Agile Project Management Questions PDF

**Question 126** **Retrospectives are typically held at the end of an iteration, but an Agile team can also hold retrospectives at any other time. What is NOT a time that an Agile team might hold a retrospective?**   When the team completes or ships something new.   When more than a few weeks hav...

**Question 126** **Retrospectives are typically held at the end of an iteration, but an Agile team can also hold retrospectives at any other time. What is NOT a time that an Agile team might hold a retrospective?**   When the team completes or ships something new.   When more than a few weeks have passed since the previous retrospective.   When the team appears to be stuck and completed work is not flowing.   When the feature backlog has not been created and work is yet to begin. **Answer D** **Question 132** **You are delivering features through your Agile project and the project sponsor and product owner are happy with the progress. Your project sponsor raises a concern about future items and what that development looks like. What will you show them?**   The Project Management Plan, that has outlined the project delivery in full.   The product backlog, that has the list of features the team will deliver.   The product roadmap, that shows planned future features and their approximate dates, similarly to a Gantt Chart.   The team velocity chart, that shows how much the team completes each iteration. **Answer B ** **Question 134** **The Agile team is working through a particularly complex feature that is difficult for the team find a solution for. As the Agile lead, you recommend a spike. What is a spike?**   A shifting of the feature into another iteration.   A time-boxed task to explore or investigate an issue.   A short meeting at the beginning of the day to discuss tasks in progress.   A demonstration of the feature to the product owner. **Answer B** **Question 138** **Your Agile project team has been delivering value to the organisation in increments for some time. Executives within the organisation would like to scale the Agile approach across more teams to gain more benefit from its way of work.** **Which of the below is NOT a Scaling Framework from Agile that you might use?**   Scrum of Scrums (SoS)   Scaled Agile Framework (SAFe)   Kanban iteration retrospective (KiR)   Large Scale Scrum (LeSS) **Answer C** **Question 139** **The organisation you are working in has decided to move towards an Agile way of work and project lifecycle approach. Which of the below is how you would describe an Agile project lifecycle?**   Both iterative and incremental, to refine work items and deliver frequently.   Both iterative and predictive, to refine work items and deliver in one go.   Both fast and furious, designed to deliver the most bang for your buck.   Both predictive and incremental, to plan carefully and deliver smaller features. **Answer A** **Question 141** **You are working through a sprint planning meeting with your team. The team have sized up the cards and prioritised the backlog. What will you do next to determine how much work can be done during this iteration?**   Count up the user stories that the product owner wants completed by the end of the iteration.   Check the team\'s velocity against the number of points for the story cards you want to complete.   Ask the Scrum Master to allocate work to each team member in the fairest manner possible.   Look at other teams and what they did in the last iteration to give the best idea team. **Answer B** **Question 142 ** **You are an Agile project manager working on the next feature of your product. The product owner has asked you for an estimate on how long the remainder of the features may take to complete. You look to the team\'s velocity chart. Why is this?**   The team\'s average velocity across previous iterations is the best predictor of future iterations.   The velocity ensures the team will never work harder than they have to.   The scrum master has the final say over team velocity to ensure the work gets done.   The velocity chart shows how quickly new items are picked up by the team **Answer A** **Question 143** **You are the Agile lead or Scrum Master for your Agile team and planning for the next iteration is about to begin. What will you do first?**   Break down the features into user stories.   Write the story card acceptance criteria with the team.   Choose which stories the team will work on in the iteration.   Work with the product owner to prioritises the highest value ones to work on. **Answer D** **Question 144** **You are in the middle of a sprint with your Agile team, and moving the project forward with daily stand-up meetings. What is a stand-up meeting?**   A project kick-off meeting where stakeholders must stand so everyone is alert.   A project progress meeting where you see how proposed schedule stands up against the actual schedule.   A very quick meeting time-boxed at 15 minutes or less, where the team say what they have accomplished and report any blockers.   A team training meeting focused on continuous improvement of the team. **Answer C** **Questions 145 ** **You are the Agile project manager working on a software project, and the development team have identified a major risk for the delivery of a certain feature. That feature is not scheduled until very late in the project. What will you do next?**   Wait until later in the project, as the problem may be fixed by other features going in.   Ask the developers to find a way to proceed without that feature.   Plan a spike around the risk, identify a solution then prioritise that feature earlier in development.   Remove all other story cards from the current sprint so the team can swarm around the issue fix it. **Answer C** **Question 147** **Your Agile team has been working with Scrum for some time now and have become quite familiar with its events and ceremonies. You are asked to explain this to other stakeholders within the organisation. What is NOT an example of a Scrum event or ceremony?**   Sprint Planning, where the Scrum team selects the highest priority items.   Daily Scrum, where the team meets to walk through project tasks, often on a Kanban board.   Sprint Review, where the development team gives a demo on the product to the product owner for sign off or change.   Change Control Board, where all proposed changes are reviewed before adding to the backlog. **Answer D** **Question 148 ** **Scrum is a single-team framework for managing product development. There are certain events, ceremonies and roles and responsibilities within a Scrum team. Which of the below is NOT a role or responsibility in a Scrum team?**   Product Owner, representing the customer and responsible for maximising the value of the product.   Development Team, developing and testing the product, cross functional, self-organising with all the roles needed to deliver the product.   Scrum Master, ensuring the Scrum processes such as stand-ups and retrospectives, coaching the team and removing blockers.   Risk Manager, capturing and reviewing risks and ensuring each one has an assigned **Answer D ** **Questions 149 ** **Servant leadership is one of the key foundations to an Agile team, where leadership and team participation and openness are encouraged. Which of the below is NOT one of the characteristics of a servant leader?**   Promoting self-awareness and helping people grow.   Listening to others more than speaking yourself.   Serving those on the team by removing blockers.   Reporting on low-performers to ensure the team is streamlined. **Answer D** **Question 157 ** **You have been part of an Agile team for some time, working on the aspects of servant leadership to improve the results of your team. What is NOT one of those characteristics of a servant leader?**   Coaching versus controlling.   Promoting safety, respect, and trust.   Promoting the energy and intelligence of others.   Ensuring the team does what you say. **Answer D ** **Question 160** **You have built an experienced Agile team and have delivered constantly for your organisation. The product owner who has been with you since the beginning has taken another job, and a new team mate joins the team - one with very little experience.** **Which of the below will you NOT tell them regarding the Product Owner role?**   The Product Owner represents the customer and generates, maintains, and prioritizes the product backlog to ensure the highest business value without creating waste.   The Product Owner must have previous experience in Agile to work in the team.   The Product Owner may work with stakeholders, customers, and the teams to define the product direction, and rank the work based on its business value.   Product owners typically have a business background and bring deep subject expertise to the decisions. **Answer B ** **Question 163 ** **You are the product owner in an Agile team and have a list of features in a backlog that need to be developed. Each feature is assigned a dollar value, representing the return on investment. You would like it to be a risk-adjusted backlog. What will you do next?**   Note the risk impacts in dollars against the return in dollars, then reprioritise the backlog.   Adjust the backlog to focus on the largest features first.   Capture known risks for each feature, then place cards to control those risks and prioritise in the backlog.   Create a risk register for the project, then have it signed off by the risk owners **Answer C** **Question 165** **The Scrum master tells you that Agile builds problem solving into its process in a number of ways, using transparency tools and ceremonies. Which of the following is NOT something that is designed to reveal and solve problems?**   Retrospectives   Writing user stories   Iteration demonstrations and reviews   Raising blockers in the daily-stand-up **Answer B** **Question 167** **You are rearranging a current Agile team, and you know that Agile teams are cross-functional. What sort of team members will you select as you rearrange the team?**   Generalising specialists, with one focus speciality and a wide range of experience in other skills.   Team leaders, with a speciality in leadership so everyone can lead in the Agile team.   Risk specialists, because there is a higher risk in Agile team delivery.   Don\'t add team members - you should shrink the team in accordance with the principles. **Answer A** **Question 172 ** **The product owner representing the business on your Agile project is used to a more dictator-style of leadership. You explain that servant leadership is used in Agile to ensure a safe and open environment. Why is this important to product development?**   So the Agile team lead knows who to blame when things go wrong.   So the team can accurately count the defects and mistakes.   So the team feels free to ask for help, admit to problems or failures and improve.   So the entire team can push work on to each other if they know they have time. **Answer C ** **Question 173 ** **Feedback in many different forms is one of the most important parts of a successful Agile product delivery. Which of the below is an Agile method for gathering and using feedback to improve?**   Having a once-weekly working group meting with project stakeholders   Conducting sprint reviews or demonstrations that include all stakeholders.   Sending out project reports to project stakeholders to view.   Asking stakeholders for feedback only development is blocked. **Answer B** **Question 176 ** **The Agile manifesto has twelve clarifying principles added to it to help projects and teams understand the Agile values. Which of the below is a correct clarifying principle?**   Tailor the project approach to suit the project and the team.   Ensure executive buy-in by reporting frequently to your managers.   Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.   Ensure complete planning for your product and release once tested thoroughly. **Answer C** **Question 177** **The Agile manifesto has twelve clarifying principles added to it to help projects and teams understand the Agile values. Which of the below is a correct clarifying principle?**   Business people should dictate to the development team what to do and how to do it.   Developers can code and release products at a schedule that suits them, for complete autonomy.   Business people and developers mustn\'t work together, but they can chat about their work over lunch.   Business people and developers must work together daily throughout the project **Answer D** **Question 178 ** **The Agile manifesto has twelve clarifying principles added to it to help projects and teams understand the Agile values. Which of the below is a correct clarifying principle?**   Build projects around a core idea, then brainstorm frequently to get the job done.   Find the right executive support and ensure they tell you the product requirements.   Deliver frequently whether an item has been tested or not, as quality is everyone\'s responsibility.   Build projects around motivated individuals. Give them the environment and support they need and trust them to get the job done. **Answer D** **Question 179 ** **The twelve Agile clarifying principles also match up with the best advice for projects, leadership and communication. Which of the below is a correct clarifying principle when it comes to project communication?**   The most efficient and effective method of conveying information to and within a development team is face to face conversation.   Communication is always done in writing to ensure you have ongoing proof the communication occurred.   Agile teams ensure downward communication only so the executive in charge directs the product features and work.   When communicating ensure to use various forms such as telephone, writing, face-to-face, and ensure variety. **Answer A** **Question 180 ** **The Agile manifesto has twelve clarifying principles added to it to help projects and teams understand the Agile values. Which of the below is a correct clarifying principle?**   Union attendance is the best measure of team happiness.   Working software is the primary measure of progress.   Finding risks is the only way to avoid failure.   Learning new things keeps a team engaged. **Answer B** **Question 181** **You are new to your Agile project, and the team are working through the forming stages. How do you help the team improve as the project progresses?**   Ensure the team holds a project post-mortem and captures the lessons learned at the end of the project.   Hold a retrospective with the whole team at the end of each iteration and build those lessons learned into each new iteration.   Ask the product owner to show the team where they can improve to deliver the features they want.   Rotate tasks and roles amongst the team during each new iteration. **Answer B** **Question 182 ** **You are the Agile project manager working through the product requirements for the product owner and executive project sponsor. The project sponsor raises concerns that the development team do not fully understand the requirements.** **What will you do next?**   Show them the project management plan, which will have the scope statement listed in the scope baseline.   Ask the team to create a high-level prototype of the requirements, then discuss and review with all stakeholders.   Show them the project schedule, outlining each feature and their delivery date   Hold a retrospective with the team to gather feedback and improve. **Answer B ** **Question 185** **You are finishing up the first iteration on your Agile project and have set a retrospective meeting for the whole team. One member of the team asks why we have this meeting and if they really need to go. What will you tell them?**   It helps the team prioritise product features for the next iteration.   It allows the team to blame others when things go wrong.   It\'s an opportunity for the whole team to look at their way of work and improve.   It showcases a part of the product so everyone can see what was delivered. **Answer C** **Question 189 ** **The twelve Agile clarifying principles also match up with the best advice for quality in a project. Which of the below is a correct Agile clarifying principle when it comes to project quality?**   Continuous flow ensures work is done at a reasonable pace and defects are caught.   Testing is done at all levels, from unit testing to end to end testing.   Continuous attention to technical excellence and good design enhances quality.   Quality is everyone\'s responsibility in an Agile team, meaning everyone will test the product. **Answer C** **Question 190 ** **The twelve Agile clarifying principles also match up with the best advice for keeping things simple in a project. Which of the below is a correct Agile clarifying principle?**   Simplicity is only possible when the team first understands how complex the system is.   Simplicity is part of every project, everyone naturally simplifies the work as part of their role.   Simplicity reduces cost in a project, ensuring executives are always simplifying the process and the system.   Simplicity - the art of maximising the amount of work not done - is essential. **Answer D** **Question 195 ** **You have been hired to lead a new project team as an Agile project manager.** **As you come on board you learn that the organisation uses a hybrid model.** **What does this mean?**   The team is a hybrid of developers, designers and business users to get the best return on investment.   The product you are developing will use both electricity and fuel for power.   A combination of predictive (i.e. a project plan) and adaptive (iterations, backlogs, Kanban) project methods will be used.   A hybrid team environment of physical and software reporting boards will be used. **Answer C** **Question 196** **The Agile manifesto has twelve clarifying principles added to it to help projects and teams understand the Agile values. They are also a best practice on improving the team over time. Which of the below is a correct clarifying principle?**   The team will meet daily to build a supportive network of workers.   At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly.   Features are regularly improved through refactoring of the code.   The project sponsor regularly swaps team member roles to keep everyone learnin and growing. **Answer B** **Question 197** **The Agile manifesto has twelve clarifying principles added to it to help projects and teams understand the Agile values. Which of the below is NOT an Agile clarifying principle?**   Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.   Ensure delivery timelines are met at all costs.   Welcome changing requirements, even late in development. Agile processes harness change for the customer\'s competitive advantage.   Deliver working software frequently, from a couple of weeks to a coup months, with a preference to the shorter timescale. **Answer B**