Mock Exam Questions

Scenario: A product owner needs to elaborate on a product roadmap. Question: How can the product owner collaborate with stakeholders to identify the features that offer maximum value?

• Obtain the project sponsor's perspective to get an initial idea of the features they believe the product should have to guide the development team.

• Create a draft of the product roadmap that the development team can use as a guide for further guidance.

• Identify the product users and their high-level key activities to get their perspective because the product is intended for them.

• Analyze the development team's capacity and skills because these will determine which features to include in the roadmap.

Scenario : null Question: The agile team is working on a new feature and wants to ensure it meets the users' needs effectively. Which approach should the team take?

• Develop a significant portion of the feature over multiple sprints and seek feedback only after completing that portion.

• Deliver small, functional increments of the feature in each sprint, and seek feedback from stakeholders at the end of each sprint.

• Create detailed documentation of the entire feature before starting development, and review it with stakeholders to gather early feedback.

• Focus on completing the feature based on the initial requirements and seek feedback only during the final sprint review.

Scenario: A project manager works for a software company that produces products with many bugs. This situation is generating additional costs for the company without delivering any value to the customer. The project manager is an expert in Lean thinking and knows there are good practices to reduce or eliminate this type of waste and defects. Question: What should the project manager do?

• Establish two separate teams, one for developing and one for testing to prevent bugs.

• Analyze individual performance to identify who is underperforming and remove them from the team.

• Review systemic causes to discover why bugs occur to improve processes.

• Establish a team exclusively dedicated to removing bugs to eliminate waste.

Scenario: Business partners are attending a daily standup meeting for a project. The business partners are asking questions about the sprint backlog and delivery timing. Question: How should the project manager explain why this is not the forum to ask these questions?

• The daily standup meeting provides a status update for the scrum.

• The daily standup meeting helps to resolve issues that arise within the backlog.

• The daily standup meeting helps the team prioritize the work.

• The daily standup meeting helps the team keep and synchronize commitments.

Scenario : null Question: If an individual is working on a project team in a phase delivering an increment, according to the definition of done (DoD), who was that defined by?

• Project sponsor and project team

• Stakeholders and project team

• Product owner

• Scrum master

Scenario: A client is pressed for time and wants to launch a product with three components as soon as possible to gain market share. An agile lead proposes the following agile strategy to gain time: Three teams will work on the design and development of each component. Once all three components are finished, they will be tested and integrated. Question: Is this agile strategy appropriate?

• Yes, this is a case of hybrid development where a product is divided into components and agile is used for component development and integration.

• No, dividing the development team into three separate teams will diminish communication and result in delays.

• No, the feedback loops are being altered, which can result in big failures and delays.

• Yes, this is a case of sequential development where working in parallel is an accepted strategy in agile to gain time.

Scenario: The vice president (VP) of an organization has been asked by the chief information officer (CIO) to have their teams to embrace an agile approach to projects. The VP, however, often insists teams use a more predictive approach to project management which allows the project managers to do what they like. Question: How should an agile team member coach the VP and teams to be more effective?

• Coach the vice president (VP) on implementation of agile benefits and expectations.

• Coach the chief information officer (CIO) on implementation of agile benefits and expectations.

• Coach the teams on implementation of agile benefits and expectations.

• Coach the managers on implementation of agile benefits and expectations.

Scenario: An agile coach is working on a software project with a new customer requesting to follow a predictive approach for developing the software. The scope is predefined and product deliverables should be developed following a specific method. Question: Which agile principle should be explained to the customer?

• Responding to change over following a specific plan

• Individuals and interactions over processes and tools

• Working software over comprehensive documentation

• Customer collaboration over contract negotiation

Scenario: An organization is undergoing an agile transformation to improve its market position. Management wants minimal overhead in connection with the agile initiative and wants the agile teams to visualize the process (WIP) and ensure that iterations do not result in waste. Question: Which approach should be used in this scenario?

• Kanban

• Scrum

• Extreme Programming (XP)

• Feature-driven development (FDD)

Scenario: A servant leader is leading a high-visibility project to deliver a new product. The servant leader has been able to build a cross-functional team and create a team space where the team is collocated. The servant leader started receiving frequent visits from a company director who continually asks specific team member questions about project progress. The conversations are distracting the team from their goal. Question: What should the servant leader do?

• Ask the product owner to speak to the director because their visits are delaying the project.

• Coach the team member on how to report progress to directors and executives.

• Coach the company director on agile approaches and good practices.

• Ask the director and team member to leave the room so they can have a private conversation.