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Viewing page 14 out of 15 pages

Viewing questions 131-140 out of questions

Questions # 131:

An agile practitioner is working on a project to migrate data from computer systems to another location. To accomplish this task, they need to run four activities sequentially that different teams are performing. The teams are migrating two systems per day, but the agile practitioner thinks that three systems should be done per day.

What can be done to improve process efficiency?

Options:

Use burndown charts to find gaps. delays, and constraints in the current process and develop a plan to reduce or remove them.

Use value stream mapping to find gaps, delays, and constraints in the current process and develop a plan to reduce or remove them.

Use Pareto analysis to find gaps, delays, and constraints in the current process and develop a plan to reduce or remove them.

Use root cause analysis to find gaps, delays, and constraints in the current process and develop a plan to reduce or remove them.

Questions # 132:

A scrum team is working on an important project with a short deadline. To save time and reduce overhead, the product owner proposes that the regular sprint reviews should be cancelled and replaced with a review of each release according to the release plan.

What should the scrum master do?

Options:

Review the release plan with the product owner and invite the stakeholders to a series of release reviews.

Review the metrics and the process to determine where the overhead could be further reduced to speed up delivery.

Explain to the product owner why the sprint reviews are now replaced by release reviews as inspect and adapt is a key principle in Scrum.

Explain to the product owner that getting feedback early and often from stakeholders is important so necessary changes can be made quickly.

Questions # 133:

How should an agile project leader interact with the product owner?

Options:

Conduct regular one-on-one meetings to review development features and trace them back to the product roadmap.

Ensure that they attend regular sprint meetings to provide product-feature feedback

Share any new versions of the project plan with them including updated statuses for tasks and project milestones

Schedule meetings where they can provide team direction regarding new-feature priorities and upcoming sprints

Questions # 134:

An agile leader has been assigned to a project that involves significant technical complexity. What should the agile leader do to set the project up for success?

Options:

Address this impediment by obtaining suitable training for the team.

Address the risks resulting from complexity within sprint zero.

Facilitate team brainstorming of the risks resulting from complexity for the risk register.

Motivate the team to try new technical approaches.

Questions # 135:

A customer and a product delivery team meet to discuss a product's attributes, goals expectations. hypothesis1 and high-level needs. What is a benefit of this meeting?

Options:

The team will learn how its contribution will create product value

It will enable team acceptance of client priorities.

It will enable the team to see the entire project in one glance

It will enable the team to ask any questions to the customer upfront

Questions # 136:

A large project team of 20 people from different functional areas has just been formed and the project starts next week. The team will be working on a regulated and strictly controlled pharmaceutical product but does not have subject matter expertise.

Which two actions should the scrum master take as priorities? (Choose two.)

Options:

Schedule a meeting to engage stakeholders to prepare for kickoff

Schedule a meeting to agree to the goals for all future iterations.

Guide the team to work collaboratively and share learnings.

Organize a sprint planning meeting to define actions.

Organize a meeting to outline roles and responsibilities.

Questions # 137:

During an executive review, a scrum master uses a burndown chart to demonstrate team deliverables through time. The scrum master declared that velocity increased from 27 to 35 over the last 3 sprints, but one of the executives asks to clarify the importance of these metrics.

How should the scrum master respond?

Options:

Project velocity should be stable overtime.

Moving velocity from 27 to 35 is a decrease in productivity.

A burndown chart compares planned versus actual, not velocity.

Velocity is iterative and will only be used for sprint numbers.

Questions # 138:

During a planning session, four out of 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?

Options:

The story should be assigned eight story points as per the majority vote

The story should be added to the backlog and reassessed later

The story should be assigned points after a discussion with the fifth team member to see if a consensus can be reached

The decision for the number of story points should be made by the customer

Questions # 139:

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?

Options:

Stop the current iteration to discuss defect quality issues and explore solutions.

Discuss and explore solutions in the next planning meeting and take corrective actions as required.

Generate insights at the next retrospective and adjust processes as decided by the team.

Assign corrective actions to the backlog for the team to identify the mandatory defect information.

Questions # 140:

An agile team is struggling to achieve their goal during the first release due to an unstable environment beyond the authority of the product owner. Close to the end of the current sprint, the release manager resigns and a new person takes over.

What should the scrum master do?