EMT Practice Test

1. Question Content...

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Question1: A product owner wants to create a release plan given the team is working in a chaotic environment. They want to set expectations about what is likely to be developed and in what timeframe for some of the stakeholders.
What should the product owner include in the release plan to achieve this?

Question2: When a team member encounters an issue in an agile environment, what should they do?

Question3: What should the agile coach tell the team?

Question4: A team worked with a customer to estimate all user stories for the must have features. During release planning sessions, the customer indicated they prefer 3-week iterations that begin on Thursdays and end on Wednesdays. The team spent several days determining which stories should be developed for iteration 0 and understanding the customer's priorities for the remaining stories. The project sponsor attends the Friday meeting and requests a high-level estimate of when they can invite the chief executive officer (CEO) to a demonstration of the minimum viable product (MVP).
What should the team tell the sponsor at this point in the planning process?

Question5: What should the Scrum Master mention at the next retrospective?

Question6: Members of an agile team are complaining that user stories are too large, taking multiple sprints to complete them. They say this way of working is becoming difficult to handle and it has been challenging to map relationships between stories. This situation is affecting the value delivery for the product owner.
What should the scrum master do to handle this situation?

Question7: During a retrospective, a team member claims that a specific set of documentation that is continuously updated during iterations is not being used by any stakeholder.
What should the team do?

Question8: An Agile team has received several new features to be added to the product backlog. The team is struggling to provide a reasonable estimate for feature development due to a lack of experience.
How should an experienced Agile practitioner assist the team?

Question9: An agile lead is working with a team to deliver a new product. During a sprint, a junior team member has been taking too long to deliver a story. During daily coordination meetings, the junior team member does not mention any impediments they might be facing. Senior team members realize the delay but remain quiet.
During a one-to-one conversation, the agile lead discovers the junior team member is struggling with a technical issue but feels too intimidated to ask for help.
What should the agile lead do?
An agile lead is working with a team to deliver a new product. During a sprint, a junior team member has been taking too long to deliver a story. During daily coordination meetings, thejunior team member does not mention any impediments they might be facing. Senior team members realize the delay but remain quiet.
During a one-to-one conversation, the agile lead discovers the junior team member is struggling with a technical issue but feels too intimidated to ask for help.
What should the agile lead do?

Question10: What should the team do?

Question11: An agile leader notices that a team member is becoming very quiet and disengaged in meetings. What should the agile leader do to identify team members' personalities and motivators?

Question12: The product owner is present at the sprint review meeting and states that an estimation for the end of the project must be shared with the company's steering committee. The scrum master declares that the team reached an average velocity of 40 story points per sprint, considering a biweekly iteration. The team members predict that there are 240 story points remaining.
What is the estimated project conclusion?

Question13:
A scrum master is overseeing the launch of a chatbot for the service desk. Complaints come up post-release about edge case responses to queries. After analyzing the issues, the business decision was made to take the chatbot offline, resulting in workflow disruptions and risking the reputation.
How could this situation have been avoided? (Refer to Testing Protocol Table)

Question14: During product development, changes in technology and regulations require the team to reassess product architecture.
How should this technical debt be captured?

Question15: The product owner working on an agile software development project has brought all the Scrum team members together for the first sprint planning meeting. The team has read the user stories and has provided estimates to complete these user stories. The product owner plans to empower the team to get the work done.
What is this an example of?

Question16: A development team determined the first release of a product should focus on delivering a minimally viable version of the solution. What is the most important reason the team decided to do this?

Question17: An organization wants to increase value delivery in its agile projects.
What should the agile teams do?

Question18: 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?

Question19: 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?

Question20: A product owner has various items in a product backlog and does not know how to prioritize them. How should the agile practitioner coach the product owner?

Question21: A team member on a self-directed team is concerned that a feature the customer wants is outside of what the team will be able to deliver. What should the team member do next?

Question22: 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?

Question23:
A product owner is working on a special agile project for the automobile industry. The project team is responsible for all of the issues related to vehicle electronic control units. The team has observed a significant backlog of items in the "In progress' column (Refer to the kanban board). This accumulation is causing delays in task completion and impacting overall project timelines. The team operates in a dynamic environment where requirements frequently change, and stakeholders demand quick turnarounds.
What should the project team adopt to address this issue and improve task flow, considering all the demands?

Question24: 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?

Question25: What should the team do?

Question26: What should the team do next?

Question27: A stakeholder complains about the amount of changes that are being introduced to a project. What should the product owner do?

Question28: What should the team do?

Question29: While reviewing the sprint burndown 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?

Question30: What should a Scrum Master do when one team member falls behind in their tasks?

Question31: What should the agile project manager have done to avoid this?

Question32: 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?

Question33: 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?

Question34: 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?

Question35: A key resource is switching between projects to obtain more visibility and acclaim. However, project work has grown and become a burden.
What should the agile project leader do?

Question36: Following a successful product release, senior management asks an agile team how to improve the value of the product for the next release.
What should the team do?

Question37: What should the agile project leader do?

Question38: 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?

Question39: Two similar stories A and B are estimated at 3 story points. Story C is estimated at 8 points. After 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?

Question40: 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?

Question41: What should the agile coach do?

Question42: A backlog for a project has been prioritized and a sprint has begun. A security issue has been revealed that needs to be addressed or large security vulnerabilities will be exposed.
How should the project manager proceed?

Question43: Several team members are new to agile and there is a lot of confusion. It seems everyone is coming in with different experiences and following their own agendas. The scrum master decided to hold a presentation on core agile principles and values.
What should the scrum master emphasize to the team during the presentation?

Question44: A new agile project leader habitually becomes involved in the work from a support perspective and uses information radiators to ensure that all actions to remove impediments are visible to the team.
What is the agile project leader doing?

Question45: 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?

Question46: A team member has made a mistake on a project.
How should the Scrum Master address the mistake?

Question47: A new agile team member notices that the team's current process involves excessive documentation. What should the new team member do?

Question48: 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?

Question49: The team is working to build a new Al model that will summarize and create presentation materials for executive leaders from external and internal content. The team believes there is value in increasing the scope of work as it will benefit the organization.
Which two actions should the product owner take first? (Choose two.)

Question50: 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?

Question51: An agile coach is working on a digital transformation project. The project team is in the middle of a 5-week sprint. The agile coach notices constant arguing among team members on what should be the preferred technical approach to solve a current business problem. What can the agile coach do to promote collaboration and consensus-building among team members?

Question52: Two agile teams from different company sites need to work and collaborate on the same project. What is the first action the agile project manager should take in order to ensure a smooth collaboration between the two teams?

Question53: An agile team is struggling with an issue. A team member mentions that another team had a similar issue that was resolved, but lessons learned documents are unavailable.
What should the agile practitioner do?

Question54: How can a project team effectively work toward a common goal and communicate as they scale and expand to build a new business-critical platform, given that they have been responsible for a small customer-facing product with little complexity over the past 2 years?

Question55:
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)

Question56: What should the agile coach do?

Question57: What can an agile team use to prioritize stories?

Question58: The lead developer informed the team that they have learned of some possible integration challenges in creating customer dashboards using the architecture the team has chosen.
What should an agile practitioner do?

Question59: A Kanban team is struggling to prioritize and determine which tasks to handle first according to value.
What should the team do to improve this situation?

Question60: A product owner is responsible for a new product. The internal customer questions using an agile approach because they need a product that works without any bugs or missing features once it is launched.
What should the product owner do?

Question61: One of the main stakeholders of a project is new to Scrum. The stakeholder asks what to expect in the sprint retrospective.
How should the product owner respond?

Question62: A product owner needs to elaborate on a product roadmap. How can the product owner collaborate with stakeholders to identify the features that offer maximum value?

Question63: What should the agile practitioner do?

Question64: During planning sessions, an agile practitioner notices that some team members do not share common ideas.
What should the agile practitioner do?

Question65: Early in a project, stakeholder analysis is performed; however, an organizational restructure redefines key roles. What should the project team do?

Question66: A manufacturing shop is using Kanban to plan, visualize workflow, and limit work in process (WIP). Which productivity key performance indicator (KPI) should the team lead be monitoring on a regular basis?

Question67: An agile team is planning the next iteration for a product release that has accumulated technical debt. What should the team do?

Question68:
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)

Question69: What should the team do to improve the accuracy of their estimates?

Question70: The project manager has requested that the customer participate in the requirements gathering session for the next release. A conflict comes up regarding the requirements between the customer and team.
What should the project manager do?

Question71: A stakeholder complains about the amount of changes that are being introduced to a project. What should the product owner do?

Question72: An agile team has started to worry because lately they have seen an increase in the number of issues. There seems to be a large variance in the quality of the work items delivered. The team now realizes that a shared understanding of quality may not exist among team members.
What should the team do?

Question73: What practice is the agile facilitator implementing?

Question74: 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?

Question75: 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?

Question76: 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?

Question77: A scrum master wants to encourage better collaboration within a collocated team and is coming up with a visualization method for the project. How could the scrum master promote transparency?

Question78: What should the agile coach do?

Question79: 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?

Question80: On a complex project with a large degree of uncertainty, the team's velocity is declining. Upon testing, it is discovered that many of the work items reported as complete are not meeting the stakeholders' requirements.
Which of the following could help resolve the incomplete work?

Question81: A Scrum team is visualizing the blockers that arise when they work on their activities on the kanban board.
The team decided to analyze why the blockers occur so they can take action to minimize their occurrence and reduce lead times.
Which practices should the team use?

Question82: An agile coach advised a project manager to continuously improve their ability to support their team and remove any obstacles in the project's way. What role is the agile coach advising to the project manager to take on?

Question83: A project team tasked with delivering a solution with extremely aggressive timelines is facing an issue with meeting their sprint velocity targets.
To address this issue and bring the project back on track, what action should the team take?

Question84: Why is stakeholder engagement important for project success?

Question85: 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?

Question86: During a current sprint, a team member asks permission from the Scrum Master to investigate an alternative design approach.
What should the Scrum Master do?

Question87: Some members of an agile project team work remotely, so it is difficult to have regular face-to-face backlog grooming sessions. How should the agile practitioner ensure that the team is able to reduce miscommunication and rework in this environment?

Question88:
An e-commerce company acquired a tool to customize subject line generation for marketing campaigns. In sprint planning, the team discussed integrating this tool with the customer relationship management system.
Which mitigation strategy is most appropriate to ensure the final product meets the business objectives?
(Refer to the Risk Register Exhibit)

Question89: 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?

Question90: 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?

Question91: 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?

Question92: There is a debate within the organization on whether projects need to be agile or waterfall. Some agile terms and principles are understood differently by the key stakeholders and this delays the decision-making process.
How should the scrum master proceed?

Question93: A scrum master of a team that is new to Scrum wants to share the purpose of the daily coordination meeting.
What should the scrum master tell the team?

Question94: 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)

Question95: In an adaptive environment, project managers use their skills and expertise to help the team adapt to changing circumstances and deliver to their stakeholders. While some agile practitioners may argue that the role of a project manager is not needed in self-organizing teams, pragmatic agile practitioners and organizations recognize that project managers can add benefit in many situations. The key difference is that their roles and responsibilities may look somewhat different in an adaptive environment.
What are some of the practices a project manager can bring to an adaptive environment?

Question96: What should the Scrum Master advise the team to do?

Question97: What can a team use to prioritize stories?

Question98: 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?

Question99: What should the agile project manager do?

Question100: A project team has been working on a new application. The application is technically challenging, because the team is using new technology unknown to the development team and business requirements are unclear. The product owner has been working closely with the stakeholders to ensure alignment with requirements and other issues. The agile lead is working with the team and product owner on the product backlog.
What is the role of the team?

Question101: As a team completes their 21st sprint, new information reveals that a number of significant system integrations must be made to ensure the project scope is met.
How should the project management plan be adjusted?

Question102: During an agile team retrospective, some junior team members discussed an approach that could improve the overall team performance.
How should the agile practitioner handle the recommendation?

Question103: The Agile team has failed to meet their iteration goal, and contention has developed between members. The Agile Leader would like to determine how to improve the team's productivity and morale.
How should the Agile Leader address this?

Question104: Which agile practice would most significantly increase a team's velocity?

Question105: A member of a cross-functional project team is not able to attend regular status meetings and provide progress updates, which is impacting the productivity of the entire team. What should the product owner do to improve productivity?

Question106: A new project has been approved and is critical for an organization. The project sponsor has a limited budget, and the deadline to have all requirements meet the definition of done (DoD) is short.
Which approach should the agile practitioner take to facilitate the project's success?

Question107: What should the Scrum Master do?

Question108: A Scrum team decided to switch to Kanban for the maintenance phase of the product. The kanban board consists of the following columns "To do," "In progress," "Ready to be tested," "Test in progress," and
"Done." Since the team changed their way of working, they have noticed the work is flowing slower in the system. A large queue of "Ready to be tested" work items has been building up.
What should the team do to improve its speed of delivery?
A Scrum team decided to switch to Kanban for the maintenance phase of the product. The kanban board consists of the following columns "To do," "In progress," "Ready to be tested," "Test in progress," and
"Done." Since the team changed their way of working, they have noticed the work is flowing slower in the system. A large queue of "Ready to be tested" work items has been building up.
What should the team do to improve its speed of delivery?

Question109: 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?

Question110: 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?

Question111: 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?

Question112: 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?

Question113: In a Scrum team, who should be responsible for the budget and release plans?

Question114: What is the risk of using Agile in a distributed team?

Question115:
A project team's manager is responsible for delivering a specific initiative for the organization. They are preparing for a monthly meeting where the manager will present on the current state of this initiative. The agile project lead sends the manager the following email with the current initiative status (see Exhibit A).
At the end of which sprint will the minimum viable product (MVP) be completed?

Question116: 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?

Question117: What should the agile team do next?

Question118: Following approval of a business case, a company will introduce a new mobile app for customers to place orders. Time to market is a key concern. The product has entered into the 3rd iteration, but the team is concerned because they feel the technical designs do not meet the agreed-on definition of done (DoD). An agile coach has been hired to help validate product delivery against business requirements.
What should the agile coach do?

Question119: An agile team is in their 2nd iteration planning session. During the session, they are debating on whether regression and integration testing should be part of every iteration or part of the hardening iteration.
What should the agile lead recommend?

Question120: A client is pressed for time and wants to launch a product with three components as soon as possible to gain market share. An agile lead proposes the following agile strategy to gain time: Three teams will work on the design and development of each component. Once all three components are finished, they will be tested and integrated.
Is this agile strategy appropriate?

Question121: How should the team resolve this?

Question122: A Scrum team is refining product backlog items for the next sprint in a project. The product owner does not agree with the changes.
Can the product owner reject changes to a product backlog?

Question123: 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?

Question124: 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.)

Question125: 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?

Question126: What should the customer do?

Question127: During backlog refinement, the team uses an online planning poker tool for estimation. The junior developers change their number of story points after they see the estimations provided by the developers. The junior developers state that the reason for this is that they do not have enough experience and do not want to be blamed for sizing it wrong.
What should the scrum master do?

Question128: A project team is working with an enterprise agile center of excellence (CoE) to transition to a Scaled Agile Framework (SAFe). Many of the team members are not familiar with the new methodology and are worried that it will lead to more work and scrutiny.
What should the agile team lead do to help ensure a smooth transition?

Question129: How should the project team address this issue?

Question130: During a sprint demo, a business representative identifies missing requirements. The agile practitioner realizes that all key stakeholders were not included during requirements detailing.
What should the agile practitioner have done to avoid the situation?

Question131: 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?

Question132: What should the agile practitioner do?

Question133: 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?

Question134: 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?

Question135: What should an agile practitioner do?

Question136: What should the agile practitioner know about tracking velocity?

Question137: 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?

Question138: An agile facilitator is helping a team. The team is taking too long in each daily coordination meeting, and the facilitator is beginning to view the time as unproductive.
What should the agile facilitator do to help the team?

Question139:
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?

Question140: A customer has given a project team several requests for new features on a product. The customer is upset that the requests have been placed in the backlog and are not currently being worked on by the team.
What should the team do next?

Question141: DRAG DROP
All the developers on a project team are working offshore in a different time zone, resulting in many issues.
Match the issues to the agile practitioner's recommendations for resolutions below. (Drag the Problems/Issues on the left to the box in the center, corresponding to the correct Recommendations for Resolution on the right)

Question142: An agile team is preparing a release plan for a project. What information will the team need to complete this plan?

Question143: When working on a new product, what should an agile team do to ensure alignment with external stakeholders?

Question144: The product owner is very concerned about work not being completed and tested before a hard release date.
What can the agile team do to mitigate this risk?

Question145: During a sprint, the team encounters a technical problem that becomes an impediment to completing two stories.
What should the Scrum Master do?

Question146: 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?

Question147: When working with Lean approaches, which process includes the sequence of steps for delivering value and those required to carry them out?

Question148: What should a learn consider when calculating the effort needed to complete a product backlog?

Question149: 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?

Question150: 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?

Question151: What should the agile practitioner do?

Question152: What should the agile practitioner do?

Question153: A product roadmap should contain which of these primary components?

Question154: A project manager is working on an agile team. A team member mentions that risks threatening the release date of the current sprint are not being addressed.
What should the project manager do to make sure team members are following up on risks?

Question155: 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?

Question156: 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?

Question157: An agile team is working well together, but productivity has been flat. What can the project leader do to help them improve performance?

Question158: During 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 identify the iteration's remaining scope?

Question159: In a project, the customer asks for a requirement that clearly deviates from the contract terms.
How should the contractor react?

Question160: A scrum master is part of a team that has just agreed on the project scope and deliverables for a global, multilingual manufacturing company that has many staff members moving between locations. The team consists of 20 people and the budget is US$5 million. The kickoff meeting is scheduled for the following month.
What should the scrum master do as a first step?

Question161: What should the agile team do?

Question162: A mobile application project is halfway through development. The team reaches a stabilized velocity after 8 iterations. The sprint duration is two weeks and requirements assigned by the product owner are not changing frequently.
What is the estimated time remaining for the project?

Question163: 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?

Question164: 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?

Question165: A seven-member agile team's composition vanes 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?

Question166: 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?

Question167: An agile coach has been hired to improve the performance and quality of developed software. The coach performed an analysis of the software and discovered an excessive number of escaped defects, leading to external failures.
How can the agile coach effectively address and correct defects in the software development process while maintaining predictability and keeping workloads within capacity?

Question168: What is the proper agile approach to handle this?

Question169: A graphic designer on an agile team does not attend most meetings. When asked the reason for not attending, the designer told the agile practitioner that the scrum master could represent them in meetings if needed. The team is frustrated and does not agree with this approach.
Which conflict resolution method would work best in this scenario?

Question170: 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?

Question171: 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?

Question172: 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?

Question173: A user interface (UI) developer has features for channels ready for review. During the team review, the architect is disappointed that Splunk software has not been implemented for better server and client logs. The architect insists on the implementation of Splunk software, which will impact the release date.
Which one of the following is the ideal option for the team to resolve this conflict?

Question174: During a backlog refinement meeting, the new developer on the team asks the product owner to discuss a new performance threshold requirement and how it impacts the stories in the backlog.
What should the team do?

Question175: How should an agile project leader interact with the Product Owner?

Question176: A project has several features that will deliver immediate customer value. The product owner needs to determine which features to include in the upcoming iteration.
What should the product owner have the customer review and approve?

Question177: What should the Scrum Master do?

Question178: 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).

Question179: Over the last two sprints, a number of potential problems have threatened the team's ability to hit the targeted release date.
What should the agile practitioner do?

Question180: 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?

Question181: The project lead of an international team noticed that some members were hesitant to express their opinions and thoughts during the meetings. What should the project lead do to encourage the team to express themselves?
The project lead of an international team noticed that some members were hesitant to express their opinions and thoughts during the meetings. What should the project lead do to encourage the team to express themselves?

Question182: How could the project leader have avoided this?

Question183: 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?

Question184: 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?

Question185: A project was delivered in a foreign country for a big customer, but there are a lot of complaints about the way the functionality was implemented. Now there is a new project to fix the defects of the first one.
What strategy should be used to deliver it successfully?

Question186: What should the team do?

Question187: 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?

Question188: During refinement, the team tester has a question about part of the acceptance criteria for a given user story.
Who should clarify the acceptance criteria?

Question189: During sprint planning, the product owner wants the team to prioritize and deliver a number of features that have the highest business value. Due to technical dependencies, the team does not agree with the prioritization.
What should the project leader do?

Question190: When prioritizing features to be delivered in an iteration, on what features should an agile team defer work?

Question191: 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?

Question192: 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?

Question193: 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?

Question194: 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?

Question195: What should the agile practitioner do?

Question196: During a retrospective, the team agrees that they have limited competence in using a newly introduced tool.
What should the team do?

Question197: A project manager is leading a large agile project with multiple deliverables at each phase of completion. The project team has informed the project manager that the deliverables are completed per the team agreement.
Which agile practice should the project manager advise their team use to ensure deliverables are completed and ready for release?

Question198: During a review close to a product release, the customer spotted several features that will need to be changed.
What caused this to happen?

Question199: An agile team is continuously interrupted by stakeholders wanting to ask product backlog questions.
Distractions can have a negative impact on value delivery and quality.
Who is responsible for protecting against distractions?

Question200: What should the project leader do?