1.
the Product Owner with help from Operations
2.
the Tech Lead with help from the Product Owner
3.
the Product Owner with help from the Tech Lead
4.
the Tech Lead with help from Operations
Q 1 / 90
1.
Congratulate the team on their great work.
2.
Stand outside the circle of developers and listen for impediments.
3.
The Scrum Master should not attend—this meeting is for developers only.
4.
Ask each developer what they did since the last daily standup.
Q 2 / 90
1.
the team's velocity
2.
the number of stories in the product backlog
3.
the stories that are ready
4.
the team's capacity
Q 3 / 90
1.
Give the team member space and time to deal with their personal issues.
2.
Tell the others on the team that their teammate needs some emotional support.
3.
Notify the team member's manager of your observations and ask the manager for help.
4.
Ask the team member if they would like to talk about what might be going on with them personally.
Q 4 / 90
1.
It is a "push" system.
2.
It is "push" at the top and "pull" at the bottom.
3.
It is a "pull" system.
4.
It is neither "push" nor "pull."
Q 5 / 90
1.
None—the Scrum Master should prioritize the work in the sprint backlog.
2.
The PO should prioritize the items in the sprint backlog.
3.
The developers prioritize work unless they cannot complete it, in which case the PO should prioritize the remaining work.
4.
None—the developers should prioritize the work in the sprint backlog.
Q 6 / 90
1.
quality
2.
predictability of delivery
3.
cost of delay
4.
return on investment
Q 7 / 90
1.
to maximize the return on investment
2.
to determine the economic sequencing of the backlog
3.
to visualize queue length
4.
to fulfill a commitment to quality
Q 8 / 90
1.
low-value and high-risk
2.
high-value and high-risk
3.
high-value and low-risk
4.
low-value and low-risk
Q 9 / 90
1.
They help extend the Architectural Runway.
2.
They connect vision to mission so the organization can be successful.
3.
They support team building.
4.
They remove the impediments to quality.
Q 10 / 90
1.
The team demonstrates its completed work.
2.
The team reflects on how to improve its performance.
3.
Items in the backlog may be reprioritized.
4.
Stakeholders give feedback about the work completed.
Q 11 / 90
1.
split by line-of-business
2.
split compound user stories
3.
split by alternative paths
4.
split by interface
Q 12 / 90
1.
the Scrum Master
2.
a self-organizing team
3.
the Product Owner
4.
the Product Manager
Q 13 / 90
1.
focus
2.
integrity
3.
courage
4.
commitment
Q 14 / 90
1.
The team does not get credit for the story's points in its velocity calculation.
2.
The story should be sliced to reflect the work completed.
3.
The acceptance criteria should be adjusted to reflect the work completed.
4.
The story should be shown to stakeholders for their feedback.
Q 15 / 90
1.
It is a list of work items that are behind schedule.
2.
The items are maintained in priority order.
3.
Anyone on the team can propose an item for it.
4.
It includes all of the work to be done.
Q 16 / 90
1.
risk-based spike
2.
risk-adjusted backlog
3.
risk velocity chart
4.
risk burndown graph
Q 17 / 90
1.
This is unhelpful unless there has been recent employee feedback indicating that people feel underappreciated.
2.
This is a good idea as long as a different person is recognized in each sprint.
3.
This is a good idea because awards can motivate people to do their best.
4.
This is unhelpful because it can destroy the team unity essential to achieving high performance.
Q 18 / 90
1.
A Kanban has an explicit rule to limit WIP.
2.
A Kanban shows the backlog of work.
3.
A Kanban does not use a Definition of Done.
4.
A Kanban shows the status of the work items.
Q 19 / 90
1.
Ask the team's manager to make role assignments so the team can catch up.
2.
Conduct a workshop to identify all of the things that need to be done and see who can help with each.
3.
Refer to the team's RACI (Responsible, Accountable, Consulted, Informed) assignments.
4.
Meet with the Tech Lead and Product Owner to try to identify what can be done.
Q 20 / 90
1.
One Scrum Master can support up to five teams.
2.
Large teams should have two Scrum Masters.
3.
There should be one Scrum Master per team.
4.
One Scrum Master can support one to three teams.
Q 21 / 90
1.
in the Complex regime
2.
in the Complicated regime
3.
in the Chaotic regime
4.
in the Obvious regime
Q 22 / 90
1.
Explain to the manager that this will be disruptive to the team and ask that another assignment be found.
2.
Explain the situation to the team and ask them to go with the flow.
3.
Explain the situation to your manager and ask them to resolve it.
4.
When the temporary developer shows up, assign them to write documentation.
Q 23 / 90
1.
Share the feedback from the PO and challenge the team to increase their velocity.
2.
Ask the PO to explain the business context to the team.
3.
Explain the impact of technical debt to the PO and the benefits of devoting some capacity to reducing it.
4.
Hold a Value Stream Mapping workshop to identify and reduce waste.
Q 24 / 90
1.
Hackathon
2.
Scrum at Scale
3.
Innovation and Planning
4.
Magnum Focus
Q 25 / 90
1.
Agree to the manager's request and notify the team.
2.
Propose that the manager attend only every other retrospective.
3.
Propose a different forum for the manager to meet with the team.
4.
Ask the team if it is okay with them that the manager attend.
Q 26 / 90
1.
the team
2.
the Scrum Master
3.
the Product Owner
4.
the Engineering Manager
Q 27 / 90
1.
The chance for rollback is high.
2.
It typically requires a high degree of automation.
3.
The administrative costs are high.
4.
Backward compatibility may be jeopardized.
Q 28 / 90
1.
story point estimating
2.
Definition of Done
3.
user story expansion
4.
backlog refinement
Q 29 / 90
`“…your job is to minimize output, and maximize outcome and impact.” - Jeff Patton`1.
Optimize for most work done.
2.
Maximize output and maximize outcome.
3.
Maximize outcome while minimizing output.
4.
Optimize for resource utilization.
Q 30 / 90
1.
The actor does not have to be a specified role in the solution.
2.
There must be multiple personas for each actor.
3.
The actor can be the system itself.
4.
The system cannot be the actor.
Q 31 / 90
1.
Agile requires a high degree of up-front planning.
2.
Once the requirements are agreed to, the team can complete work.
3.
Agile requires a high degree of discipline.
4.
Agile works best when there is no contract.
Q 32 / 90
1.
Burndown charts show the work remaining to be done.
2.
Burnup charts show the work completed.
3.
Burndown charts are more useful than burnup charts.
4.
Agile project management tools can produce these automatically.
Q 33 / 90
1.
Six Sigma
2.
Gemba walk
3.
Total Quality Management
4.
Kaizen
Q 34 / 90
1.
Try to achieve concensus.
2.
Take a vote and the majority rules.
3.
Identify the person who is most knowledgeable and ask them to decide.
4.
Let the most senior member of the team decide.
Q 35 / 90
1.
Embrace servant leadership.
2.
Estimate story points.
3.
Celebrate successes.
4.
Remove impediments
Q 36 / 90
1.
Exploratory spike
2.
Backlog refinement
3.
Functional decomposition
4.
R&D
Q 37 / 90
1.
Technical debt is another name for bugs
2.
It is at the Product Owner's description to allocate effort to reduce technical debt.
3.
Adding technical debt should be avoided at all costs.
4.
Technical debt is what the Product Owner owes to the developers if they work a lot of overtime to complete the sprint.
Q 38 / 90
1.
Absolute estimating is more reliable than relative estimating.
2.
Relative estimating is more reliable than absolute estimating.
3.
In estimating, accuracy is more important than precision.
4.
In estimating, the effort is more important than the time required.
Q 39 / 90
1.
daily stand-ups
2.
Sprint Retrospectives
3.
story point estimating
4.
code reviews
Q 40 / 90
1.
estimating story points
2.
refining acceptance criteria
3.
giving feedback to developers about the user stories
4.
demonstrating the work to stakeholders
Q 41 / 90
1.
stories that meet the Definition of Done
2.
team velocity
3.
stories that meet the Definition of Ready
4.
team capacity
Q 42 / 90
1.
Use a lottery system assign each story.
2.
Share your observation with the team and invite them to own and solve the problem.
3.
During story point estimation increase the points assigned to the least interesting stories so the team can boost their velocity.
4.
Ask the Tech Lead to assign every story to a developer so they all get done efficiently and with accountability.
Q 43 / 90
1.
Sprint Review
2.
Sprint Retrospective
3.
daily stand-up
4.
Sprint Demo
Q 44 / 90
1.
a sponsors or team members' personalities and traits
2.
what the developers think is user friendly
3.
real people, archetypal users, or composites of multiple users
4.
descriptions of the product's functionality and use
Q 45 / 90
1.
It is a library of coding patterns.
2.
It is a software testing strategy.
3.
It is a standard for interface design.
4.
It is a model for skill development and mastery.
Q 46 / 90
1.
Responding to change is more valuable than following a plan.
2.
Documenting requirements up front is more valuable than at the end.
3.
Following the plan is essential for not going over budget.
4.
Contract negotiation should be used to settle disputes.
Q 47 / 90
1.
It specifies core working hours.
2.
It clarifies the reporting relationships on the team.
3.
It defines the culture that the team aspires to achieve.
4.
It compiles everyone's information.
Q 48 / 90
1.
Work Flow Indicator
2.
Value Stream Map
3.
Story Map
4.
Kanban Board
Q 49 / 90
1.
They are a relative measure of the effort needed to complete a story.
2.
They a measure of development time only, test time is considered separately.
3.
They are a relative measure of the value of a story.
4.
They are a measure of time to complete a story.
Q 50 / 90
1.
It is technique for two or more teams working together coordinate their efforts.
2.
It is another name for the Scrum Master Community of Practice.
3.
It is an information radiator used to compare the velocity of several teams.
4.
It is the system demo for teams on the same release train.
Q 51 / 90
1.
The PO must identify the intended users of the features on the backlog.
2.
The PO is responsible for estimating the size of the total.
3.
The PO must identify the dependencies that impact the backlog.
4.
The PO decides what to include in the backlog and what to exclude.
Q 52 / 90
1.
It assigns developers to other teams in order to eliminate personality conflicts.
2.
It improves the functionality of the product,
3.
It recalibrates the success criteria for the product in the marketplace.
4.
It improves the design, which can lead improved development efficiency and maintainability.
Q 53 / 90
1.
Learn about new requirements.
2.
Learn feature suitability.
3.
Learn about feature usability.
4.
Learn about feature estimates.
Q 54 / 90
1.
a list of KPIs for the team
2.
a list of overdue action items
3.
the task board
4.
a highly visible display of key performance data
Q 55 / 90
1.
minimize change requests
2.
satisfy the customer
3.
get the job done on time
4.
achieve the desired ROI
Q 56 / 90
1.
actors
2.
roles
3.
agents
4.
personas
Q 57 / 90
1.
preproduction version
2.
focus group demonstrator
3.
Generation 1 product
4.
minimum viable product
Q 58 / 90
1.
the Quality Manager
2.
the Product Manager
3.
the Scrum Master
4.
the Engineering Manager
Q 59 / 90
1.
The team delivers no story points in that sprint.
2.
The team does regression testing prior to release to production.
3.
The team prepares to work on the product backlog.
4.
This is the time to inspect and adapt.
Q 60 / 90
1.
The story meets the INVEST criteria.
2.
The team has completed all of the work in its Sprint.
3.
The story has been handed off to the DevOps team.
4.
The team has agreed on the criteria for story completion.
Q 61 / 90
1.
its cost
2.
its licensing terms and conditions
3.
its benefits
4.
its features
Q 62 / 90
1.
a meeting scheduler
2.
a record keeper
3.
a project manager
4.
an Agile coach
Q 63 / 90
1.
mitosis
2.
story slicing
3.
disaggregation
4.
Divide and Conquer
Q 64 / 90
1.
Bring the complaint to the other person and try to resolve the issue.
2.
Ask them to talk to the other person and try to work it.
3.
Notify HR of the problem and ask them to handle it.
4.
Invite both people a meeting and try mediate the conflict.
Q 65 / 90
1.
the Tuckman model
2.
the Standard Team model
3.
Moore's Team Framework
4.
the Siebert model
Q 66 / 90
`Sprint Retrospective: Reflect on the previous sprint, discuss what’s working well, what could be improved, and how to improve it to be more productive.`1.
Sprint Retrospective
2.
Sprint Review
3.
Next-Sprint Planning
4.
Velocity Confirmation
Q 67 / 90
1.
continuous delivery
2.
comprised of the teams within a program
3.
DevOps Center of Excellence
4.
Scrum of Scrums
Q 68 / 90
1.
Understand them—try align personal motivations with the team's progress toward the project goals.
2.
Nurture them-goals are the reason why people want to be at work.
3.
Disregard them—personal views have no bearing on reaching the project goals.
4.
Leverage them—use personal goals encourage team members raise their performance levels.
Q 69 / 90
1.
self-directed
2.
self-managed
3.
self-sustaining
4.
self-organizing
Q 70 / 90
1.
MoSCow
2.
Kano
3.
WSJF
4.
Kaizen
Q 71 / 90
1.
The story has been tested end is ready for release to production.
2.
The story is ready to be brought into a sprint.
3.
The stakeholders are ready to discuss their requirements for story.
4.
The team has completed sprint 0 and is ready to work.
Q 72 / 90
1.
Centralize decision-making
2.
Apply systems thinking
3.
Take an economic view
4.
Unlock the intrinsic motivation of knowledge workers
Q 73 / 90
1.
The chance for rollback is high
2.
It typically requires a high degree of automation
3.
Backward compatibility may be jeopardized
4.
The administrative costs are high
Q 74 / 90
1.
It is an inventory of the team's knowledge and skills that is used to plan the work that they do.
2.
It is the number of teams that a Team Facilitator can support concurrently.
3.
It is an adjustment to velocity, used in Spring Planning, to account for reduced availability of team members during the upcoming sprint.
4.
It is the maximum number of stories that will be allowed in a sprint.
Q 75 / 90
1.
Celebrate Success.
2.
Embrace servant leadership.
3.
Remove impediments
4.
Estimate story points.
Q 76 / 90
1.
If there is a question about story, tell the developers to use their best judgement, avoid delay, and discuss the issue in sprint review.
2.
Send a note to the Product Owner saying the delays in completing the work will be their responsibility, not the team's.
3.
Develop a service-level agree (SLA) that defines certain response times for different types of request and ask the Product Owner to sign off on it.
4.
Schedule a problem-solving session with the Product Owner and the other team members.
Q 77 / 90
1.
Frequent delivery of working software
2.
Respect for people and culture
3.
Courage
4.
Sustainable pace
Q 78 / 90
1.
They are strategies for delivering customer value.
2.
They were pioneered by Toyota.
3.
They are strategies for discovering what the customer wants.
4.
They are derived from statistical process control.
Q 79 / 90
1.
A description of what an actor wants to do in order to accomplish a goal
2.
A description of archetypal users so the developers can make the solution user-friendly
3.
A report from the field about a user's experience with the product
4.
The Agile term for a requirement
Q 80 / 90
1.
The stories were discussed and each had a story point estimate assigned.
2.
The team gave feedback to the Product Owner about the acceptance criteria.
3.
The team decided what stories should be developed within the same sprint.
4.
The team made a preliminary plan for which stories will be completed in the next quarter.
Q 81 / 90
1.
The number of story points delivered during a sprint
2.
The average waiting time for a story on the sprint backlog
3.
The average wait time for a story to move from the product backlog to the sprint backlog
4.
The time it takes a developer to complete a story divided by its relative value
Q 82 / 90
1.
The budget for the product.
2.
The underlying technology of the product.
3.
The development team's strengths and weaknesses.
4.
The business context for the product.
Q 83 / 90
1.
It was written via crowdsourcing and its authors are unknown.
2.
It has been translated into dozens of languages and used around the world.
3.
It was written in 2001 and is obsolete.
4.
It was first published as part of Jim Highsmith's doctoral thesis.
Q 84 / 90
1.
Ask the PO to extend the sprint.
2.
Advise the PO as soon as possible.
3.
Report this at the Sprint Review.
4.
Point out the reasons why and collaborate on solutions.
Q 85 / 90
1.
technical tasks
2.
actors and actions
3.
Who, What, Why
4.
threads
Q 86 / 90
1.
Every member of the team can make changes to any part of the code as necessary.
2.
If someone is at fault, then the whole team is at fault.
3.
The team shares equally in the profits that the product generates.
4.
The team, not the individuals, receive performance evaluations.
Q 87 / 90
1.
as often as needed
2.
biweekly
3.
daily
4.
weekly
Q 88 / 90
1.
design for testability
2.
test-driven development
3.
unit testing
4.
test then code
Q 89 / 90
1.
Ask the PO to extend the sprint.
2.
Report this at the Sprint Review.
3.
Point out the reasons why and collaborate on solutions.
4.
Advise the PO as soon as possible.
Q 90 / 90