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?

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?

Coach the company director on agile approaches and good practices.

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.

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

Scenario: An employee just received an Agile certification and has been promoted to team leader. They are working on a project that is experiencing issues with late deliverables. After monitoring project progress, they notice that one impediment is continuously repeated at the start of each phase, affecting the team's productivity. Question: How should the team leader exhibit servant leadership?

By being the authority on processes

Scenario: A development team is working well together. After 10 sprints their velocity has stabilized. Question: What should the scrum master do next?

Facilitate a backlog refinement session with the team to get engaged in improvements.

Ask the team to hold a retrospective meeting to decide what to do next.

Set reasonably higher targets to increase velocity over the long term.

Reduce process requirements because the team is operating at a performing level.

Scenario: A scrum team is working virtually. One of the team members sends a daily email to the other team members listing impediments that they find. During retrospective meetings, the team member complains that their colleagues fail to take actions on the impediments. Question: How should the team address this issue?

The team member that is complaining should address the impediments in daily scrum, communicating them directly.

Team members should state that they need to prioritize their work instead of responding to daily emails about impediments.

They should ask for more details about the impediments and then resolve them when the team has more time to investigate.

The team member that is complaining should talk individually with the scrum master to remove impediments.

Scenario: A team developing application software is working in pairs. A project manager notices that important information is sometimes not shared among team members, leading to delays in the development process. Question: What should the project manager do to improve team performance and eliminate any communication impediments?

Use task boards so the team can keep track of the work done and future implementation planning.

Schedule in-person meetings at the end of each iteration, allowing team members to share knowledge and experience.

Form new pairs of developers based on the years of expertise and project management knowledge.

Seek expert judgment and a new collaboration model that will strengthen team cohesiveness.

Scenario: A team worked with a customer to estimate all user stories for the must-have features. During release planning sessions, the customer indicated they prefer 3-week iterations that begin on Thursdays and end on Wednesdays. The team spent several days determining which stories should be developed for iteration 0 and understanding the customer's priorities for the remaining stories. The project sponsor attends the Friday meeting and requests a high-level estimate of when they can invite the chief executive officer (CEO) to a demonstration of the minimum viable product (MVP). Question: What should the team tell the sponsor at this point in the planning process?

They can provide a broad range but cannot realistically set a target release date until the team's velocity stabilizes.

They do not have enough information to estimate a date range yet but can provide the number of 3-week iterations required.

They can provide an anticipated date with the assumption that conditions will be ideal.

They will send an update when all of the stories are estimated and prioritized in the backlog.

A product owner wants to create a release plan given that the team is working in a chaotic environment and needs to manage expectations with stakeholders. What should the product owner include in the release plan to achieve this?

The objective, iterations and underlying features, iteration timelines, other pre-release activities, dependencies, and responsible team.

The key objectives and a brief description of each user story to be delivered in each iteration, release timelines, and release dependencies.

The developer who will work on a specific feature and key DevOps engineering activities to be performed during each iteration.

The sequence of user stories to be developed in each iteration, along with their start and end timelines, dependencies, and responsible team.

The team is developing a Single Sign-On (SSO) solution that must be delivered in phases. The team has completed high-level estimates for each feature in the release and has defined the product vision. However, stakeholders are pressuring the team to provide a release plan that shows when each feature will be completed. What should the agile team do?

Schedule a walkthrough of a Burnup/Burndown Chart, Gantt Chart, and release plan to help the stakeholders see how the features map to the release.

Create a Gantt chart at the iteration level showing the resources assigned to each task so the stakeholders can see when features will be completed.

Create a Gantt chart at the task level by sprint. Work from the estimates, sort the tasks by size, and show when the team is likely to finish them.

Create a Gantt chart at the feature level by iteration. All features are shown in the release iteration with an explanation of their business value to the project.

During planning, a project team and sponsor created a visual representation of the high-level specifications of the features and user stories to be implemented in a product. However, the sponsor is having difficulty understanding what to develop and when to start the project. How should the project manager explain this to the customer and save time in the meeting?

Point out the Walking Skeleton and highlight the basic features that provide value.

Team performance and velocity can be determined only after the project has started.

Create a kanban board for visualizing the work in process (WIP) and future development.

High-level release planning is part of iteration 0 and works as a proof of concept (POC).

A product owner worked with the customer to define the success criteria for the launch of a new product in the manufacturing industry. The project team responsible for development is seeking guidance on what to develop first. Which two actions should the product owner take? (Choose 2)

Refine the product backlog and identify the Minimum Viable Product (MVP).

Work with the team to establish goals for the product at the beginning of each scheduled iteration.

Send the team the latest version of the release plan so they can provide feedback.

Invite the customer to the sprint planning meeting to explain what is deemed most critical to their business.

A product owner wants to create a release plan to align with stakeholders. Some users are in a regulated environment. What should the product owner include in the release plan to achieve this?

The objective, features, and user story milestones by iteration.

The sequence of user stories by iteration, along with risks, dependencies, and responsible team.

The sequence of user stories and description of each story to be reviewed before coding.

The developers who will work on each feature and the cycle programming tasks.

Iterations last between a couple of weeks to a couple of months, with a preference for the shorter time. What is the goal for each iteration?

Deliver working software frequently.

Demonstrate the software to the customer.

A scrum master is part of a team that has just agreed on the project scope and deliverables for a global, multilingual manufacturing company that has many staff members moving between locations. The team consists of 20 people and the budget is US$5 million. The kickoff meeting is scheduled for the following month. What should the scrum master do as a first step?

Identify the key stakeholders at the earliest opportunity.

Organize a sprint planning meeting and include stakeholders.

Invite the product owner to create a stakeholder map.

Invite the key stakeholders to the kickoff meeting.

The first project vision statement meeting for a newly formed team did not achieve its outcome. Lack of participation combined with conflicting views of those who participated led to disagreement on how to proceed. How can the team improve their collaboration?

Set clear expectations and allow everyone to contribute.

Seek assistance from the scrum master to mediate the conflict.

Ask senior management to address the situation.

Prepare the project vision statement and then present it to the team.

An agile coach has been hired to improve the performance and quality of developed software. The coach performed an analysis of the software and discovered an excessive number of escaped defects, leading to external failures. How can the agile coach effectively address and correct defects in the software development process while maintaining predictability and keeping workloads within capacity?

Work with the team to create explicit rules such as coding and quality standards and testing policies.

Discipline the team members and institute status meetings with penalties for any future escaped defects.

Hire more generalized specialists because the current team members cannot keep up with the pace.

Apply work in process (WIP) limits so the developers are not pressured to release code that is problematic.

A project team is working with an enterprise agile center of excellence (CoE) to transition to a Scaled Agile Framework (SAFe). Many of the team members are not familiar with the new methodology and are worried that it will lead to more work and scrutiny. What should the agile team lead do to help ensure a smooth transition?

Discuss with the team what will change and when and establish a process to address concerns.

Encourage knowledge sharing and transparency among the working team.

Request the enterprise coach to help the team through the process.

Set up lunch-and-learn sessions with the team to provide overviews about the new way of working.

What should a product owner do when a new stakeholder is complaining that they are not receiving the relevant financial data regarding the project?

Work with the scrum master to give the stakeholder access to the related information radiator.

Ask the team to prepare the requested data in the next iteration.

Invite the stakeholder to the next sprint planning session so they can ask questions of the team.

Direct the stakeholder to the project team so they can provide more data.

A project manager was assigned to lead the development of a new application for a company. The application will be widely used by all company employees and the project stakeholders. The project manager was asked to find a way to determine all possible types of users who may interact with the application. What should the project manager do next?

Identify and create personas that can help the team better understand the needs of the target user base.

Push it back due to the number of users and socialize the idea of developing a standard application and training session for all users.

Build a minimum viable product (MVP), a standard application for all users, and release the new version (per users/areas).

Engage the human resources (HR) team to identify the key users and interview all of them accordingly.

A Scrum team has worked hard to reach their sprint goal, but impediments have prevented them from succeeding. The team needed help from a specialist on another team, but the specialist was on a 2-week vacation. What should the scrum master do?

The scrum master, as a servant leader, should always try to remain positive about the team's work. Even when team members make mistakes, there should be trust that everyone is doing their best. Engaged team members work more efficiently, and a sustainable pace is important for project success.

At the sprint retrospective, the scrum master and development team should discuss why the team did not know the specialist was unavailable during the sprint.

A business analyst has been assigned to optimize a process to deliver healthcare services to patients in a clinic. In creating a value stream map, what will the business analyst's key observations include?

Activity sequences and earned value (EV)

Process breakdowns and workflow

A product roadmap should contain which of these primary components?

Product vision, business objectives, timeframes

Detailed design plan, business objectives, timeframes

Project release timeframes, detailed design plan

Project management plan, communications management plan, stakeholder engagement

As part of the organizational change, all project teams within the digital channels portfolio have been directed to move from 3-week iterations to 2-week iterations. The development team is frustrated as they think there will not be enough time to test. The product owner does not like this change as it will increase the number of ceremonies. Which two actions should the scrum master take? (Choose 2)

Document the pros and cons and review with stakeholders to determine the dependencies.

Assess the impacts of the change and brainstorm potential solutions.

Request the enterprise coach and human resources support the team with the transition.

Protect the team from disruptions and seek an exemption for the status quo.

Proactively engage the resource managers to lead the team and provide the required support.

In several recent agile team status meetings, there have been discussions about increases in costly bugs and late product deliveries, resulting in lower quality and higher costs. Team members feel they spend too much time in planning and process meetings, then feel rushed to complete their work. How should the agile lead implement an effective and efficient solution?

Suggest the team commit to a 2-month trial using Kanban. Focus on delivering value to the customer using pull criteria before advancing work. The team will have planning meetings as needed with no special meetings about the process.

Work with the team to create a spike story for the next iteration to investigate the issue. Create a plan to get the project back on track and present it at the next status meeting to gain stakeholder acceptance.

Review the quality assurance and control processes with the team to ensure that even new team members understand the service level agreement (SLA) made with the customer.

Hire a consultant team to perform a root cause analysis, which will determine the fundamental issues from both perspectives, then meet with the team to determine the best method to get the project back on track.

A product owner adds user stories to the backlog on a daily basis. The stories are vague requests, and the product owner expects the details to be clarified once the prioritization list is prepared. How should the team members address this challenge so that the prioritization meeting does not become a brainstorming session?

Ask the product owner to schedule a meeting with a subject matter expert (SME) to review items before adding user stories to the backlog.

Ask the product owner to invite a subject matter expert (SME) to the meeting so the prioritization meeting will be more effective.

Ask the product owner to review their items with the product owner's teammates before adding user stories to the backlog.

Ask the product owner to review the stories with the scrum master before the prioritization meeting takes place.

A newly formed team is struggling to work together and agree on how to complete tasks in the upcoming sprint. What should the scrum master do to support the team?

Encourage the team to continue trying to resolve their disagreements.

Remove the team members that are in disagreement to ensure unity in the team.

Resolve the disagreement for the team as a servant leader.

A Scrum team has not been able to deliver their sprint goals as forecasted. The team understands the situation needs to change, so at their sprint retrospective, they decide to make an Ishikawa diagram to discover the root cause of their issues. Why is the Ishikawa diagram an effective tool?

It allows the team to discover multiple causes for the problem they want to analyze. They continue to ask 'why' until they have discovered all potential causes to the main root cause.

Because of the '5 whys' technique. If a team wants to discover the root causes of the problem, ask why five times, which will always bring them to the root cause.

Because it visualizes all team impediments. This way a team can work with continuous improvement and remove those impediments one by one.

It is an efficient way to manage risk. The scrum master can use it to visualize the risks that may impede the team, however, the whole Scrum team should be involved in discovering the risks.

A team member starts discussing a project roadblock during a daily coordination meeting. The team discusses details of the impediment, which takes up most of the meeting time. What should the agile facilitator do?

Stop the team politely and suggest scheduling another meeting to discuss this specific matter.

Ask the team member to wait to discuss until the next daily coordination meeting; the team needs to review the current status.

Inform the team that the meeting will be extended so there is time to hear what the team member is reporting.

Dismiss the rest of the team from the meeting to focus on the problem reported by the team member.

During sprints, the development team members are frequently invited to various meetings to provide technical opinions, consuming the team's working time and causing disruptions. What should the scrum master take to address this situation?

Designate a single team member to attend the meetings and establish a capacity buffer for each sprint.

Escalate the concern to the product owner and request that they prioritize the development work.

Request additional resources to prevent compliance issues while still fostering a collaborative workplace.

Reject all external meetings for the development team so they can fully focus on their sprint tasks.

A user experience design team is conducting customer interviews to gain insight into market needs. What should the team include as part of the interview process?

Ask open-ended questions about what is important to the customer.

Limit each question and answer to a few minutes to fully cover all survey topics.

Use a standard list of questions consistent with a scientific survey design.

Show the customer different interface options and ask which they prefer.

An agile team is in their 2nd iteration planning session. During the session, they are discussing how other regression and integration testing should be managed. What should the agile lead recommend?

Continuous integration and regression testing should be done by the team as part of every iteration.

Integration testing with other upstream or downstream applications should be done by the team as part of every iteration.

Integration testing with other upstream or downstream applications and all bug fixes should be done as part of the hardening iteration.

Regression testing should not be done by the team as part of every iteration but only as part of the hardening iteration.

Members of an agile team are complaining that user stories are too large, taking multiple sprints to complete them. They say this way of working is becoming difficult to handle, and it has been challenging to map relationships between stories. This situation is affecting the value delivery for the product owner. What should the scrum master do to handle this situation?

Organize user stories into epics.

Replace user stories into features.

Mock Exam Questions

Authored by Eka Begiashvili

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Professional Development

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45 questions

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MULTIPLE CHOICE QUESTION

30 sec • 1 pt

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.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

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.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

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.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

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.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

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

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

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.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

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.

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