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A product owner has various items in a product backlog and does not know how to prioritize them. How should the agile practitioner coach the product owner?

A.

Sort the stories in the backlog by descending story points and release the stories at the top of the list equal to the team's velocity.

B.

Prioritize the most valuable product features in the backlog first.

C.

Determine the features with the highest risk and release those first.

D.

Determine which features comprise the smallest feature set that could be successful in the market and establish viability of the product.

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.

Two similar stories A and B are estimated at 3 story points. Story C, is estimated at 8 points After an iteration in which A and C were completed, it is found that story A took much longer than story C.

What should the agile practitioner do?

A.

Assign story B more than 8 story points so to provide a better estimate

B.

Add points to story B's iteration to account for the error but keep story B at 3 points

C.

Assign more resources to story B to bring it in line with the estimate

D.

Reestimate all stories including values for A; B and C

During the project initiation stage, a team has estimated story points for all user stories. When the project team explained the minimum marketable feature (MMF), however, they were not confident that the solution would actually work.

What can the team do to better manage this situation?

A.

Deliver the minimum marketable feature (MMF) to customers for feedback.

B.

Write acceptance criteria for each business requirement to conduct proper testing.

C.

Develop test cases based on user stories.

D.

Ask the customer to provide acceptance criteria before developing the user stories.

Business stakeholders of an agile project frequently skip the review meetings. What should the agile practitioner do?

A.

Ask the product owner to inform all stakeholders about the project's progress.

B.

Send meeting notes to all stakeholders after each review meeting.

C.

Include the results of the review meetings in the information radiators.

D.

Convince the stakeholders of the benefits of attending the review meetings.

A project team meets to estimate user stories for a sprint While an important non-functional requirement must be delivered in the sprint the estimate exceeds sprint capacity.

What should the team do?

A.

Estimate only functional requirements that will impact product quality

B.

Add team resources

C.

Refer the issue to the product owner

D.

Break non-functional requirements into those that can be delivered in the given sprint

The lead developer informed the team that they have learned of some possible integration challenges in creating customer dashboards using the architecture the team has chosen. What should an agile practitioner do?

A.

Conduct an architectural spike immediately to decide how the functionality will be determined.

B.

Work with the product owner to avoid the risk by determining if their requirements could be met with reporting or a similar functionality.

C.

Continue the priority defined by the product owner on the backlog for the functionality they determined to be the highest priority.

D.

Identify this as a risk, decide on the response, and prioritize spike to determine the solution on the product backlog.

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 clarity the issue to avoid any further confusion.

The agile lead is told by executive leadership that the team needs to work faster because the release date has been moved up three months. The agile lead communicates the updated timeline to the team. One of the junior team members objects and feels the timeline is unrealistic.

What should the junior team member do?

A.

Speak to the agile lead about the concerns.

B.

Follow the agile lead's instructions.

C.

Increase the time worked to meet objectives.

D.

Speak to all team members about the concerns.

A project team identifies a number of technical challenges with features in the next sprint What should they do?

A.

Request direction from the technical manager

B.

Encourage the product owner to reallocate the features to another sprint

C.

determine who is best qualified to address the challenges

D.

Ask the product owner to assign the tasks to the most appropriately skilled resources