Scrum PAL-I Professional Agile Leadership (PAL-I) Online Trainingexams
Scrum PAL-I Online Training
The questions for PAL-I were last updated at Nov 25,2023.
- Exam Code: PAL-I
- Exam Name: Professional Agile Leadership (PAL-I)
- Certification Provider: Scrum
- Latest update: Nov 25,2023
Which KVM is used to measure the total time needed to sketch an idea or improvement, build it, deliver it to users, and learn from their usage?
- A . Learn Time.
- B . Lead Time.
- C . Implementation Time.
- D . Velocity.
- E . Sketch time.
- F . Time to Learn.
From EBM Guide. Time-to-Learn: The total time needed to sketch an idea or improvement, build it, deliver it to users, and learn from their usage.
When using an Agile approach, it is expected and beneficial to change the plan frequently based on the feedback received from customers or stakeholders.
- A . TRUE
- B . FALSE
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.
At least one representative of the Agile Managers should attend the Scrum Events of the Scrum Teams to make sure they are going as expected.
- A . FALSE
- B . TRUE
Scrum Teams are cross-functional, meaning the members have all the skills necessary to create value each Sprint. They are also self-managing, meaning they internally decide who does what, when, and how. 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. Scrum Teams don’t need someone to manage them, they manage themselves. The managers should delegate, empower and trust the Scrum Teams.
Which of these metrics is the strongest signal that a company is doing business with agility?
- A . Implementation Time.
- B . Time to Learn.
- C . Lead Time.
- D . Time to Pivot.
- E . Customer Cycle Time.
- F . Development Time.
From EBM Guide. Time to Pivot: A measure of true business agility that presents the elapsed time between when an organization receives feedback or new information and when it responds to that feedback; for example, the time between when it finds out that a competitor has delivered a new market-winning feature to when the organization responds with matching or exceeding new capabilities that measurably improve customer experience.
You are part of a Scrum Team with 10 members located in the same city. The office has many conference rooms, but most of them are designed for 5 people or less.
How can this affect your team?
- A . Less difficulty to work remotely in the future.
- B . More rooms to book.
- C . More privacy.
- D . More conflict.
- E . More communication challenges.
"The most efficient and effective method of conveying information to and within a development team is face-to-face conversation." The Agile Manifesto. The team is colocated but many times, they will not be able to take advantage of this. They will have to find ways to collaborate from multiple rooms instead of meeting all together in one room. The most likely outcome of this scenario is more communication challenges.
Mario is a very proactive Product Owner and cares a lot about the Scrum Team. He writes the requirements, tests the product himself once development is complete, and validates that it conforms to the Definition of Done. Mario tells the team how much work they will need to be able to complete in the next iteration based on his vision, experience, and skills.
What would you say about Mario?
- A . None of the answers.
- B . He is taking over the Scrum Master’s responsibilities.
- C . The team should be happy about his proactive attitude.
- D . He is overstepping his role.
- E . The Scrum Team should claim more responsibility for planning in their next retrospective.
Developers are the people in the Scrum Team that are committed to creating any aspect of a usable Increment each Sprint. During the Sprint Planning, through discussion with the Product Owner, the Developers select items from the Product Backlog to include in the current Sprint. The Scrum Team may refine these items during this process, which increases understanding and confidence. For each selected Product Backlog item, the Developers plan the work necessary to create an Increment that meets the Definition of Done. This is often done by decomposing Product Backlog items into smaller work items of one day or less.
How this is done is at the sole discretion of the Developers. No one else tells them how to turn Product Backlog items into Increments of value. The Developers who will be doing the work are responsible for the sizing.
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.
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, 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.
What practices in a company can make the transition from waterfall to Agile difficult?
- A . Developers who work only on a specific layer of the product and perform work related only to their expertise.
- B . All of the answers.
- C . Measuring Individual performances instead of team performance.
- D . Committing to a fixed schedule and scope.
Scrum recognizes no sub-teams regardless of domains that need to be addressed like testing, architecture, layers, operations, or business analysis. Individual Developers may have specialized skills and areas of focus, but accountability belongs to the Developers as a whole. Scrum Teams are cross-functional, meaning the members have all the skills necessary to create value each Sprint. They are also self-managing, meaning they internally decide who does what, when, and how. In Agile a Goal with a variable scope is preferred over a fixed scope. The Scope is adapted to maximize the value in every Sprint according to the marketplace. One of the agile values is "Responding to change over following a plan". Practices that are against the Agile values and principles will cause cultural impediments and make a transition difficult.
A Scrum Team is self-managing, meaning internally decides who does what, when, and how. Therefore, the team has complete freedom to decide how it works.
- A . TRUE
- B . FALSE
Scrum Teams are cross-functional, meaning the members have all the skills necessary to create value each Sprint. They are also self-managing, meaning they internally decide who does what, when, and how. They are structured and empowered by the organization to manage their own work. However, they are not completely free, Organizational standards and policies, as well as the maturity level of the team, will put limitations on what a team is allowed to do. More mature teams may be given more authority than less mature teams, but even for the most mature teams, every organization has some rules that everyone must follow.
In order to reward high performing teams with a bonus, an organization’s head of delivery has asked managers to compare Scrum Teams to identify the best Agile Teams.
Which of the following statements is true?
- A . Compare teams by measuring their defect trends, innovation rate, technical debt and velocity.
- B . Comparing performance between teams results is not a healthy practice.
- C . Standardize the meaning of story points across teams to compare their performance based on completed story points.
- D . The Teams with the highest velocity are performing better.
Velocity is the amount of work, measured in story points, completed by the team in a single sprint. Velocity is frustrating because it is often used inappropriately. Teams that are new to Scrum will assume that velocity represents the team’s productivity, and this is not the case. If a team allows this misunderstanding to go uncorrected, there is a danger that they will be asked for ” … a report that compares velocities between teams". Different teams will have different expertise, different experience and different team objectives. This is all reflected in the teams’ velocity making it unique for each team. So attempting to compare velocities between different teams is to compare different units of measure. The velocity is exclusively owned by the Developers. It merely provides the team itself and the Product Owner with an indication of how much work can be done within one Sprint. Leave the velocity at the Developers. You already know what the costs are; you know the composition of the team, you know how long the Sprint takes, so you can calculate the costs per Sprint per team. If you wish to compare, compare based on value, on the outcome, not on output. Standardizing the Story Points across teams is not a good idea either. When Teams know their success or compensation depends on a metric or a report, they may feel tempted pushed to game the system to not be seen as losers or just to get the prize. For instance, they can easily inflate the estimates to show a higher velocity. In such a system, the team will focus more on producing good numbers for the ones that observe them rather than focusing on generating value.