Free Scrum PAL-I Practice Exam with Questions & Answers

Agree to her request, yet indicate that there may be occasions where you may still communicate directly with the Scrum Team. As a leader, it is your responsibility to help the team retain focus.

Do not agree to her request. Explain that management holds you accountable for the Scrum Team’s results, and that you need access to the team to fulfill your responsibilities.

Story points delivered trends.

User/customer satisfaction trends.

Technical debt trends.

Consistent achievement of Sprint Goals.

Understand customer requirements.

Understand how to break down work and assign it to teams.

Identify sources of waste and activities that do not add value in a process.

Enable a Portfolio view of your “Epics.”

Understand how to break down epics into smaller user stories.

Yes, this is cause for concern - the Scrum Master for this team is not making this team as productive as the others.

No, this is not cause for concern - velocity is not a meaningful measurement of the value delivered by agile teams.

Yes, this is cause for concern - the Product Owner for the team in question is not pushing the team hard enough.

Yes, this is cause for concern - the team in question has not calibrated their story points with the rest of the teams.

Yes, this is cause for concern - the team in question is performing worse than the rest.

No, this is not cause for concern - the team in question will probably increase their velocity over time.

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 Scrum Team.

Work with specialists from each team to build an estimated backlog that you can translate into a Gantt chart.

Ask each Scrum Team to estimate the current backlog and make a plan against the story points previously delivered. Then normalize story points across teams to combine the estimates.

The team spends less time waiting on people outside the team to get things done.

Team members have a greater opportunity to deliver product increments that deliver value to users.

Cross-functional teams help team members develop deep technical specializations.

Cross-functional teams encourage team members to step outside their comfort zone to get things done.

Team members have more opportunities to grow their skills by learning from others.

Comparing team performance often leads to unhealthy behaviors. Instead, focus on identifying and eliminating impediments that hinder team performance.

The one with the highest velocity is performing the best.

You need to normalize the estimates across the Scrum Teams and, based on that, create a balanced scorecard.

You need to look at several trends of different measures such as velocity, defects, and technical debt to get a picture of how the team is performing.

Work with the Scrum Team to help transfer the knowledge to other teams better aligned with the application support mission.

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.

Reducing cross-team dependencies.

Automating delivery processes.

Synchronizing release schedules across teams.

Product Backlog refinement.

It helps organizations to deliver more quickly.

It helps organizations reduce cost.

It helps organizations to deliver on commitments.

It helps organizations better deliver value and satisfy customers.