Chapter 2 Flashcards
1.Which of the following best describes Scrum?
- A process
- A framework
- An Agile method
- A Waterfall method
- A framework
Scrum is a lightweight framework that is easy to learn and difficult to do
2.Which of the following is not a Scrum artifact?
- Retrospective
- Product backlog
- Sprint backlog
- Increment
- Retrospective
A retrospective is the final meeting of a sprint, where the team discusses what went well and what didn’t and makes plans for improvements. The other answers are actual outputs or artifacts of the Scrum framework.
- When is it an acceptable time to cancel a sprint in the middle of a project?
- When the product owner says so
- When the customer requests it
- When the scope of work changes
- Never
- Never
D. Sprints are rarely canceled, and if they are it is because the product has become obsolete. Therefore, a sprint would not be canceled in the middle of a project for the other reasons given.
4.Which of the following is not a core value of XP?
- Coaching
- Communication
- Respect
- Courage
- Coaching
All of the other answers represent the core values of XP. Coaching is an important aspect of all Agile methods or frameworks, but it is not unique to core values.
5.Which of the following best practices are unique to eXtreme Programming?
- Scrum of Scrums
- MoSCoW
- Kanban
- Pair programming
- Pair programming
Pair programming is a large part of XP, geared to maintain consistency, learning, and communication during programming. One programmer codes, the other oversees, and then they switch.
6.One Scrum ceremony or activity is the team getting together to discuss what they will do today, what they did yesterday, and anything standing in their way. This is known as which of the following?
- Scrum of Scrums
- Daily Scrum
- Sprint review
- Sprint retrospective
- The daily Scrum
The daily Scrum
allows the development team to discuss work in progress, work to be done, and impediments to their progress. The daily Scrum is timeboxed at 15 minutes.
You are a Scrum Master, and you hear during a daily Scrum that your team is a bit behind schedule. The impediments they mention are having to do too many updates to stakeholders and too much paperwork. What is the best thing to do?
- Communicate with the stakeholders, and ask them not to bother your team.
- Coach the team on Agile principles to help them get back on schedule.
- Do nothing; the team is self-managed.
- Take on administrative work as needed to help your team.
- Take on administrative work as needed to help your team.
Part of being a servant leader is to take on administrative work as needed to keep your team focused on the work in progress. You may also suggest to the stakeholders that asking for too many updates can hinder progress, but in this case option D is the best answer.
- During your 15-minute stand-up meeting, two of your team members start discussing a solution to one of the issues that they ran into the day before. As the Scrum Master or Agile project manager, what should you do?
- Extend the meeting and encourage your team to find a solution before going back to work.
- Invite other experts to the meeting to help create a solution.
- Make sure you help them resolve the issues after the meeting but not during.
- Do nothing—a Scrum Master only listens during the stand-up meeting.
- Make sure you help them resolve the issues after the meeting but not during.
Daily Scrums are for informational purposes only, and the development team are the only ones to discuss what they have done, what they are doing, and what impediments are in their way. Any others attending the Scrum are silent observers. Other stakeholders can attend but not participate in the discussion. No solutions are generated during the meeting, only information.
- You are the product owner and have just started working on a new Agile team. One of the team members wants to know what your job entails. What do you tell them?
- “My job is to make sure the team has daily stand-up meetings and continues to embrace Agile methodologies.”
- “My job is to coach management on the different aspects of Agile project management.”
- “My job is to own the product backlog and make sure customer value is realized.”
- “My job is to debate requirements with key stakeholders to make sure we are building the product correctly.”
9.“My job is to own the product backlog and make sure customer value is realized.”
The product owner’s primary responsibility is to own the product backlog and communicate and redistribute the value as needed.
10.As an Agile project manager, you want your team to be which of the following?
- Totally dependent on your project plans
- Totally dependent on the product backlog
- Self-organizing and self-managed
- Self-organizing and servant leaders
- Self-organizing and self-managed
Regardless of the specific framework, all Agile teams are self-organized and self-managed.
11.You are a practicing Agile project manager, and you are explaining to your new team the value of retrospectives. What will the team understand about retrospectives once you have explained it to them?
- Retrospectives are a planned review and reflection point.
- Retrospectives are a necessary function of all Agile methodologies.
- Retrospectives are when the customer tests the increment.
- Retrospectives are for helping to groom the backlog.
- Retrospectives are a planned review and reflection point.
Retrospectives allow the team to review what went well and what the challenges were during the sprint. This reflection point allows for discussions of continuous improvement for the next sprint.
As an Agile project manager, you explain to your team that, as their coach, you are there to provide for the team’s needs and remove any roadblocks to their progress. This is also described as which of the following?
- Project management
- Agile leadership
- Management and leadership
- Servant leadership
- Servant leadership
Agile project managers are servants first to their team and practice leadership more so than management. Their job is to coach and support their team.
13.Which of the following items does your team need to produce a working, viable product or service?
- A definition of done
- Approval from the product owner to create user stories
- A well-planned strategy to accomplish project goals
- A wireframe with a breakdown of the product needs
- A definition of done
Understanding what “done” is allows the team to plan around the requirements and produce a usable increment at the end of each iteration/sprint.
- Your customer is asking you to describe what you mean by self-organizing and self-managing teams. How would you describe them?
- Your team is colocated, which helps with self-organization and self-management.
- Your team is a group of experts who don’t need a manager.
- Your team can make all project-related decisions.
- Your team can make local decisions about how to produce the result of each iteration based on a shared knowledge of the definition of done.
- Your team can make local decisions about how to produce the result of each iteration based on a shared knowledge of the definition of done.
The team is self-directed and self-managed so that they can make decisions about how they will go about creating the result. They communicate regularly to share knowledge.
- The basics of a stand-up meeting are to achieve which of the following?
- Identify problems and describe what has been accomplished since the last meeting.
- Describe accomplishment for motivation.
- Coordinate discussions on problems and work on solutions.
- Identify opportunities for improvement.
- Identify problems and describe what has been accomplished since the last meeting.
Three questions in each daily Scrum or stand-up meeting are, What did we do yesterday? What we will do today? What impediments are in our way?
