ACP Questions Examtopic

Question #500
Your project management office (PMO) has suggested your project could benefit from self-assessment
work at the next retrospective.
Which of the following benefits would they most likely be looking to achieve from a self-assessment?
A. Assess compatibilities for pair programming assignments
B. Improve personal and team practices
C. Identify personal traits for human resources counseling
D. Gain insights for salary performance reviews
Question #501
The definition of an Epic can be written using the acronym CURB. What does CURB stand for:
A. Create/Update/Replace/Big
B. Compound/Unknown/Risky/Basic
C. Complicated/Unusual/Really/Big
D. Complex/Unknown/Risky/Big
Question #502
The Japanese terms for an Agile developmental mastery model is:
A. Kaizen
B. Muda
C. Sashimi
D. Shu-Ha-Ri
Question #503
Which development mastery model of skill acquisition lies in helping the teacher understand how to
assist the learner in advancing to the next
level?
A. Shu-Ha-Ri
B. Kaizen
C. Tuckman
D. Dreyfus
Question #504
Which of the following is not part of Agile Discovery?
A. Document business outcomes that are quantifiable and measureable
B. Outline a plan for the technical and business architecture/design of the solution
C. Describe essential governance and organization aspects of the project and how the project will be
managed
D. Define the tasks that the team will perform during an iteration
Question #509
What is the Japanese business philosophy focused on making constant improvements?
A. Shu-Ha-Ri
B. Sashimi
C. Aikido
D. Kaizen
Question #510
Which of the following is an Agile improvement technique to address issues continuously, e.g. after daily
stand-up?
A. Retrospectives
B. Verification Sessions
C. Intraspectives
D. Futurespectives
Question #511
Stakeholders are displeased with the latest release of a product's software. While most stakeholders
attended every sprint review, they were
otherwise largely uninvolved in the project.
What should the agile practitioner have done to ensure stakeholder satisfaction?
A. Communicated early and often, as outlined in the communications matrix
B. Ensured engagement among stakeholders and the product owner
C. Conducted additional stakeholder reviews and demos
D. Worked with the product owner to prioritize user stories
Question #512
During the iteration planning of a newly onboarded agile team, the product owner adds a set of high
priority user stories into the iteration backlog.
What should the team do first to define the tasks needed to implement the user stories?
A. Self-organize
B. Assign tasks to each team member
C. Meet with the customer
D. Identify the Scrum Master
Question #513
A product owner for two highly visible projects spends a great deal of time meeting with and reporting
to senior stakeholders. The product owner
is overwhelmed because both project teams request clarification on the requirements and the overall
priorities.
What should the agile project manager do?
A. Provide both project teams with the highest priority needs
B. Request the project teams' questions in writing prior to the next meeting
C. Facilitate a meeting with each team and the product owner to find a solution
D. Provide both teams with each project's documentation
Question #514
An executive sponsor of a new scrum team actively attends scrum ceremonies.
How does this benefit the team?
A. It helps the team to focus on and meet sprint goals
B. It reminds the team about who sponsors the project

C. It provides high-level project updates to the sponsor
D. It helps to quickly resolve issues using the sponsor's influence
Question #515
An organization initiates a pilot project to introduce agile methodology for the successful delivery of
projects.
What should the project manager do to share this project's knowledge and learning with wider
organizational business groups?
A. Invite people from across the organization to attend daily stand ups
B. Invite people from across the organization to attend retrospectives
C. Invite people from across the organization to attend the release meeting and project retrospectives
D. Regularly meet with people across the organization to share the project's lessons learned and best
practices
Question #516
The product owner of a team starts the iteration review with a quick walkthrough of the iteration goal,
the list of planned stories with status, and a
demo of all the stories to the business.
What should the product owner have done differently?
A. Demonstrated only the completed stories and seek stakeholder feedback
B. Presented the budget situation and review the cost variance
C. Reviewed the test results to gain confidence from the stakeholders
D. Presented a demo of all the stories including the work in progress stories
Question #517
On an agile project, some of the development team is struggling to understand how the tasks and user
stories fit into the overall product.
How should this be addressed?
A. Review the iteration goals and have the team each describe the work to create shared understanding
B. Create a story map for the minimal viable product (MVP) functionality
C. Capture this as a task in the retrospective and ensure there is more detail provided at the next
planning session
D. Have the product owner explain the product vision and review the release plan with the team
Question #518
A project team realizes that an important task on the iteration backlog will take more time than
originally estimated.
What should the project team do?
A. Continue working on the task until it is completed
B. Remove the task owner from the project team
C. Add resources to reduce time to task completion
D. Stop working on the task and include it in the next iteration
Question #519
During a review session, a customer representative is concerned that a story fails to satisfy the scope of
work. However, the product owner
declares that the scope of work is complete.
What should be done with this story?
A. Mark it as incomplete and prioritize it for the next sprint
B. Mark it as complete, since the product owner has the final say
C. Discard it and create a new story for the remaining scope of work
D. Mark it as complete, since the team completed the scope of work
Question #520
While struggling to take ownership of delivery, an agile team fails to keep up with its sprint
commitments.
What should the agile coach do?
A. Work with the sponsor to develop team expectations
B. Provide the customer with a list of deliverables and obtain agreement
C. Encourage the team to more frequently interact with all stakeholders

D. Work on finishing upfront product design rather than comprehensive documentation
Question #521
Midway through a sprint, a team member discovers that the product design fails to adhere to the
organization's enterprise architecture standards.
Since this required escalation to the architecture team for further analysis and resolution, the team was
unable to deliver its sprint goal and the
sprint was cancelled.
What should the team have done to avoid this?
A. Escalated the issue to management
B. Ensured the early engagement of key stakeholders
C. Provided feedback to the architecture team to change the enterprise architecture standards
D. Raised an exception for non-adherence to the enterprise architecture standards for this product
Question #522
A project's first iteration contains item A, and its second iteration contains item B. The first iteration is
behind schedule, which will impact the
second iteration.
Since items A and B are similar, a team member suggests beginning the design of item B.
What should the agile practitioner do?
A. Defer starting the design of item B until the second iteration is being planned
B. Proceed with the design of item B, since it will hasten the second iteration
C. Escalate the issue to the customer, and obtain their approval before starting the design of item B
D. Log the issue in the risk register, and request change control board (CCB) approval
Question #523
During a team meeting, members who are subject matter experts (SMEs) mention that they are
continuously working on repetitive tasks, which
has lowered motivation.

A. Organize a team-building activity to improve team morale
B. Have team members work in pairs to learn from each other and develop new skills
C. Ask team members to perform a value stream analysis of their activities
D. Add more resources to the team to help with the tasks
Question #524
An agile team is working on a new product. To ensure that all unknown issues are clarified before
committing to the scope, the team plans to work
only on spike user stories for the next three sprints.
What should the agile coach do in this situation?
A. Ensure that the spikes identify the risks early in the project to increase the chances of success
B. Ensure that the business sponsor accepts the proposal and agrees to fund the additional spike sprints
C. Recommend that, in the first sprint, user stories with higher priority be executed in addition to the
spike
D. Support the decision, because release planning will be improved, and the product backlog can be
better groomed after all spikes are
executed
Question #525
A product owner feels that the last sprint failed to sufficiently deliver what was valuable to their
organization's overall project goals.
What should the scrum master mention at the next retrospective?
A. Solutions to project problems that were built into the last sprint
B. Problems that arose
C. Solutions that saved the organization the most time and money
D. Problems that were solved
Question #526
The product owner of an agile project is frustrated because the team is unable to deliver as many
features as expected. The product owner asks
the team to reduce test-automation levels, since the quality assurance team will test the product at
project completion. The product owner
expects that more features will be delivered in each iteration using this approach.
A. Ask the opinion of key stakeholders and the client to ensure the correct approach is being used
B. Work with the team to use this approach, and request a quality assurance iteration after every three
iterations
C. Propose to completely eliminate test automation, since this is a quality assurance function
D. Suggest merging the quality assurance and delivery teams to enhance each iteration's test-
automation levels and reduce redundancy
Question #527
An agile team is under pressure to deliver an application. The product owner anticipates many change
requests from customers once the product
is released.
What should the agile team do?
A. Demand frequent product reviews by the product owner
B. Continuously work with the product owner to do backlog refinement and product reviews
C. Have the product owner provide detailed requirement specifications to ensure the proper features
are delivered
D. During the planning session, ensure the team is committed to deliver within the specifications
Question #528
A team using Kanban identifies that their cycle time has significant variation. After brainstorming, the
team determines that the root cause is the
stories' varying sizes and risks.
What should the team do?
A. Reduce work in progress (WIP) limits to accommodate slack for riskier stories
B. Create a triage step on the Kanban board to pre-identify risky stories
C. Set a policy to break down stories larger than a specified complexity, then adjust the WIP
D. Create a dedicated overflow swimlane on the Kanban board for stories that are too large
Question #529
A seven-member agile team's composition varies considerably in age, gender, culture, personality type,
and professional background.
When planning a team-building event, what type of interpersonal skills should the project leader use?
A. Networking
B. Social awareness
C. Communication
D. Leadership
Question #530
Trend analysis shows that velocity is significantly higher than predicted and the release can be
completed one month ahead of schedule. The
team recommends changing the end date to reflect this.
A. Jointly meet with the team and product owner to discuss options and determine the end date
B. Announce that the team has exceeded the predicted velocity, and that the end date will be earlier
than planned
C. Ask the product owner to include additional features in the product backlog, then replan subsequent
iterations
D. Ask the team to decrease velocity to meet contractual obligations and document this decision
Question #531
During a sprint review, the product owner identifies a required improvement for a feature's user
interface (UI) delivered during the sprint.
What should the product owner do next?
A. Create a user story for this new improvement and put it in the product backlog for prioritization and
validation by the customer
B. Create a user story for this new improvement and prioritize it for the next sprint
C. Document it as a requirement creep

D. Ask the team to take on additional story points to improve the UI
Question #532
A newly formed scrum team wants to foster an environment of transparency and experimentation. The
team decides to use a Kanban board to
record and track encountered impediments. Emphasis is placed on how issues are resolved and the
strategies for preventing them in the future.
Over time, what will be the result of this approach?
A. Kaizen
B. Specific, measurable, assignable, realistic, and time-based (SMART) goals
C. Key performance indicators (KPIs)
D. Muda
Question #533
An agile coach is assigned to help a project team that was recently co-located close to a very popular
business. Many team members visit this
business during working hours which affects team performance.
What should the agile coach do to mitigate this issue?
A. Speak with the functional managers and come to an agreement that will resolve the issue
B. Explain to functional managers that too much control will inversely impact team morale
C. Meet with the team to discuss the issue and identify specific actions to reduce or eliminate the issue
D. Inform the team there will be penalties to anyone who visits that business during working hours
Question #534
During a planning session, four out five team members vote to include eight story points in a particular
story, while the fifth member votes for five
story points.
How should this be handled?
A. The story should be assigned eight story points as per the majority vote
B. The story should be added to the backlog and reassessed later

C. The story should be assigned points after a discussion with the fifth team member to see if a
consensus can be reached
D. The decision for the number of story points should be made by the customer
Question #535
When a team member encounters an issue in an agile environment, what should they do?
A. Limit communication between the team members and the customer to prevent unnecessary anxiety
B. Manage communication between all team members and the customer to promote effective and
transparent collaboration
C. Manage communication between a few team members and the customer so that they may convey
information to other team members
D. Facilitate one-on-one communication between team members to reduce conflict and inefficiencies
Question #536
During sprint planning the product owner wants the team to prioritize and deliver a number of features
which have the highest business value. Due
to technical dependencies, the team does not agree with the prioritization.
What should the project leader do?
A. Encourage the product owner and team to reprioritize the features and select ones which can be
delivered without any dependencies
B. Encourage the team to continue with the current plan, do what they can, and carry forward the work
not done to the next iteration
C. Ensure the team captures the technical dependencies as issues within the backlog and prioritize
based on value optimization
D. Ensure that the required subject matter experts (SMEs) are engaged by the product owner to help
with backlog prioritization
Question #537
A new team member asks what changes could accelerate a change to the project plan.
What should be the proper response?
A. Competitors joined forces with the team
B. The customer changed requirements

C. Project team members obtained additional certifications
D. Technology which did not interfere with the final product
Question #538
During its first sprint, a new scrum team realizes that it has insufficient team members with test
automation skills to effectively complete its
stories.
A. Cross-train some members in the automation framework to broaden their capacity with that skill
B. Ask the product owner to add team members to boost this particular skill set
C. Send a member to automation framework training when funds are available
D. Avoid using test automation by swarming on the testing tasks and using manual testing
Question #539
A team member has spent 5 days on a spike and the first set of experiments has not been successful.
The issue is the development team member
has determined a short-term rather than a long-term solution.
A. Assign the spike to another resource to continue research for the long-term solution
B. Re-establish the spike, encourage experimentation and collaborate with the team
C. Stop experimentation and negotiate the short-term solution with the customer
D. Schedule a root-cause analysis with the development team on the main issues with the spike
Question #540
A product owner asks a newly formed scrum team how many story points will be completed in a sprint.
What should the scrum master do?
A. Engage the team to determine the sprint velocity based on previous agile projects
B. Average the sprint velocity based on input from team members
C. Share the sprint velocity obtained from the sponsor with the team
D. Run multiple sprints before determining the sprint velocity with the team
Question #541
During product development, changes in technology and regulations require the team to reassess
product architecture.
How should this technical debt be captured?
A. Include it in the product backlog and use a new indicator to annotate that it is technical debt
B. Include it in the product backlog as a low-priority issue
C. Since it is not a part of agile methodologies, it should not be tracked
D. Have team members maintain personal lists of issues and consolidate the lists during review
Question #542
An agile project leader notices that the team's velocity has decreased. In examining data provided by
team members, the project leader discovers
that one team member has been slow to enter story statuses.
What can happen as a result?
A. The team will be unable to understand the iteration's status
B. The team will be unable to judge the project design's validity
C. The team cannot give accurate updates to management
D. Team collaboration cannot be measured effectively
Question #543
An agile project manager notices that the product owner manages team members' day-to-day tasks in a
way that distracts them from their core
responsibilities. In addition, the team believes that their questions on product backlog prioritization are
not being answered on time.
A. Discuss and address this in the iteration retrospective
B. Let the product owner know it is the project manager's responsibility to drive a team's tasks
C. Discuss the roles and responsibilities of the project team with the product owner
D. Ask the product owner to work extra hours to answer the team's questions
Question #544
During iteration planning, it was determined that an epic should be decomposed.
What was the determining factor?
A. Size and priority
B. Minimum marketable features
C. Release plan
D. Sprint mapping
Question #545
A team member on a new scrum project previously provided support to another application. Due to
issues with that application, the team
member's former supervisor continues assigning them tasks related to that project. The new project's
scrum master includes this issue in the risk
register.
What should the scrum master do next?
A. Monitor the threats and risks while allowing the team member to multitask on both projects
B. Assign more resources to the sprints to compensate for the absences of the team member
C. Ensure that the threats and risks are communicated and addressed
D. Assign fewer stories to the sprints so that the team member can still meet sprint goals
Question #546
An experienced product owner presents the epics and corresponding stories during a release planning
session with the established team. The
executive sponsor asks the team when the features will be delivered.
A. Evaluate how much can be delivered based on the Scrum Master's estimation
B. Identify a set of user stories based on the team's velocity
C. Initiate an estimation session

D. Consult historical data for project completion
Question #547
During a retrospective, the agile practitioner discovers that a team member's process improvement idea
has worsened the outcome.
A. Commend the team on trying the idea, then encourage discussion regarding alternatives
B. Ask a manager to direct the team on fixing the process
C. Encourage the team to continue executing the idea to see if it improves
D. Privately speak with the team member to convey that their idea worsened the outcome
Question #548
Why should a project team reduce the work in progress?
A. It indicates poor project quality
B. It represents team members' utilization
C. It represents unrealized value
D. It shows that the project is behind schedule
Question #549
A team's technical lead believes that manual testing tasks should be conducted by junior team members
below their level. The junior team
members think it is unfair and refuse the tasks.
A. Tell the technical lead to do the testing
B. Facilitate an open and focused team discussion that reinforces team agreements
C. Ask the team manager to advise the technical lead that all tasks are important
D. Encourage the team to take ownership of the delivery
Question #550
A team is transitioning from a predictive approach to an agile approach. Historically, the team has
delivered work products that did not meet
customer expectations.
What agile practice can help the team to alleviate this?
A. Test-driven development (TDD)
B. Clear definition of done and regular demos
C. Collaborative team planning games
D. Consistent team velocity
Question #551
During an iteration review, the agile team asserts that a product is complete because development and
review were finished. The product owner
disagrees, since the product has not been tested.
A. Work with the agile team and product owner to agree on the definition of done
B. Ask the project sponsor to determine whether the product is completed
C. Plan another review after the product has been tested
D. Add testing to the backlog, and have the product owner reprioritize
Question #552
An agile project manager is planning the initial scope, schedule, and cost range estimates on a new
project. The team will be using Kanban to
control work.
What metrics should the team use to measure performance?
A. Lead time, throughput, and due date performance
B. Work in progress limits, Kanban board, and time boxes
C. Work item types, sprint cadences, and defect classes
D. Burndown charts, scatter diagrams, and throughput
Question #553
Due to its complexity, a new team member struggles with developing a concise user story.
What advice should the agile practitioner give to assist with developing the story?
A. Hand the story over to a more experienced team member
B. Break the story up and focus on the most valuable parts
C. Discuss the story at the next retrospective
D. Pick another story from the product backlog
Question #554
Based on the burndown chart, what is the iteration's status?
A. It trended ahead of schedule and completed everything on time
B. It look more time than expected and had to be lengthened
C. It trended behind schedule and did not complete everything on time
D. It took less time than expected and had to be shortened
Question #555
What role should a servant leader perform to reduce team distractions and improve progress toward
project goals?
A. Managing: To ensure compliance with the project plan
B. Mentoring: To share their knowledge with the team

C. Controlling: To ensure compliance with the scope, budget, and schedule
D. Auditing: To ensure adherence to organizational compliance policies
Question #556
A new product owner shares the product vision during the team launch event. The team asks for
clarification on the product roadmap and its highlevel features.
What should the product owner do?
A. Determine the required tasks for implementing the high-level features
B. Identify the detailed design for the high-level features
C. Prioritize the product backlog for the upcoming release
D. Estimate the user stories in the iteration backlog
Question #557
A team identifies the number of threats and lists them in the order in which they were identified. After
analyzing a cause-and-effect diagram, the
ownership of the threats and their treatment is assigned, and a number of risk cards are placed on the
Kanban board.
What approach should be used to manage these threats?
A. Create a risk register detailing the threats, their causes, and their treatment strategies; and complete
ownership to provide tighter risk
control and a stakeholder communication tool
B. Focus on the threats during the daily stand up and ensure they are visible to the entire team and
other interested parties
C. Prioritize the risks based on their criticality and timing, and track actions to closure
D. Ensure that the prioritization of threats is complete, and that ownership actions are assigned and
visible to everyone
Question #558
A newly formed development team experienced difficulty with accurately estimating product backlog
items. As a result, the team failed to deliver
all of the features in the sprint backlog for the past two iterations.
What should the team do to improve the accuracy of their estimates?
A. Decrease the sprint time box until the team is able to deliver the entire agreed-upon sprint backlog in
a single sprint
B. Discuss estimating techniques in the daily scrum meeting
C. Increase the size of the development team until the team is able to deliver the entire agreed-upon
sprint backlog in a single sprint
D. Begin tracking estimated effort metrics as an input to performance evaluation
Question #559
Following a successful product release, senior management asks an agile team how to improve the value
of the product for the next release.
A. Conduct frequent demos and obtain feedback from users throughout the development of the next
release
B. Inform senior management that since the product was successfully released, the project is considered
delivered and should be closed
C. Request additional budget to implement a Scrum of Scrums approach to scale the teams and add
capacity
D. Implement a better definition of done to ensure that continuous integration processes are managed
effectively
Question #560
Midway through a sprint, the scrum master identifies that reassigning a certain task could help the team
meet its sprint goals.
What should the scrum master do next?
A. Alert the team that sprint goals might not be met and create an alternative plan
B. Obtain team buy-in to perform modifications to the sprint backlog
C. Have the sprint proceed as planned
D. Ask the team to decide if the task should be reassigned
Question #561
After completing the release plan, the team realizes that the project is very likely to have a negative ROI.
A. Prioritize the backlog, and remove low-priority stories from the release plan to ensure a positive ROI
B. Replace some team members to reduce the release costs and minimize a negative ROI
C. Perform a root-cause analysis to remove waste from the delivery process and increase the ROI
D. Communicate the risk of a negative ROI to the stakeholders, and update the release plan
Question #562
A legal department representative contacts the scrum master because, while the project's budget has
been maintained, it has exceeded its
original contracted time and scope.
A. Meet with the team to gain alignment with the legal department's need to stay within the contracted
time and scope
B. Work with the customer to narrow the scope
C. Share the project's trajectory with the legal department
D. Meet with the legal department to help them understand that the customer and the team are
satisfied with the time and deliverables
Question #563
An agile practitioner wants to communicate the effect of technical debt on the project.
What should the practitioner do?
A. Post and discuss rises in the burn down chart
B. Adjust story points to account for technical debt
C. Log technical debt as an impediment
D. Add refactoring tasks to all stories
Question #564
A member of a project's development team approaches the team lead and requests database
administrator training. The team member believes
that their inability to handle this work, and to rely on outside specialists, is impacting team velocity.
What should the agile team lead do?
A. Send the member to training
B. Ask the outside specialists if database administration is required from the team
C. Send one member to training only after asking the team if there is an issue with the current work flow
D. Wait until all members of the team can attend training
Question #565
A project team meets to estimate user stories for a sprint. While an important non-functional
requirement must be delivered in the sprint, the
estimate exceeds sprint capacity.
A. Estimate only functional requirements that will impact product quality
B. Add team resources
C. Refer the issue to the product owner
D. Break non-functional requirements into those that can be delivered in the given sprint
Question #566
The risk profile of a project has increased beyond the upper threshold of tolerance. The product owner
and project leader meet to discuss an
approach for dealing with this.
What should the team do next?
A. Add risk mitigation tasks to the backlog, then prioritize in current and upcoming sprints
B. Add risk mitigation time to each requirement
C. Apply the 80/20 rule, reserving 20 percent of each sprint's capacity for risk mitigation
D. Hold all risks until they become issues, then add issue resolution tasks to the product backlog
Question #567
A new agile project manager accepts an assignment to manage a well-established team. Many team
members have worked together on this
product for several years. During a meeting, the project manager notices that team members offer little
vocal interaction, yet all required tasks are
completed on time.
What type of behavior does this describe?
A. Synchronous
B. Collaborative
C. Passive-aggressive
D. Random
Question #568
During a project review, the team discovers customer feedback that would add scope. The project
leader is concerned that the team will be unable
to incorporate this feedback and still meet the product launch date.
A. Finalize the feedback in the form of a change request
B. Limit the scope of the feedback to only those changes that the team can feasibly accommodate
C. Encourage all feedback, then work with the customer to prioritize work for future sprints
D. Allow the team to decide what feedback to incorporate
Question #569
A team member is stressed due to a heavy workload, while other team members have some slack in
their schedules. How should the team lead
address this?
A. Inform management, and suggest that additional resources may be required
B. Discuss the issue with the team in the daily stand up meetings
C. Meet personally with the stressed team member to brainstorm ways to better manage their time
D. Begin tracking the stressed team member's tasks in a separate backlog for additional analysis and
reporting
Question #570
A client states that a product is not being built as requested. How should the agile team address this?
A. Conduct an internal review to validate functionality before shipping
B. Audit the quality control process to ensure that the product adheres to requirements
C. Lengthen iterations to ensure there is sufficient time to build functionality
D. Hold product review sessions with the client to obtain product acceptance
Question #571
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.
A. Meet with the agile team lead to discuss ways to improve team velocity and get back on track
B. Use this as a learning opportunity and allow the team to handle the situation when the marketing
campaign begins
C. In the upcoming retrospective, discuss ways to improve sharing project status information
D. Meet with the marketing stakeholders to explain that the team will miss the planned release date
Question #572
A technical problem arises that will likely impact the stories planned for delivery in the current sprint.
A. Consider adding a story to the next sprint to seek resolution
B. Immediately solve the problem on behalf of the team
C. Ask the team to collaboratively work out a solution
D. Engage a technical manager to assist with finding a solution
Question #573
During the review session, the product owner discovers that the user interface has a response time of 10
seconds. The non-functional
requirements state that it should respond in less than two seconds. The team complains that this
requirement was not communicated to them.
What should have been done to avoid this?
A. A comprehensive user story with all non-functional requirements should have been created
B. Non-functional requirements should have been added to the acceptance criteria
C. Non-functional requirements should have been added to the definition of done
D. A team review of the scope of work should have been conducted
Question #574
An agile team notices that the same problems continue to occur during multiple iterations. Several team
members have suggestions to fix the
problem.
What is the proper agile approach to handle this?
A. Hold frequent retrospectives and share the responsibility for making changes
B. Understand that this is the nature of innovative business and strive to work harder
C. Collect team member feedback and discuss them privately with the product owner
D. Conduct a team-building exercise to increase trust among the team members
Question #575
Early in a project, stakeholder analysis is performed; however, an organizational restructure redefines

key roles.
What should the project team do?
A. Note the changes to the restructure and roles that affect team activities
B. Use direct engagement and two-way conversation to update the stakeholder analysis for any new
stakeholder requirements
C. Email a copy of the project vision to those redefined for key roles and ask if they need to be involved
in the project
D. Obtain a copy of the redefined key roles to update the stakeholder analysis
Question #576
A company has decided to combine two similar products consisting of multiple teams into one product.
Engaged customers want to know how
the company is looking at re-organizing its teams.
What strategy should be employed to re-organize the teams?
A. All the teams from both products should be simultaneously called together and allowed to completely
self-manage
B. Teams that worked on similar components in the separate products should be combined to minimize
disruption and capitalize on synergies
C. After grouping individuals by role, multi-discipline teams should be created that are comprised of one
member from each role
D. Features should be prioritized and then teams should be organized around those priorities
Question #577
During planning for the next iteration, an agile team identifies most of the story points that are expected
to be delivered.
How should an agile practitioner work with the team to help identify the iteration's remaining scope?
A. Convince the team to stop planning and keep the size small
B. Identify the technically minimal and achievable tasks
C. Refer to the remaining prioritized backlog items
D. Select some of the smallest items from the backlog
Question #578
When introducing agile processes to a company, a quality assurance (QA) manager resists and believes
that the switch to agile will remove quality
controls and documents.
How should the agile practitioner address this concern?
A. Educate the QA manager that in agile, quality is integrated from the beginning to end of the project
B. Write backlog items that include QA as part of the description
C. Ask for the current QA documents and incorporate them into the technical debt backlog
D. Ask the product owner to write tests and QA controls into the acceptance criteria
Question #579
An organization highly values security. However, a team member on a project has found a way to save
time and money with less robust security
features.
What should the team member do?
A. Influence the customer
B. Mention the idea at the next retrospective
C. Show the customer how much time and money would be saved
D. Present the idea at the next ceremony attended by stakeholders to obtain their input
Question #580
A mature agile team welcomes a new member. Due to poor experiences with a previous team, the new
member is reluctant to communicate.
What should the agile project leader do?
A. Bring up the new member's impediments at the next meeting to demonstrate team support of input
B. Assure the new member that inputs on impediments are valued, and demonstrate this at the next
meeting
C. Have a senior lead work with the new member to avoid a negative impact on team productivity
D. Privately work with the new member to address any impediments
Question #581
Midway through an iteration, an agile team learns that a team member will be unavailable for the next
two iterations.
As a high-performance team, what should the team do?
A. Raise an impediment that resource tasks will be blocked, and notify the product owner
B. Ask the delivery manager for a temporary resource
C. Ask the scrum master to assign that team member's tasks to the next available resource
D. Assume the team member's tasks to meet iteration goals, and notify the product owner
Question #582
Senior management is frustrated at the lack of a detailed implementation plan that shows exactly when
the project will end and when all
requirements will be met.
The team has been using a rolling wave planning approach so far on the project.
How should the agile practitioner explain to senior management the benefits of this approach?
A. It ensures a consistent level of details is available in the project schedule
B. It prevents a wasteful buildup of requirements inventory that may never be processed
C. It provides a concrete definition of project scope, cost and duration
D. It allows the team to lock down the stories to be included in a release
Question #583
More details for a story are required before the upcoming sprint planning meeting.
A. Email the product owner requesting detailed story specifications and wait for a response
B. Gather the details from the team members before sprint planning
C. Schedule a story grooming session with the product owner before sprint planning
D. Conduct a planning poker session with the team
Question #584
The scrum master for a large project must provide an estimate of what can be delivered in six months.
A. Commit to a specific feature set for delivery
B. Explain that a commitment will be provided after planning
C. Have the team estimate in story points to commit to a specific set of features
D. Use the team's historical velocity to calculate a range of features that can be delivered
Question #585
What can an agile team use to prioritize stories?
A. Planning poker technique

B. Weighted average calculation
C. Risk-value quadrant
D. INVEST scale
Question #586
An agile team member from a cross-functional team has been unable to complete assignments due to
tasks assigned by the functional manager.
What should the Scrum Master do?
A. Dismiss the team member
B. Discuss the situation with the functional manager
C. Report the functional manager to the project sponsor
D. Demand that the functional manager respects the project charter
Question #587
The team is in the middle of an iteration and there is an urgent request for a small change to be
introduced to the committed scope. Unless this
change is accepted, there is no value to the customers during this iteration.
What must the agile practitioner do?
A. Add the new change request as a new user story in the product backlog for the upcoming iteration
B. Evaluate the impact of the change request and let the team and product owner decide and re-
prioritize based on value
C. Recommend cancelling the current iteration and plan the change request into the next iteration
D. Recommend that the product owner add this change request as a user story to the backlog for the
current iteration
Question #588
During a mature agile team's planning meeting, a team member proposes a new framework that would
considerably reduce implementation time.
However, the team lacks the confidence to try the new framework.
To help the team gain confidence, what should the agile practitioner suggest?
A. Develop a spike
B. Create an Ishikawa diagram
C. Perform a pre-mortem analysis
D. Complete a variance and trend analysis
Question #589
An agile practitioner wants to ensure that stakeholders have current information about a project's
progress.
A. Regularly circulate an updated, detailed version of the project plan
B. Frequently update the online project management office (PMO) repository site
C. Invite the stakeholders to daily stand ups
D. Post a project board in an area where all can view it
Question #590
A product owner, new to the role, is very enthusiastic about an agile project with an energetic team.
What should be done first to ensure successful delivery of the product?
A. Hold a meeting with the team and the product owner to develop the team charter, working
agreement, guiding principles, and product vision
B. Ask the product owner to create the project vision and charter, and then discuss the guiding
principles with the team
C. Hold a meeting during which the team can present the project charter, high-level project plan, and
team values to the product owner
D. Send the product owner to formal product-owner training where the product owner can learn how to
create a product vision
Question #591
Prior to a retrospective, discussions among team members indicate conflict. An agile practitioner wants
to ensure an open and safe environment
during the retrospective.

A. Review established ground rules with the team
B. Ask team members specific questions to identify the cause
C. Encourage the team to continue working to maintain the iteration's schedule
D. Meet with the product owner and stakeholders to discuss the issue
Question #592
Two similar stories, A and B, are estimated at 3 story points. Story C, is estimated at 8 points. After an
iteration in which A and C were completed,
it is found that story A took much longer than story C.
A. Assign story B more than 8 story points so to provide a better estimate
B. Add points to story B's iteration to account for the error but keep story B at 3 points
C. Assign more resources to story B to bring it in line with the estimate
D. Reestimate all stories including values for A, B and C
Question #593
During a current sprint, a team member asks permission from the scrum master to investigate an
alternative design approach.
A. Discourage the team member from deviating from the plan and document the request during the
retrospective
B. Encourage the team member to research the issue and present the findings during the retrospective
C. Discourage the team member from using experimentation/spikes unless it is fully developed and
accounts for a variety of use cases
D. Encourage the team member to use experimentation/spikes for continuous improvement and help
the team understand why it is important
Question #594
An agile team member identifies a potential problem within the project team.
How should the team's coach react?

A. Document the problem, escalate to the project manager, and develop a solution for the team
B. Add the problem to the backlog and assign resolution to a future iteration
C. Instruct the team to try to solve the problem within the team
D. Perform root cause analysis and report the problem to the product owner
Question #595
The customer needs assistance in determining the efficiency of a set of process activities within the
solution.
A. Discuss the efficiency at the next iteration retrospective
B. Review the process value stream to determine potential improvements
C. Review the value the customer receives from the user story to determine backlog priority
D. Discuss the performance of the solution at the next sprint review
Question #596
A customer and a product delivery team meet to discuss a product's attributes, goals, expectations,
hypothesis, and high-level needs.
What is a benefit of this meeting?
A. The team will learn how its contribution will create product value
B. It will enable team acceptance of client priorities
C. It will enable the team to see the entire project in one glance
D. It will enable the team to ask any questions to the customer upfront
Question #597
While reviewing the sprint burn down during a stand up, the scrum team identifies that they have fallen
behind. Upon further discussion, they
discover that some quality assurance (QA) team members were unable to use the new automation
framework, which caused a bottleneck.
What should the scrum team do?

A. For upcoming sprints, have QA team members ensure that their respective skill sets are considered
when accepting stories
B. Have QA team members with the appropriate skills sets spend extra time to help the team succeed
C. Ensure that QA team members who lack the appropriate skill sets sign up for training within the next
few weeks
D. Ask QA team members experienced with the new automation framework to cross-train the other QA
members
Question #598
What should a team do when they complete all sprint goals earlier than expected?
A. Begin working on an item in the backlog
B. Ask the scrum master to select an item from the backlog on which to work
C. Ask the product owner to select an item from the backlog on which to work
D. Jointly decide with the scrum master on an item from the backlog on which to work
Question #599
The agile team disagrees with the business stakeholders on completing some epics.
What could help eliminate misunderstandings?
A. Agree on requirements with all stakeholders
B. Begin planning every four iterations
C. Consider previous sprint demo feedback when planning the next sprint
D. Include the reasons for the project in the contract
Question #600
During a project meeting, a team is faced with a difficult decision. After discussion and deliberation, the
project leader makes the final decision
and ends the discussion. This causes a team member to withdraw from future collaboration.
How could the project leader have avoided this?
A. Led by example by encouraging the team to engage in consensus-driven decision making
B. Iterated the need for agile teams to make quick decisions, then followed up with that team member
C. Empowered a team member to facilitate decision making, then made a final decision on behalf of the
team
D. Refrained from participating in the team's decision-making process, except to document and
communicate results
Question #601
A project is starting and the type of work is complex and suitable for agile. In assessing the team
members, it appears that co-location would be a
challenge.
A. Select and implement collaboration tools to augment team interactions
B. Provide each geographical area with their own product owner and divide the work between the
teams
C. Increase the number of requirements documents and ensure they are clearly communicated
D. After several sprints, calculate velocity based on primary team location and use secondary team as
reserve
Question #602
During a retrospective meeting, a team develops a large list of initiatives. All will have a positive impact
and improve team performance.
What should the agile coach do next?
A. Positively acknowledge the list and share it with management
B. Immediately have the team implement the initiatives
C. Help the team choose one or two initiatives for immediate implementation
D. Ask the team to choose and implement the most complex initiative
Question #603
The team is refining user stories during the backlog grooming session and confused on the acceptance
criteria and level of details.
A. Complete the test cases before creating the story in the backlog
B. Define the detailed business requirements so that the team can continue with development
C. Define the user stories with just enough details so the team can collaborate continuously
D. Ensure the acceptance criteria includes testing scenarios, so the team can do thorough testing
Question #604
How should an agile project leader interact with the product owner?
A. Conduct regular one-on-one meetings to review development features and trace them back to the
product roadmap
B. Ensure that they attend regular sprint meetings to provide product-feature feedback
C. Share any new versions of the project plan with them, including updated statuses for tasks and
project milestones
D. Schedule meetings where they can provide team direction regarding new-feature priorities and
upcoming sprints
Question #605
A company is moving into a new space and is determining the best configuration for offices. The
management team is also considering moving to
an agile process.
What advice should an agilist give?
A. Arrange the office space to allow co-location of development teams and centrally located information
radiators
B. Isolate each development team to reduce all outside distractions
C. Ensure management understands the need for isolation to allow for concentration
D. Define the agile method the company will be using, and implement the office configuration based
upon that method
Question #606
During planning sessions, an agile practitioner notices that some team members do not share common
ideas.
A. Ask the team if they would like to adopt alternative techniques

B. Create a team norms document to set participation guidelines
C. Ask the scrum master to resolve the issue at the stand up meeting
D. Capture feedback during lessons learned at the end of the iteration
Question #607
A product owner concludes that the majority of a project's value can be delivered by completing only
the first half of the prioritized backlog.
A. Remove the second half of the backlog, and communicate their decision in the next backlog grooming
meeting
B. Reprioritize backlog items to future iterations
C. Work with the team to deploy the first half of the backlog to ensure that value is realized
D. Meet with project stakeholders to review the backlog and determine if the scope should be adjusted
Question #608
A project team identifies a number of technical challenges with features in the next sprint.
What should they do?
A. Request direction from the technical manager
B. Encourage the product owner to reallocate the features to another sprint
C. Determine who is best qualified to address the challenges
D. Ask the product owner to assign the tasks to the most appropriately skilled resources
Question #609
An agile team is planning the next iteration for a product release that has accumulated technical debt.
A. Add code cleanup activities to the product backlog and request prioritization by the product owner
B. Add code cleanup activities to the next iteration and request clarification from the product owner
C. Add code cleanup activities to the next iteration and ask the product owner to end the current
iteration
D. Add code cleanup activities to the next release backlog and request documentation from the product
owner
Question #610
How can an agile team working on a new product ensure alignment with external stakeholders?
A. Ask the product owner to provide a detailed product specification document
B. Conduct story-mapping exercises to clarify deliverables and release priorities
C. Hold a kick-off meeting to assign roles and responsibilities
D. Work with the scrum master and stakeholders to ensure agile principles are followed
Question #611
A product owner complains that some of the requirements identified several iterations ago have not
been implemented. The product owner wants
to know why the status of these requirements was not communicated.
A. Point out that the team chose to work on other requirements to speed up the project
B. Ensure that the product owner reviews the contents of the information radiator
C. Ensure that the next sprint planning meeting reviews the satisfaction histogram
D. Point out that it is the responsibility of the product owner to clarify requirements
Question #612
Team A is working on the second sprint of a product release. Team B, which is an interdependent team
located on the same floor, requires
extensive and frequent information to complete its sprint goal.
A. Create a central repository for information, and provide access to team B
B. Use an information board that will be visible to all passing through the workspace
C. Email all stakeholders with status updates
D. Provide team B with the information on an "as needed" basis
Question #613
What should an agile practitioner do to ensure that the end product meets business requirements?
A. Invite the team to iteration review meetings
B. Obtain agreement from the product owner on business requirements
C. Request that regular reports are sent to stakeholders
D. Confirm managers and stakeholders are invited to product review meetings
Question #614
A new product owner needs to manage the backlog of a high-visibility, fast-moving project that is
consuming a considerable amount of time.
A. Schedule regular meetings with the scrum team to write, groom, and size user stories
B. Focus on stories based on the highest number of story points to first address those items with the
highest value
C. Seek regular input from project stakeholders, and reflect this input in the backlog's priorities
D. Schedule in-person, monthly meetings with key stakeholders to review the project's progress
Question #615
Based on the backlog metrics in the chart, what can explain the jump in points at the end of iteration 4?
A. The team neglected to account for support and maintenance costs associated with other supported
products
B. The team discovered that previously accepted work could be greatly improved and added story points
associated with that work
C. The team realized that some stories were underestimated relative to other stories and reestimated as
needed
D. The team learned that the product owner needed to increase the output in the next release
Question #616
An agile team is preparing a release plan for a project.
What information will the team need to complete this plan?
A. Amount of work needed to complete a single user story
B. Amount of work that can be accomplished by each team member
C. Amount of work that can be accomplished in an iteration
D. Amount of work that can be accomplished by the entire team
Question #617
When prioritizing features to be delivered in an iteration, on what features should an agile team defer
work?
A. High-risk and high-value
B. High-risk and low-value
C. Low-risk and low-value
D. Low-risk and high-value
Question #618
During a review session, an agile team presented done requirements to a group of stakeholders.
Stakeholder feedback indicated that the done
requirements failed to meet the most pressing needs and provide value.
What should the team have done to prevent this?
A. Reprioritized requirements prior to committing to iteration work
B. Ensured that requirements remained stable during the iteration cycle
C. Had stakeholders focus on items created after the product backlog was initially built
D. Worked on features rather than a set of components
Question #619
Toward the end of a project, the product owner discovers that the project has a high probability of
failure due to a critical feature not functioning
as expected.

A. Terminate the project to cut losses
B. Review possible options and make an informed decision to cut losses based on delivered business
value
C. Bring in experts to increase the probability of success
D. Continue the project, release the product without the failing feature, and fix the feature in a
subsequent release
Question #620
A company is considering developing a new, complex application that will require a large initial
investment. However, if successful, the profit potential is high.
When preparing an analysis, what should be used to encourage stakeholders who are concerned about
project failure to authorize the initial investment?
A. Calculated planned percent complete (PPC)
B. Many small minimally marketable features (MMFs)
C. Story points rather than cost estimates
D. Calculated earned value (EV)
Question #621
Midway through a sprint, a scrum team member advises the team of a new requirement that may
change the initial scope.
A. Work on requirements that the product owner may have overlooked
B. Record the scope creep in the change management log
C. Add the new requirement to the product backlog
D. Ask the scrum master to secure additional time and resources
Question #622
How can an agile practitioner ensure that all key stakeholders are properly engaged in planning?
A. Collect stakeholder requirements
B. Conduct an iteration planning meeting

C. Communicate product backlog items to the stakeholders
D. Facilitate a product development roadmap workshop
Question #623
Midway through a project, the product owner learns from the sponsor that a major component, which is
already 20 percent complete, is
unimportant to users. The component was part of the approved scope and a key selling point for the
project.
A. Obtain approval from the change control board to discontinue the component
B. Ask the team to continue developing the component
C. Ask the team to discontinue developing the component
D. Request the sponsor's formal approval to discontinue the component
Question #624
A development team and product owner disagree on a user story in the product backlog.
A. Have the development team follow the product owner's direction
B. Openly challenge the product owner in an effort to poke holes in their approach
C. Facilitate a conversation about the user story between the development team and the product owner
D. Serve as a nonpartisan evaluator of each option, and provide direction to the development team and
product owner
Question #625
What should a Scrum Master do when one team member falls behind in their tasks?
A. Move the task to another team member who has spare capacity in the sprint
B. Ask the team for suggestions
C. Privately offer the team member encouragement to meet task commitments
D. Notify the product owner
Question #626
A member of the development team is working on a prioritized non-functional requirement involving
integrating with a 3rd party system. This
integration has not been done before on the project.
What should the project leader suggest?
A. Develop and document a detailed architectural design, peer review with the development team, and
implement/test
B. Develop the functional requirements of the solution first before any non-functional requirement, as
they provide more customer value
C. Discuss the integration requirement with the product owner and negotiate it to be lower on the
backlog to focus on the minimal marketable
feature
D. Develop and test the implementation approach and demonstrate it at the next sprint review to
collect feedback
Question #627
A development team for a small company experiences long delays between product completion and
release for validation and testing. The
company is concerned that this will impact its ability to compete in the marketplace.
What analysis should the team use to understand the issues?
A. Risk management
B. Variance and trend
C. Kano model
D. Fishbone diagram
Question #628
During sprint planning, team members have differing opinions on a feature that delivers business value
but fails to provide a long-term solution for
the customer.
How should the team resolve this?
A. Refer to the values of the agile framework and the team

B. Review the signed customer contract
C. Check the sprint priority list
D. Submit the problem to the product owner
Question #629
During a sprint, the team encounters a technical problem that becomes an impediment to completing
two stories.
A. Ask the lead developer to identify a solution, and then share the details with the team
B. Ask a technical manager or architect to determine a solution to the problem
C. Work with the product owner to add a spike to the next sprint to identify a solution
D. Create a collaborative team environment so that the team can explore a solution together
Question #630
During project inception, an agile practitioner engages the stakeholder to ensure alignment on the
project's strategy and vision. The stakeholder
asks for detailed requirements, design, and delivery plans.
A. Provide all information requested by the stakeholder
B. Set expectations regarding the appropriate level of details requested during this stage
C. Inform the stakeholder that no detailed documents are provided using agile practices
D. Ask the team to supply the information to the stakeholder
Question #631
As user stories are developed, what should be done to record and update acceptance criteria?
A. Add more user stories.
B. Use sprint retrospectives.
C. Update current user stories.
D. Update new tasks in the project plan.

Question #632
A team is creating a highly marketed, time-sensitive product. The agile coach is concerned that anything
other than exceptional quality will result
in bad publicity for the company.
What should the agile coach ensure that developers do?
A. Establish pair programming partners, and regularly perform peer reviews.
B. Perform demos at the end of each iteration.
C. Send coding to the quality assurance (QA) team upon completion.
D. Demonstrate each feature to the client as soon as coding is complete.
Question #633
An agile team has only one database administrator with the necessary knowledge of database-related
tasks. The project manager identifies the
risk that if this person leaves, team velocity will significantly decrease.
A. Start the hiring process for a new, equally skilled database administrator as a replacement.
B. Move this database administrator to another team so that team members learn database-related
tasks.
C. Add another database administrator to balance the workload and aid with knowledge retention.
D. Obtain agreement from the team that, on upcoming sprints, the database administrator will act only
in an advisory capacity.
Question #634
During a backlog refinement meeting, a senior team member raises a concern about an epic sizing that
requires the use of a new interface for a
vendor product.
The product owner acknowledges this as a risk.
What should the product owner do now?
A. Log the risk in the risk register, and share the information with impacted stakeholders at the next
monthly review meeting.
B. Create a spike story to determine what needs to be done to use the new interface.
C. Lower the epic's priority so that it can be deferred, and analyze it during backlog refinement
meetings.
D. Move the work to the vendor, since they have better knowledge of interface implementation.
Question #635
A product that recently went to market is receiving a great deal of attention from upper management
who expresses interest by directly emailing
and calling the developer team. The team expresses frustration during a standup.
A. Ask the product owner how upper management's comments can be redirected.
B. Direct the developer team to ignore the phone calls and emails.
C. Ask the product owner to enter the requests into the product backlog as high priority.
D. Personally respond to upper management's phone calls and emails.
Question #636
An executive requests information regarding a sprint status.
What action should the product owner take?
A. Invite the executive to the standup.
B. Direct the executive to the information radiator.
C. Personally meet with the executive.
D. Email the requested information to the executive.
Question #637
An agile team has been given a complex project with a basic set of requirements which need further
elaboration and review.
How should the team iteratively build out the backlog of requirements with the stakeholders?
A. Conduct a requirements gathering workshop.
B. Deliver the basic requirements iteratively.
C. Have the product owner fill out the requirements backlog.

D. Have the stakeholders fill out the backlog before starting the project.
Question #638
A new CIO advocates an agile framework for new IT projects, but the team has reservations.
How should the CIO ensure that the team will be aligned with this?
A. Obtain executive team buy-in by conducting a meeting to present the advantages of agile principles
and processes.
B. Issue a memo of understanding that agile principles should be implemented for all new projects.
C. Introduce agile principles and processes, then make the change an experiment to obtain buy-in.
D. Require all staff and management to attend agile training and adhere to its principles.
Question #639
An agile team identifies that their velocity is lower than predicted, and that their previous forecasts in
the product roadmap are wrong. The team is
worried that they will be unable to meet a critical release date without corrective action.
A. Collaborate with the product owner to reprioritize the product backlog, thus ensuring that more
features will be completed before the release.
B. Ask the team lead to calculate the team's target velocity according to the project plan, and assign
additional resources to increase capacity.
C. Focus on velocity and schedule concerns during the retrospective to inspect, adapt, and improve the
process and plans.
D. Reestimate the backlog items from the release, ensuring that contingency is included to set
stakeholder expectations.
Question #640
During a six-week iteration, an issue is identified by a team member. After analysis, the team member
determines that it will take at least two
weeks to resolve.
What should the team member do?
A. Notify the product owner and begin resolution.

B. Communicate the issue to the team in the next stand up meeting.
C. Immediately begin resolution, and communicate it to the team during the retrospective.
D. Work on the next activity, and communicate it to the team during the retrospective.
Question #641
A product owner with experience in a predictive approach wants the team to develop very detailed
schedules and cost estimates for the next 10
sprints.
A. Suggest the product owner start by focusing on the next 2 sprints instead of 10
B. Spend the first few sprints to develop detailed schedules and budgets
C. Invite the product owner to the retrospective to explain the team's approach to schedule and budget
D. Explain that detailed project schedules and budgets are not artifacts in agile projects
Question #642
While attending a conference, an agile practitioner learns of a new user interface (UI) framework that
could benefit the team.
What should the agile practitioner do next?
A. Identify a team member to do a proof of concept using this framework.
B. Email the team directing them to immediately begin using this new framework.
C. Obtain feedback from team members on the new framework, and then suggest that the product
owner create a backlog item to do a spike on it.
D. Discuss this option at the next retrospective.
Question #643
An agile team is working on the first sprint, and have already planned the second and third sprints.
However, market conditions now require a
change to the features.
A. Communicate the importance of the business need to the team and refine the product backlog.
B. Ask the team to discuss the changes to the features with the customer.
C. Meet with the agile team lead to prioritize the requirements.
D. Discuss and prioritize the requirements with the team.
Question #644
An agile practitioner becomes a Scrum Master on an established Scrum team.
After introductions, what should the agile practitioner do?
A. Coach team members to improve functional specialties and increase overall velocity.
B. Identify where team processes misalign with accepted Scrum practices.
C. Facilitate the identification of problems or issues and help the team resolve them.
D. Review the backlog to ensure that it is prioritized, refined, and properly tasked.
Question #645
Business stakeholders of an agile project frequently skip the review meetings.
A. Ask the product owner to inform all stakeholders about the project's progress.
B. Send meeting notes to all stakeholders after each review meeting.
C. Include the results of the review meetings in the information radiators.
D. Convince the stakeholders of the benefits of attending the review meetings.
Question #646
A senior team member feels underutilized.
A. Transfer the senior member to another team that will more fully utilize their skill set.
B. Conduct a performance evaluation to determine whether or not this member is a team player.
C. Encourage the project team to involve the senior member in more project activities.
D. Ask the functional manager to determine the best course of action.
Question #647
An agile team provides feedback that user stories include insufficient details to understand the
requirements.
A. Coach the product owner to update only the acceptance criteria.
B. Instruct the agile team to fix the user stories during the next retrospective.
C. Facilitate a user story workshop with the agile team.
D. Inform the product owner's manager that the work items provide insufficient detail.
Question #648
Stakeholders have conflicting requirements, and the product owner is struggling to decide which user
stories to write.
A. Ask the agile practitioner to help write the user stories.
B. Ask the agile team to facilitate a story-writing workshop.
C. Ask subject matter experts (SMEs) to help write the user stories.
D. Ask the agile practitioner to facilitate a story-writing workshop.
Question #649
During a daily stand up, the tester engages the developer in a discussion about what will be tested
during unit testing versus regression testing.
A. Ask the tester and developer to discuss it after the meeting, since it is not a part of the daily stand up.
B. Encourage the discussion to resolve impediments.
C. After the meeting, escalate this issue to the tester's supervisor to ensure that this does not reoccur.
D. Ask more questions about the testing techniques to obtain clarification on team efforts for quality
improvements.
Question #650
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?
A. Invited subject matter experts (SMEs)
B. Conducted problem detection to determine root causes
C. Measured and reported the outcome of improvement actions to the team
D. Kept track of all current issues in a log, and then reviewed their progress at the end of every iteration
Question #651
A team is delivering work as per the sprint plan, and team velocity is stabilized. However, at the end of
the release, the customer is dissatisfied with project quality.
What should the agile project manager have done to avoid this?
A. Invited end customers to attend the stand ups
B. Organized design review sessions with the customer to obtain sign-off
C. Held regular meetings with the product owner and project team to elicit detailed business
requirements
D. Conducted frequent review meetings with the customer to continually enhance delivery effectiveness
Question #652
A Scrum Master would like to provide information to key stakeholders on the daily resource and project
activities.
Which tool should the Scrum Master use to provide these updates?
A. Shared vision statement and sprint goal
B. Release burnup chart
C. Velocity metrics
D. Iteration burndown chart
Question #653
During mid-sprint changes, an agile facilitator meets with the executive and development teams. During
the meeting, executive team members
resolve conflicts, and on their own initiative, review the iteration charts to discuss changes to the
iteration's functional goal.
What practice is the agile facilitator implementing?
A. Building openness and transparency on the project's health and status
B. Facilitating conflict resolution among executive team members
C. Using active stakeholder involvement to build features in an incremental and iterative approach
D. Seeking continuous feedback from executive team members
Question #654
How can a scrum team obtain more feedback from a minimally responsive outside stakeholder?
A. Keep sprints short.
B. Invite the stakeholder to the daily stand ups.
C. Ask the stakeholder for estimates for each user story.
D. Schedule more demos during each sprint.
Question #655
A product owner adds a 21-point, high-priority story to a sprint backlog. The team is concerned that it
cannot be completed during the current
sprint.
A. Advise the product owner that the story will have to wait until the next sprint.
B. Work extra hours to complete the story and satisfy the customer's requirements.
C. Break down the story into smaller increments and negotiate other stories on the sprint backlog.
D. Increase the length of the sprint to accommodate the story.
Question #656
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?

A. Continuing to track velocity allows functional managers to assess whether or not the team is
performing at the desired rate.
B. The trends will show how the team performs against other scrum teams in the organization.
C. Tracking velocity will provide a baseline for the team to see how their continuous improvement
efforts are working.
D. Tracking velocity will document and communicate team health to the stakeholders.
Question #657
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?
A. Implement a burnup chart and add the issue resolution as a task to the product backlog for the
customer to prioritize.
B. Add the issue to the kanban board and assign it to the team member who has made the most
progress on resolving it.
C. Conduct a root-cause analysis on the issue and identify related risks and risk response owners at the
next retrospective.
D. Document all project issues in a common space and ask the team members to decide on task
allocation principles.
Question #658
What can a team use to prioritize stories?
A. MoSCoW method
B. Planning poker technique
C. Weighted average calculation
D. INVEST scale
Question #659
During an iteration planning meeting, the team suggests changes to add product value that will require
extra work and impact the schedule.
What should the agile project leader do?
A. Re-estimate the project.

B. Finish the product as it was initially planned.
C. Try to include as many changes as possible.
D. Ask the product owner for approval to proceed.
Question #660
An agile team is working well together, but productivity has been flat.
What can the project leader do to help them improve performance?
A. Review the burndown chart to identify ways to increase efficiency.
B. Chair a weekly team retrospective focusing on identifying areas for continuous improvement.
C. Ask a senior manager to initiate a root-cause analysis.
D. Identify team key performance indicators (KPIs) and create positive incentives when targets are
achieved.
Question #661
An event management team is following an agile approach to prepare for an upcoming conference. The
regional sales manager, from where the
conference is to be held, contacts the team with a number of questions about the company's booth.
A. Inform the sponsor about the regional sales manager's disruptiveness and ask that all questions be
diverted to the weekly meetings.
B. Stay focused on the current iteration and let the project manager deal with the regional sales
manager's questions.
C. Invite the regional sales manager to the next iteration review to share the progress.
D. Create a risk on the risk register to account for some potentially new requirements from the regional
sales manager.
Question #662
During a project's last few sprints, an agile practitioner notices an increase in defects. A root-cause
analysis indicates that a poor understanding
of the requirements was caused by the inability of the product owner to communicate clearly.

A. Inform the product owner's manager so that corrective action may be taken.
B. Communicate this to the product owner, and offer to help facilitate discussions with the team.
C. Encourage a team member to raise this during the retrospective to ensure that the product owner is
aware.
D. Escalate this issue to the sponsor so that corrective action may be taken.
Question #663
During an iteration, an agile team discovers infrastructure requirements that were not initially
considered.
What should the team do to effectively manage this?
A. Rework the iteration scope to accommodate these requirements.
B. Add these requirements into the product backlog for future consideration.
C. Raise the discovery of these requirements as an issue, and escalate to management.
D. Immediately start working on these requirements.
Question #664
What should the agile practitioner know about tracking velocity?
A. A team with an average velocity of 50 is twice as efficient as a team with an average velocity of 25.
B. A team with an average velocity of 50 is equally as efficient as a team with an average velocity of 25.
C. A team that consistently meets its planned velocity is more efficient than a team that consistently
exceeds its planned velocity.
D. A team that consistently meets its planned velocity is less efficient than a team that constantly
exceeds its planned velocity.
Question #665
An agile project leader is delivering a team kick-off session. The first exercise is a "Life Timeline" "" a
story-telling exercise where each team
member tells their life story, explains how they experienced the highs and lows of their journey, and
identifies their fears and hopes.
What is the project leader trying to create?
A. A safe space for team members to learn to trust one another, leading to collaborative relationships.
B. A safe space for team members to learn to be vulnerable, leading to high performance relationships.
C. A safe space for team members to learn to share, leading to collaborative relationships.
D. A safe space for team members to learn about each other's weaknesses and strengths.
Question #666
On what should an agile team work to achieve predictable flow?
A. Small user stories
B. Simple acceptance criteria
C. Lean features
D. Lean backlogs
Question #667
Following an upgrade, a software support team is overwhelmed by the number of tickets being
submitted by end users. The team's manager is
pushing the team to "work smart" by focusing on activities that deliver the most value in the least
amount of time.
A. Work longer hours to complete more of the support backlog.
B. Work support tickets in the order in which they were received.
C. Place tickets on hold until the team completes an analysis of the backlog to identify and resolve
systemic issues.
D. Add members to the support team.
Question #668
Why should an agile coach model agile principles and behaviors, become self-aware, and be present?
A. To better listen, serve and help the team grow their strengths individually and as a team
B. To convince people what they need to do
C. To help better disguise the command and control approach
D. To understand team dynamics and develop a high performing team
Question #669
A scrum master assumes a project that is essential to organizational growth. The project is expected to
be in production for three years.
What should the scrum master do first?
A. Work with the customers to build the product backlog and identify their initial requirements.
B. Meet with the stakeholders and enterprise architects to understand the project's vision.
C. Plan and execute a sprint 0 to establish the project's foundational needs.
D. Create a backlog, and execute a sprint 1 to quickly deliver value to the customers.
Question #670
What should a team consider when calculating the effort needed to complete a product backlog?
A. The increase in velocity and cost
B. A buffer in the sprint to mitigate unexpected risks
C. Assigning extra points to each task to allow time for changes
D. Stories describing infrastructure tasks and analysis tasks
Question #671
At the end of a product development phase, an agile project team confirms that all tests have passed.
The product is released, but the customer
complains that it is deficient.
What should the project team have done prior to product release?
A. Requested approval from the project sponsor
B. Undertaken a review of all requirements
C. Conducted an end-of-phase demonstration
D. Performed a retrospective to validate project deliverables
Question #672
The amount of information captured in the project's defects is varying within the development team.
Team members are becoming frustrated with
the defect quality inconsistencies and the frequent clarification required.
What should be done to address the issue?

A. Stop the current iteration to discuss defect quality issues and explore solutions.
B. Discuss and explore solutions in the next planning meeting and take corrective actions as required.
C. Generate insights at the next retrospective and adjust processes as decided by the team.
D. Assign corrective actions to the backlog for the team to identify the mandatory defect information.
Question #673
A new project starts and team members are pooled together to execute it. The team works together and
moves from the forming stage into the
storming stage.
However, potentially destructive conflicts are now arising.
What should the agile coach do to develop members into a high-performance team?
A. Teach the team how to work comfortably in chaos.
B. Provide strong facilitation and conflict-resolution guidance.
C. Allow the team to resolve issues on their own.
D. Observe each team member and advise them on team relationships.
Question #674
An agile team is unable to complete all its planned sprint user stories, which results in a decrease of its
planned sprint velocity.
A. Re-estimate the sprint's completed stories to increase and adjust the sprint's velocity.
B. Increase the duration of the next sprint to accommodate the incomplete user stories and maintain
velocity.
C. Work with the product owner to create a spike with another agile team.
D. Re-estimate the incomplete stories for the next sprint because its relative size has changed.
Question #675
Two teams have received project requirements and completed estimates. Team A estimates 420 story
points for scope and 30 story points for
velocity per sprint.

Team B estimates 280 story points for scope and 20 story points for velocity per sprint. Both teams have
same number of team members and
have an assumed sprint duration of 2 weeks.
What can an agile practitioner conclude about team A and team B's estimates?
A. Team B has underestimated scope compared to team A.
B. Team A is more confident in delivering velocity than team B.
C. Both teams need to indicate their proposed technology before the estimates can be analyzed.
D. Both teams have estimated the project to be of same size.
Question #676
What is the first thing an agile development team should do when planning an iteration?
A. Assign the tasks to one team member.
B. Separate the stories into tasks.
C. Estimate the stories' tasks.
D. Help establish the next sprint's goal.
Question #677
The project team is ahead of schedule and beginning to gold-plate the feature included in the current
sprint.
A. Since the team has extra time, notify the product owner and secure approval for the extra work on
this feature.
B. Encourage the team to document the improvement and prioritize it for the upcoming iteration,
instead of building it now.
C. Instruct the Scrum Master to have the team use the extra time to complete the extra feature work in
the current iteration.
D. Notify the product owner and have the product owner verify the backlog priority, then encourage
team to continue working on the backlog.
Question #678
Unable to meet a sprint's committed velocity, an agile team approaches the agile coach to define the
next sprint's velocity.
What should the agile coach advise?
A. Split each story into multiple stories to meet the desired velocity.
B. Set the velocity to the delivered story points of the last sprint.
C. Use different estimation methods for stories and defects to meet the desired velocity.
D. Re-estimate by assigning more story points to smaller stories to increase the velocity.
Question #679
Throughout the project, an agile practitioner notices that one team member is becoming an emergent
leader.
What should an agile practitioner do?
A. Present opportunities in order to be supportive and grow that team member's talents.
B. Encourage the team member to fit in more with the established team norms.
C. Bring this to management's attention so they don't disrupt the team.
D. Ask team member to respect defined roles on the project to avoid confusion with the team.
Question #680
A project manager is concerned that the team has misaligned expectations with some stakeholders, and
that user stories were written only from a
generic user's perspective. This may lead the team to miss stories for non-generic users.
What agile tools can help the team address these issues?
A. Information radiators and wireframes
B. Information radiators and story maps
C. Process flows and personas
D. Personas and extreme characters
Question #681
A project sponsor is upset that an enhancement will be unavailable until next year.

A. Accept responsibility for the product's delay.
B. Ensure that the project sponsor's priorities are in the product backlog.
C. Negotiate with the project sponsor for increased funding.
D. Empower the project sponsor to manage the product backlog.
Question #682
A team working with a new technology faces a significant amount of uncertainty about its ability to
deliver stories due to technical issues.
A. Capture risks and make them visible, and use a burn down chart to focus on reducing risks early in the
project.
B. Ask the scrum master to extend the sprint's duration to allow more time to work through technical
issues.
C. Place the impacted stories on the story board, and use daily stand ups to make the product owner
aware of the technical issues.
D. Seek guidance from the development manager.
Question #683
At the retrospective, the burndown chart shows that the project is slightly behind schedule. The project
team identifies an inexperienced software
engineer as the source of reduced velocity.
How should the project team address this issue?
A. Suggest pair programming during the retrospective.
B. Ask the product owner to re-prioritize the user stories at the next retrospective.
C. Re-estimate the story points with team members at the next iteration planning meeting.
D. Assign less complex user stories to the inexperienced software engineer at the next iteration planning
meeting.
Question #684
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 to do?
A. Implement the story since the team is running behind schedule.
B. Create a spike to finalize the story's technical approach.
C. Transfer the story to a scrum team experienced in solving similar problems.
D. Ask the product owner to reduce the story's priority and wait until more technical details are
available.
Question #685
A key stakeholder cannot attend the project vision statement development workshop. The stakeholder
has emailed their requirements to the agile
team lead, and believes that the vision statement is not critical.
How should the agile team lead respond?
A. Emphasize to the stakeholder that a common, detailed vision will better ensure team understanding
of the project.
B. Personally meet with the stakeholder to understand their requirements, and then share the vision
with the team.
C. Work with the team to create a vision from the stakeholder's supplied requirements.
D. Explain to the team that creating a vision is not critical in agile projects, as requirements may change
over time.
Question #686
Midway through a two-week sprint, an agile team realizes that the features cannot be delivered within
the sprint. The team determines that
another week will be required to complete all committed features.
A. Plan for overtime, and include the effort as part of the estimation.
B. Increase team velocity to deliver more story points.
C. Identify the reason for over-commitment to the sprint and create an action plan for the following
sprint.
D. Add resources to assist with sprint execution.

Question #687
A product owner obtains customer confirmation on product requirements and provides them to the
team. After explaining the user stories, the
product owner receives agreement for acceptance from the team.
What should the team do next?
A. Use agile estimation techniques to create a shared understanding of when the user stories will be
completed.
B. Agree upon development and testing activities for the user stories.
C. Complete the user stories, and provide a demo for the product owner and customer.
D. Complete the user stories, and hold a retrospective to discuss them.
Question #688
After three iterations, it is identified that a project's underlying security structure architecture is
unstable. While there is a technical solution, all
work to date is flawed. This will impact several future business service offerings.
What should the product owner do to resolve this?
A. Ask the development team to address the issue since it is in their domain.
B. Review the project's risk matrix, and follow the steps outlined in the risk mitigation plan.
C. Meet with the team and stakeholders to address rework and rewrite stories as needed.
D. Cancel the current sprint, and meet with stakeholders to reassess the project's validity.
Question #689
An agile team and a traditional development team are working together on a project. Each team
exceeds expectations regarding deliverables;
however, issues arise when the deliverables are integrated.
A. Foster stronger communication by hosting cross-organizational meetings between the two teams.
B. Suggest merging the teams to avoid misunderstandings.
C. Create stories from full technical specifications to avoid ambiguity.

D. Co-locate the teams to encourage osmotic communication.
Question #690
An agile team delivered a feature in the last iteration. The product owner, who missed the planning and
review meetings, was dissatisfied with the
feature. The team conducted a retrospective and reviewed the user stories related it.
What should the agile team do next?
A. Ensure that the product owner reviews the acceptance criteria for delivered user stories.
B. Augment the quality assurance and continuous integration processes for delivery.
C. Approach the relevant developers and testers regarding quality issues in upcoming iterations.
D. Ask the product owner to define the entire scope of delivery two to three iterations in advance.
Question #691
An agile team lead is assigned to a project that must ensure data security.
What should the team lead do to guarantee that security, as a non-functional requirement, is managed
throughout the project?
A. Include security concerns on the agenda for every meeting.
B. Request that a security expert be added to the team.
C. Add security as a non-functional requirement to the risk register, and review regularly.
D. Ensure that planning and prioritizing includes consideration of security requirements.
Question #692
An agile team has been in place for five years and the customer is satisfied with the team's performance
and deliverables. Now that the product is
built and delivered, the customer is considering the future role of the Scrum Master.
What should the customer do?
A. Expand the Scrum Master's role to other projects, while allowing them to support the current project.
B. Release the Scrum Master, since the team is adequately skilled with agile practices.
C. Expand the product owner's role to serve as the Scrum Master, while providing additional product
knowledge.
D. Increase the functional manager's role to act as the Scrum Master, while providing additional
information about functional areas.
Question #693
An agile team's client has been asked to expedite the delivery of the next release. By delivering one
month early, the company can generate
US$40,000 more than expected for the quarter.
A. Adhere to the new deadline and immediately advise the client that the schedule has been expedited.
B. Advise the client that it is best to continue as planned rather than introduce unforeseen risks by
expediting the schedule.
C. Submit a change request to the client with a 50% increase in charges due to the new potential profit.
D. Request additional resources to meet the expedited deadline and obtain training for the new
resources.
Question #694
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.
A. Require the team to try only those ideas that will ensure success.
B. Allow the team to try ideas, but remind them that results will be reviewed by high-ranking executives.
C. Associate idea successes and failures with the team's incentive plan to ensure accountability.
D. Encourage the team to try the ideas, even if failure may be the outcome.
Question #695
After a successful product deployment, a key stakeholder informs an agile team member that an
implemented feature is failing to deliver its
expected business value. The team member replies that the requirement was provided by the customer,
and that the scope was clearly met.
If the problem were an issue of requirement elicitation rather than delivery, what should have been
done to avoid this situation?
A. Stakeholders should have regularly been engaged to obtain feedback and reduce the functionality
risk.
B. The team should have used the lean principle of delay, so that actual facts could be considered rather
than assumptions and predictions.
C. Interdependent teams should have been engaged using a collaborative approach to identify and
leverage the best support.
D. An owner should have been identified to obtain timely stakeholder feedback.
Question #696
The product owner wants to build security firewalls into the product.
How can the team members support this?
A. Add new security features to the backlog and prioritize.
B. Execute a spike to research security features for the project.
C. Ask questions to determine where and how the product owner wants to use the product.
D. Ask questions to determine if the product owner can define the desired level of security.
Question #697
How should a project leader manage stakeholder expectations in an agile project?
A. Establish a common vision and success criteria and involve all the stakeholders in the iteration
reviews.
B. Invite stakeholders for the iteration reviews but do not include new stakeholders which may limit
project success.
C. Involve all the stakeholders in iteration reviews but do not entertain all expectations of all
stakeholders.
D. Communicate issues to all stakeholders via email and only communicate risks to internal
stakeholders.
Question #698
There is a database feature requiring three members of a seven person team. A meeting is scheduled at
the beginning of the sprint to go over
technical needs to complete the story.
Who should the Scrum Master invite to the meeting?

A. The core team and the customer
B. The product owner and key stakeholders
C. The customer and the sponsor
D. The core team and the product owner
Question #699
What estimation technique is an agile team using when collectively estimating the relative size of its
stories using story points?
A. Parametric
B. One-to-one comparison
C. Affinity
D. Planning poker
Question #700
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?
A. Ask the project manager to work with the product owner to help generate clearer stories in the
future.
B. Develop guidelines to prevent future occurrences.
C. During the retrospective, discuss the issue and create an action plan to avoid it in the future.
D. Allow the team to devise a corrective action without external intervention.
Question #701
Agile team A struggles to deliver committed stories due to technical dependencies with team B, which
continuously fails to meet its delivery
commitments.
A. Create a new team to deliver the dependencies, and bring team B under performance management.
B. Conduct a vision-sharing session with the teams to communicate the project's overall goals.
C. Swap team members from both teams so that deliveries are better supported.
D. Discuss negotiating the delivery timelines with team A.
Question #702
During a Kanban team's daily stand up, an agile coach observes that the team seems disinterested in the
work status. While it appears that there
are no issues with flow, there is a marked lack of attention to team effort. When the agile coach queries
the team for reasons, members explain
that work continues to be scheduled with no end in sight.
A. Work with the team to determine points at which to celebrate its work.
B. Provide the team with a break by scheduling a team event.
C. Have the team increase work in progress (WIP) levels to more quickly complete the flow.
D. Rejuvenate the team by temporarily reducing WIP levels.
Question #703
A globally distributed project team is using email and phone calls as the only way to share information.
Delays in resolving issues often occur due
to misinterpreted communications, leading to a lower team velocity.
What steps should the project leader take to improve knowledge sharing?
A. Meet individually with each team member to identify the issues and relay information to the
remaining members through status reports.
B. Establish a live video feed between the dispersed teams to enable spontaneous engagement and
collaboration on issues.
C. Request that the customer co-locate the team to overcome the communication issues, as this is the
only method to ensure agility.
D. Inform the customer of the challenges and lower velocity of the project to accommodate for the
slower delivery pace.
Question #704
An agile project has three more iterations before the release. There is a lot of report functionality to be
created and defects to be cleared. During a
daily scrum, a team member suggests a timebox spike to find a more efficient way to deliver reports.
A. Encourage the team to self-organize and determine how to best complete their existing work and this
spike.
B. Encourage the team to complete their just existing work since the team velocity indicates they are
already struggling to meet the release
goal.
C. Direct the team to defer the spike until the next release and add the action on the backlog for
prioritization.
D. Direct the team to work on the spike immediately given the importance of reporting functionality to
complete the iteration.
Question #705
A scrum team has eight developers, but only two are database engineers. During the last few
retrospectives, the team identified that most sprint
stories are dependent upon database engineers. This has created a bottleneck in completing stories.
What should be proposed to the team?
A. Have other team developers attend training to learn database skills.
B. Monitor the retrospectives of two additional sprints before taking action.
C. Plan fewer stories for the sprint to reduce the database engineers' workload.
D. Ask the scrum master to work with the product owner to remove backlog stories that have database
dependency.
Question #706
The executive leadership wants to understand ways to better deliver on time and on budget.
What can the project team do to assist in achieving the organizational goal?
A. Maintain and review a lessons learned repository to improve delivery of future projects.
B. Ask each team member to post corrective action to the backlog.

C. Engage the project management office (PMO) to take responsibility identifying lessons learned on
projects.
D. Perform a root cause analysis to identify alternative approaches for performing the next project.
Question #707
An agile team discovers a new risk and identifies that its impact may be severe.
What should an agile practitioner recommend?
A. Add a goal to the current iteration to fully mitigate or control the risk.
B. Balance risk reduction and value adding activities in the next iteration.
C. Continue with the current plan to maintain team velocity.
D. Update the risk register and seek direction from a risk specialist.
Question #708
A new agile team member notices that the team's current process involves excessive documentation.
What should the new team member do?
A. Teach the team the appropriate agile principle, obtain consensus, and drive adoption.
B. Allow another team member to prepare those documents that do not appear to bring value.
C. Notify the project manager about other documentation techniques, and identify which documents
bring value and which do not.
D. Follow the existing process to avoid conflicts.
Question #709
After seeing the planned features for an upcoming release, a customer notes that a vitally important and
complex one is missing. The team
estimates that this feature significantly exceeds its average velocity.
How can this issue be resolved?
A. Break down the feature into smaller parts, and commit to completing the minimum viable product.
B. Complete the iteration to which they have already committed, and include the feature in the next
release.
C. Change the planned features to include only the vitally important one.
D. Extend the iteration to complete the feature.
Question #710
A company president is concerned about the impact of a natural disaster on the company.
How should management identify areas to apply its resources and mitigate potential impacts?
A. Establish and keep an active risk register that includes mitigation strategies and a cost-benefit
analysis.
B. Establish and keep an active risk register based on qualitative risk analysis and expected losses.
C. Have each development team post the highest risk development items on the information radiator.
D. Avoid risk by splitting development teams into two locations to ensure knowledge continuity.
Question #711
A scrum master is part of a project team using technologies overseen by the IT department. The IT
director oversees several company initiatives
and is unfamiliar with the details of each one.
As an active project stakeholder, to which meeting should the IT director be invited?
A. Planning
B. Daily scrum
C. Sprint demo
D. Retrospective
Question #712
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.
A. Add this threshold requirement request as acceptance criteria in all impacted stories
B. Create a spike story to analyze the impact of the threshold requirement on current stories
C. Conduct design planning session to review the performance threshold requirement
D. Identify the tasks for the new performance threshold requirement

Question #713
During a daily stand up meeting, a developer expresses concerns that the selected technology limits the
number of concurrent users.
A. Ask the team to conduct research to find a viable solution.
B. Select a better technology for team implementation.
C. Obtain customer input on their technology requirements.
D. Consult the product owner about their non-functional requirements.
Question #714
Based on the chart, what is the current status of the iteration when comparing story points planned
versus completed?
A. The iteration is in jeopardy.
B. The team has removed scope.
C. The iteration is ahead of schedule.
D. The team's velocity is constant.
Question #715
A product's scope and acceptance criteria have been defined, and the product is planned for release at
the end of the next quarter.
What should the project team do next?
A. Estimate the project team's capacity.
B. Determine how much work can be delivered.
C. Calculate how much work will fit into the next iteration.
D. Estimate items in the product backlog.
Question #716
During sprint retrospectives, some team members are very vocal and tend to dominate the
conversation, while others are more reserved and less
likely to participate.
A. Encourage all team members to participate, and have them type their retrospective feedback into the
agile lifecycle management tool.
B. Ask more specific questions during the retrospectives.
C. Use retrospective techniques, such as silent writing, clustering, and dot voting to field feedback prior
to discussion by the team.
D. Ask team members to email feedback that can be summarized in a spreadsheet for the team.
Question #717
An agile practitioner notices that team members are disengaged. As a result, the team's velocity has
decreased.
What should the agile practitioner do to get the team back on track?
A. Escalate the issue to the project sponsor.
B. Remove stories to increase velocity.
C. Hold a standup to address the issue.
D. Facilitate a team retrospective.

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Question #500

A. Assess compatibilities for pair programming assignments

B. Improve personal and team practices

C. Identify personal traits for human resources counseling

D. Gain insights for salary performance reviews

The Japanese terms for an Agile developmental mastery model is:

Which of the following is not part of Agile Discovery?

A. Document business outcomes that are quantifiable and measureable

What is the Japanese business philosophy focused on making constant improvements?

otherwise largely uninvolved in the project.

B. Ensured engagement among stakeholders and the product owner

C. Conducted additional stakeholder reviews and demos

D. Worked with the product owner to prioritize user stories

B. Assign tasks to each team member

C. Meet with the customer

D. Identify the Scrum Master

What should the agile project manager do?

A. Provide both project teams with the highest priority needs

D. Provide both teams with each project's documentation

An executive sponsor of a new scrum team actively attends scrum ceremonies.

How does this benefit the team?

A. It helps the team to focus on and meet sprint goals

B. It reminds the team about who sponsors the project

D. It helps to quickly resolve issues using the sponsor's influence

B. Invite people from across the organization to attend retrospectives

demo of all the stories to the business.

What should the product owner have done differently?

A. Demonstrated only the completed stories and seek stakeholder feedback

B. Presented the budget situation and review the cost variance

C. Reviewed the test results to gain confidence from the stakeholders

How should this be addressed?

What should the project team do?

A. Continue working on the task until it is completed

B. Remove the task owner from the project team

C. Add resources to reduce time to task completion

D. Stop working on the task and include it in the next iteration

declares that the scope of work is complete.

What should be done with this story?

A. Mark it as incomplete and prioritize it for the next sprint

D. Mark it as complete, since the team completed the scope of work

What should the agile coach do?

A. Work with the sponsor to develop team expectations

B. Provide the customer with a list of deliverables and obtain agreement

C. Encourage the team to more frequently interact with all stakeholders

sprint was cancelled.

What should the team have done to avoid this?

A. Escalated the issue to management

B. Ensured the early engagement of key stakeholders

What should the agile practitioner do?

has lowered motivation.

What should the agile practitioner do?

C. Ask team members to perform a value stream analysis of their activities

D. Add more resources to the team to help with the tasks

only on spike user stories for the next three sprints.

What should the agile coach do in this situation?

What should the scrum master mention at the next retrospective?

B. Problems that arose

D. Problems that were solved

What should the agile practitioner do?

What should the agile team do?