Domain 1 agile principles and mindset - test questions

1. Who updates the product backlog and ensures the user stories are refined?

The product owner

The Scrum master
The project manager
The development team
The scrum team

2. What is the difference between the sprintburn down and product burn down chart?
(Choose 3)Select one or more:

The sprint burn down only shows the work completed in the sprint
The sprint burn down can include other teams’ results
The sprint burn down shows the work left to be done during the sprint
The product burn down shows the work left to be done after each sprint

3. The development team is made up of:Select one:

Developers and testers

Scrum Master, Product Owner,developers and testers
Anyone who is required to produce an incremental releasable product
Management, Scrum Master,Product Owner, developers and testers

4. Inspections must always be carried out by: Select one:

The product owner

The whole team
Pairs of people
Skilled inspectors

5. Who should attend the sprint retrospective? Select One:

All team members

All team members and the customer
Only the development team and scrum master
All stakeholders and team members

6. What is the time box for a Sprint? Select one:

Always 6 weeks
Whatever time period gives the least risk
Always 4 weeks
Between 2 and 4 weeks
7. The Scrum Master responsibilities include? Select one:

Identifying organisation impediments

Coaching the product owner
Removing team impediments
Facilitating the team
All of the options
Coordinating with other Scrum Managers

8. The Scrum Master is responsible for checking Scrum processes are adhered to?
Select one:

False
True

9. A product owner can be described as: Select one:

A project manager
A requirements analyzer
A stakeholder manager
A scope protector

10. What can you tell from a burn down chart? Select one:

The rate of progress in terms of story points

The rate of progress in terms of money spent
The rate of progress in terms of value added
All of the options
The predictability of the team
The velocity of the team

Domain 2 - Value Driven Delivery Practice Test Questions

1. Question1
Two team members have different opinions about what needs to be built to
meet the customer’s requirements. This is probably an example of <what>.
The definition of done.
Divergence.
The gulf of evaluation.
Pair programming.

2. Question
A sponsor wants to evaluate a proposed three-year project against two
proposed one-year projects. Which financial metric would be most helpful?

NPV.
ROI.
MMF.
Velocity.

3. Question
The sponsor is trying to determine which project has the greatest business
value – one that returns $4m in three years or one that returns $5 in four
years. The interest rate is 5 percent for borrowing capital to develop the
projects.

Select the $5m in four years project, since it returns the highest amount.
Select the $4m in three years project, since it has the shorter payback period.
Calculate the NPV of the projects, and choose the project with the highest
value.
Calculate the NPV of the projects, and choose the project with the lowest
cost.

4. Question
What isn’t one of the practices your team can use to ensure they get feedback
about the product being built?

Pair programming.
Releases.
Wideband Delphi.
Stand-up meetings.
5. Question
Your team is developing an online game that will have three beta releases
before launch. Which feature would not be included in the first beta release?

Beta player sign-up and login interface.

Password authentication.
Refer-a-friend marketing campaign.
Options for giving feedback to developers.
6. Question
Your team has high levels of work in progress, and you are explaining to them
why that is a problem. What isn’t one of the issues you mention?

It hides efficiency and throughput issues.

It confuses the team members' roles.
It doesn't deliver any return.
It increases risk and potential rework.

7. Question
The contractor on your project doesn’t understand the team’s agile approach.
As a team coach, what should you do?

Request that PMO provides a week-long agile workshop for all potential
contractors.
Ask the product owner whether educating this contractor is a project
requirement.
Gather the team to discuss the contractor's role and decide how much they
need to know about agile.
You don't need to do anything, since the contractor isn't on the delivery team.

8. Question
What is the main purpose of imposing limits on work in progress?

To optimize throughput.
To minimize resource allocation.
To visualize lead time.
To balance workflow.
9. Question
The sponsor wants to use earned value metrics to measure the team’s
progress. You remind her that:

The team prefers to use information radiators.

The project plan isn't finalized yet.
We need to establish a stable velocity first.
Earned value metrics won't reveal whether the product is meeting the users'
needs.

10. Question
You are working on a software development team that follows a test-driven
development process. The sequence of activities you would undertake is:

Write code, write test, refactor.

Write test, refactor, write code.
Write test, write code, refactor.
Write code, refactor, write test.

Domain 3 - Stakeholder Engagement Practice Test Questions

1. Question
Which of the following items can your team use to help visually show what a
viable product or service might look like in a type of low-fidelity prototype?

A definition of done.
Approval from the product owner to create user stories.
A well-planned strategy to accomplish project goals.
A wireframe with a breakdown of the product needs.

2. Question
Juliette is a Product Owner on a Scrum project in a healthcare organization.
She was called into a meeting with a steering committee made up of her
company’s senior managers because she decided to include a planned health
privacy feature in the most recent Sprint. At the meeting, the senior managers
told her in the future that she must consult with the whole committee before
making business decisions like that. Which of the following BEST describes
Juliette’s role?

She is in a servant-leadership role.

She is not committed to the project.
She needs to concentrate on focus and courage.
She does not have the authority to adequately fill her Product Owner role.

3. Question
Your organization is working to determine a project to charter officially, and it
is looking at various financial information for project selection. Which
technique contains the most information necessary to make a final decision?

Project charter.
Internal rate of return (IRR).
Net present value (NPV).
Payback period.

4. Question
Which of the following is NOT a tool for providing stakeholder transparency in
an agile team?

Information radiators.
Feature demos.
Task boards.
Net present value.

5. Question
During a user story workshop, your customer says, “As a customer, I want a
web page so that I can do business.” Is this considered an effective user
story?

No, because it isn’t specific and therefore not testable.

No, because it doesn’t follow the structure of a user story.
Yes, because it follows the structure of a user story.
Yes, because you will work through the details later.

6. Question
You have collocated your team, and during the day the team discusses the
things they have learned, what they are working on, and various solutions to
issues they confront. Even though not everyone contributes to every
conversation, they are picking up the information. This information can be
internalized or thrown away depending on the individual’s need for that
information. This is known as which one of the following?

Tribal knowledge.
Osmotic communication.
Tacit knowledge.
Team knowledge.

7. Question
You are an agile practitioner on a newly created Scrum team. As part of the
preparation for the team’s first sprint, you meet with some of the stakeholders
for the product you’re going to build to understand their objectives. In that
meeting, the group creates a list of features categorized as “Must have,”
“Could have,” “Should have,” and “Won’t have.” What is the BEST way to
describe the method of prioritization they’re using?

Relative prioritization.
Stack ranking.
Kano analysis.
MoSCoW.

8. Question
Kelly and Jim are working together on an architectural spike to help determine
what process they will use. They have come to you as their Agile manager and
expressed some frustration with the process. If you are practicing active
listening, what would you be thinking as they expressed themselves?

“Kelly and Jim are upset. I need to help them find a solution.”
“I’ll need to jump in and see if I can help them fix this.”
“Kelly and Jim are upset, and they need my help.”
“Kelly and Jim are really upset. I’d better get other team members involved to
get all of the information.”

9. Question
Julie is working on a team that’s using Kanban to improve their process. Every
day they put index cards on a board to show how many features are in each
state of their process. Next, they add up the number of features in each
column on the board and create an area chart that shows those totals over
time. What tool are they using?

Cumulative flow diagram.

Task board.
Burn down chart.
Burnup chart.
10. Question
Which of the following is an example of collective commitment?

Everyone on the team feels personally responsible for delivering the entire Increment, not just their
individual parts of it.

Everyone on the team always stays late and often works weekends.

Everyone on the team is responsible for delivering an important part of the project.

Everyone on the team participates in the Sprint Planning and retrospective meetings.

Domain 4: Team Performance test Questions

Q. 1
A junior team member new to agile has joined an existing team. How should an
agile practitioner respond?
answer choices
Pair this person with a more senior team member
Provide coaching to the new team member in order to help him to contribute
Pair this person with another junior team member
Assign this person some minor tasks before letting them on work that is more
important

Q. 2
A new developer has joined an agile team in the middle of a project execution.
During the tour of the work area, the scrum master gave a brief overview of the
agile practices used by the team and introduced the new developer to the team
members. What should the scrum master do next?
answer choices
Set up a project kick-off meeting to introduce the new developer

Let the team members introduce the project to the new developer
Assign the new developer a project task that they can easily accomplish
Ask the new developer to read the team’s ground rules and processes

Q. 3
A business expert has unique and relevant knowledge for the project. An agile
leader has asked a business expert to sit in the same area as the development
team for the duration of the project. The manager of the business expert has
refused since the business expert is also required to be elsewhere to perform
other day-to-day duties. What should the agile leader do next?
answer choices
Request that another business expert to assigned, one who is willing to sit with
the development team
Escalate this issue with the product owner and senior management since the
team has to be collocated
Engage the business expert to commit in regular, daily collaboration with the
development team

Q. 4
A few months ago, the members of the delivery team seemed to be arguing
constantly, and they needed a lot of guidance from their team leader. But now
they seem to have worked through their issues and their team leader isn't as
involved on a daily basis. What has changed?
answer choices
The team moved from the Storming stage to the Norming stage.
The team leader moved from the Directing style to the Coaching style.
The team leader moved from the Supporting style to the Coaching style.
The team moved from the Storming stage to the Performing stage.
Q. 5
Due to a limited budget, the scrum technical lead is also acting as product owner.
Before the first sprint, the technical lead worked with senior management to
develop user stories. At the product demonstration after the first sprint, senior
management was disappointed as the product was not as expected. What is the
technical lead’s best course of action in this situation?
answer choices
Ask the scrum master to take over the product owner responsibilities since they
have the most agile experience on agile projects
Distribute the product owner responsibilities among the team members since this
is an acceptable practice for self-directing teams with generalizing specialists
Ask senior management to provide a dedicated product owner to reduce
potential misunderstanding between the development team and senior
management
Continue to fill the role of product owner since this is an acceptable practice for
self-directing teams to reduce team size and bottlenecks

Q. 6
The agile practitioner has determined that two different team members are
working on addressing the same major issue on the project. How should the agile
practitioner address this?
answer choices
Implement a burnup chart and add the issue resolution as a task to the product
backlog for the customer to prioritize
Add the issue to the kanban board and assign it to the team member who has
made the most progress on resolving it.
Conduct a root-cause analysis on the issue and identify related risks and risk
response owners at the next retrospective.
Document all project issues in a common space and ask the team members to
decide on task allocation principles.

Q. 7
Your team is five iterations into a project that is planned to have two releases of
eight iterations each when the product owner suddenly barges into the team
space and says he needs to know right away whether the team will deliver all the
features on time for the second release date. He's done this before, and you're in
the middle of debugging a tricky part of the user interface, so you just respond
curtly :
answer choices
"The task board you're standing in front of clearly shows that we're on track."
"Why don't you turn around and check out our burndown chart?"
"We committed to that date; what makes you think there's a problem?"
"We already gave you that information in yesterday's daily stand-up.

Q. 8
A few days before the end of an iteration, agile team members have faced a
technical issue that may cause them to miss the iteration goal. They requested
their agile coach to help them resolve the issue, knowing that the coach had the
required knowledge from their previous experience as a senior developer. What
should the agile coach do FIRST?
answer choices
Help the team resolve the issue
Let the team resolve the issue
Resolve the issue for the team
Consult with the product owner
Q. 9
A development team, new to scrum, questions the need to collect metrics on
team performance. While team members understand velocity and burn down,
they feel that once velocity becomes settled it is needless to keep track. What
should the agile coach tell the team?
answer choices
Continuing to track velocity allows functional managers to assess whether or not
the team is performing at the desired rate.
The trends will show how the team performs against other scrum teams in the
organization.
Tracking velocity will provide a baseline for the team to see how their continuous
improvement efforts are working.
Tracking velocity will document and communicate team health to the
stakeholders.

Q. 10
You and Joe have clashing personalities, and you’ve heard he's been gossiping
about problems with the project. What would be the best way to get him
motivated?
answer choices
Ask him what he thinks is wrong and assign him to lead a spike to explore a
solution.
Meet with him privately and tell him to shape up and become a better team
player.
Make him "ScrumMaster for a week" so he can try his solutions and see that it
isn't as easy as he thinks.
Give him more challenging responsibilities since he seems to be bored and
unfocused.

Domain 5: Adaptive Planning

Q. 1.
A large agile project is being carried out by multiple teams located in different
areas of the country. The organization is concerned that the risk of a natural
disaster may negatively affect the project schedule.
What response should an agile practitioner recommend to this risk?
answer choices
A. Adding project buffers to accommodate for uncertainty
B. Communicating about the risk at daily standup meetings
C. Increasing velocity to get more work done before the risk occurs
D. Adding another team in a different location in the country

Q. 2.
During an estimation meeting, the team was unable to reach consensus about the
level of effort required to implement a high priority very complex feature with
many technical unknowns.
What is the best way to handle this situation?
answer choices
A. Remove the feature from the product backlog until it can be discussed with the
product owner
B. Assign the feature the highest value of story points identified in a planning
poker session
C. Allow time for a spike to be performed
D. Have the team leader estimate the effort for the feature

Q. 3.
During an agile project chartering session, the project stakeholders were
developing a product vision and created two artifacts. The first one was the vision
box. The second one was just a couple of sentences that indicated the target
customer, the key benefit, and competitive advantage.
What was the second artifact created by the project stakeholders?
answer choices
A. Project charter
B. Project elevator statement
C. Business case
D. Statement of work

Q. 4.
An XP development team discusses the size of the software release to be
delivered in each iteration by their new project.
What advice should an agile practitioner give to the team?
answer choices
A. Deliver small releases to demonstrate progress to the customer and
stakeholders
B. Deliver large releases to provide as much value to the customer as possible in
one iteration
C. For small projects deliver small releases, for big projects use large ones
D. For small teams deliver small releases, for large teams use large ones

Q. 5.
A company was contracted by a sponsor to deliver a project using agile best
practices. The sponsor chooses to pay the company each time a new product
increment is successfully delivered and accepted.
What is the best type of contract to be used between the sponsor and the
contracted company in this case?
answer choices
A. Not-to-exceed with fixed-fee
B. Fixed scope with incremental delivery and payment
C. Fixed price, fixed scope
D. Incremental delivery with payment on incremental acceptance

Q. 6.
The acronym INVEST is used as a checklist to evaluate user stories for quality. An
agile coach is explaining INVEST to their team.
What is a characteristic of a good user story for the team to aim for using the
INVEST model?
answer choices
A. "I" for iterative (developed over time)
B. "I" for independent (of all other user stories)
C. "I" for incremental (occurring over a series of gradual increments)
D. "I" for interdependent (associated with related user stories in the iteration)

Q. 7.
Which of the following is considered a benefit of using iterative adaptive planning
on an agile project?
answer choices
A. Eliminating project risk and uncertainty
B. Supporting a project where the scope is fixed, and time and cost are variable
C. Predicting specific project milestone dates
D. Minimizes the chance that the plan will not meet the needs of the customer

Q. 8.
During a sprint planning meeting, the scrum team is arguing over 115 story points'
worth of user stories that the product owner is pushing to be completed in the
upcoming sprint. However, the development team’s average velocity is only 100
story points.
Who makes the final decision on how many story points will be targeted for
completion during a sprint?
answer choices
A. The project manager
B. The development team
C. The scrum master
D. The product owner

Q. 9.
The agile team coach receives an email request for a copy of the project
management plan. How should the team coach respond to this request from a
stakeholder who is unfamiliar with agile?
What will the participants be most likely doing at this meeting?
answer choices
A. Send the stakeholder a story map or project roadmap
B. Explain the adaptive planning approach used by agile projects
C. Suggest the stakeholder attend an iteration retrospective and ask their
planning questions
D. Ask the product owner to address the stakeholder's questions

Q. 10.
An agile team and stakeholders are discussing the product to be developed in
their upcoming project. They arranged user stories on a whiteboard using sticky
notes by placing the essential functions from left to right across the top of the
matrix, and by descending order of priority from top to bottom.
Which of the following visual tool did the project stakeholders use?
answer choices
A. Story map
B. Prioritized product backlog
C. Product roadmap
D. Regression backlog plan

Domain 6: Problem Detection and Resolution Test Questions

Q. 1
How should an agile team view failure?
answer choices
A. Failure represents a missed opportunity since it's a sunk cost.
B. Failure represents work yet to be done.
C. Failure is better when it occurs early rather than late.
D. Failure is acceptable at the last responsible moment.

Q. 2
At the retrospective meeting, an agile team has been discussing their process to
respond to a recent security attack that caused significant damage to one of their
enterprise customers. The team concluded that they failed to address the issue
properly. Which of the following actions was the most likely reason for the team's
failure?
answer choices
A.The team listened to the customer describing the security attack issue before
responding to the customer.
B. The team spent time looking for an innovative and unique solution rather than
using an existing approach.
C. The team copied some of the security attack solutions from another team who
dealt with a similar project in the past.
D. The team learned about the latest trends in security and privacy issues even
though it was not their area of expertise

Q. 3
Which of the following is true about lagging metrics?
answer choices
A.Lagging metrics indicate how soon users can gain value from a new release.
B.Lagging metrics cannot be used in a feedback loop
C. Lagging metrics show team progress to the management
D. Lagging metrics include the number of story points that have to be moved to
the next iteration.

Q. 4.
A company's senior management has realized that although a lot of work is being
accomplished by their agile development teams on various projects, few product
components are being delivered. The company has hired an experienced agile
practitioner to examine the company's practices. The agile practitioner
determined that the teams are having challenges with their throughput. Which of
the following might have the agile practitioner identified as a cause of the
throughput issue?
answer choices
A. Reduction in the number of projects
B. Increased staffing on projects
C. Assigning dedicated staff to projects
D. Allowing staff members to multitask

Q. 5.
A manufacturer wants to use lean practices to reduce waste and improve its
processes. Which of the following strategies should the company focus on to
reach these objectives?
answer choices
A. Train employees to get their work done as early as possible
B. Encourage employees to review their processes for possible optimization
C. Organize lean manufacturing workshops for the employees
D. Coach different departments to resolve their own issues

Q. 6.
A project team is using a risk-adjusted backlog to compare the value of addressing
the existing project risks and the business value of the product's features. The
team has estimated a dollar value for delivering the product features. Which of
the following should they use to determine the value of addressing project risks?
answer choices
A. Internal rate of return (IRR)
B. Net present value (NPV)
C. Expected monetary value (EMV)
D. Expected monetary value (EMV)

Q. 7.
Which of the following is false about how agile teams should approach testing to
reduce the defect rate?
answer choices
A. Accomplish as many tests as possible
B. Execute tests as early as possible
C. Perform as few unit tests as possible
D. Test in a continuous integration environment

Q. 8.
During a meeting, the agile coach proposed that the team implement a defined
process for reporting defects on their online tracking tool. Since the team
members were well familiar with the tool, they by consensus agreed that they did
not need to waste their time discussing this matter. The agile coach opposed,
arguing that it was a major risk not to have a defined process. What is the best
course of action for the agile coach?
answer choices
A. Wait and see if the team experiences fast failure
B. Document defects tracking standards
C. Praise the team for their choice
D. Force the team to use the tool

Q. 9.
Three hours before the end of the sprint a major bug was found in one of the user
stories’ code. What is the next logical step the team should take in keeping with
agile best practices?
answer choices
A. Have the team swarm on the user story to get it completed before the sprint
review meeting
B. Do not demonstrate this portion of the user story during the sprint review
meeting
C. Cease work on the user story and at the sprint review meeting indicate that it
was not completed
D. Wait until after the sprint review meeting and fix the bug only if found by the
customer during their testing

Q. 10.
A company has recently lost a significant number of customer accounts due to its
software products' poor quality. An agile practitioner reviews the development
process and concludes that technical debt was the main cause of poor quality.
Which approach would the agile practitioner least likely recommend to improve
the quality of upcoming projects?
answer choices
A. Maximizing technical excellence through good technical design
B. Including technical debt reduction user stories in the backlog
C. Implementing software code refactoring best practices
D. Ensuring quality through the use of automated testing tools