Agile PM#3 Quiz

The product owner of a high-profile product is required to file weekly reports to senior management on the percentage of work completed. What should the product owner do to address this requirement?

• Establish a set of performance metrics with the project team, and provide them to senior management in a traditional format.

• Include senior management in daily status meetings to ensure real-time progress updates.

• Obtain agreement from senior management on reporting metrics, then update the information radiator at agreed-upon intervals.

• Adjust the information radiator to senior management's traditional format and deliver weekly.

Stakeholders are concerned about the agile team's ability to release the product on time. What should the team lead do to improve this situation?

• Use conflict resolution to ensure a sufficiently safe environment for healthy communication among team members.

• Eliminate any remote work policies for the team until the product is delivered.

• Outsource difficult portions of the backlog, avoid additional iterations, and minimize unintended team accountability.

• Create an information radiator that displays updated project information in a common space.

An agile team member missed three consecutive daily standups. The scrum master learns that this team member has been spending 50 percent of their time working on a production issue for their department manager. What should the scrum master do next?

• Adjust the sprint backlog's targeted story points, as their user story will unlikely be completed.

• Direct the team member to stop performing non-project work.

• Negotiate with their department manager to have that work occur during the next sprint.

• Discuss the impact with the team, inform the product owner, and negotiate to avoid future production-issue disruptions.

An agile project is understaffed and needs additional team members to complete the deliverables. What should the project leader do when selecting new team members?

• Select full-time team members who can be dedicated to the project.

• Ensure team cohesion by choosing team members from the same functional areas with similar skills.

• Opt for part-time team members with specialized skills.

• Use team members selected by the functional managers.

Members of an extended project team are attending their first retrospective. What should the agile coach do to ensure their participation?

• Ask them to sit near the front of the room.

• Have them introduce themselves.

• Request that they review the working agreements.

• Demo the last iteration.

The project team is struggling to incorporate creativity in their solution design. Which approach could the agile coach take to foster creativity?

• Provide critical feedback during retrospectives.

• Encourage trial and error in a safe environment.

• Guide team discussions.

• Bring in outside subject matter experts (SMEs).

What should an agile coach advise when a team wants to identify its strengths and weaknesses during recent sprints?

• Keep experimenting with different methods of collecting feedback.

• Compare the feedback from recent retrospectives to see if there are patterns.

• Collect feedback in a safe, anonymous manner.

• Recognize the team members who provide the most feedback.

A development team is working on a large feature that will take several sprints to complete. The team proposes cancelling sprint reviews until the feature is fully functional. What should the agile coach do?

• Work with the team to break the feature into smaller deliverables.

• Cancel the sprint reviews until further notice.

• Encourage project stakeholders to meet more regularly with the team.

• Ask the development manager to complete more frequent code reviews.

A project iteration has multiple issues, and the project team is unsure which members have the responsibility for them. What should the agile practitioner do?

• Have the project leader delegate the issues to appropriate team members.

• Offer to help the team to be more effective through transparency and collaboration.

• Ask the product owner to direct the team on prioritizing and addressing the issues.

• Create tasks for each of the issues, and assign them to the appropriate team members.

An architectural firm is designing a new house for a customer. After a review of the initial plans, the customer provided significant contradictory feedback. The team had a discussion about how to involve the customer moving forward. As a result, some members of the team now want to proceed with a number of iterations and review drawings with management before meeting again with the customer. What should the team do?

• Obtain frequent feedback from the customer to learn about their needs, and adjust features based on their value to the customer.

• Maintain the project schedule by completing all originally specified drawings before re-engaging with the customer.

• Log the contradictory feedback as a risk, and perform qualitative and quantitative analyses to identify the root cause.

• Issue a change request to address new requirements, and obtain customer confirmation before continuing work.