EMT Practice Test

1. Question Content...

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Question1: 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?

Question2: 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?

Question3: A company has decided to combine Iwo 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?

Question4: Stakeholders ate displeased with the latest release o! 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?

Question5: 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?

Question6: 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?

Question7: A new agile team member notices that the team's current process involves excessive documentation. What should the new team member do?

Question8: 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?

Question9: 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?

Question10: An agile team is working well together, but productivity has been flat. What can the project leader do to help them improve performance?

Question11: 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?

Question12: 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?

Question13: 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?

Question14: What should an agile practitioner do to ensure that the end product meets business requirements?

Question15: Two similar stories A and B. are estimated at 3 story points Story C. is estimated a( 8 points Alter an iteration in which A and C were completed it is found that story A took much longer than story C.
What should the agile practitioner do?

Question16: What role should a servant leader perform to reduce team distractions and improve progress toward project goals?

Question17: 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?

Question18: 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?

Question19: A company president is concerned about the impact of a natural disaster on the company. How should management identify areas to apply its resources and mitigate potential impacts?

Question20: An agile practitioner becomes a Scrum Master on an established Scrum team. After introductions, what should the agile practitioner do?

Question21: 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?

Question22: 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?

Question23: 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?

Question24: What can a team use to prioritize stories?

Question25: 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?

Question26: 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?

Question27: Following an upgrade, a software support team is overwhelmed by the number of tickets being submitted by end users. The team's manager is pushing the team to "work smart" by focusing on activities that deliver the most value in the least amount of time.
What should the team do?

Question28: Early in a project stakeholder analysts is performed, however an organizational restructure redefines key rotes What should the protect team do?

Question29: 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?

Question30: As user stories are developed, what should be done to record and update acceptance criteria?

Question31: A newly formed development learn experienced difficulty with accurately estimating product backlog items As a result, the team failed to deliver all of the features in the sprint backlog for the past two iterations What should the team do to improve the accuracy of their estimates?

Question32: 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?

Question33: An agile team provides feedback that user stories include insufficient details to understand the requirements. What should the agile practitioner do?

Question34: A team is transitioning from a predictive approach to an agile approach. Historically, the team has delivered work products that did not meet customer expectations. What agile practice can help the team to alleviate this?

Question35: 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?

Question36: 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?

Question37: 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?

Question38: 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?

Question39: 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?

Question40: 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?

Question41: 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?

Question42: The product owner of a learn starts the iteration review with a quick walkthrough of the iteration goal, the list planned stones with status, and a demo of all the stones to the business. What should the product owner have done differently?

Question43: A product owner complains that some of the requirements identified several Aerations 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?

Question44: Outing 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?

Question45: While attending a conference, an agile practitioner learns of a new user interface (Ul) framework that could benefit the team. What should the agile practitioner do next?

Question46: During product development, changes in technology and regulations require the team to reassess product architecture. How should this technical debt be captured?

Question47: 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?

Question48: An agile team discovers a new risk and identifies that its impact may be severe. What should an agile practitioner recommend?

Question49: When prioritizing features to be delivered in an iteration, on what features should an agile team defer work?

Question50: During sprint planning the product owner wants the team to prioritize and deliver a number of features which nave the highest business value Due to technical dependencies the team does not agree with the prioritization What should the project leader do'

Question51: A senior team member feels underutilized. What should the agile practitioner do?

Question52: 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?

Question53: 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?

Question54: 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?

Question55: During a mature agite team's planning meeting a team member proposes a new framework that would considerably reduce implementation lime However, the learn lacks the confidence to try the new framework To help the team gain confidence what should the agile practitioner suggest1

Question56: An executive requests information regarding a sprint status. What action should the product owner take?

Question57: A learn member 15 stressed due to a heavy workload, while other team members have some slack in their schedules How should the learn lead address this?

Question58: The project team is ahead of schedule and beginning to gold-plate the feature included in the current sprint. What should the agile project manager do?

Question59: An agile project manager is planning the initial scope schedule, and cost range estimates on a new project. The team will be using Kanban to control work What metrics should the team use to measure performance?

Question60: 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?

Question61: What should a team consider when calculating the effort needed to complete a product backlog?

Question62: 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?

Question63: An agile practitioner wants to ensure that stakeholders have current information about a project's progress What should the agile practitioner do?

Question64: What should a learn do when they complete ail sprint goals earlier than expected?

Question65: 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?

Question66: Midway through a sprint. a scrum team member advises the team of a new requirement Dial may change the initial scope What should the team do?

Question67: 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?

Question68: A technical problem arises that win likely impact the stories planned for delivery in the current sprint What should the scrum master do?

Question69: A newly formed scrum learn 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 reserved and the strategies for preventing them in the future.
Over time, what will be the result of this approach?

Question70: 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?

Question71: 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?

Question72: After completing the release plan, the team realizes that the project is very likely to have a negative ROI. What should the team do?

Question73: An agile team and a traditional development team are working together on a project. Each team exceeds expectations regarding deliverables; however, issues arise when the deliverables are integrated.
What should the agile practitioner do?