roadmap in an agile environment, what factor should the agile lead take into consideration?. A. Just-in-time (JIT) refinement. B. Stories to be released in each sprint. C. Infrastructure updates. D. Funding decisions.

467. A scrum master is working with a team on a complex software project that is scheduled to run for 2 years with a series of product releases. The scrum master is responsible for planning the project for the next 6 months and has advised planning the project up front. What should the scrum master do?. A. Add the releases into a roadmap with milestones and activities. B. Identify dedicated tasks and activities with regular feedback loops. C. Deliver in small and continuous iterative releases. D. Identify the requirements' schedule within set time scales.

468. An agile coach is working on a digital transformation project. The project team is in the middle of a 5-week sprint. The agile coach notices constant arguing among team members on what should be the preferred technical approach to solve a current business problem. What can the agile coach do to promote collaboration and consensus-building among team members?. A. Work with team members to resolve the issue. B. Escalate the issue to the product owner. C. Allow team members to resolve the issue. D. Escalate the issue to senior management.

469. Business partners are attending a daily standup meeting for a project. The business partners are asking questions about the sprint backlog and delivery timing. How should the project manager explain why this is not the forum to ask these questions?. A. The daily standup meeting provides a status update for the scrum. B. The daily standup meeting helps to resolve issues that arise within the backlog. C. The daily standup meeting helps the team prioritize the work. D. The daily standup meeting helps the team keep and synchronize commitments.

470. Which of the following allows DevOps to enable and sustain a fast workflow from development into operations?. A. A mindset shift to establish controls over all development and operations processes. B. Planned incremental iterations and a focus on people over processes. C. A culture of collaboration, tools, and processes to support continuous delivery. D. New tools that enable teams to continuously build, test, and integrate.

471. A project manager is managing a large complex project with cross-functional teams using an adaptive approach. Frequent communication among the team leads of these cross-functional teams is crucial for the project to stay on track and deliver value according to the project plan. Which agile communication practice should the project manager implement to ensure the cross-functional teams interact frequently?. A. Empower each cross-functional team lead to manage their team's issues and impediments. B. Post the daily coordination meetings and discuss impediments raised by the teams. C. Ask the project management office (PMO) to work on the communications management plan for the cross-functional teams. D. Set up additional meetings to handle additional communications if necessary.

472. A development team is working on the implementation of a human resources (HR) solution. The team has decided to work together with different business units to deliver value early and often. Which agile values are being practiced in this scenario?. A. The importance of customer-centric product development practices over product-centric approaches. B. Deliver working software often with a preference for shorter timescales and changing requirements. C. The belief that contributions and interactions are more important to success than processes and tools. D. The best architectures, requirements, and designs emerge from self-organizing teams.

473. A scrum master wants to encourage better collaboration within a collocated team and is coming up with a visualization method for the project. How could the scrum master promote transparency?. A. Consolidate the team's updates in presentation slides and email them to the team regularly. B. Radiate key information such as the team's work, progress, and velocity at the team's common area. C. Share team progress individually with each top performer every week. D. Attach sticky notes for each assignment to the wall in the team's area.

474. When working with Lean approaches, which process includes the sequence of steps for delivering value and those required to carry them out?. A. Value stream mapping. B. Long-term Lean planning. C. Business process modeling. D. Planning poker.

475. A mobile application project is halfway through development. The team reaches a stabilized velocity after 8 iterations. The sprint duration is two weeks and requirements assigned by the product owner are not changing frequently. What is the estimated time remaining for the project?. A. Eight months. B. Two months. C. Four months. D. Six months.

476. A client needs to release their product to market earlier than planned. They need to start receiving the expected revenue, according to their financial forecast, which will require completing the work left on all user stories in the backlog. What should the project lead do to accommodate this request?. A. Review the burn up chart to make predictions of how many iterations left are required to complete user stories left and make required adjustments to finish earlier. B. Review the burn down chart to make predictions of how many iterations left are required to complete user stories left and make required adjustments to finish earlier. C. Ensure the team focus on completing the current items in the backlog and do not accept any request for changes. D. Work with the product owner to launch a minimum viable product (MVP) and focus on completing only this portion of work by the new deadline.

477. A scrum master of a team that is new to Scrum wants to share the purpose of the daily coordination meeting. What should the scrum master tell the team?. A. The purpose of the daily coordination meeting is for the scrum master to be able to follow up on the sprint plan. The team should explain what may be impeding them from reaching the sprint goal. B. According to the Scrum guide, the daily coordination meeting is part of the Scrum framework. The purposes of this meeting are to enable the scrum master to verify the team is on track and to escalate impediments. C. The daily coordination meeting is an effective way for the development team to follow up on progress toward the sprint goal and discuss anything that may hinder their work. It is a way to actively manage risks and dependencies. D. The daily coordination meeting is held to verify that people are working on the right things. The whole Scrum team should be able to answer these questions: What did I do yesterday, what will I do today, and what can stop me from making progress?.

478. Just before a scheduled product launch, the customer declined to accept the final deliverable after seeing the demo. What should the project manager do to prevent this in the future?. A. Ensure the teams are working together daily throughout the product development and are keeping the team’s progress up to date. B. Ensure there is an environment where team members feel comfortable sharing their ideas, concerns, and feedback. C. Ensure the customer is provided with regular project status updates and that the meeting minutes are well documented. D. Ensure the team is able to release new features and updates frequently so that customers can see the product and provide feedback.

479. During backlog refinement, a team routinely creates tests to demonstrate to the customer that each acceptance criterion has been met. Most acceptance tests results are observable or demonstrable, but testing for one requirement is providing a challenge to the team. The requirement states that the home button should be recognizable and the team is unsure how to test this. What should the team lead do?. A. Determine if the home button is present and if it is shaped like a house, it is recognizable. B. Record the product owner’s opinion on how they will know if the button is recognizable. C. Skip creating a specific test for this particular requirement because it is too abstract. D. Consult the design team as subject matter experts (SMEs) for criteria on what makes a button recognizable.

480. An agile project manager has noticed their teams declining morale, mistrust, and isolation over the last 6 months of working on a project. What should the agile project manager do to enhance productivity and create a cohesive team culture?. A. Develop a reward system related to position and years of experience. B. Clarify project goals and project contract constraints. C. Promote cross-training and mentoring among team members. D. Introduce performance standards and evaluation methods.

481. During the retrospective meeting, it is revealed that an external dependency is causing a reoccurring impact. The impact is that an external team is not providing a fix or a stable testing environment. The scrum master has been unable to resolve this after escalating the situation to upper management several times. What should the scrum master do now?. A. Guide the development team to accept and adapt to the existing situation by finding sustainable workarounds. B. Assure that the development team plans the scope of work with this risk absorbed in the estimation. C. Establish a communications channel with the external team and monitor the implementation of the external task. D. Collect empirical data and influence upper management to be accountable for end-to-end, cross-team delivery.

482. During the high-level estimation for a project, the team contacted the product owner about the client’s requirements. The team is seeking guidance as their estimate is too big and there is a risk of not finishing the project in time. What should the product owner do to help the team?. A. Work with the client to ensure that the requirements are clear enough to allow a correct estimation and refine the backlog if needed. B. Assist the team with schedule planning to mitigate risks, including the possibility of crashing if needed. C. Implement clear measurements to control any deviation and therefore ensure the project's success per client requirements. D. Recommend that the team skip requirements that are too complex and estimate them later through progressive elaboration.

483. During an interview for an agile team lead for a global company, a candidate is asked: "How do you ensure your project is aligned with the stakeholders' priorities?" How should the candidate respond?. A. Engage the change management team to determine prioritization of the backlog. B. Allow the stakeholders to decide on the priority and build the backlog. C. The entire team should discuss and prioritize the backlog factoring in stakeholder input. D. Only the agile team lead and team need to decide how to prioritize the project deliverables.

484. Several team members are new to agile and there is a lot of confusion. It seems everyone is coming in with different experiences and following their own agendas. The scrum master decided to hold a presentation on core agile principles and values. What should the scrum master emphasize to the team during the presentation?. A. The value of agile ceremonies and methods. B. Performance and chain of command. C. Product deliverables, procedures and features. D. Collaboration, value delivery and shared mindset.

485. A development team has started working on a new service but is unsure if the service fits the customer's requirements. What should the product owner do to ensure that the service will benefit the customer?. A. Release the minimum viable product (MVP) to a group of customers and end users for their feedback. B. Build a prototype and review it with the targeted customer segment for their feedback. C. Invite a group of customers and end users to the biweekly demos to obtain feedback. D. Release the prototype of the software for 6 months to a pilot group of customers for feedback.