ACP Prep-Cast Random#2

An agile project is in its third sprint. The participation from sales and the sponsor is infrequent. The sponsor states that they will participate when an important portion of the functionality becomes available. What should the agile leader do?

• Escalate the issue to their manager.

• Adjust the backlog priorities so that each sprint contains at least one important portion of functionality.

• Accept the sponsor's response.

• Explain the importance of early feedback in reducing the need for future rework and waste.

Agile enterprise framework consists of four layers: portfolio governance, project management, iteration management, and technical practices. What layers are the most suitable for the implementation of Scrum and eXtreme Programming (XP) methods?

• Portfolio governance and project management

• All layers are equally suitable

• Iteration management and technical practices

• None of the layers are suitable

During a sprint planning meeting, the scrum team is arguing over 115 story points' worth of user stories that the product owner is pushing to be completed in the upcoming sprint. However, the development team's average velocity is only 100 story points. Who makes the final decision on how many story points will be targeted for completion during a sprint?

• The project manager

• The development team

• The scrum master

• The product owner

A new team member has recently joined an experienced high performing team. The new team member approaches the agile coach and recommends using a new testing methodology that if successful would save the team time in each iteration. If the new testing method is unsuccessful, it could threaten the iteration goals. What should the agile coach do?

• Allow the new testing approach for next iteration

• Let the team decide whether to use the new testing methodology in the next iteration

• Don't do anything that would jeopardize the iteration goals

• Check with the product owner

An agile project will be using new technology. At the release planning meeting, the project manager insisted on getting a forecast for the release's completion date despite team members protesting that they need to run a few iterations first to provide an estimate. What should an agile practitioner do in this situation?

• Recommend using historical values of velocity from previous projects to make a forecast

• Support the project manager's demand and force the team to provide a forecast

• Recommend using the cone of uncertainty to calculate a velocity and make a forecast based on this

• Support the team's response to run a few iterations first before providing a forecast

In order to enable osmotic communication, a project manager ensured that all team members who needed to communicate often with each other were co-located. This worked well for the team until the technical lead complained about the noise around him, preventing him from focusing on some difficult programming tasks. The project manager suggested an idea where the technical lead should not be disturbed by the discussions of his teammates. What was the project manager referring to?

• Caves and common

• Tacit knowledge

• Adaptive communication

• Bus-length communication

A team has found a defect in the product they have been developing. The team members remembered that they have already fixed the defect in the last iteration, but it repeated itself in the current one. What should the team do to find the reason for this reoccurrence?

• Carry out an architectural spike

• Create a fishbone diagram

• Discuss the issue in the next review

• Consult the team's senior developer

An agile team plans at multiple levels. First, they determine the project scope, schedule, and resources, as well as the user stories to be developed in the release. Then, in coordination with the product owner, they prioritize the user stories according to their value to the customer. And lastly, there is a daily planning, where an agile team is:

• Carrying out an architectural spike to reduce technical risks as early as possible on the project

• Synchronizing and coordinating the individual activities that lead up to the completion of a task

• Acquiring project team members and assigning the tasks per the resource management plan

• Coordinating their activities with other agile teams working on the same project within the organization

An agile team has successfully delivered the product to the customer who was very satisfied with the final result of the project. Which of the following most likely contributed to the project success?

• The team members worked in pairs during the development of the product.

• Refactoring and continuous integration were done as per agile best practices.

• The entire team was involved in the daily standups and owned the code collectively.

• Representatives of the customer were always available to answer the team questions.

During the sprint planning meeting, an issue with one of the user stories already included in the sprint backlog was found. As a result, the user story has been removed from the sprint backlog, and the sprint has been successfully completed. However, at the retrospective meeting, an agile practitioner mentioned that the user story had been removed from the sprint backlog for the

• Sliced a complex user story because it cannot be completed in one sprint

• Sliced a compound user story because it cannot be completed in one sprint

• Removed a user story because the scrum master thought the team overcommitted

• Removed a user story because it has interdependencies with other user stories