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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 —entering among tea— members

C.

Introduce performance standards and evaluation methods.

A team working with a new technology faces a significant amount of uncertainty about its ability to deliver stories due to technical issues. What should the team do?

A.

Capture risks and make them visible, and use a burn down chart to focus on reducing risks early in the project.

B.

Ask the scrum master to extend the sprint's duration to allow more time to work through technical issues.

C.

Place the impacted stories on the story board, and use daily stand ups to make the product owner aware of the technical issues.

D.

Seek guidance from the development manager

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

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.

An agile team lead is assigned to a project that must ensure data security. What should the team lead do to guarantee that security, as a non-functional requirement, is managed throughout the project?

A.

Include security concerns on the agenda for every meeting.

B.

Request that a security expert be added to the team.

C.

Add security as a non-functional requirement to the risk register, and review regularly.

D.

Ensure that planning and prioritizing includes consideration of security requirements.

Unable to meet a sprint's committed velocity, an agile team approaches the agile coach to define the next sprint's velocity. What should the agile coach advise?

A.

Split each story into multiple stories to meet the desired velocity.

B.

Set the velocity to the delivered story points of the last sprint.

C.

Use different estimation methods for stories and defects to meet the desired velocity.

D.

Re-estimate by assigning more story points to smaller stories to increase the velocity.

During a project review, the team discovers customer feedback that would add scope. The project leader is concerned that the team will be unable to incorporate this feedback and still meet the product launch date.

What should the project leader do?

A.

Finalize the feedback in the form of a change request

B.

Limit the scope of the feedback to only those changes that the team can feasibly accommodate

C.

Encourage all feedback then work with the customer to prioritize work for future sprints

D.

Allow the team to decide what feedback to incorporate

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

B.

To reduce risk as quickly as possible

C.

To gain competitive advantage as soon as possible

D.

To maintain visibility with project stakeholders

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.

During mid-sprint changes, an agile facilitator meets with the executive and development teams. During the meeting, executive team members resolve conflicts, and on their own initiative, review the iteration charts to discuss changes to the iteration's functional goal.

What practice is the agile facilitator implementing?

A.

Building openness and transparency on the project's health and status

B.

Facilitating conflict resolution among executive team members

C.

Using active stakeholder involvement to build features in an incremental and iterative approach

D.

Seeking continuous feedback from executive team members