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PMI Agile Certified Practitioner (PMI-ACP) Questions and Answers

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Viewing questions 91-100 out of questions

Questions # 91:

An agile coach is working on a digital transformation project. The project team is in the middle of a 5-week sprint. The agile coach notices constant arguing among team members on what should be the preferred technical approach to solve a current business problem. What can the agile coach do to promote collaboration and consensus-building among team members?

Options:

Work with team members to resolve the issue.

Escalate the issue to the product owner.

Allow team members to resolve the issue.

Escalate the issue to senior management.

Answer

Questions # 92:

A scrum team is working together virtually. One of the team members sends a daily email to the other team members listing impediments that they find. During retrospective meetings, the team member complains that their colleagues fail to take actions on the impediments.

How should the team address this issue?

Options:

The team member that is complaining should talk individually with the scrum master to remove impediments.

They should ask for more details about the impediments and then resolve them when the team has more time to investigate.

The team member that is complaining should address the impediments in daily scrum, communicating them directly.

Team members should state that they need to prioritize their work instead of responding to daily emails about impediments.

Answer

Explanation

The daily scrum is the appropriate forum for team members to raise and discuss any impediments or blockers they are facing. By addressing the impediments directly in the daily scrum, the team can collaborate and work together to find solutions in real time. This ensures that issues are identified early and are dealt with in a timely manner. Relying solely on emails for communication can lead to missed opportunities for immediate resolution and may cause frustration, as seen in this case. Encouraging the team member to raise the impediments during the daily scrum will help ensure they are addressed quickly and effectively.

Questions # 93:

An executive sponsor of a new scrum team actively attends scrum ceremonies How does this benefit the team?

Options:

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

It reminds the team about who sponsors the project.

It provides high-level project updates to the sponsor

It helps to quickly resolve issues using the sponsor's Influence

Answer

Questions # 94:

Daily coordination meeting attendance has been declining recently. Those who attend have little to contribute outside of what they are currently working on. The project manager met with the team to remind them of the importance of regular, face-to-face communication. The project team feels the daily coordination meetings are not adding value.

What should the project manager do?

Options:

Keep the meetings because some find them valuable and assume that those not attending are working steadily and have no blockers.

Change the meeting to the end of the day ensure it lasts only 15 minutes and require all team members to attend.

Work with team members to create a wiki where they can record their current accomplishments.

Reduce the occurrence of meetings because team members regularly communicate with the another and the customer

Answer

Explanation

If the team members are already communicating regularly with each other and the customer, the daily coordination meetings may not be necessary. The project manager should adapt to the team's needs by reducing the frequency of these meetings, allowing the team to focus more on delivering work. This approach supports Agile principles of minimizing waste and encouraging efficient communication, ensuring that meetings are only held when they add clear value. The team can use alternative methods (e.g., a digital board or asynchronous communication) to stay aligned.

Questions # 95:

During the advanced stages of implementing a complex design, an agile practitioner realizes that the architecture is not scalable for user requirements. The architect suggests a workaround that is minimally adequate but may cause some performance issues.

What should the agile practitioner do?

Options:

Tell the team that this is unacceptable for the upcoming project.

Implement the workaround since performance issues can be addressed in the next iteration.

Calculate the cost of redoing the architecture and seek management approval.

Brainstorm with the team to identify a solution.

Answer

Questions # 96:

When a team member encounters an issue in an agile environment, what should they do?

Options:

Limit communication between the team members and the customer to prevent unnecessary anxiety

Manage communication between all team members and the customer to promote effective and transparent collaboration

Manage communication between a few team members and the customer so that they may convey information to other team members

Facilitate one-on-one communication between team members to reduce conflict and inefficiencies

Answer

Questions # 97:

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?

Options:

Lead time, throughput and due date performance

Work in progress limits Kanban board, and time boxes

Work item types, sprint cadences, and defect classes

Burndown charts, scatter diagrams, and throughput

Answer

Questions # 98:

Question # 98

Based on the chart, what is the current status of the iteration when comparing story points planned versus completed?

Options:

The iteration is in jeopardy.

The team has removed scope.

The iteration is ahead of schedule.

The team's velocity is constant.

Answer

Questions # 99:

An experienced product owner presents the epics and corresponding stones during a release planning session with the established team. The executive sponsor asks the team when the features will be delivered.

What should the agile team do?

Options:

Evaluate how much can be delivered based on the Scrum Master's estimation

Identify a set of user stones based on the team's velocity

Initiate an estimation session

Consult historical data for project completion

Answer

Questions # 100:

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?

Options:

Educate the QA manager that in agile quality is integrated from the beginning to end of the project

Write backlog items that include QA as part of the description

Ask for the current QA documents and incorporate them into the technical debt backlog

Ask the product owner to write tests and QA controls into the acceptance criteria

Answer

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