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A customer has given a project team several requests for new features on a product. The customer is upset that the requests have been placed in the backlog and are not currently being worked on by the team.

What should the team do next?

A.

Review the feature requests and reject the most complex ones.

B.

Organize the feature requests from simple to complex.

C.

Prioritize the requests for the next sprint.

D.

Turn the requests into user stories and prioritize them.

How can an agile team working on a new product ensure alignment with external stakeholders?

A.

Ask the product owner to provide a detailed product specification document

B.

Conduct story-mapping exercises to clarify deliverables and release priorities

C.

Hold a kick-off meeting to assign roles and responsibilities.

D.

Work with the scrum master and stakeholders to ensure agile principles are followed

Midway through a sprint, a team member discovers that the product design fails to adhere to the organization's enterprise architecture standards. Since this required escalation to the architecture team for further analysis and resolution, the team was unable to deliver its sprint goal and the sprint was cancelled.

What should the team have done to avoid this?

A.

Escalated the issue to management

B.

Ensured the early engagement of key stakeholders

C.

Provided feedback to the architecture team to change the enterprise architecture standards

D.

Raised an exception for non-adherence to the enterprise architecture standards for this product

A project team member expresses frustration about the length of time it takes to make decisions for a complex project. Approvals needs to happen at many levels in the company.

What should the team lead do to improve decision quality and reduce the time required to make decisions?

A.

Make sure the project owner is fully embedded into the project team so that they are readily available to make quick decisions.

B.

Establish collaborative behaviors among all members of the organization through a group decision-making process.

C.

Ensure all decisions are routed as quickly as possible to the project sponsor and have the rules of engagement visibly posted.

D.

Reduce the number of required approvals and expand the decision-control limits to the scrum master.

The team is considering committing to 44 story points for the upcoming sprint. Based on the

velocity chart, what advice should the scrum master offer the team?

A.

Reduce the commitment to 40 story points to ensure a higher chance of meeting the commitment.

B.

Maintain a commitment of 46 story points, representing the most frequently completed velocity.

C.

Increase the commitment to 48 story points to push the team toward higher performance.

D.

Commit to 44 story points as it aligns with the team's average velocity for completed story points.

A project sponsor suggested a team forgo in-person demonstration meetings and just send the product owner a link to try out the latest increment of working software. The sponsor says this will give the team more time to deliver value.

How should the agile coach explain the importance of an in-person demonstration meeting with the sponsor?

A.

The team needs to see the product owner's body language and facial expressions to understand what they really want.

B.

An in-person meeting helps ensure the product owner will consider their feedback carefully and not ask for any unneeded rework.

C.

It typically takes more time and resources to set up and test a virtual communications tool than to meet in person.

D.

The team will be able to better address the product owner's needs if they can have a conversation and ask questions.

An agile project leader is delivering a team kick-off session. The first exercise is a "Life Timeline" - a story-telling exercise where each team member tells their life story, explains how they experienced the highs and lows of their journey, and identifies their fears and hopes.

What is the project leader trying to create?

A.

A safe space for team members to learn to trust one another, leading to collaborative relationships.

B.

A safe space for team members to learn to be vulnerable, leading to high performance relationships.

C.

A safe space for team members to learn to share, leading to collaborative relationships.

D.

A safe space for team members to learn about each other's weaknesses and strengths.

A client is pressed for time and wants to launch a product with three components as soon as possible to gain market share. An agile lead proposes the following agile strategy to gain time: Three teams will work on the design and development of each component. Once all three components are finished, they will be tested and integrated.

Is this agile strategy appropriate?

A.

Yes, this is a case of sequential development where working in parallel is an accepted strategy in agile to gain time.

B.

Yes, this is a case of hybrid development where a product is divided into components and agile is used for component development and integration.

C.

No, dividing the development team into three separate teams will diminish communication and result in delays.

D.

No the feedback loops are being altered, which can result in big failures and delays

During a six-week iteration, an issue is identified by a team member. After analysis, the team member determines that it will take at least two weeks to resolve. What should the team member do?

A.

Notify the product owner and begin resolution.

B.

Communicate the issue to the team in the next stand up meeting.

C.

Immediately begin resolution, and communicate it to the team during the retrospective.

D.

Work on the next activity, and communicate it to the team during the retrospective.

A large project team is assigned to a complex technical project with many interdependent epics. The team starts to experience problems in the second sprint as the technical leads are independently unable to determine the needed solutions.

What should the project lead do to help the team?

A.

Coordinate a collaboration session so all the team members are involved in the solution process.

B.

Plan a minimum viable product (MVP) in collaboration with the product owner to reduce technical complexity and move issues to the next release.

C.

Provide training for all team members to enable higher technical skills and the ability to resolve complex issues.

D.

Hire external consultants to advise on solution options and train team members in any technical gaps.