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Q 21

Question 21

When would it be worthwhile for your agile team to take the time to develop a set of personas for the project?

Select one:

a. When they want to stay focused on what the users really need

b. When the priorities of external stakeholders conflict with those of internal stakeholders

c. When delivering maximum business value is their top priority

d. When they need to document a complex web of requirements

1 Unit 10 Homework

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Q 22

Question 22

While engaging with the users of a new product that is in development, the project manager learns that a key business stakeholder doesn't get along with the product owner. As a result, the product owner hasn't been representing the needs of this group of users when defining features. Some of the product increments the product owner has approved will not work for these users. What should the project manager do, if anything?

Select one:

a. The project manager should report the problem to the project sponsor for resolution.

b. The project manager should talk with the product owner and ask if this information is true.

c. The project manager should not get involved because agile teams are empowered to solve their own problems.

d. The project manager should call this key stakeholder to confirm that there is a problem with the approved increments before deciding how to approach it.

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Unit 10 Homework

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Q 23

Question 23

You've managed to get the key stakeholders for your upcoming agile project together for a visioning session to reach agreement on what the project needs to accomplish. The participants might not have another chance to meet in person. How will you recommend that they spend this time?

Select one:

a. Decide who will make the key decisions for the project.

b. Write elevator statement.

c. Develop personas for the key user groups.

d. Explain their requirements and needs

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Q 24

Question 24

You've been asked to manage an agile project to enhance and update the corporate reporting system. Among other things, this will bring it into compliance with new regulations. The project is a high priority because the changes are required, but no one inside the company expects to get any business value from the project. The compliance officer is officially the sponsor but has little interest in participating on the project; she just wants it done. How can you best engage with the sponsor?

Select one:

a. Email the burndown charts to the sponsor after each iteration, and ask for her feedback.

b. Schedule an occasional meeting in the sponsor's office to report progress and ask questions.

c. Send the sponsor a copy of the new report after the release has been implemented.

d. Invite the sponsor to the daily standups, which are held via a conference call.

Q 25

Question 25

Negotiations with a customer are challenging because the customer does not understand agile contracting. The scope of the product being developed for the customer will be determined by the features prioritized in each release planning session. How can the project manager finalize the contract?

Select one:

a. Negotiate as if the project were a predictive-type project.

b. Require the customer attend agile training before negotiations continue.

c. Change the team approach to predictive for this customer.

d. Politely explain the agile approach to the customer.

26

Question 26

scope of the product being developed for a customer is poorly defined because the customer doesn't have experience in agile or software design. How should the project manager plan to deal with this?

Select one:

a. Suggest a sprint zero for the team to build a prototype of the product for the customer to review.

b. Require the customer to attend each sprint planning and sprint review session.

c. Ask the customer to create a project charter, and provide your template to make sure all details are included.

d. Conduct a week-long requirements workshop with the customer before finalizing the contract.

Q 27

Question 27

As project manager, you overhear three of your agile team members debating the best way to design the acceptance test for a user story. They have reached a stalemate and can't decide how to proceed. What should you do?

Select one:

a. Gather the rest of the team to discuss the issue and come up with a collective solution.

b. Tell the team you will meet with the customer and let them know the answer.

c. Join the conversation, and explain the requirements needed for the test.

d. Because this has become an impediment to progress, evaluate the options, and identify the best design.

Q 28

Question 28

An organization is moving toward a change-driven development, consisting of teams led by an agile coach. This approach is new to the organization, and the project manager's role with these new teams hasn't been clearly defined. One project manager decides to attend her team's user-story writing workshops. Why does she think these sessions are a good use of her limited time?

Select one:

a. She wants to build strong relationships with the team and make sure there is a shared understanding of the product features.

b. She plans to document the requirements in a traceability matrix to make sure all the work ties back to the project objectives.

c. She wants to make sure the requirements will deliver the planned scope and be released on time, by the project deadline.

d. She wants to build strong relationships with the business stakeholders, while the agile coach manages the development team.

Q 28

Question 28

An organization is moving toward a change-driven development, consisting of teams led by an agile coach. This approach is new to the organization, and the project manager's role with these new teams hasn't been clearly defined. One project manager decides to attend her team's user-story writing workshops. Why does she think these sessions are a good use of her limited time?

Select one:

a. She wants to build strong relationships with the team and make sure there is a shared understanding of the product features.

b. She plans to document the requirements in a traceability matrix to make sure all the work ties back to the project objectives.

c. She wants to make sure the requirements will deliver the planned scope and be released on time, by the project deadline.

d. She wants to build strong relationships with the business stakeholders, while the agile coach manages the development team.

Q 29

Question 29

A project manager has been assigned to a large project with remote business stakeholders. The stakeholders are on two different continents, have not worked together before, and are mostly new to change-driven approaches. The development work is being done by three teams that are using agile methods. What is the biggest risk that the project manager should be concerned about?

Select one:

a. The product owner will need to elicit the requirements of stakeholders from different languages and cultures.

b. The stages of team development (forming, storming, norming, performing) take longer when teams are working remotely.

c. The business stakeholders will have to use virtual tools to communicate with each other.

d. The three development teams will need to coordinate their work.

Q 30

Question 30

You are managing a software development project for a school, and your developers want to use agile techniques. The school cannot provide a product owner. When categorizing stakeholders you learn that several of the teachers are also parents to children who attend the school. How (and why) should you categorize them?

Select one:

a. Create new category for these individuals because they have unique needs.

b. Categorize them as parents because they will be more passionate about their children.

c. Categorize them in both groups because they should be included in both types of engagement.

d. Categorize them as teachers because there are fewer teacher stakeholders.

Q 31

Questio31

Your agile team would use personas to help them stay focused on

Select one:

a. Early delivery of value

b. The needs of the end users

c. The product owner's top priorities

d. The minimal viable product