Practice Test Flashcards

Question

A SPIKE solution is undertaken in order to gain better understanding about a new technology or concept before starting work related to it. In which phase of an Agile project is it most appropriate to undertake SPIKE stories?

Answer 1

SPIKE is an activity that helps during design and development in gaining a quick understanding about a technology by doing some small, targeted experimentation.

Answer 2

While all information is useful, the name of the person working on it would be the MOST valuable. The other information can be maintained somewhere else (e.g. on an electronic system) and cross-referenced

Answer 3

Metrics have to be targeted to achieve the right behavior of the team. The goal of the entire team should be to achieve near releasable quality at the end of the iteration. Adding to test case volume by itself does not lead to better quality – in fact it might be perverse incentive to do meaningless tests in order to bolster the number of tests developed and executed.

Answer 4

Improvements that require cross-organizational involvement should be left for the release retrospective, because typically it requires more effort and lobbying that cannot be accomplished in a single iteration. The daily scrum is certainly not a forum for discussing such changes and there is no such forum as a monthly meeting.

Answer 5

In general, the Product Manager focuses more on the external stakeholders and tries to reflect their view-point in the roadmap. A Product Owner has both an inward and outward focus. The Outward focus is like that of the Product Manager, and the inward focus calls upon the PO to work with the team in order to plan the iterations and the releases and therefore build a roadmap with team input.

Answer 6

SWOT analysis (Strengths, Weaknesses, Opportunities and Threats) gives an idea about the competitive position of a product.

Answer 7

The time necessary to finish the feature. FDD teams work on a feature at a time. Once that feature is completed, they disband and start working on another feature

Answer 8

Level of risk is commonly measured as the sum of the product of the likely impact and the probability. By summing the level of risk on all the identified risks on a project, a project manager can get a numeric indicator for the “riskiness” of a project.

Answer 9

Levelled workload, priorities set by the PO and team buy-in are important. No team can be 100% sure of meeting the goal all the time

Answer 10

A persona description should indicate clearly the role a person is playing in the story, how they interact with the system and what their special needs might be. It allows the developers to get into the persona and understand real and perceived needs. Ex.: "Mary is a front desk clerk handles 200 customer’s cash transactions a day and wants the system to be very quick and responsive"

Answer 11

Normally developers spend 55% of their time on actual programming tasks.

Answer 12

A Scrum team needs to be as cross-functional as possible - and a feature team is most likely to meet this requirement

Answer 13

Time-traveling is going back to previous versions to discover the genesis of a defect.

Answer 14

A roadmap is typically over multiple releases (up to 2 years).

Answer 15

Instead of relying on just one benchmark, triangulating advocates using multiple benchmarks to ensure that the story is sized correctly relative to others.

Answer 16

Top-down estimation is commonly used in Agile. Analogous estimation is considered top-down.

Answer 17

One of the benefits of the Daily stand-up is that it enhances visibility to the blocking issues and it is a good thing that another team member is willing to step in and solve the issue - no need for a reprimand. However, the daily stand-up needs to move along at a brisk pace and hence the Team Facilitator should request that the resolution discussion be taken offline.

Answer 18

It is important to have as broad a consensus as possible within the team about an estimate, hence Agile advocates arriving at estimates in a collaborative fashion. The person who has maximum expertise may tend to assign a low estimate, which may not be enough for a less experienced team member. The developer assigned to the story may not have expertise to properly assess. Hence everybody needs to have a say in the estimation.

Answer 19

A Niko-niko Calendar is updated daily with each team member's mood for that day. Over time the calendar reveals patterns of change in the moods.

Answer 20

The user and the buyer are both important stakeholders. The buyer is the person paying the money for the system. The user is the one spending time using the system. Their notion of value is the one which matters the most. The Product Owner needs to look at each feature from their point of view.

Answer 21

The best way forward is to adapt to the new understanding of reality and re-evaluate the plans for the project. In Agile, the plan is fairly flexible and changeable from iteration to iteration.

Answer 22

- Portfolio governance - Project Management - Iteration management - Technical practices

Answer 23

Spending more time on hardening or adding testers or root cause analysis of defects are all reactive measures. The most likely cause of escaped defects is that the team is accepting too much in the iteration or release than it can deliver with reasonable quality. Therefore reducing the amount of work is the only pro-active measure and hence the best option.

Answer 24

The emphasis in Agile is to deliver maximum business value.

Answer 25

In fixed date planning, you project a “will have” set of features based on worst velocity and a set of “might have” features based on the best velocity.

Answer 26

Estimates inherently have variability in them, whereas a commitment is firm and unshakable. While providing estimates, it is always advisable to provide a range so that the process of converting estimates into a commitment (and a plan) is more organized.

Answer 27

The idea behind using feature buffers is to state clearly during planning that the team will certainly deliver a basic set of features (based on a pessimistic assumption of the velocity) whereas other features are designated as likely but not a firm commitment.

Answer 28

Having a healthy set of automated regression tests is of immense value in an Agile team. Therefore, if automated tests do not exist, it is prudent to invest in developing automation.

Answer 29

According to the cone of uncertainty, the actual would come in between 60% and 160% of the initial estimate.

Answer 30

Fostering collective ownership is the only option that addresses mitigation of IMPACT, i.e. how do you reduce the impact of the event if it does happen. Other options address mitigation of probability.

Answer 31

One way of looking at constraints to put them a Trade-Off Matrix, where the constraints would be either “Fixed”, i.e. unchangeable (e.g. a hard deadline), “Flexible” (e.g. release as soon as we can deliver a certain set of features) or “Accept” (e.g. no matter how much it costs). It gives a clearer picture about how the project manager handles the various trade-off decisions on the project.

Answer 32

You would hope that you reach consensus in a “few” – as in 2 or 3 rounds at most, but you would continue the discussion as long as it takes to drive towards that consensus and so far as the discussion is adding value in terms of clarifying the story or the approach in completing the story.

Answer 33

Direct contact of the team with the customer is a good thing. The product owner is the custodian of the backlog (requirements), but he should not try to be the single point of contact (or the bottleneck) for such discussions. Getting customer input during review may be too late (being reactive) and more documentation may not really help as much as an interactive discussion.

Answer 34

All kinds of requirements (including performance related requirements) need to be explicitly added to the product backlog. It is not advisable that they remain hidden in the performance test plan or the architecture or design document.

Answer 35

Objectives for an Agile project management framework could be: Continuous innovation, Product adaptability, Reduced delivery schedules, People and process adaptability, Reliable results. Agile emphasizes flexibility in planning and hence does not believe baselines are sacrosanct.

Answer 36

It is the responsibility of the Scrum Master to ensure that the Product Owner gives a subset of the backlog for consideration by the team while he is away.

Answer 37

The Scrum Master is not necessarily the technical expert and ideally should not be a Manager with formal authority. Being Scrum Master is not a test of the popularity of a person. The Scrum Master serves the team by coordinating their activities, removing blocks, etc. and in this respect the Project Manager in a matrix organization seems to be the best fit.

Answer 38

Yes. In the daily stand-up meeting, cross-talk and side conversations should be kept to a minimum.

Answer 39

Time-slicing involves working on multiple tasks in a given time period, but there has to be discipline that at any given point in time, you provide undivided attention to one of the tasks. Also, while doing task switching, you should bring the task at hand to a logical point before switching so that you don’t have to start from scratch each time.

Answer 40

Karl Wiegers relative weighting method provides for a system of assigning numeric weights and a formula to capture priorities and ranks

Answer 41

Many Agile methodologies provide for a project manager role. One of his responsibilities would be to manage the risks on a project.

Answer 42

A developer who discovers something of generic value should describe to everybody in the team as quickly as possible. It is not the purpose of the stand-up or the retrospective meeting to discuss specific techniques. The team lead should not be viewed as the bureaucratic authority who needs to be taken into confidence for every technical issue.

Answer 43

XP integrates the testing of the feature into the development process (through test-driven-development). When a feature is marked as “Done” (referred to as done-done), then some exploratory tests may be performed to try out some basic use cases to make sure the core functionality is working.

Answer 44

TDD = TFD + refactoring.

Answer 45

A risk census enlists all the risks associated with a given project.

Answer 46

If the team had stories with clear acceptance criteria, the tester and the developer would have jointly interpreted them, which would have avoided the misunderstanding and disconnect between testing and development.

Answer 47

Running automated tests is a critical part of the Continuous integration process and is required to ensure that the changes being committed are not breaking the integrity of the system. Therefore, if the tests are taking too long, one should pause and address the root cause rather than try to work around the problem.

Answer 48

The retrospective is a forum for the team to reflect and come up with corrective actions. The Scrum Master should not dictate or lead the team to do things in a certain way. It is simply to make the issue visible and then trust the team to do the right things.

Answer 49

Relative weighting (Karl Wiegers model) -> Wiegers Prioritization Matrix -> five different components: - item set: The items that are being evaluated for the prioritization effort - criteria: The varying criteria that will be used to evaluate each item. - value scales: Scale of possible values that can be used to specify the relationship of an item to the criteria being evaluated - weighting: The relative weighting applied to each criteria - formula: The formula selected to generate a priority - value for each item based on the Criteria and Weightings

Answer 50

Monte Carlo. Monte Carlo simulations are used to model the probability of different outcomes in a process that cannot easily be predicted due to the intervention of random variables. It is a technique used to understand the impact of risk and uncertainty in prediction and forecasting models.

Answer 51

Customer tests are done by having customers develop acceptance tests. These tests determine the overall performance and behavior of the system. Customers create them for every story they request. The team behind the system will run these tests to measure the progress in developing that system. The team leader tracking development maintains a graph outlining the performance of the system over time. While writing these tests, an extreme programming team may have a programmer or tester work with the customer. However, the customer owns the tests. While doing the tests, the customer assists in specifying the requirements. Hence, for this practice to be a success, the system has to be testable, and this is one of the demands it should meet.

Answer 52

Using an abstract measurement to estimate Product Backlog Items.

Answer 53

The customer.

Answer 54

Allows the team to get ahead on release planning.

Answer 55

At the start of Product Backlog prioritization planning.

Answer 56

Add the risk in a clearly visible location and ensure it is discussed after the next daily stand up.

Answer 57

Risks, action items, dependencies, and Release Backlog

Answer 58

Eliminate Waste

Answer 59

Can be used by management for communicating specific corrective direction.

Answer 60

Colocation

Answer 61

cost performance must be reported.

Answer 62

team lacks domain knowledge.

Answer 63

To determine a process that works

Answer 64

Until the team completes them

Answer 65

Risk Exposure = Risk Impact * Risk Probability Risk Exposure ~ Expected Monetary Value (EMV) Risk exposure is the measure of potential future loss resulting from a specific activity or event. An analysis of the risk exposure for a business often ranks risks according to their probability of occurring multiplied by the potential loss if they do. By ranking the probability of potential losses, a business can determine which losses are minor and which are significant enough to warrant investment.

Answer 66

Technologically ready to deploy at any time.

Answer 67

TLDR: Consists in "zooming out" of a "part" to better understand the "whole", that is, the boundary system within which the part functions. Systems thinking/synthesis/holism is a holistic approach to analysis that focuses on the way that a system's constituent parts interrelate and how systems work over time and within the context of larger systems. The systems thinking approach contrasts with traditional analysis, which studies systems by breaking them down into their separate elements(reductionism). Systems thinking can be used to understand systems with high level of interconnectivity and interdependency through the synthesis approach, the process of reasoning that describes and entity through the context of its relations and functioning within the whole system that is a part of. It can be used in any area of research and has been applied to the study of medical, environmental, political, economic, human resources, and educational systems, among many others. According to systems thinking, system behavior results from the effects of reinforcing and balancing processes. A reinforcing process leads to the increase of some system component. If reinforcement is unchecked by a balancing process, it eventually leads to collapse. A balancing process is one that tends to maintain equilibrium in a particular system. Attention to feedback is an essential component of system thinking. For example, in project management, prevailing wisdom may prescribe the addition of workers to a project that is lagging. However, in practice, that tactic might have actually slowed development in the past. Attention to that relevant feedback can allow management to look for other solutions rather than wasting resources on an approach that has been demonstrated to be counterproductive.

Answer 68

ROI measure the amount of return on an investment relative to the investment’s cost. NPV is defined as the present value of cash flow over a series of time periods. The drawback to using the NPC approach is what the inflation rate and interest rate will be in the future is just a best guess, which may not always be correct. IRR is the discount rate at which project revenues and project costs equal zero. When a company is selecting which project to invest in, it will calculate the expected rate of return for each project and select the one that is project to yield the highest IRR.

Answer 69

Validation: Are we building the right system? Verification: Are we building the system right? In other words, validation is concerned with checking that the system will meet the customer’s actual needs, while verification is concerned with whether the system is well-engineered, error-free, and so on. Verification will help to determine whether the software is of high quality, but it will not ensure that the system is useful.

Answer 70

Very often, the people selected to be on an agile project team, are the busiest people in the organization because of their knowledge. But the team needs members who can most effectively help the team to understand the requirements and make the critical decisions. It might be beneficial for the project to pay to have someone take over the daily responsibilities to free up the stakeholder. The team cannot pitch in to help the stakeholder, which would compound the problem. Overloading the stakeholder would force him to decide where to place his time and of course, his boss is aware of the issues.

Answer 71

Defining ‘done’ is critical for satisfying all stakeholders’ expectations and to ensure everyone agrees as to what success is. The definitions of done is not meant to be used to negotiate new functionality or ideas, or to unveil new functionality at the last minute.

Answer 72

None of the above

Answer 73

The longer high-value tasks take to deliver the longer the horizon becomes for risks that can reduce value. Maximize success by delivering as many high-value tasks before things change. Value-driven delivery means making decisions that prioritize the value-added activities and risk-reducing efforts of the project, then accomplishing the tasks based on the priorities.

Answer 74

Assessing the value in financial terms is usually where a project begins. The organization would look at the financial ramifications on not undertaking a project, such as fines that might assessed, the business may be subjected to a lawsuit, the risk of the business shutting down. To avoid spending time trying to make teams understand its importance, spending money to outsource, or worse, defer the project to another time, the project should be marked as mandatory.

Answer 75

Begin mapping the value stream by identifying the starting point and ending point. Next, identify the steps in the process, any supporting groups, and alternative flows. Once all time estimates are calculated, examine the value-added and non-value-added times to determine what can be eliminated.

Answer 76

A pre-mortem is a session where all stakeholders will meet to generate a list of potential failure points and determine how to mitigate the possibility of the failure. The business owner’s participation is required since the team will offer resolutions to avoid a failure that the business owner will need to agree with. Business requirements are identified by the point of running a pre-mortem, since they are the source for the discussion. While conducting a pre-mortem, it would be improbable that the team envisions everything working as planned. All team members are identified by the time of a pre-mortem.

Answer 77

Making changes to the agile methodology prior to learning the benefits have been realized can be risky. Agile methods have been developed and refine based on many projects and experienced team leaders and members. Most agile tasks are related and dependent on other tasks, so dropping or adding tasks may throw the agile project out of balance. There is still a need for a project manager or team lead to keep the project headed in the right direction. There are predetermined processes, but it may be up to each team to document according to their needs.

Answer 78

One part of systems thinking includes classifying projects in term of their complexity in two areas; project requirements and the technological approach. Complex projects have some uncertainty with requirements and technology, so are well suited for the out of the box agile methodology. Project that have a low or simple complexity can tailor some of the agile methods to suit the project.

Answer 79

This tool, or measurement, is called control limits. Setting a minimum and maximum of a certain entity, whether it be velocity, budget, time off, etc., lets the agile stakeholder know exactly what can be done, spent, or utilized in a given period of time. Trend analysis is a forward looking analysis estimating what might happen in the future. Variance analysis is the difference between estimates. Cycle time is the duration of time it will take to complete a task.

Answer 80

The concept that each team member's work and progress should be transparent to all stakeholders.

Answer 81

Making sure that the product manufactured is acceptable to the customers.

Answer 82

Early in a team’s formation, the leader directly helps with project activities and lays out a picture of what needs to be accomplished. The leader may also ask a lot of questions to ensure the team has an understanding of the team’s direction. While in the coaching phase, the leader mainly resolves conflicts so relationships are not damaged. During the supporting phase, the leader is still needed for conflict resolution in addition to challenging the team with high-level goals. The delegating stage is rarely achieved because teams are empowered.

Answer 83

Offering a raise or bonus might engage team members for a short time, but probably not for the long-run. Aligning the project goal to the corporate goals still does not display ‘What’s in it for me?’ but aligning the project goals to the individual’s personal goals, for example, a promotion to a management position, will give them the motivation to be successful.

Answer 84

Agile planning is based on value-based analysis meaning the business value of deliverables are analyzed and delivered first. Agile teams can assist the business partners by factoring in likely development costs in order to make informed decisions. The time it takes to complete a task needs to have a cost associated with it before the priority is determined. The users typically don’t contribute to this process.

Answer 85

Presenting issues one at a time allows for discussion in the moment in addition to keeping the entire team engaged. When the list of failure points is complete and agreed upon, the team can prioritize the list and incorporate the fixes in the upcoming iterations.

Answer 86

Plus= "What is working well" | Delta="What needs change" -> Action items

Answer 87

When the agile team has determined the difference is a common cause variance, the team lead should accept that there will be small differences and move onto the next task. Trying to rectify a common cause variance is a form of micromanaging the project instead of focusing on true roadblocks.

Answer 88

Successful response options at Level 1 are, Collaboration- Seeking a win-win situation. Consensus- Learning where every team member’s head is with regard to the issue and, in time, arriving at a decision everyone can back.

Answer 89

Force field analysis is a technique for analyzing the forces that are encouraging and resisting potential or real change and the strength of these forces.

Answer 90

Scrum leverages several predefined learning loops. The Daily Scrum is a daily loop and the sprint review is an iteration-level loop. Pair programming is the shortest learning loop (feedback in seconds). Test-driven development has feedback in minutes.

Answer 91

The Feeding buffer protects the start date on Item 12 story against delays in the completion of Item 10 story.

Answer 92

Three-step intervention path: 1. “Have you shared your concerns and feelings about this with _________?” 2. "_________ should know of your concerns. Would it help if I go with you?" 3. "May I tell _________ that you have these concerns?"

Answer 93

Velocity is used as a planning tool and as a team diagnostic metric. It should not be used as a performance metric in an attempt to judge team productivity. When misused in this way, velocity can motivate wasteful and dangerous behavior.

Answer 94

Horizontal slicing: breaking down the features into the work that has to be done at architectural layers, i.e., design, back, front ... Vertical slicing: stories are broken down in such a way that smaller items still result in working, demonstrable, software, or a specific working feature useful for the user

Answer 95

When a customer and a developer interact to jointly develop specifications and produce some form of permanent record (documents, notes, sketches, story cards, drawings), the documentation is a by-product of the interaction. When the customer sits down with a business analyst and they write a requirements document that gets sent to a development group, then the document has become a substitute for interaction. In the first scenario, the documentation may be valuable to the development team. In the second, it has become a barricade to progress. Little knowledge is either gained or transferred. Furthermore, as interaction decreases, the volume of documentation increases in a fruitless attempt to compensate.

Answer 96

Set the stage, Gather data, Generate Insights, Decide on what to do, Close the Retrospective

Answer 97

One of the activities that helps is a process known as stakeholder analysis. When performing stakeholder analysis, the stakeholders are identified, and their interest in the project is understood. All of this information is captured in a stakeholder register, which is a simple artifact.

Answer 98

Integrated change control (ICC) is the process of reviewing all change requests, approving changes, and managing changes to deliverables with documentation. It also involves communicating decisions that have been made. In agile projects, integrated change control is referred to as continuous backlog management.

Answer 99

Iterations are timeboxed, so schedule and budget are always fixed too. During iteration planning we talk about the tasks that will be needed to transform a feature request into working and tested software.

Answer 100

Someone occupying one of the three Scrum roles (Team, Product Owner, Scrum Master) who has made a commitment and has the authority to fulfill it.

Answer 101

Forecasting the financial value of a theme is the responsibility of the product owner but it is a responsibility shared with all other team members—programmers, testers, analysts, project managers, and so on.

Answer 102

Component tests verify that units and combinations of units work together to perform the desired operations.

Answer 103

All of the above Iterative development means that we build a partial version of a product and then expand that version through successive short time periods of development followed by reviews and adaptations. Feature-based delivery means that the engineering team buildsfeatures of the finalproduct or, particularly withindustrialproducts,atleast aclose representation of the final product (such as a simulation model). Iterations are constrained to produce a result within a certain period of time—a timebox (as short as 1–4 weeks for software). Timeboxes force closure; they force us to make something concrete, often before we are quite ready. Incremental development means that we build these products such that they could be deployed at the end of one or more of the iterations.

Answer 104

- Commitment (People personally commit to achieving the goals of the Scrum team) - Focus (Everyone focuses on the work of the Sprint and the goals of the Scrum team) - Openness (The Scrum team and its stakeholders agree to be open about all the work and the challenges with performing the work) - Respect (Scrum team members respect each other to be capable, independent people) - Courage (The Scrum team members have courage to do the right thing and work on tough problems)

Answer 105

An iteration is the full cycle of design-code-verify-release practiced by XP teams. It's a timebox that is usually one to three weeks long.

Answer 106

A Sprint can be cancelled before the Sprint time-box is over. Only the Product Owner has the authority to cancel the Sprint, although he or she may do so under influence from the stakeholders, the Development Team, or the Scrum Master.

Answer 107

A Ration of Earned Value and Planned Value that can be used to calculate when a project will be completed, or how a project is progressing is called Schedule Performance Index (SPI)

Answer 108

Epics typically fall into two categories - Compound Stories and Complex Stories. the complex story is a user story that is inherently large and cannot easily be disaggregated into a set of constituent stories.

Answer 109

At level 2, self-protection becomes as important as solving the problem. Team members distance themselves from one another to ensure they come out OK in the end or to establish a position for compromise they assume will come. They may talk offline withother team membersto test strategiesor seek adviceand support.

Answer 110

The 100-Point Method was originally developed by Dean Leffingwell and Don Widrig for use cases and is used for prioritization as well. It is a voting scheme where each stakeholder is given 100 points that he or she can use for voting in favour of the most important requirements. How they distribute the 100 points is up to them: 20 here, 10 there or even all 100 on a single re quirement if that is their sole priority.

Answer 111

The minimum cost penalty is 15%.

Answer 112

The Product Owner conducts the Iteration Demo meeting together with the rest of the team

Answer 113

Interruptions. Actual time is the amount of time an assignment would take to complete. Ideal time is the amount of time an assignment would take if there were no interruptions or distractions.

Answer 114

The Product Owner achieves initial and ongoing funding for the project by creating the project's initial overall requirements, return on investment (ROI) objectives, and release plans.

Answer 115

The product owner is responsible for managing the release scope and date, managing the budget, communicating progress, and managing the stakeholders.

Answer 116

Product Burndown Chart illustrates a meta-view perspective of product development progress.

Answer 117

Differently from the architecture-centric method, the sashimi method involves in picking just a slice of functionality, determined by an acceptance test, building it, refactoring it and delivering it to the client for review. The architechture is only reviewed when Architecturally-Significant Functional Stories demand so.

Answer 118

The minimum plan necessary to start a Scrum project consists of a Vision and a Product Backlog. The vision describes why the project is being undertaken and what the desired end state is.

Answer 119

Decision theory can be broken into two branches: normative decision theory, which analyzes the outcomes of decisions or determines the optimal decisions given constraints and assumptions, and descriptive decision theory, which analyzes how agents actually make the decisions they do. Heuristics in decision-making is the ability of making decisions based on unjustified or routine thinking. While quicker than step-by-step processing, heuristic thinking is also more likely to involve fallacies or inaccuracies.

Answer 120

Obvious risk is on the side of the supplier. If the estimates are wrong, the project will lose money. Less obvious risks are the change request game, through which the supplier negotiates additional revenue through scope changes. If the supplier had badly underestimated the effort or risk,or quoted anunrealisticallylowprice, the losses can even threaten the existence of the supplier, which also presents a problem to the customer.

Answer 121

The Product Owner has responsibility for the product risk.

Answer 122

Detailed appropriately, Estimable, Emergent, Prioritized (DEEP)

Answer 123

Cycle time = WIP/throughput

Answer 124

- Imagine the failure - Generate the reasons for the failure - Consolidate the list - Revisit the plan

Answer 125

Answer: Understanding their tasks Explanation: This question tests your high-levelunderstanding of knowledge work versus industrial work. Getting the right answers, defining tasks, and measuring performance are emphasized more in industrial work than knowledge work. Knowledge workers focus instead on understanding their tasks. Although all of these activities are performed on an agile project, notice that the question asks what the team should “continuously focus on.” This is a clue that the question is looking at the team’s high-level process, not specific parts of their work.

Answer 126

Answer: Measuring progress Explanation: The best way to approach this question is by a process of elimination. You should be able to recognize that three of the options are essential elements of the agile mindset: increasing return on investment, expecting change and uncertainty, and working incrementally. Once you have eliminated those three options, then the remaining option (measuring performance) must be the correct answer. Although agile teams certainly measure their progress, this isn’t one of thebasic tenets of agile.

Answer 127

Answer: Learn agile values and principles Explanation: This question tests your understanding of “being” agile versus “doing” agile. We need to first understand and integrate the mindset behind agile practices before we can use them effectively. Therefore the best way to transition to using agile is to learn agile values and principles and use them to guide which agile practices to adopt in your situation.

Answer 128

Unlike the traditional constraint triangle, in which scope is fixed and time and cost may need to bend to achieve that planned scope, agile teams typically allow scope to vary within fixed parameters of cost and time. In other words, they aim to deliver the most value they can by X date within X budget.

Answer 129

Two components common to agile contracts are an ability to reprioritize work and the goal of satisfying the business, rather than conforming to a spec. The closest match to these characteristic is the option “The contract is worded to allow for reprioritization of scope, and acceptance is based on items being fit for business purpose.”

Answer 130

While involving business representatives in prioritizing the work does help us promote communication and answer questions, the primary reason for that practice is to help the team better understand the business needs for the project. “Proactively engaging” the customer between testing cycles really just means keeping them busy, which is not a concern of the team.

Answer 131

Although this question uses Scrum terms, it is equally applicable to generic agile teams. As a rule, the definition of done is the result of a conversation between the team and the product owner. If you think about it, this is logical; the team and the product owner each have information that the other party doesn’t have. The product owner knows what is needed by the business, and the team knows what can realistically be built within the available constraints. Both of these perspectives need to be weighed to come up with a shared definition of done.

Answer 132

Agile projects need to have bidirectional communication in which information flows both from the business to the team and from the team to the business. While all the options listed could be interpreted as correct statements, option C is the only one that refers to this kind of communication. If you thought option D was correct, notice that it simply refers to keeping the stakeholders informed, not to decision making based on that information.

Answer 133

Marketing has no clue again” falls into the category of overgeneralizations, presumptions, and magnified positions, which indicates a level 3 type conflict. At level 2, they wouldn’t be using overgeneralizations such as “no clue again,” and at level 4, their language would likely be more ideological and hostile.

Answer 134

The last option here isn’t a workshop, because it describes the daily stand-up, which is a brief meeting, not a workshop. The other three options, in order, describe story-writing workshops, retrospectives, and estimating sessions, all of which are forms of agile workshops.

Answer 135

Although the agile value proposition does include reduced risk, that effect is most pronounced at the start of the project, since agile teams aim to lower risk as quickly as possible. At the end of a project, no project risk remains since the project is over and we already know the outcome. The other three options are accurate descriptions of the other elements of the agile value proposition.

Answer 136

As an agile team leader, it might be helpful to focus on any of the activities listed here except for rewarding individual goals at the expense of project goals. An effective team leader understands the team members’ individual goals and leverages them for the good of the project, rather than the other way around.

Answer 137

The sponsor is focused on the big picture of value delivery; this person is responsible for ensuring that the project will deliver the expected value on time and on budget. Typically, it is the product owner who communicates the product vision to the team. The product owner is also responsible for ensuring that the end user’s requirements are met, so if they don’t know those requirements, they aren’t doing their job; this isn’t something the sponsor should be worrying about. Finally, the team’s coach or ScrumMaster doesn’t prioritize features; that is done by the product owner, customer, or value management team.

Answer 138

In this situation, the team leader should assume a coaching role to help the team members get to the point where they are comfortable selecting their own work. This will include meeting team members a half-step ahead, guaranteeing safety, partnering with their managers, and building positive regard. Assigning someone as a decision maker at stand-up meetings is incorrect since agile teams are consensus-driven and decisions aren’t made in stand-up meetings. Incentive plans can be useful, but what this team really needs is guidance, not rewards and punishments. Simply explaining that agile teams self-select their work isn’t enough to get team members comfortable assuming more ownership of the project.

Answer 139

Meet them a half-step ahead Guarantee safety Partner with managers Create positive regard

Answer 140

teration 0 is an optional iteration that the team can use to set the stage for their development efforts. It isn’t used for estimating or for working together, since those activities are done in the development iterations. Although agile teams do try to minimize risk early in the project, they usually do this by prioritizing risk mitigation stories or by scheduling a risk-based spike. So although risk mitigation could theoretically be part of Iteration 0, the answer that BEST fits the definition of Iteration 0 is to set up the build server for the project.

Answer 141

Agile teams estimate tasks in ideal time —how long it will take if there are no interruptions or distractions. In this case, they have decided that the effort will take 15 hours, so their estimate should also be 15 hours. If they think the work will take 15 hours, then they wouldn’t estimate less than that (and in general, teams tend to underestimate how long a job will take, not overestimate it). Although agile teams do rely on estimate ranges to convey the uncertainty of larger estimates to stakeholders, tasks are typically given single-point estimates. That'sbecause those estimates are only for the team, and also at this point (shortly before the work is done) they should have enough information to agree upon a single-point estimate rather than using a wide range such as 12 to 18 hours.

Answer 142

In a daily stand-up, the role of the ScrumMaster or team coach is to listen and note any impediments to the team’s progress for quick follow-up. This meeting is generally held at the same time and place every day, so scheduling usually isn’t required —andbecause the discussion is run by the team members, no facilitation is necessary either. Since daily stand-ups are strictly limited to answering three questions, team conflicts shouldn’t be an issue in these meetings. Root cause analysis of the problems wouldbe done in a separate meeting, rather than during the stand-up itself.

Answer 143

This question requires you to think through the options carefully, since each of them is applicable to some aspect of an agile project. “The product got shipped and the team would work the same way again” describes methodology success criteria — these are signs that our methodology is working well. However, these criteria don’t apply to iteration demos since only one increment is built in an iteration, not the entire product. We can also rule out “The customer accepts the minimal viable product that has been built” because the minimal viable product isn’t built in one iteration. Although we do want to identify and clear up any gulfs of evaluation that may exist during the iteration demo, that isn’t what determines if the meeting was successful. The success of the demo is based on whether the product owner accepts the product increment built in the iteration as "done.”

Answer 144

The best answer here is to create an environment in which people are encouraged to openly share their mistakes and problems with each other. This will not only allow problems to be solved more quickly, it will also lead to better solutions by drawing upon a wider range of viewpoints. Minimizing arguments and disagreements stifles the healthy debate that is necessary for finding the best solution to a problem. Asking senior team members to mentor their peers would probably be misinterpreted andlead to problems— also, on an agile team, mentoring is done by the team coach or ScrumMaster, not the team members (who have their own work to do). Posting scores on a leaderboard to encourage competition wouldn’t be consistent with the agile principles of respect and team empowerment.

Answer 145

The phrasing of is question is a bit misleading since only one of these options (variance analysis) is a method for detecting problems. Because Option A is the only viable answer, the speed of finding problems isn’t relevant for selecting the answer. Although our level of technical debt and defect cycle time may be useful metrics for diagnosing or analyzing problems, they don’t help us identify the problems in the first place. Risk burnup chart is a made-up term.

Answer 146

Although this question uses the word who, it is actually asking for the IDEAL way to catch and fix an error. Because of the cost of change curve, the sooner an error can be found, the better. So we are looking for the fastest way to identify an error, not who will do it — and the quickest way to find a coding error is to catch it in pair programming.

Answer 147

On an empowered agile team, it is up to the team members to resolve their technical disputes collectively. The coach, ScrumMaster, or product owner is unlikely to have the knowledge required to make such decisions.

Answer 148

Here we have a few reasonable choices to consider, but only one option is the main reason. Putting risks in the backlog does prevent us from having to maintain a separate list, but that is not the reason we do it.It also helps keep the team focused on the risk, but again, that is not the main reason we do it Keeping the team from forgetting about the risk is a lot like the previous idea, and is also not the real reason we put risks into the backlog. Instead, the main reason we do that is to ensure that the risk mitigation work is done early in the project, to rapidly address any risks that can reduce value.

Answer 149

We prioritize risk stories based on their expected monetary value and feature stories based on their business value. Option A, “risk impact or risk probability” is partly correct, because that’s how we calculate expected monetary value; however, that doesn’t account for feature stories, and the question doesn’t specify only risk stories. The other two options are made-up.

Answer 150

The first three options are the questions that are asked in a product feedback loop, at increasingly more granular levels as the project proceeds. The last question is associated with the methodology success criteria for process analysis, not feedback loops.

Answer 151

The ROI would be calculated as (benefit - cost) / cost, or $30,000 / $200,000 = 15%

Answer 152

DEEP | (D)etailed appropriately, (E)stimable, (E)mergent, (P)rioritized.

Answer 153

CRACK | An effective product owner is Committed, Responsible, Authorized, Collaborative, and Knowledgeable

Answer 154

Net present value considers project costs in the equation.

Answer 155

ATDD stages are, discuss, distill, develop and demo. Discuss during the discuss stage, clarify the details related to the requirements with the product owner. Distill find out the necessary tests related to that. Develop – Develop the code and test the code with the tests developed. Demo – Once the code is passed, then give the demo to the customer.

Answer 156

SV = EV - PV (schedule variance = Earned value - Planned value). Negative Schedule variance means the project is behind schedule.

Answer 157

Forming (Directing) Storming (Coaching) Norming (Supporting) Performing (Delegating)

Answer 158

Time and materials (T&M) is a standard phrase in a contract for construction, product development or any other piece of work in which the employer agrees to pay the contractor based upon the time spent by the contractor's employees and subcontractors employees to perform the work, and for materials used in the construction (plus the contractor's mark up on the materials used), no matter how much work is required to complete construction. Time and Materials is generally used in projects in which it is not possible to accurately estimate the size of the project, or when it is expected that the project requirements would most likely change. This is opposed to a fixed-price contract in which the owner agrees to pay the contractor a lump sum for fulfillment of the contract no matter what the contractors pay their employees, sub-contractors and suppliers. Many time and materials contracts also carry a guaranteed maximum price, which puts an upper limit on what the contractor may charge, but also allow the owner to pay a lesser amount if the job is completed more quickly.

Answer 159

High value and high risk should come first.

Answer 160

The Kanban method has three principles: - Start with what you know; - Incremental change; - Respect current roles, responsibilities, and job titles

Answer 161

The primary purpose of brainstorming is to generate ideas. However, it is also used to engage participation, address a problem, and identify a solution.

Answer 162

``` 1 - Physiological needs 2 - Safety needs 3 - Love and belonging 4 - Esteem 5 - Self-actualisation ```

Answer 163

- Competing: "Win-lose aproach" - Avoiding: "When no chance of winning is visible"/"Changed environment" - Collaboration: "Win-win aproach" - Accomodating: "Yielding"/"Preserving relations" - Compromising: "Lose-lose aproach"

Answer 164

“the duration of a queue is proportional to its size” -> by limiting the WIP, teams can complete work faster Little’s law states that at a given WIP level, the ratio of WIP to Cycle Time equals throughput (T). T = WIP/CT

Answer 165

Answer: D Explanation: Having the team work together for an iteration would be a great way to help integrate a globally distributed team. Diversity training and get-to-know-you sessions are nice, but having the team members actually work together would be the best opportunity for them to learn each other's work habits and interaction modes.

Answer 166

Schedule flaws

Answer 167

Keeping the team to a reasonable size means selecting "generalized specialists" who are willing to do additional work outside what has been traditionally expected of them given their job title.

Answer 168

The process of testing Delivered or "done done" stories is known as exploratory testing. Under this phase, an expert tester uses his intuition and experience to test already delivered stories.

Answer 169

An iteration is "approved" when the product owner is satisfied that the product increment meets the iteration goal--the items selected from the backlog for that iteration. Although the customer might also think of another feature to add to the backlog, they would still approve the iteration if the work that was done meets the goal that was set. The other two options (missing refactoring, user testing, and QA testing) describe activities that should have been done during the iteration. If the team hasn't done them, that might be a reason for not approving the iteration. But they aren't the best answer to this scenario, since we don't have enough information to pick one of them.

Answer 170

When a team reaches the Performing stage, the team members don't need much direction or support from their leader; they work together so smoothly that they are mostly self-supporting and self-directing.

Answer 171

Forecasting the financial value of a theme is the responsibility of the product owner, but it is a responsibility shared with all other team members.

Answer 172

An XP best practice is to delete all the code for uncompleted stories at the end of an iteration and deliver only what's completely done. The software is either accepted or thrown away at the timebox deadline, which ensures that quality level is be acceptable at all times.

Answer 173

Actual Percent Complete (APC) = The total number of sprint points completed divided by the total number of story points planned.

Answer 174

In XP, the term "done done" refers to code that is complete, tested and bug free, and can be released to the customer.

Answer 175

When you use the integration script discussed earlier, you're using synchronous integration you're confirming that the build and tests succeed before moving on to your next task. If the build is too slow, synchronous integration becomes untenable. In this case, you can use asynchronous integration instead. Rather than waiting for the build to complete, start your next task immediately after starting the build, without waiting for the build and tests to succeed.

Answer 176

Typical sections of the project data sheet include: Identification (of the Scrum Master and Product Owner), Elevator Statement, Customer Attributes, Customer Benefits, Feature/Ability to, Performance Attributes, Major Milestones, and Tradeoff Matrix

Answer 177

The responsibility for prioritizing is shared among the whole team, but the effort is led by the product owner.

Answer 178

A linear feature is one for which the more, the better holds true. These are called linear features because customer satisfaction is correlated linearly with the quantity of the feature. The better one of these features performs (or the more of it there is), the more satisfied the customers will be.

Answer 179

The framework of the agile software development process fosters organic, or naturally emerging risk management by making it an intrinsic part of the project lifecycle. The agile framework both increases positive events and decreases negative events by constantly reviewing the product functionality, the project plans, and the process itself. If the team is conducting risk management overtly, then new problems, risks, and risk triggers are identified during the stand-up meeting and placed in a highly visible location, usually the Risk Board.

Answer 180

The agile project manager must determine how status will be reported in accordance with the contract. Will there be a status report once a week? Once a month? Daily as part of the daily stand-up meeting? The contract could be written such that the buyer gets the status through a combination of informal documentation (burndown charts, iteration summaries, task board webcam) and an open-door invitation to observe the daily stand-ups.

Answer 181

The generic risk multipliers include the normal risks of a flawed release plan, ordinary requirements growth, and employee turnover. In addition to these risks, you probably face some that are specific to your project. To manage these, create a risk census.

Answer 182

Agile teams allow the scope to vary within the fixed parameters to ensure most valued features are delivered within a certain time and budget.

Answer 183

Correct answer is option A. Option A is not a valid statement hence it is correct answer according to the question. It is not advisable to take too much risk on pilot project by selecting a misson-critical project. Option B and C are correct statements (but incorrect options) as pilot project should be of small size and small duration, so that results can be demonstrated quickly without taking too much risk. If requirement is too vague or 100% well defined that is also not a suitable candidate for agile transformation.

Answer 184

Answer D Building CI pipeline is applying best engineering practices activity and it should be carried out by technical person .

Answer 185

Three 3C’s are card, conversation and confirmation. In other words, card denotes short written description, confirmation is same as success criteria, conversation is discussion with business to flesh out details of the story. Hence, the correct answer is option B. Option A is incorrect because of incorrect aspect given ‘closing’. Option C is incorrect because of incorrect key aspect ‘collation’ . Option D is incorrect as we do have one correct option .

Answer 186

Answer D CPI=Earned Value/Actual Cost Estimated Cost per Story Point=500 EV = 500*60=30000 AC=22500 CPI=30000/22500=4/3=1.33 ``` * Other way of doing it: CPI=EV/AC=(PV*SPI)/AC SPI=60/50=1.2 PV=50*500=25K AC=22500 CPI=1.33 ```

Answer 187

Decision framing focuses on who gets involved in the decision process. Managers who make decisions without input from subordinates and peers make poor decisions. Engineers who make decisions without input from managers and peers make poor decisions. Who makes the decision is less important than getting the right people involved in the decision process.

Answer 188

In Theory X, employees are assumed to be lazy and shiftless and will avoid work and responsibility if they can. Theory Y proposes that people want to do well and are self-motivated to succeed if given the opportunity.

Answer 189

One of the best ways to visually display risks in a succinct manner is to use a Risk Map. On the vertical axis you have the probably of a given risk occurring, that is, the likelihood that the risk will materialize and become an Issue. On the horizontal axis we have the impact that the risk will have on the project or program should it materialize.

Answer 190

Agile development favors a feature breakdown structure (FBS) approach instead of the work breakdown structure (WBS) used in waterfall development approaches Advantage · They allow communication between the customer and the development team in terms both can understand. · They allow the customer to prioritize the team's work based on business value. · They allow tracking of work against the actual business value produced.

Answer 191

There are costs associated with each iteration. For example, each iteration must be fully regression tested. If this is costly (usually in terms of time), the team may prefer longer, four-week iterations. Remember, that each increment should be potentially shipped. This includes fully regression testing.

Answer 192

Feature teams are organized around product backlog items, component teams around the software architecture.

Answer 193

A Sprint Review is held at the end of the Sprint to inspect the Increment and adapt the Product Backlog if needed. During the Sprint Review, the Scrum Team and stakeholders collaborate about what was done in the Sprint. Based on that and any changes to the Product Backlog during the Sprint, attendees collaborate on the next things that could be done. This is an informal meeting, and the presentation of the Increment is intended to elicit feedback and foster collaboration.

Answer 194

There's no one magic iteration duration that is right for all teams under all circumstances. The right length for a team on one project may not be the right length for that same team on a different project.

Answer 195

Self-organization is not an option in Scrum; it is a core principle. Without this, high performing teams will not happen. Self-organization does not at all imply a laissez-faire approach; on the contrary, self-organized teams are highly disciplined. They are encouraged to take reasonable risks and to learn through failure and self-reflection. High trust and high commitment is an automatic outcome of truly self-organizing teams.

Answer 196

Metaphor: The Scrum Master is a facilitator, coach, mentor and bulldozer! A Scrum Master is often compared to a sheepdog, responsible for keeping the flock together and the wolves away. Chicken refers to those outside the three Scrum roles.

Answer 197

Product backlog items are still decomposed and refined just in time on large Scrum projects. But the grooming horizon changes. Rather than focusing on the subsequent sprint, large projects look ahead to the next two to three sprints when preparing the product backlog

Answer 198

The three coach styles are Teaching, Coaching, and Advising.

Answer 199

During the Speculate phase, the product stories are delivered. This phase involves planning and delivering tested stories in a short iteration, constantly seeking to reduce the risk and uncertainty of the project.

Answer 200

Balance teaching principles with Agile practices.

Answer 201

C. Release

Answer 202

B. Sharing information.

Answer 203

C. Provide the customer with options provided by the project team.

Answer 204

Flaws in development and production systems.

Answer 205

Correct Answer: B Release plan focus on single release. it has goal and PBIs. only product roadmap focuses on multiple releasees

Answer 206

B. Product Backlog

Answer 207

A is not -iteration goals is part of sprint planning B is not - Prioritized Product Backlog is input to the release planning C is not - velocity is input to the releae planning D is because all are output The prerequisites of release planning are as follows − A ranked product backlog, managed by the Product Owner. Generally five to ten features are taken which the product owner feels that can be included in a release Team's input about capabilities, known velocity or about any technical challenge High-level vision Market and Business objective Acknowledgement whether new product backlog items are needed Output The output of a release planning can be the following − Release plan Commitment Issues, concerns, dependencies, and assumptions which are to be monitored Suggestions to improve future release plannings

Answer 208

B. A mechanism that coordinates multiple teams working on a single project.

Answer 209

C. cost performance must be reported.

Answer 210

C. End users participate and assist in the design process from the beginning of the project.

Answer 211

B. Small releases * Pair Programming * Planning Game * Test Driven Development * Whole Team * Continuous Integration * Design Improvement * Small Releases * Coding Standards * Collective Code Ownership * Simple Design * System Metaphor * Sustainable Pace

Answer 212

C. eliminates communication delays and misunderstandings.

Answer 213

C. Scope verification. Scope verification is the process of formalizing acceptance of the project scope by the stakeholders. It requires reviewing work products and results to ensure that all were completed correctly and satisfactorily. Scope verification occurs at the end of each project phase, and as part of the project closeout process. Scope verification is concerned with stakeholder Acceptance of the work. Work is sometime denied and must be Re-Worked.

Answer 214

Correct Answer: B

Answer 215

A. For the better. Kaizen is a Japanese term meaning "change for the better" or "continuous improvement."

Answer 216

C. Daily team meetings to review progress and address impediments Agile works on the following 12 principles Customer satisfaction by rapid delivery of useful software. Welcome changing requirements, even late in the development. working software is delivered more frequently as compared to other models. working software is the principal means of progress. sustainable development able to maintain constant pace. close, daily co-operation between business people and developers. face-to-face conversation is the best form of communication. projects are built around motivated and trustworthy individuals. continuous attention is being given to the technical excellence and good design. simplicity self-organizing teams regular adaption to the changing circumstances.

Answer 217

C. Kent Beck

Answer 218

A. Ensure value | D. Minimize waste

Answer 219

C. Disciplined Agile Delivery (DAD)

Answer 220

Correct Answer: B

Answer 221

A defined process. A defined process is one in which the materials are known and understood and the approach to the solution is known. A good example is a construction project. An empirical process is one in which learning takes place along the way and the path is uncertain. Exemplified is a synonym of empirical, which this approach is not. There is no such thing as a hybrid empirical and defined process, as those are two opposing process types.

Answer 222

The agile approach to documentation is focused on minimal documentation, not no documentation. William is not demonstrating a correct approach. He also would not be correct if he only completed some requirements and not others. All items should have requirements, although the documentation should be minimal.

Answer 223

Working software should be the primary measure of progress on an agile team. The amount of the solution designed, approved, and the relevant quality metrics are not the primary measure of the team's progress.

Answer 224

She involves the Product Owner to regularly narrow focus to the core items only, not the extra 60% of features that never get used. The team must focus on the agile principle of simplicity, maximizing the amount of work not done. There is no correlation between bug completion and architect review. A typical project includes 60% unused features, not 40.

Answer 225

None of the above. There is no best method of implementing agile. It is recommended that new teams generally want to follow a methodology more strictly, but we do not know the maturity of Christopher's team. There is no single right way to implement agile. Most teams end up customizing their approach as they mature in their understanding and practice of agile. However, that does not make their practice better than a team that strictly follows the methodology.

Answer 226

Congratulating Lisa for a job well done during his review of her code, despite her taking a different approach than he would. Respect is exhibited in the peer review process by understanding that others work differently, and embracing those differences. Strict adherence to standards, refusal to gossip, and frequency of code reviews do not directly exhibit respect.

Answer 227

She is encouraged to think of innovative new features, but should not mention them in the Scrum. Scrum encourages changes, but they should be discussed in the sprint planning session, not in the daily Scrum. New enhancements that are not assigned to an iteration should not be mentioned in the Scrum sessions. They should also not be mentioned in the team's area the same day. Lastly, she should not hold off on mentioning these changes until the end of a release.

Answer 228

Calculate the net present value of both and choose the one with the higher NPV. Net present value allows you to calculate the value of a project in today's terms, regardless of the project length, and is the best choice for comparing the value of projects. Avoiding analysis will not determine the greatest value, nor will having the board vote. Calculating future revenues does not tell us a project's value at a single point in time, which would include deduction of costs and the time value of money which is part of NPV.

Answer 229

Project Canaveral, which has the higher NPV of $500,000. The highest NPV indicates the highest project value. Project Houston has a lower value and should not be chosen. Internal Rate of Return (IRR) is irrelevant. Sufficient information is provided through NPV.

Answer 230

A line showing scope built at a very low level compared to projected progress indicates that the story points completed are not where they were forecast to be. The chart does not indicate anything related to spending, as we do not know what the projected spending amount. It does indicate that there is an issue with scope, so the team is not fine.

Answer 231

Compliance work can be completed with each iteration, after product development, or both ways, with some of the work completed along the way and some done at the end. Compliance work does not have to be done using traditional methods, it does not have to be done only with each iteration, and it can be performed in a hybrid model.

Answer 232

There is no single best method for prioritizing agile work. Prioritization should be done by the Product Owner and development team and could use any method the team chooses.

Answer 233

Could have. Items with this definition are classified as 'could have' features, which are useful additions that add value. The other categories listed are all defined differently in the MoSCoW method. 'Must have' items are core features, 'should have' items are required for the system to work correctly or without a difficult workaround, and 'would like to have, but not at this time' items are nice additions, but likely not going to be done at the time.

Answer 234

Delivering incrementally means delivering working software to the business. Incremental delivery does not imply that the work is released to a production environment, that it has all planned features, or that it is only unit tested.

Answer 235

There is a bottleneck related to user testing. A shallow area on a CFD indicates that the area is likely a bottleneck. The other statements are not accurate. If there is a widening difference in areas on a CFD, this indicates that the shallower line is a bottleneck and the other activities are not. CFD's related to the features completed over time, not the value of the work.

Answer 236

Focus exclusively on the testing of code. Debra will not focus exclusively on the test of code in ATDD, which is focused on requirements instead. In ATDD, developers do focus on testing business requirements, they write the test upfront, and they discuss the acceptance criteria often when an item is pulled from the backlog.

Answer 237

Focused on exploratory testing using automated scripts. ATDD has testers focused on exploratory testing primarily using automated scripts. The other answers are not requirements of ATDD. There is no extra focus on manual testing, on regression testing, or on testing at the time a user story is pulled from the backlog. Testing is only done further done the cycle when the item is done.

Answer 238

Having the Product Owner and delivery team prioritize the backlog. The Product Owner and delivery team should prioritize the backlog to ensure alignment with stakeholder priorities. The Product Owner should be well versed in business priorities and the needs of the customer. The full stakeholder team does not prioritize nor is it done using Planning Poker. Prioritization is also not charter-based but done just in time for each iteration.

Answer 239

Ensure that the team regularly discusses what the definition of done is for their project. The best method is to ensure that the team regularly discusses the definition of done, so everyone is aligned with the expectations of what done means. It is not effective to invite everyone to meetings or to have everyone prioritize the backlog. A review of the agile charter would have no effect on the expectation for each iteration.

Answer 240

The best answer is to discuss in the next daily standup, where roadblocks are communicated as part of the three questions for each resource. The other methods are not the best way to share this information in an agile project. There is no need to go to the ScrumMaster first, to wait until Sprint Review, or to document in an email.

Answer 241

The best answer is Kanban boards and wireframes, which would convey knowledge of the project and product. The others are not the best choice for sharing product and project knowledge. People often don't read automated reports. There is no weekly training stipulation, and agile methods typically avoid detailed requirements. ATDD is irrelevant.

Answer 242

Using cards on a wall to plan and schedule the project. The best answer is using cards on a wall, which all stakeholders can see at any time, which is an information radiator. Gantt charts are not typically the best knowledge sharing tools, nor is a weekly review session. Making copies of a daily report would cause excess time and cost, and likely be ignored in favor of face-to-face communication.

Answer 243

This accurately describes Quiet Writing. The other answers are inaccurate based on this description. Round Robin is focused on everyone speaking in the group, Fishbone Diagramming is focused on the root cause of an issue. Free Hand is a fictional term.

Answer 244

A webpage that allows customers to still open a new account, even if back end processes have not been fully automated is the best example of an MVP with the required functionality. A webpage that fully automates the back-end processes is not the best choice for an MVP. The webpage where the customer submits the information to a manual processor would be more of a minimal approach. A webpage that provides basic information only does not have the required functionality of allowing customers to open new accounts online.

Answer 245

A Kanban board helps to review the priority and stage of items in the current iteration. A Kanban board does not help the team visualize the backlog or a release, and it does not give the reason for a bottleneck.

Answer 246

If only a small portion of the expected WIP is being complete, the team is likely to have a bottleneck that they should investigate. A small number of items in WIP does not necessarily indicate that the WIP limit should be lowered, that the whole team should work more, or that more developers need to be hired.

Answer 247

The best course is to give a range for their estimate, which gives them flexibility in an unknown area. There is no agile requirement to ignore risk and plan for best case, nor is their requirement for voting.

Answer 248

The best choice relates to using a broad range for estimates, so account for the discovery process for unfamiliar items. Agile discovery focuses on having greater understanding as you get closer to working on an item. The other descriptions are not accurate for the term. Agile discovery is not a requirement to gather more ideas around requirements. Agile discovery is also not about post-iteration reviews or discovering the goal of the project, which is set at the beginning.

Answer 249

The best choice is to use a range for agile cost estimates, as it is difficult to be exact so early in the project. It is best to not provide an exact figure this early in an agile project, as changes are expected. Another project is irrelevant to the estimate. It is not agile to plan all the way to the end of the project during the first month, as projects should be planned closer to the start of the work.

Answer 250

That user stories should be estimated based on ideal time. User stories are estimated based on ideal time, which is undistracted time. The buffer will be accounted for automatically in the team's velocity. There is no need to add a buffer in the estimation process, nor a need to consider any extra time. Estimates should focus on ideal time.

Answer 251

Elizabeth should remove the stories from the backlog if low value. The other choices are not appropriate for a story that does not provide much value. Elizabeth should maximize value, so she should just prioritize the story low or place a note on the stories. Elizabeth also would not be responsible for assigning a story to a sprint.

Answer 252

The best choice is to cancel the project, producing a fast failure if the customers don't understand the value of the product. The other options don't make sense when customer feedback indicates that this software doesn't provide value. Agile preaches failing fast if a project is going to fail. It is much better to cancel a project that will be a failure than can complete it if there is not sufficient value in the project. Simply adding user stories, changing the workflow, and reprioritizing do not address the lack of value.

Answer 253

It is ok for a customer to have a target release date, given that the scope can vary. The other choices are not accurate responses. A customer can choose a target release date, and it can be done before all iterations have been planned.

Answer 254

The best answer is convergence and shared collaboration, where the team comes together on an answer through sharing ideas. Colocation is not required of all major stakeholders, nor is asynchronous communication, as there is a preference for face-to-face interaction.

Answer 255

If this has a minor impact, it is fine to discuss and not worry about the process of changing the tool. People over processes is a core focus of agile. There is no agile requirement that documentation needs to be updated immediately, as the team decides the level of documentation needed and processes around it. There is also no rule about requirements related to the party testing and a potentially minor change going to the backlog.

Answer 256

Hannah's best focus is to work with the team to begin creating generalizing specialists, as no one is performing a general role on her team. The team is not too large for an agile project. It is not an initial responsibility to evaluate the team and she should not decide what to do about functions without discussing with the team.

Answer 257

The best answer is that the team is expected to master several areas but not all, which is expected of generalizing specialists. The other answers are not accurate depictions of a generalizing specialist. There is no requirement of knowing or training in every area.

Answer 258

The best answer is to do nothing, as generalizing specialists are not expected to have all skills. They should have skills in at least a couple of functions to limit bottlenecks. There is no need to have more than two roles unless the team chooses that, so no training would be required.

Answer 259

The most critical focus is creating a shared vision to allow the team to produce faster decisions and trust each other. The other choices are not the initial focus to ensure improvement in the two areas listed. There is no mention of having excess team members or her team getting excessive assignments. There is also nothing about not having established processes. Even if those were concerns, the primary way to bolster fast decision-making and trust is to create a shared vision.

Answer 260

The best choice in an agile team is that the team creates a path in the direction shared by leaders. It is fine for a leader to give direction and teams are not limited to 8 or less. They also should not be changing the direction of the project on their own.

Answer 261

The best choice for an agile team is to ensure that the team moves toward trust rather than anger. The other choices are not as strong for the situation. Knowing the cause of anger doesn't resolve it, and team identity has little to do with this issue. Marie should address any team issues as a good leader, but facilitate, not make decisions.

Answer 262

The most likely activity is coaching for the team which is the core role of an agile leader. The other activities may take place, but are not as common as coaching. A coach does not necessarily perform training and evaluating. Mentoring is more of an occasional need.

Answer 263

The best choice is focused on working with managers to increase their knowledge of agile and making sure that goals are focused on the agile approach. The other choices are not the ideal fit for this situation. There is no agile requirement that team leaders fill out performance evaluations or write up goals for the manager. It is also the better choice to both keep the manager well versed and ensure the goals are an alignment vs educating the manager alone.

Answer 264

The best choice is always to have a physical team in the same space, although we do not always get that option. The other options are not ideal if given the choice. It is better to have teams in the same room than in the same building. You would not want to have team members located nearby ideally.

Answer 265

The Product Owner should not try to influence how the team plans to accomplish their work, as the delivery team is responsible for figuring out how to accomplish it. The delivery team is responsible for choosing points, and they are not arbitrary, they are based on what the team feels the value of a point is. A ScrumMaster is not responsible for managing any discussions.

Answer 266

The best choice is to stop working on the item, as it should not have been estimated without clear criteria. A ScrumMaster is not responsible for acceptance criteria. The Product Owner could add acceptance criteria, but the item should not have been estimated without it. The item should be reestimated, but work should not necessarily continue, especially if the estimate is different.

Answer 267

The best answer is that humans are expected to make mistakes. There is nothing that says that incremental development is faster than standard for the same scope. It is not necessarily much easier to do incremental development, nor any relevance to humans liking or disliking repetition.

Answer 268

Throughput is the correct definition for this description. The other choices are not accurate. Productivity is focused on how efficiently the work is done, the cycle time is focused on the iterations it takes to complete WIP, and WIP is the number of items in progress.

Answer 269

It is important to review the chosen solution with the new team members to ensure they agree, as the new team could make the choose to deliver differently. The other choices should not be Amanda's primary focus. This new team has the choice to change the delivery of this solution, so they would not need a training session on the choice of another team. A demonstration is highly relevant to picking a solution. Pairing up old and new programmers might be a good idea, but it is not an agile standard. The team choosing how to deliver a solution is though, making it the best answer.

Answer 270

The best response is that Melissa's team is new to agile and it is risky for them to customize the process, especially not based on the team's desire. The other choices are not the best for this situation. Only seasoned and matured teams should consider changes, and her team is new. They should not just change this early and not based on management request.

Answer 271

Agile projects have complex technology and complex requirements, but not technology or requirements that are approaching chaos. The other choices are not accurate for the most successful agile projects. The most successful are in the middle of the complexity standards, neither high nor low.

Answer 272

The most likely response is that Timothy will want to investigate further, since a single project methodology is not often best in all circumstances. He is likely not delighted, but more skeptical since it is very rare for agile to be appropriate in 100% of projects. Whether the teams think they are agile or not is irrelevant.

Answer 273

This is likely an example of an embellishment, something that teams have added on but does not produce much value. There is nothing to indicate that this is a corporate requirement Agile teams do not need detailed user story manuals, as it is not an agile requirement.

Answer 274

When responses are ordered like this, it makes it appear that the value for the response from certain people is more than the value of other responses. Gary should not do nothing since the agile value of respecting individuals is not being followed, even if the company or team desire it. The length of the process is irrelevant.

Answer 275

Iteration Vision Statement

Answer 276

A. Communication, Simplicity, Feedback, Courage, Humility

Answer 277

Success Criteria Vision Mission

Answer 278

``` The Planning Game Small Releases Metaphor Simple Design Testing Refactoring Pair Programming Collective Ownership Continuous Integration 40-hour week On-site Customer Coding Standard ```

Answer 279

SDLC is a process followed for a software project, within a software organization. It consists of a detailed plan describing how to develop, maintain, replace and alter or enhance specific software. The life cycle defines a methodology for improving the quality of software and the overall development process. Following are the most important and popular SDLC models followed in the industry − Waterfall Model Iterative Model Spiral Model V-Model Big Bang Model