Cartes mémoires PAL I Exam

Cartes-fiches	44
Utilisateurs	26
Langue	Italiano
Catégorie	Informatique
Niveau	Autres
Crée / Actualisé	12.05.2022 / 02.10.2024
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You are development organization manager and in your organization rewards are individual performance bonuses. As a result, only one member of a team might get a bonus. Some of your teams feel that this is unfair, since everyone on a team contributes to the success or failure to achieve goals. They would like to move toward team bonuses. What do you think needs to be done?
(choose the best answer)

Nothing; you value high-performers and want to reward their contributions.

Allocate the bonus to the team and let them decide how to split-up the bonus.

Nothing; you value high-performers and want to reward their contributions.

Allocate the bonus to the team and let them decide how to split-up the bonus.

You manage a product development organization. Some of your teams determine that they need access to a “production-like” test environment so that they can assess the scalability of their application as they build it but i sis not possible because currently expensive “production-like” test environments are only available as part of final application acceptance testing, just prior to releasing the application to production. The pre-production test environments are shared with other teams so they can’t use it earlier. Which two of the following strategies would you pursue?
(choose the best answer)

They use their current test environment, simulating production as much as possible, and doing as much testing as they can within it.

You work with the teams to develop a business case for procuring the necessary environments and fund the headcount necessary to do the additional testing.

They should add additional time to the release schedule to account for the additional testing and rework the team will have to do when they find defects late in the delivery cycle. Set stakeholder expectations accordingly.

You help them find someone who can help them with setting up testing and simulation software that can partially emulate the “production-like” test environment.

They use their current test environment, simulating production as much as possible, and doing as much testing as they can within it.

You work with the teams to develop a business case for procuring the necessary environments and fund the headcount necessary to do the additional testing.

They should add additional time to the release schedule to account for the additional testing and rework the team will have to do when they find defects late in the delivery cycle. Set stakeholder expectations accordingly.

You help them find someone who can help them with setting up testing and simulation software that can partially emulate the “production-like” test environment.

The stakeholders for a new commercial product cannot reach a consensus about what the product should do, or the customers it should satisfy. As a Product Owner, what can you do to help in this situation?
(choose the best answer)

Run experiments by building and delivering selective aspects of the product to test the market and get feedback from the market.

Work with the product sponsor to understand their priorities and reflect those in the ordering the Product Backlog.

Spend more time to work on the consensus with the stakeholders. In the meantime, the Development Team can start working on the architecture of the product that should to be done anyway.

As there is no clear vision for the product, the Scrum Team should work on something else while the product vision is being clarified.

Run experiments by building and delivering selective aspects of the product to test the market and get feedback from the market.

Work with the product sponsor to understand their priorities and reflect those in the ordering the Product Backlog.

Spend more time to work on the consensus with the stakeholders. In the meantime, the Development Team can start working on the architecture of the product that should to be done anyway.

As there is no clear vision for the product, the Scrum Team should work on something else while the product vision is being clarified.

True or False: The main think for an Agile manager is that people have goals and keep accountable for their commitments.

True

False

True

False

You are a Scrum team manager. A sales representative wants a feature in the product because she believes that it will help close a deal. The Product Owner understands the need but believes that there are more valuable things on the Product Backlog that will lead to more longterm business. The sales representative ask you to help her. How do you respond?
(choose the best answer)

Support the Product Owner’s decision.

Lobby Development Team members in the hope of gaining more support for the idea.

Ask the Product Owner to implement the feature anyway because it will close a deal.

Lobby other stakeholders to express support for adding the feature, to put more pressure on the Product Owner.

Support the Product Owner’s decision.

Lobby Development Team members in the hope of gaining more support for the idea.

Ask the Product Owner to implement the feature anyway because it will close a deal.

Lobby other stakeholders to express support for adding the feature, to put more pressure on the Product Owner.

An organization has many agile teams working on different products. How can managers understand the status of each team?
(choose the best answer)

Have the team create a detatailed forecast for their work, then track plans versus actuals.

Standardize story point estimation across teams so that team velocity can be compared

Ask the teams to show progress toward the Product Goal at least every calender month.

Instruct each team to fill out a common status reporting dashboard to provide information that can be shared with stakeholders

Have the team create a detatailed forecast for their work, then track plans versus actuals.

Standardize story point estimation across teams so that team velocity can be compared

Ask the teams to show progress toward the Product Goal at least every calender month.

Instruct each team to fill out a common status reporting dashboard to provide information that can be shared with stakeholders

You manage a product developement organization. A Scrum Team comes to you with a request to add two or more Developers to Scrum Team in order to increase their capacity to get work done. You have a budget and headcount. The Scrum Teams case is compelling, and they have a good track record for delivery and making good decisions. In response to the Scrum Teams request, you decide to:
(choose the best answer)

Give the Scrum Team budgetary boundaries, but let them recruit, interview and hire their own team members, with help from a partner in Human Resources.

Let the Scrum Team screen candidates, and pass candidates to you to interview and make the final hiring decision.

Ask the Scrum Team to write a job description. You will take care of the initial screening and pass along passing candidates to the team, who conduct their own interviews and make final decision.

Give the Scrum Team budgetary boundaries, but let them recruit, interview and hire their own team members, with help from a partner in Human Resources.

Let the Scrum Team screen candidates, and pass candidates to you to interview and make the final hiring decision.

Ask the Scrum Team to write a job description. You will take care of the initial screening and pass along passing candidates to the team, who conduct their own interviews and make final decision.

You manage a development organization. One of your Scrum Teams is continually interrupted by unplanned work related to production incidents for a legacy application unrelated to their product. A few team members have a historical knowledge of the legacy application. How should the Scrum Team manage the interruption and unplanned work?
(choose the best answer)

The Scrum Team should fit the work in, working overtime if that is what it takes.

New development work should be put on hold until the production support work is completed; supporting existing applications is always more important than new work.

Work with the Scrum Team to help transfer the knowledge to other teams better aligned with the application support mission.

The Scrum Team should fit the work in, working overtime if that is what it takes.

New development work should be put on hold until the production support work is completed; supporting existing applications is always more important than new work.

Work with the Scrum Team to help transfer the knowledge to other teams better aligned with the application support mission.

The stakeholders for a new commercial product cannot reach a consensus about what the product should do, or the customers it should satisfy. If you are the product Owner, what can you do to help the stakeholders reach consensus?(choose the best answer)

Without a clear vision for the product, the Scrum Team will be wasting its time. They should work on something else while the product vision is being clarified.

Spend more time with the stakeholders to try to forge a consensus. In the meantime the Developers can work on the architecture of the product, which needs to be done anyway.

Work with the product sponsor to understand their priorties and reflect those in the ordering of the Product Backlog.

Run experiments by building and delivering selective aspects of the product to test the market and get feedback on market needs and alterantives.

Without a clear vision for the product, the Scrum Team will be wasting its time. They should work on something else while the product vision is being clarified.

Spend more time with the stakeholders to try to forge a consensus. In the meantime the Developers can work on the architecture of the product, which needs to be done anyway.

Work with the product sponsor to understand their priorties and reflect those in the ordering of the Product Backlog.

Run experiments by building and delivering selective aspects of the product to test the market and get feedback on market needs and alterantives.

What measure does NOT provide relevant or useful information about a teams ability to deliver value to user/customer in the future?
(choose the best answer)

Story points delivered trends.

Consistent achievement of Sprint Goals.

Technical dept trends.

User/customer satisfaction trends.

Story points delivered trends.

Consistent achievement of Sprint Goals.

Technical dept trends.

User/customer satisfaction trends.

You manage a product development organization. One of your employees, a subject matter expert and stakeholder for a product being developed, expresses that he feels that a newly formed and relatively inexperienced Scrum Team lacks critical skills they will need to be successful.

To fill this gap, he recommends replacing some members of the Scrum Team with new members who have better skills in the areas of concern. Based on these conversations, what do you do?
(choose the best answer)

Hire external consultants to fill the Scrum Teams skills gap.

Work with other team managers to trade people between teams to address the skill shortage.

Talk to other experts in the subject matter experts area of expertise to determine wheter the original matter experts perspective is valid.

Recommend that the subject matter expert raise the skills gap concern with the Scrum Team but leave the decision on what to do with the Scrum Team and offer to support them as needed.

Hire external consultants to fill the Scrum Teams skills gap.

Work with other team managers to trade people between teams to address the skill shortage.

Talk to other experts in the subject matter experts area of expertise to determine wheter the original matter experts perspective is valid.

Recommend that the subject matter expert raise the skills gap concern with the Scrum Team but leave the decision on what to do with the Scrum Team and offer to support them as needed.

How an agile approach can help organization? (choose the best answer)

deliver on commitments.

better satisfy customers.

deliver faster.

deliver more features.

Commandes clavier:

= tourner,

= avant/arrière,

= faire défiler

deliver on commitments.

better satisfy customers.

deliver faster.

deliver more features.

As product development organization manager, you need to get information to understand how a team is doing . In the past you used periodic status report meetings and one-on-one meetings with team members. How can Scrum provide you with this same insight, without creating extra meetings?
(choose the best answer)

Stay informed about the Product Backlog Items (PBI) and pay attention to the improvement items that come from the Sprint Retrospectives.

Attend Sprint Retrospectives to know how the team is working together.

Ask the Scrum Master to provide you status report.

Assume that the Scrum Master will ensure that the Scrum Team is working well.

Commandes clavier:

= tourner,

= avant/arrière,

= faire défiler

Stay informed about the Product Backlog Items (PBI) and pay attention to the improvement items that come from the Sprint Retrospectives.

Attend Sprint Retrospectives to know how the team is working together.

Ask the Scrum Master to provide you status report.

Assume that the Scrum Master will ensure that the Scrum Team is working well.

As product development organization manager, you attend a Sprint Review for one of the Scrum Teams in your organization. The Product Owner explains that the Development Team only delivered 5 of the 7 Product Backlog Items they committed to during Sprint Planning. The product owner promises higher productivity in the next Sprint. What do you think about this?
(choose the best answer)

Look at the results from their Sprint Retrospective to see what they are doing to improve.

It is the Product Owner accepts responsibility to commit to improving.

The team needs to work with the Scrum Master on improving their estimation ability.

The team should not commit to Product Backlog Items, they should commit to a Sprint Goal.

Commandes clavier:

= tourner,

= avant/arrière,

= faire défiler

Look at the results from their Sprint Retrospective to see what they are doing to improve.

It is the Product Owner accepts responsibility to commit to improving.

The team needs to work with the Scrum Master on improving their estimation ability.

The team should not commit to Product Backlog Items, they should commit to a Sprint Goal.

You are development organization’s manager. One of your development teams is ask to do unplanned work related to production incidents for a legacy application unrelated to their product, because some team members have historical knowledge of the legacy application. How should the development team deal with the interruption?
(choose the best answer)

Work with the team to help transfer the knowledge to other teams which have application support mission.

New development work should be put on hold until the production support work is completed; because production request is always more important than new work.

The team should fit the work in, working overtime if that’s what it takes.

Commandes clavier:

= tourner,

= avant/arrière,

= faire défiler

Work with the team to help transfer the knowledge to other teams which have application support mission.

New development work should be put on hold until the production support work is completed; because production request is always more important than new work.

The team should fit the work in, working overtime if that’s what it takes.

You are product development organization manager, and several agile teams working on the same product. How can you see which team is performing the best?
(choose the best answer)

You need to normalize the estimates across the Development Teams to be able to compare.

The one with the highest velocity is performing the best.

You use severals measures such as velocity, defects, and technical debt to get a picture of how the team is performing.

It is better to not compare team performance because it often leads to unhealthy behaviors. Instead, focus on identifying and eliminating impediments that hinder team performance.

Commandes clavier:

= tourner,

= avant/arrière,

= faire défiler

You need to normalize the estimates across the Development Teams to be able to compare.

The one with the highest velocity is performing the best.

You use severals measures such as velocity, defects, and technical debt to get a picture of how the team is performing.

It is better to not compare team performance because it often leads to unhealthy behaviors. Instead, focus on identifying and eliminating impediments that hinder team performance.

Which of the following statements about technical is true?
(choose the best answer)

Technical debt is only a developers.

Technical debt is a threat to the long-term viability of a product.

The existence of technical debt is a sign of poor development practices.

Technical debt can be kept until maintenance work and then be handled.

Commandes clavier:

= tourner,

= avant/arrière,

= faire défiler

Technical debt is only a developers.

Technical debt is a threat to the long-term viability of a product.

The existence of technical debt is a sign of poor development practices.

Technical debt can be kept until maintenance work and then be handled.

What measure is NOT a good one to measure a team's ability to deliver value to the user/customer in the future?
(choose the best answer)

Technical debt trends.

Consistent achievement of Sprint Goals.

User/customer satisfaction trends.

Story points delivered trends.

Commandes clavier:

= tourner,

= avant/arrière,

= faire défiler

Technical debt trends.

Consistent achievement of Sprint Goals.

User/customer satisfaction trends.

Story points delivered trends.

You are development organization manager. A member of one of your development teams keeps being interrupted by the "Operations Group", because he has expertise on one legacy application. The development team ask you some help them to fix this issue. What can you do to?
(choose the best answer)

Work with the team member to help transfer the knowledge to another individual outside the development team for future occurrences.

Send someone from the team to work with the Operations Group to avoid interruptions.

Let the Product Owner deal with the situation.

As the Operations work is important and ask the team to find a way to do the work.

Work with the team member to help transfer the knowledge to another individual outside the development team for future occurrences.

Send someone from the team to work with the Operations Group to avoid interruptions.

Let the Product Owner deal with the situation.

As the Operations work is important and ask the team to find a way to do the work.

Development teams are most effective when:
(choose the best answer):

They work only on one product and team at a time, so that they can focus.

They are shared across multiple initiatives at a time, because then they can take advantage of time otherwise spent waiting to do productive work.

They consist of people who have mostly deeply specialized skills.

They have broad enough skills to do many kinds of work, but nobody is expert in any one area.

They work only on one product and team at a time, so that they can focus.

They are shared across multiple initiatives at a time, because then they can take advantage of time otherwise spent waiting to do productive work.

They consist of people who have mostly deeply specialized skills.

They have broad enough skills to do many kinds of work, but nobody is expert in any one area.

A new team in your organisation has 7 members: 3 are in London (UK), 1 is in Paris (FR), and 3 are in Mumbai (IN).What outcome would you expect?
(choose the best answer)

The team will likely need help with communication and knowledge sharing challenges.

The cost of delivering the product will be significantly lower than if all team members were together in London (UK).

Despite time-zone challenges, a distributed team with the right collaboration tools can be just as productive as a co-located team.

Having team members in multiple locations actually increases productivity because the work can “follow the sun"

The team will likely need help with communication and knowledge sharing challenges.

The cost of delivering the product will be significantly lower than if all team members were together in London (UK).

Despite time-zone challenges, a distributed team with the right collaboration tools can be just as productive as a co-located team.

Having team members in multiple locations actually increases productivity because the work can “follow the sun"

You manage a product delivery organization. You are asked to create a plan for the next fiscal year describing what will be delivered. How will you handle this request?
(choose the best answer)

Ask each Scrum Team to estimate the current backlog and make a plan against the story pointspreviously delivered. Then normalize Story Points across teams to combine the estimates.

Work with specialists from each team to build an estimated backlog that youcan translate into a Gantt chart.

Work with the Product Owner(s) to analyze current delivery capabilities against demand, then use that data to build a probabilistic forecast that serves to illustrate what might be achieved.

Use your knowledge to make the plan and later negotiate its implementation with the ScrumTeam.

Ask each Scrum Team to estimate the current backlog and make a plan against the story pointspreviously delivered. Then normalize Story Points across teams to combine the estimates.

Work with specialists from each team to build an estimated backlog that youcan translate into a Gantt chart.

Work with the Product Owner(s) to analyze current delivery capabilities against demand, then use that data to build a probabilistic forecast that serves to illustrate what might be achieved.

Use your knowledge to make the plan and later negotiate its implementation with the ScrumTeam.

A team need to increase its frequency of delivery, which activity will NOT help?
(choose the best answer)

Product Backlog refinement.

Synchronizing release schedules across teams.

Reducing cross-team dependencies.

Automating the delivery pipeline.

Product Backlog refinement.

Synchronizing release schedules across teams.

Reducing cross-team dependencies.

Automating the delivery pipeline.

PAL I Exam

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