PMI-ACP_81_120

During a sprint review, the product owner identifies a required improvement for a feature's user interface (UI) delivered during the sprint. What should the product owner do next?. Create a user story for this new improvement and put it in the product backlog for prioritization and validation by the customer. Create a user story for this new improvement and prioritize it for the next sprint. Document it as a requirement creep. Ask the team to take on additional story points to improve the UI.

A company is moving into a new space and is determining the best configuration for offices. The management team is also considering moving to an agile process. What should an agilest give?. Arrange the office space to allow co-location of development teams and centrally located information radiators. Isolate each development team to reduce all outside distractions. Ensure management understands the need for isolation to allow for concentration. Define the agile method the company will be using and implement the office configuration based upon that method.

An agile team member identifies a potential problem within the project team. How should the team's coach react?. Document the problem, escalate to the project manager, and develop a solution for the team. Add the problem to the backlog and assign resolution to a future iteration. Instruct the team to try to solve the problem within the team. Perform root cause analysis and report the problem to the product owner.

Stakeholders are displeased with the latest release of a product's software. While most stakeholders attended every sprint review, they were otherwise largely uninvolved in the project. What should the agile practitioner have done to ensure stakeholder satisfaction?. Communicated early and often, as outlined in the communications matrix. Ensured engagement among stakeholders and the product owner. Conducted additional stakeholder reviews and demos. Worked with the product owner to prioritize user stories.

An agile project manager notices that the product manager manages team member's day-to-day tasks in a way that distracts them from their core responsibilities. In addition, the team believes that their questions on product backlog prioritization are not being answered on time. What should the agile practitioner do?. Discuss and address this in the iteration retrospective. Let the product owner know it is the project manager's responsibility to drive a ream's tasks. Discuss the roles and responsibilities of the project team with the product owner. Ask the product owner to work extra hours to answer the team's questions.

An agile team member from a cross-functional team has been unable to complete assignments due to tasks assigned by the functional manager. What should the scrum master do?. Dismiss the team member. Discuss the situation with the functional manager. Report the functional manager to the project sponsor. Demand that the functional manager respect the project charter.

During a mature agile team's planning meeting, a team member proposes a new framework that would considerably reduce implementation time. However, the team lacks the confidence to try the new framework. To help the team gain confidence, what should the agile practitioner suggest?. Develop a spike. Create an Ishikawa diagram. Perform a pre-mortem analysis. Complete a variance and trend analysis.

The team is in the middle of an iteration and there is an urgent request for a small change to be introduced to the committed scope. Unless this change is accepted, there is no value to the customers during this iteration. What must the agile practitioner do?. Add the new change request as a new user story in the product backlog for the upcoming iteration. Evaluate the impact of the change request and let the team and product owner decide and re-prioritize based on value. Recommend cancelling the current iteration and plan the change request into the next iteration. Recommend that the product owner add this change request as a user story to the backlog for the current iteration.

During a review session, an agile team presented done requirements to a group of stakeholders. Stakeholder feedback indicated that the done requirements failed to meet most pressing needs and provide value. What should the team have done to prevent this?. Reprioritized requirements prior to committing to iteration work. Ensured that requirements remained stable during the iteration cycle. Had stakeholders focus on items created after the product backlog was initially built. Worked on features rather than a set of components.

A member of a project's development team approaches the team lead and requests database administrator training. The team member believes that their inability to handle this work and to rely on outside specialists is impacting team velocity. What should the agile team lead do?. Send the member to training. Ask the outside specialists if database administration is required from the team. Send one member to training only after asking the team if there is an issue with the current work flow. Wait until all members of the team can attend training.

What role should a servant leader perform to reduce team distractions and improve progress toward project goals?. Managing: To ensure compliance with the project plan. Mentoring: To share their knowledge with the team. Controlling: To ensure compliance with the scope, budget, and schedule. Auditing: To ensure adherence to organizational compliance policies.

During a retrospective meeting, a team develops a large list of initiatives. All will have a positive impact and improve team performance. What should the agile coach do next?. Positively acknowledge the list and share it with management. Immediately have the team implement the initiatives. Help the team choose one or two initiatives for immediate implementation. Ask the team to choose and implement the most complex initiative.

A product owner concludes that the majority of a project's value can be delivered by completing only the first half of the prioritized backlog. What should the product owner do next?. Remove the second half of the backlog, and communicate their decision in the next backlog grooming meeting. Reprioritize backlog items to future iterations. Work with the team to deploy the first half of the backlog to ensure that value is realized. Meet with project stakeholders to review backlog and determine if the scope should be adjusted.

During the review session, the product owner discovers that the user interface has a response time of 10 seconds. The non-functional requirements state that it should respond in less than two seconds. The team complains that this requirement was not communicated to them. What should have been done to avoid this?. A comprehensive user story with all non-functional requirements should have been created. Non-functional requirements should have been added to the acceptance criteria. Non-functional requirements should have been added to the definition of done. A team review of the scope of work should have been conducted.

Midway through a sprint, a scrum team member advises the team of a new requirement that may change the initial scope. What should the team do?. Work on requirements that the product owner may have overlooked. Record the scope creep in the change management log. Add the new requirement to the product backlog. Ask the scrum master to secure additional time and resources.

A product owner, new to the role, is very enthusiastic about an agile project with an energetic team. What should be done first to ensure successful delivery of the product?. Hold a meeting with the team and the product owner to develop the team charter, working agreement, guiding principles, and product vision. Ask the product owner to create the project vision and charter, and then discuss the guiding principles with the team. Hold a meeting during which the team can present the project charter, high-level project plan, and team values to the product owner. Send the product owner to format product owner training where the product owner can learn how to create a product vision.

During a current sprint, a team member asks permission from the scrum master to investigate an alternative design approach. What should the scrum master do?. Discourage the team member from deviating from the plan and document the request during the retrospective. Encourage the team member to research the issue and present the findings during the retrospective. Discourage the team member from using experimentation/spikes unless it is fully developed and accounts for a variety of use cases. Encourage the team member to use experimentation/spikes for continuous improvement and help the team understand why it is important.

The scrum master for a large project must provide an estimate of what can be delivered in six months. What should the scrum master do?. Commit to a specific feature set for delivery. Explain that a commitment will be provided after planning. Have the team estimate in story points to commit to a specific set of features. Use the team's historical velocity to calculate a range of features that can be delivered.

A member of the development team is working on a prioritized non-functional requirement involving integrating with a 3rd party system. This integration has not been done before on the project. What should the project leader suggest?. Develop and document a detailed architectural design, peer review with the development team, and implement/test. Develop the functional requirements of the solution first before any non-functional requirement, as they provide more customer value. Discuss the integration requirement with the product owner and negotiate it to be lower on the backlog to focus on the minimal marketable feature. Develop and test the implementation approach and demonstrate it at the next sprint review to collect feedback.

During a retrospective, the agile practitioner discovers that a team member's process improvement idea has worsened the outcome. What should the agile practitioner do?. Commend the team on trying the idea, then encourage discussion regarding alternatives. Ask a manager to direct the team on fixing the process. Encourage the team to continue executing the idea to see if it improves. Privately speak with the team member to convey that their idea worsened the outcome.

Early in a project, stakeholder analysis is performed; however, an organizational restructure redefines key roles. What should the project team do?. Note the changes to the restructure and roles that affect team activities. Use direct engagement and two-way conversation to update the stakeholder analysis for any new stakeholder requirements. Email a copy of the project vision to those redefined for key roles and ask if they need to be involved in the project. Obtain a copy of the redefined key roles to update the stakeholder analysis.

A team member has spent 5 days on a spike and the first set of experiments has not been successful. The issue is the development team member has determined a short-term rather than a long-term solution. What should the project leader do?. Assign the spike to another resource to continue research for the long-term solution. Re-estimate the spike, encourage experimentation and collaborate with the team. Stop experimentation and negotiate the short-term solution with the customer. Schedule a root-cause analysis with the development team on the main issues with the spike.

An agile team notices that the same problems continue to occur during multiple iterations. Several team members have suggestions to fix the problem. What is the proper agile approach to handle this?. Hold frequent retrospectives and share the responsibility for making changes. Understand that this is the nature of innovative business and strive to work harder. Collect team member feedback and discuss them privately with the product owner. Conduct a team-building exercise to increase trust among the team members.

An experienced product owner presents the epics and corresponding stories during a release planning session with the established team. The executive sponsor asks the team when the features will be delivered. What should the agile team do?. Evaluate how much can be delivered based on the Scrum Master's estimation. Identify a set of user stories based on the team's velocity. Initiate an estimation session. Consult historical data for project completion.

An agile team is planning the next iteration for a product release that has accumulated technical debt. What should the team do?. Add code cleanup activities to the product backlog and request prioritization by the product owner. Add code cleanup activities to the next iteration and request clarification from the product owner. Add code cleanup activities to the next iteration and ask the product owner to end the current iteration. Add code cleanup activities to the next release backlog and request documentation from the product owner.

An agile project manager is planning the initial scope, schedule, and cost range estimates on a new project. The team will be using Kanban to control work. What metrics should the team use to measure performance?. Lead time, throughput, and due date performance. Work in progress limits, Kanban board, and time boxes. Work item types, sprint cadences, and defect classes. Burndown charts, scatter diagrams, and throughput.

During project inception, an agile practitioner engages the stakeholder to ensure alignment on the project's strategy and vision. The stakeholder asks for detailed requirements, design, and delivery plans. What should the agile practitioner do?. Provide all information requested by the stakeholder. Set expectations regarding the appropriate level of details requested during this stage. Inform the stakeholder that no detailed documents are provided using agile practices. Ask the team to supply the information to the stakeholder.

A product owner feels that the last sprint failed to sufficiently deliver what was valuable to their organization's overall project goals. What should the scrum master mention at the next retrospective?. Solutions to project problems that were built into the last sprint. Problems that arose. Solutions that saved the organizations the most time and money. Problems that were solved.

A new product owner needs to manage the backlog of a high-visibility, fast-moving project that is consuming a considerable amount of time. What should the product owner do?. Schedule regular meetings with the scrum team to write, groom, and size user stories. Focus on stores based on the highest number of story points to first address those items with the highest value. Seek regular input from project stakeholders, and reflect this input in the backlog's priorities. Schedule in-person, monthly meetings with key stakeholders to review the project's progress.

A team identifies the number of threats and lists them in the order in which they were identified. After analyzing a cause-and effect diagram, the ownership of the threats and their treatment is assigned, and a number of risk cards are placed on the Kanban board. What approach should be used to manage these threats?. Create a risk register detailing the threats, their causes, and their treatment strategies, and complete ownership to provide together risk control and a stakeholder. Focus on the threats during the daily stand up and ensure they are visible to the entire team and other interested parties. Prioritize the risks based on their criticality and timing, and track actions to closure. Ensure that the prioritization of threats is complete, and that ownership actions are assigned and visible to everyone.

During product development, changes in technology and regulations require the team to reassess product architecture. How should this technical debt be captured?. Include it in the product backlog and use a new indicator to annotate that is technical debt. Include it in the product backlog as a low-priority issue. Since it is not a part of agile methodologies, it should not be tracked. Have team members maintain personal lists of issues and consolidate the lists during review.

The agile team disagrees with the business stakeholders on completing some epics. What could help eliminate misunderstandings?. Agree on requirements with all stakeholders. Begin planning every four iterations. Consider previous sprint demo feedback when planning the next sprint. Include the reasons for the project in the contract.

A customer and a product delivery team meet to discuss a product's attributes, goals, expectations, hypothesis, and high-level needs. What is a benefit of this meeting?. The team will learn how its contribution will create product value. It will enable team acceptance of client priorities. It will enable the team to see the entire project in one glance. It will enable the team to ask any questions to the customer upfront.

When introducing agile processes to a company, a quality assurance (QA) manager resists and believes that the switch to agile will remove quality controls and documents. How should the agile practitioner address this concern?. Educate the QA manager that in agile, quality is integrated from the beginning to end of the project. Write backlog items that include QA as part of the description. Ask for the current QA documents and incorporate them into the technical debt backlog. Ask the product owner to write tests and QA controls into the acceptance criteria.

While struggling to take ownership of delivery, an agile team fails to keep up with its sprint commitments. What should the agile coach do?. Work with the sponsor to develop team expectations. Provide the customer with a list of deliverables and obtain agreement. Encourage the team to more frequently interact with all stakeholders. Work on finishing upfront product design rather than comprehensive documentation.

During a team meeting, members who are subject matter experts (SMEs) mention that they are continuously working on repetitive tasks, which has lowered motivation. What should the agile practitioner do?. Organize a team-building activity to improve team morale. Have team members work in pairs to learn from each other and develop new skills. Ask team members to perform a value stream analysis of their activities. Add more resources to the team to help with tasks.

An agile team is working on a new product. To ensure that all unknown issues are clarified before committing to the scope, the team plans to work only on spike user stories for the next three sprints. What should an agile coach do in this situation?. Ensure that the spikes identify the risks early in the project to increase the chances of success. Ensure that the business sponsor accepts the proposal and agrees to fund the additional spike sprints. Recommend that, in the first sprint, user stones with higher priority be executed in addition to the spike. Support the decision, because release planning will be improved, and the product backlog can be better groomed after all spikes are executed.

How can an agile team working on a new product ensure alignment with external stakeholders?. Ask the product owner to provide a detailed product specification document. Conduct story-mapping exercises to clarify deliverables and release priorities. Hold a kick-off meeting to assign roles and responsibilities. Work with the scrum master and stakeholders to ensure agile principles are followed.

What can an agile team use to prioritize stories?. Planning poker technique. Weighted average calculation. Risk-value quadrant. INVEST scale.

During a daily stand up, the tester engages the developer in a discussion about what will be tested during unit testing versus regression testing. What should the scrum master do?. Ask the tester and developer to discuss it after the meeting, since it is not a part of the daily stand up. Encourage the discussion to resolve impediments. After the meeting, escalate this issue to the tester's supervisor to ensure that this does not reoccur. Ask more questions about the testing techniques to obtain clarification on team efforts for quality improvements.