Question 81 · 341 in bank
Agile team A struggles to deliver committed stories due to technical dependencies with team B, which continuously fails to meet its delivery commitments. What should the agile team lead do?
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Answer: B
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Agile team A struggles to deliver committed stories due to technical dependencies with team B, which continuously fails to meet its delivery commitments. What should the agile team lead do?
Answer: B
An agile team discovers a new risk and identifies that its impact may be severe. What should an agile practitioner recommend?
Answer: A
A. Add a goal to the current iteration to fully mitigate or control the risk. Not the best answer. You can't easily change sprint goal. All discovered risks are moved to risk-adjusted backlog or risk burndown chart. B. Balance risk reduction and value adding activities in the next iteration. I consider "Balance risk reduction and value adding activities" as risk-adjusted backlog. So it looks like the best answer - to deal with risk during next sprint. C. Continue with the current plan to maintain team velocity. Wrong answer D. Update the risk register and seek direction from a risk specialist. Not the best answer. Team should be self-sufficient
Source: Adapted from community discussion — srv3
The team underestimated the complexity of a story, resulting in new decomposition of the work to be delivered in the current sprint and items to be returned to the backlog. What should the Scrum Master do next?
Answer: C
C - Correct From PMI’s Agile Practice Guide, Page 50: “Retrospectives help the team learn from its previous work on the product and its process. One of the principles behind the Agile Manifesto is: “At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.””
Source: Adapted from community discussion — HTTPS
A scrum team has conducted regular retrospectives to discuss immediate concerns and the implementation of improvement actions. Despite this, after a few iterations, the same concerns resurface. What should the team have done to improve retrospective outcomes?
Answer: B
B - Correct From PMI’s Agile Practice Guide, Page 51: “The retrospective is about looking at the qualitative (people’s feelings) and quantitative (measurements) data, then using that data to find root causes, designing countermeasures, and developing action plans.”
Source: Adapted from community discussion — HTTPS
During backlog refinement meeting, the new developer on the team asks the product owner to discuss a new performance threshold requirement and how it impacts the stories in the backlog. What should the team do?
Answer: B
What is the first thing an agile development team should do when planning an iteration?
Answer: D
D is the correct answer Two parts of the sprint planning meeting The first part of the event mainly concerns the PO as s/he explains the sprint vision and goal to the team. In the second part, the development team decomposes product backlog items, or user stories, into developable tasks for the daily sprint. Sprint goals are the result of a negotiation between the Product Owner and the Development Team.
Source: Adapted from community discussion — abrieftesttolearn2020
During a retrospective, team members suggest process improvement ideas. The agile team lead knows that, while many of these ideas are different from standard practices, a few of them are good. What should the agile team lead do?
Answer: D
D - Correct From PMI’s Agile Practice Guide, Page 61: “Learning takes place by experimenting, delivering small increments of value, and getting feedback on what has been accomplished thus far.”
Source: Adapted from community discussion — HTTPS
During the implementation of a story, a scrum team notifies the scrum master of a technical challenge that is causing a delay. What should the scrum master advise the team do?
Answer: B
The project team is ahead of schedule and beginning to gold-plate the feature included in the current sprint. What should the agile project manager do?
Answer: D
A. Since the team has extra time, notify the product owner and secure approval for the extra work on this feature. > gold-plating is bad B. Encourage the team to document the improvement and prioritize it for the upcoming iteration, instead of building it now. > gold-plating will be bad in the next iteration also C. Instruct the Scrum Master to have the team use the extra time to complete the extra feature work in the current iteration. Scrum Master can't insctruct himself. And gold-plating is still bad . D. Notify the product owner and have the product owner verify the backlog priority, then encourage team to continue working on the backlog. > the best answer is to continue with next high-prority stories from the back log.
Source: Adapted from community discussion — srv3
An agile coach realizes that a team responsible for a major release is a few months behind schedule. The marketing department is unaware of this delay, and is planning to start the marketing campaign and announce the release. What should the agile coach do?
Answer: D
This option ensures that the marketing department is informed promptly about the delay, allowing them to adjust their plans for the marketing campaign and release announcement accordingly. It demonstrates transparency and proactive communication, which are crucial in maintaining trust and managing expectations among stakeholders.
Source: Adapted from community discussion — ELTIGANI
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PMI-ACP practice, question 81. 341 questions available.
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