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PMI PMI-200 PMI Agile Certified Practitioner (PMI-ACP) Exam Practice Test

Demo: 144 questions
Total 482 questions

PMI Agile Certified Practitioner (PMI-ACP) Questions and Answers

Question 1

The team is aware that they will need to integrate a new component to their solution in the next few weeks. The team does not have any experience with this component.

What should the team do next?

Options:

A.

Ask for a team extension so that an engineer with the needed experience can be added to the team.

B.

Suggest that the product owner perform the initial investigation and present the outcome to the team.C Request thai the product owner include a spike in the next iteration's backlog so they can perform an initial investigation

C.

Propose alternative components with which the team has experience.

Question 2

An organization strives hard to accelerate value delivery by improving product design, development, and transition activities. What ways of working should the organization discontinue to become an effective player?

Options:

A.

Leverage continuous feedback from customers to seamlessly align delivery with requirements.

B.

Define software functionality by relying on the developers' experience designing similar system

C.

Engage end users in user acceptance testing to ensure the product meets their expectations.

D.

Educate end users and other stakeholders to understand desired outcomes through user stories.

Question 3

A project team tasked with delivering a solution with extremely aggressive timelines is facing an issue with meeting their sprint velocity targets. To address this issue and bring the project back on track, what action should the team take?

Options:

A.

Perform value stream analysis to eliminate the processes with wastage.

B.

Reevaluate the minimum viable product (MVP) deliverables to remove high-risk stories and meet timelines.

C.

Adjust the story points included in each sprint to represent the actual velocity.

D.

Include high-risk stories in earlier sprints to deliver incremental velocity.

Question 4

An agile team had unexpected technical problems in a project and was not able to complete the deliverables on time. During the retrospective meeting, the team openly discussed the causes for these issues and what can be done to avoid similar situations in the future.

What agile values and principles did the team demonstrate?

Options:

A.

The team is being proactive by discussing how to better balance demands and capacity and make sure they have the right competencies.

B.

The team shows respect for one another by listening to everyone's opinions and valuing human interaction during face-to-face meetings.

C.

The team is providing one another with fast feedback to find those responsible for any mistakes so they can be avoided in the future.

D.

The team eliminates potential waste by discussing who should be responsible for future risk management by actively applying the pi an-do-check-act (PDCA) method.

Question 5

An agile project has three more iterations before the release. There is a lot of report functionality to be created and defects to be cleared. During a daily scrum, a team member suggests a timebox spike to find a more efficient way to deliver reports.

What should the project leader do?

Options:

A.

Encourage the team to self-organize and determine how to best complete their existing work and this spike.

B.

Encourage the team to complete their just existing work since the team velocity indicates they are already struggling to meet the release goal.

C.

Direct the team to defer the spike until the next release and add the action on the backlog for prioritization.

D.

Direct the team to work on the spike immediately given the importance of reporting functionality to complete the iteration.

Question 6

What should a scrum master do when an agile team member is behind on their tasks?

Options:

A.

Ask the team for suggestions.

B.

Move the tasks to another team member who has spare capacity in the sprint.

C.

Hold a one-on-one meeting to encourage the team member to meet task commitments.D Inform key stakeholders

Question 7

An agile team has defined their definition of done (DoD) for a sprint. However, during the demo, the product owner is not sure if a user story can be marked as done.

Select the most appropriate sequence of activities that would need to be completed to meet a well-defined, mature definition of done (DoD).

Options:

A.

Code is unit tested, code is peer reviewed, functional testing is passed, business testing is passed, and all acceptance criteria are met.

B.

Code is unit tested, all acceptance criteria are met, business testing passed, code is merged, code is peer reviewed, and documentation is updated.

C.

All acceptance criteria are met, documentation is updated, functional testing is passed, business testing is passed, and code is peer reviewed.

D.

Code is unit tested, all acceptance criteria are met, business testing is passed, functional testing is passed, code is merged, and documentation is updated.

Question 8

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?

Options:

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.

Question 9

A team is creating a highly marketed, time-sensitive product. The agile coach is concerned that anything other than exceptional quality will result in bad publicity for the company. What should the agile coach ensure that developers do?

Options:

A.

Establish pair programming partners, and regularly perform peer reviews.

B.

Perform demos at the end of each iteration.

C.

Send coding to the quality assurance (QA) team upon completion.

D.

Demonstrate each feature to the client as soon as coding is complete.

Question 10

The risk profile of a project has increased beyond the upper threshold of tolerance. The product owner and project leader meet to discuss an approach for dealing with this.

What should the team do next?

Options:

A.

Add risk mitigation tasks to the backlog, then prioritize in current and upcoming sprints

B.

Add risk mitigation time to each requirement

C.

Apply the 80/20 rule, reserving 20 percent of each sprint’s capacity for risk mitigation

D.

Hold all risks until they become issues, then add issue resolution tasks to the product backlog

Question 11

An agile learn has only one database administrator with the necessary knowledge of database-related tasks. The project manager identifies the risk that if this person leaves, team velocity will significantly decrease.

What should the agile coach do?

Options:

A.

Start the hiring process for a new, equally skilled database administrator as a replacement.

B.

Move this database administrator to another team so that team members learn database-related tasks.

C.

Add another database administrator to balance the workload and aid with knowledge retention.

D.

Obtain agreement from the team that, on upcoming sprints, the database administrator will act only in an advisory capacity.

Question 12

During its first sprint, a new scrum team realizes that it has insufficient team members with test automation skills to effectively complete its stories. What should the team do?

Options:

A.

Cross-train some members in the automation framework to broaden their capacity with that skill

B.

Ask the product owner to add team members to boost this particular skill set

C.

Send a member to automation framework training when funds are available

D.

Avoid using test automation by swarming on the testing tasks and using manual testing

Question 13

Stakeholders have conflicting requirements, and the product owner is struggling to decide which user stories to write. What should the product owner do?

Options:

A.

Ask the agile practitioner to help write the user stories.

B.

Ask the agile team to facilitate a story-writing workshop.

C.

Ask subject matter experts (SMEs) to help write the user stories.

D.

Ask the agile practitioner to facilitate a story-writing workshop.

Question 14

An agile team is in their 2nd iteration planning session. During the session, they are debating on whether regression and integration testing should be part of every iteration or part of the hardening iteration.

What should the agile lead recommend?

Options:

A.

Integration testing with other upstream or downstream applications and all bug fixes should be done as part of the hardening iteration.

B.

Integration testing with other upstream or downstream applications should be done by the team as part of every iteration.

C.

Continuous integration and regression testing should be done by the team as part of every iteration.

D.

Regression testing should not be done by the team as part of every iteration but only as part of the hardening iteration.

Question 15

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?

Options:

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

Question 16

During planning for the next iteration an agile team identifies most of the story points that are expected to be delivered How should an agile practitioner work with the team to help identify the iteration's remaining scope?

Options:

A.

Convince the team to stop planning and keep the size small

B.

Identify the technically minimal and achievable tasks

C.

Refer to the remaining prioritized backlog items

D.

Select some of the smallest items from the backlog

Question 17

An agile team is working well together, but productivity has been flat. What can the project leader do to help them improve performance?

Options:

A.

Review the burndown chart to identify ways to increase efficiency.

B.

Chair a weekly team retrospective focusing on identifying areas for continuous improvement.

C.

Ask a senior manager to initiate a root-cause analysis.

D.

Identify team key performance indicators (KPIs) and create positive incentives when targets are achieved.

Question 18

A team's technical lead believes that manual testing tasks should be conducted by junior team members below their level. The junior team members think it is unfair and refuse the tasks.

What should the scrum master do?

Options:

A.

Tell the technical lead to do the testing

B.

Facilitate an open and focused team discussion that reinforces team agreements

C.

Ask the team manager to advise the technical lead that all tasks are important

D.

Encourage the team to take ownership of the delivery

Question 19

A new project starts and team members are pooled together to execute it. The team works together and moves from the forming stage into the storming stage. However, potentially destructive conflicts are now arising.

What should the agile coach do to develop members into a high-performance team?

Options:

A.

Teach the team how to work comfortably in chaos.

B.

Provide strong facilitation and conflict-resolution guidance.

C.

Allow the team to resolve issues on their own.

D.

Observe each team member and advise them on team relationships.

Question 20

During product development, changes in technology and regulations require the team to reassess product architecture How should this technical debt be captured?

Options:

A.

Include it in the product backlog and use a new indicator to annotate that it is technical debt

B.

Include it in the product backlog as a low-priority issue

C.

Since it is not a part of agile methodologies, it should not be tracked

D.

Have team members maintain personal lists of issues and consolidate the lists during review

Question 21

An agile team's client has been asked to expedite the delivery of the next release. By delivering one month early, the company can generate USS40.000 more than expected for the quarter. What should the agile team do?

Options:

A.

Adhere to the new deadline and immediately advise the client that the schedule has been expedited.

B.

Advise the client that it is best to continue as planned rather than introduce unforeseen risks by expediting the schedule.

C.

Submit a change request to the client with a 50% increase in charges due to the new potential profit.

D.

Request additional resources to meet the expedited deadline and obtain training for the new resources.

Question 22

The executive leadership wants to understand ways to better deliver on time and on budget. What can the project team do to assist in achieving the organizational goal?

Options:

A.

Maintain and review a lessons learned repository to improve delivery of future projects.

B.

Ask each team member to post corrective action to the backlog.

C.

Engage the project management office (PMO) to take responsibility identifying lessons learned on projects.

D.

Perform a root cause analysis to identify alternative approaches for performing the next project.

Question 23

An agile team is working on the first sprint, and have already planned the second and third sprints. However, market conditions now require a change to the features. What should the product owner do?

Options:

A.

Communicate the importance of the business need to the team and refine the product backlog.

B.

Ask the team to discuss the changes to the features with the customer.

C.

Meet with the agile team lead to prioritize the requirements.

D.

Discuss and prioritize the requirements with the team.

Question 24

An organization initiates a pilot project to introduce agile methodology for the successful delivery of projects. What should the project manager do to share this project's knowledge and learning with wider organizational business groups?

Options:

A.

Invite people from across the organization to attend daily stand ups

B.

Invite people from across the organization to attend retrospectives

C.

Invite people from across the organization to attend the release meeting and project retrospectives.

D.

Regularly meet with people across the organization to share the project's lessons learned and best practices

Question 25

An agile practitioner notices that a project is increasing open defect counts after every subsequent iteration. What should the agile practitioner do?

Options:

A.

Create an issue on the backlog to investigate the root cause and assign a team resource to resolve the issue immediately.

B.

Request increased velocity from the development team to clear off some defects and stay on track with the current iteration's work.

C.

Ask the team to determine how to adapt to this increase in the next retrospective.

D.

Stop work on in-progress user stories to clear defects from the product owner and increase velocity on defect resolution.

Question 26

An executive requests information regarding a sprint status. What action should the product owner take?

Options:

A.

Invite the executive to the standup.

B.

Direct the executive to the information radiator.

C.

Personally meet with the executive.

D.

Email the requested information to the executive.

Question 27

A scrum master is 6 days into a 10-day iteration. A customer representative approaches the scrum master and asks whether they can access the latest update on the project.

Which action should the scrum master take?

Options:

A.

Share the information radiator.

B.

Email the latest release plan.

C.

Invite them to the next retrospective.

D.

Send the latest project report.

Question 28

An agile team is having difficulties in obtaining the participation of a true user to be a part of their team. In the absence of a true user, the development manager steps in to act as a proxy for the user.

What can the agile team do to improve value delivery in the absence of a true user?

Options:

A.

Improve the velocity of each iteration.

B.

Add a variety of skilled programmers and expert testers to the team.

C.

Reduce the length of each iteration.

D.

Add a variety of users, such as business analysts and domain experts, to the team.

Question 29

A team is transitioning from a predictive approach to an agile approach Historically, the team has delivered work products that did not meet customer expectations.

What agile practice can help the team to alleviate this?

Options:

A.

Test-driven development (TDD)

B.

Clear definition of done and regular demos

C.

Collaborative team planning games

D.

Consistent team velocity

Question 30

During a Kanban team's daily stand up, an agile coach observes that the team seems disinterested in the work status. While it appears that there are no issues with flow, there is a marked lack of attention to team effort. When the agile coach queries the team for reasons, members explain that work continues to be scheduled with no end in sight.

What should the agile coach do?

Options:

A.

Work with the team to determine points at which to celebrate its work.

B.

Provide the team with a break by scheduling a team event.

C.

Have the team increase work in progress (WIP) levels to more quickly complete the flow.

D.

Rejuvenate the team by temporarily reducing WIP levels.

Question 31

An agile coach is guiding a team across multiple locations. They need a united communication approach that involves task-oriented communications and discussion boards with effectiveness.

Which method of communication would be most effective?

Options:

A.

Interactive communication

B.

Pull communication

C.

Interpersonal communication

D.

Push communication

Question 32

During a retrospective, team members suggest process improvement ideas. The agile team lead knows that, while many of these ideas are different from standard practices, a few of them are good. What should the agile team lead do?

Options:

A.

Require the team to try only those ideas that will ensure success.

B.

Allow the team to try ideas, but remind them that results will be reviewed by high-ranking executives.

C.

Associate idea successes and failures with the team's incentive plan to ensure accountability.

D.

Encourage the team to try the ideas, even if failure may be the outcome.

Question 33

As user stories are developed, what should be done to record and update acceptance criteria?

Options:

A.

Add more user stories.

B.

Use sprint retrospectives.

C.

Update current user stories.

D.

Update new tasks in the project plan.

Question 34

A new agile project manager accepts an assignment to manage a well-established team Many team members have worked together on this product for several years During a meeting, the project manager notices that team members offer little vocal interaction, yet all required tasks are completed on time

What type of behavior does this describe?

Options:

A.

Synchronous

B.

Collaborative

C.

Passive-aggressive

D.

Random

Question 35

An agile coach advised a project manager to continuously improve their ability to support their team and remove any obstacles in the project's way. What role is the agile coach advising to the project manager to take on?

Options:

A.

Scrum master

B.

People manager

C.

Servant leader

D.

Squad leader

Question 36

A scrum master assumes a project that is essential to organizational growth. The project is expected to be in production for three years. What should the scrum master do first?

Options:

A.

Work with the customers to build the product backlog and identify their initial requirements.

B.

Meet with the stakeholders and enterprise architects to understand the project's vision.

C.

Plan and execute a sprint 0 to establish the project's foundational needs.

D.

Create a backlog, and execute a sprint 1 to quickly deliver value to the customers.

Question 37

After seeing the planned features (or an upcoming release, a customer notes that a vitally important and complex one is missing. The team estimates that this feature significantly exceeds its average velocity. How can this issue be resolved?

Options:

A.

Break down the feature into smaller parts, and commit to completing the minimum viable product.

B.

Complete the iteration to which they have already committed, and include the feature in the next release.

C.

Change the planned features lo include only the vitally important one.

D.

Extend the iteration to complete the feature.

Question 38

Prior to a retrospective, discussions among team members indicate conflict. An agile practitioner wants to ensure an open and safe environment during the retrospective.

What should the agile practitioner do?

Options:

A.

Review established ground rules with the team

B.

Ask team members specific questions to identify the cause

C.

Encourage the team to continue working to maintain the iteration's schedule

D.

Meet with the product owner and stakeholders to discuss the issue

Question 39

Midway through a two-week sprint, an agile team realizes that the features cannot be delivered within the sprint. The team determines that another week will be required to complete all committed features.

What should the team do?

Options:

A.

Plan for overtime, and include the effort as part of the estimation.

B.

Increase team velocity to deliver more story points.

C.

Identify the reason for over-commitment to the sprint and create an action plan for the following sprint.

D.

Add resources to assist with sprint execution.

Question 40

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?

Options:

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.

Question 41

A senior manager has asked an agile team to ensure that the data for the burndown charts are updated in real-time. However, the team is not comfortable with this approach as they think this is not productive.

What should the scrum master do?

Options:

A.

Ask the product owner to manage and share the metrics with appropriate stakeholders.

B.

Meet with requestors to agree and align on reporting requirements.

C.

Deny the request and explain the team's stance to the stakeholders.

D.

Work with the team to create the metrics requested by the stakeholders.

Question 42

Part way through a project, several team members are in conflict over whether or not a deliverable has been properly completed. How should the agile leader reduce this conflict?

Options:

A.

Facilitate team agreement on the definition of done (DoD) during the chartering process.

B.

Motivate the team durinq Tuckman's "storminq" phase.

C.

Ensure the product owner is grooming the backlog so user stories are clearly written.

D.

Ensure epics are broken down into smaller user stories for clarity.

Question 43

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?

Options:

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.

Question 44

An experienced product owner presents the epics and corresponding stones during a release planning session with the established team. The executive sponsor asks the team when the features will be delivered.

What should the agile team do?

Options:

A.

Evaluate how much can be delivered based on the Scrum Master's estimation

B.

Identify a set of user stones based on the team's velocity

C.

Initiate an estimation session

D.

Consult historical data for project completion

Question 45

In a scrum team, who should be responsible for the budget and release plans?

Options:

A.

The scrum master assigns someone on the team to handle the budget, and the product owner is responsible for release plans

B.

The finance department is responsible for budget, and the product owner is responsible for release plans

C.

The scrum team as a whole, as they are self-organizing and share accountability

D.

The product owner is responsible for both the budget and the release plans

Question 46

The vice president (VP) of an organization has been asked by the chief information officer (CIO) to have their teams to embrace an agile approach to projects. The VP, however, often insists teams use a more predictive approach to project management which allows the project managers to do what they like.

How should an agile team member coach the VP and teams be more effective?

Options:

A.

Coach the chief information officer (CIO) on implementation of agile benefits and expectations.

B.

Coach the teams on implementation of agile benefits and expectations.

C.

Coach the managers on implementation of agile benefits and expectations.

D.

ICoach the vice president (VP) on implementation of agile benefits and expectations.

Question 47

During a team meeting members who are subject matter experts (SMEs) mention that they are continuously working on repetitive tasks which has lowered motivation. What should the agile practitioner do?

Options:

A.

Organize a team-building activity to improve team morale

B.

Have team members work in pairs to learn from each other and develop new skills

C.

Ask team members to perform a value stream analysis of their activities.

D.

Add more resources to the team to help with the tasks

Question 48

An executive sponsor of a new scrum team actively attends scrum ceremonies How does this benefit the team?

Options:

A.

It helps the team to focus on and meet sprint goals.

B.

It reminds the team about who sponsors the project.

C.

It provides high-level project updates to the sponsor

D.

It helps to quickly resolve issues using the sponsor's Influence

Question 49

During initial planning, a project team investigates several approaches to building new application software, emphasizing the most valuable deliverables. The team needs to convince stakeholders and win their approval.

How can the project team achieve this?

Options:

A.

Use a successful platform on which several object-oriented products have been developed in the past.

B.

Create a quick mock-up of the product to serve as a visual tool and adjust it until consensus is reached.

C.

Include brief exploratory iterations, proof-of-concept (POC). to reduce project risk at the beginning of every project cycle.

D.

Deliver an iteration planning diagram, allowing a 2-week refactoring period at the end of the project.

Question 50

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?

Options:

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.

Question 51

A new agile project leader habitually becomes involved in the work from a support perspective and uses information radiators to ensure that all actions to remove impediments are visible to the team. What is the agile project leader doing?

Options:

A.

Practicing the servant leadership style of working with an agile team

B.

Building a collaborative teamwork culture

C.

Following a participatory decision-making model

D.

Adopting the practice of receiving feedback that will facilitate team improvement

Question 52

A key stakeholder feels they do not understand the project at a comprehensive level. What should the agile practitioner do?

Options:

A.

Send daily status emails to let stakeholders know what progress is being made.

B.

Invite stakeholders to attend daily Scrum meetings to get feedback.

C.

Share information via interactive methods such as a brainstorming session.

D.

Build the feature backlog and then solicit stakeholder feedback.

Question 53

There is a debate within the organization on whether projects need to be agile or waterfall. Some agile terms and principles are understood differently by the key stakeholders and this delays the decision-making process.

How should the scrum master proceed?

Options:

A.

Allow stakeholders to discuss without the scrum master's intervention.

B.

Recommend an external facilitator as no one in the organization is able to eliminate this roadblock.

C.

Facilitate a face-to-face discussion and have stakeholders agree to shift to agile for future projects.

D.

Organize training sessions to create awareness around the agile values for stakeholders.

Question 54

When a team member encounters an issue in an agile environment, what should they do?

Options:

A.

Limit communication between the team members and the customer to prevent unnecessary anxiety

B.

Manage communication between all team members and the customer to promote effective and transparent collaboration

C.

Manage communication between a few team members and the customer so that they may convey information to other team members

D.

Facilitate one-on-one communication between team members to reduce conflict and inefficiencies

Question 55

During a retrospective, the team agrees that they have limited competence in using a newly introduced tool. What should the team do?

Options:

A.

Explore options for increasing knowledge in the next iteration's backlog.

B.

Experiment with the tool's usage by adding extra tasks in the current iteration.

C.

Propose alternative tools that the team is more competent using.

D.

Ask a tool expert to join the team and perform the relevant work.

Question 56

An organization is using a predictive approach to managing projects. The executives like to see more deliverables in a short time and require that the milestones be achieved on time.

What value can the organization gain by moving to an iterative approach?

Options:

A.

New tools that deliver iterative and incremental work

B.

A more predictable delivery schedule and better quality

C.

Higher levels of activity-based planning and user histories

D.

Increased focus on the value and benefits delivered

Question 57

The transition of a monthly news publication from paper to digital is planned to start in the next few weeks. There is a debate between the product owner and the development team about the initial features to be made available and the first five stages of implementation.

What should the scrum master do to address this situation?

Options:

A.

Request more clarification from the client relations team.

B.

Ask the team to define the minimum marketable feature

C.

Tell the team to proceed with coding the items as currently defined.

D.

Encourage open discussions to help the team reach agreement

Question 58

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?

Options:

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

Question 59

DRAG DROP

All the developers on a project team are working offshore in a different time zone, resulting in many issues. Match the issues to the agile practitioner's recommendations for resolutions below. (Drag the Problems/Issues on the left to the box in the center, corresponding to the correct Recommendations for Resolution on the right)

Options:

Question 60

During a team meeting, conflicting opinions arise regarding the best approach to complete a project task. The project manager wants to ensure that the team can effectively handle these conflicts and come to a resolution that benefits the project.

What is an effective way to handle conflicting opinions in team meetings in an agile environment?

During a team meeting, conflicting opinions arise regarding the best approach to complete a project task. The project manager wants to ensure that the team can effectively handle these conflicts and come to a resolution that benefits the project.

What is an effective way to handle conflicting opinions in team meetings in an agile environment?

Options:

A.

End the discussion until there is consensus.

B.

Wait for the problem to resolve itself.

C.

Choose the option that is best for the team.

D.

Restate the positions to find what is in common.

Question 61

An agile team delivered a feature in the last iteration. The product owner, who missed the planning and review meetings, was dissatisfied with the feature. The team conducted a retrospective and reviewed the user stories related it.

What should the agile team do next?

Options:

A.

Ensure that the product owner reviews the acceptance criteria for delivered user stories.

B.

Augment the quality assurance and continuous integration processes for delivery.

C.

Approach the relevant developers and testers regarding quality issues in upcoming iterations.

D.

Ask the product owner to define the entire scope of delivery two to three iterations in advance.

Question 62

An agile team member identifies a potential problem within the project team How should the team's coach react?

Options:

A.

Document the problem, escalate to the project manager and develop a solution for the team

B.

Add the problem to the backlog and assign resolution to a future iteration

C.

Instruct the team to try to solve the problem within the team

D.

Perform root cause analysis and report the problem to the product owner

Question 63

A customer has difficulty explaining how the highest priority feature will work. What should the agile project manager do?

Options:

A.

Create a time-boxed spike story to reduce the technical risk of the feature.

B.

Commence an iteration 0 for the customer and the team to investigate the feature.

C.

Facilitate the decomposition of the feature epic into more manageable user stories.

D.

Facilitate a just-in-time exploration of the functionality by the customer and the team.

Question 64

The team is working to build a new Al model that will summarize and create presentation materials for executive leaders from external and internal content. The team believes there is value in increasing the scope of work as it will benefit the organization.

Which two actions should the product owner take first? (Choose two.)

Options:

A.

Determine the cost and resource requirements.

B.

Create a spike to determine the dependencies.

C.

Create a change request to formalize the requirements.

D.

Seek executive approval on the approach.

E.

Determine the purpose and value proposition on the approach.

Question 65

An agile team wants to collectively determine a project's size. What will the team be doing if they use the planning poker technique to accomplish this?

Options:

A.

Estimating story points by comparing them to similar, past features

B.

Estimating stories by placing them in buckets

C.

Using the number of dots for votes to estimate story points

D.

Estimating the relative size of stories by using story points

Question 66

A technical problem arises that will likely impact the stories planned for delivery in the current sprint What should the scrum master do?

Options:

A.

Consider adding a story to the next sprint to seek resolution

B.

Immediately solve the problem on behalf of the team

C.

Ask the team to collaboratively work out a solution.

D.

Engage a technical manager to assist with finding a solution

Question 67

Several new stakeholders are concerned about being asked to review a product demo before it is complete. How should the agile coach explain to the stakeholders the value of working this way?

Options:

A.

The product owner may act as the stakeholders' proxy at the demo and that the stakeholders do not need to be directly involved with the team.

B.

The demo will show whether or not the team understands the level of effort required to complete the project.

C.

The stakeholders will learn whether or not the implementation has worked by getting immediate feedback so they can correct their assumptions for the next sprint.

D.

The stakeholders will be better positioned to evaluate whether or not the resources expended by the organization are worthwhile.

Question 68

How can the scrum master respond to a stakeholder who suggests using velocity as a metric to measure team efficiency in an agile project?

Options:

A.

Velocity of a Scrum team will stop once it becomes stable and only then the team will become efficient with its deliverables.

B.

Velocity can only measure if a Scrum team has a stable and predictable run rate but not whether or not they are delivering better deliverables efficiently.

C.

Velocity will become more predictable only in stable teams and velocity should not be measured in Scrum teams until that occurs.

D.

Velocity is a great way of measuring the Scrum team's efficiency, and a stable velocity means the team is predictable and efficient.

Question 69

A scrum master is part of a team that has just agreed on the project scope and deliverables for a global, multilingual manufacturing company that has many staff members moving between locations. The team consists of 20 people and the budget is US$5 million. The kickoff meeting is scheduled for the following month.

What should the scrum master do as a first step?

Options:

A.

Organize a sprint planning meeting and include stakeholders.

B.

Invite the product owner to create a stakeholder map.

C.

Identify the key stakeholders at the earliest opportunity.

D.

Invite the key stakeholders to the kickoff meeting.

Question 70

Following approval of a business case, a company will introduce a new mobile app for customers to place orders. Time to market is a key concern. The product has entered into the 3rd iteration, but the team is concerned because they feel the technical designs do not meet the agreed-on definition of done (DoD). An agile coach has been hired to help validate product delivery against business requirements.

What should the agile coach do?

Options:

A.

Incorporate quality assurance in the planning stage of product development.

B.

Schedule a dedicated meeting with the product owner to tackle this roadblock.

C.

Conduct a brainstorming exercise to get to the root of the issue and devise action plans.

D.

Conduct a retrospective meeting at the end of the current iteration to identity necessary improvements.

Question 71

The product owner is very concerned about work not being completed and tested before a hard release date. What can the agile team do to mitigate this risk?

Options:

A.

High-risk features can be prioritized to fit into releases with less work in progress.

B.

Low-risk, low-value features can be prioritized and completed first.

C.

High-risk, low-value features can be evaluated by the team early in the release.

D.

The work in progress can be adjusted to get more reviews with high-risk features.

Question 72

A scrum master wants to encourage better collaboration within a collocated team and is coming up with a visualization method for the project. How could the scrum master promote transparency?

Options:

A.

Consolidate the team's updates in presentation slides and email them to the team regularly.

B.

Radiate key information such as the team's work, progress, and velocity at the team's common area.

C.

Share team progress individually with each top performer every week.

D.

Attach sticky notes for each assignment to the wall in the team's area.

Question 73

A project team developer has been involved in a large corporate initiative that has negatively impacted team productivity on another project to which they have been assigned. How should the developer have handled this situation?

Options:

A.

Worked as planned to meet the team's commitments and participated in other events as time permitted.

B.

Worked extensively on the corporate initiative in order to inform the team of that effort.

C.

Asked to be relieved of project tasks to maintain team velocity.

D.

Have not participated in any initiative that could take focus away from the team's project and goals.

Question 74

A project is starting and the type of work is complex and suitable for agile in assessing the team members, it appears that co-location would be a challenge.

What should the agile practitioner do?

Options:

A.

Select and implement collaboration tools to augment team interactions

B.

Provide each geographical area with their own product owner and divide the work between the teams

C.

Increase the number of requirements documents and ensure they are clearly communicated

D.

After several sprints, calculate velocity based on primary team location and use secondary team as reserve

Question 75

During a recent sprint review meeting with stakeholders, the product owner received detailed feedback indicating the critical changes needed for upgrading the legacy system to better align with the latest technologies and user needs. How should the product owner help ensure the product backlog is effectively managed, while helping the team remain focused? (Refer to the Product Backlog Exhibit)

Options:

A.

Prioritize the stakeholder feedback, considering the impact on strategic objectives and current workload, and discuss these priorities with the team in the next sprint planning meeting to collaboratively decide on the next steps.

B.

Implement the changes in the current sprint, reallocating resources and adjusting the sprint goals to accommodate the feedback immediately, regardless of the current workload and potential impact on ongoing tasks.

C.

Update the product backlog immediately without consulting the team, ensuring that the most critical feedback is addressed as soon as possible, even if it disrupts the current workflow

D.

Disregard the feedback until the next product release, focusing solely on the current sprint commitments to avoid any disruption and maintain the current workflow, even if it means delaying potentially valuable changes.

Question 76

An agile coach is assigned to help a project team that was recently co-located close to a very popular business Many team members visit this business during working hours which affects team performance.

What should the agile coach do to mitigate this issue?

Options:

A.

Speak with the functional managers and come to an agreement that will resolve the issue

B.

Explain to functional managers that too much control will inversely Impact team morale

C.

Meet with the team to discuss the issue and identify specific actions to reduce or eliminate the issue

D.

Inform the team there will be penalties to anyone who visits that business during working hours

Question 77

A company has decided to use an agile delivery method for launching a new product to improve the customer checkout experience. How should the project manager ensure the experienced predictive delivery teams are capable of adopting the agile model?

Options:

A.

Assign agile roles within the team and conduct training for each role to provide understanding of the agile methodology.

B.

Organize training and development workshops to help all stakeholders to form a shared understanding of agile practices.

C.

Plan a transformation to agile delivery methods for senior leadership before starting project implementation.

D.

Apply only agile methods and practices for specific deliverables of the work and assign this work to experienced agile team members.

Question 78

An agile lead is working on a project to build a new product that will bring substantial business value to a company. Company executives want to present the first release at an important industry fair the following month. The agile lead started the project the previous month, and the team planned the release to take 8 iterations. For the past 4 iterations, work has been performed as planned and on time. In the current iteration, however, one team member will be out for the remainder of the project. Without this team member, velocity would drop 30%.

What should the agile lead do to ensure the release will be on time for the fair?

Options:

A.

Reduce the scope of the release to meet the deadline.

B.

Deliver as many features as possible based on the new velocity.

C.

Extend the project timeline to accommodate the missing team member.

D.

Hire a new team member to replace the missing one.

Question 79

During a project's last few sprints, an agile practitioner notices an increase in defects. A root-cause analysis indicates that a poor understanding of the requirements was caused by the inability of the product owner to communicate clearly.

What should the agile practitioner do?

Options:

A.

Inform the product owner's manager so that corrective action may be taken.

B.

Communicate this to the product owner, and offer to help facilitate discussions with the team.

C.

Encourage a team member to raise this during the retrospective to ensure that the product owner is aware.

D.

Escalate this issue to the sponsor so that corrective action may be taken.

Question 80

During a review close to a product release, the customer spotted several features that will need to be changed. What caused this to happen?

Options:

A.

Reduced or improper customer collaboration.

B.

Reduced or improper product knowledge by the development team.

C.

Reduced or improper release planning.

D.

Reduced or improper product specification.

Question 81

How should an agile project leader interact with the product owner?

Options:

A.

Conduct regular one-on-one meetings to review development features and trace them back to the product roadmap.

B.

Ensure that they attend regular sprint meetings to provide product-feature feedback

C.

Share any new versions of the project plan with them including updated statuses for tasks and project milestones

D.

Schedule meetings where they can provide team direction regarding new-feature priorities and upcoming sprints

Question 82

The amount of information captured in the project's defects is varying within the development team. Team members are becoming frustrated with the defect quality inconsistencies and the frequent clarification required.

What should be done to address the issue?

Options:

A.

Stop the current iteration to discuss defect quality issues and explore solutions.

B.

Discuss and explore solutions in the next planning meeting and take corrective actions as required.

C.

Generate insights at the next retrospective and adjust processes as decided by the team.

D.

Assign corrective actions to the backlog for the team to identify the mandatory defect information.

Question 83

What should a team do when they complete all sprint goals earlier than expected?

Options:

A.

Begin working on an item in the backlog

B.

Ask the scrum master to select an item from the backlog on which to work

C.

Ask the product owner to select an item from the backlog on which to work

D.

Jointly decide with the scrum master on an item from the backlog on which to work

Question 84

A Scrum team is visualizing the blockers that arise when they work on their activities on the kanban board. The team decided to analyze why the blockers occur so they can take action to minimize their occurrence and reduce lead times.

Which practices should the team use?

Options:

A.

The most important principle in Scrum is reducing work in process (WIP). The lower the number of items, the lower the risk of items getting blocked. Based on the team’s capacity, they should set the lowest WIP limits possible.

B.

The team should look at all the blockers, determine the reason behind them, group them, and determine if there is a pattern. They should then determine what and how they can make relevant changes.

C.

The team should discuss the issue with their scrum master because it is their responsibility to remove impediments, such as blockers, in cooperation with other teams.

D.

Blockers are a result of bottlenecks. The team should ask for more resources to prevent bottlenecks from arising and reduce the risk of long lead times.

Question 85

An agile team is struggling to achieve their goal during the first release due to an unstable environment beyond the authority of the product owner. Close to the end of the current sprint, the release manager resigns and a new person takes over.

What should the scrum master do?

An agile team is struggling to achieve their goal during the first release due to an unstable environment beyond the authority of the product owner. Close to the end of the current sprint, the release manager resigns and a new person takes over.

What should the scrum master do?

Options:

A.

Report the issue to the product owner and request help.

B.

Let the new release manager participate in the daily standup.

C.

Invite the new release manager to the sprint demo and ask for help.

D.

Send a status report to the release manager highlighting the issue.

Question 86

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?

Options:

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

Question 87

A high-profile project team is struggling to meet planned velocity. During a retrospective, the team agreed that their lack of experience in the technology resulted in an excess of rework.

What should be done to resolve this challenge?

Options:

A.

Increase the duration of iterations to minimize the frequency of priority changes that are distracting the team.

B.

Reduce the duration of iterations so that the product owner can reprioritize work to ensure business value alignment.

C.

Increase the level of effort in testing to ensure that all defects are identified and properly documented so they can be resolved before the end of the iteration.

D.

Implement a spike lo enhance creativity by experimenting with new techniques and process ideas in order to discover more efficient and effective ways of working

Question 88

Team A is working on the second sprint of a product release Team B which is an interdependent team located on the same floor, requires extensive and frequent information to complete its sprint goal.

What should the agile team lead do?

Options:

A.

Create a central repository for information, and provide access to team B

B.

Use an information board that will be visible to all passing through the workspace

C.

Email all stakeholders with status updates

D.

Provide team B with the information on an "as needed" basis

Question 89

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?

Options:

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

Question 90

What do the principles of Extreme Programming (XP) include?

Options:

A.

Communication, respect, and courage

B.

Communication, process flow, and authoritarian structure

C.

Value people over processes, communication, respect disagreement, and strive for consensus

D.

Rapid feedback, assume simplicity, incremental change, embrace change, and quality work

Question 91

One of the overseas stakeholders on an agile project has not been actively involved in the project's development. What would be the first step to reengage the stakeholder?

Options:

A.

Increase the frequency of emails and/or try to call the stakeholder.

B.

Remind the stakeholder of their obligation to engage in the project.

C.

Talk to the stakeholder's superior so they can offer coaching and guidance on project involvement.

D.

Set up a meeting with the stakeholder to modify the working agreement and ensure future engagement.

Question 92

A development team and product owner disagree on a user story in the product backlog What should the agile practitioner do?

Options:

A.

Have the development team follow the product owner's direction

B.

Openly challenge the product owner in an effort to poke holes in their approach

C.

Facilitate a conversation about the user story between the development team and the product owner

D.

Serve as a nonpartisan evaluator of each option, and provide direction to the development team and product owner

Question 93

Early in a project stakeholder analysis is performed: however, an organizational restructure redefines key roles What should the project team do?

Options:

A.

Note the changes to the restructure and roles that affect team activities

B.

Use direct engagement and two-way conversation to update the stakeholder analysis for any new stakeholder requirements.

C.

Email a copy of the project vision to those redefined for key roles and ask if they need to be involved in the project

D.

Obtain a copy of the redefined key roles to update the stakeholder analysis

Question 94

During the review session, the product owner discovers that the user interface has a response time of 10 seconds. The non-functional requirements state that it should respond in less than two seconds. The team complains that this requirement was not communicated to them.

What should have been done to avoid this?

Options:

A.

A comprehensive user story with all non-functional requirements should have been created

B.

Non-functional requirements should have been added to the acceptance criteria

C.

Non-functional requirements should have been added to the definition of done

D.

A team review of the scope of work should have been conducted

Question 95

A client has provided their requirements and deadline to the project team. The requirements are confusing, and the team is frustrated.

What should the team's servant leader do?

Options:

A.

Try to motivate the team by recounting examples of their past successes.

B.

Ask the team to find user stories from similar projects for this customer.

C.

Ask the team to restate the requirements and review them with the client.

D.

Ask the team to develop user stories and build deliverables based on the requirements.

Question 96

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)

Options:

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

Question 97

During a coaching session, an agile project manager discussed embracing communication to keep all stakeholders aligned. The agile project manager recently had a discussion with their team and decided to display a product roadmap.

What is the agile project manager trying to show?

Options:

A.

The project's total number of story points.

B.

Product releases and what will be included.

C.

The number of completed user stories.

D.

Where the team is in the project life cycle.

Question 98

The manager of the team is responsible for delivering a specific initiative within the organization. They are preparing for the monthly project review meeting, where they will present the current state of this initiative. The agile project lead sends the manager the following email with the initiative's current status.

Which summaries are correct and will be presented during the monthly project review? (Refer to

the email and exhibits to the Team Manager)

Options:

A.

MVP has 25 remaining story points; MVP will complete at the end of sprint 8; with no otherdeviations, the entire backlog will complete at the end of sprint 15.

B.

MVP has 30 remaining story points; MVP will complete at the end of sprint 8; with no otherdeviations, the entire backlog will complete at the end of sprint 15.

C.

MVP has 25 remaining story points; MVP will complete at the end of sprint 9; with no otherdeviations, the entire backlog will complete at the end of sprint 16.

D.

MVP has 30 remaining story points; MVP will complete at the end of sprint 9; with no otherdeviations, the entire backlog will complete at the end of sprint 16.

Question 99

New stakeholders are joining a project team where the agile coach will educate them about their roles and responsibilities. How should the stakeholders ensure their objectives are met by product delivery?

Options:

A.

Provide feedback for completed user stories.

B.

Define how the features will be implemented.

C.

Tell the team which features to include in the backlog.

D.

Write acceptance criteria for the user stories.

Question 100

A product owner obtains customer confirmation on product requirements and provides them to the team. After explaining the user stories, the product owner receives agreement for acceptance from the team. What should the team do next?

Options:

A.

Use agile estimation techniques to create a shared understanding of when the user stories will be completed.

B.

Agree upon development and testing activities for the user stories.

C.

Complete the user stories, and provide a demo for the product owner and customer.

D.

Complete the user stories, and hold a retrospective to discuss them.

Question 101

A customer and a product delivery team meet to discuss a product's attributes, goals expectations. hypothesis1 and high-level needs. What is a benefit of this meeting?

Options:

A.

The team will learn how its contribution will create product value

B.

It will enable team acceptance of client priorities.

C.

It will enable the team to see the entire project in one glance

D.

It will enable the team to ask any questions to the customer upfront

Question 102

The agile team disagrees with the business stakeholders on completing some epics What could help eliminate misunderstandings?

Options:

A.

Agree on requirements with all stakeholders

B.

Begin planning every four iterations

C.

Consider previous sprint demo feedback when planning the next sprint

D.

Include the reasons for the project in the contract

Question 103

A team member on a new scrum project previously provided support to another application Due to issues with that application, the team member's former supervisor continues assigning them tasks related to that project. The new project's scrum master includes this issue in the risk register.

What should the scrum master do next?

Options:

A.

Monitor the threats and risks while allowing the team member to multitask on both projects

B.

Assign more resources to the sprints to compensate for the absences of the team member

C.

Ensure that the threats and risks are communicated and addressed

D.

Assign fewer stories to the sprints so that the team member can still meet sprint goals

Question 104

A seven-member agile team's composition vanes considerably in age. gender culture, personality type, and professional background When planning a team-building event, what type of interpersonal skills should the project leader use?

Options:

A.

Networking

B.

Social awareness

C.

Communication

D.

Leadership

Question 105

Several team members have complained to senior management about their scrum master's processes. What should the scrum master do to address the team's process concerns?

Options:

A.

Include senior management in the process decisions.

B.

Communicate the processes and expectations to the team.

C.

Conduct retrospectives at the end of every sprint.

D.

Include process feedback in the next sprint planning session.

Question 106

An agile practitioner is in the process of refining requirements. The requirements keep changing based upon with whom the agile practitioner speaks.

What should the agile practitioner do in this situation?

Options:

A.

Ask the scrum master to help reduce the rate of change.

B.

Work with the agile coach to document the requirements in a collaborative way.

C.

Work with the stakeholder directly rather than go through different layers of people.

D.

Work with the development team to confirm the requirements.

Question 107

An infrastructure team had to revamp so downstream channels could consume data from the data lake, thereby improving operational efficiency for the end customers. Which primary components should the product manager consider while plotting performance and dependencies on the product roadmap?

Options:

A.

Product vision, business objectives, themes, timeframes, and disclaimers

B.

Product improvements, resource management, risk management, and deadlines

C.

Product goals, strategic objectives, major features, and release plans

D.

Features, stages of development, technology and infrastructure, dependencies, and risks

Question 108

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?

Options:

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.

Question 109

During a backlog refinement meeting, a senior team member raises a concern about an epic sizing that requires the use of a new interface for a vendor product. The product owner acknowledges this as a risk. What should the product owner do now?

Options:

A.

Log the risk in the risk register, and share the information with impacted stakeholders at the next monthly review meeting.

B.

Create a spike story to determine what needs to be done to use the new interface.

C.

Lower the epic's priority so that it can be deferred, and analyze it during backlog refinement meetings.

D.

Move the work to the vendor, since they have better knowledge of interface implementation.

Question 110

During a review session, an agile team presented done requirements to a group of stakeholders Stakeholder feedback indicated that the done requirements failed to meet the most pressing needs and provide value.

What should the team have done to prevent this?

Options:

A.

Reprioritized requirements prior to committing to iteration work

B.

Ensured that requirements remained stable during the iteration cycle

C.

Had stakeholders focus on items created after the product backlog was initially built

D.

Worked on features rather than a set of components

Question 111

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

Options:

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

Question 112

A project was delivered in a foreign country for a big customer, but there are a lot of complaints about the way the functionality was implemented. Now there is a new project to fix the defects of the first one.

What strategy should be used to deliver it successfully?

Options:

A.

Talk with the old project manager to learn about the problems they encountered and the lessons learned.

B.

Suggest organizing a meeting in order to analyze the situation and work to find a strategy.

C.

Analyze all defects and change requests carefully to understand their root causes and act accordingly.

D.

Suggest an iterative approach including timely engagement of all key stakeholders and hold regular review meetings.

Question 113

The team underestimated the complexity of a story, resulting in new decomposition of the work to be delivered in the current sprint and items to be returned to the backlog. What should the Scrum Master do next?

Options:

A.

Ask the project manager to work with the product owner to help generate clearer stories in the future.

B.

Develop guidelines to prevent future occurrences.

C.

During the retrospective, discuss the issue and create an action plan to avoid it in the future.

D.

Allow the team to devise a corrective action without external intervention.

Question 114

An agile team is struggling with an issue. A team member mentions that another team had a similar issue that was resolved, but lessons learned documents are unavailable.

What should the agile practitioner do?

Options:

A.

Suggest that all agile teams share weekly reports on their projects.

B.

Encourage the team to independently find a solution.

C.

Work with the team to create a solution for disseminating team knowledge throughout the company.

D.

Recommend hiring an external expert to advise on the best methods for sharing knowledge among teams.

Question 115

A company is planning to launch a new service to improve the customer checkout experience. What should the project manager do to meet the objective of reducing time to market to gain a competitive advantage in the industry?

Options:

A.

Engage the project stakeholders to assess the best practices to apply and plan the deliverables before implementation.

B.

Recommend an agile delivery approach and provide information to the stakeholders on agile values and principles.

C.

Educate the team about scrum and ensure that all members are aligned to the roles required.

D.

Consult executive leadership for the most appropriate method for delivery using existing organizational practices.

Question 116

An agile facilitator is helping a team. The team is taking too long in each daily coordination meeting, and the facilitator is beginning to view the time as unproductive.

What should the agile facilitator do to help the team?

Options:

A.

Reduce the number of participants in the daily coordination meeting so only one representative for each user story or area of expertise can participate each day.

B.

Change the structure of the daily coordination meetings so team members only comment on the blockers they face during the day.

C.

Let team members decide how to execute the meeting because they are self-organized and should know what works for them.

D.

Pay attention to the comments of each team member during the meeting and intervene every time they deviate from the objective of the meeting.

Question 117

A software team is developing a product in an environment with increased uncertainty. Although there is a clear vision of the goals to be achieved, the product owner is not fully certain about how some of the product features should work.

How should the product owner address this situation?

Options:

A.

Improve the product testing and quality assurance skills among the team

B.

Facilitate more product planning sessions with the software team.

C.

Consider moving to a more predictive product development approach.

D.

Develop a prototype of the product to obtain feedback from users.

Question 118

An agile team member from a cross-functional team has been unable to complete assignments due to tasks assigned by the functional manager. What should the Scrum Master do?

Options:

A.

Dismiss the team member

B.

Discuss the situation with the functional manager

C.

Report the functional manager to the project sponsor

D.

Demand that the functional manager respect the project charter

Question 119

A new agile team is forming to address a high-priority project. Team members are dispersed over a wide geographic area. The scrum master and the team are currently defining their working agreement.

What should be part of the working agreement for a dispersed team?

Options:

A.

Identity support needed from external vendors to assist dispersed team members.

B.

Meet face to face at regular intervals to enhance shared understanding.

C.

Designate one person to communicate with all team members working at different locations.

D.

Define what project work can be done by dispersed team members.

Question 120

A newly formed scrum team wants to foster an environment of transparency and experimentation. The team decides to use a Kanban board to record and track encountered impediments Emphasis is placed on how issues are resolved and the strategies for preventing them in the future Over time what will be the result of this approach?

Options:

A.

Kaizen

B.

Specific measurable, assignable, realistic and time-based (SMART) goals

C.

Key performance indicators (KPIs)

D.

Muda

Question 121

An agile team is preparing a release plan for a project. What information will the team need to complete this plan?

Options:

A.

Amount of work needed to complete a single user story

B.

Amount of work that can be accomplished by each team member

C.

Amount of work that can be accomplished in an iteration

D.

Amount of work that can be accomplished by the entire team

Question 122

An agile team consisting of eight members is in their 11th iteration of a project. In the last iteration, the team was not able to complete every scope item it had committed to before the demonstration.

Which approach should the agile lead take?

An agile team consisting of eight members is in their 11th iteration of a project. In the last iteration, the team was not able to complete every scope item it had committed to before the demonstration.

Which approach should the agile lead take?

Options:

A.

Coach the team to decompose the backlog activities to granular, simple tasks that are easier to estimate and complete.

B.

Evaluate the team's capacity and help them select user stories for the iteration based on 60% of their capacity utilization.

C.

Discuss options to add more people to the team so they can complete the tasks on time and within budget.

D.

Evaluate the team's capacity and help them select user stories for the iteration based on 80% of their capacity utilization.

Question 123

During a sprint, the team encounters a technical problem that becomes an impediment to completing two stories What should the scrum master do?

Options:

A.

Ask the lead developer to identify a solution, and then share the details with the team

B.

Ask a technical manager or architect to determine a solution to the problem

C.

Work with the product owner to add a spike to the next sprint to identify a solution

D.

Create a collaborative team environment so that the team can explore a solution together

Question 124

If an individual is working on a project team in a phase delivering an increment, according to the definition of done (DoD), who was that defined by?

Options:

A.

Project sponsor and project team

B.

Scrum master

C.

Product owner

D.

Stakeholders and project team

Question 125

The project manager has requested that the customer participate in the requirements gathering session for the next release. A conflict comes up regarding the requirements between the customer and team.

What should the project manager do?

Options:

A.

Based on value to the organization, the project manager should decide what can be included or not in the final requirements.

B.

The customer is the end user of the product and should have the authority to decide about the product requirements.

C.

The project manager should discuss the requirements with the customer alone so that the team can deliver the prioritized requirements.

D.

Encourage self-organization by communicating the importance of a collaborative approach in decision making about the requirements.

Question 126

The project lead of a newly created agile project delivery team realizes that there are gaps in the knowledge of some team members. The lack of specific skills will add risk to the project delivery if the project becomes too dependent on specific resources for complete delivery.

What should the project lead do to address the gaps and develop a high-performing team?

Options:

A.

Ask each team member to document their solutions extensively in a knowledge repository for knowledge exchange between the team.

B.

Pair team members and ensure review of technical deliverables by partners in each sprint before integration of the solution.

C.

Create an environment of continued learning by providing opportunities for team members to develop their skills as generalized specialists.

D.

Replace the team members with highly qualified individuals that have experience in the specific technologies required for completing delivery.

Question 127

An organization is shifting to an agile delivery methodology. An agile project manager has been assigned to the transformation project.

What should the agile project manager do to ensure a high level of adoption?

Options:

A.

Focus on not just the "what," but also the "how" of delivering projects.

B.

Ensure that there is buy-in from senior management to adopt agile.

C.

Identify strong product owners to ensure project teams are delivering value.

D.

Train the team on the fundamentals of the agile mindset and principles.

Question 128

During sprint planning, team members have differing opinions on a feature that delivers business value but fails to provide a long-term solution for the customer How should the team resolve this?

Options:

A.

Refer to the values of the agile framework and the team

B.

Review the signed customer contract

C.

Check the sprint priority list

D.

Submit the problem to the product owner

Question 129

Based on the burndown chart, what is the iteration's status?

Options:

A.

It trended ahead of schedule and completed everything on time

B.

It took more time than expected and had to be lengthened.

C.

It trended behind schedule and did not complete everything on time

D.

It took less time than expected and had to be shortened.

Question 130

An agile project manager observes that the Scrum team is falling behind on the completion of a particular sprint. What should the agile project manager do?

Options:

A.

Facilitate by providing directions to the team about how they can get back on track.

B.

Request key stakeholders to extend the sprint to enable the team to complete their tasks on time.

C.

Ask the customers to help the team complete the testing on time to be able to finish their tasks on time.

D.

Understand the impediments and facilitate issue resolution to enable the team to succeed.

Question 131

Stakeholders are displeased with the latest release of a product's software While most stakeholders attended every sprint review they were otherwise largely uninvolved in the project.

What should the agile practitioner have done to ensure stakeholder satisfaction?

Options:

A.

Communicated early and often, as outlined in the communications matrix

B.

Ensured engagement among stakeholders and the product owner

C.

Conducted additional stakeholder reviews and demos

D.

Worked with the product owner to prioritize user stories

Question 132

During a retrospective meeting, a team develops a large list of initiatives All will have a positive impact and improve team performance What should the agile coach do next?

Options:

A.

Positively acknowledge the list and share it with management

B.

Immediately have the team implement the initiatives

C.

Help the team choose one or two initiatives for immediate implementation

D.

Ask the team to choose and implement the most complex initiative

Question 133

A new project has been approved and is critical for an organization. The project sponsor has a limited budget, and the deadline to have all requirements meet the definition of done (DoD) is short.

Which approach should the agile practitioner take to facilitate the project's success?

Options:

A.

Set up weekly calls with the key stakeholders to participate in iteration reviews and release decisions.

B.

Analyze the impacts of these constraints on the project followed by a report sent to the sponsor to anticipate any risk of delays.

C.

Set up a meeting with the client to review the scope and timelines to manage expectations.

D.

Encourage the team to build increments and ensure the customer provides early feedback for a minimum viable product.

Question 134

During the advanced stages of implementing a complex design, an agile practitioner realizes that the architecture is not scalable for user requirements. The architect suggests a workaround that is minimally adequate but may cause some performance issues.

What should the agile practitioner do?

Options:

A.

Tell the team that this is unacceptable for the upcoming project.

B.

Implement the workaround since performance issues can be addressed in the next iteration.

C.

Calculate the cost of redoing the architecture and seek management approval.

D.

Brainstorm with the team to identify a solution.

Question 135

A new software development team has just been formed. 5 sprints have passed and the team is now familiar with their way of working. In the 6th sprint, the scrum master notices the team members arguing about the technical design of an upcoming new feature during a backlogrefinement meeting. After the refinement meeting, the scrum master notices team members talking about the topic informally and taking sides. There is noticeable tension among the team.

How should the scrum master help the team to resolve the issue?

Options:

A.

Bring a subject matter expert (SME) from the technology design team to act as a consultant for the team.

B.

Coach the team individually then the whole team during the Sprint review on how to resolve this conflict.

C.

Delegate the decision for the best feature implementation to the most senior team member.

D.

Decide on the technical implementation that best fits the purpose of the technical design.

Question 136

How can an agile project manager ensure that all stakeholders have a clear understanding of the release plan by the end of a release planning meeting? (Choose two.)

Options:

A.

Stated understanding of the release goal

B.

Complete vision of the end product

C.

Timeline of the project

D.

List of the user stories that will be part of the next releases

E.

Complete roadmap of the next iterations

Question 137

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?

Options:

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.

Question 138

An executive notices a kanban board in a highly visible location and expresses concerns to the project manager that too many people will see it. What should the project manager do?

Options:

A.

Cover up the kanban board every time the project team is not actively updating it.

B.

Demonstrate how the kanban board is necessary for assiqninq proper ownership for the work that has been done.

C.

Explain that the kanban board enables the team to complete the work and increases transparency on work that is not done.

D.

Remove the kanban board immediately and place it in a location where it is not visible.

Question 139

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?

Options:

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.

Question 140

A servant leader is leading a high-visibility project to deliver a new product. The servant leader has been able to build a cross-functional team and create a team space where the team is collocated. The servant leader started receiving frequent visits from a company director, who continually asks a specific team member questions about project progress. The conversations are distracting the team from their goal.

What should the servant leader do?

Options:

A.

Coach the company director on agile approaches and good practices.

B.

Ask the product owner to speak to the director because their visits are delaying the project.

C.

Ask the director and team member to leave the room so they can have a private conversation.

D.

Coach the team member on how to report progress to directors and executives.

Question 141

A business analyst has been assigned to optimize a process to deliver healthcare services to patients in a clinic. In creating a value stream map, what will the business analyst’s key observations include?

Options:

A.

Process breakdowns and workflow

B.

Wait times and cycle times

C.

Process maps and story points

D.

Activity sequences and earned value (EV)

Question 142

The project team is ahead of schedule and beginning lo gold-plate the feature included in the current sprint. What should the agile project manager do?

Options:

A.

Since the team has extra lime, notify the product owner and secure approval for the extra work on this feature.

B.

Encourage the team to document the improvement and prioritize it for the upcoming iteration, instead of building it now.

C.

Instruct the Scrum Master to have the team use the extra time to complete the extra feature work in the current iteration.

D.

Notify the product owner and have the product owner verify the backlog priority, then encourage team to continue working on the backlog.

Question 143

A product owner is responsible for a new product. The internal customer questions using an agile approach because they need a product that works without any bugs or missing features once it is launched.

What should the product owner do?

Options:

A.

Plan regular retrospectives with the development team to continuously improve processes to eliminate any potential issues with the product.

B.

Apply an agile approach to write the specifications in an incremental way and develop the product once the final specifications are agreed upon.

C.

Set up test-driven development to focus on customer requirements and eliminate issues in the software as testing progresses,

D.

Ask the customer to provide additional representatives to help test and evaluate the product for early and frequent feedback.

Question 144

Some members of an agile project team work remotely, so it is difficult to have regular face-to-face backlog grooming sessions. How should the agile practitioner ensure that the team is able to reduce miscommunication and rework in this environment?

Options:

A.

Understand the physical and virtual communication needs of the team and plan agile events based on the majority of the team members' needs.

B.

Escalate with senior management and ensure that everyone on the project team is physically colocated for all planned agile events.

C.

Invest in technology-collaboration tools to enable effective communication and ensure a common understanding of the scope, issues, and solutions.

D.

Recognize the different communication styles of the stakeholders and take a vote on the best approach that will work for the team.

Demo: 144 questions
Total 482 questions