MOC EXAM 25Q AGILE 96% 51->75 Flashcards
MOC PMP PREP
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.
> The risk-adjusted backlog is a sprint or release backlog containing risk response tasks for actionable risks.
These will be prioritised against the normal features, also in the backlog, to adjust for risk.
You have delivered half of the features in the backlog for your Agile project. You’ve noticed there is quite a difference in the number of defects over the last three iterations, and you ask the team to investigate both common cause and special cause variation. What will they investigate?
- Issues that arose from normal operations, and issues that arose from a unique or new condition.
- Issues caused by the common area, and issues caused by the special software.
- Issues found in the last release, and issues found in this release.
- Issues caused by continuous integration, and issues caused by no integration.
Variation in Lean is separated into :
common cause, which is caused by normal operations,
and
special cause, which is caused by special or new factors
You are working in a new Agile team and have reviewed the team velocity over the past three iterations. The maximum number of points completed was 35, and the fewest was 25. What will you do next?
- Push the team to complete five more than the maximum, and roll over any incomplete cards to the next iteration.
- Set 35 as the Work in Progress (WIP) limit, and adjust it during future iterations if the team is able to pull more work than assigned.(Correct)
- Add more people to the team to complete the work, because 35 is not enough.
- Reduce the number of features in the product backlog to suit the team velocity.
Agile works on continuous, sustainable delivery. Pushing the team beyond their known limits is not a part of Agile practice. Once the team Velocity is known it is good practice to set a WIP limit for future iterations so as to not overburden the team. Team members can still pull in new cards to work on if they finish existing work, and at that time you can review the team velocity.
The Whole Team Approach in Agile is an important part of creating the right cross-functional team. The team facilitator is a key member within the whole team. What is NOT correct regarding the Team Facilitator role?
- The Team Facilitator, or servant leader, can be called a project manager, scrum master, project team lead, team coach, or a portfolio manager.
- The Team Facilitator must have a degree in business to be sufficiently respected.
- All Agile teams need servant leadership on the team.
- Team members should build up their own servant leadership skills of facilitation, coaching, and removing blockers.
Explanation
The Team facilitator role, or Scrum Master, servant leader, project lead, helps grow team members into their own leadership skills and all Agile teams need this on their team. It also can be performed by anyone in the team if there is no specific role for it. You do not need a degree in business, but you do need to remove blockers and facilitate problem solving.
You are helping the organisation set up a new Agile team and making sure they consider the Whole Team Approach. What is NOT correct regarding the Whole Team Approach?
- The whole-team approach means involving everyone with the knowledge and skills necessary to ensure project success.
- The team should be relatively small (successful teams have been observed with as few as three people and as many as nine).
- Teams are often 100% dedicated to the delivery, because when switching or multitasking people make more mistakes and experience between 20% and 40% loss of productivity.
- Teams should not be multi-skilled as this can distract from the clarity of the role.
The whole team approach ensures team members ARE multi-skilled, and have at least one deep specialty.
he 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.
As you will know form the various Agile approaches,Business people and developers must work together daily throughout the project” is one of the twelve Agile clarifying principles.
You are the Agile project manager analysing the risk for each feature in your backlog by assigning a probability and an impact score to each risk, then multiplying them to calculate risk severity. How will the Agile team handle items with the highest risk?
- Change the requirements to remove the risk.
- Schedule them later in the project so you can deliver maximum value first.
- Schedule them earlier in the project to reduce the risk impact over time.
- Place all the high-risk items in a “risk iteration” where the focus is on reducing risk.
Risk is highest early in the project before items have been completed. By completing the high-risk items first, you are significantly reducing those risks and the threat of unknowns later on in the project.
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 XP principles.
An Agile team is made up of generalising specialists, or “T-shaped” people with one deep knowledge area and a wide range or experience in other areas. The whole team is responsible for Risk in an Agile team. Shrinking Teams is only applicable for mature teams who are performing well and can reduce time and effort.
There are three main types of role in an Agile team. The Agile team includes representatives for the Product Owner, cross functional team members, and:
- the Team Creator
- the Team Facilitator
- the Team Runner
- the Team Enabler
The Team Facilitator, also known as the Scrum Master, Team Coach, Iteration Manager, Project Manager, Servant Leader and many other names. Their role is to help raise and remove blockers for the team, ensure an active flow of work, and problem solve with the team when needed.
You are working through the iteration with your Agile team, and are having trouble completing one of the story cards in the sprint. It is dependant on something else being done and the contact is away. What will you do next?
- Raise a blocker at the next daily stand-up (or before) so the team can swarm around the problem and solve it quickly.
- Bring the piece of work in-house so you don’t have to worry anymore.
- Ask the product owner to remove that feature for now, you can revisit it later.
- Add cost to the budget and find a third party to complete the work.
Problem solving is done with the Agile team.
Blockers are raised as soon as possible – at least during a daily stand-up, so the team can swarm around the problem, get help from any experts needed, and move on.
You are working on an Agile project where the product business representative is pushing for more and more features to be delivered in each iteration. You know what they are asking is not possible, based on your team’s current velocity. What will you do next?
- Show them the team velocity chart and the points allotted to cards in the backlog, and ask them to prioritise the features at the next sprint planning
- Add more members to the team so you can get the work they want done.
- Ask for another business representative who understands technology better.
- Remove some of the features yourself and see if anyone notices.
An Agile team ultimately serves the customer, and in many cases the customer is the business owner or representative. If they are not also the product owner (or familiar with that way of work), you should show them the team velocity versus how many points are currently allotted, and invite them to prioritise the features they want next.
This gives them control over the value delivered while not overburdening the team.
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.
Agile is about building projects around motivated individuals – the cross functional and “T-shaped” team members, giving them the support needed by removing blockers and ensuring a flow of work.
