Free PMI PMI-ACP Practice Exam with Questions & Answers | Set: 4

Continuing to track velocity allows functional managers to assess whether or not the team is performing at the desired rate.

The trends will show how the team performs against other scrum teams in the organization.

Tracking velocity will provide a baseline for the team to see how their continuous improvement efforts are working.

Tracking velocity will document and communicate team health to the stakeholders.

Determine the required tasks for implementing the high-level features

Identify the detailed design for the high-level features

Prioritize the product backlog for the upcoming release.

Estimate the user stories in the iteration backlog

Collect stakeholder requirements

Conduct an iteration planning meeting

Communicate product backlog items to the stakeholders

Facilitate a product development roadmap workshop

Prioritize the backlog, and remove low-priority stories from the release plan to ensure a positive ROI

Replace some team members to reduce the release costs and minimize a negative ROI

Perform a root-cause analysis to remove waste from the delivery process and increase the ROI.

Communicate the risk of a negative ROI to the stakeholders, and update the release plan

Review the iteration goals and have the team each describe the work to create shared understanding

Create a story map for the minimal viable product (MVP) functionality

Capture this as a task in the retrospective and ensure there is more detail provided at the next planning session

Have the product owner explain the product vision and review the release plan with the team

Communicate the importance of the business need to the team and refine the product backlog.

Ask the team to discuss the changes to the features with the customer.

Meet with the agile team lead to prioritize the requirements.

Discuss and prioritize the requirements with the team.

Solutions to project problems that were built into the last sprint

Problems that arose

Solutions that saved the organization the most time and money

Problems that were solved

Begin working on an item in the backlog

Ask the scrum master to select an item from the backlog on which to work

Ask the product owner to select an item from the backlog on which to work

Jointly decide with the scrum master on an item from the backlog on which to work

Teach the team the appropriate agile principle, obtain consensus, and drive adoption.

Allow another team member to prepare those documents that do not appear to bring value.

Notify the project manager about other documentation techniques, and identify which documents bring value and which do not.

Follow the existing process to avoid conflicts.

Finalize the feedback in the form of a change request

Limit the scope of the feedback to only those changes that the team can feasibly accommodate

Encourage all feedback then work with the customer to prioritize work for future sprints

Allow the team to decide what feedback to incorporate

Commit to a specific feature set for delivery

Explain that a commitment will be provided after planning

Have the team estimate in story points to commit to a specific set of features

Use the team's historical velocity to calculate a range of features that can be delivered

Schedule regular meetings with the scrum team to write, groom and size user stories

Focus on stories based on the highest number of story points to first address those items with the highest value

Seek regular input from project stakeholders, and reflect this input in the backlog's priorities

Schedule in-person monthly meetings with key stakeholders to review the project's progress

For upcoming sprints, have QA team members ensure that their respective skill sets are considered when accepting

stones

Have QA team members with the appropriate skill sets spend extra time to help the team succeed

Ensure that QA team members who lack the appropriate skill sets sign up for training within the next few weeks

Ask QA team members experienced with the new automation framework to cross-train the other QA members

Foster stronger communication by hosting cross-organizational meetings between the two teams.

Suggest merging the teams to avoid misunderstandings.

Create stories from full technical specifications to avoid ambiguity.

Co-locate the teams to encourage osmotic communication.

Hold a meeting with the team and the product owner to develop the team charter working agreement, guiding principles and product vision

Ask the product owner to create the project vision and charter, and then discuss the guiding principles with the team

Hold a meeting during which the team can present the project charter high-level project plan, and team values to the product owner

Send the product owner to formal product-owner training where the product owner can learn how to create a product vision