PMI-ACP Continuous Improvment

In the first part of a retrospective, a team has identeified a number of preoblems. What sequence of steps should they follow to explore and solve those problems?

• Generate insights, gather data, decide what to do
• Gather data, generate insights, decide what to do
• Decide what to do, gather data, generate insights
• Decide what to do, generate insights, gather data

Your team spends 10 minutes waiting for people to turn up for the daily standup meeting which then lasts 15 minutes. The stand-up meeting is then followed by another 5 minutes of the team discussing the hockey game last night, and yet another 5 minutes brainstorming issues to solve. Calculate the ttal cycle time of this process, assuming that the hockey discussion is not categorized as a value-added activity.

• 15 minutes
• 20 minutes
• 30 minutes
• 35 minutes

When generating insights in a retrospective, we ask "why" five times to:

• Move beyond our automatic, habitual answers and get to the root cause of an issue.
• Get past the denial and resistance that tend to occur in the fierst three r four answers.
• Gather five levels of data around the issue.
• Avoid aksing "why" six times, since that would be overkill

Which of the following is a form of agile review?

• Sprints
• Customer demos
• Unit testing
• Project pre-mortems

What are some of the techniques a team can use to decide what to do about the issues they've identified in a retrospective?

• SMART Subjects, Short Goals, Retrospective Planning Games
• SMART Games, Retrospective Poker Game, Circle of Goals
• Short Subjects, SMART Goals, Retrospective Planning Game
• Retrospective Poker Game, Short Subjects, Circle of Questions

In agile, the kaizen approch involves:

• Continuous, incremental improvements recommended by process experts
• Bold, top-down re-engineering initiatives
• Small, incremental improvements by the people who are doing the work
• Stopping the process as needed to implement essential improvements

You have been asked to review an agile team's recently enhanced methodology to assess its effectiveness. The desireable characteristics that you should be looking for include:

• A preference for rapid communications, significant process weight, recommendations for larger teams to use lighter methods
• A preference for digital communications, not too much process weight, recommendations for larger teams to use simpler methods
• A preference for relevant communications, significant process weight, recommendations for larger teams to use heavier methods
• A preference for face-to-face communications, not too much process weight, recommendations for larger teams to use heavier methods.

The characteristics of SMART goals are:

• Stretch, Marketable, Attainable, Risk-averse, Timely
• Simple, Malleable, Attainable, Relevant, Testable
• Specific, Maintainable, Attributable, Reversible, Timed
• Specific, Measureble, Attainable, Relevant, Timely

Continuous improvement is a core benefit of which agile practices?

• Pair programming, daily stand-up meetings, WiP limits
• User stories, daily stand-up meetings, retrospectives
• Pair programming, daily stand-up meetings, retrospectives
• Story points, pair programming, WIP limits

When considering process tailoring, it is useful to keep in mind that the XP core practices are:

• Redundant
• Duplicated
• Optional
• Balanced