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A large, corporate organization is forced to hire new team members in a geographically remote location from the current team. The manager of the department is concerned about the team not being colocated.

What behavior would indicate the team is not working well together?

A.

Team members are sending more emails to the team.

B.

The duration of feedback cycles has increased.

C.

The velocity has increased by having the new team work on items.

D.

New team members requested to move meetings due to time differences.

The risk profile of a project has increased beyond the upper threshold of tolerance. The product owner and project leader meet to discuss an approach for dealing with this.

What should the team do next?

A.

Add risk mitigation tasks to the backlog, then prioritize in current and upcoming sprints

B.

Add risk mitigation time to each requirement

C.

Apply the 80/20 rule, reserving 20 percent of each sprint’s capacity for risk mitigation

D.

Hold all risks until they become issues, then add issue resolution tasks to the product backlog

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

A newly formed, colocated team is participating in daily standups, but is otherwise working largely as individual contributors. This has resulted in misalignment of activities. Planned velocity is being met.

What should the agile practitioner do?

A.

Plan activities that will require the team to work collaboratively on a regular basis.

B.

Set collaboration metrics and evaluate individuals against those metrics.

C.

Request that line management add more collaborative team members to the team.

D.

Allow the team to continue with no interference as activities are being met.

A key stakeholder cannot attend the project vision statement development workshop. The stakeholder has emailed their requirements to the agile team lead, and believes that the vision statement is not critical.

How should the agile team lead respond?

A.

Emphasize to the stakeholder that a common, detailed vision will better ensure team understanding of the project.

B.

Personally meet with the stakeholder to understand their requirements, and then share the vision with the team.

C.

Work with the team to create a vision from the stakeholder's supplied requirements.

D.

Explain to the team that creating a vision is not critical in agile projects, as requirements may change over time.

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?

A.

Educate the QA manager that in agile quality is integrated from the beginning to end of the project

B.

Write backlog items that include QA as part of the description

C.

Ask for the current QA documents and incorporate them into the technical debt backlog

D.

Ask the product owner to write tests and QA controls into the acceptance criteria

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.

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.

An agile team is under pressure to deliver an application. The product owner anticipates many change requests from customers once the product is released.

What should the agile team do?

A.

Demand frequent product reviews by the product owner

B.

Continuously work with the product owner to do backlog refinement and product reviews

C.

Have the product owner provide detailed requirement specifications to ensure the proper features are delivered

D.

During the planning session, ensure the team is committed to deliver within the specifications

During the advanced stages of implementing a complex design, an agile practitioner realizes that the architecture is not scalable for user requirements. The architect suggests a workaround that is minimally adequate but may cause some performance issues.

What should the agile practitioner do?

A.

Tell the team that this is unacceptable for the upcoming project.

B.

Implement the workaround since performance issues can be addressed in the next iteration.

C.

Calculate the cost of redoing the architecture and seek management approval.

D.

Brainstorm with the team to identify a solution.