Scrum PAL-I Professional Agile Leadership Certification Exam Exam Practice Test

It helps organizations to deliver more quickly.

It helps organizations reduce cost.

It helps organizations to deliver on commitments.

It helps organizations better deliver value and satisfy customers.

Help the Product Owner’s manager find a different Product Owner, who can dedicate the time needed, and help this new Product Owner come up to speed on the new product as quickly as possible.

Help the Scrum Master to find a delegate who can join the Scrum Team to work with the Product Owner and represent business priorities when the Product Owner cannot be present.

Recommend to the Scrum Master that she helps the Developers to do their best, document their decisions, and escalate problems to you.

Offer to work with her, the Product Owner, and his manager, to find a way to ensure that the Product Owner's participation level is high enough to ensure that value can be delivered by the Scrum Team.

The team spends less time waiting on people outside the team to get things done.

Team members have a greater opportunity to deliver product increments that deliver value to users.

Cross-functional teams help team members develop deep technical specializations.

Cross-functional teams encourage team members to step outside their comfort zone to get things done.

Team members have more opportunities to grow their skills by learning from others.

Allocate the bonus to the team and let them decide how to split-up the bonus.

Nothing: you value high-performers and want to reward their contributions.

Work with the Product Owner(s) to analyze current delivery capabilities against demand, then use that data to build a probabilistic forecast that serves to illustrate what might be achieved.

Use your knowledge to make the plan and later negotiate its implementation with the Scrum Team.

Work with specialists from each team to build an estimated backlog that you can translate into a Gantt chart.

Ask each Scrum Team to estimate the current backlog and make a plan against the story points previously delivered. Then normalize story points across teams to combine the estimates.

Delivering all “MUST HAVE” requirements.

Controlling cost.

Improving efficiency.

Meeting schedule commitments.

Improving customer satisfaction.

Work with other team managers to trade people between teams to address the skill shortage.

Hire external consultants to fill the Scrum Team’s skills gap.

Recommend that the subject matter expert raise the skills gap concern with the Scrum Team but leave the decision on what to do with the Scrum Team and offer to support them as needed.

Talk to other experts in the subject matter expert’s area of expertise to determine whether the original subject matter expert’s perspective is valid.

Work with the Scrum Team and other teams to find ways to re-assign the interrupting work to people outside of the Scrum Team.

Ask for more people on the team to compensate for the interruptions.

Make their Sprints longer to account for the interruptions.

Extend the length of a Sprint if they need more time to complete the Sprint Goal.

Coach the Scrum Team to be more conservative in defining their Sprint Goal, to account for the time team members will need to spend doing other work.

Prevent changes to the backlogs once the Sprint begins.

Keep high value features high in the Product Backlog.

Facilitate Scrum Team decisions and remove impediments.

Ensure the meetings start and end at the proper time.

Run the Daily Scrum.

Ask the teams to show progress toward the Product Goal at least every calendar month.

Standardize story point estimation across teams so that team velocity can be compared.

Instruct each team to fill out a common status reporting dashboard to provide information that can be shared with stakeholders.

Have the team create a detailed forecast for their work, then track plan versus actuals.