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WorksheetsAgile PM#1 Quiz
Total questions: 20
Worksheet time: 10mins
After successfully completing several one-week iterations, an agile team is in agreement that the weekly iteration retrospectives have not been productive as the team is already working very efficiently. The team members say that holding weekly retrospectives is not the best use of their time. What is the best course of action for the project leader?
Advise the team that iteration retrospectives are a best practice and should always be adhered to
Cancel the retrospectives for the remainder of the project and use the freed up time to deliver value
Suggest having a monthly retrospective with the option to hold ad hoc retrospectives as needed
Thank the team for their input and refer the issue to the project sponsor for review and approval
Just after the daily scrum, the project sponsor stops by the war room and introduces a new member of the organization whose role will be impacted by the project. Now that a new stakeholder has been identified, what should the agile leader do next?
Seek to understand the stakeholder's feelings, emotions, beliefs, and values
Perform stakeholder analysis by using a power/influence grid
Monitor the stakeholder to ensure that they have the appropriate level of engagement
Prioritize the stakeholder to determine the level of engagement needed going forward
Due to strong growth, a company with five agile teams has hired a new agile leader and development team, which have been assigned to their first agile project. The new development team members are struggling in dealing with the demeanor and attitudes of some of the key stakeholders as they continually introduce conflicting requirements. What might the new agile leader do to help navigate this complexity?
Revise the charter to reflect the complexity related to the key stakeholders
Prioritize the least controversial user stories in the project backlog
Check with the other project leaders to see how they have dealt with the stakeholders
Reduce the complexity of the project by decreasing the project scope
An agile team has to implement a new payroll system. The product owner is a payroll expert but is not familiar with agile planning. What advice should an agile coach offer to the product owner?
Create an environment that facilitates face- to-face planning events involving relevant project stakeholders
Generate a requirements document for the team to develop the product exactly per customer specifications
Draft a project plan and send it to stakeholders for approval to ensure everybody are on the same page
Develop a Gantt chart listing project deliverables to get necessary resources from the project sponsor
You are using an agile approach to manage a console game based on a new children's television show. The studio executives approved your high-level summary timeline based on the product vision. Your team is getting ready to produce an iteration plan. At the conclusion of that meeting, what are you likely to show to executives as a summary of the upcoming iteration plan?
Product roadmap
Task list
Prioritized features
User story
Which of the following is not true about iteration planning meetings?
The recommendation is a high-level summary timeline of the release schedule based on the product roadmap and the vision for the product's evolution.
The goal is to commit to working on prioritized product backlog items in the upcoming iteration.
The task is to break down user stories into tasks, validating the time estimates for them are achievable based on team capacity.
The outcome is an iteration backlog, as well as assumptions, concerns, risks, dependencies, decisions, and actions
During an iteration review, the customer requests a change to the product that will enable it to connect with and send/receive data to/from external systems rather than relying solely on user inputs. The change will significantly increase the project's complexity and add unknown risks related to interconnection with those external systems. What may help the team deal with this complexity?
An increased iteration length
Better customer collaboration
A larger project team size
Knowledge of system interactions
An agile team delivers the product to the customer several weeks earlier than initially planned. However, the customer is unpleasantly surprised by the outcome and indicates that the product does not meet their expectations. What might the agile leader have done differently to avoid or, at least, mitigate this situation?
Included the customer as a member of the change control board (CCB)
Assured better engagement with the customer during initial requirements gathering
Performed value stream mapping during the iteration retrospectives
Proactively ensured the customer's active participation in the iteration reviews
You are the product owner for a retail mobile shopping application developed using an agile approach. You have envisioned seasonal promotional content and new features based on user requests. At an upcoming user conference, your customers expect to learn what features have already been released and what is planned going forward. What should you present?
The features being developed in the iteration plan
The user stories included in the iteration plan
The developer tasks that comprise the user stories
The product roadmap of features in each iteration
As part of continuous improvement, the team members are looking for ways to optimize the process they use to conduct the work. At the iteration retrospective, an agile coach suggests using a lean production method, which would allow the team to analyze the process and identify and subsequently remove waste. How should the team implement the agile coach's suggestion?
Apply value stream mapping
Utilize Wideband Delphi technique
Develop a prototype of the process
Conduct what-if scenario analysis
A product is being developed in increments. After the requirements for the first product increment are gathered from the customer, the team spends three months completing it. The team meets with the customer to demonstrate the increment, but the customer rejects it, stating that while the increment meets the objective requirements, it is not aesthetically pleasing. What might the agile team leader have done differently to have avoided this issue?
Documented the issue with the aesthetics in the issue log
Utilized shorter feedback loops with the customer
Scheduled retrospectives at the end of each iteration
Conducted daily standup meetings during product development
The first sprint of a project is about to begin, but the team struggles with the ambiguous requirements and the subjective nature of project goals, most of which are qualitative. While leading the team under these circumstances, what is the most important thing for the agile leader to focus on throughout the project?
Maximizing the delivery of value
Completing all of the project's deliverables
Achieving the goal of the first sprint
Rigidly adhering to all agile best practices
A software development project will use an iterative and incremental approach to produce project deliverables. What planning strategy would work best for this project?
Decomposing epics into features and further into user stories
Outsourcing project planning to an external subject matter expert
Breaking down high-level deliverables into work packages
Planning product scope and refraining from planning project scope
A stakeholder approaches the scrum master and requests to see a report that shows the progress of the work remaining on the project at both the sprint level and the release level. Which of the following would be the best for the scrum master to provide the stakeholder with?
Burndown chart
Product roadmap
Burnup chart
Sprint backlog
A scrum team together with the other project stakeholders are holding a half-day release planning meeting to determine the number of sprints required to release an initial product that will contain a subset of the highest value user stories. Which of the following must the project have to achieve the stated goal of the meeting?
A story map
A consensus among all stakeholders
A prioritized list of user stories
The target date for the release
During an iteration planning meeting, after user stories in the iteration backlog are discussed, the team pushes for a re-prioritization of the user stories. Which of the following is a valid reason for re-prioritizing these user stories at this time?
A • Although a user story can be completed within one iteration, it must be sliced because it is a compound story
The sprint is nearly full, but a user story that has not yet been considered must be included in the iteration because of a lack of interdependencies with other user stories.
The completion of the remaining user stories prioritized for the iteration is based on technical expertise, which is in short supply on the team.
Based on historical velocity, the product owner does not feel that the development team can complete the user stories discussed by the end of the iteration.
An agile team has just completed their iteration retrospective meeting. After the meeting concluded, the project manager suggested that the team get together later that day to determine the cause of a major problem that was discussed during the iteration retrospective meeting. Which of the following would be the best tool for the team to use to determine the root cause of the problem discussed?
SWOT analysis
Tornado diagram
Kano analysis
Fishbone diagram
Members of a new scrum team are arguing over the meaning of timeboxing. As the discussion becomes heated, the scrum master steps in and helps the team with their dispute.
The scrum master explains that the timeboxing concept is about:
Limiting work in progress
Delivering working product increments
Keeping the project on schedule
Responding to a change in a timely manner
An agile leader wants to ensure that the team follows the Agile Manifesto value of working software over comprehensive documentation.
What should the agile leader recommend to the team?
Create only those documents that are legally required
Apply refactoring to documentation after it has been created
Develop only software without creating any documentation
Add must-have documentation user stories to the backlog
Team members are complaining that they cannot get their work done because the new sponsor, who is not familiar with agile practices, keeps contacting them for project details. How should the scrum master address this?
Ask a team member to serve as a team's spokesperson to respond to the sponsor
Meet with the product owner and ask for their assistance in dealing with the sponsor
Tell the team to get permission from the scrum master's to respond to the sponsor
Contact the sponsor and request her to direct all questions to the scrum master
