Lernkartei PAL I Exam (Seite 1 von 2)

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Kategorie	Informatik
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Erstellt / Aktualisiert	12.05.2022 / 02.10.2024
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How an agile approach can help organization? (choose the best answer)

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.

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.

Which one is the best description of Product Owner's responsibilities?
(choose the best answer)

Keeping stakeholders and management informed and happy

Prioritiez the Development Team work.

Helping the Scrum Team to improve their ability to deliver.

Managing the project and ensuring that the work meets the commitments to the stakeholders.

Optimizing the value of the work the Development Team performs.

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.

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.

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.

As product development organization manager, you are using progress reports with a number of Scrum Teams in your organization. You notice that most teams have a velocity of 35-40 story points per Sprint and one team consistently delivers only 15-20 per Sprint. Is this an issue?
(choose the best answer)

Yes, because the team in question is performing worse than the rest.

No, because velocity is not a measurement of team performance.

Yes, because the team in question has not calibrated their story points with the rest of the teams.

Yes, because the Scrum Master for this team is not making this team as productive as the others.

No, because the team in question will probably increase their velocity over time.

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.

You are the manager who have to staff a new agile initiative. How do you decide to which team each member should belong?
(choose the best answer)

Create teams whith the same skillset to maximise utilisation.

Bring together interested people, discuss product goals, remind teams that they need to balance skills and experience, and let the teams self-organize.

Group people together based on which components of the system they are most familiar with.

Group people together who already know each other from previous teams.

Assign people to teams in such a way that balances skills, experience and seniority as evenly as possible.

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.

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.

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"

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.

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.

A Scrum Team has difficulty to get work done because team members are ask to do work requested by other teams. The team has been regularly failing to deliver on their Sprint Goals. As a Manager how can you help to solve this problem?
(choose the best answer)

Be more conservative in defining their Sprint Goal, to account for the time team members will need to spend doing other work.

Work with the Scrum Team and other teams to find ways to re-assign the interrupting work to people outside of the Scrum Team.

Ask for more people on the team to compensate for the interruptions.

Extend the length of a Sprint if they need more time to complete the Sprint Goal.

You manage a product group in an organization. A Scrum Master is concerned with the very low availability of the Product Owner for her team. The Development Team is still struggling to deliver value without additional guidance from the Product Owner. What is the best way for you to help the Scrum Master?
(choose the best answer)

Recommend to the Scrum Master that she helps the Development Team to do their best.

Help the Scrum Master to find a delegate who can join the Development Team to work with the PO and represent business priorities when the PO cannot be present.

Offer to work with her, the PO, and his manager, to find a way to ensure that the Product Owner's participation level is high enough to ensure that value can be delivered by the Scrum Team.

Help the PO's manager find a different PO, who can dedicate the time needed.

What is the primary benefit of an agile approach as compared to a waterfall approach?
(choose the best answer)

To minimize risks.

To maximize value.

To deliver on-time, on-budget, and on-scope.

To utilize resources efficiently

Value stream mapping is a useful technique to:
(choose the best answer)

help the team to break down work and assign it to teams.

break down epics into smaller user stories.

Identify sources of waste and non-value-added work in a process.

Understand customer requirements.

What the Scrum Master is responsible ?
(choose the best answer)

Managing the project and ensuring that the work meets the commitments to the stakeholders.

Optimizing the value of the work the Development Team performs.

Keeping stakeholders informed and happy.

Directing the Development Team.

Helping the Scrum Team to improve their ability to deliver.

Which of the following statements indicates an attitude that will make adoption of an agile approach easier?
(choose the best answer)

"Unexpected things will happen. If we learn from them, it is acceptable."

"Stakeholders are the best judges of value delivered."

"I dislike surprises; they are a sign someone has not done their homework."

"Successful projects finish on-time, on-budget, and deliver the agreed-upon features."

"We value predictability above everything."

You are a product development organization manager. Alan a development team member comes to you, frustrated because he feels his opinion is not respected when the team take a desicion. Alan asks for your help in getting the other members of the team to consult with him on technology decisions in his area of expertise. To respond, you decide to:
(choose the best answer)

Encourage Alan to enlist the ScrumMaster's help in learning how to become a better coach and mentor to other team members.

Help Alan find a position on another project where his skills are needed.

Meet with the team to discuss Alan’s concerns, explaining how you feel that his views should be respected.

Ask Alan whether he has discussed the issue other team members, and whether he has raised the issue with the Scrum Master.

Which element is important for Project’s sucess
(choose the best answer)

Spend additional time identifying and mitigating risk

Spend additional time defining and reviewing requirements.

Empirical approaches work fine for small teams and simple problems, but can't scale to large,complex problems.

Delivering a solution and gathering feedback provides important information to plan the next step

When there many agile teams in an organization working on different products, how can managers understand the status of each team?
(choose the best answer):

Ask the team to fill out a common status reportingdashboard to provide information that can be shared with stakeholders.

Have the team create a detailed forecast for their work, then track plan versus actuals.

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

Ask the teams to work together to develop acommon way to share their Sprint Goals and what they achieve in each Sprint against those goals.

Who is responsible for managing the progress of work during a Sprint?
(choose the best answer)

The Scrum Master

The Product Owner.

The Team Lead

The Development Team

What is an important responsibility of an agile leader?
(choose the best answer)

Hire team members and organize teams.

Set priorities, plan work, monitor progress, and take corrective action.

Set Sprint Goals and make sure team achieves those goals.

Ensure teams have what they need to succeed and help them to remove impediments.

Prioritize work; make sure that high value work gets done.

You are a development organization manager. You need to hire a Product Owner for a new product.In the job description is is written: As a Product Owner, you will manage a Scrum Team, and will be you will be accountable for:

- Clearly expressing Product Backlog Items.
- Ordering the items in the Product Backlog to best achieve goals and missions.
- Optimizing the value of the work the Development Team performs.
- Ensuring the Development Team understands items in the Product Backlog to the level needed.
- Creating status reports for the management team.
- Keeping stakeholders apprised of progress toward business goals.
What is wrong with this description?
(choose the best answer)

A Product Owner should not be creating status reports for the management team. Instead he should focus on making sure that the Product Backlog is visible, transparent, and clear to all, and shows what the Scrum Team will work on next.

A Product Owner should not be ‘managing’ a team; Product Owners guide the team by setting priorities and providing feedback.

Both A and B.

Nothing is wrong with the description.

Lead Time is a measure of the time it takes to go from having an idea to the point where a customer experiences the benefit of that idea, and customer acceptance feedback has been gathered. Can we say that
Lead Time is a way to measure business agility.

True

False

You manage a product development organization. A Development Team request to add two more people to the Development Team in order to increase their velocity. You have budget and headcount. The Development Team is mature and has a good track record for delivery and making good decisions. In response to the Development Team's request, you decide to:
(choose the best answer)

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

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

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

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.

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.

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.

You are the Chief Marketing Officer (CMO) for your company. Several important customers have asked for a particular feature and it is not the next release of a product because the Product Owner feels that this feature is not as important as other features for the product's target market. You think she may not have all the information usefull to make this decision. What should you do?
(choose the best answer)

Help connect the Product Owner with the customers, to understand first-hand the problems the customers are trying to solve, but ultimately leave the decision whether to engage or not with her.

Lobby other stakeholders, to put more pressure on the Product Owner.

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

Talk to the customers, encouraging them to escalate their concerns to put pressure on the Product Owner.

Speak with the Product Owner's manager and the division head.

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

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.

Which behaviours associated with traditional approches can impede the adoption of an agile culture?
(choose the best answer)

Encouraging specialization.

Rewarding outstanding individual performance.

Rewarding high utilization.

Managing to fixed scope, schedule, and budget goals.

All the above.

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

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.

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 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.

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