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The product owner working on an agile software development project has brought all the Scrum team members together for the first sprint planning meeting. The team has read the user stories and has provided estimates to complete these user stories. The product owner plans to empower the team to get the work done.

What is this an example of?

A.

Emotional intelligence

B.

Two-way communication

C.

Bipartisan agreement

D.

Reciprocal communication

Based on the backlog metrics in the chart what can explain the jump in points at the end of iteration 4?

A.

The team neglected to account for support and maintenance costs associated with other supported products

B.

The team discovered that previously accepted work could be greatly improved and added story points associated with thatwork.

C.

The team realized that some stories were underestimated relative to other stories and reestimated as needed

D.

The team learned that the product owner needed to increase the output in the next release

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.

The productivity of an agile team has fallen significantly in the last sprint. The team members have not mentioned any impediments but seem to be fatigued.

What should the agile practitioner do?

A.

Discuss the issue with the team at the next daily standup meeting.

B.

Discuss the issue with the team at a special meeting for this purpose.

C.

Discuss the issue with the project stakeholders at a special meeting for this purpose.

D.

Discuss the issue with the team at the next project retrospective.

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 (Do

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 (Do

D.

No, because the product owner has not reviewed the release implementation checklist for potential issues.

Why is stakeholder engagement important for project success?

A.

To participate in establishing a shared vision as a member of the team

B.

To provide the acceptance criteria for the delivered items

C.

To propose implementation methods to the development team

D.

To evaluate the performance of the development team

During the implementation of a story, a scrum team notifies the scrum master of a technical challenge that is causing a delay. What should the scrum master advise the team to do?

A.

Implement the story since the team is running behind schedule.

B.

Create a spike to finalize the story's technical approach.

C.

Transfer the story to a scrum team experienced in solving similar problems.

D.

Ask the product owner to reduce the story's priority and wait until more technical details are available.

Case Study

An agile project lead for a company is leading a sales team who has committed to delivering new product functionality to the customer at the end of five sprints. The agile project lead performed initial planning with the team and with the team's support has committed to the scope and deadline.

Check in with the project in three stages to answer the associated questions.

How do two additional features and more story points added by the product owner impact the team's progress and ability to complete work within the iteration, considering the burndown rate of the team has not changed? (Refer to the Case Study and End of Sprint 3 Exhibit)

A.

The scope of the items in the backlog has been increased to reflect an increase in velocity.

B.

The backlog has been increased and the velocity of the project may no longer be on track.

C.

The team has committed to additional work added to the backlog and will increase velocity.

D.

The team did not complete the backlog items at the same velocity due to external issues

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?

A.

Remove the second half of the backlog, and communicate their decision in the next backlog grooming meeting

B.

Reprioritize backlog items to future iterations

C.

Work with the team to deploy the first half of the backlog to ensure that value is realized

D.

Meet with project stakeholders to review the backlog and determine if the scope should be adjusted

How can an agile practitioner ensure that all key stakeholders are properly engaged in planning?

A.

Collect stakeholder requirements

B.

Conduct an iteration planning meeting

C.

Communicate product backlog items to the stakeholders

D.

Facilitate a product development roadmap workshop