C
The Managing Director (MD) of the organization stops by the task board of the
team and makes a suggestion of an important feature that the development
... [Show More] team
should deliver in the current iteration. What should the development team do?
A. Since it is coming from the MD, it must be done at any cost. So drop an item
of equal size from the backlog.
B. Say yes to the MD and then ask the team members to work overtime to
achieve their target.
C. Ask the product owner so that he can discuss the value and priorities with
the MD.
D. Ignore it, the MD will most likely forget what he said a few weeks later.
D
A newly formed development team is working on Sprint zero. In terms of doing
the following activities, which is false?
A. Team completes the entire architecture and high-level design for the project,
leaving out the low-level design.
B. Develop the detailed project plan.
C. Deliver a few stories.
D. All of the above.
C
Who makes the final call on priority order in the Product Backlog?
A. The Development Team
B. The Scrum Master
C. The Product Owner
D. Someone in senior leadership like the MD or the CEO
D
With respect to the roles on a Scrum team, choose the odd one out?
A. Scrum Master
B. Product Owner
C. Development Team
D. Project Manager
C
The Development Team is expected to have all the skills needed to:
A. Complete the project by the given deadline and budget shared upfront with
the sponsor.
B. Do analysis and development work, but leave out all forms of testing since
that is handled by another specialized team.
C. Turn the Product Backlog items into potentially shippable product
increments.
D. Master all state-of-the-art technology practices and tools available.
C
What is the main way that a Scrum Master contributes to maximizing the
productivity in the development team?
A. By maintaining a risk-adjusted Product Backlog in priority order.
B. By making sure hygiene is maintained on meeting - agendas, start & end
times, capturing and sending out minutes, etc.
C. By facilitating Development Team decisions and removing impediments.
D. By providing news about the newest technology trends in the market.
B
All of the following are Scrum artifacts except:
A. Product backlog
B. Gantt chart
C. Sprint backlog
D. Burndown chart
C
During an estimation session each team member is asked to provide an estimate.
Which of the following is correct?
A. The team member provides estimates for only the story that will be assigned
to him.
B. The developer provides a development estimate, the analyst provides an
analysis estimate and the tester does his part. Ultimately all the estimates
are aggregated.
C. The team members provide a relative estimate in units of ideal days.
D. Participation of a team member is voluntary as the Scrum Master can fillin
wherever necessary.
D
A project stakeholder wants to have a look at how the Agile team is progressing in
the middle of an iteration. As a member of the Agile team, you can guide him to:
A. The most recent weekly status report.
B. The sprint backlog.
C. The defect log.
D. The combined burnup and burndown charts.
B
XP teams take collective ownership of code. For such a team, _______ and
_______ are the key.
A. Definition of done and pair programming.
B. Trust and collaboration.
C. Velocity and co-location.
D. Onsite customer and test-driven development.
C
Barry is a team member currently in a sprint planning session. After hearing
about the requirement from the product owner, he estimates the amount of effort
required by taking account that he will be working on this story and nothing else.
He assumes that he will not face any interruptions. Which unit of estimate is he
using?
A. Story points
B. T-shirt sizes
C. Ideal days
D. Either A or C
B
What is the primary role of a Product Owner?
A. The PO is basically a project manager who balances scope, time, cost and
risk.
B. Maximizing the Return on Investment (ROI) of the software developed.
C. People management for the Team.
D. Avoiding distracting and keeping stakeholders at bay.
A
Which of the two ceremonies are executed after all development for a sprint and
beginning of the next one?
A. Sprint review and sprint retrospective
B. Sprint review and sprint planning
C. Daily stand-up and sprint review
D. Sprint retrospective and sprint planning
D
Kanban board is an example of:
A. Toyota production system
B. Information refrigerator
C. High-tech and low-touch system
D. Information radiator
C
What happens during a Sprint Review?
A. Review of what the team could do more or less off during the next sprint.
B. Figure out the scope for the next sprint.
C. End of the sprint demo for everyone to solicit feedback on the work done in
the sprint.
D. It is an opportunity to brainstorm and do a root cause analysis of work items
that could not get done.
C
How do we know when a sprint isover?
A. When all items in the sprint goal have met their definition of done.
B. When the Product owner accepts all the work that was committed in the
sprint planning meeting.
C. When the timebox expires.
D. None of the above.
A
While inspecting a release burndown chart, it is observed that the bar graph
moves below its X-axis. Choose the best conclusion.
A. This is normal. Scope could have gotten added by the product owner.
B. This is normal. The developers would have underestimated the complexity
of the story.
C. This is abnormal and indicates poor data quality being plotted on the
burndown chart. The bar graph can touch the X-axis, but not go below it.
D. This is abnormal. The team should have completed what was committed by
them.
A
Under what condition can a sprint be abnormally terminated?
A. When the PO determines that it no longer makes sense to carry on with a
sprint.
B. The team has overcommitted and the sprint scope is too large to be
achieved.
C. A production defect needs to be addressed by priority.
D. There is another project for which some analysis needs to be completed by
the SME's in the current team.
D
During a planning session, the product owner and the team sit down together
and sort the stories from the backlog into must-have, should-have, couldhave
and won't-have. The must-haves top the chart and along with those a
few should-haves get selected for implementation during the iteration. Which
prioritization technique did the team follow?
A. Kano model analysis.
B. Weighted prioritization technique.
C. Simple ranking technique.
D. MoSCoW.
D
In Agile vocabulary. a spike is a:
A. Sudden increase in the quantum of work received.
B. Sudden increase in the quantum of risks.
C. Sudden increase in the resource demand.
D. A task that the team undertakes to experiment on a hypothesis or a new
technology.
C
Fill in the blanks for the following Agile principle.
Build projects around _______ individuals. Give them the environment and
_______ they need and ________ them to get the job done.
A. cross-functional, training, trust
B. empowered, support, believe
C. self-motivated, support, believe
D. motivated, morale boost, trust
C
An XP team realizes that a story is more complex than estimated earlier and so
it cannot be completed in the current iteration. Which option should the team
exercise?
A. At the next daily stand-up, propose that the "definition of done" condition
be relaxed to allow the partially completed story to look close to being
completed.
B. Extend the iteration by 3-4 days, as you cannot let the team's velocity go
down.
C. Discard the code and put the story back to the backlog for future
prioritization and implementation in a successive sprint.
D. Keep the code commented so it does not do any harm and tell the customer
you will pick up and complete in the next iteration.
B
Some teams use a hardening sprint ahead of a release to:
A. Train the operations team so that they can support the product post-release.
B. Complete some of the final tasks related to productionizing of the code.
C. Perform acceptance testing for all the previous sprints that were part of the
release.
D. Ask all programmers to check-in all the code in version control.
D
An Agile team is using relative sizing to estimate for stories on the backlog. What
are the most common units of estimates used?
A. Days / weeks / months
B. Story points
C. Ideal days
D. Either B or C
C
Bill has worked hard over the last few days and finds that the build is broken
because Richard has checked in code without properly unit testing it. It will
mean that Bill will have to wait until Richard comes back and fixes the issue. Bill
is furious at Richard and he makes statements like, "I know Richard. He is always
careless and doesn't bother how others get affected by his actions."
Which stage of conflict do you think is reflected in Bill's language?
A. Level 1: Problem to Solve
B. Level 2: Disagreement
C. Level 3: Contest
D. Level 5: World War
A
The two highest levels of conflict are Level 4: Crusade where there is hardly any
direct speaking terms and Level 5: World war where the conflict is escalated to a
level that is beyond repair and resolutions.
As a manager encountering the situation, which are the best approaches you will
follow to resolve conflicts?
A. For Level 4: use shuttle diplomacy until the intensity of the conflict is
lowered and team members can be brought into a table discussion. For
Level 5: separate the team members such that they do not cause harm to
each other or to the environment.
B. For Level 4: use problem solving to get to the bottom of the issue. For Level
5: ask one party to compromise on a stand that they have rigidly held.
C. For level 4: separate the team members such that they do not cause harm to
each other or to the environment. For Level 5: bring in a third party and take
the two team members to battle out in the court.
D. For Level 4: remind the two members that they need to collaborate and
reach consensus, even if that means that they will have to sacrifice. For Level
5: avoid the situation since nothing can be done about it.
B
What is the formula for Risk severity? And how do you expect risks to change
during a project?
A. Risk severity = Risk probability + Risk impact. We expect risks to be highest
at the beginning and decrease over time.
B. Risk severity = Risk probability x Risk impact. We expect risks to be highest
at the beginning and decrease over time.
C. Risk severity = Risk probability x Risk impact. We expect risks to be lowest at
the beginning and increase over time.
D. Risk severity = Risk probability x Risk impact. We expect risks to be highest
at the beginning and remain static until the project is over.
C
The product owner is not ab [Show Less]