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WorksheetsFinal Week Day 1
Total questions: 25
Worksheet time: 38mins
Name
Class
Date
1.
When is a Sprint over ?
a)
When the product owner says it is done
b)
When the time-box expires
c)
When all the tasks are completed
d)
When all Product Backlog items meet their definition of "Done"
2.
A Scrum master is working with a Development Team that has members in different physical locations. The Development Team meets in variety of meeting rooms and has much to do lgistically (for example, set up conference calls) before the Daily Scrum. What Action should the Scrum Master Take ?
a)
Set up the meeting and tell the Development team thas is how it will done
b)
Allow the Development Team to Self-manage and determine for itself what to do
c)
Inform management and ask them to solve it
d)
Ask the Development Team members to alternate who is responsible fir meeting setup
3.
Who owns the Sprint Backlog ?
a)
The Product Owner represents their opinions
b)
Scrum Master
c)
Scrum Team
d)
The Development Team
4.
When a Development Team determines that it will not be able to finish the complete forecast, whi has to be present when reviewing and adjusting the Sprint work selected
a)
The Development Team
b)
The Product Owner and the Development Team
c)
The Product owner and all stakeholders
d)
The Scrum Master, Project manager and Development Team
5.
An Agile team is discussing a user story planned for the next iteration. Although the user story appears to be clear, the product owner has yet to address a few related questions on the user story. The agile coach recomends redefining the final requirements with the product owner before making the decision. Which of the following agile principle is described in this scenario ?
a)
The last responsible moment
b)
The last possible moment
c)
Use a release plan
d)
Respect the decision of a self-organizing team
6.
A project manager is performing the Acquire Resources process. Based on similar previous projects undertaken by the organization using its own resources, the resources management plan reflects the need for a Scrum development team with 160 hours of fully dedicated work per week based on a standard 40-hour workweek. What is the project manager’s best course of action ?
a)
Accept any resources that are currently available in the organization
b)
Ask for eight developers who each will work on the project 20 hours a week
c)
Request four developers that can be fully allocated to the project
d)
Outsource the work to an external vendor who is experienced in Scrum
7.
As part of the Estimate Activity Durations process, the project manager facilitates a sprint planning meeting with the product owner and Scrum team. The project manager breaks down the user stories into low-level tasks, estimates the time required in hours, and determines the sprint backlog based on the team’s capacity. Despite meticulous planning, the sprint fails._x000B_What might the project manager have done differently ?
a)
Asked the team to prioritize the product backlog before determining the sprint backlog
b)
Assigned the identified low-level tasks to specific individuals in the project schedule
c)
Empowered the team to determine how many user stories they can complete during the sprint
d)
Used story points instead of hours while estimating the size of the user stories and tasks
8.
An experienced agile practitioner was explaining the benefits of empowered, self-organizing, and self-directing teams. Some agile team members then complained that their manager is not very agile as demonstrated by their very directive style of communication. How would the agile practitioner most likely respond to this comment?
a)
The team is still in the storming stage, which requires a lot of direction.
b)
The team is already in the norming stage, which requires a lot of direction
c)
The project has a very tight schedule and must be managed by directives.
d)
Theory is one thing, and real life is a totally different story.
9.
An agile leader facilitates a retrospective, where team members angrily blame each other for violating working agreements. What should the agile leader do first?
a)
Ignore the situation and continue the retrospective as planned
b)
Request that the team members discuss their feelings openly
c)
Be aware of their own personal emotions to keep them in check
d)
Do whatever is needed to make everyone at the meeting happy
10.
Two developers are having a heated argument characterized by personal attacks over who should take a particular user storyin the Kanban board. The project manager steps in and settles the dispute by splitting the user story and having each developer work one aspect of the solution. This action resolves the dispute, but a week later, the same two developers get into another shouting match over how to implement an approved change request. The project manager helps again, but similar conflicts recur almost weekly. What might the project manager have done differently to avoid these recurring arguments?
a)
Refrained from interfering into the arguments and allowed the two developers to settle their differences as a selfmanaging team
b)
Analyzed the context for the argument to determine the underlying root cause of the issue between the two developers
c)
Had the change management plan establish clear roles and responsibilities for the implementation of approved change requests
d)
Ensured WIP limits were assigned to the columns of the Kanban board to place a constraint on user story assignments
11.
At the beginning of your project, you were authorized to offer incentives to the designers to work in your company's office building for the duration of the project. You secured a temporary workspace to accommodate the entire project design team in a common area. This strategy allows them to work in proximity to one another to enhance their ability to preforms a unified design team. What tool or technique did you use in this scenario?
a)
Virtual teams
b)
Collocation
c)
Forming
d)
Strategic placement
12.
Early into a project, the project manager is frustrated with the slow progress the project team is making. Which of the following theories or models may alleviate his frustrations by clarifying how a team develops throughout the project?
a)
Theory X
b)
Hierarchy of needs
c)
Three needs theory
d)
Tuckman ladder
13.
A senior developer on your agile team announces that she leaves in two weeks. A change request to hire a replacement is approved, and the new developer is hired. You want to ensure that in the very short time left before the senior developer departs, the knowledge is transferred most efficiently and effectively and that the agile cadence of the team's workflow is maintained. What is your best course of action?
a)
Request that the senior developer and new team member perform job shadowing
b)
Have the senior developer document their best practices
c)
Ask the new developer to review all of the project documentation
d)
Make use of the existing information radiators
14.
A project manager is leading a project in which a vendor was engaged under a time and materials contract. During a procurement audit, it was discovered that the vendor had been using ghost employees to inflate the cost of the project artificially. As a result, the vendor was terminated for cause. Which organizational process asset is updated to ensure the vendor will not be allowed to work on future projects?
a)
Procurement management plan
b)
Procurement file
c)
Lessons learned register
d)
Seller performance evaluation documentation
15.
A lead engineer on a construction project expresses concern about conducting the electrical and plumbing work in parallel. Even though performing both activities in parallel has been done before, the engineer requests that the electrical work start after finishing the plumbing work in order to reduce overall project risk and adhere to generally accepted best practices. When developing the project schedule, how should the project manager define the relationship between the electrical and plumbing work?
a)
Mandatory internal dependency
b)
Discretionary internal dependency
c)
Mandatory external dependency
d)
Discretionary external dependency
16.
You have been managing a project to launch a new CRM platform for a large retail organization. After a few weeks into the project, you perform some calculations and determine that the SPI is 0.8 and the CPI is 1.2. Your senior management wants you to get the project back on track. What is your best course of action in this situation?
a)
Perform resource levelling
b)
Reduce the scope of the project
c)
Adjust the schedule baseline
d)
Crash the schedule
17.
As an agile coach, you have been requested to conduct a training session for a team assigned to their first agile project. You decide to start the session with the overview of the values outlined by the Agile Manifesto. Which of the following is one of those values?
a)
Customer collaboration over comprehensive documentation
b)
Responding to change over following a plan
c)
Individuals and interactions over processes and techniques
d)
Working software over contract negotiation
18.
The project manager is managing the research and development of a new cancer screening test. The project manager would like to determine whether the processes currently in use in the project are effective in meeting the quality requirements specified by the customer. What does the project manager need to obtain first to make this determination?
a)
Quality control measurements
b)
Resource breakdown structure
c)
Requirements traceability matrix
d)
Acceptance of deliverables from the customer
19.
You are in the process of determining stakeholder needs and requirements for the project you are leading. There is a large number of stakeholders who are geographically dispersed, and you need their inputs quickly. What tool or technique would be the most effective in this situation?
a)
Face-to-face meeting
b)
Decision making
c)
Alternatives analysis
d)
Questionnaires
20.
You as a project manager have outsourced a portion of your work to a vendor with whom neither you nor the sponsor has worked with before. You have a cost-reimbursable contract with the seller. The sponsor, on more than one occasion, has discussed his concerns with you that the seller could easily increase their profits with this type of agreement. What should you tell the sponsor to decrease his apprehensions?
a)
You audit every invoice to ensure the costs are applicable and chargeable to your project.
b)
You do not expect any changes to the scope.
c)
The seller has the risk with this type of contract.
d)
With this type of contract, the seller agrees to a set reimbursement amount, so the final costs to your project are pre-determined.
21.
Who is responsible for engaging the stakeholders ?
a)
Project Manager
b)
Product Owner
c)
Development Team
d)
Agile Coach
22.
After some of the project deliverables have been produced, the program manager transfers two of your project team members to a higher priority project and provides you with replacements. The new team members, however, lack the experience to properly fill in the roles. You realize that the performance measurement baseline is no longer attainable. Which of the following actions will you have to take? (Choose four)
a)
Submit a change request to modify the project baselines
b)
Revise the project team assignments to align with the staffing changes
c)
Document the new team members' lack of experience in the issue log
d)
Record any knowledge gained in the lessons learned register
e)
Adjust the WBS and WBS dictionary to reflect the new task assignments
23.
The product owner for an agile project has another project at the same time. As a result, the product owner spends very littletime with the development team and the product is suffering. What should an agile practitioner on this team do first?
a)
Coach the product owner on the importance of participating in the team events
b)
Escalate the issue to the project sponsor
c)
Request a new product owner be assigned to the project
d)
Have the scrum master fill a dual role as Agile encourages generalizing specialists
24.
An agile team has been working overtime for the last few iterations. The project manager has decided that from now on theteam should maintain a 40-hour workweek. What is the most likely reason behind the project manager's decision?
a)
To maximize the amount of work not done
b)
To minimize the amount of work in progress
c)
To deliver working software frequently
d)
To promote sustainable development
25.
During a project kick-off meeting, the project manager presents the approved project management plan in order to gain commitment to the project and explain the roles and responsibilities of each stakeholder. However, after the meeting, several members of the assigned scrum team begin asking questions like, "why are we even doing this project?" and "who would benefit from it and how?". The project manager is concerned that the kick-off meeting was a failure because of the lack of commitment to the project. What might the project manager have done differently?
a)
Presented the project scope statement instead of the project management plan to communicate a clear understanding of the product to be developed
b)
Conducted the kick-off meeting at the beginning of project planning before the process to develop the project management plan has started
c)
Ensured that the project's vision and mission were captured in the project charter and communicated to the stakeholders during the kick-off meeting
d)
Avoided using a scrum team for product development since the project will use a predictive framework guided by a project management plan
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