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1. 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?

Learn Time.

Lead Time.

Implementation Time.

Velocity.

Sketch time.

Time to Learn.

2. When using an Agile approach, it is expected and beneficial to change the plan frequently based on the feedback received from customers or stakeholders.

TRUE

FALSE

3. 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.

FALSE

TRUE

4. Which of these metrics is the strongest signal that a company is doing business with agility?

Implementation Time.

Time to Learn.

Lead Time.

Time to Pivot.

Customer Cycle Time.

Development Time.

5. 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?

Less difficulty to work remotely in the future.

More rooms to book.

More privacy.

More conflict.

More communication challenges.

6. 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?

None of the answers.

He is taking over the Scrum Master’s responsibilities.

The team should be happy about his proactive attitude.

He is overstepping his role.

The Scrum Team should claim more responsibility for planning in their next retrospective.

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?

You must assign team members into teams. Each team will work on different layers of the Product.

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.

Allocate the team members into teams based on the features they are going to develop.

You must distribute team members into groups according to individual performance and skills.

You must assign team members into functional teams.

8. What practices in a company can make the transition from waterfall to Agile difficult?

Developers who work only on a specific layer of the product and perform work related only to their expertise.

All of the answers.

Measuring Individual performances instead of team performance.

Committing to a fixed schedule and scope.

9. 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.

TRUE

FALSE

10. 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?

Compare teams by measuring their defect trends, innovation rate, technical debt and velocity.

Comparing performance between teams results is not a healthy practice.

Standardize the meaning of story points across teams to compare their performance based on completed story points.

The Teams with the highest velocity are performing better.

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11. You're a Product Owner of a product with multiple stakeholders. During a meeting with them, you observe that the stakeholders are unable to come to an agreement on the target users and the primary vision of the product.

As a Product Owner, how can you help the stakeholders to agree?

Work with the stakeholders to write the requirements before forming the Scrum Team.

Work with the primary stakeholder to create the Product Backlog items and vote.

Run experiments and gather market insights iteratively and incrementally. Share the results of the experiments with the stakeholders.

Ask the Developers to start working on the infrastructure and architecture while you define the requirements with the stakeholders.

12. Your organization has 5 Scrum Teams with 10 members each. Three teams are doing very well developing an average velocity of 45-50 user story points per Sprint. The other two teams are achieving just 15 and 25 points on average per Sprint respectively.

Management is concerned and asks you to help them improve, what would be your response?

Assign Developers from high-performing teams to low-performing teams to compensate and stabilize the average velocity of the company.

Story sizing can vary from one team to another. Velocity depends upon the way stories are sized. Velocity should not be compared between teams.

If a Team is working on more complex tasks, we should expect a lower velocity.

We should look at the performance of individual Developers and work to improve the skills of the ones that are delaying the team.

Some of these teams may be new, after some Sprint they should also do 45-50 points per Sprint.

13. A company needs to form four Scrum Teams. Team members should be spread across the teams to maintain high utilization of resources, be able to respond quickly, and remain productive when impediments occur.

TRUE

FALSE

14. Which of the following may increase the effectiveness of a Scrum Team?

Having teams consisting of cross-functional individuals who can work in any function and any task needed.

Having dedicated team members focused on the work of a single product at a time.

Having teams consisting of specialists that are experts in their function.

Share different initiatives across multiple teams so that individual members can work on other products when they have no active tasks to do in their current team.

15. Developers in the Scrum Team heavily disagree with the acceptance criteria of a feature in the Sprint Backlog and its value for the users due to similarities with other existing functionalities in the system.

As a Scrum Master, which would be the best approach?

Developers must vote and decide.

Involve the Product Owner and facilitate a meeting so the Product Owner can clarify the requirements with the Developers.

Ask the Product Owner to better document the requirements next time.

Postpone the functionality to the next Sprint so it can be discussed during the Refinement.

Developers in the Scrum Team should understand the requirements from the Product Owner. The Scrum Master should not need to get involved.

16. What is Agile?

A set of rules to guide complex product development.

A methodology for developing products.

A methodology for developing software.

A set of values and principles.

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

Deliver the product incrementally, including frequent and relevant feedback from stakeholders.

Focus on customer satisfaction and delivering business value.

Save costs by using more efficient product development practices.

Better ability to deliver on-budget, on-time, and on-scope.

18. You are a manager in an agile organization. Markus is a development leader of a Scrum Team and he doesn't seem very motivated lately, so you asked him to talk in a one-on-one meeting. While talking to Markus, he says that he is disappointed that the team is making decisions without consulting him.

What would you do?

Ask him if he has discussed the issue with the team, talked with the Scrum Master or raise it as an issue in the Sprint Retrospective.

Facilitate a meeting with the team members to discuss the problem and explain that their decisions need Markus' approval.

Move him to another team that will respect his opinions.

Investigate why the value of respect is broken.

19. Which of the following would you use to describe how the Product Owner stances? Select all the answers that apply.

Customer Representative.

Visionary.

Decision Maker.

None of the answers.

Collaborator.

20. The Sprint Review is the only time during the Sprint that Stakeholders can meet with the Scrum Team.

TRUE

FALSE

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21. A new Developer who is used to working with waterfall joined the team and asked what are the differences between Scrum and waterfall.

What would you answer?

Scrum is self-managing instead of control and command.

Scrum is iterative instead of sequential, it organizes work in smaller steps.

Scrum is concentrated on gathering continuous feedback instead of gathering in stages.

Scrum is empirical instead of predictive. The decisions are taken based on experience and observation.

Scrum focuses on value and variable scope rather than a deadline with a fixed scope.

All of the answers.

22. A Scrum Team is building software for a robot vacuum cleaner. At the end of the 20th Sprint, some of the investors complain about the velocity of the Scrum Team. At this point, they expected many more features done from the Product Backlog, and now the team will require additional Sprints and more budget than originally forecasted in the Project roadmap.

What factors may have caused this? Select two answers.

The Scrum Team allowed many changes instead of following a plan.

The Product Owner has not engaged with sponsors often enough, has not communicated decisions to maximize value, and has not been aware of overall project progress.

The investors have not been attending the Daily Scrum effectively to track the Scrum Team’s progress.

The Investors haven’t been attending the Sprint Reviews to actively engage and inspect and evaluate progress.

The team failed to commit to the project plan and deadlines.

The change request process might not have been followed properly.

23. You are a manager in an Agile organization. You need a way to measure how much business value each Scrum Team is producing.

How do you go about measuring the value produced by each team?

Consult with the Scrum Master of each Scrum Team.

The velocity of each team across time would show how much value they produced and will produce in the future.

Consult with the Product Owner of the teams. They work with the most with the Developers.

Consult with the Product Owner of the teams. The Product Owners are responsible for maximizing the value of the Product. The increment produced each sprint is a good reflection of the value produced as well.

24. An Agile leader delegates responsibility dependant on the maturity of the team

TRUE

FALSE

25. Which of the following will most help an Agile Team to focus more?

Getting the good answers.

Understanding their tasks.

Working on many things at the same time to maximize utilization.

Defining their tasks.

Measuring their performance.

26. Which traditional development practices can make it challenging for an organization to adopt an agile culture?

A culture of specialists.

Imposing technical standards and processes across the organization.

Measuring and recognizing individual performance.

All the answers.

Committing to fixed scope and schedule.

Maximizing utilization of team members.

27. Agile maturity is a result of role maturity.

FALSE

TRUE

28. You are an Agile manager at an organization that develops software for external customers. One of the Stakeholders who attends all the Sprint Reviews tells you that the Scrum Team, developing his product, totally lacks the domain expertise he expects and he is convinced this team will not be able to meet his expectations.

What do you do?

Involve the Scrum Master to discuss the concerns with the Stakeholder and leave the final actions to the Scrum Team. Support the team's decision.

Invite domain experts to all Sprint Plannings and Sprint Reviews

Work with other Scrum Teams to learn more about the domain.

Dedicate one or more Sprint to improve the domain knowledge.

Hire or reassign more domain experts to the Scrum Team.

29. What does a trendline in a burndown chart describe?

All of the answers.

When all remaining tasks are expected to be completed.

The actual remaining effort.

When all remaining tasks will be completed.

When all technical tasks are expected to be completed.

When all technical tasks will be completed.

30. What is the main direct benefit of an Agile approach?

Flat management structure

Cost reduction

Deliver more value

Improve team structure

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31. You are an Agile Leader in your organization. One customer sent you an email complaining about although they request an important feature for the Product, the Product Owner decided that other features are more important for the business. You believe that the Product Owner may not have enough information to make the right decision.

As an Agile Leader, what should you do?

Inform the Product Owner and ask if he would like to get in contact with the customer to understand the problems they have been facing. Make sure he is well informed but you will respect his final decision of including or excluding the missing feature.

Hire another Product Owner, so that the Scrum Team can have two Product Owners and better serve customer requests.

Hire a new Product Owner with more empathy with customers.

Hire more Developers to be able to address all customers' requests and minimize complaints.

Tell the Product Owner to include the feature as soon as possible.

Assign a Developer to get the missing feature completed.

32. You are a leader who has just joined an agile organization. After several Sprints, you notice that your Scrum Team is distracted by unexpected support requests from other teams during Sprints. You think these requests are the cause of the team never being able to meet its Sprint Goals.

As a manager, what should you do?

Define blocked working hours where the team cannot receive requests.

Calculate the project deviation and add the necessary sprints to complete the project because of the deviation.

Extend the Sprint length so the teams can also attend to the unplanned work and meet the Sprint Goal.

Work with the Scrum Team to understand the reason for these requests and find ways to postpone them to the next Sprint Planning or reassign unplanned work to people outside of the Scrum Team.

Tell the Team to ignore all requests.

Add buffer to the estimates of Product backlog items to include the unplanned work.

33. 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?

The Scrum Masters should shield Scrum Teams with a low agile maturity level from change and uncertainty.

Scrum Masters should help Scrum Teams deal with and embrace change and uncertainty.

The Scrum Masters should shield recently formed Scrum Teams from change and uncertainty.

The Product Owner should shield Scrum Teams from change and uncertainty.

The Scrum Masters should shield Scrum Teams from change and uncertainty.

34. What are the main benefits of a self-managing Scrum Team? Select four answers.

Increase motivation

Increase creativity

Increase compliance.

Increase commitment.

Increase accuracy of estimates

Empowerment

35. A manager needs a team to begin the transition to agile.

What would you recommend first?

Try out some agile structures and practices first to see if they are helpful in your situation.

Learn Agile values and principles and use them to guide the situation.

Hire a good Scrum Master and make that person accountable for the transition.

Identify a successful Agile Team and copy what they are doing.

36. You are a manager of an area at an Agile organization. A team member of one of your teams comes to you with questions regarding some of his work.

How should you handle this situation?

Tell the employee to consult with someone else from the team.

Answer the questions that make sense from your position and work with the employee to find the answers to their questions from the Product Owner, Developers, Scrum Master, or anyone else.

Tell the employee to read the job description of his position.

It is not the manager's responsibility to address questions about the work of self-organizing teams.

Let the employee know that you expect them to be self-managing and it is the employee's responsibility to find the answers themselves.

37. Which of the following statements are true about Technical Debt? Select two answers.

Only the Developers need to be concerned with Technical debt.

A team that continuously incurs technical debt will increase the velocity in the short term. Changes and development will seem easy and fast.

The amount of technical debt is described as quality standards in the Definition of Done.

Technical debt can be handled after delivery with refactoring sprints.

Technical debt is a threat to the long-term viability and maintainability of a product.

38. Which of the following shows you that a Scrum Team's implementation of Scrum looks good?

The Scrum Team is meeting the Sprint Goals.

The Scrum Team is increasing its velocity.

They can release every Sprint.

The Scrum Team members are so committed that they work over the weekends.

The team is working according to the Project plan.

39. As an Agile Leader, which of the following would be your top priority?

Keeping the team members healthy.

Resolve internal team conflicts and disagreements.

Make sure team members are aligned with what the project is trying to achieve.

Controlling the team’s performance.

Comparing the performance of different teams based on their velocity.

40. An experienced CTO suggests that for the 3 products the company is building, they should have 3 Product Owners and rotate them between Products every 4 months. The CTO says he has tried it before in his previous job and reduces the dependency that teams have on a Product Owner. Product Owners can be exchanged between Scrum Teams, without any impact on team or velocity, as the Product Owner does not do any development maximizing general domain knowledge.

Do you agree with this approach?

YES

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41. A Scrum Team has remote team members, after the 15 minute daily Scrum, Developers spend an additional 15-30 minutes every day discussing architectural designs, code designs, code reviews, high priorities bugs, and concerns.

As a Scrum Master, how should you handle this situation?

Tell the Developers that they cannot add events or meetings that are not part of the Scrum Framework.

Ask the Scrum Team to discuss everything needed in the Daily meetings within 15 minutes. Meetings outside the Scrum Events are not allowed. They are a waste of time.

Facilitate such meetings so Developers only spend 15 minutes on the Daily Scrum.

Allow the Scrum Team to self-manage and decide for themselves.

If needed, inform the Management about such meetings. Try to reduce such meetings as much as possible so the Developers can get more time to develop.

42. You are an Agile Leader in an organization. One of your Scrum Teams was formed months ago to work on new healthcare software. Members of this team previously worked on a fitness app within your organization. Members of the fitness app teams continually ask the Developers on your team for help with support and bug fixes. The Scrum Master has contacted you because he is concerned about this.

What is the best approach for the team to address unplanned work and interruptions? Select two answers.

Dedicate part of the capacity of the Team during the Sprint for such support.

Increase the Sprint Length to create more buffer and time to reach the Sprint Goal and resolve such issues for the other Product.

Add more Developers to the other teams.

Suggest the Scrum Master raise this as an Impediment. Work with the entire Scrum Team to assess the impact and come up with different solutions.

Let the Developers self-organize.

Work with your Scrum Team to transfer the needed knowledge to another team who can support the request and issues.

43. External stakeholders do not have visibility into the daily progress made by the Scrum Team on a Product that they are very interested in. They are a little worried and anxious.

What is the best way to clarify the concerns to them and the progress made by the Scrum Team?

Share the Product Backlog, Product Goal, and ask them to join the next Sprint Retrospective.

Share an impediments document.

Share a daily status report.

Tell them that anxiety is not part of Agile and ask them to join the Daily Scrum for updates.

Share a weekly status report.

Share the Product Backlog, Product Goal, and ask them to visit the Sprint Review.

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

Practice transparency through visualization.

Create a safe environment for experimentation.

Encourage others to be leaders via a safe environment.

Encourage experimentation with techniques and processes.

Share knowledge through collaboration.

45. What is called the measure of the amount of time from when an idea is proposed or a hypothesis is formed until a customer can benefit from that idea?

Time to Pivot.

Time to Learn.

Lead Time.

Development Time.

Customer Cycle Time.

Implementation Time.

46. The Teams in your organization are structured in the following way: The Design team, The UX Team, The front-end team, The back-end team, The database team, the QA team. You were hired as Manager to lead the Agile transformation.

What would you consider when moving away from these teams towards feature teams?

These teams already look like Feature Teams.

The productivity will improve in the initial stages.

The productivity will be reduced in the initial stages.

The Feature teams should have an equal number of team members.

47. You are an Agile Leader and you need to hire a Product Owner for a Scrum Team, what would be your ideal choice for the position?

There is no ideal type of Product Owner.

A single Product Owner with subject matter expertise in the type of product being developed.

A Product Owner who constantly changes his mind to keep up with market changes.

A former Project Manager who can also manage the team to deliver high-value products.

48. How can a Scrum Team demonstrate its value to the organization?

By providing value reports to stakeholders.

By reporting the work completed during the daily Scrum.

By consistently delivering quality products at the end of each Sprint and progressing towards the Product Goal.

By reducing technical debt and improving efficiency.

By increasing the velocity each Sprint.

49. Which of the following characteristics would you expect from a high-performance Agile Team? Select three answers.

Prescriptive process for more inspection and adaption.

Managed

Self-organizing.

Empowered.

Plan-driven.

Constructive disagreement

50. A software development company that uses the waterfall software development approach realizes that the cost of development of a Project has been more than what they had initially planned. The Management believes that adopting an Agile approach will help to reduce cost. Should they adopt Agile and an approach to reduce cost?

YES

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51. The longer you wait for customer feedback, the greater the risk of delivering the wrong product to your customer.

FALSE

TRUE

52. A complex domain is where _________________

Almost everything is unknown.

More is unknown than known.

More is known than unknown

Very little is known.

53. You are a manager in an agile organization. You are responsible for the success of 12 Scrum Teams in your area. The CTO asks you to measure the value that each Scrum Team produces so that you can provide the information to investors and stakeholders.

What would you do?

Check with the Product Owners of the Scrum Teams. They are best suited for managing the Scrum Team and its metrics.

Ask Product Owners to measure Customer Satisfaction for each product for a standardized measure of Current Value.

Measure and compare the Velocity of each Scrum Team as a reference of the value that is built for the Product.

Consult with the Scrum Master of each Scrum Team. They can manage each Scrum Team to present information on the value that is provided.

Meet with the Product Owners of the Scrum Teams. They are best suited to determine how to measure value.

54. SportsTech is a company that has offices and employees around the world. Because they need to build teams with Developers from multiple locations, they cannot implement Scrum as Scrum recommends that all Developers should be co-located.

TRUE

FALSE

55. You are an Agile Leader. A key user has contacted you to request a new feature for a product that your company is developing for him. However, this feature is not part of the original scope.

How would you proceed?

Facilitate a meeting between the Developers and the user.

Facilitate a meeting between the Product Owner and the user. You want to make sure the user is satisfied and listened to, but also that the Product Owner has all the information to evaluate the feature and compare it to other Product Backlog items.

Ask the user to contact the Scrum Team.

Tell the user to submit a change request ticket.

Ask the Developers to estimate the new feature and calculate the price for changing the scope.

56. You are part of a team with an average velocity of 55 points per Sprint. Another team of the same size working on the same Product has an average speed of 105 points per Sprint.

What should your team do?

Do nothing.

Add additional Developers to get more work done.

Check both teams' estimates to see if one team is inflating estimates or if your team is underestimating.

Check if your team is receiving more difficult tasks than the other team.

Work overtime.

57. An Agile Leader must create an environment where experiments and tests that can fail are encouraged.

FALSE

TRUE

58. You work in a company as a Director of Product Delivery. A Scrum Team request to meet you because they need four more Developers. They think the workload is too high and they were working overtime to meet the Sprint Goals and deadlines. The need for additional Developers seems reasonable. As a part of Product Delivery, What you should do?

Support the Scrum Team with appropriate resources within the budgetary boundaries. You should allow them to hire additional Developers.

You should interview candidates and select Developers for the team.

Ask the technical recruiter to hire additional team members.

Let the Scrum Team interview the candidates but you take the final hiring decision.

The team is self-managing and must learn to manage existing resources efficiently.

Hire external Developers.

59. What are the benefits of having a Cross-functional team? Select all the answers that apply.

The Team will have reduced external dependencies.

The team will have less dependency on individual members.

Team members step outside their comfort zone to do their best.

Increases the opportunity of delivering value to the users.

Team members will promote knowledge sharing.

60. In Agile the highest priority is to satisfy the customer. If a customer wants a feature, the Product Owner must ask the Scrum Team to deliver it as fast as possible.

TRUE

FALSE

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61. A Developer notifies the Scrum Master that they will need an external specialist to help full-time with some topics for at least four Sprints.

What can be deduced from this?

The Team is not cross-functional.

The Team is cross-functional.

The Team velocity will increase as the specialist will help to get more work done.

The Team velocity will not change. External resources cannot be counted for the velocity.

62. The Developers of a Scrum Team complain that the technology and coding techniques they are using are behind the market trends and that they do not see opportunities for personal growth in this project.

Which of the following statements are true about personal development? Select three answers.

The Scrum Master should work with each Developer to improve their coding techniques.

The Scrum Master can involve managers who are responsible for the self-development of the Scrum Team member to support them with an appropriate environment for their personal growth.

The Scrum Team as a whole must encourage everyone’s Personal Development.

HR and Functional managers are responsible for an individual’s skill growth.

Each Developer is responsible for their own self-development.

63. What is the difference between leadership and management in agile?

Leadership replaces all aspects of management.

Management and leadership are used together.

Leadership is subsidiary to management.

Management and leadership are incompatible.

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

FALSE

TRUE

65. What should you avoid as an Agile Team leader?

Prioritizing team goals over individual goals.

Collaborate in setting the Product Goals.

Finding out what motivates the team members individually.

Rewarding individual goals at the expense of project goals.

66. HR implemented a performance review process that rewards team members based on their individual annual performance. Therefore, some team members receive higher bonuses than others. Many team members are unhappy because they feel the bonus distribution is unfair as everyone contributes equally to the overall success of their team.

As your manager, what would be the best approach?

Give a personal explanation to the ones complaining about why they are contributing less than others in the team.

Invite the Scrum Teams to suggest how to best distribute the bonuses and rewards.

Make the assessment transparent, allow everyone to see the rating of all team members, the bonus each one gets, and the reasons.

67. One of the teams you manage has committed to delivering 45 story points for this Sprint, but it looks like they will only complete 25. As an Agile Manager, what should you do?

Coach the team to identify a set of User Stories that sum up 25 story points and will meet the Sprint Goal.

Ask Developers to work overtime.

Add more Developers to the team.

Be transparent and remove 20 points from Sprint Backlog. The remaining 20 points can be completed in the next Sprint.

Extend the Sprint.

68. In Agile, responding to change is preferable to following a plan.

FALSE

TRUE

69. In Agile Leadership, the traditional leadership responsibilities are delegated to the members of the Scrum Team.

TRUE

FALSE

70. After Sprint 6, Developers say they need to complete the software architecture before they can begin working on the functional requirements.

As a Scrum Master, what is the most appropriate action you can take?

The Scrum Master should ask the Developers to resolve this issue themselves.

Stop the ongoing Sprint and focus on completing the architecture first.

Consider the architecture as technical debt and only focus on the functionality which needs to be built.

Coach the Developers that the architecture does not need to be perfect.

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71. The Developers think that it will take 40 hours of effort to implement an API for online payments for the Product they are working on.

How many hours of effort should they quote for that task?

40 hours

45 hours (40 hours + 5 hours as a buffer for distractions, availability issues, and testing).

They must not estimate in hours.

35 hours since teams tend to overestimate.

40 to 45 hours

72. You are joining a Scrum Team as a Developer. The Scrum Master tells you that the company has a policy of switching Developers from one team to another every 2 Sprint to improve knowledge share.

What outcomes would you expect from this approach? Select two answers.

The velocity of the Scrum Teams will decrease.

Communication and knowledge sharing challenges that will require help to resolve.

The cost of delivering the product will be significantly high.

Increased productivity and enthusiasm to work.

Having the right collaboration tools can make a distributed team productive.

73. What is the positive effect of synchronizing release schedules across multiple teams?

None of the answers.

Reduce bugs and defects rate.

Reduce dependency.

Increase productivity.

Always deliver the increment on time.

Increase the chances of delivery success.

74. You are a manager at an organization that develops software for customers. The head of product delivery has asked you to provide a plan and schedule for what will be delivered for the upcoming 2

years.

As a manager, what is the best way to proceed?

Provide a plan based on your current knowledge and ask the Scrum Teams to implement it.

Work with the Product Owners to analyze current goals and delivery capabilities of the teams and create a forecast based on the data to illustrate what might be achievable.

Work with the technical architect and technical leads to estimate the plan using a Gantt chart.

Ask the Developers to estimate the work for that timeframe in Story Points.

75. What is the Current Value?

The market capitalization of the organization.

The expected value of the Product.

The value that the product delivers today.

The potential future value that could be realized if the organization met the needs of all potential customers or users.

The value of a Product Backlog item.

The profit of the Organization since its first product release.

76. If Customer Satisfaction is used to measure the Current Value, when should it be measured?

At least Every Sprint Review.

Every Release.

When new issues arrive.

Every Month.

Frequently.

Every Day.

77. You are a Developer in an Agile organization. During the sprint, you encounter a problem that seems much more difficult than expected.

What would you do?

As a self-organizing individual, come up with a suitable solution, using your individual expertise and ingenuity.

Communicate the problem to your team members and ask for their help in solving it

Just keep working so you don't slow down other team members who are also solving other complex problems.

Tell the Scrum Master about the problem to decide how to remove the impediment.

78. Which of the following best describes the responsibilities of the product owner?

Updating and managing the stakeholders.

Optimizing the value of the items that the Developers deliver.

Managing the project and ensuring to satisfy all the requests made by the stakeholders.

Managing the Developers.

Improving Developers' effectiveness

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

Product Owners

Scrum Master

Agile Leader

Developers

Project Managers

80. Nick is the director of product success in a company. Nick needs to know how each product is doing periodically.

What would be the best approach for understanding the current status of the products?

The Product Owners should send him a status report periodically.

Nick should work with every team and share his goals and concerns. He can go through the Product Backlogs and Sprint Backlogs.

The Scrum Masters can send him a weekly product report.

Nick must join the Sprint Retrospectives.

Nick must join all the Sprint Reviews and Sprint Retrospectives.

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81. An organization is new to Scrum and has hired you to implement Scrum for three Scrum Teams who will be working together on a new Product release.

What three things should you advise them first?

The three Scrum Teams should have a shared Definition of Done.

There should be three Product Owners, one for each Scrum Team.

The three Scrum Teams should have the exact same Definition of Done.

Each Scrum Team should have its own Product Backlog.

There should be one Product Backlog for all the teams to represent all of the known work needed to be done for the product.

There should be only one Product Owner for the three Teams.

82. Which of the following options will you choose to help with the communication of a distributed Agile Team?

Schedule initial face-to-face meetings for everyone to meet each other.

Establish a common language for all communications.

Kindly ask the team members if they can share photos of themselves and upload a profile picture to their accounts.

Define common working hours.

83. Two team members from the same Scrum Team have very different and strong arguments for how to build a user story.

What should be done?

The Scrum Team should meet to discuss the problem and come up with a collective solution.

The two team members must be separated from the discussion and the rest of the Scrum Team must decide.

An Agile Coach must step in and address the conflict.

The Scrum Master should listen to both sides and decide to remove the impediment.

The Product Owner should decide.

84. What are the different stances that are relevant for the Scrum Master? Select all the answers that apply.

A Coach.

A Mentor.

A Facilitator.

An Impediment Remover.

A Manager.

A Change Agent.

85. Several customers have reported security issues of many features of an existing Product.

What two things can the Scrum Team of this Product do next?

Create testing Product Backlog items with testing steps to test other features.

Create special test documentation.

Adapt the Definition of Done to include security expectations.

Add identified changes to the Product Backlog and discuss security expectations of each Product Backlog item.

Involve the Customers to test the security before releasing the Product.

86. Due to the request of employees to be more agile, a company has decided to initiate a transition from waterfall to Scrum. The plan is to change the organization's current terminology to Scrum for the first 4 months. Once everyone is comfortable and familiar with the terminology, they will work on the proper understanding and support of Scrum as defined in the Scrum Guide.

What will be the result of this approach?

The vocabulary in Scrum is defined specifically to implement Scrum. Not many benefits will be seen.

All of the answers.

Updating the terminology will not provide any of the benefits of Scrum.

This can lead to confusion and chaos by mixing different methods, frameworks, and terminology.

87. Peter is a new Product Owner for a Scrum Team working on a new Product. Peter made a Release plan for 6 months considering a velocity of 35 Story Points per Sprint. After the first 4 Sprints, the observed velocity is only 15 points and the developers tell the Scrum Master that it is impossible to meet the deadlines of such a Release plan.

What can the team do?

Extend the working hours to increase the velocity.

Make transparent to Peter that the projected completion date is not correct. Work with Peter to re-do the Release plan based on the new velocity and validate the release plan with the Developers.

Add more Developers to make increase the velocity to 35 points per Sprint.

Ask the Scrum Master to coach the Developers to estimate better.

88. What is the relation between risk and the value delivered by a Product?

Risk is part of delivering value.

Higher risk will increase the delivery of value.

Less value produces more risk.

Higher risk can reduce the delivery of value.

Risk is factored into value.

89. A member of a Scrum Team is interested in understanding the organization's ability to deliver value. She asks if he can explain what the Time to Market Key Value Area (T2M) can reveal.

What would you answer?

The average velocity across all Scrum Teams in the organization.

The organization’s ability to quickly deliver new capabilities, services, or products

How quickly the organization can develop Products.

The average time required to perform a release.

90. Which of the following will help three Scrum Teams working on the same Product deliver an Increment at the end of the Sprint? Select three answers.

Synchronizing release schedules across all the Teams.

Product Backlog Refinement.

Having one Product Backlog for each Scrum Team

Reducing dependencies between teams.

Automating the integration and delivery process.

Having a different Product Owner for each team.

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91. What is the primary benefit of an Agile approach compared to a Waterfall approach?

To deliver product incrementally to improve upon the feedback loop and the product as a result

To save the organization money through quicker product development practices

An improved ability to deliver on-budget, on-time, and on-scope

Deliver business value by improving the customer's satisfaction with the outcome of doing business with your organization

92. You are an Agile Leader managing a few Scrum Teams and responsible for the success of their products. A sales executive needs a specific feature to be added to the product to sign a deal with one of her customers, but the Product Owner (who reports to you) analyzed the request and believes that there are more valuable items on the Product Backlog that will lead to more long-term value to the business. Disappointed, the sales executive comes to you asking you to intervene.

As the manager of the Product Owner, what would you do?

Let the Product Owner understand that the scope of the Product is negotiable, feedback is essential and he must welcome changes in requirements even late in development.

Support the Product Owners decision.

Ask the Product Owner to implement the feature to sign the deal.

As a manager, ask directly the Developers to implement the feature.

93. An international bank has a large structure with several levels of management. (Directors, many managers, Delivery Managers, Product Managers, Program Managers, Project Managers, CTO, CTO, etc.). The company has just hired four project managers and a director of operations. This company should not implement Scrum since a large management team does not contribute to the implementation of Scrum and agile methodologies would not benefit the company.

FALSE

TRUE

94. A company adopted Agile 20 years ago. Since then, its teams have learned to master and implement Scrum to perfection. They are high-performance teams with a high level of agile maturity. Because they are so good with Scrum and because of the self-managed nature of Scrum Teams, the company no longer needs managers.

TRUE

FALSE

95. During the Retrospective, the Developers of a Scrum Team complain about the changes they have to make to the features they have already developed as a result of the Sprint Review meetings. The discussions of the Sprint Review cause about 35% of re-work and the code to be rewritten.

The Scrum Master explains to Developers that changes, when they are the result of feedback provided by customers or stakeholders, are expected and beneficial. Is the Scrum Master right?

YES

96. Andrew is a Senior Sales Manager for your product. Andrew would like to present the Product you’re building at a conference with thousands of potential new customers in one month.

As a Product Owner, what do you tell him? Select two answers.

We will review the velocity and let you know if we need more Developers

The Product is ready when it’s ready.

We always have a usable increment for a Demo, therefore you will have something to show.

We need to work on other Stakeholders' requests too.

Tell me which features you would like to present and we will see how we can include them in the next Sprints.

It depends on your budget.

97. Jenny is an Agile Team Leader in your organization that is having issues getting the Developers in the team to take ownership of the development. They always wait for her to make decisions, define their assignments, and directing their work.

What would you advise her to do? Select two answers.

Meet them and work with the team to align everyone’s expectations. Coach them if needed.

Reward members who self-organize and punish those who do not participate.

Set an incentive goal bonus to motivate team members to take more responsibility.

Assign a different person each week as the decision maker.

Explain Agile Values and Self-Organizing Principles to them and tell them to work with them from now on.

Make sure the team has a shared and compelling vision and product goals, or help them create and set clear goals.

98. 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?

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.

Apply the Change Request Management Framework

Do nothing.

Facilitate a meeting between the Product Owner of the customer's product and the customer.

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.

Ask the Developers for an estimate of the change and negotiate the new product price with the customer due to the increased scope.

99. Today is the last day of the Sprint and a Sprint Backlog item has not been started. Who is responsible for completing all the items that were estimated for the Sprint?

No one is responsible. The Sprint Backlog is just a forecast.

Developers.

The Developer assigned to the incomplete Sprint Backlog item is responsible.

The Scrum Team.

The Product Owner.

100. You are part of a team to develop a tracking device. Your team has no idea what the final product will look like.

How would you advise them to proceed?

Create research spikes.

Set a goal and try the most promising experiments in short iterations and learn from them as you go.

Take a few weeks to do an in-depth risk analysis and define what your product should look like.

Ask the customer for more detailed information.

Create a project roadmap and follow it as closely as possible.

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