Agile Project Management Questions - PDF

A project team is struggling with agile adoption. Some team members feel agile is unnecessary, while others are confused about their roles. Leadership expects full agile implementation, but resistance remains. What should the project manager do? a\. Assess team readiness and provide structured tra...

A project team is struggling with agile adoption. Some team members feel agile is unnecessary, while others are confused about their roles. Leadership expects full agile implementation, but resistance remains. What should the project manager do? a\. Assess team readiness and provide structured training to bridge knowledge gaps.\ b. Require immediate compliance and let the team adjust over time.\ c. Allow resistant team members to continue using their preferred methods.\ d. Let leadership handle resistance while focusing on execution. Correct Answer: A A scrum master is concerned that some team members are not actively participating in retrospectives. These individuals complete tasks but provide limited feedback, and the team's ability to improve is stagnating. What should the project manager do? a\. Encourage engagement by linking retrospective feedback to tangible improvements.\ b. Require all team members to contribute equally in every session.\ c. Rotate facilitation to let different members lead discussions.\ d. Let silent participants observe until they choose to contribute. Correct Answer: A A company has introduced agile, but managers accustomed to waterfall approaches are struggling to adapt. They insist on detailed upfront planning, which conflicts with the iterative approach. What should the project manager do? a\. Facilitate agile training sessions that emphasize the benefits of iterative planning.\ b. Allow managers to retain their traditional methods to avoid resistance.\ c. Require all teams to follow agile without accommodating transition concerns.\ d. Delay agile implementation until full leadership alignment is achieved. Correct Answer: A A highly skilled team member prefers to work alone rather than collaborating with the agile team. While their work quality is excellent, lack of engagement is impacting team synergy. What should the project manager do? a\. Encourage knowledge sharing while allowing independent work when necessary.\ b. Require full participation in all agile ceremonies and team tasks.\ c. Assign them to a different project that requires less collaboration.\ d. Let them continue working independently as long as they meet expectations. Correct Answer: A A team\'s agile maturity is low, and members struggle to complete user stories within sprints. The product owner is frustrated and believes the team is not working efficiently. What should the project manager do? a\. Analyze sprint metrics and provide coaching to improve estimation and execution.\ b. Extend sprint durations to allow for more complete work.\ c. Reduce backlog complexity to simplify team responsibilities.\ d. Let the team self-correct through trial and error. Correct Answer: A A team lead believes agile methodologies conflict with the company's compliance requirements, creating tension between process efficiency and regulatory adherence. What should the project manager do? a\. Identify areas where agile and compliance can coexist while minimizing conflicts.\ b. Require strict compliance adherence, even if it impacts agility.\ c. Allow the team lead to modify agile practices to fit compliance needs.\ d. Escalate the conflict to leadership and let them decide. Correct Answer: A A team member resists giving feedback because they believe it is unnecessary and that their performance should speak for itself. Their reluctance is limiting team discussions on improvement. What should the project manager do? a\. Demonstrate the value of feedback by linking it to measurable team improvements.\ b. Require all team members to give structured feedback in every sprint.\ c. Reduce reliance on retrospectives to accommodate different work styles.\ d. Allow them to opt out of feedback discussions if they prefer. Correct Answer: A A project manager is assessing an agile team's performance but finds that self-reported data from team members is overly optimistic compared to actual sprint results. What should the project manager do? a\. Use objective sprint data to align self-assessments with real outcomes.\ b. Let the team self-evaluate and adjust over time.\ c. Reduce performance tracking to avoid discouraging the team.\ d. Assume optimistic reporting will balance out over future sprints. Correct Answer: A A team is hesitant to adopt agile tools like Kanban boards and backlog refinement sessions. They believe that manual tracking methods work well enough. What should the project manager do? a\. Demonstrate how agile tools enhance efficiency and team transparency.\ b. Allow them to continue using their current methods without forcing adoption.\ c. Require immediate use of agile tools, regardless of team preferences.\ d. Let leadership decide on tool adoption while focusing on execution. Correct Answer: A A project team is experiencing burnout, yet management continues to push for higher output. Some team members have expressed frustration, while others remain silent. What should the project manager do? a\. Assess workload distribution and recommend adjustments to prevent burnout.\ b. Push the team to meet expectations despite challenges.\ c. Let team members self-manage their workloads without intervention.\ d. Delay addressing concerns until the current phase is completed. Correct Answer: A A project team has missed multiple sprint commitments, and stakeholders are concerned about delivery timelines. Some team members argue that requirements keep shifting, while others believe that estimates need improvement. Leadership expects the team to stabilize velocity without changing the release schedule. What should the project manager do? a\. Analyze backlog refinement and estimation accuracy while addressing scope stability concerns.\ b. Reduce sprint commitments to ensure more achievable delivery targets.\ c. Enforce stricter deadlines to keep stakeholders aligned with release plans.\ d. Let the team self-adjust over time without immediate intervention. Correct Answer: A A team member with specialized knowledge is the only one capable of completing a critical feature, but their availability is limited due to conflicting priorities. Other team members lack the necessary expertise to assist. What should the project manager do? a\. Implement knowledge-sharing strategies while rebalancing tasks to prevent bottlenecks.\ b. Adjust the project timeline to accommodate the specialist's schedule.\ c. Assign additional team members to assist, even if they lack expertise.\ d. Shift priorities to less complex tasks until the specialist is available. Correct Answer: A A senior leader believes that agile teams should be measured based on individual performance metrics, but the team argues that collaboration matters more than individual output. Some employees worry that personal tracking will harm team dynamics. What should the project manager do? a\. Propose team-level performance assessments while incorporating leadership's accountability concerns.\ b. Align with leadership's preference and implement individual tracking immediately.\ c. Allow the team to continue without performance tracking to maintain cohesion.\ d. Request leadership to reconsider their approach and remove individual metrics. Correct Answer: A A company is expanding its agile adoption, but teams in different business units are applying agile in inconsistent ways. Some teams fully embrace agile, while others continue using hybrid approaches. Leadership is concerned about misalignment. What should the project manager do? a\. Define core agile principles while allowing some flexibility based on business unit needs.\ b. Require strict adherence to a standardized agile framework across all teams.\ c. Let teams operate independently and align their processes as they see fit.\ d. Assign an external consultant to enforce agile compliance across teams. Correct Answer: A A newly formed team is struggling with decision-making because some members prefer a structured approval process, while others value quick, informal decisions. This misalignment is creating friction and slowing execution. What should the project manager do? a\. Define a decision-making framework that balances structure and agility.\ b. Default to the structured approach since it ensures accountability.\ c. Follow the informal approach to increase speed at the risk of misalignment.\ d. Let the team self-organize and adjust over time without intervention. Correct Answer: A A scrum team is frequently missing sprint goals, and retrospectives show low engagement. The product owner believes the team needs stricter oversight, while the scrum master insists that self-organization must be maintained. What should the project manager do? a\. Facilitate discussions to identify blockers while reinforcing ownership of sprint commitments.\ b. Allow the scrum master to maintain full autonomy despite missed goals.\ c. Implement stricter tracking and reporting requirements to enforce discipline.\ d. Follow the product owner's directive and add more oversight immediately. Correct Answer: A A critical stakeholder frequently requests last-minute feature additions that disrupt sprint planning. The team is frustrated, but the stakeholder believes adaptability is key in agile. What should the project manager do? a\. Set clear expectations for backlog prioritization while ensuring stakeholder input is incorporated appropriately.\ b. Accept all stakeholder requests and adjust sprints accordingly.\ c. Reject last-minute changes and enforce strict sprint commitments.\ d. Let the team decide on a case-by-case basis whether to accept late requests. Correct Answer: A A cross-functional agile team is experiencing role confusion, with some members feeling overloaded, while others have unclear responsibilities. Productivity is suffering, and team morale is declining. What should the project manager do? a\. Clarify role expectations while promoting flexibility to balance workloads.\ b. Assign specific responsibilities to each team member and enforce structure.\ c. Allow team members to redefine their roles informally.\ d. Rotate team members through different roles to encourage adaptability. Correct Answer: A A highly experienced developer consistently challenges backlog prioritization, arguing that technical feasibility should take precedence over business needs. The product owner insists that business value should drive decisions. What should the project manager do? a\. Facilitate alignment between technical feasibility and business value to ensure informed prioritization.\ b. Allow the developer to override backlog priorities based on technical risks.\ c. Require full adherence to the product owner's backlog decisions.\ d. Split development priorities between business-driven and technical-driven tasks. Correct Answer: A A company's agile transformation is losing momentum, as team members feel overwhelmed by the number of ceremonies, artifacts, and tracking tools being introduced. Some argue that agile is becoming overly bureaucratic. What should the project manager do? a\. Streamline agile adoption by focusing on the most impactful practices while maintaining agility.\ b. Require full compliance with all agile frameworks despite concerns.\ c. Remove certain agile practices to reduce complexity, even if it impacts tracking.\ d. Allow teams to decide which agile elements they want to follow. Correct Answer: A A high-performing team member has taken on too many responsibilities, believing their expertise is essential for project success. Other team members feel underutilized and are less engaged in problem-solving. What should the project manager do? a\. Encourage balanced task distribution while reinforcing team-wide accountability.\ b. Let the team member retain their workload since they are delivering results.\ c. Shift key tasks to others, even if they lack the required expertise.\ d. Allow team members to self-organize and adjust responsibilities informally. Correct Answer: A A project team is experiencing low engagement in sprint planning meetings, with some members passively agreeing to workload estimates. As a result, sprint commitments are frequently unrealistic, leading to missed deadlines. What should the project manager do? a\. Encourage active participation by linking sprint commitments to achievable team goals.\ b. Assign estimation responsibilities to the most senior team members.\ c. Reduce planning meetings to avoid unnecessary discussions.\ d. Require all team members to commit to estimates regardless of engagement. Correct Answer: A A cross-functional team is divided over how to define success metrics for an initiative. The engineering team prefers technical KPIs, while business stakeholders emphasize market impact. Leadership expects alignment before moving forward. What should the project manager do? a\. Facilitate discussions to balance technical performance with business objectives.\ b. Prioritize business-driven metrics since they determine financial success.\ c. Let each team define its own success criteria independently.\ d. Default to engineering KPIs since technical quality ensures long-term stability. Correct Answer: A A company is scaling agile across multiple teams, but there is inconsistency in how daily stand-ups, retrospectives, and backlog grooming are handled. Leadership is concerned that alignment is decreasing. What should the project manager do? a\. Define essential agile practices while allowing teams some flexibility in execution.\ b. Standardize all agile practices across teams without exceptions.\ c. Allow each team to determine its own methods without oversight.\ d. Assign dedicated agile coaches to enforce strict adherence to processes. Correct Answer: A A team is facing conflicting demands from multiple stakeholders, each requesting different features with competing priorities. The backlog is becoming unmanageable, and delivery timelines are unclear. What should the project manager do? a\. Implement a structured prioritization framework that aligns requests with business impact.\ b. Process stakeholder requests in the order they are received.\ c. Let the team decide which requests to prioritize based on feasibility.\ d. Delay lower-priority requests until leadership provides clarity. Correct Answer: A A newly hired agile coach is concerned that teams are going through the motions in retrospectives but not acting on feedback. As a result, the same issues persist, and team morale is starting to decline. What should the project manager do? a\. Ensure action items from retrospectives are clearly defined and tracked for accountability.\ b. Reduce the frequency of retrospectives to avoid repetitive discussions.\ c. Let teams handle improvements informally without structured follow-up.\ d. Assign a team member to implement changes, even if others do not engage. Correct Answer: A A company is undergoing rapid growth, and leadership is considering splitting a high-performing agile team into two separate units. Some team members oppose the split, fearing it will reduce efficiency and affect collaboration. What should the project manager do? a\. Assess workload distribution and team structure to determine the best scaling approach.\ b. Proceed with the split to accommodate growth, regardless of concerns.\ c. Keep the team intact and redirect work to other teams instead.\ d. Allow team members to choose their preferred structure independently. Correct Answer: A A senior team member consistently pushes back on backlog priorities, arguing that technical refactoring is more important than new feature development. The product owner is frustrated, as business stakeholders expect continuous feature releases. What should the project manager do? a\. Facilitate a compromise that balances technical improvements with business needs.\ b. Support the product owner and deprioritize technical refactoring.\ c. Allow the senior team member to override backlog decisions based on expertise.\ d. Require business stakeholders to accept delays for technical optimization. Correct Answer: A A remote-first agile team is struggling with asynchronous communication, leading to delayed decisions and misalignment in sprint execution. Some team members prefer real-time meetings, while others work across different time zones. What should the project manager do? a\. Implement structured asynchronous updates while reserving real-time meetings for critical decisions.\ b. Require all team members to attend synchronous meetings despite time zone differences.\ c. Allow the team to continue operating with misalignment until it naturally resolves.\ d. Reduce all real-time meetings to accommodate remote team members. Correct Answer: A A team is experiencing burnout due to constant last-minute changes requested by stakeholders. The backlog has become unpredictable, and team members are losing motivation. What should the project manager do? a\. Reinforce backlog stability while ensuring urgent requests are properly evaluated.\ b. Push the team to continue adapting despite increased workload.\ c. Reduce stakeholder involvement to prevent further disruptions.\ d. Allow the team to reject all change requests without review. Correct Answer: A