Scrum

PAL-I Exam
Professional Agile Leadership

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Question: 1

What traditionally "good" behavior can impede the adoption of an agile culture? (choose the best
answer)

A. Encouraging specialization
B. Rewarding outstanding individual performance
C. Enforcing organization-level technology standards
D. Rewarding high utilization
E. Managing to: fixed-scope, schedule, and budget goals
F. All the above
Answer: F
Explanation:

Agile principles emphasize collaboration, flexibility, and delivering customer value over strict adherence
to processes or individual achievements. Rewarding individual performance or focusing on fixed goals
can create silos and hinder collaboration, which is key to Agile. Encouraging specialization can also limit
cross-functional teamwork, reducing agility. All the behaviors mentioned can slow down or impede an
Agile culture by promoting practices that are at odds with Agile values of teamwork, adaptability, and
customer collaboration.

Question: 2

You are a manager responsible for a product being developed by a Scrum Team. A sales representative
wants a particular feature in the product. They believe that it will help close a deal. The Product Owner
understands the need but believes that there are more valuable things on the Product Backlog that will
lead to more long-term business. The sales representative appeals to you to intervene. How do you
respond? (choose the best answer)

A. Ask the Product Owner to implement the feature anyway since it will close a deal.
B. Reach out to Developers who you think may support your position, in the hope of gaining more
support for the idea.
C. Support the Product Owner’s decision to focus on broader market needs in the long run, even
though it may mean loss of short-term business.
D. Lobby other stakeholders to express support for adding the feature, to put more pressure on the
Product Owner.
Answer: C
Explanation:

The Product Owner is responsible for maximizing the value of the product, and prioritization is key to that
responsibility. Even though losing a short-term business opportunity may seem detrimental, the Product
Owner’s long-term focus is more in line with the Agile principle of delivering sustainable value.
Supporting the Product Owner’s prioritization fosters respect for the role and the overall Agile process.

Question: 3

Which of the following is NOT true of cross-functional teams? (choose the best answer)

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A. The team spends less time waiting on people outside the team to get things done.
B. Team members have a greater opportunity to deliver product increments that deliver value to users.
C. Cross-functional teams help team members develop deep technical specializations.
D. Cross-functional teams encourage team members to step outside their comfort zone to get things
done.
E. Team members have more opportunities to grow their skills by learning from others.
Answer: C
Explanation:

Cross-functional teams encourage team members to develop a broad range of skills and to work
collaboratively on different aspects of the product. This often results in members stepping outside their
specializations to contribute to the team’s overall success, rather than deepening their technical
specializations.

Question: 4

You manage a product group in an organization. A Scrum Master is concerned with the very low
availability of the Product Owner for her team. The Product Owner has subject matter expertise that is
very difficult to duplicate or replace, but he has several other important responsibilities as well.
The Scrum Master has discussed her concern with the Product Owner, but the Developers are still
struggling to deliver value without additional guidance from the Product Owner. The Scrum Master is
asking you for some guidance. What is the best way for you to help the Scrum Master? (choose the best
answer)

A. Help the Product Owner’s manager find a different Product Owner, who can dedicate the time
needed, and help this new Product Owner come up to speed on the new product as quickly as possible.
B. Help the Scrum Master to find a delegate who can join the Scrum Team to work with the Product
Owner and represent business priorities when the Product Owner cannot be present.
C. Recommend to the Scrum Master that she helps the Developers to do their best, document their
decisions, and escalate problems to you.
D. Offer to work with her, the Product Owner, and his manager, to find a way to ensure that the
Product Owner's participation level is high enough to ensure that value can be delivered by the Scrum
Team.
Answer: D
Explanation:

The Product Owner plays a crucial role in ensuring that the Scrum Team is delivering value. By working
with the Product Owner’s manager, you can help prioritize the Product Owner’s availability and ensure
that the team gets the guidance they need.

Question: 5

A Scrum Team is finding it difficult to get work done since team members are distracted by being pulled
away to take care of work requested by other teams. The team has been regularly failing to deliver on
their Sprint Goals. As a Manager, if the Scrum Team asks you for help, what should you do to solve this
problem? (choose the best two answers)

A. Work with the Scrum Team and other teams to find ways to re-assign the interrupting work to
people outside of the Scrum Team.

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B. Ask for more people on the team to compensate for the interruptions.
C. Make their Sprints longer to account for the interruptions.
D. Extend the length of a Sprint if they need more time to complete the Sprint Goal.
E. Coach the Scrum Team to be more conservative in defining their Sprint Goal, to account for the time
team members will need to spend doing other work.
Answer: A, E
Explanation:

To help the Scrum Team focus on their work, it’s essential to remove distractions and interruptions. By
re-assigning the unrelated work to other teams and ensuring the Sprint Goals are realistic, the Scrum
Team can better focus on delivering value. Making Sprints longer or extending them compromises the
Agile framework.

Question: 6

Which Scrum event most helps a Scrum Team to continuously improve? (choose the best answer)

A. Sprint Planning.
B. The Daily Scrum.
C. The Sprint Retrospective.
D. Refinement.
E. The Sprint Review.
Answer: C
Explanation:

The Sprint Retrospective is dedicated to continuous improvement. It provides an opportunity for the
Scrum Team to reflect on their process, identify areas of improvement, and implement changes to
improve effectiveness and efficiency in future Sprints. This focus on reflection and adaptation is key to
the iterative nature of Scrum.

Question: 7

You are an Agile Manager and you have a new Product idea to develop, but you don't have a Scrum
Team for it. It is your responsibility to use some unassigned professionals within the company and hire
new team members for the new Scrum Teams that will build from the new Product. You have a lot of
experience in assigning team members and hiring. How would you decide which member will be on
which team?

A. You must assign team members into teams. Each team will work on different layers of the Product.
B. Work with the Product Owner and available members together, discuss the vision and goals for the
product, let the group self-organize and divide itself into teams.
C. Allocate the team members into teams based on the features they are going to develop.
D. You must distribute team members into groups according to individual performance and skills.
E. You must assign team members into functional teams.
Answer: B
Explanation:

Your past experience may not match how the team should be selected in Scrum. The team members
should organize and manage themselves to accomplish the work and meet the goals. As a manager,
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you must delegate them to build the teams. The ones that will be doing the work are the best ones to
decide on what Developers' structures work best. Scrum Teams and Developers are structured and
empowered by the organization to organize and manage their own work. The resulting synergy optimizes
the Developers’ overall efficiency and effectiveness. They are self-managing. No one (not even the
Scrum Master) tells the Developers how to turn Product Backlog into Increments of potentially releasable
functionality. Developers are cross-functional, with all the skills as a team necessary to create a product
Increment.

Question: 8

What are the primary benefits of an Agile approach over a Waterfall approach? Select two answers.

A. Deliver the product incrementally, including frequent and relevant feedback from stakeholders.
B. Focus on customer satisfaction and delivering business value.
C. Save costs by using more efficient product development practices.
D. Better ability to deliver on-budget, on-time, and on-scope.
Answer: A, B
Explanation:

Manifesto for Agile Software Development (https://agilemanifesto.org/) We are uncovering better ways of
developing software by doing it and helping others do it. Through this work we have come to value: -
Individuals and interactions over processes and tools. - Working software over comprehensive
documentation. - Customer collaboration over contract negotiation. - Responding to change over
following a plan. That is, while there is value in the items on the right, we value the items on the left
more. 12 Principles behind the Agile Manifesto. We follow these principles: Our highest priority is to
satisfy the customer through early and continuous delivery of valuable software. Welcome changing
requirements, even late in development. Agile processes harness change for the customer's competitive
advantage. Deliver working software frequently, from a couple of weeks to a couple of months, with a
preference to the shorter timescale. Business people and Developers must work together daily
throughout the project. Build projects around motivated individuals. Give them the environment and
support they need, and trust them to get the job done. The most efficient and effective method of
conveying information to and within a development team is face-to-face conversation. Working software
is the primary measure of progress. Agile processes promote sustainable development. The sponsors,
Developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to
technical excellence and good design enhances agility. Simplicity--the art of maximizing the amount of
work not done--is essential. The best architectures, requirements, and designs emerge from self-
organizing teams. At regular intervals, the team reflects on how to become more effective, then tunes
and adjusts its behavior accordingly. Check this link for more differences between Agile and waterfall:
https://www.seguetech.com/waterfall-vs-agile-methodology/

Question: 9

An organization wants to implement Scrum for its 5 teams developing software. HR has hired 5 Scrum
Masters to assign one Scrum Master to each team that will guide and support the implementation of
Scrum. To make the transition successful, the Scrum Masters agreed to shield the Scrum Teams from
change and uncertainty from those outside the team who are not familiar with Agile. As an Agile Leader,
what would you say?

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A. The Scrum Masters should shield Scrum Teams with a low agile maturity level from change and
uncertainty.
B. Scrum Masters should help Scrum Teams deal with and embrace change and uncertainty.
C. The Scrum Masters should shield recently formed Scrum Teams from change and uncertainty.
D. The Product Owner should shield Scrum Teams from change and uncertainty.
E. The Scrum Masters should shield Scrum Teams from change and uncertainty.
Answer: B
Explanation:

Manifesto for Agile Software Development (https://agilemanifesto.org/) We are uncovering better ways of
developing software by doing it and helping others do it. Through this work we have come to value: -
Individuals and interactions over processes and tools. - Working software over comprehensive
documentation. - Customer collaboration over contract negotiation. - Responding to change over
following a plan. That is, while there is value in the items on the right, we value the items on the left
more. Also, one of the 12 principles is: Welcome changing requirements, even late in development. Agile
processes harness change for the customer's competitive advantage. Scrum Masters should help Scrum
Teams deal with and embrace change and uncertainty. Scrum Masters do this by helping everyone
understand Scrum theory, practices, rules, and values. The fact that there are people outside the team
who are not familiar with Agile is not a reason to protect the Scrum Team from change and uncertainty.
The Scrum Master helps those outside the Scrum Team understand which of their interactions with the
Scrum Team are helpful and which aren’t. The Scrum Master helps everyone change these interactions
to maximize the value created by the Scrum Team. The Scrum Master serves the Scrum Team in
several ways, including: Coaching the team members in self-management and cross-functionality;
Helping the Scrum Team focus on creating high-value Increments that meet the Definition of Done;
Causing the removal of impediments to the Scrum Team’s progress; and, Ensuring that all Scrum events
take place and are positive, productive, and kept within the timebox. The Scrum Master serves the
organization in several ways, including: Leading, training, and coaching the organization in its Scrum
adoption; Planning and advising Scrum implementations within the organization; Helping employees and
stakeholders understand and enact an empirical approach for complex work; and, Removing barriers
between stakeholders and Scrum Teams.

Question: 10

Which of the following are tasks of an Agile Leader? Select all answers that apply.

A. Practice transparency through visualization.

B. Create a safe environment for experimentation.
C. Encourage others to be leaders via a safe environment.
D. Encourage experimentation with techniques and processes.
E. Share knowledge through collaboration.
Answer: A, B, C, D, E
Explanation:

Leadership Tasks include: - Practice Transparency through Visualization Transparency means being
open and honest, not only about the progress and achievements, but also about team issues and
setbacks. Agile Teams demonstrate transparency by openly displaying their work, progress, and review
findings for other stakeholders to see. - Create a Safe Environment for Experimentation When people
believe that it’s okay to try new approaches and they won’t be criticized if they don’t succeed the first
time, they are more likely to have a go and try new things. Leadership should encourage trials and tests,

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not dwelling on experiments that have failed, and encouraging the generation of new ideas. - Experiment
with New Techniques and Processes Short iterations offer the same short feedback cycles and provide
ready-made test periods for new approaches. - Share Knowledge through collaboration It’s important for
teams to share knowledge about the product they are working on and how things work within teams.
Collaborative work—either through pairing workers or Adhoc knowledge transfer through co-
location—has emerged as an agile best practice. - Encourage Emergent Leadership via a safe
environment Emergent leadership is when a team member takes the initiative and tries a new approach
after gaining team approval. Agile Team members are not only empowered to make decisions but also to
lead the charge on improvements.

Question: 11

Delivering on time and budget is the primary benefit of an Agile approach.

A. FALSE
B. TRUE
Answer: A
Explanation:

The primary benefit of an Agile approach is to deliver more value by enabling the team to inspect and
adapt their results in short increments. - "Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software." - "Scrum is a lightweight framework that helps people, teams
and organizations generate value through adaptive solutions for complex problems." - "The Product
Owner is accountable for maximizing the value of the product resulting from the work of the Scrum
Team."

Question: 12

Who should create an environment that supports agility and also helps remove impediments to the
delivery of done products?

A. Product Owners
B. Scrum Master
C. Agile Leader
D. Developers
E. Project Managers
Answer: C
Explanation:

Agile Leaders are primarily serving leaders who help their teams improve by supporting good agile
working practices and, most importantly, interceding on their behalf when they need help to remove
impediments. Agile Leaders empower Agile Teams. The Scrum Team is responsible for all product-
related activities from stakeholder collaboration, verification, maintenance, operation, experimentation,
research and development, and anything else that might be required. They are structured and
empowered by the organization to manage their own work. Agile Leaders focus on three things: (1)
Create and nurture a culture in which experimentation and learning are embraced. (2) Collaborate with
employees (at all levels in the organization) to find common values to create a greater goal for thw
company and the teams. (3) Create an organizational structure that reinforces the other two
dimensions.
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Question: 13

You are an Agile Leader. A customer calls you to request a change in the product that your company is
developing for him. His ideas are clearly outside the scope of the original product plan. What is your
course of action?

A. Since we value Responding to Change more than following a plan, that we welcome changing
requirements, and our highest priority is to satisfy the customer, we recommend that the Developers
complete the customer's request for the next Sprint.
B. Apply the Change Request Management Framework
C. Do nothing.
D. Facilitate a meeting between the Product Owner of the customer's product and the customer.
E. Begin negotiations with the customer on adding this scope change to the project. You want to
ensure that the value you provide to the customer can be increased so you handle these negotiations
yourself. When you are finished, you have delighted the customer with your adaptability.
F. Ask the Developers for an estimate of the change and negotiate the new product price with the
customer due to the increased scope.
Answer: D
Explanation:

The Product Owner is one person, not a committee. The Product Owner may represent the needs of
many stakeholders in the Product Backlog. Those wanting to change the Product Backlog can do so by
trying to convince the Product Owner.

Question: 14

A benefit of an Agile approach is to make projects more predictable through execution in short
increments.

A. TRUE
B. FALSE
Answer: A
Explanation:

One of the primary benefits of an Agile approach is to make projects more predictable through planning
and executing in short increments. We want short iterations to learn fast if we are building the right thing.
If we fail in a short iteration, the impact and deviation are low but the learning is high, we can take
corrective action and have opportunities to fix it. If we fail in a long iteration, the impact and cost of fixing
it are much higher. Working in Sprints at a sustainable pace improves the Scrum Team’s focus and
consistency. Therefore, predictability is improved.

Question: 15

A company has 16 products and 4 Product Owners. Which of the following is an acceptable way of
forming Scrum Teams? Select two answers.

A. The company must hire 12 Product Owners.

B. There should be a Chief Product Owner and one Product Owner for each product.
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C. There should be one Product Owner for every four Products supported by a Junior Product Owner
in each Product.
D. There must be a single Product Owner for each product.
E. Product Owners are assigned to one or more Products each. The Product Owner may delegate
work to others.
Answer: D, E
Explanation:

Regardless of how many Scrum Teams work together on the same Product, a Product must have only
one Product Owner, one Product Goal, and one Product Backlog. Although not recommended, the same
Product Owner may work for multiple Products as long as the Product Owner accountabilities are fulfilled
correctly. The Product Owner is also accountable for effective Product Backlog management. The
Product Owner may do that work or may delegate the responsibility to others. Regardless, the Product
Owner remains accountable. The Product Owner is one person, not a committee.
One may see "The company must hire 12 Product Owners" equal to "There must be a single Product
Owner for each Product", but that is not the case.
The idea of the question is to emphasize the rule that there is a single Product Owner per Product. While
hiring more Product Owners would be a good idea, the company does not really need to do that in order
to be aligned with Scrum theory. For example, if each of the 4 Product Owners is assigned to three
Products, each of those Products would have a single Product Owner.
Therefore, in order to have a single Product Owner per Product, there is no need of having 12 Product
Owners as a Product Owner can own more than one Product.
In other words "There must be a single PO for each Product" and "Product Owners are assigned to one
or more Product each" can occur at the same time without having 16 POs.

Question: 16

Which of the following are the benefits of an Agile Approach? Select four answers.

A. Customer Satisfaction.
B. Less interaction with Stakeholders is needed.
C. More predictability.
D. Shorter feedback loops.
E. Less complexity.
F. Adaptability to the unexpected.
Answer: A, C, D, F
Explanation:

Shorter feedback loops increase predictability. Manifesto for Agile Software Development
(https://agilemanifesto.org/) We are uncovering better ways of developing software by doing it and
helping others do it. Through this work we have come to value: - Individuals and interactions over
processes and tools. - Working software over comprehensive documentation. - Customer collaboration
over contract negotiation. - Responding to change over following a plan. That is, while there is value in
the items on the right, we value the items on the left more. 12 Principles behind the Agile Manifesto. We
follow these principles: Our highest priority is to satisfy the customer through early and continuous
delivery of valuable software. Welcome changing requirements, even late in development. Agile
processes harness change for the customer's competitive advantage. Deliver working software
frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

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Questions & Answers PDF Page 10

Business people and Developers must work together daily throughout the project. Build projects around
motivated individuals. Give them the environment and support they need, and trust them to get the job
done. The most efficient and effective method of conveying information to and within a development
team is face-to-face conversation. Working software is the primary measure of progress. Agile processes
promote sustainable development. The sponsors, Developers, and users should be able to maintain a
constant pace indefinitely. Continuous attention to technical excellence and good design enhances
agility. Simplicity--the art of maximizing the amount of work not done--is essential. The best
architectures, requirements, and designs emerge from self-organizing teams. At regular intervals, the
team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

Question: 17

Katherine works in the finance team and approves budgets. She is new to Scrum and wants to know
more about how budgeting and financial forecasting is performed in Scrum. As a Scrum Master, what
would you answer? Select two answers.

A. Budgeting does not apply in Scrum. The team members internally decide how much they will spend.
B. Budgeting does not apply in Scrum. Only the operational costs of the Scrum Teams matter.
C. Stakeholders can periodically inspect the results of product increments to assess how much value is
being produced per investment spent.
D. A single development release may be funded by the sponsors. The release may contain several
Sprints where every Sprint is producing a valuable increment.
E. Budgeting and financial forecasting are managed outside Scrum.
Answer: C, D
Explanation:

Every agile organization must determine its cadence for releasing features to its customers. A Release
can occur once or more times per Sprint, or every a few Sprints. If the term release planning doesn’t fit
well with your organization’s practices, replace the terminology with longer-term planning or milestone-
driven planning. Whatever you choose to call it, release planning in Scrum targets a future state when
important variables such as date, scope, and budget need to be balanced. The basic timing, participants,
and process remain the same regardless of the name. Release planning is not an official Scrum Event
but can be used in Scrum to create or update a Release Backlog (not a Scrum Artifact) with a draft of a
plan with potential features or goals per sprint or release. Release planning in Scrum may consist of and
include several activities and events: 1. Review and update the release constraints of goals, scope, date,
and budget. 2. Product Backlog refinement and estimations. 3. Review and update the minimum
releasable features (MRFs). 4. Product a sprint map / User Story Map. Each Sprint is an opportunity to
inspect the investment (money invested, time, effort, etc.) against the returned value (customer
satisfaction, revenue, product value), current value or unrealized value. The cost of developing,
delivering, and maintaining products can impact product value is managed throughout the life of a
product. An example of calculating costs on a fixed-date release and projected releases can be done as
follows: 1. Determine Team members. 2. Determine the Sprint length, in hours or days. 3. Multiply
personnel cost (per hour or per day) by sprint length to get a cost per sprint. For a fixed-date release,
multiply the number of sprints in the release by the cost per sprint. The official artifacts and events of
Scrum provide enough a lot of information to work on budgets.

Question: 18

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What or who enables adaptation?

A. Transparency
B. Scrum Master
C. Inspection
D. Developers
E. Product Owner
Answer: C
Explanation:

Inspection enables adaptation. Inspection without adaptation is considered pointless. Scrum events are
designed to provoke change.

Question: 19

Which of the following sentences are related to Adaptation?

A. The emergent process and work must be visible to those performing the work as well as those
receiving the work.
B. The Scrum artifacts and the progress toward agreed goals must be inspected frequently and
diligently to detect potentially undesirable variances or problems.
C. If any aspects of a process deviate outside acceptable limits or if the resulting product is
unacceptable, the process being applied, or the materials being produced must be adjusted.
Answer: C
Explanation:

Adaptation If any aspects of a process deviate outside acceptable limits or if the resulting product is
unacceptable, the process being applied or the materials being produced must be adjusted. The
adjustment must be made as soon as possible to minimize further deviation. Adaptation becomes more
difficult when the people involved are not empowered or self-managing. A Scrum Team is expected to
adapt the moment it learns anything new through inspection.

Question: 20

When does the Sprint end?

A. When all the items are finished

B. When the timebox expires. If all the items are finished, the Sprint can end before the timebox
expires
C. In one month
D. in two weeks
E. When the increment is ready
F. When the timebox expires.
Answer: F
Explanation:

Sprints are fixed length events of one month or less to create consistency. A new Sprint starts immediately
after the conclusion of the previous Sprint.

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Question: 21

Which are examples of details that are typically added to Product Backlog items during Product Backlog
Refinement?

A. description, order, and size

B. description, order, reporter and size
C. acceptance criteria, order, and size
D. acceptance criteria, order, assignee, and size
E. acceptance criteria, order, assignee, and size
F. none
Answer: A
Explanation:

Product Backlog items that can be done by the Scrum Team within one Sprint are deemed ready for
selection in a Sprint Planning event. They usually acquire this degree of transparency after refining
activities. Product Backlog refinement is the act of breaking down and further defining Product Backlog
items into smaller more precise items. This is an ongoing activity to add details, such as a description,
order, and size. Attributes often vary with the domain of work.

Question: 22

How would you describe what Evidence-Based Management is? Select all answers that apply

A. Helps organizations to continuously improve customer outcomes, organizational capabilities, and

business results under conditions of uncertainty
B. Refine goals
C. Helps organizations to continuously improve under conditions of certainty
D. Framework
E. Seeking a path toward strategic goals
F. Empirical approach
Answer: A, B, D, E, F
Explanation:

Evidence-Based Management (EBM) is an empirical approach that helps organizations to continuously

improve customer outcomes, organizational capabilities, and business results under conditions of
uncertainty. It provides a framework for organizations to improve their ability to deliver value in an
uncertain world, seeking a path toward strategic goals. Using intentional experimentation and evidence
(measures), EBM enables organizations to systematically improve their performance over time and
refine their goals based on better information.

Question: 22

What are some Key Value Measures (KVMs) defined by EBM? Select all answers that apply

A. Market Share
B. Employee Satisfaction
C. Customer or User Satisfaction Gap
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D. Revenue per Employee

E. None
F. Product Cost Ratio
Answer: E
Explanation:

To encourage adaptability, EBM defines no specific Key Value Measures (KVMs). KVMs are listed in the
EBM Guide to show the kinds of measures that might help an organization to understand its current
state, desired future state, and factors that influence its ability to improve.
In other words, the KVMs listed in the EBM guide are examples but they are not defined as part of the
EBM Framework.

Question: 24

Which of the following Key Value Measures (KVMs) would be useful to understand and improve the
Unrealized Value? Select three answers

A. Desired Customer Experience or satisfaction

B. Release Frequency
C. Customer Satisfaction
D. Customer or User Satisfaction Gap
E. Customer Usage Index
F. Market Share
Answer: A, D, F
Explanation:

Unrealized Value (UV): The potential future value that could be realized if the organization met the needs
of all potential customers or users. KVMs: Market Share: The relative percentage of the market not
controlled by the product; the potential market share that the product might achieve if it better met
customer needs. Customer or User Satisfaction Gap: The difference between a customer or user’s
desired experience and their current experience. Desired Customer Experience or satisfaction: A
measure that indicates the experience that the customer would like to have.

Question: 25

What are Immediate Tactical Goals?

A. Critical near-term objectives toward which a team or group of teams will work help toward Strategic
Goals
B. Critical near-term objectives toward which a team or group of teams will work help toward
Intermediate Goals
C. Is a synonym of Intermediate Goals
D. The plan of the team to achieve the Sprint Goal
Answer: B
Explanation:

From EBM Guide: Complex problems defy easy solutions, but instead require organizations seek toward
their goals in a series of small steps, inspecting the results of each step, and adapting their next actions

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based on feedback. This model has several key elements: A Strategic Goal, which is something
important that the organization would like to achieve. This goal is so big and far away, with many
uncertainties along the journey that the organization must use empiricism. Because the Strategic Goal is
aspirational and the path to it is uncertain, the organization needs a series of practical targets, like
Intermediate Goals, achievements of which will indicate that the organization is on the path to its
Strategic Goal. The path to the Intermediate Goal is often still somewhat uncertain, but not completely
unknown. Immediate Tactical Goals, critical near-term objectives toward which a team or group of teams
will work help toward Intermediate Goals. A Starting State, which is where the organization is relative to
the Strategic Goal when it starts its journey. A Current State, which is where the organization is relative
to the Strategic Goal at the present time.

Question: 26

What is the Ability to Innovate?

A. The effectiveness of an organization to deliver new capabilities that might better meet customer
needs
B. The value of innovation
C. The organization’s ability to quickly deliver new capabilities, services, or products
D. The potential future value that could be realized if the organization met the needs of all potential
customers or users
E. The innovation provided by the Product
F. The value that the product delivers today
Answer: A
Explanation:

Ability to Innovate (A2I): The effectiveness of an organization to deliver new capabilities that might better
meet customer needs

Question: 27

Delivering more features should improved customer experiences

A. TRUE
B. FALSE
Answer: B
Explanation:

Working more hours (activities) and delivering more features (outputs) does not necessarily lead to
improved customer experiences (outcomes).

Question: 28

The Strategic Goal is usually focused on achieving a highly desirable but unrealized outcome

A. TRUE
B. FALSE
Answer: A

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Questions & Answers PDF Page 15

Explanation:

Unrealized Value (UV): The potential future value that could be realized if the organization met the needs
of all potential customers or users. The Strategic Goal is usually focused on achieving a highly desirable
but unrealized outcome for a specific group of people that results in improved happiness, safety,
security, or well-being of the recipients of some product or service. In EBM, we refer to this as
Unrealized Value, which is the satisfaction gap between a beneficiary’s desired outcome and their
current experience.

Question: 29

How EBM helps organizations to take into account the best available evidence to help them make
decisions on ways to improve?

A. By becoming a data-driven organization

B. By implementing analytics tools
C. By defining goals and follow them
D. By measuring current conditions, setting performance goals, forming small experiments for
improvement that can be run quickly, measuring the effect of the experiment, and inspecting and
adapting goals and next steps
E. By recording and measuring evidence data
Answer: D
Explanation:

By measuring current conditions, setting performance goals, forming small experiments for improvement
that can be run quickly, measuring the effect of the experiment, and inspecting and adapting goals and
next steps, EBM helps organizations to take into account the best available evidence to help them make
decisions on ways to improve.

Question: 30

Which of the following is a measure of the relative percentage of the market not controlled by the
product?

A. Change Failure Rate

B. Customer Satisfaction
C. Time to remove Impediment
D. Ability to Innovate
E. Time-to-Learn
F. Market Share
Answer: F
Explanation:

Market Share: The relative percentage of the market not controlled by the product; the potential market
share that the product might achieve if it better met customer needs.

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