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An agile coach realizes that a team responsible for a major release is a few months behind schedule. The marketing department is unaware of this delay and is planning to start the marketing campaign and announce the release.

What should the agile coach do?

A.

Meet with the agile team lead to discuss ways to improve team velocity and get back on track

B.

Use this as a learning opportunity and allow the team to handle the situation when the marketing campaign begins

C.

In the upcoming retrospective, discuss ways to improve sharing project status information

D.

Meet with the marketing stakeholders to explain that the team will miss the planned release date

During sprint retrospectives, some team members are very vocal and tend to dominate the conversation, while others are more reserved and less likely to participate. What should the scrum master do?

A.

Encourage all team members to participate, and have them type their retrospective feedback into the agile lifecycle management tool.

B.

Ask more specific questions during the retrospectives.

C.

Use retrospective techniques, such as silent writing, clustering, and dot voting to field feedback prior to discussion by the team.

D.

Ask team members to email feedback that can be summarized in a spreadsheet for the team.

A product's scope and acceptance criteria have been defined, and the product is planned for release at the end of the next quarter. What should the project team do next?

A.

Estimate the project team's capacity.

B.

Determine how much work can be delivered.

C.

Calculate how much work will fit into the next iteration.

D.

Estimate items in the product backlog.

A team member has asked a question about the responsibilities of the product manager, QA, and the team regarding quality. What should the agile project manager advise?

A.

The entire team is responsible for quality and each team member is accountable for ensuring the success of every component.

B.

The entire team is responsible for quality, but each team member's role may vary as stated in the definition of done (Do

C.

The entire team is responsible for quality and QA is responsible for surprises, gaps, and other intricacies that may have been overlooked.

D.

Quality is the responsibility of the entire team, and the product manager defines the functionality from end to end.

During iteration planning, it was determined that an epic should be decomposed What was the determining factor?

A.

Size and priority

B.

Minimum marketable features

C.

Release plan

D.

Sprint mapping

A senior team member feels underutilized. What should the agile practitioner do?

A.

Transfer the senior member to another team that will more fully utilize their skill set.

B.

Conduct a performance evaluation to determine whether or not this member is a team player.

C.

Encourage the project team to involve the senior member in more project activities.

D.

Ask the functional manager to determine the best course of action.

A team lead reviews processes and identifies bottlenecks that prevent the teams from quickly delivering minimum viable products (MVPs). Which responsibility falls within the context of servant leadership?

A.

Facilitate the team's agile retrospective meeting

B.

Guard the team against external distractions

C.

Escalate points of conflict the team cannot resolve

D.

Identify the sequence for developing stories within an iteration

A project has several features that will deliver immediate customer value. The product owner needs to determine which features to include in the upcoming iteration.

What should the product owner have the customer review and approve?

A.

Work breakdown structure

B.

Description of all features' functions and an estimate of their cost

C.

Priority list of desired features and functions

D.

Comprehensive schedule of immediate deliverables

An agile lead is working with a team to deliver a new product. During a sprint, a junior team member has been taking too long to deliver a story. During daily coordination meetings, the junior team member does not mention any impediments they might be facing. Senior team members realize the delay but remain quiet. During a one-to-one conversation, the agile lead discovers the junior team member is struggling with a technical issue but feels too intimidated to ask for help.

What should the agile lead do?

An agile lead is working with a team to deliver a new product. During a sprint, a junior team member has been taking too long to deliver a story. During daily coordination meetings, thejunior team member does not mention any impediments they might be facing. Senior team members realize the delay but remain quiet. During a one-to-one conversation, the agile lead discovers the junior team member is struggling with a technical issue but feels too intimidated to ask for help.

What should the agile lead do?

A.

Escalate the issue to the functional manager and request another team member with more experience.

B.

Ask the team to refer to the team charter on how to resolve this kind of impediment and help the team member.

C.

Coach the team by reminding them that a self-managed team requires everyone to be able to remove their impediments.

D.

Remind them that self-managed teams require everyone to be honest and supportive of one another to resolve impediments.

An agile practitioner wants to communicate the effect of technical debt on the project What should the practitioner do?

A.

Post and discuss rises in the burn down chart

B.

Adjust story points to account for technical debt

C.

Log technical debt as an impediment

D.

Add refactoring tasks to all stories