Final Week Day 1

When is a Sprint over ?

• When the product owner says it is done
• When the time-box expires
• When all the tasks are completed
• When all Product Backlog items meet their definition of "Done"

A Scrum master is working with a Development Team that has members in different physical locations. The Development Team meets in variety of meeting rooms and has much to do lgistically (for example, set up conference calls) before the Daily Scrum. What Action should the Scrum Master Take ?

• Set up the meeting and tell the Development team thas is how it will done
• Allow the Development Team to Self-manage and determine for itself what to do
• Inform management and ask them to solve it
• Ask the Development Team members to alternate who is responsible fir meeting setup

Who owns the Sprint Backlog ?

• The Product Owner represents their opinions
• Scrum Master
• Scrum Team
• The Development Team

When a Development Team determines that it will not be able to finish the complete forecast, whi has to be present when reviewing and adjusting the Sprint work selected

• The Development Team
• The Product Owner and the Development Team
• The Product owner and all stakeholders
• The Scrum Master, Project manager and Development Team

An Agile team is discussing a user story planned for the next iteration. Although the user story appears to be clear, the product owner has yet to address a few related questions on the user story. The agile coach recomends redefining the final requirements with the product owner before making the decision. Which of the following agile principle is described in this scenario ?

• The last responsible moment
• The last possible moment
• Use a release plan
• Respect the decision of a self-organizing team

A project manager is performing the Acquire Resources process. Based on similar previous projects undertaken by the organization using its own resources, the resources management plan reflects the need for a Scrum development team with 160 hours of fully dedicated work per week based on a standard 40-hour workweek. What is the project manager’s best course of action ?

• Accept any resources that are currently available in the organization
• Ask for eight developers who each will work on the project 20 hours a week
• Request four developers that can be fully allocated to the project
• Outsource the work to an external vendor who is experienced in Scrum

As part of the Estimate Activity Durations process, the project manager facilitates a sprint planning meeting with the product owner and Scrum team. The project manager breaks down the user stories into low-level tasks, estimates the time required in hours, and determines the sprint backlog based on the team’s capacity. Despite meticulous planning, the sprint fails._x000B_What might the project manager have done differently ?

• Asked the team to prioritize the product backlog before determining the sprint backlog
• Assigned the identified low-level tasks to specific individuals in the project schedule
• Empowered the team to determine how many user stories they can complete during the sprint
• Used story points instead of hours while estimating the size of the user stories and tasks

An experienced agile practitioner was explaining the benefits of empowered, self-organizing, and self-directing teams. Some agile team members then complained that their manager is not very agile as demonstrated by their very directive style of communication. How would the agile practitioner most likely respond to this comment?

• The team is still in the storming stage, which requires a lot of direction.
• The team is already in the norming stage, which requires a lot of direction
• The project has a very tight schedule and must be managed by directives.
• Theory is one thing, and real life is a totally different story.

An agile leader facilitates a retrospective, where team members angrily blame each other for violating working agreements. What should the agile leader do first?

• Ignore the situation and continue the retrospective as planned
• Request that the team members discuss their feelings openly
• Be aware of their own personal emotions to keep them in check
• Do whatever is needed to make everyone at the meeting happy

Two developers are having a heated argument characterized by personal attacks over who should take a particular user storyin the Kanban board. The project manager steps in and settles the dispute by splitting the user story and having each developer work one aspect of the solution. This action resolves the dispute, but a week later, the same two developers get into another shouting match over how to implement an approved change request. The project manager helps again, but similar conflicts recur almost weekly. What might the project manager have done differently to avoid these recurring arguments?

• Refrained from interfering into the arguments and allowed the two developers to settle their differences as a selfmanaging team
• Analyzed the context for the argument to determine the underlying root cause of the issue between the two developers
• Had the change management plan establish clear roles and responsibilities for the implementation of approved change requests
• Ensured WIP limits were assigned to the columns of the Kanban board to place a constraint on user story assignments