A team is trying to convince a customer about the value of adopting Scrum. The customer likes some of the features of the methodology like the bi-weekly demonstration, but the customer remains largely unconvinced of the value of Scrum and refuses to change the way of working,
What should the team do?
A. Let the Scrum Master 'translate' to Waterfall practices.
B. Use Scrum and convince the customer during the process.
C. Do not follow Scrum until the customer is convinced of the value.
The team determines that it has over-committed itself for a Sprint. Who should be present when reviewing and adjusting the Sprint work?
A. The team, the Scrum Master and the Product Owner. The Stakeholders should be consulted.
B. The team and the Scrum Master. The Product Owner should be consulted.
C. The team only. The Product Owner should be consulted.
Why are estimates expressed in terms of story points difficult to explain outside of the team?
A. It requires a comparison to a benchmark, which typically varies from team to team.
B. It requires a deeper understanding of the technical approach to implement each story.
C. It requires breaking the stories down into Sprint Backlog Items, which only the team can do.
Why is planning poker an effective estimation technique?
A. It generates a lot of useful discussion and gets team buy-in.
B. It results in lower estimates as team members will estimate individually.
C. It triggers a more detailed and task oriented break-up of the story.
A team decided to install a large traffic light in the team hall to indicate whether the latest build was healthy (green), failing a few tests (orange) or failing high priority tests (red).
What term can be used to describe the traffic light?
A. Information radiator
B. Osmotic communication
C. Triangulation
Which is a statement of value as described in the Agile manifesto?
A. We value customer collaboration over responding to changes.
B. We value project management over individuals and interactions.
C. We value processes and tools over comprehensive documentation.
D. We value responding to change to satisfy the customer.
What is an information radiator?
A. A physical display for the team that gives information about the current status.
B. A tool that automatically sends relevant information to the Product Owner.
C. A status report or dashboard that is maintained by the Scrum Master.
A Scrum team failed to meet the Sprint objectives. One of the key members of the team fell ill and was away for two days right at the beginning of the four week Sprint.
What is the most likely reason that the team did not meet the Sprint objectives?
A. The Product Owner is unable to prioritize.
B. The team is lacking skills.
C. The team did not plan the Sprint effectively.
D. The team is over-worked.
A user story was estimated at five ideal hours. On a normal eight hour working day, the team gets about four hours of actual work time.
What would be the elapsed time required to complete the Story?
A. One day and two hours
B. Two days
C. Five hours
Who knows most about the progress towards a business objective or a release?
A. The Product Owner
B. The Scrum Master C. The team
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