EMT Practice Test

1. Question Content...

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Question1: The team is aware that they will need to integrate a new component to their solution in the next few weeks.
The team does not have any experience with this component.
What should the team do next?

Question2: A new agile team is forming to address a high-priority project. Team members are dispersed over a wide geographic area. The scrum master and the team are currently defining their working agreement.
What should be part of the working agreement for a dispersed team?

Question3: A scrum master is working with a team on a complex software project that is scheduled to run for 2 years with a series of product releases. The scrum master is responsible for planning the project for the next 6 months and has advised planning the project up front.
What should the scrum master do?

Question4: 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?

Question5: 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?

Question6: The customer needs assistance in determining the efficiency of a set of process activities within the solution.
What should the agile team do?

Question7:
Based on the chart, what is the current status of the iteration when comparing story points planned versus completed?

Question8: One of the senior stakeholders on a project did not want to be engaged on a daily basis. During the iteration, the team encounters complexities but are convinced these issues can be resolved in time for the demo.
What should the agile practitioner do?

Question9: An agile team is having a meeting with a customer to formulate the product requirements for the next iteration. The outcome of the meeting is a set of clear and detailed requirements.
What should the team do next?

Question10: An agile project manager is leading an international project involving a global team consisting of members from very different cultures, countries, and time zones. The agile project manager is aware that similar projects with distributed teams have led to serious conflicts.
What should the agile project manager do to promote trust and collaboration?

Question11: A team member does not understand what the project risks are or the impact that they could have. How should an agile leader communicate risks in a way that the team will understand?

Question12: 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 it's teams.
What strategy should be employed to re-organize the teams?

Question13: Which agile practice would most significantly increase a team's velocity?

Question14: A technical problem arises that will likely impact the stories planned for delivery in the current sprint What should the scrum master do?

Question15: The agile team disagrees with the business stakeholders on completing some epics What could help eliminate misunderstandings?

Question16: An agile coach is working on a software development project. Their team is approaching the sprint deadline, but their client is requesting to include additional features that will bring added value.
What should the agile coach do to address this requirement?
An agile coach is working on a software development project. Their team is approaching the sprint deadline, but their client is requesting to include additional features that will bring added value.
What should the agile coach do to address this requirement?

Question17: A new software development team has just been formed. 5 sprints have passed and the team is now familiar with their way of working. In the 6th sprint, the scrum master notices the team members arguing about the technical design of an upcoming new feature during a backlogrefinement meeting. After the refinement meeting, the scrum master notices team members talking about the topic informally and taking sides. There is noticeable tension among the team.
How should the scrum master help the team to resolve the issue?

Question18: The executive leadership wants to understand ways to better deliver on time and on budget. What can the project team do to assist in achieving the organizational goal?

Question19: An agile team member from a cross-functional team has been unable to complete assignments due to tasks assigned by the functional manager. What should the Scrum Master do?

Question20: An agile team has defined their definition of done (DoD) for a sprint. However, during the demo, the product owner is not sure if a user story can be marked as done.
Select the most appropriate sequence of activities that would need to be completed to meet a well-defined, mature definition of done (DoD).

Question21: Which of the following allows DevOps to enable and sustain a fast workflow from development into operations?

Question22: The amount of information captured in the project's defects is varying within the development team. Team members are becoming frustrated with the defect quality inconsistencies and the frequent clarification required.
What should be done to address the issue?

Question23: An agile team is preparing a release plan for a project. What information will the team need to complete this plan?

Question24: During a retrospective, team members suggest process improvement ideas. The agile team lead knows that, while many of these ideas are different from standard practices, a few of them are good. What should the agile team lead do?

Question25: An agile practitioner wants to ensure that stakeholders have current information about a project's progress What should the agile practitioner do?

Question26: The project lead of a newly created agile project delivery team realizes that there are gaps in the knowledge of some team members. The lack of specific skills will add risk to the project delivery if the project becomes too dependent on specific resources for complete delivery.
What should the project lead do to address the gaps and develop a high-performing team?

Question27: An event management team is following an agile approach to prepare for an upcoming conference. The regional sales manager, from where the conference is to be held, contacts the team with a number of questions about the company's booth.
What should the team do?

Question28: Midway through an iteration an agile team learns that a team member will be unavailable for the next two iterations. As a high-performance team, what should the team do?

Question29: After performing three sprints, the product owner and sponsor request an accurate schedule indicating when all releases will be delivered. What should the agile practitioner do?

Question30: A team is preparing to demonstrate new product capabilities to a leadership team. The demonstration will show working software and a listing of the projected value of the capabilities.
What should the team do to ensure the demonstration is successful?

Question31: A project team has a senior subject matter expert (SME) who is comfortable with data integration. The SME is not inclined to perform regression testing because the SME feels that performing regression testing is more of a junior duty.
What should the scrum master do?

Question32: The agile practitioner has determined that two different team members are working on addressing the same major issue on the project. How should the agile practitioner address this?

Question33: An executive sponsor asks a team when a specific feature will be ready for release. A team member states the feature will be ready by the end of release 3 because it is not a core feature. The team member directs the sponsor to an information radiator, where the sponsor sees several notes grouped by release numbers and posted on the wall.
What is the sponsor looking at?

Question34: An agile project manager has noticed their teams declining morale, mistrust, and isolation over the last 6 months of working on a project. What should the agile project manager do to enhance productivity and create a cohesive team culture?

Question35: What is the first thing an agile development team should do when planning an iteration?

Question36: What should a team do when they complete all sprint goals earlier than expected?

Question37: A newly formed, colocated team is participating in daily standups, but is otherwise working largely as individual contributors. This has resulted in misalignment of activities. Planned velocity is being met.
What should the agile practitioner do?

Question38: An agile leader has been assigned to a project that involves significant technical complexity. What should the agile leader do to set the project up for success?

Question39: Due to its complexity a new team member struggles with developing a concise user story. What advice should the agile practitioner give to assist with developing the story?

Question40: A software company is developing an accounting software system to market to customers. The team has been working on the project for six weeks and has great velocity. One of the major stakeholders approached the scrum master and asked for a bi-weekly status report because they feel they are not being properly updated.
How should the scrum master respond to this request?

Question41: An agile practitioner notices that team members are disengaged. As a result, the team's velocity has decreased.
What should the agile practitioner do to get the team back on track?

Question42: During a Kanban team's daily stand up, an agile coach observes that the team seems disinterested in the work status. While it appears that there are no issues with flow, there is a marked lack of attention to team effort.
When the agile coach queries the team for reasons, members explain that work continues to be scheduled with no end in sight.
What should the agile coach do?

Question43: A scrum master is part of a project team using technologies overseen by the IT department. The IT director oversees several company initiatives and is unfamiliar with the details of each one. As an active project stakeholder, to which meeting should the IT director be invited?

Question44: 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?

Question45: During sprint retrospectives, some team members are very vocal and tend to dominate the conversation, while others are more reserved and less likely to participate. What should the scrum master do?

Question46: A scrum master is 6 days into a 10-day iteration. A customer representative approaches the scrum master and asks whether they can access the latest update on the project.
Which action should the scrum master take?

Question47: An agile team wants to collectively determine a project's size. What will the team be doing if they use the planning poker technique to accomplish this?

Question48:
Case Study
An agile project lead for a company is leading a sales team who has committed to delivering new product functionality to the customer at the end of five sprints. The agile project lead performed initial planning with the team and with the team's support has committed to the scope and deadline.
Check in with the project in three stages to answer the associated questions.
How do two additional features and more story points added by the product owner impact the team's progress and ability to complete work within the iteration, considering the burndown rate of the team has not changed?
(Refer to the Case Study and End of Sprint 3 Exhibit)

Question49: During a project's last few sprints, an agile practitioner notices an increase in defects. A root-cause analysis indicates that a poor understanding of the requirements was caused by the inability of the product owner to communicate clearly.
What should the agile practitioner do?

Question50: For what is the MoSCoW method used?

Question51: Unable to meet a sprint's committed velocity, an agile team approaches the agile coach to define the next sprint's velocity. What should the agile coach advise?

Question52: 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?

Question53: A scrum team is working together virtually. One of the team members sends a daily email to the other team members listing impediments that they find. During retrospective meetings, the team member complains that their colleagues fail to take actions on the impediments.
How should the team address this issue?

Question54: How can an agile team working on a new product ensure alignment with external stakeholders?

Question55: The scrum master for a large project must provide an estimate of what can be delivered in six months What should the scrum master do?

Question56: During a daily stand up meeting, a developer expresses concerns that the selected technology limits the number of concurrent users. What should the agile team lead do?

Question57: A team retrospective was going well until the team lead introduced the "define the next experiment" topic; then the discussion became an argument. A new team member feels strongly that the approach used on their previous team would improve this team's efficiency and effectiveness. The team lead is adamant that they remain with the current approach and the discussion dissolves into a circular argument.

Question58: An agile coach is working with a team that serves clients making product requests by phone. During a daily commitment and replanning meeting, a team member states that they were unable to resolve a client request because they lacked sufficient product knowledge.
What should the agile coach do?

Question59: An agile coach is guiding a team across multiple locations. They need a united communication approach that involves task-oriented communications and discussion boards with effectiveness.
Which method of communication would be most effective?

Question60: A new stakeholder has recently joined a project. During a meeting with the scrum master, the new stakeholder tries to understand the status of the project and the remaining tasks for completion.
How should the scrum master inform the new stakeholder?

Question61: During a coaching session, an agile project manager discussed embracing communication to keep all stakeholders aligned. The agile project manager recently had a discussion with their team and decided to display a product roadmap.
What is the agile project manager trying to show?

Question62: Senior management is frustrated at the lack of a detailed implementation plan that shows exactly when the project will end and when all requirements will be met. The team has been using a rolling wave planning approach so far on the project.
How should the agile practitioner explain to senior management the benefits of this approach?

Question63: 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?

Question64: A team is delivering work as per the sprint plan, and team velocity is stabilized. However, at the end of the release, the customer is dissatisfied with project quality. What should the agile project manager have done to avoid this?

Question65: Halfway through the execution of an agile project, a retrospective meeting is held. One of the team members believes that the actual time and cost to complete the work has consistently been greater than what was originally estimated.
Which of the following activities should be performed next?

Question66: An agile team is having difficulties in obtaining the participation of a true user to be a part of their team. In the absence of a true user, the development manager steps in to act as a proxy for the user.
What can the agile team do to improve value delivery in the absence of a true user?

Question67: What should a Scrum Master do when one team member falls behind in their tasks?

Question68: Midway through a sprint, the scrum master identifies that reassigning a certain task could help the team meet its sprint goals What should the scrum master do next?

Question69: A large, corporate organization is forced to hire new team members in a geographically remote location from the current team. The manager of the department is concerned about the team not being colocated.
What behavior would indicate the team is not working well together?

Question70: An agile team's client has been asked to expedite the delivery of the next release. By delivering one month early, the company can generate USS40.000 more than expected for the quarter. What should the agile team do?

Question71: 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?

Question72: An executive notices a kanban board in a highly visible location and expresses concerns to the project manager that too many people will see it. What should the project manager do?

Question73: The vice president (VP) of an organization has been asked by the chief information officer (CIO) to have their teams to embrace an agile approach to projects. The VP, however, often insists teams use a more predictive approach to project management which allows the project managers to do what they like.
How should an agile team member coach the VP and teams be more effective?

Question74: An agile team is working on a new product and is behind with their deliverables for the quarterly release. The team discovers new issues during each iteration. They start working on the critical issues and sometimes forget to update the backlog. This leads to confusion, delays, and occasional rework.
How should the agile practitioner improve the team's productivity?

Question75: The productivity of an agile team has fallen significantly in the last sprint. The team members have not mentioned any impediments but seem to be fatigued.
What should the agile practitioner do?

Question76: A client has provided their requirements and deadline to the project team. The requirements are confusing, and the team is frustrated.
What should the team's servant leader do?

Question77: A development team is calculating the number of story points they have completed at the end of an iteration.
Although quality assurance (QA) passed and successfully demonstrated one feature, it is not being included in the release package.
Should the team add the feature's story points to their burndown chart?

Question78: Two team members are working together to deliver an asset management tool. The code delivered by team member A during this sprint is not aligning with the specifications written by team member B. Both team members do not seem to agree on the look and feel of some functionality.
What should the scrum master do in this situation?

Question79: 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?

Question80: During backlog refinement, a team routinely creates tests to demonstrate to the customer that each acceptance criterion has been met. Most acceptance tests results are observable or demonstrable, but testing for one requirement is providing a challenge to the team. The requirement states that the home button should be recognizable and the team is unsure how to test this.
What should the team lead do?

Question81: A key stakeholder cannot attend the project vision statement development workshop. The stakeholder has emailed their requirements to the agile team lead, and believes that the vision statement is not critical.
How should the agile team lead respond?

Question82: During a team meeting members who are subject matter experts (SMEs) mention that they are continuously working on repetitive tasks which has lowered motivation. What should the agile practitioner do?

Question83: Early in a project stakeholder analysis is performed: however, an organizational restructure redefines key roles What should the project team do?

Question84: Toward the end of a project the product owner discovers that the project has a high probability of failure due to a critical feature not functioning as expected What should the product owner do?

Question85: A project team has been working on five data source integrations. They have allocated one tester for each data source. One of the testers is on emergency leave for personal reasons, so the project deliverables could not be completed on time.
How should the project team improve during their retrospective for future implementations?

Question86: A team's technical lead believes that manual testing tasks should be conducted by junior team members below their level. The junior team members think it is unfair and refuse the tasks.
What should the scrum master do?

Question87:
An agile development team is working on a digital transformation project and is facing challenges in obtaining consistent feedback from stakeholders who are dispersed around the world. The product owner is under pressure as this lack of engagement has led to prolonged decision-making cycles and has adversely affected the outcomes of sprints.
How should the team improve stakeholder engagement to help ensure timely feedback and better decision- making? (Refer to Stakeholder Power/Interest Grid)

Question88: A product owner adds a 21-point, high-priority story to a sprint backlog. The team is concerned that it cannot be completed during the current sprint. What should the team do?

Question89:
The product owner is working on an application that will be built in a data lake leveraging a data integration and transformation software application. With a budget of US$17,000 remaining, how should the product owner allocate the money? (Refer to Exhibit A)

Question90: A project team is currently working on sprint seven of a release that is estimated to require twelve sprints to complete. The team has reviewed the stories for this sprint and discovered that it will require rework from previous sprints.
What should the scrum master do?
A project team is currently working on sprint seven of a release that is estimated to require twelve sprints to complete. The team has reviewed the stories for this sprint and discovered that it will require rework from previous sprints.
What should the scrum master do?

Question91: Team A is working on the second sprint of a product release Team B which is an interdependent team located on the same floor, requires extensive and frequent information to complete its sprint goal.
What should the agile team lead do?

Question92: Stakeholders are unhappy because they have not been consulted on a user interface (UI) for a project that will have a significant impact on end users once it is launched. How should this situation be handled?

Question93: During the retrospective meeting, it is revealed that an external dependency is causing a reoccurring impact.
The impact is that an external team is not providing a fix or a stable testing environment. The scrum master has been unable to resolve this after escalating the situation to upper management several times.
What should the scrum master do now?

Question94: Trend analysis shows that velocity is significantly higher than predicted and the release can be completed one month ahead of schedule. The team recommends changing the end date to reflect this.
What should the agile practitioner do?

Question95: In a planning meeting, the client does not have a clear understanding of the most beneficial features of a project, because there are too many stakeholders with different requirements. How should the project manager approach this project?

Question96: What should the agile practitioner know about tracking velocity?

Question97: A product's scope and acceptance criteria have been defined, and the product is planned for release at the end of the next quarter. What should the project team do next?

Question98: A project team developer has been involved in a large corporate initiative that has negatively impacted team productivity on another project to which they have been assigned. How should the developer have handled this situation?

Question99: An agile project has three more iterations before the release. There is a lot of report functionality to be created and defects to be cleared. During a daily scrum, a team member suggests a timebox spike to find a more efficient way to deliver reports.
What should the project leader do?

Question100: When working on a new product, what should an agile team do to ensure alignment with external stakeholders?

Question101: A project manager is managing a large complex project with cross-functional teams using an adaptive approach. Frequent communication among the team leads of these cross-functional teams is crucial for the project to stay on track and deliver value according to the project plan.
Which agile communication practice should the project manager implement to ensure the cross-functional teams interact frequently?

Question102: A project sponsor is upset that an enhancement will be unavailable until next year. What should the product owner do?

Question103: During a mature agile team's planning meeting, a team member proposes a new framework that would considerably reduce implementation time. However, the team lacks the confidence to try the new framework.
To help the team gain confidence, what should the agile practitioner suggest?

Question104: A new team member asks what changes could accelerate a change to the project plan What should be the proper response?

Question105: While working on a sprint for a software development project, the team is unsure of how the feature should be designed. The project sponsor recommends developing a prototype of the user interface to discover more about this feature.
Why is the project sponsor making this suggestion?

Question106: A Scrum Master would like to provide information to key stakeholders on the daily resource and project activities. Which tool should the Scrum Master use to provide these updates?

Question107: During product development, changes in technology and regulations require the team to reassess product architecture How should this technical debt be captured?

Question108: An agile project manager is working on a project to develop a customer service website. The project manager is organizing a workshop to plan the next release: To add the feature of receiving and resolving customer complaints. Which two actions should the project manager ask the team members to take before the workshop? (Choose two.)

Question109: What should a learn consider when calculating the effort needed to complete a product backlog?

Question110:
A food company seeks additional business-to-business (B2B) revenues from some customers by implementing purchase order (PO) functionality. To achieve this, the agile project team is exploring PO integration options (see item #3 in Exhibit A), as the product increment (PI) planning process is underway.
What should the project team do next?

Question111: An agile team is working on the first sprint, and have already planned the second and third sprints. However, market conditions now require a change to the features. What should the product owner do?

Question112: After a successful product deployment, a key stakeholder informs an agile team member that an implemented feature is failing to deliver its expected business value. The team member replies that the requirement was provided by the customer, and that the scope was clearly met.
If the problem were an issue of requirement elicitation rather than delivery, what should have been done to avoid this situation?

Question113: 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?

Question114: A customer and a product delivery team meet to discuss a product's attributes, goals expectations. hypothesis1 and high-level needs. What is a benefit of this meeting?

Question115: During an iteration planning meeting, the team suggests changes to add product value that will require extra work and impact the schedule. What should the agile project leader do?

Question116: 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?

Question117: A globally distributed project team is using email and phone calls as the only way to share information.
Delays in resolving issues often occur due to misinterpreted communications, leading to a lower team velocity.
What steps should the project leader take to improve knowledge sharing?

Question118: A development team is working on the implementation of a human resources (HR) solution. The team has decided to work together with different business units to deliver value early and often.
Which agile values are being practiced in this scenario?

Question119: New stakeholders are joining a project team where the agile coach will educate them about their roles and responsibilities. How should the stakeholders ensure their objectives are met by product delivery?

Question120: A team member starts discussing a project roadblock during a daily coordination meeting. The team discusses details of the impediment, which takes up most of the meeting time.
What should the agile facilitator do?

Question121: Several potential risks have been identified for a new project that started last month. The project manager is worried that the team is not fully aware of these potential threats.
What should the project manager do?

Question122: An agile team is struggling to achieve their goal during the first release due to an unstable environment beyond the authority of the product owner. Close to the end of the current sprint, the release manager resigns and a new person takes over.
What should the scrum master do?
An agile team is struggling to achieve their goal during the first release due to an unstable environment beyond the authority of the product owner. Close to the end of the current sprint, the release manager resigns and a new person takes over.
What should the scrum master do?

Question123: A product owner with experience in a predictive approach wants the team to develop very detailed schedules and cost estimates for the next 10 sprints. What should the Scrum Master do?

Question124: How can an agile project manager ensure that all stakeholders have a clear understanding of the release plan by the end of a release planning meeting? (Choose two.)

Question125: Roadmaps are defined as covering a rolling 12 months. When creating a product roadmap in an agile environment, what factor should the agile lead take into consideration?

Question126: During a project meeting, a team is faced with a difficult decision. After discussion and deliberation, the project leader makes the final decision and ends the discussion. This causes a team member to withdraw from future collaboration.
How could the project leader have avoided this?

Question127: 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?

Question128: A scrum team is working on an important project with a short deadline. To save time and reduce overhead, the product owner proposes that the regular sprint reviews should be cancelled and replaced with a review of each release according to the release plan.
What should the scrum master do?

Question129: What is a specific development practice that has been effective in implementing disciplined DevOps?

Question130: A large project team of 20 people from different functional areas has just been formed and the project starts next week. The team will be working on a regulated and strictly controlled pharmaceutical product but does not have subject matter expertise.
Which two actions should the scrum master take as priorities? (Choose two.) A large project team of 20 people from different functional areas has just been formed and the project starts next week. The team will be working on a regulated and strictly controlled pharmaceutical product but does not have subject matter expertise.
Which two actions should the scrum master take as priorities? (Choose two.)

Question131: 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?

Question132: During a recent sprint review meeting with stakeholders, the product owner received detailed feedback indicating the critical changes needed for upgrading the legacy system to better align with the latest technologies and user needs. How should the product owner help ensure the product backlog is effectively managed, while helping the team remain focused? (Refer to the Product Backlog Exhibit)

Question133: During a sprint, the team encounters a technical problem that becomes an impediment to completing two stories What should the scrum master do?

Question134: How should an agile project leader interact with the product owner?

Question135: When considering impact on a project, to whom should an agile project manager give top priority on the stakeholder list?

Question136: 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?

Question137: What is the disadvantage of using velocity as a measure of team efficiency in agile approaches?

Question138: How should the project manager introduce the team, communicate the importance of the team charter, and help develop a high-performing team?
A project charter has been completed and is ready for approval. The project's goal and approach have been clearly determined and a list of generalized specialists has been set.
How should the project manager introduce the team, communicate the importance of the team charter, and help develop a high-performing team?

Question139: A development team and product owner disagree on a user story in the product backlog What should the agile practitioner do?

Question140: When working with Lean approaches, which process includes the sequence of steps for delivering value and those required to carry them out?

Question141: A product owner complains that some of the requirements identified several iterations ago have not been implemented. The product owner wants to know why the status of these requirements was not communicated.
What should the Scrum Master do?

Question142: During a review session, an agile team presented done requirements to a group of stakeholders Stakeholder feedback indicated that the done requirements failed to meet the most pressing needs and provide value.
What should the team have done to prevent this?

Question143: 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?

Question144: How can the scrum master respond to a stakeholder who suggests using velocity as a metric to measure team efficiency in an agile project?

Question145: An agile team is planning the next iteration for a product release that has accumulated technical debt What should the team do?

Question146: On an agile project, some of the development team is struggling to understand how the tasks and user stones fit into the overall product. How should this be addressed?

Question147: Several new stakeholders are concerned about being asked to review a product demo before it is complete.
How should the agile coach explain to the stakeholders the value of working this way?

Question148: 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?

Question149: During a project's last iteration, an agile team struggled with a feature's delivery due to the lack of a required skill. The project has already incurred a five-day delay. A further delay of at least 10 days is anticipated.
What should the agile project leader have done to avoid this situation?

Question150: A product owner adds user stories to the backlog on a daily basis. The stories are vague requests, and the product owner expects the details to be clarified once the team works on the prioritization list.
How should the team members address this challenge so that the prioritization meeting does not become a brainstorming session?

Question151: A scrum team is experiencing lengthy discussions leading to no concrete actions during their scrum events.
The scrum master determines that these inefficient meetings are producing waste.
What should the scrum master do to make the meetings more efficient?

Question152: A project team for a local government is transitioning from a predictive development life cycle to an iterative development life cycle. The project sponsor has informed the team lead that the subject matter expert (SME) for the financial functions of the solution is overallocated, so the team needs to convert the previously gathered requirements into user stories.
What should the agile lead do?

Question153: During an executive review, a scrum master uses a burndown chart to demonstrate team deliverables through time. The scrum master declared that velocity increased from 27 to 35 over the last 3 sprints, but one of the executives asks to clarify the importance of these metrics.
How should the scrum master respond?

Question154: A product owner worked with the customer to define the success criteria for the launch of a new product in the manufacturing industry. The project team responsible for development is seeking guidance on what to develop first.
Which two actions should the product owner take? (Choose two.)

Question155: 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?

Question156: A product owner asks a newly formed scrum team how many story points will be completed in a sprint. What should the scrum master do?

Question157: 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?

Question158:
In a project to develop a supply-and-demand scenario planning tool, the team aims to streamline development and rapidly deliver features. Which approach best supports quick feature delivery while maintaining quality?
(Refer to An Excerpt from the Quality Management Plan)

Question159: The systems integrator for an enterprise resource planning (ERP) project has been onboarded. During an iteration planning session, the team determines that the next highest priority item will take longer than expected to complete in the current sprint.
What should the agile practitioner do next?

Question160: As user stories are developed, what should be done to record and update acceptance criteria?

Question161: A project manager noticed that a team member had been a consistently high performer until a few months ago. Recently, the team member seems distracted and is not performing well.
How should the project manager handle a review with the team member?

Question162: During a team meeting, conflicting opinions arise regarding the best approach to complete a project task. The project manager wants to ensure that the team can effectively handle these conflicts and come to a resolution that benefits the project.
What is an effective way to handle conflicting opinions in team meetings in an agile environment?
During a team meeting, conflicting opinions arise regarding the best approach to complete a project task. The project manager wants to ensure that the team can effectively handle these conflicts and come to a resolution that benefits the project.
What is an effective way to handle conflicting opinions in team meetings in an agile environment?

Question163: What do the principles of Extreme Programming (XP) include?

Question164: Agile team A struggles to deliver committed stories due to technical dependencies with team B. which continuously fails to meet its delivery commitments. What should the agile team lead do?

Question165: An agile team often fails to deliver its sprint goal. At a sprint retrospective, the more experienced team members complain that the less experienced team members are working too slowly. This creates tension in the team.
What should the scrum master do to remove this tension?

Question166: A senior manager has asked an agile team to ensure that the data for the burndown charts are updated in real- time. However, the team is not comfortable with this approach as they think this is not productive.
What should the scrum master do?

Question167: A stakeholder complains about the amount of changes that are being introduced to a project. What should the product owner do?

Question168: During the high-level estimation for a project, the team contacted the product owner about the client's requirements. The team is seeking guidance as their estimate is too big and there is a risk of not finishing the project in time.
What should the product owner do to help the team?

Question169: An organization wants to increase value delivery in its agile projects. What should the agile teams do?

Question170: If an individual is working on a project team in a phase delivering an increment, according to the definition of done (DoD), who was that defined by?

Question171: After seeing the planned features (or an upcoming release, a customer notes that a vitally important and complex one is missing. The team estimates that this feature significantly exceeds its average velocity. How can this issue be resolved?

Question172: The project lead of a newly created agile project delivery team realizes that there are gaps in the knowledge of some team members. The lack of specific skills will add risk to the project delivery if the project becomes too dependent on specific resources for complete delivery.
What should the project lead do to address the gaps and develop a high-performing team?

Question173: A Scrum team has worked hard to reach their sprint goal, but impediments have prevented them from succeeding. The team needed help from a specialist on another team, but the specialist was on a 2-week vacation.
What should the scrum master do?

Question174: A high-profile project team is struggling to meet planned velocity. During a retrospective, the team agreed that their lack of experience in the technology resulted in an excess of rework.
What should be done to resolve this challenge?

Question175: An agile team discovers a new risk and identifies that its impact may be severe. What should an agile practitioner recommend?

Question176: An infrastructure team had to revamp so downstream channels could consume data from the data lake, thereby improving operational efficiency for the end customers. Which primary components should the product manager consider while plotting performance and dependencies on the product roadmap?

Question177: A team member has spent 5 days on a spike and the first set of experiments has not been successful. The issue is the development team member has determined a short-term rather than a long-term solution.
What should the project leader do?

Question178: An organization wants to execute a corporate website redesign project using Scrum. There is an experienced pool of agile team members from a previous project, as well as a pool of available internal team members with some Scrum background.
What should be considered when selecting the team?

Question179: A client needs to release their product to market earlier than planned. They need to start receiving the expected revenue, according to their financial forecast, which will require completing the work left on all user stories in the backlog.
What should the project lead do to accommodate this request?

Question180: The transition of a monthly news publication from paper to digital is planned to start in the next few weeks.
There is a debate between the product owner and the development team about the initial features to be made available and the first five stages of implementation.
What should the scrum master do to address this situation?

Question181: The project team is ahead of schedule and beginning lo gold-plate the feature included in the current sprint.
What should the agile project manager do?

Question182: Several team members have complained to senior management about their scrum master's processes. What should the scrum master do to address the team's process concerns?

Question183: Management decides to set up a new project to exploit an emergent market opportunity. Management suggests using an agile approach that is currently working for another project.
What should the agile leader do next?
Management decides to set up a new project to exploit an emergent market opportunity. Management suggests using an agile approach that is currently working for another project.
What should the agile leader do next?

Question184: During agile training, an aspiring scrum master with experience in predictive projects asks about the differences between the Kanban approach and the agile approach.
How should the agile trainer respond?

Question185: Part way through a project, several team members are in conflict over whether or not a deliverable has been properly completed. How should the agile leader reduce this conflict?

Question186: A newly formed scrum team wants to foster an environment of transparency and experimentation. The team decides to use a Kanban board to record and track encountered impediments Emphasis is placed on how issues are resolved and the strategies for preventing them in the future Over time what will be the result of this approach?

Question187: The team is refining user stones during the backlog grooming session and confused on the acceptance criteria and level of details What should the agile practitioner do?

Question188: A product owner concludes that the majority of a project's value can be delivered by completing only the first half of the prioritized backlog. What should the product owner do next?

Question189: 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?

Question190: An executive sponsor of a new scrum team actively attends scrum ceremonies How does this benefit the team?

Question191: A company has decided to use an agile delivery method for launching a new product to improve the customer checkout experience. How should the project manager ensure the experienced predictive delivery teams are capable of adopting the agile model?

Question192: A project team identifies a number of technical challenges with features in the next sprint What should they do?

Question193: One of the overseas stakeholders on an agile project has not been actively involved in the project's development. What would be the first step to reengage the stakeholder?

Question194: During a planning session, four out of five team members vote to include eight story points in a particular story, while the fifth member votes for five story points. How should this be handled?