PMI ACP

It’s easy to tell when a feature is 0% done (we haven’t started it) and it’s relatively easy to tell when we’re 100% done (all tests passed for all the product owner’s conditions of satisfaction). It is often hard to measure the progress anywhere in between. How should you report progress when faced with such a situation?

• Stick with 0% for work in progress and 100% complete once all conditions of satisfactions are met.

• Decompose stories into tasks and sub-tasks and do a bottom-up percentage of completion estimation.

• Mark the feature 50% complete upon completion of development and 100% complete when the conditions of satisfactions are met

• Mark the feature 80% complete upon completion of development and 100% complete when the conditions of satisfactions are met.

Answer explanation

When determining the work in process percentage of completion is difficult, it is highly recommended to stick with what you know for sure, 0% and 100%; 0% for work in progress and 100% complete once all conditions of satisfactions are met.

[Cohn, M., 2006. Agile Estimating and Planning. 1st ed. Massachusetts: Pearson Education. Page 250]

Your Agile project team is currently having communication issues. You underestimated these risks earlier and did not establish clear ground rules and group norms upfront in the project. Which document typically includes these items?

• Sprint backlog

• Agile Manifesto

• Team charter

• Product backlog

Which of the following is not an Agile approach to project management?

• Obtaining early feedback.

• Avoiding work in order to focus on high-priority items.

• Acting in a transparent manner.

• Front-loaded planning.

Halfway through the iteration, a senior team member has expressed his concern regarding a major risk. Although the probability of the risk occurrence is very low, the impact will be significant if the risk does occur. The team member has some mitigation ideas that need to be tested before being implemented. What should you do?

• Organize an exploratory spike.

• Immediately implement the mitigation actions.

• Ignore the risk as the probability is very low.

• Add the risk to your watch-list.

Your project team has recently been formed and is ready to initiate a website development project. The team now needs a product backlog to commission the project work. How many user stories need to be created at this stage of the project?

• To cover the entire project scope.

• No more than 50 user stories should be created.

• Only enough to understand the first release.

• No more than 10 user stories should be created

“Responding to change over following a plan” is one of the key Agile Manifesto values. Which of the following Agile approaches helps in achieving this value?

• Self-organizing teams

• Backlog refinement

• Servant-leader

• Kanban boards

Who is responsible for task estimating during an iteration planning event?

• The Agile team.

• The team member responsible for the task.

• The servant-leader.

• The product owner.

You have recently been asked to design and build a “complex” project that is supposed to somehow reduce the production costs by 20% or more. Although the project’s vision is clear, the project requirements are not. You and team need to understand the high level project requirements to start project work. How should you proceed?

• Develop a team charter followed by a project charter.

• Develop a project charter followed by a team charter.

• Groom the product backlog and select the high-value requirements.

• Build a product roadmap using user story mapping and impact mapping.

ABCon is an ERP consulting firm. For the past 15 years ABCon has been implementing ERP systems for it clients. So far, ABCon has followed traditional project management approaches and is now considering piloting Agile on a relatively small and less complex ERP upgrade project that requires a single small team and then trying it on a more complex green-field ERP implementation project for another client that requires multiple Agile teams. If the pilot is not successful, what must ABCon do?

• Do not try Agile on the more complex project. Instead, address the organizational impediments that prevented the pilot team from working in an Agile way.

• Document lessons learned from the pilot project and try avoiding the mistakes made on the more complex project.

• Shelf the Agile transformation program as this is not producing the desired results for the organization.

• Identify the weaker team members from the team piloting Agile and have them replace with stronger candidates.

Agile teams complete the features usually in the form of user stories. The teams periodically demonstrate the working product to the product owner who accepts or declines the stories. In Flow-based Agile, when are these demonstrations conducted?

• During retrospectives.

• At the end of the project.

• At the end of the iteration.

• When enough features have accumulated into a set that is coherent.