EMT Practice Test

1. Question Content...

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Question1: More details for a story are required before the upcoming sprint planning meeting. What should the scrum master do?

Question2: 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?

Question3: The customer needs assistance m determining the efficiency of a set of process activities within the solution.
What should the agile team do?

Question4: 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?

Question5: 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?

Question6: A new product owner needs to manage the backlog of a high-visibility, fast-moving project that is consuming a considerable amount of time. What should the product owner do?

Question7: A scrum master assumes a project that is essential to organizational growth. The project is expected to be in production for three years. What should the scrum master do first?

Question8: A learn member on a new scrum project previously provided support lo another application Due to issues with that application the team member's former supervisor continues assigning them tasks related to that protect The new project's scrum master includes this issue in the risk register.
What should the scrum master do next?

Question9: Early in a project stakeholder analysts is performed, however an organizational restructure redefines key rotes What should the protect team do?

Question10: 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?

Question11: 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?

Question12: An experienced product owner presents the epics and corresponding stones during a release planning session with the established team The executive sponsor asks the team when the features will he delivered What should the agile team do?

Question13: An agile team is preparing a release plan for a project. What information will the team need to complete this plan?

Question14: 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?

Question15: 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?

Question16: A new project starts and team members are pooled together to execute it. The team works together and moves from the forming stage into the storming stage. However, potentially destructive conflicts are now arising.
What should the agile coach do to develop members into a high-performance team?

Question17: An agile team is under pressure to deliver an application. The product owner anticipates many change requests from customers once the product is released What should the agile team do?

Question18: At the end of a product development phase, an agile project team confirms that all tests have passed. The product is released, but the customer complains that it is deficient.
What should the project team have done prior to product release?

Question19: An agile team delivered a feature in the last iteration. The product owner, who missed the planning and review meetings, was dissatisfied with the feature. The team conducted a retrospective and reviewed the user stories related it.
What should the agile team do next?

Question20: A project sponsor is upset that an enhancement will be unavailable until next year. What should the product owner do?

Question21: On an agile project some of the development team is struggling to understand how the tasks and use stones fit into the overall product. How should this be addressed?

Question22: During planning sessions, an agile practitioner notices that some team members do not share common ideas.
What should the agile practitioner do?

Question23: A team working with a new technology faces a significant amount of uncertainty about its ability to deliver stories due to technical issues. What should the team do?

Question24: 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?

Question25: How can a scrum team obtain more feedback from a minimally responsive outside stakeholder?

Question26: 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?

Question27: 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?

Question28: Outing 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 identity the iteration's remaining scope?

Question29: An agile team lead is assigned to a project that must ensure data security. What should the team lead do to guarantee that security, as a non-functional requirement, is managed throughout the project?

Question30: When a learn member encounters an issue in an agile environment, what should they do?

Question31: 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?

Question32: How can an agile team working on a new product ensure alignment with external stakeholders?

Question33: What can an agile team use to prioritize stones?

Question34: 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?

Question35: A development team and product owner disagree on a user story m the product backlog What should the agile practitioner do?

Question36: Midway through a two-week sprint, an agile team realizes that the features cannot be delivered within the sprint. The team determines that another week will be required to complete all committed features.
What should the team do?

Question37: An agile project manager notices that the product owner manages team members' day-to-day tasks in a way that distracts them from their core responsibilities. In addition, the team believes that their questions on product backlog prioritization are not being answered on time.
What should the agile project manager do?

Question38: 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?

Question39: A scrum team has eight developers, but only two are database engineers. During the last few retrospectives, the team identified that most sprint stories are dependent upon database engineers. This has created a bottleneck in completing stories.
What should be proposed to the team?

Question40: An agile project leader is delivering a team kick-off session. The first exercise is a "Life Timeline" - a story-telling exercise where each team member tells their life story, explains how they experienced the highs and lows of their journey, and identifies their fears and hopes.
What is the project leader trying to create?

Question41: 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?

Question42: On what should an agile team work to achieve predictable flow?

Question43:
Based on me burndown chart, what is the iteration's status?

Question44: Midway through a sprint, a team member discovers that the product design fails to adhere to the organization's enterprise architecture standards. Since this required escalation to the architecture team for further analysis and resolution, the team was unable to deliver its sprint goal and the sprint was cancelled.
What should the team have done to avoid this?

Question45: What estimation technique is an agile team using when collectively estimating the relative size of its stories using story points?

Question46: During the implementation of a story, a scrum team notifies the scrum master of a technical challenge that is causing a delay. What should the scrum master advise the team lo do?

Question47: During a sprint review, the product owner identifies a required improvement for a feature's user interface (Ul) delivered during the sprint. What should the product owner do next?

Question48: While reviewing the sprint burn down during a stand up. the scrum team identifies that they have fallen behind. Upon further discussion, they discover that some quality assurance (QA) team members were unable to use the new automation framework, which caused a bottleneck.
What should the scrum team do?

Question49: An angle team is working on a new product. To ensure that all unknown issues are clarified before committing to the scope, the team plans to work only on spike user stories for the next three sprints.
What should the agile coach do in this situation?

Question50: A seven-member agile team's composition varies considerably in age, gender, culture, personality type, and professional background. When planning a team-building event, what type of interpersonal skills should the project leader use?

Question51: An executive sponsor of a new scrum team actively attends scrum ceremonies. How does this benefit the team?

Question52: During an iteration review, the agile team asserts that a product is complete because development and review were finished. The product owner disagrees, since the product has not been tested.
What should the agile practitioner do?

Question53: A new agile project manager accepts an assignment to manage a well-established team Many team members have worked together on this product tor several years. During a meeting, the project manager notices that team members otter little vocal interaction yet all required tasks are completed on time What type of behavior does this describe?

Question54: 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 tar on the project How should the agile practitioner explain to server management the benefits of this approach?

Question55: An agile team has been in place for five years and the customer is satisfied with the team's performance and deliverables. Now that the product is built and delivered, the customer is considering the future role of the Scrum Master.
What should the customer do?

Question56: After three iterations, it is identified that a project's underlying security structure architecture is unstable.
While there is a technical solution, all work to date is flawed. This will impact several future business service offerings.
What should the product owner do to resolve this?

Question57: An agile team notices that the same problem continue to occur during multiple iterations. Several team members have suggestions to fix the problem.
What is the proper agile approach to handle this?

Question58: 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?

Question59: A team identifies the number of threats and lists them in the order in which they were identified. After analyzing a cause-and-effect diagram, the ownership of the threats and their treatment is assigned, and a number of risk cards are placed on the Kanban board.
What approach should be used to manage these threats?

Question60: 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?

Question61: A legal department representative contacts the scrum master because white the projects budget has been maintained it has exceeded its original contracted time and scope. What should the scrum master do?

Question62: A project is starling and the type of wont is complex and suitable for agile in assessing the learn members it appears that co-location would be a challenge.
What should the agile practitioner do?

Question63: Prior to a retrospective, discussions among team members indicate conflict. An agile practitioner wants to ensure an open and safe environment during the retrospective. What should the agile practitioner do?

Question64: The team is in the middle of an iteration and there is an urgent request for a small change to be introduced to the committed scope Unless this change is accepted there is no value to the customers during this iteration What must the agile practitioner do?

Question65: A projects first iteration contains item A. and its second iteration contains item B. The first iteration is behind schedule which will impact the second iteration Since items A and B are similar a team member suggests beginning the design of item B. What should the agile practitioner do?

Question66: An agile team is working well together, but productivity has been flat. What can the project leader do to help them improve performance?