Last Updated on March 18, 2022 by Admin 2
PMI-ACP : PMI Agile Certified Practitioner : Part 26
The definition of an Epic can be written using the acronym CURB. What does CURB stand for:
The Japanese terms for an Agile developmental mastery model is:
Which development mastery model of skill acquisition lies in helping the teacher understand how to assist the learner in advancing to the next level?
Which of the following is not part of Agile Discovery?
- Document business outcomes that are quantifiable and measureable
- Outline a plan for the technical and business architecture/design of the solution
- Describe essential governance and organization aspects of the project and how the project will be managed
- Define the tasks that the team will perform during an iteration
Agile Analysis is a phase in the lifecycle of an Agile project.
Pick the THREE statements that are true about Agile Analysis. (Choose three.)
- It is a highly evolutionary and collaborative process
- It occurs at the beginning and end of a project
- It only includes the project team
- It is communication rich
- It explores the problem statement
It is not possible to have a fixed price contract in Agile.
Match the traditional contract model of the left with the Agile alternative on the right.Explanation:
Analysis, design, development and testing occur sequentially – There is concurrent design and development.
No value delivered until the entire project has been completed – Value delivered at the end of every Sprint.
There is no attempt to control the order in which the requirements are tackled. – The highest risk and highest value items are tackled first.
Success is measured by reference to conformance with the plans. – Success is measured by conformance reference to the realization of the desired business outcomes.
Changes ‘controlled’ by means of the change control mechanism – Change is accommodated within the non-contractual product backlog.
What is the Japanese business philosophy focused on making constant improvements?
Which of the following is an Agile improvement technique to address issues continuously, e.g. after daily stand-up?
- Verification Sessions
Stakeholders are displeased with the latest release of a product’s software. While most stakeholders attended every sprint review, they were otherwise largely uninvolved in the project.
What should the agile practitioner have done to ensure stakeholder satisfaction?
- Communicated early and often, as outlined in the communications matrix
- Ensured engagement among stakeholders and the product owner
- Conducted additional stakeholder reviews and demos
- Worked with the product owner to prioritize user stories
During the iteration planning of a newly onboarded agile team, the product owner adds a set of high priority user stories into the iteration backlog.
What should the team do first to define the tasks needed to implement the user stories?
- Assign tasks to each team member
- Meet with the customer
- Identify the Scrum Master
A product owner for two highly visible projects spends a great deal of time meeting with and reporting to senior stakeholders. The product owner is overwhelmed because both project teams request clarification on the requirements and the overall priorities.
What should the agile project manager do?
- Provide both project teams with the highest priority needs
- Request the project teams’ questions in writing prior to the next meeting
- Facilitate a meeting with each team and the product owner to find a solution
- Provide both teams with each project’s documentation
An executive sponsor of a new scrum team actively attends scrum ceremonies.
How does this benefit the team?
- It helps the team to focus on and meet sprint goals
- It reminds the team about who sponsors the project
- It provides high-level project updates to the sponsor
- It helps to quickly resolve issues using the sponsor’s influence
An organization initiates a pilot project to introduce agile methodology for the successful delivery of projects.
What should the project manager do to share this project’s knowledge and learning with wider organizational business groups?
- Invite people from across the organization to attend daily stand ups
- Invite people from across the organization to attend retrospectives
- Invite people from across the organization to attend the release meeting and project retrospectives
- Regularly meet with people across the organization to share the project’s lessons learned and best practices
The product owner of a team starts the iteration review with a quick walkthrough of the iteration goal, the list of planned stories with status, and a demo of all the stories to the business.
What should the product owner have done differently?
- Demonstrated only the completed stories and seek stakeholder feedback
- Presented the budget situation and review the cost variance
- Reviewed the test results to gain confidence from the stakeholders
- Presented a demo of all the stories including the work in progress stories
On an agile project, some of the development team is struggling to understand how the tasks and user stories fit into the overall product.
How should this be addressed?
- Review the iteration goals and have the team each describe the work to create shared understanding
- Create a story map for the minimal viable product (MVP) functionality
- Capture this as a task in the retrospective and ensure there is more detail provided at the next planning session
- Have the product owner explain the product vision and review the release plan with the team
A project team realizes that an important task on the iteration backlog will take more time than originally estimated.
What should the project team do?
- Continue working on the task until it is completed
- Remove the task owner from the project team
- Add resources to reduce time to task completion
- Stop working on the task and include it in the next iteration
During a review session, a customer representative is concerned that a story fails to satisfy the scope of work. However, the product owner declares that the scope of work is complete.
What should be done with this story?
- Mark it as incomplete and prioritize it for the next sprint
- Mark it as complete, since the product owner has the final say
- Discard it and create a new story for the remaining scope of work
- Mark it as complete, since the team completed the scope of work
While struggling to take ownership of delivery, an agile team fails to keep up with its sprint commitments.
What should the agile coach do?
- Work with the sponsor to develop team expectations
- Provide the customer with a list of deliverables and obtain agreement
- Encourage the team to more frequently interact with all stakeholders
- Work on finishing upfront product design rather than comprehensive documentation