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Viewing page 11 out of 15 pages

Viewing questions 101-110 out of questions

Questions # 101:

Project stakeholders are finding it difficult to know the real-time status of who has been assigned to various stories and the status of each work item. Which of the following should the agile project manager do?

Options:

Use an information radiator to help increase the transparency of work for key stakeholders.

Send status updates whenever the stakeholders request them.

Hold Scrum meetings more frequently to ensure stakeholders are well informed.

Instruct the team to focus on their own assignments rather than the work of others.

Questions # 102:

A team member starts discussing a project roadblock during a daily coordination meeting. The team discusses details of the impediment, which takes up most of the meeting time.

What should the agile facilitator do?

Options:

Dismiss the rest of the team from the meeting to focus on the problem reported by the team member

Ask the team member to wait to discuss until the next daily coordination meeting, the team needs to review the current status.

Inform the team that the meeting will be extended so there is time to hear what the team member is reporting

Stop the team politely and suggest scheduling another meeting to discuss this specific matter.

Questions # 103:

During a recent sprint review meeting with stakeholders, the product owner received detailed feedback indicating the critical changes needed for upgrading the legacy system to better align with the latest technologies and user needs. How should the product owner help ensure the product backlog is effectively managed, while helping the team remain focused? (Refer to the Product Backlog Exhibit)

Question # 103

Options:

Prioritize the stakeholder feedback, considering the impact on strategic objectives and current workload, and discuss these priorities with the team in the next sprint planning meeting to collaboratively decide on the next steps.

Implement the changes in the current sprint, reallocating resources and adjusting the sprint goals to accommodate the feedback immediately, regardless of the current workload and potential impact on ongoing tasks.

Update the product backlog immediately without consulting the team, ensuring that the most critical feedback is addressed as soon as possible, even if it disrupts the current workflow

Disregard the feedback until the next product release, focusing solely on the current sprint commitments to avoid any disruption and maintain the current workflow, even if it means delaying potentially valuable changes.

Questions # 104:

What should a scrum master do when an agile team member is behind on their tasks?

Options:

Ask the team for suggestions.

Move the tasks to another team member who has spare capacity in the sprint.

Hold a one-on-one meeting to encourage the team member to meet task commitments.D Inform key stakeholders

Questions # 105:

A project team has been working on a new application. The application is technically challenging, because the team is using new technology unknown to the development team and business requirements are unclear. The product owner has been working closely with the stakeholders to ensure alignment with requirements and other issues. The agile lead is working with the team and product owner on the product backlog.

What is the role of the team?

Options:

Estimate and define the work items.

Assess user story quality and independent, negotiable, valuable, estimable, small, and testable (INVEST) criteria.

Add features to the product backlog.

Determine if the demand is or is not feasible.

Questions # 106:

A project manager is leading a large agile project with multiple deliverables at each phase of completion. The project team has informed the project manager that the deliverables are completed per the team agreement.

Which agile practice should the project manager advise their team use to ensure deliverables are completed and ready for release?

Options:

Requirements backlog and ready for release

Acceptance criteria and release

Definition of ready (DoR) and review

Definition of done (DoD) and demonstrate

Questions # 107:

The project lead of an international team noticed that some members were hesitant to express their opinions and thoughts during the meetings. What should the project lead do to encourage the team to express themselves?

Options:

Organize separate meetings with each individual team member.

Create a safe environment for discussions during meetings.C Emphasize rules that need to be respected during meetings

Allow team members to talk when they feel comfortable without any pressure.

Questions # 108:

A user interface (UI) developer has features for channels ready for review. During the team review, the architect is disappointed that Splunk software has not been implemented for better server and client logs. The architect insists on the implementation of Splunk software, which will impact the release date.

Which one of the following is the ideal option for the team to resolve this conflict?

Options:

Have the team brainstorm and propose error logging at the client level, which will have a higher impact with less effort within the release timeline.

The product owner should explain to the architect that monitoring, alerting, and logging are not essential for the customer and can be prioritized post-release.

Inform the sponsor that features are being added and will extend the release date after getting approval and communicating this to the architect.

Ask the developer to build and let the testing be postponed until after the release, and inform the architect that the feature will be implemented.

Questions # 109:

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.

What should the team do?

Options:

Inform the sponsor about the regional sales manager's disruptiveness and ask that all questions be diverted to the weekly meetings.

Stay focused on the current iteration and let the project manager deal with the regional sales manager's questions.

Invite the regional sales manager to the next iteration review to share the progress.

Create a risk on the risk register to account for some potentially new requirements from the regional sales manager.

Questions # 110:

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?