CASE 1:Royal Bank of Canada is working on developing anapplication for consumers called RBC Wallet. The application lets consumers manage their payment cards. Thisproject is built on Agile principles.

The executive management at RBC has assembled a new team, and dictated that they will use Agile for their product development. The executive manager who will own the product that you, as the Agile PM, are delivering, would like to focus primarily on set processes and tools to manage to project. What will you recommend to them instead?

	A.	To focus on the definition of success as defined by the project manager.
	B.	To focus primarily on the individuals and interactions involved
	C.	To focus primarily on the scope of the project.
	D.	To focus primarily on the schedule of the project.

CASE 1:Royal Bank of Canada is working on developing anapplication for consumers called RBC Wallet. The application lets consumers manage their payment cards. Thisproject is built on Agile principles.

Which two project lifecycles combine to create an Agile environment?

	A.	Iterative and Predictive lifecycles.
	B.	Incremental and Predictive lifecycles.
	C.	Iterative and Incremental lifecycles.
	D.	Predictive and Agile lifecycles.

CASE 1:Royal Bank of Canada is working on developing anapplication for consumers called RBC Wallet. The application lets consumers manage their payment cards. Thisproject is built on Agile principles.

As the project progresses, there is confusion about the product scope and the definition of what "done" looks like. As an Agile Project Manager, what will you recommend to the executive team?

	A.	Encourage a self-organizing team to form, including the people who asked the requirements and outcomes in the first place.
	B.	Select a person from each part of the organisation to assist, to ensure diversity.
	C.	Have the functional manager select their friends or favourite team members.
	D.	Hire external consultants to run the project and create the product.

CASE 2:Sky, a British company offeringsatellite TV, broadband and telephone services has been developing a new division: media provider. Since2005 the company has started to embrace Agile software development. Traditionally, software was mainly created using the Waterfall working method. This technique would see software flowing downwards through concept, analysis, development and testing before being released to customers.Although it was widely recognized in the industry, it was slow to deliver and there was little collaboration between analysts, developers, or testers. The pace of innovation was increasing much like it is today. And it was clear that Sky was outgrowing the waterfall principles.

New and old projects were converted to Agile, which is based on the idea that software is developed through collaboration between self-organizing and cross-functional teams. It also encourages software to be released as quickly and regularly as possible.

You are running the Agile project and meet with the team for the next sprint planning meeting. What will you do next?

	A.	The product owner shares the updated backlog, and the tear discusses it to ensure a shared understanding.
	B.	The dev team demonstrates the working feature to the product owner, who marks it as complete.
	C.	Walk through three questions with the team-what did I do yesterday? what will I do today? Is anything blocking me? Stand up?
	D.	Negotiate the scope and costs of the project with the project sponsor.

CASE 2:Sky, a British company offeringsatellite TV, broadband and telephone services has been developing a new division: media provider. Since2005 the company has started to embrace Agile software development. Traditionally, software was mainly created using the Waterfall working method. This technique would see software flowing downwards through concept, analysis, development and testing before being released to customers.Although it was widely recognized in the industry, it was slow to deliver and there was little collaboration between analysts, developers, or testers. The pace of innovation was increasing much like it is today. And it was clear that Sky was outgrowing the waterfall principles.

New and old projects were converted to Agile, which is based on the idea that software is developed through collaboration between self-organizing and cross-functional teams. It also encourages software to be released as quickly and regularly as possible.

As the Agile PM, you want your team to maximize the value they bring to the customer. What can you eliminate in order to maximize project value?

	A.	Daily stand-ups.
	B.	Testing.
	C.	Sprint reviews
	D.	Unnecessary features.

CASE 2:Sky, a British company offeringsatellite TV, broadband and telephone services has been developing a new division: media provider. Since2005 the company has started to embrace Agile software development. Traditionally, software was mainly created using the Waterfall working method. This technique would see software flowing downwards through concept, analysis, development and testing before being released to customers.Although it was widely recognized in the industry, it was slow to deliver and there was little collaboration between analysts, developers, or testers. The pace of innovation was increasing much like it is today. And it was clear that Sky was outgrowing the waterfall principles.

New and old projects were converted to Agile, which is based on the idea that software is developed through collaboration between self-organizing and cross-functional teams. It also encourages software to be released as quickly and regularly as possible.

Which of the below are NOT examples of execution practices you will see in Agile?

	A.	Project management plan, where the project is planned in detail up front misunderstanding by project stakeholders.
	B.	Test at all levels, where the team applies end-to-end testing and unit testing (of an individual story or feature). Agile teams prefer automated tests.
	C.	Test-Driven Development, where the team writes automated tests before writing the product code to help mistake-proof the product.
	D.	Spikes, which are time-boxed research or experiments and useful for estimation acceptance criteria definition, or learning some critical technical or functional.

CASE 3: After numerous changes to management structure, Philips,formerly one of the largestelectronicscompanies in the world, has shifted its focus on the area of health technology,introduced several Agile coaches that went to deploy Scrum principles such as Scrum boards and breaking down teams into smaller ones. As a result of changes like this, teams could react to situations quicker, bureaucracy was removed, and it was ultimately easier for these smaller teams to take responsibility for their respective products.

You are working on a project and the team have recently moved to an Agile way of work. One of the team members is confused about Scrum and what typically happens after the sprint review. What will you tell them happens next?

	A.	Hold a sprint retrospective with the team.
	B.	Perform product backlog refinement with the product owner.
	C.	Perform story card elaboration with the three amigos (Business, Development, Testing).
	D.	Hold a Daily Scrum.

CASE 3: After numerous changes to management structure, Philips,formerly one of the largestelectronicscompanies in the world, has shifted its focus on the area of health technology,introduced several Agile coaches that went to deploy Scrum principles such as Scrum boards and breaking down teams into smaller ones. As a result of changes like this, teams could react to situations quicker, bureaucracy was removed, and it was ultimately easier for these smaller teams to take responsibility for their respective products.

You are working in an Agile team and preparing the Agile team charter. You work with the Agile team to ensure the team charter answers these four questions: Why are we doing this project? Who benefits and how?

	A.	When will the project end? What do we do with the product?
	B.	What does "done" mean for the project? How are we going to work together?
	C.	How much risk is on the project? What is the project scope?
	D.	How many defects are allowed in the product? How many testers are there?

CASE 3: After numerous changes to management structure, Philips,formerly one of the largestelectronicscompanies in the world, has shifted its focus on the area of health technology,introduced several Agile coaches that went to deploy Scrum principles such as Scrum boards and breaking down teams into smaller ones. As a result of changes like this, teams could react to situations quicker, bureaucracy was removed, and it was ultimately easier for these smaller teams to take responsibility for their respective products.

You are working with a new Agile project manager and explain that Agile favours value-based measurements instead of predictive measurements on a project. What is an example of value-based measurements?

	A.	Earned value management and the schedule performance index.
	B.	Variance Analysis and the Estimate to Complete.
	C.	Features delivered (feature burndown chart) and customer satisfaction.
	D.	Variance at Completion and the cost performance index.