PMI-ACP : PMI Agile Certified Practitioner : Part 03

  1. Agile project development processes typically:

    • Encapsulate analysis, design, code, and test within an iteration.
    • Document each business process individually and in detail.
    • Use a Gantt chart with well-defined activities, responsibilities, and time frames.
    • Map the iteration backlog to a Work Breakdown Structure (WBS).
  2. Which of the following is an example of a visual aid used in Lean-Agile software development?

    • Business value delivered chart
    • Product technical specifications
    • Automated code coverage report
    • Scrum-of-Scrum report
  3. Acceptance tests of user stories are specified by the:

    • Customer at the start of the iteration.
    • Customer as late as possible during the iteration.
    • Tester after the team has finished the coding.
    • Development team at the start of the iteration.
  4. When an Agile project team receives an “emergency request” during an iteration, which is the best first step that the Agile project manager should take?

    • Stop work on unfinished user stories and work on the urgent request.
    • Call a team meeting and change the iteration scope to include the request.
    • Provide the customer with options provided by the project team.
    • Explain that the team cannot do the added work until the next iteration.
  5. The ScrumMaster notices repeated friction between two team members in the Daily Scrum meetings. The next step should be to:

    • Attempt to resolve the problem directly and immediately during a Daily Scrum meeting.
    • Schedule a meeting with them after a Daily Scrum meeting to explore and resolve the issue.
    • Ignore the friction because a self-organizing team must sort out team conflict issues.
    • Ask for new resources to replace them before the friction undermines the team’s productivity.
  6. What is the ideal approach for an Agile project manager to take when considering fractional assignments?

    • Do nothing, as fractional assignments will not impact project performance.
    • Allow resources to be assigned to no more than two projects at a time.
    • Only allow nonessential resources to be fractionally assigned.
    • Avoid them and have resources assigned to only one project at a time.
  7. The team estimation game method mainly consists of a:

    • Pile of cards with user, capability, and value to be prioritized by the project team.
    • Spreadsheet with backlog issues to be prioritized and each to be given a prioritization number.
    • White board session where iterations are estimated and related to the project road map.
    • Brainstorm session where resources are related to prioritized work packages.
  8. According to the fundamental principles of Lean Management, errors result from:

    • Inadequate user requirements and documentation.
    • Misjudgment made by project teams and operations staff.
    • Flaws in development and production systems.
    • Insufficient management oversight of projects and operations.
  9. What is one of the benefits of incremental delivery?

    • Value is delivered more quickly, as software can be released after every iteration.
    • More customers can be handled simultaneously, as each regularly receives a delivery.
    • Fewer bugs are introduced, as code is delivered to users more frequently.
    • Costs are reduced, as less verification is required to regression test each iteration.
  10. Which of the following drivers is the most important factor in determining the order in which stories will be developed?

    • Relative cost
    • Customer value
    • Development effort
    • Dependencies
  11. The smallest amount of functionality that delivers customer value is best described as a:

    • Function point analysis.
    • Right sized story.
    • Minimum marketable feature.
    • Userstory map.
  12. The best reason for extreme character personas in writing user stories is to:

    • Identify errors in product design and testing.
    • Help identify user stories that would otherwise be missed.
    • Provide precision to support vague user concepts.
    • Provide value to the Sprint planning session.
  13. In eXtreme Programming (XP), analysis, design, coding, and testing phases are done:

    • At the beginning of the iteration.
    • Every day.
    • In sequence.
    • Without documentation.
  14. User stories are temporary artifacts. They are considered relevant until the:

    • Team completes them.
    • End of the project.
    • Release is complete.
    • End of the sprint.
  15. In Agile projects, the technique in which planning is done at three distinct horizons is known as:

    • Monte Carlo Analysis.
    • Portfolio Management.
    • DelphiTechnique.
    • Progressive Elaboration.
  16. A common reason that a story may not be estimable is that the:

    • team lacks domain knowledge.
    • business needs are prioritized over the system design.
    • developers do not understand the tasks related to the story.
    • team has no experience in estimating.
  17. For the best results in an Agile project, customers should:

    • set priorities and identify product features.
    • interview new team members for fit.
    • approve development plans and tasks.
    • set sprint and release schedules.
  18. What is a high-level representation of the features or themes that are to be delivered in each release?

    • Release plan
    • Product roadmap
    • Iteration plan
    • Product Backlog
  19. An Agile team expects a velocity of 8. During sprint planning, the stories were estimated and prioritized in the following order:

    Story A_4Story Points
    Story B_2Story Points
    Story C_3 Story Points
    Story D_2Story Points

    Which stories should the team include in Sprint 1, without splitting the stories?

    • Stories A, C, and D
    • Stories A, B, and C
    • Stories A, B, and D
    • Stories B, C, and D
  20. Agile communication is effective because:

    • release and iteration planning keep team members aligned, daily synchronization eliminates confusion, and iteration demonstrations keep the team focused on deliverables.
    • Agile communication methods focus on detailed, written requirements and specifications that are more complete and allow the team to manage change more effectively.
    • the use of charts and diagrams over written reports creates clear, targeted communication, and customer involvement in monthly reviews eliminates changes in requirements.
    • daily iteration planning allows change to be managed, and weekly standup meetings ensure that impediments are quickly identified and effectively managed or removed.