- the Product Owner with help from Operations
- the Tech Lead with help from the Product Owner
- the Product Owner with help from the Tech Lead
- the Tech Lead with help from Operations
- Congratulate the team on their great work.
- Stand outside the circle of developers and listen for impediments.
- The Scrum Master should not attend—this meeting is for developers only.
- Ask each developer what they did since the last daily standup.
- the team's velocity
- the number of stories in the product backlog
- the stories that are ready
- the team's capacity
Q4. A team member has been showing signs of great personal distress: crying at work, snapping at colleagues, having heated phone conversations. As Team Facilitator, what should you do?
- Give the team member space and time to deal with their personal issues.
- Tell the others on the team that their teammate needs some emotional support.
- Notify the team member's manager of your observations and ask the manager for help.
- Ask the team member if they would like to talk about what might be going on with them personally.
- It is a "push" system.
- It is "push" at the top and "pull" at the bottom.
- It is a "pull" system.
- It is neither "push" nor "pull."
- None—the Scrum Master should prioritize the work in the sprint backlog.
- The PO should prioritize the items in the sprint backlog.
- The developers prioritize work unless they cannot complete it, in which case the PO should prioritize the remaining work.
- None—the developers should prioritize the work in the sprint backlog.
Q7. The Scaled Agile Framework advocates that, if you measure only one thing, what should you measure?
- quality
- predictability of delivery
- cost of delay
- return on investment
- to maximize the return on investment
- to determine the economic sequencing of the backlog
- to visualize queue length
- to fulfill a commitment to quality
Source Weighted Shortest Job First (WSJF) is a prioritization model used to sequence jobs (eg., Features, Capabilities, and Epics) to produce the maximum economic benefit. In a flow-based system, priorities are updated continuously to provide the best economic outcomes. Job sequencing, rather than individual job return on investment, produces the best result. To that end, WSJF is used to prioritize backlogs by calculating the relative CoD and job size (a proxy for the duration).
Q9. You have classified the features in your backlog according to risk and value. Which features should the development team work on first?
- low-value and high-risk
- high-value and high-risk
- high-value and low-risk
- low-value and low-risk
Source It is suggested that high business value, high-risk items are worked on first. While that may seem counterintuitive, the earlier this work is done, the sooner the team will move to mitigate the issues and unknowns—leading to a higher quality product. If there's a failure, it will occur early and relatively inexpensively.
- They help extend the Architectural Runway.
- They connect vision to mission so the organization can be successful.
- They support team building.
- They remove the impediments to quality.
- The team demonstrates its completed work.
- The team reflects on how to improve its performance.
- Items in the backlog may be reprioritized.
- Stakeholders give feedback about the work completed.
- split by line-of-business
- split compound user stories
- split by alternative paths
- split by interface
- the Scrum Master
- a self-organizing team
- the Product Owner
- the Product Manager
- focus
- integrity
- courage
- commitment
- The team does not get credit for the story's points in its velocity calculation.
- The story should be sliced to reflect the work completed.
- The acceptance criteria should be adjusted to reflect the work completed.
- The story should be shown to stakeholders for their feedback.
- It is a list of work items that are behind schedule.
- The items are maintained in priority order.
- Anyone on the team can propose an item for it.
- It includes all of the work to be done.
Q17. A project has some major risks that the team wants to mitigate. What is the best way to monitor how well this effort is going?
- risk-based spike
- risk-adjusted backlog
- risk velocity chart
- risk burndown graph
Q18. The VP of Engineering wants to start giving out a "Team Member of the Sprint" award to recognize a top performer in each group. What advice should you give this VP?
- This is unhelpful unless there has been recent employee feedback indicating that people feel underappreciated.
- This is a good idea as long as a different person is recognized in each sprint.
- This is a good idea because awards can motivate people to do their best.
- This is unhelpful because it can destroy the team unity essential to achieving high performance.
- A Kanban has an explicit rule to limit WIP.
- A Kanban shows the backlog of work.
- A Kanban does not use a Definition of Done.
- A Kanban shows the status of the work items.
Source Explicit rule applies to scrum team's task board: tasks cannot be added to the scrum board in the middle of a sprint.
Q20. The team complains that "things have been falling through the cracks lately." What should you do?
- Ask the team's manager to make role assignments so the team can catch up.
- Conduct a workshop to identify all of the things that need to be done and see who can help with each.
- Refer to the team's RACI (Responsible, Accountable, Consulted, Informed) assignments.
- Meet with the Tech Lead and Product Owner to try to identify what can be done.
- One Scrum Master can support up to five teams.
- Large teams should have two Scrum Masters.
- There should be one Scrum Master per team.
- One Scrum Master can support one to three teams.
- in the Complex regime
- in the Complicated regime
- in the Chaotic regime
- in the Obvious regime
Q23. A manager informs you that a developer from another team is between assignments, and she wants to place the developer on your team for a few sprints. What should you do?
- Explain to the manager that this will be disruptive to the team and ask that another assignment be found.
- Explain the situation to the team and ask them to go with the flow.
- Explain the situation to your manager and ask them to resolve it.
- When the temporary developer shows up, assign them to write documentation.
Q24. The Product Owner complains to you that the team is not working hard enough and they need to increase their velocity by at least 50%. Which action should you not take?
- Share the feedback from the PO and challenge the team to increase their velocity.
- Ask the PO to explain the business context to the team.
- Explain the impact of technical debt to the PO and the benefits of devoting some capacity to reducing it.
- Hold a Value Stream Mapping workshop to identify and reduce waste.
Q25. What is the name of the practice in which a cross-functional team collaborates intensively to develop a new product idea?
- Hackathon
- Scrum at Scale
- Innovation and Planning
- Magnum Focus
- Agree to the manager's request and notify the team.
- Propose that the manager attend only every other retrospective.
- Propose a different forum for the manager to meet with the team.
- Ask the team if it is okay with them that the manager attend.
- the team
- the Scrum Master
- the Product Owner
- the Engineering Manager
- The chance for rollback is high.
- It typically requires a high degree of automation.
- The administrative costs are high.
- Backward compatibility may be jeopardized.
- story point estimating
- Definition of Done
- user story expansion
- backlog refinement
- Optimize for most work done.
- Maximize output and maximize outcome.
- Maximize outcome while minimizing output.
- Optimize for resource utilization.
“…your job is to minimize output, and maximize outcome and impact.” - Jeff Patton
- The actor does not have to be a specified role in the solution.
- There must be multiple personas for each actor.
- The actor can be the system itself.
- The system cannot be the actor.
- Agile requires a high degree of up-front planning.
- Once the requirements are agreed to, the team can complete work.
- Agile requires a high degree of discipline.
- Agile works best when there is no contract.
- Burndown charts show the work remaining to be done.
- Burnup charts show the work completed.
- Burndown charts are more useful than burnup charts.
- Agile project management tools can produce these automatically.
Q34. What is the name for the practice of going to see a process in use at the point of value delivery?
- Six Sigma
- Gemba walk
- Total Quality Management
- Kaizen
- Try to achieve concensus.
- Take a vote and the majority rules.
- Identify the person who is most knowledgeable and ask them to decide.
- Let the most senior member of the team decide.
- Embrace servant leadership.
- Estimate story points.
- Celebrate successes.
- Remove impediments
- Exploratory spike
- Backlog refinement
- Functional decomposition
- R&D
- Technical debt is another name for bugs
- It is at the Product Owner's description to allocate effort to reduce technical debt.
- Adding technical debt should be avoided at all costs.
- Technical debt is what the Product Owner owes to the developers if they work a lot of overtime to complete the sprint.
- Absolute estimating is more reliable than relative estimating.
- Relative estimating is more reliable than absolute estimating.
- In estimating, accuracy is more important than precision.
- In estimating, the effort is more important than the time required.
- daily stand-ups
- Sprint Retrospectives
- story point estimating
- code reviews
- estimating story points
- refining acceptance criteria
- giving feedback to developers about the user stories
- demonstrating the work to stakeholders
- stories that meet the Definition of Done
- team velocity
- stories that meet the Definition of Ready
- team capacity
Q43. You have noticed a pattern that the most interesting stories on the Sprint Backlog get started right away, and the least interesting stories languish or don't get done. What should you do?
- Use a lottery system assign each story.
- Share your observation with the team and invite them to own and solve the problem.
- During story point estimation increase the points assigned to the least interesting stories so the team can boost their velocity.
- Ask the Tech Lead to assign every story to a developer so they all get done efficiently and with accountability.
Q44. What Agile practice best supports this principle: "At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly"?
- Sprint Review
- Sprint Retrospective
- daily stand-up
- Sprint Demo
- a sponsors or team members' personalities and traits
- what the developers think is user friendly
- real people, archetypal users, or composites of multiple users
- descriptions of the product's functionality and use
- It is a library of coding patterns.
- It is a software testing strategy.
- It is a standard for interface design.
- It is a model for skill development and mastery.
- Responding to change is more valuable than following a plan.
- Documenting requirements up front is more valuable than at the end.
- Following the plan is essential for not going over budget.
- Contract negotiation should be used to settle disputes.
- It specifies core working hours.
- It clarifies the reporting relationships on the team.
- It defines the culture that the team aspires to achieve.
- It compiles everyone's information.
Q49. What is the name of the information radiator that has multiple columns used to visualize the flow of work?
- Work Flow Indicator
- Value Stream Map
- Story Map
- Kanban Board
- They are a relative measure of the effort needed to complete a story.
- They a measure of development time only, test time is considered separately.
- They are a relative measure of the value of a story.
- They are a measure of time to complete a story.
- It is technique for two or more teams working together coordinate their efforts.
- It is another name for the Scrum Master Community of Practice.
- It is an information radiator used to compare the velocity of several teams.
- It is the system demo for teams on the same release train.
- The PO must identify the intended users of the features on the backlog.
- The PO is responsible for estimating the size of the total.
- The PO must identify the dependencies that impact the backlog.
- The PO decides what to include in the backlog and what to exclude.
- It assigns developers to other teams in order to eliminate personality conflicts.
- It improves the functionality of the product,
- It recalibrates the success criteria for the product in the marketplace.
- It improves the design, which can lead improved development efficiency and maintainability.
- Learn about new requirements.
- Learn feature suitability.
- Learn about feature usability.
- Learn about feature estimates.
- a list of KPIs for the team
- a list of overdue action items
- the task board
- a highly visible display of key performance data
- minimize change requests
- satisfy the customer
- get the job done on time
- achieve the desired ROI
Q57. Product development organizations sometimes use descriptions of archetypal users and their values so that developers can design the system to meet their needs and wants. What are these descriptions called?
- actors
- roles
- agents
- personas
Q58. The Product Owner is focused on testing a new system concept in the marketplace as quickly and inexpensively as possible. What is this first-generation product called?
- preproduction version
- focus group demonstrator
- Generation 1 product
- minimum viable product
- the Quality Manager
- the Product Manager
- the Scrum Master
- the Engineering Manager
- The team delivers no story points in that sprint.
- The team does regression testing prior to release to production.
- The team prepares to work on the product backlog.
- This is the time to inspect and adapt.
- The story meets the INVEST criteria.
- The team has completed all of the work in its Sprint.
- The story has been handed off to the DevOps team.
- The team has agreed on the criteria for story completion.
- its cost
- its licensing terms and conditions
- its benefits
- its features
- a meeting scheduler
- a record keeper
- a project manager
- an Agile coach
- mitosis
- story slicing
- disaggregation
- Divide and Conquer
- Bring the complaint to the other person and try to resolve the issue.
- Ask them to talk to the other person and try to work it.
- Notify HR of the problem and ask them to handle it.
- Invite both people a meeting and try mediate the conflict.
- the Tuckman model
- the Standard Team model
- Moore's Team Framework
- the Siebert model
- Sprint Retrospective
- Sprint Review
- Next-Sprint Planning
- Velocity Confirmation
Sprint Retrospective: Reflect on the previous sprint, discuss what’s working well, what could be improved, and how to improve it to be more productive.
Source Sprint Review: Discuss what has been accomplished during the sprint and whether the sprint goal has been met.
- continuous delivery
- comprised of the teams within a program
- DevOps Center of Excellence
- Scrum of Scrums
Q69. As an Agile coach, what should be your attitude toward your team members individual goals and motivations?
- Understand them—try align personal motivations with the team's progress toward the project goals.
- Nurture them-goals are the reason why people want to be at work.
- Disregard them—personal views have no bearing on reaching the project goals.
- Leverage them—use personal goals encourage team members raise their performance levels.
- self-directed
- self-managed
- self-sustaining
- self-organizing
- MoSCow
- Kano
- WSJF
- Kaizen
- The story has been tested end is ready for release to production.
- The story is ready to be brought into a sprint.
- The stakeholders are ready to discuss their requirements for story.
- The team has completed sprint 0 and is ready to work.
Source Definition of Ready means that stories must be immediately actionable. The Team must be able to determine what needs to be done and the amount of work required to complete the User Story.
- Centralize decision-making
- Apply systems thinking
- Take an economic view
- Unlock the intrinsic motivation of knowledge workers
Source: Underlying principles of SAFe
- The chance for rollback is high
- It typically requires a high degree of automation
- Backward compatibility may be jeopardized
- The administrative costs are high
- It is an inventory of the team's knowledge and skills that is used to plan the work that they do.
- It is the number of teams that a Team Facilitator can support concurrently.
- It is an adjustment to velocity, used in Spring Planning, to account for reduced availability of team members during the upcoming sprint.
- It is the maximum number of stories that will be allowed in a sprint.
- Celebrate Success.
- Embrace servant leadership.
- Remove impediments
- Estimate story points.
Q77. The team is complaining that they send request for clarification to the Product Owner, but these requests go unanswered. What action should you take?
- If there is a question about story, tell the developers to use their best judgement, avoid delay, and discuss the issue in sprint review.
- Send a note to the Product Owner saying the delays in completing the work will be their responsibility, not the team's.
- Develop a service-level agree (SLA) that defines certain response times for different types of request and ask the Product Owner to sign off on it.
- Schedule a problem-solving session with the Product Owner and the other team members.
- Frequent delivery of working software
- Respect for people and culture
- Courage
- Sustainable pace
Source Two pillars are (1) Continuous Improvement, and (2) Respect for People.
- They are strategies for delivering customer value.
- They were pioneered by Toyota.
- They are strategies for discovering what the customer wants.
- They are derived from statistical process control.
- A description of what an actor wants to do in order to accomplish a goal
- A description of archetypal users so the developers can make the solution user-friendly
- A report from the field about a user's experience with the product
- The Agile term for a requirement
- The stories were discussed and each had a story point estimate assigned.
- The team gave feedback to the Product Owner about the acceptance criteria.
- The team decided what stories should be developed within the same sprint.
- The team made a preliminary plan for which stories will be completed in the next quarter.
- The number of story points delivered during a sprint
- The average waiting time for a story on the sprint backlog
- The average wait time for a story to move from the product backlog to the sprint backlog
- The time it takes a developer to complete a story divided by its relative value
- The budget for the product.
- The underlying technology of the product.
- The development team's strengths and weaknesses.
- The business context for the product.
Source A Scrum Team has 3 roles - Product Owner, Scrum Master and Developers. All 3 roles generate Value in their own contexts; however, it is the Product Owner who maximizes the Value from a product or business context.
- It was written via crowdsourcing and its authors are unknown.
- It has been translated into dozens of languages and used around the world.
- It was written in 2001 and is obsolete.
- It was first published as part of Jim Highsmith's doctoral thesis.
Q85. The team is not going to complete its Spring Commitment. As the Team Facilitator, what should you do?
- Ask the PO to extend the sprint.
- Advise the PO as soon as possible.
- Report this at the Sprint Review.
- Point out the reasons why and collaborate on solutions.
- technical tasks
- actors and actions
- Who, What, Why
- threads
- Every member of the team can make changes to any part of the code as necessary.
- If someone is at fault, then the whole team is at fault.
- The team shares equally in the profits that the product generates.
- The team, not the individuals, receive performance evaluations.
Q88. According to the Agile Manifesto, how often should developers and business people work together?
- as often as needed
- biweekly
- daily
- weekly
- design for testability
- test-driven development
- unit testing
- test then code
Q90. The team is not going to complete its Sprint Commitment. As the Team Facilitator, what should you do?
- Ask the PO to extend the sprint.
- Report this at the Sprint Review.
- Point out the reasons why and collaborate on solutions.
- Advise the PO as soon as possible.
- cross-functional
- jack-of-all-trades
- apprentice developer
- generalizing specialist
- It has been discredited because it is too expensive.
- In pair programming, two developers share one computer and take turns at the keyboard.
- It is a great way to teach someone who is new to the team.
- The code produced by two developers who are collaborating is typically higher quality than if they were working alone.
- have better focus and longer attention spans
- are more goal oriented
- tend to be more resilient
- are more afraid of failure
- Move people's workstations around in the team room to create new social possibilities.
- Ask the team if they would like to do something recreational together and offer to organize it.
- Tell the team that you see this as a problem and ask them to solve it.
- Since no one has come to you with a complaint, assume that the limited interaction works for everyone.