EMT Practice Test

1. Question Content...

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Question1: 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?

Question2: 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?

Question3: 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?

Question4: A project manager is concerned that the team has misaligned expectations with some stakeholders, and that user stories were written only from a generic user's perspective. This may lead the team to miss stories for non-generic users.
What agile tools can help the team address these issues?

Question5: 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?

Question6: The product owner wants to build security firewalls into the product. How can the team members support this?

Question7: More details for a story are required before the upcoming sprint planning meeting. What should the scrum master do?

Question8: 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?

Question9: An agile team is preparing a release plan for a project. What information will the team need to complete this plan?

Question10: 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?

Question11: During a project review, the team discovers customer feedback that would add scope. The project leader is concerned that the team will be unable to incorporate this feedback and still meet the product launch date.
What should the project leader do?

Question12: An executive sponsor of a new scrum team actively attends scrum ceremonies. How does this benefit the team?

Question13: 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?

Question14: 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?

Question15: What should an agile practitioner do to ensure that the end product meets business requirements?

Question16: 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?

Question17: During a retrospective meeting, a team develops a large list of initiatives All will have a positive impact and improve team performance What should the agile coach do next?

Question18: During a retrospective the agile practitioner discovers that a team member's process improvement idea has worsened the outcome What should the agile practitioner do?

Question19: 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?

Question20: 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?

Question21: 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?

Question22: After completing the release plan, the team realizes that the project is very likely to have a negative ROI. What should the team do?

Question23: 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?

Question24: 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?

Question25: 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?

Question26: 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?

Question27: 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?

Question28: 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

Question29: 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?

Question30: 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.

Question31: Two teams have received project requirements and completed estimates. Team A estimates 420 story points for scope and 30 story points for velocity per sprint. Team B estimates 280 story points for scope and 20 story points for velocity per sprint. Both teams have same number of team members and have an assumed sprint duration of 2 weeks.
What can an agile practitioner conclude about team A and team B's estimates?

Question32: How can a scrum team obtain more feedback from a minimally responsive outside stakeholder?

Question33: 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?

Question34: 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?

Question35: An agile team member identifies a potential problem within the project team How should the team's coach react?

Question36: A project Worn meets to estimate user stones for a sprint. While an important non-functional requirement must be delivered in the sprint the estimate exceeds sprint capacity.
What should the team do?

Question37: When prioritizing features to be delivered in an iteration, on what features should an agile team defer work?

Question38: An agile team is planning the next iteration tor a product release that has accumulated technical debt What should the team do?

Question39: Based on the chart, what is the current status of the iteration when comparing story points planned versus completed?

Question40: During a daily stand up, the tester engages the developer in a discussion about what will be tested during unit testing versus regression testing. What should the scrum master do?

Question41: How should a project leader manage stakeholder expectations in an agile project?

Question42: 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?

Question43: 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?

Question44: A development team and product owner disagree on a user story m the product backlog What should the agile practitioner do?

Question45: 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?

Question46: 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?

Question47: What should a team consider when calculating the effort needed to complete a product backlog?

Question48: 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?

Question49: There is a database feature requiring three members of a seven person team. A meeting is scheduled at the beginning of the sprint to go over technical needs to complete the story.
Who should the Scrum Master invite to the meeting?

Question50: 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?

Question51: After seeing the planned features for 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?

Question52: An agile project leader notices that the team's velocity has decreased. In examining data provided by team members, the project leader discovers that one team member has been slow to enter story statuses.
What can happen as a result?

Question53: 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?

Question54: 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?

Question55: A mature agile team welcomes a new member. Due to poor experiences with a previous team, the new member is reluctant to communicate.
What should the agile project leader do?

Question56: 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?

Question57: 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?

Question58: A new product owner shares the product vision during the team launch event. The team asks tor clarification on the product roadmap and its high-level features. What should the product owner do'

Question59: At the retrospective, the burndown chart shows that the project is slightly behind schedule. The project team identifies an inexperienced software engineer as the source of reduced velocity-How should the project team address this issue?

Question60: 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?

Question61: 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?

Question62: What role should a servant leader perform to reduce team distractions and improve progress toward project goals?

Question63: A product owner new to the role is very enthusiastic about an agile protect with an energetic team. What should be done first to ensure successful delivery of the product?

Question64: 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?

Question65: 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?

Question66: 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'

Question67: During sprint planning learn 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?

Question68: 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?

Question69: 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?

Question70: During planning sessions, an agile practitioner notices that some team members do not share common ideas.
What should the agile practitioner do?

Question71: 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?

Question72: 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?

Question73: A company is considering developing a new, complex application that will require a large initial investment.
However, if successful, the profit potential is high. When preparing an analysis, what should be used to encourage stakeholders who are concerned about project failure to authorize the initial investment?