PMI-ACP : PMI Agile Certified Practitioner : Part 29
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After completing the release plan, the team realizes that the project is very likely to have a negative ROI.
What should the team do?
- Prioritize the backlog, and remove low-priority stories from the release plan to ensure a positive ROI
- Replace some team members to reduce the release costs and minimize a negative ROI
- Perform a root-cause analysis to remove waste from the delivery process and increase the ROI
- Communicate the risk of a negative ROI to the stakeholders, and update the release plan
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A legal department representative contacts the scrum master because, while the project’s budget has been maintained, it has exceeded its original contracted time and scope.
What should the scrum master do?
- Meet with the team to gain alignment with the legal department’s need to stay within the contracted time and scope
- Work with the customer to narrow the scope
- Share the project’s trajectory with the legal department
- Meet with the legal department to help them understand that the customer and the team are satisfied with the time and deliverables
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An agile practitioner wants to communicate the effect of technical debt on the project.
What should the practitioner do?
- Post and discuss rises in the burn down chart
- Adjust story points to account for technical debt
- Log technical debt as an impediment
- Add refactoring tasks to all stories
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A member of a project’s development team approaches the team lead and requests database administrator training. The team member believes that their inability to handle this work, and to rely on outside specialists, is impacting team velocity.
What should the agile team lead do?
- Send the member to training
- Ask the outside specialists if database administration is required from the team
- Send one member to training only after asking the team if there is an issue with the current work flow
- Wait until all members of the team can attend training
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A project team meets to estimate user stories for a sprint. While an important non-functional requirement must be delivered in the sprint, the estimate exceeds sprint capacity.
What should the team do?
- Estimate only functional requirements that will impact product quality
- Add team resources
- Refer the issue to the product owner
- Break non-functional requirements into those that can be delivered in the given sprint
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The risk profile of a project has increased beyond the upper threshold of tolerance. The product owner and project leader meet to discuss an approach for dealing with this.
What should the team do next?
- Add risk mitigation tasks to the backlog, then prioritize in current and upcoming sprints
- Add risk mitigation time to each requirement
- Apply the 80/20 rule, reserving 20 percent of each sprint’s capacity for risk mitigation
- Hold all risks until they become issues, then add issue resolution tasks to the product backlog
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A new agile project manager accepts an assignment to manage a well-established team. Many team members have worked together on this product for several years. During a meeting, the project manager notices that team members offer little vocal interaction, yet all required tasks are completed on time.
What type of behavior does this describe?
- Synchronous
- Collaborative
- Passive-aggressive
- Random
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During a project review, the team discovers customer feedback that would add scope. The project leader is concerned that the team will be unable to incorporate this feedback and still meet the product launch date.
What should the project leader do?
- Finalize the feedback in the form of a change request
- Limit the scope of the feedback to only those changes that the team can feasibly accommodate
- Encourage all feedback, then work with the customer to prioritize work for future sprints
- Allow the team to decide what feedback to incorporate
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A team member is stressed due to a heavy workload, while other team members have some slack in their schedules. How should the team lead address this?
- Inform management, and suggest that additional resources may be required
- Discuss the issue with the team in the daily stand up meetings
- Meet personally with the stressed team member to brainstorm ways to better manage their time
- Begin tracking the stressed team member’s tasks in a separate backlog for additional analysis and reporting
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A client states that a product is not being built as requested. How should the agile team address this?
- Conduct an internal review to validate functionality before shipping
- Audit the quality control process to ensure that the product adheres to requirements
- Lengthen iterations to ensure there is sufficient time to build functionality
- Hold product review sessions with the client to obtain product acceptance
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An agile coach realizes that a team responsible for a major release is a few months behind schedule. The marketing department is unaware of this delay, and is planning to start the marketing campaign and announce the release.
What should the agile coach do?
- Meet with the agile team lead to discuss ways to improve team velocity and get back on track
- Use this as a learning opportunity and allow the team to handle the situation when the marketing campaign begins
- In the upcoming retrospective, discuss ways to improve sharing project status information
- Meet with the marketing stakeholders to explain that the team will miss the planned release date
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A technical problem arises that will likely impact the stories planned for delivery in the current sprint.
What should the scrum master do?
- Consider adding a story to the next sprint to seek resolution
- Immediately solve the problem on behalf of the team
- Ask the team to collaboratively work out a solution
- Engage a technical manager to assist with finding a solution
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During the review session, the product owner discovers that the user interface has a response time of 10 seconds. The non-functional requirements state that it should respond in less than two seconds. The team complains that this requirement was not communicated to them.
What should have been done to avoid this?
- A comprehensive user story with all non-functional requirements should have been created
- Non-functional requirements should have been added to the acceptance criteria
- Non-functional requirements should have been added to the definition of done
- A team review of the scope of work should have been conducted
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An agile team notices that the same problems continue to occur during multiple iterations. Several team members have suggestions to fix the problem.
What is the proper agile approach to handle this?
- Hold frequent retrospectives and share the responsibility for making changes
- Understand that this is the nature of innovative business and strive to work harder
- Collect team member feedback and discuss them privately with the product owner
- Conduct a team-building exercise to increase trust among the team members
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Early in a project, stakeholder analysis is performed; however, an organizational restructure redefines key roles.
What should the project team do?
- Note the changes to the restructure and roles that affect team activities
- Use direct engagement and two-way conversation to update the stakeholder analysis for any new stakeholder requirements
- Email a copy of the project vision to those redefined for key roles and ask if they need to be involved in the project
- Obtain a copy of the redefined key roles to update the stakeholder analysis
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A company has decided to combine two similar products consisting of multiple teams into one product. Engaged customers want to know how the company is looking at re-organizing its teams.
What strategy should be employed to re-organize the teams?
- All the teams from both products should be simultaneously called together and allowed to completely self-manage
- Teams that worked on similar components in the separate products should be combined to minimize disruption and capitalize on synergies
- After grouping individuals by role, multi-discipline teams should be created that are comprised of one member from each role
- Features should be prioritized and then teams should be organized around those priorities
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During planning for the next iteration, an agile team identifies most of the story points that are expected to be delivered.
How should an agile practitioner work with the team to help identify the iteration’s remaining scope?
- Convince the team to stop planning and keep the size small
- Identify the technically minimal and achievable tasks
- Refer to the remaining prioritized backlog items
- Select some of the smallest items from the backlog
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When introducing agile processes to a company, a quality assurance (QA) manager resists and believes that the switch to agile will remove quality controls and documents.
How should the agile practitioner address this concern?
- Educate the QA manager that in agile, quality is integrated from the beginning to end of the project
- Write backlog items that include QA as part of the description
- Ask for the current QA documents and incorporate them into the technical debt backlog
- Ask the product owner to write tests and QA controls into the acceptance criteria
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An organization highly values security. However, a team member on a project has found a way to save time and money with less robust security features.
What should the team member do?
- Influence the customer
- Mention the idea at the next retrospective
- Show the customer how much time and money would be saved
- Present the idea at the next ceremony attended by stakeholders to obtain their input
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A mature agile team welcomes a new member. Due to poor experiences with a previous team, the new member is reluctant to communicate.
What should the agile project leader do?
- Bring up the new member’s impediments at the next meeting to demonstrate team support of input
- Assure the new member that inputs on impediments are valued, and demonstrate this at the next meeting
- Have a senior lead work with the new member to avoid a negative impact on team productivity
- Privately work with the new member to address any impediment
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