PMP QUIZ-2

The agile team needs to make a decision. To save time, a team member suggests skipping discussion and using a show of hands to indicate whether each member is for or against the decision. If you are going to object to this decision-making approach, what is the most legitimate reason to do so?

• A. You are concerned there will be no ideas for a better alternative to the decision.
• B. You are concerned some members will simply choose the cheapest way to resolve the issue.
• C. You are concerned some members will not vote for the decision you want.
• D. You are concerned that some members will vote for the fastest way to resolve the issue.

Which of the following best describes the functions of an Agile coach?

• A. Facilitator, interaction designer, teacher, manager.
• B. Interaction designer, teacher, manager, collaboration conductor.
• C. Manager, teacher, conflict navigator, problem solver.
• D. Facilitator, teacher, conflict navigator, problem solver.

In Scrum, when would identification of risk always occur?

• A. Daily Scrum.
• B. Sprint review.
• C. Sprint retrospective.
• D. Sprint planning.

Why is the velocity of completed iterations used to estimate the progress of the project, and duration estimates for the project’s remainder?

• A. The same team members should be on each iteration.
• B. The team is more capable of completing tasks after several iterations.
• C. Previous iterations include all variables of development.
• D. The same number of user stories are completed in each iteration.

Which of the following statements is not a difference between a waterfall and an Agile project?

• A. The traditional project has focused on people, while an Agile project has focused on processes.
• B. The traditional project has comprehensive documentation, while Agile only documents when needed.
• C. Management in a waterfall project has focused on controlling, while Agile has focused on facilitation.
• D. The traditional project uses a test at the end of the development, while Agile has iterative testing.

Shonda is an agile team leader who feels strongly about the benefits of holding retrospectives after each iteration. Why is this so important to Shonda?

• A. It lets the team leader know all the details of each iteration.
• B. Non-productive team members can be taken off the project.
• C. It proves to the stakeholders that the team leader is taking charge of the project.
• D. The results of a retrospective can offer immediate improvements.

Which of the following statements best describes the NPV decision rule?

• A. A business case with a positive NPV should be rejected.
• B. Business cases should not be rejected or accepted based upon NPV.
• C. In the case of mutually exclusive projects, the one with the highest NPV should be selected.
• D. A business case with a negative NPV should be accepted.

If you are using an accounting model where you measure the number of team members and billing rate per sprint, what method would you most likely be using?

• A. ROI.
• B. Earned Value Management.
• C. Burn rate.
• D. IRR.

Selected to lead a team with members located all over the globe, Gigi pushed to use the agile method of running a team, and upper management readily agreed. Why is it feasible to run a distributed team using agile methodology?

• A. Agile teams use short iterations to complete tasks and receive feedback to ensure the project is on the right track.
• B. Being agile lets Gigi select two or three people in each location to work together with the project’s goals in mind.
• C. Almost everyone has Internet access, which allows for immediate communication.
• D. Agile teams are used to running themselves, so Gigi’s (the leader’s) involvement will be minimal.

Hunter is hesitant to use EVM (Earned Value Management) in his agile projects. Why?

• A. Although EVM can calculate the project’s value, it neglects time and budget.
• B. EVM can’t adequately tell Hunter if the project is on time or on budget.
• C. EVM can’t tell him if the team is truly providing project value.
• D. EVM is not able to track the performance of the project compared to the baseline.