Quiz 1(Week 1 Readings from the Agile Practice Guide, Chapter 2

pgs. 7-16, and Annex A1 pgs. 89-95.)

Question 1 (36 points)

Annex A1 in the Agile Practice Guide maps PMBOK Guide Knowledge
Areas with their application in an Agile Work Process. For the following
Agile work processes, identify the PMBOK Guide Knowledge Area that
they map to.
Question 1 options:
In large organizations, there 1. Project Integration Management
may be a mixture of small 2. Project Scope Management
projects and large initiatives
3. Project Schedule Management
requiring long-term roadmaps
to manage the development of 4. Project Cost Management
these programs using scaling 5. Project Quality Management
factors. 6. Project Resource Management
In cases where high-variability 7. Project Communication Management
projects are also subject to
strict budgets, the scope and 8. Project Risk Management
schedule are more often 9. Project Procurement Management
adjusted to stay within cost 10. Project Stakeholder Management
constraints.
Projects managed using
adaptive approaches make
use of frequent reviews of
incremental work products and
cross-functional project teams
to accelerate knowledge
sharing and ensure that risk is
understood and managed.
The team members determine
how plans and components
should integrate.
Projects with high variability
benefit from team structures
that maximize focus and
collaboration, such as self-
organizing teams with
generalizing specialists.
Posting project artifacts in a
transparent fashion, and
holding regular stakeholder
reviews are intended to
promote communication with
management and
stakeholders.
In order to navigate changes,
agile methods call for frequent
quality and review steps built
in throughout the project
rather than toward the end of
the project.
Risk is considered when
selecting the the content of
each iteration, and risks will
also be identified, analyzed,
and managed during each
iteration.
To facilitate timely, productive
discussion and decision
making, adaptive teams
engage with stakeholders
directly rather than going
through layers of
management.
Adaptive approaches use
short cycles to undertake
work, review the results, and
adapt as necessary.
Agile methods deliberately
spend less time trying to
define and agree on scope in
the early stage of the project
and spend more time
establishing the processes for
its ongoing discovery and
refinement.
Project environments subject
to various elements of
ambiguity and change have an
inherent need to communicate
evolving and emerging details
more frequently and quickly.
In agile environments, specific
sellers may be used to extend
the team.
Lightweight estimation
methods can be used to
generate fast, high-level
forecast of project labour
costs, which can then be
easily adjusted as changes
arise.
Small batch systems aim to
uncover inconsistencies and
quality issues earlier in the
project life cycle when the
overall costs of change are
lower.
The project manager's focus is
on building a collaborative
decision-making environment
and ensuring the team has the
ability to respond to changes.
In agile approaches, the
requirements constitute the
backlog.
Planning for physical and
human resources is much less
predictable in projects with
high variability. In these
environments, agreements for
 fast supply and lean methods
are critical to controlling costs
and achieving the schedule.
Question 2 (20 points)

Identify the following project characteristics and examples as either

"Definable Work" or "High-Uncertainty Work".
Question 2 options:
requires collaboration among
subject matter experts to solve
problems and create a solution
new design, problem solving
and not-done-before work
typically low levels of risk
high rates of complexity and
risk
exploratory work
high rates of change
clear procedures that have
proved successful on similar 1
Definable Work
projects in the past .
production domain and 2
High-Uncertainty Work
processes involved are usually .
well understood
Production of a car, electrical
appliances or a home after the
design is complete
typically low levels of execution
uncertainty
Question 3 (8 points)

Select all of the following that are values of the Agile Manifesto.
Select 4 correct answer(s)
Question 3 options:
Project teams value working software over comprehensive documentation
Project teams value contract negotiation over customer collaboration
Project teams value customer collaboration over contract negotiation
Project teams value comprehensive documentation over working software
Project teams value following a plan over responding to change
Project teams value individuals and interactions over processes and tools
Project teams value processes and tools over individuals and interactions
Project teams value responding to change over following a plan
Question 4 (24 points)

Identify the correct order of the following twelve (12) Agile Manifesto
Principles>
Question 4 options:
Agile processes promote sustainable development. The sponsors,
developers, and users should be able to maintain a constant pace
indefinitely.
Simplicity -- the art of maximizing the amount of work not done -- is
essential.
Working software is the primary measure of progress.
Welcome changing requirements, even late in development. Agile
processes harness change for the customer's competitive advantage.
Business people and developers must work together daily throughout the
project.
At regular intervals, the team reflects on how to become more effective,
then tunes and adjusts its behaviour accordingly.
Our highest priority is to satisfy the customer through early and continuous
delivery of valuable software.
The most efficient and effective method of conveying information to and
 within a development team is face-to-face communication.
Build projects around motivated individuals. Give them the environment and
support their need, and trust them to get the job done.
The best architectures, requirements, and designs emerge from self-
organizing teams.
Deliver working software frequently, from a couple of weeks to a couple of
months, with a preference to the shorter timescale.
Continuous attention to technical excellence and good design enhances
agility.
Question 5 (2 points)

The Agile principles are only applicable to project is the software

industry. They cannot be applied to projects in other industries.
Question 5 options:
True
False
Question 6 (4 points)

Which of the following are elements of the Agile approach to project

management.
Question 6 options:
Agile mindset
Various Agile approaches and methods such as Kanban, Scrum, XP, etc.
4 Agile values
12 Agile principles
Question 7 (4 points)

Which of the following is a strategy to fulfil Agile values and principles in

projects.
Question 7 options:

a) Adopt a formal agile approach such as Kanban, Scrum, XP, etc.

b) Implement changes to project management practices to achieve progress on a

 core value or principle.

c) Neither of these

d) Both of these

Question 8 (2 points)

Project teams select a project life cycle that allows them to tackle projects
with high amounts of uncertainty via small increments of work as a means
to mitigate the impact of project uncertainty and the risk of rework.
Question 8 options:
True
False

Quiz 2 (Week 3 Readings from the Agile Practice Guide, Chapter 3

pgs. 17-32.)
Question 1 (18 points)

Match the following types of project life cycles with their characteristics
as described in the Agile Practice Guide.
Question 1 options:
waterfall or serial 1
Predictive
customer receives finished .
deliverables that may be used 2
Interative
immediately .
unfinished work improved and 3
Incremental
modified based on feedback .
sequential process 4
Agile
.
bulk of planning occurring
upfront
refine work items and deliver
frequently
 plan-driven
both iterative and incremental
executing project work in a
single pass
Question 2 (32 points)

Match the following project life cycle characteristics with a project

management approach.
Question 2 options:
Predictive delivery
Agile requirements
Incremental delivery 1. Fixed
Iterative delivery 2. Dynamic
Incremental goal 3. Performed once for the entire project
Iterative requirements 4. Repeated until correct
Incremental requirements 5. Performed once for a given increment
6. Single delivery
Iterative activities
7. Frequent smaller deliveries
Agile delivery
8. Frequent small deliveries
Iterative goal
9. Manage cost
Predictive goal
10. Correctness of solution
Incremental activities 11. Speed
Predictive Requirements 12. Customer value via frequent deliveries
Agile activities and feedback
Predictive activities
Agile goal

Question 3 (2 points)
A project's inherent characteristics determine which life cycle is the best
fit for that project.
Question 3 options:
True
False
Question 4 (12 points)

Match each of the following project management benefits with a life cycle
approach.
Question 4 options:
Allow feedback on partially
completed or unfinished work to
improve and modify that work.
The project may provide an
earlier return on investment.
1
Allows teams to segment work Predictive life cycles
.
into a sequence of predictable
2
groupings. Iterative life cycles
.
Team gains early feedback and
3
provides customer visibility, Incremental life cycles
.
confident, and control of the
product. 4
Agile life cycles
.
Provide finished deliverables
that the customer may be able
to use immediately.
Take advantage of things that
are known and proven.

Question 5 (2 points)
All project life cycles do not share the element of planning.
Question 5 options:
True
False
Question 6 (2 points)

What differentiates a life cycle is how much planning is done and when.
Question 6 options:
True
False
Question 7 (2 points)

In agile projects, the project team plans and replans as more information
becomes available from review of frequent deliverables.
Question 7 options:
True
False
Question 8 (4 points)

What type of project life cycle is represented by the diagram below.

Question 8 options:

a) Iterative

b) Predictive

c) Incremental
 d) Agile

Question 9 (5 points)

What type of project life cycle is represented by the diagram below.

Question 9 options:

a) Predictive

b) Agile

c) Incremental

d) Iterative

Question 10 (5 points)

What type of project life cycle is represented by the diagram below.

Question 10 options:
 a) Iterative

b) Agile

c) Predictive

d) Incremental

Question 11 (5 points)

What type of project life cycle is represented by the diagram

below.

Question 11 options:

a) Iterative

b) Agile

c) Incremental

d) Predictive

Question 12 (5 points)

What type of project life cycle is represented by the diagram below.

Question 12 options:

a) Predictive

b) Iterative

c) Incremental

d) Agile

Question 13 (2 points)

It is necessary to use a single life cycle approach for an entire project.

Question 13 options:
True
False

Question 14 (2 points)

Producing business value in the best possible way given the project
environment is the goal of project management. The point is to select a
life cycle or a combination of life cycles that work for the project, the risks,
and the culture.
Question 14 options:
True
False
Question 15 (2 points)

It is not a good practice for project teams to tailor agile frameworks such
as Scrum, Kanban and XP,to fit the circumstances of their project. They
should pick on and use it without modifications.
Question 15 options:
True
False

Quiz 3 (Week 4 Readings from the Agile Practice Guide, Chapter 4

pgs. 33-47)
Question 1 (18 points)

Match each of the definitions with the correct term.

Question 1 options:
Team members who have 1. Organizational Silos
deep specializations in one 2. Fishbowl Window
domain but rarely contribute
3. Remote pairing
outside of that domain.
4. Caves and commons
Team members work together
in a shared physical space. 5. Follow the sun development process
Generalizing specialists -- 6. Colocated teams
team members who 7. Distributed teams
supplement their expertise in 8. Dispersed teams
one area with supporting but
less-developed skills in 9. I-shaped people
associated areas and good 10. T-shaped people
collaboration skills. 11. Cross-functional team
The practice of leading 12. Product owner
through service to the team, 13. Team facilitator
by focusing on understanding 14. Self-managing teams
and addressing the needs and
15. Mini-waterfall project
development of team
members in order to enable 16. Servant leadership
the highest possible team 17. Bottlenecks
performance. 18. Growth mindset
Use of virtual conferencing
tools by pairs of team
members to share screens
including voice and video links
On agile projects, a servant
leader that may be called
project manager, scrum
master, project team lead,
team coach, or team
facilitator.
Each team member works in a
difference physical location.
Within team workspaces, the
common and social spaces
where team members can
collaborate and socialize
Incremental approach projects
in which the project team
addresses all of their
requirements in a given
period, then attempts to do all
of their design, then moves on
to do all of the building.
On agile projects, the person
responsible for working with
stakeholders, customers and
teams to define the product
direction.
Agile project teams where
team members decide who
 will perform the work within
the next period's defined
scope.
In a project with a dispersed or
distributed team, work is
handed off at the end of every
day from one site to the next,
many time zones away in
order to speed up product
development.
Project teams consisting of
team members with all the
skills necessary to produce a
working product.
Groups within organizations
that focus primarily on their
own work or functions and
interact very little with other
functions and work within the
organization.
Tasks in a work process
where work slows down
because the volume of work
exceeds work capacity.
Groups of team members are
located together in different
physical locations.
Long-lived video conferencing
links between the various
locations of a dispersed team.
A way of thinking in which
project team members believe
they can learn new skills.
Question 2 (10 points)

Which of the following statements regarding "Servant Leadership" are

correct? Select all that are correct.
Select 10 correct answer(s)
Question 2 options:
Servant leaders plan on following the "perfect" agile process.
Servant leaders approach work in this order: people, purpose, process.
Servant leaders do not have the ability to change or remove organizational
impediments to support project teams.
Agile approaches emphasize servant leadership as a way to empower teams
Servant leaders become impartial bridge-builders and coaches to encourage team
collaboration.
The role of facilitating the team's discovery and definition of agile
Servant leaders resolve bottlenecks inside and between project teams.
Servant leaders work to fulfill the needs of the project team, project, and
organization.
When leaders develop their servant leadership or facilitative skills, they are more
likely to become agile.
Servant leadership is unique to agile projects.
Servant leaders assign team members to work on specific project tasks.
Servant leaders identify processes that are impeding a team's or organization's
agility and work to streamline them.
As project managers, their leadership emphasis shifts from managing coordination
to facilitating collaboration.
The practice of leading through service to the team.
The practice of focusing on understanding and addressing the needs and
development of the project
Servant leaders approach work in this order: process, purpose, people.
Servant leaders work with the team to define the "why" or purpose of the project.
Servant leaders approach work in this order: purpose, people, process.

Question 3 (5 points)

Which of the following statements are true about agile project teams?
Select all that are correct.
Select 5 correct answer(s)
Question 3 options:
Cross-functional agile teams produce functional product increments infrequently.
An unstable work environment is an attribute of a successful agile team.
A mixed team of generalists and specialists is not an attribute of a successful
agile team.
Agile optimizes the flow of value, emphasizing rapid feature delivery to the
customer, rather than on how people are utlizied.
Agile teams obtain feedback by focusing on rapid product development.
Ideally, team members are 100% dedicated to the team.
The more work in progress that an agile team has the more likely its members can
expedite work across the board.
Ideally, agile teams are colocated in a team space.
Agile teams thrive with servant leadership.
Question 4 (8 points)

Match the following characteristic, responsibility or action with a role on

an agile project team.
Question 4 options:
Provide product feedback and 1
Cross-functional team member
set direction on the next piece .
of functionality to be 2
developed/delivered. Product owner
.
Responsible for guiding the 3
direction of the product. Team facilitator
.
Typically have a business
background and bring deep
subject matter expertise to
decisions.
Need time to build their servant
leadership skills.
In many organizations, initially
they are external agile coaches.
Rank the work based on its
 business value.
Team members with all the
skills necessary to produce a
work product.
Create the backlog for and with
the team.
Quiz 4 (Week 5 Readings from the Agile Practice Guide, Chapter 5
pgs. 49-59)
Question 1 (15 points)

Identify each of the following as a reason for, and/or benefit of a project

charter, a team charter, or both.
Question 1 options:
Tells project team why the 1
Project Charter
project matters. .
Identifies ground rules and 2
Team Charter
group norms. .
Identifies team norms. 3
Both Project Charter and Team Charter
Goal is to create an agile .
environment.
Tells project team where the
team is headed (when working
on the project).
Assist project team to
understand how to work
together.
Answers the question "What
does done mean for the
project?"
Project vision and/or project
purpose
Explains the intended flow of
work.
Answers the question "Who
 benefits from the project and
how?"
Establishes a social contract
among team members.
Tells project team what the
project objective is.
Identifies agreed upon
sustainable pace and core
hours of work.
Helps the team learn how to
work together and coalesce
around the project.
Project release criteria.
Question 2 (15 points)

Match each of the following purposes, actions or outcomes with its

common agile practice.
Question 2 options:
Objective is to not commit to 1
Retrospectives
more stories than there is team .
capacity to complete within one 2
iteration. Backlog
.
Agile teams plan a little, deliver, 3
learn, and then replan a little Daily Standups
.
more in an ongoing cycle.
4
Completed work is shown to Demonstrations/Reviews
.
the product owner and the
5
product owner accepts or Planning for Iteration-Based Agile
.
declines stories.
Comprises a product roadmap
that a product owner might
produce to show the anticipated
sequence of deliverables over
time.
Teams estimate what they can
 complete.
Not a status meeting, and not a
time for solving problems.
Based on the Agile Manifesto
principle: "At regular intervals,
the team reflects on how to
become more effective, then
tunes and adjusts its behaviour
accordingly."
It is about looking at the
qualitative (people's feelings)
and quantitative
(measurements) data, then
using that data to find root
causes, designing
countermeasures, and
developing action plans.
Ordered list of all the work,
presented in user story form,
for a team.
Takes no more than 15
minutes.
Ensures project work flows
smoothly through the team.
Allows the team to learn about,
improve, and adapt its process.
Key to meeting the fundamental
objective of "frequent delivery"
in agile projects.
Team members microcommit to
each other.
Uncovers problems with the
project work.
Question 3 (1 point)
Every project does not need a team charter, but it does need a project
charter.
Question 3 options:
True
False
Question 4 (1 point)

Project teams need a formal process for chartering a project.

Question 4 options:
True
False
Question 5 (1 point)

Retrospectives are the single most important agile practice.

Question 5 options:
True
False
Question 6 (1 point)

Agile project teams needs iterations in order to retrospect.

Question 6 options:
True
False

Question 7 (1 point)

Agile project teams run their own standups.

Question 7 options:
True
 False
Question 8 (1 point)

It will soon become impossible for an agile project team to release

anything rapidly if it does not pay attention to quality.
Question 8 options:
True
False
Question 9 (1 point)

Identify the correct order of activities for agile project teams.

Question 9 options:
feedback
project work
retrospective
demonstration
Question 10 (1 point)

Complexity, uncertainty, and high rates of change are project issues that
led to the development of agile approaches.
Question 10 options:
True
False

Quiz 5 (Week 5 Readings from the Agile Practice Guide, Chapter 5

pgs. 60-70)
Question 1 (1 point)

What type of agile project measurement chart is shown in the image

below.
Question 1 options:

a) Kanban Board

b) Feature Chart

c) Product Backlog Burnup Chart

d) Burnup Chart

e) Cumulative Flow Diagram of Completed Features

f) Burndown Chart

Question 2 (1 point)

What type of agile project measurement chart is show in the image

below.
Question 2 options:

a) Product Backlog Burnup Chart

b) Burndown Chart

c) Kanban Board

d) Feature Chart

e) Burnup Chart

f) Cumulative Flow Diagram of Completed Features

Question 3 (1 point)

What type of agile project measurement chart is show in the image

below.
Question 3 options:

a) Feature Chart

b) Product Backlog Burnup Chart

c) Kanban

d) Burndown Chart

e) Burnup Chart

f) Cumulative Flow Diagram of Completed Features

Question 4 (10 points)

Match the following descriptions and characteristics with the type of agile
project metric.
Question 4 options:
Shows changes in scope during 1
Burndown Chart
an iteration. .
 Shows the effect of user stories
that are too large.
illustrates how much planned
work remains to be done during
an iteration.
Allows teams to see what they
have accomplished.
Shows the effect of team
2
members multitasking or team Burnup Chart
.
members out of the office.
3
Shows work in progress (WIP) Kanban Board
.
limits.
4
Shows how requirements grew Feature Chart
.
over time.
illustrates how much planned
work has been completed
during an iteration.
Shows lead time and cycle
time.
Provides trends of completion
over time.
Question 5 (9 points)

From the the following statements about measuring results on agile

projects, select those that are true.
Select 9 correct answer(s)
Question 5 options:
Agile favours empirical measurements instead of predictive measurements.
Pressure to produce more features in a given time period will increase the longer it
takes for a team to deliver.
Overall feature delivery is delayed when agile teams have a lot of work in
progress.
Agile teams do estimate how much work they will complete during a period, but
limits it to the next few weeks.
 The smaller the chunk of work undertaken by an agile team, the more likely they
are to deliver it.
Agile favours predictive measurements over value-based measurements.
Working products of demonstrable value to customers is what agile is based on.
Agile does not measure what the team predicts it will deliver. It measures what
the team delivers.
Low variability in an agile team's work combined with minimal or no multitasking
by team members contributes to stabilization of a team's capacity.
Project baselines and estimates of earned value and ROI are all useful for
measuring progress in agile projects.
The agile approach to projects creates the ability for teams to do more work.
Agile projects do not manage to a baseline.
Traditional EVM metrics cannot be easily translated into agile terms.
Agile teams do not replan after an iteration is completed.

Question 6 (1 point)

What type of agile project measurement chart is shown in the image

below.

Question 6 options:
 a) Feature Chart

b) Burndown Chart

c) Product Backlog Burnup Chart

d) Burnup Chart

e) Cumulative Flow Diagram of Completed Features

f) Kanban Board

Question 7 (1 point)

What type of agile project measurement chart is shown in the image

below.
Question 7 options:

a) Feature Chart

b) Cumulative Flow Diagram of Completed Features

c) Kanban Board

d) Burnup Chart
 e) Product Backlog Burnup Chart

f) Burndown Chart

Question 8 (1 point)

What type of agile project measurement chart is shown in the

image below.

Question 8 options:

a) Feature Chart

b) Cumulative Flow Diagram of Completed Features

 c) Burnup Chart

d) Burndown Chart

e) Product Backlog Burnup Chart

f) Kanban Board

Quiz 6 (Week 6 Readings from the Agile Practice Guide, Chapter 6

pgs. 71-86.)
Question 1 (1 point)
Previously correct
Which of the following can influence the direction and outcome of any
project?
a) All of these
b) Organizational policies
c) Organizational culture
d) None of these
e) Organizational structure
Question 2 (1 point)
Previously correct
Support within an organization for an agile approach to projects is not a
factor in how effective the organization is in undertaking agile projects.
a) True
b) False
Question 3 (1 point)
Previously correct
All projects are about change.
a) True
b) False
Question 4 (1 point)
Previously correct
Which of the following are changes organizations may face when
beginning to use agile project approaches?
Question 5 (10 points)
Previously correct
Identify each of the following characteristics of organizations as either
"support for agile principles" or "roadblocks to implementing agile
approaches".
Question 6 (10 points)
Previously correct
Which of the following are approaches project leaders can try to
overcome organizational impediments to agility? Select more than one.
Question 7 (10 points)
Which of the following are options for change that project leaders can
explore to enhance the success of agile approaches within an
organization? Select more than one.
Question 7 options:
Organizational Culture
Organizational Change Management
Organizational Structure
Business Practices
Scaling
Project Management Office
Procurement and Contracting Practices and Policies

Question 8 (10 points)

Previously correct
Match each of the following descriptions of options for changing
organization culture, structures or policies that project leaders can use to
increase the success of agile projects to their categorey.
Question 9 (10 points)
Previously correct
Match each of the following descriptions of collaborative approaches
between project customers (project team) and suppliers (third party
vendors) with the correct type of agreement.
Question 10 (10 points)
From the following lists of services that PMOs (Project Management
Office) can provide, those that would support implementation of agile
project management approaches.
Question 10 options:
Create agreements with agile project troubleshooters.
Provide guidelines and templates for project status reports.
Coordinate between agile teams by communicating between projects.
Gather profile velocity profiles.
Provide guidelines and templates for preparing network diagrams.
Providing templates for user stories, test cases, and cumulative flow diagrams
Providing agile tools and educating support groups on iterative development
concepts.
Provide guidance on acceptance testing.
Train and provide retrospective facilitators.
Help manage major customer releases at the program level.
Develop guidelines for interviewing agile practitioners.
 Encourage and support people to attend local agile events.
Provide templates for EVM analysis.
Provide product owner training.
Provide mentors and coaches.
Capture, store, and index retrospective findings.
Provide guidance on how to evaluate and give feedback on systems.
Help manage investment themes at the portfolio level.
Coordinate agile training courses, coaches, and mentors to help people transition
to an agile mindset and upgrade their skills.
Participate in the selection of project managers for projects.
Assist in establishing and operating change control boards.
Provide templates for work breakdown structures.

Question 11 (5 points)
Previously correct
From the following list of organizational structural characteristics that may
influence an organization's ability to implement agile project management
approaches, select all those that represent barriers or impediments.

Question 12 (1 point)
Previously correct
Initiatives that require collaboration of multiple agile teams in a program
or portfolio generally do not require sufficient guidance from the most
widespread agile methods such as Scrum and eXtreme Programming.

a) True
b) False
Question 13 (1 point)
Previously correct
Internal management policies such as performance appraisals may be
challenged by agile teams who start to work in a cohesive and
cooperative manner.

a) True
b) False

Question 14 (1 point)
Previously correct
Success implementing new strategies or plans in organizations will be
depend on the people implementing the plan being passionate about the
change.

a) True
b) False