PMI-ACP : PMI Agile Certified Practitioner : Part 32
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Midway through a sprint, a scrum team member advises the team of a new requirement that may change the initial scope.
What should the team do?
- Work on requirements that the product owner may have overlooked
- Record the scope creep in the change management log
- Add the new requirement to the product backlog
- Ask the scrum master to secure additional time and resources
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How can an agile practitioner ensure that all key stakeholders are properly engaged in planning?
- Collect stakeholder requirements
- Conduct an iteration planning meeting
- Communicate product backlog items to the stakeholders
- Facilitate a product development roadmap workshop
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Midway through a project, the product owner learns from the sponsor that a major component, which is already 20 percent complete, is unimportant to users. The component was part of the approved scope and a key selling point for the project.
What should the product owner do next?
- Obtain approval from the change control board to discontinue the component
- Ask the team to continue developing the component
- Ask the team to discontinue developing the component
- Request the sponsor’s formal approval to discontinue the component
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A development team and product owner disagree on a user story in the product backlog.
What should the agile practitioner do?
- Have the development team follow the product owner’s direction
- Openly challenge the product owner in an effort to poke holes in their approach
- Facilitate a conversation about the user story between the development team and the product owner
- Serve as a nonpartisan evaluator of each option, and provide direction to the development team and product owner
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What should a Scrum Master do when one team member falls behind in their tasks?
- Move the task to another team member who has spare capacity in the sprint
- Ask the team for suggestions
- Privately offer the team member encouragement to meet task commitments
- Notify the product owner
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A member of the development team is working on a prioritized non-functional requirement involving integrating with a 3rd party system. This integration has not been done before on the project.
What should the project leader suggest?
- Develop and document a detailed architectural design, peer review with the development team, and implement/test
- Develop the functional requirements of the solution first before any non-functional requirement, as they provide more customer value
- Discuss the integration requirement with the product owner and negotiate it to be lower on the backlog to focus on the minimal marketable feature
- Develop and test the implementation approach and demonstrate it at the next sprint review to collect feedback
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A development team for a small company experiences long delays between product completion and release for validation and testing. The company is concerned that this will impact its ability to compete in the marketplace.
What analysis should the team use to understand the issues?
- Risk management
- Variance and trend
- Kano model
- Fishbone diagram
Explanation:
Reference: https://study.com/academy/lesson/variance-trend-analysis-tools-techniques.html
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During sprint planning, team members have differing opinions on a feature that delivers business value but fails to provide a long-term solution for the customer.
How should the team resolve this?
- Refer to the values of the agile framework and the team
- Review the signed customer contract
- Check the sprint priority list
- Submit the problem to the product owner
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During a sprint, the team encounters a technical problem that becomes an impediment to completing two stories.
What should the scrum master do?
- Ask the lead developer to identify a solution, and then share the details with the team
- Ask a technical manager or architect to determine a solution to the problem
- Work with the product owner to add a spike to the next sprint to identify a solution
- Create a collaborative team environment so that the team can explore a solution together
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During project inception, an agile practitioner engages the stakeholder to ensure alignment on the project’s strategy and vision. The stakeholder asks for detailed requirements, design, and delivery plans.
What should the agile practitioner do?
- Provide all information requested by the stakeholder
- Set expectations regarding the appropriate level of details requested during this stage
- Inform the stakeholder that no detailed documents are provided using agile practices
- Ask the team to supply the information to the stakeholder
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As user stories are developed, what should be done to record and update acceptance criteria?
- Add more user stories.
- Use sprint retrospectives.
- Update current user stories.
- Update new tasks in the project plan.
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A team is creating a highly marketed, time-sensitive product. The agile coach is concerned that anything other than exceptional quality will result in bad publicity for the company.
What should the agile coach ensure that developers do?
- Establish pair programming partners, and regularly perform peer reviews.
- Perform demos at the end of each iteration.
- Send coding to the quality assurance (QA) team upon completion.
- Demonstrate each feature to the client as soon as coding is complete.
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An agile team has only one database administrator with the necessary knowledge of database-related tasks. The project manager identifies the risk that if this person leaves, team velocity will significantly decrease.
What should the agile coach do?
- Start the hiring process for a new, equally skilled database administrator as a replacement.
- Move this database administrator to another team so that team members learn database-related tasks.
- Add another database administrator to balance the workload and aid with knowledge retention.
- Obtain agreement from the team that, on upcoming sprints, the database administrator will act only in an advisory capacity.
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During a backlog refinement meeting, a senior team member raises a concern about an epic sizing that requires the use of a new interface for a vendor product. The product owner acknowledges this as a risk.
What should the product owner do now?
- Log the risk in the risk register, and share the information with impacted stakeholders at the next monthly review meeting.
- Create a spike story to determine what needs to be done to use the new interface.
- Lower the epic’s priority so that it can be deferred, and analyze it during backlog refinement meetings.
- Move the work to the vendor, since they have better knowledge of interface implementation.
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A product that recently went to market is receiving a great deal of attention from upper management who expresses interest by directly emailing and calling the developer team. The team expresses frustration during a standup.
What should the Scrum Master do?
- Ask the product owner how upper management’s comments can be redirected.
- Direct the developer team to ignore the phone calls and emails.
- Ask the product owner to enter the requests into the product backlog as high priority.
- Personally respond to upper management’s phone calls and emails.
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An executive requests information regarding a sprint status.
What action should the product owner take?
- Invite the executive to the standup.
- Direct the executive to the information radiator.
- Personally meet with the executive.
- Email the requested information to the executive.
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An agile team has been given a complex project with a basic set of requirements which need further elaboration and review.
How should the team iteratively build out the backlog of requirements with the stakeholders?
- Conduct a requirements gathering workshop.
- Deliver the basic requirements iteratively.
- Have the product owner fill out the requirements backlog.
- Have the stakeholders fill out the backlog before starting the project.
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A new CIO advocates an agile framework for new IT projects, but the team has reservations.
How should the CIO ensure that the team will be aligned with this?
- Obtain executive team buy-in by conducting a meeting to present the advantages of agile principles and processes.
- Issue a memo of understanding that agile principles should be implemented for all new projects.
- Introduce agile principles and processes, then make the change an experiment to obtain buy-in.
- Require all staff and management to attend agile training and adhere to its principles.
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An agile team identifies that their velocity is lower than predicted, and that their previous forecasts in the product roadmap are wrong. The team is worried that they will be unable to meet a critical release date without corrective action.
What should the team do?
- Collaborate with the product owner to reprioritize the product backlog, thus ensuring that more features will be completed before the release.
- Ask the team lead to calculate the team’s target velocity according to the project plan, and assign additional resources to increase capacity.
- Focus on velocity and schedule concerns during the retrospective to inspect, adapt, and improve the process and plans.
- Reestimate the backlog items from the release, ensuring that contingency is included to set stakeholder expectations.
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During a six-week iteration, an issue is identified by a team member. After analysis, the team member determines that it will take at least two weeks to resolve.
What should the team member do?
- Notify the product owner and begin resolution.
- Communicate the issue to the team in the next stand up meeting.
- Immediately begin resolution, and communicate it to the team during the retrospective.
- Work on the next activity, and communicate it to the team during the retrospective.
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