PMBOK 7 - Agile Framework - Free Practice Quiz

Question 1 of 150

A Product Owner in a Scrum team has been spending significant time mentoring the Development Team on technical implementation details and frequently making decisions about code architecture. What issue does this present?

A The PO is demonstrating servant leadership through coaching B The PO is violating the principle of team self-organization and may be creating dependency and reducing team autonomy C The PO is preventing technical debt by maintaining control D The PO is appropriately ensuring quality technical decisions

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Question 2 of 150

During Sprint Planning, a Development Team member disputes the Product Owner's prioritization of a user story, saying it should wait until next sprint. The Scrum Master should intervene by:

A Removing the story from the sprint to avoid conflict B Facilitating a discussion where the PO explains the business rationale and the Team expresses capacity concerns C Immediately supporting the Development Team to maintain morale D Asking the Development Team to accept the PO's decision without discussion

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Question 3 of 150

A Scrum Master notices that the Development Team rarely speaks up during ceremonies and often just nods when the Product Owner presents work. What is the most appropriate action?

A Coach the team on the importance of self-organization and create psychological safety so the team feels comfortable voicing concerns B Recommend replacing team members who lack communication skills C Speak on the team's behalf in future meetings D Tell the PO to present information more clearly

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Question 4 of 150

Which of the following best describes the accountability structure in Scrum?

A The Development Team is accountable for delivery, the Product Owner for business value, and the Scrum Master for ensuring Scrum is followed B The Scrum Master is ultimately accountable for all outcomes C The Product Owner is accountable for the product, the Scrum Master for the process, and the Development Team for completing tasks D Individual team members are accountable only for their own assigned work items

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Question 5 of 150

A Product Owner wants to change a user story mid-sprint because a stakeholder requested new functionality. The most appropriate Scrum response is:

A Reject the change because sprint boundaries cannot be crossed B Explain that mid-sprint changes are not permitted unless the item is a critical defect; add it to the Product Backlog for future sprint consideration C Ask the Scrum Master to decide whether the change is allowable D Immediately add the work to the current sprint if it's high priority

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Question 6 of 150

How should a Scrum Master respond when discovering that the Development Team has committed to significantly more work in the current sprint than they completed in the previous three sprints?

A Immediately escalate to senior management B Reduce the scope of other projects to ensure the team can meet this new commitment C Coach the team on velocity, forecasting, and realistic commitments; help them understand their actual capacity D Congratulate the team on their increased ambition

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Question 7 of 150

A Product Owner asks the Scrum Master to tell the Development Team to work faster. What is the Scrum Master's appropriate response?

A Agree and implement stricter time tracking to monitor productivity B Explain that velocity is determined by the team's capacity and capability, and that forcing speed typically reduces quality and sustainability; offer to help identify process improvements C Convey the request and pressure the team to increase velocity D Suggest replacing team members with faster developers

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Question 8 of 150

Which boundary is most important to maintain in the relationship between the Product Owner and the Development Team?

A The Development Team should execute the PO's implementation instructions exactly as specified B The PO and Development Team should never disagree C The PO should not attend Development Team meetings D The PO clarifies requirements and priorities; the Development Team determines how to build the solution

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Question 9 of 150

A Scrum team member suggests that the Scrum Master should also be a Development Team member to reduce team size and costs. The best response is:

A Agree if the team is small and capable B Agree but only for teams with fewer than 5 members C Disagree; the Scrum Master role requires full-time focus on servant leadership, coaching, and process improvement; dual roles create conflicts of interest D Let the team decide based on their preference

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Question 10 of 150

How does servant leadership in Scrum differ from traditional project management authority?

A Servant leadership means the team makes all decisions without any guidance B There is no meaningful difference; it's just terminology C The Scrum Master commands the team while supporting their personal growth D The Scrum Master enables the team to solve problems themselves rather than directing solutions; they remove obstacles and coach

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Question 11 of 150

A Product Owner is unhappy with the Development Team's code quality and wants to add detailed technical specifications to every user story to ensure quality. What is the underlying issue?

A The Product Owner is appropriately defining scope B The Product Owner is encroaching on team self-organization; quality should be addressed through definition of done and team coaching C The team needs more direct supervision D The Development Team lacks technical competence

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Question 12 of 150

In Scrum, who is responsible for removing impediments that prevent the Development Team from being productive?

A Senior management, as they control resources B The Scrum Master, who identifies and works to resolve impediments C The Development Team, as they are self-organizing D The Product Owner, as they drive priorities

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Question 13 of 150

A Development Team member questions why the Product Owner is making prioritization decisions. The best explanation is:

A It doesn't matter who decides priorities in Scrum B The team should make prioritization decisions because they understand technical dependencies C The PO has business authority to determine the order of value delivery based on stakeholder needs and market conditions D Prioritization should be decided by senior management

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Question 14 of 150

Which of the following is an anti-pattern in Scrum team composition?

A A Development Team that splits into separate sub-teams by specialty, with each sub-team completing their own work items B A team that collaborates across specialties to deliver complete user stories C A single Product Owner accountable for the Product Backlog D A Development Team with diverse skills across frontend, backend, and QA

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Question 15 of 150

A Product Owner is overwhelmed by stakeholder requests and asks the Development Team to help prioritize the backlog. The Scrum Master should:

A Tell the Development Team to refuse because prioritization is not their responsibility B Coach the PO on managing stakeholders and prioritization while allowing the team to provide input on feasibility and dependencies C Suggest hiring an additional Product Owner D Assume the PO's prioritization responsibilities

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Question 16 of 150

What is the primary purpose of the Development Team in Scrum?

A To enforce the Definition of Done B To complete the work assigned by the Product Owner and Scrum Master C To manage stakeholders and communicate status D To create the product increment and meet the sprint goal through self-organization and collaboration

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Question 17 of 150

A Scrum Master observes that the Product Owner is making technical decisions for the Development Team during standups. The SM should:

A Privately coach the PO about team self-organization and the boundary between role responsibilities B Ask senior management to clarify roles C Publicly correct the PO in the standup D Allow it because the PO has authority

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Question 18 of 150

Which statement best describes Product Owner accountability in a Scrum team?

A The PO is accountable for the Product Backlog, ordering, and ensuring value delivery meets business goals B The PO shares accountability for all team outcomes equally C The PO is accountable for Development Team productivity and code quality D The PO is accountable for sprint execution and process compliance

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Question 19 of 150

A team member works on a story for three days, then realizes the approach won't work. Rather than escalating to the Product Owner immediately, the Development Team adapts and finds a better solution. This demonstrates:

A A need for stronger project control B Wasted effort that could have been avoided with better PO specifications C Team self-organization and the inspection-adaptation cycle that Scrum enables D Lack of planning and poor estimation

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Question 20 of 150

Which of the following is NOT a core responsibility of the Scrum Master?

A Coaching the team on Scrum practices and principles B Removing impediments to the team's productivity C Making technical architecture decisions for the team D Facilitating Scrum ceremonies

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Question 21 of 150

A Product Owner wants to assign specific tasks to individual Development Team members. The Scrum Master should explain that:

A This is acceptable as long as capacity is balanced B The Scrum Master should assign tasks instead C Tasks should be assigned by seniority D The team is self-organizing; the PO provides user stories and priorities, but the team determines how work is divided

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Question 22 of 150

How should a Scrum Master handle a situation where the Scrum Master's manager is pressuring them to meet a specific velocity target?

A Push the Development Team harder to meet the target B Accept the target and implement stricter tracking C Educate the manager on empiricism and how velocity emerges naturally from team capacity; advocate for the team's sustainable pace D Manipulate the metrics to show the target is being met

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Question 23 of 150

A Development Team has been together for two years and rarely needs the Scrum Master's presence. The SM should:

A Continue coaching on continuous improvement, mentoring new team members, and helping address emerging impediments B Consider this a sign that Scrum is no longer needed C Transition to managing multiple teams D Reduce time spent with the team since they are mature

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Question 24 of 150

Which statement correctly distinguishes between the Product Owner and Product Manager roles?

A The PM is more important than the PO B Only large organizations need both roles C The PO and PM are the same role D The PO manages the Product Backlog and sprint-level priorities; the PM manages product strategy and market positioning

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Question 25 of 150

A Product Owner notices that the Development Team rarely asks questions about user stories and appears to be guessing about requirements. The PO suspects it is because team members fear pushback. The Scrum Master should coach the PO on:

A Assigning a team member to always clarify requirements with the PO B Making requirements more detailed to eliminate ambiguity C Being more receptive to questions and creating psychological safety; change the team's perception that asking questions will result in judgment D Using stricter acceptance criteria to force clarity

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Question 26 of 150

A Sprint Planning session is scheduled for 8 hours for a 2-week sprint. By hour 6, the Development Team is still debating technical approaches for story implementation. What should the Scrum Master do?

A Intervene; remind the team that technical decisions should be made during development, not planning; refocus on commitment and sprint goal clarity B Ask the Product Owner to decide the technical approach C Let the discussion continue since Sprint Planning is important D Cancel Sprint Planning and reschedule

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Question 27 of 150

What is the primary output of Sprint Planning?

A Individual team member task assignments B A list of impediments to resolve C A Sprint Backlog and commitment to a Sprint Goal D A detailed project schedule with task assignments

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Question 28 of 150

During Sprint Planning, the Product Owner estimates that a user story worth 13 story points can be completed in a 1-week sprint where the team's historical velocity is 8 points. The PO pushes for inclusion anyway. The Development Team should:

A Refuse because the story is too large B Ask the Scrum Master to make the decision C Agree to make the PO happy D Explain their capacity constraint and have a discussion about tradeoffs; they can commit only to work they believe is achievable

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Question 29 of 150

What is the timebox for a Daily Standup in a 2-week sprint?

A As long as needed B 15 minutes C 30 minutes D 1 hour

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Question 30 of 150

A Development Team member reports in standup that they are 'on track' but provides no details about their specific work. The Scrum Master should:

A Accept the update and move on B Force the team member to provide more details in the standup C Privately follow up to understand the specific work, progress, and any blockers that may not have been shared D Tell the team member they are being vague

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Question 31 of 150

What is the primary anti-pattern in Daily Standup execution?

A The standup focuses on blockers and dependencies B The standup is timeboxed to 15 minutes C The standup is held at the same time every day D Team members report progress to the Scrum Master, who acts as a status collector while the team remains disconnected

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Question 32 of 150

A Scrum Master notices that team members are sharing blockers in standup, but no one is saying they will help. What should the SM do?

A Assign team members to help based on skill B Let the team figure it out on their own C Solve the blockers themselves to keep the team moving D Coach the team on collaboration and swarming; helping each other resolve blockers is a key responsibility of self-organizing teams

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Question 33 of 150

What is the purpose of the Sprint Review?

A To critique the Development Team's performance and assess individual productivity B To inspect the work completed and adapt the Product Backlog based on feedback C To plan the next sprint D To review Scrum process adherence

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Question 34 of 150

A Development Team member did not complete their assigned work in the sprint and wants to skip the Sprint Review. The Scrum Master should:

A Require attendance; the team collectively owns the commitment and reviews both what was done and what was not, learning from both B Ask the team member to work during the review to catch up C Allow them to skip it since they didn't finish D Only allow the PO to present the completed work

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Question 35 of 150

How should a Product Owner use feedback from the Sprint Review?

A Update the Product Backlog based on stakeholder feedback and emerging understanding of value B Present it to the Development Team as requirements they must follow C Ignore it and proceed with the original plan D Use it to assess the Development Team's competence

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Question 36 of 150

What is the difference between the Sprint Review and Sprint Retrospective?

A The Review is for stakeholders; the Retrospective is for the Scrum Master B They are the same event held on different days C The Review is mandatory; the Retrospective is optional D The Review examines what was built; the Retrospective examines how the team worked

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Question 37 of 150

A Development Team member suggests in the Sprint Retrospective that the team should be more aggressive about meeting deadlines. Another team member becomes defensive. The Scrum Master should:

A Facilitate psychological safety and a discussion about what 'aggressive' means; explore whether the concern is about pace, quality, or predictability B Tell the first team member their suggestion is not valid C Take a vote and apply majority opinion D Dismiss the suggestion as it might hurt morale

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Question 38 of 150

Which of the following is an anti-pattern in Sprint Retrospectives?

A The team suggests process improvements B The Scrum Master makes a list of improvements but nothing changes in the next sprint C The Scrum Master listens more than they talk D Team members share honest feedback

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Question 39 of 150

A Product Owner wants to attend the Sprint Retrospective to understand team concerns. The Scrum Master should:

A Allow attendance but coach the PO on psychological safety; the team may self-censor if the PO is present, limiting honesty B Deny access because it's the team's private space C Have a separate retrospective for the PO D Only allow the PO to listen, not speak

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Question 40 of 150

What is a Sprint?

A A period when the team can pause work to refactor code B A fixed, time-boxed iteration (typically 1-4 weeks) during which the team creates a product increment and works toward the Sprint Goal C A daily planning meeting D A project milestone lasting several months

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Question 41 of 150

When can a Sprint be cancelled?

A At the Product Owner's discretion if they want to change priorities B Only if the Sprint Goal becomes obsolete due to business or technical changes outside the team's control C Whenever the Development Team wants a break D Every sprint, as a matter of process

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Question 42 of 150

A Development Team completes their committed work by day 3 of a 2-week sprint. Should they stop working?

A They should wait for the Product Owner to assign more work B No; they should pull more work from the Product Backlog and continue working toward maximum throughput C Yes; working more violates the sustainable pace principle D They should work on technical debt or refactoring

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Question 43 of 150

What is the Sprint Goal?

A The product release date B The objective that unifies the work in the sprint, created by the team and PO together, providing focus and flexibility on scope C A fixed commitment to complete exactly the planned stories D A list of all user stories in the sprint

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Question 44 of 150

A Product Owner wants to add new stories to the sprint on day 8 of a 2-week sprint because a stakeholder escalated a need. The Development Team says they are at capacity. The PO should:

A Pull team members off their current work B Insist the new work be added immediately C Ask the Scrum Master to force the team to take it D Respect the sprint boundary and add the story to the Product Backlog for prioritization in the next sprint or discuss what could be removed

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Question 45 of 150

How should the Scrum Master protect the Development Team's sprint commitment?

A Coach stakeholders on sprint boundaries; facilitate urgent requests through the Product Owner; help the team stay focused on their goal B Tell stakeholders not to contact the team C Cancel sprints when interrupted D Absorb all stakeholder requests personally

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Question 46 of 150

What is the Backlog Refinement (or Backlog Grooming) ceremony?

A A ceremony where incomplete sprint work is reviewed B A formal event where the team estimates all backlog items C A weekly status meeting with stakeholders D An ongoing activity where the Product Owner and Development Team collaborate to clarify requirements, break down large items, and prepare backlog items for upcoming sprints

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Question 47 of 150

During Backlog Refinement, the Development Team realizes a user story is much larger than initially thought. The appropriate action is:

A Ask senior management to allocate more resources B Have the Product Owner reduce the scope or split the story into smaller items C Remove the story from consideration D Commit to the story anyway in the next sprint

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Question 48 of 150

How much time should be spent on Backlog Refinement in a 2-week sprint?

A As much as needed to keep the backlog ready B One full day per week C No more than 10% of the team's capacity (about 4 hours) D Refinement should not be a separate activity

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Question 49 of 150

A Scrum team's ceremonies consistently run over their timeboxes. The Scrum Master should:

A Schedule ceremonies at different times B Extend the timeboxes to allow more discussion C Interrupt discussions and cut meetings short regardless of value being delivered D Coach the team on focus and discipline; timeboxes create urgency and force prioritization; analyze what's causing overruns and address root causes

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Question 50 of 150

What should happen if a critical production defect is discovered during a sprint?

A Wait until the next sprint to address it B The Product Owner and Scrum Master assess severity; if truly critical, the team may pull it into the sprint; less critical items go to the backlog C The Scrum Master decides whether it's critical enough D The team should immediately drop all work and fix it

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Question 51 of 150

A team member cannot attend a Daily Standup due to a legitimate meeting conflict. They should:

A Reschedule the conflicting meeting B Update the team asynchronously before or after the standup so the team remains synchronized C Be marked as absent and counted against their performance D Skip the standup without notifying anyone

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Question 52 of 150

What is the primary characteristic that distinguishes Scrum from other Agile frameworks?

A Scrum defines specific roles, timeboxed events, and artifacts with clear ceremonies for Inspect and Adapt B Scrum is only for small teams C Scrum does not include planning D Scrum is completely unstructured and ad hoc

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Question 53 of 150

A Product Owner presents a new market opportunity during Sprint Planning that would require the team to drop their committed work. The team should:

A Abandon the current sprint goal to chase the opportunity B Immediately escalate to executives C Ask the Scrum Master to decide D Explain that the sprint goal takes precedence; add the opportunity to the backlog for evaluation in the next sprint

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Question 54 of 150

How should a Scrum team handle a ceremony where significant conflict emerges?

A Cancel the ceremony to avoid negativity B The Scrum Master facilitates discussion to help the team understand different perspectives and reach a resolution within the timebox C Remove the team member who caused the conflict D Have the Scrum Master shut down the disagreement immediately

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Question 55 of 150

What is the appropriate response if a Scrum ceremony is running past its timebox and the team is making important progress toward a decision?

A The Scrum Master forces a premature decision B Continue indefinitely until the discussion is complete C The Scrum Master checks with the team; if extending is valuable and the team agrees, they may extend briefly; otherwise, carry the decision to the next event D Stop immediately when the timebox expires

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Question 56 of 150

What is the Product Backlog?

A A list of completed work items B A schedule of sprint releases C A prioritized, ordered list of desired product features, enhancements, and fixes that defines the work to be done D Tasks assigned to individual team members

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Question 57 of 150

Who owns the Product Backlog?

A The Development Team, because they do the work B The Scrum Master, to ensure Scrum compliance C The Product Owner, who is responsible for ordering, clarity, and managing changes D Senior management

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Question 58 of 150

What is the Sprint Backlog?

A The Product Backlog items the team commits to completing in the sprint, plus work items for tasks, defects, and technical work identified during the sprint B Items the Product Owner wants done next C A record of completed work D All items not completed in the current sprint that carry forward to the next

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Question 59 of 150

Can the Sprint Backlog be changed during a sprint?

A Only the Product Owner can make changes B Yes; any stakeholder can add work if it's critical C Yes; the Development Team can add, remove, or refine work items as they learn more, but the Sprint Goal remains stable D No; it is fixed at the start of the sprint

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Question 60 of 150

What is the Product Increment?

A The sprint velocity B The amount of work completed each day C All product functionality produced during the sprint that meets the Definition of Done D The sum of all completed work items plus a review of their quality

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Question 61 of 150

Must the Product Increment be released at the end of each sprint?

A No; the Product Owner decides when increments are released, but they must be ready to release B Releasing is optional in Scrum C Only after every 4 sprints D Yes; Scrum requires release after every sprint

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Question 62 of 150

What is the Definition of Done?

A Criteria set by the Product Owner for each item B The end of the sprint C A list of tasks the Development Team must complete D The Definition of Done is a shared understanding of what it means for work to be complete, including quality standards, testing, documentation, and any other criteria that make an item truly finished

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Question 63 of 150

Who creates the Definition of Done?

A The Development Team, with input from the Product Owner and Scrum Master B Senior management C The Product Owner D The Scrum Master alone

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Question 64 of 150

A Development Team member completes a user story but has not written unit tests. They say the tests can be added later. The team's Definition of Done includes unit test coverage. The story should be:

A Marked complete since the functionality works B Not considered done because it doesn't meet the Definition of Done; the team should complete the tests before moving the item to done C Split into two stories: one done, one for testing D Released as-is and tested later

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Question 65 of 150

How does the Definition of Done support the Inspect and Adapt principle?

A It is modified each sprint B It doesn't; it's just a checklist C It limits what the team can adapt D It ensures transparency about work quality and completeness, allowing the team and stakeholders to accurately inspect progress and adapt based on shared understanding

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Question 66 of 150

What is the Sprint Goal?

A The number of story points the team plans to complete B The objective that unifies the sprint work, created by the team and Product Owner together, providing focus and allowing flexibility in scope C A list of all stories in the sprint D A deadline for releasing the product

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Question 67 of 150

How should a Development Team use the Sprint Goal during the sprint?

A When blocked on a story, the team checks if there is other work that still moves toward the sprint goal; if not blocked, they continue working toward the goal B The goal is unchangeable and supersedes any new blockers C It should be ignored during development; it is only for stakeholders D The goal is only reviewed during Sprint Retrospective

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Question 68 of 150

What are the Three Pillars of Scrum?

A Planning, Execution, and Review B Product Owner, Scrum Master, and Development Team C Transparency, Inspection, and Adaptation D Sprint, Backlog, and Increment

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Question 69 of 150

How does transparency support Agile and Scrum?

A It eliminates the need for planning B It replaces quality assurance C It makes work visible to all stakeholders, enabling informed decision-making, honest inspection, and appropriate adaptation D It increases bureaucracy

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Question 70 of 150

A Scrum team is not maintaining transparency about their progress. They are hiding incomplete work and inflating their velocity numbers. What is the primary risk?

A The Product Owner cannot make informed prioritization decisions; the team cannot accurately plan; stakeholders are misled and trust erodes B Senior management might worry about their performance C It might be discovered in an audit D It affects the Scrum Master's credibility

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Question 71 of 150

How should the Definition of Done evolve over time?

A It should be relaxed to improve velocity B It should become more stringent as the team matures and raises quality standards; new practices can be added C It should be completely rewritten each sprint D It should never change once established

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Question 72 of 150

What does it mean for a Product Backlog to be 'ordered' by the Product Owner?

A Items are arranged by business value, risk, dependencies, and strategic importance, with the highest-priority items at the top B Ordering is not important in Scrum C Items are sorted alphabetically D Items are ordered by team member preference

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Question 73 of 150

A Development Team finishes sprint work early and asks the Product Owner for additional items. The PO provides a story from the middle of the Product Backlog. Should the team work on it?

A Yes, with clarification: the team should work on the highest-priority remaining items from the top of the backlog that they can complete in the time available B No; they should wait for the next sprint C No; they should work only on items from the top of the backlog D Yes; finishing early means they should pull more work

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Question 74 of 150

What is the relationship between the Product Increment and the Definition of Done?

A They are unrelated B The Definition of Done applies only to the final release, not increments C The Increment defines the Definition of Done for the next sprint D Every item in the Increment must meet the Definition of Done; the DoD is the quality standard for increments

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Question 75 of 150

A Product Owner is concerned that the Definition of Done is too strict and slowing down velocity. They want to remove some criteria. The Scrum Master should:

A Remove criteria temporarily and add them back later B Agree and remove the criteria to improve speed C Refuse and never adjust the Definition of Done D Coach the PO that relaxing quality standards creates technical debt; if velocity is a concern, the real issue is capacity or scope, not standards

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Question 76 of 150

What is the primary goal of Lean in software development?

A To implement strict process controls B To eliminate all process variability C To maximize customer value while minimizing waste, variability, and processing time D To reduce costs by cutting corners on quality

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Question 77 of 150

What are the Seven Wastes of software development in Lean thinking?

A Long meetings, slow computers, bad code, expensive tools, large teams, and documentation B Any work that takes more than a few hours C Agile ceremonies, testing, code review, architecture, and planning D Defects, unused features, delays, task switching, waiting, handoffs, and unclear requirements

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Question 78 of 150

A development team spends 3 days building a feature that stakeholders never use. In Lean terms, this is:

A A good investment to avoid future needs B Waste of the 'unused features' type; it consumed resources without creating value C The team's error for not building it better D Necessary to build a complete product

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Question 79 of 150

What is a Work in Progress (WIP) limit in Lean?

A The total number of employees on the team B The amount of backlog prepared for the next sprint C A cap on the number of items being worked simultaneously to improve flow, reduce context switching, and expose bottlenecks D A performance measure for individual productivity

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Question 80 of 150

How do WIP limits improve Kanban flow?

A They eliminate the need for planning B They force the team to work faster C They increase the number of active projects D They constrain work started, causing blockages at bottlenecks to become visible; this drives process improvement and smoother flow

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Question 81 of 150

What is a pull system in Lean software development?

A The Scrum Master pulls team members to meetings B The Product Owner pushes all work to the team at the start of the sprint C Customers pull products from the company D The Development Team pulls work from the prioritized backlog only when they have capacity, reducing handoffs and overloading

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Question 82 of 150

What is value stream mapping in Lean?

A A list of all features in the product B A map of team members' responsibilities C A visual representation of all steps in the development process, distinguishing value-adding steps from waste, to identify improvement opportunities D A Gantt chart for project scheduling

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Question 83 of 150

In Lean, what is Kaizen?

A A large, multi-month project to overhaul processes B A meeting to discuss project status C Continuous improvement through small, incremental changes and employee engagement D A type of defect in software

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Question 84 of 150

A Development Team notices they spend 20% of their time context-switching between different projects and 15% waiting for approval from stakeholders. From a Lean perspective, these are:

A Signs the team needs to work harder B Unavoidable in software development C Normal project management overhead D Wastes that reduce flow and productivity; the team should identify ways to reduce context-switching and streamline approvals

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Question 85 of 150

What is Little's Law in Lean software development?

A Law of diminishing returns B Leaders are smaller than followers C Small laws are easy to follow D Work in Progress = Throughput × Lead Time; this law predicts delivery based on team capacity, helping forecast when work will be completed

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Question 86 of 150

How does Lean's principle of 'respect for people' apply to software development teams?

A Empowering teams with autonomy, removing obstacles, and creating psychological safety enables them to contribute fully B It is not applicable in software development C People should be pushed to work harder D Respect is shown by strict oversight

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Question 87 of 150

A Lean team identifies that code review is taking 5 days on average, delaying releases. The root cause is the same specialist must review all code. From a Lean perspective, the best solution is:

A Hire faster reviewers B Skip code review to save time C Cross-train the team so multiple people can review, reducing the bottleneck and improving flow D Reduce code review quality

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Question 88 of 150

What is flow efficiency in Lean?

A The percentage of time spent on value-adding activities versus waiting, rework, and other waste B How quickly meetings are completed C The ratio of features to defects D The speed at which individual team members work

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Question 89 of 150

A company implements Kanban to improve software delivery. They set WIP limits for each workflow stage. They monitor lead time and cycle time. What Lean principle are they primarily implementing?

A Kaizen B Optimize the whole C Respect for people D Eliminate waste

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Question 90 of 150

How do Lean principles support Agile's iterative approach?

A Lean requires detailed upfront planning that conflicts with iteration B They don't; Lean and Agile are contradictory C They support different project types D By eliminating waste and variability, Lean enables faster iterations; by delivering frequently, Agile gets feedback that drives Lean improvements

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Question 91 of 150

A Scrum team is working on a feature and realizes halfway through that the approach has a major flaw requiring significant rework. In Lean terms, how should they handle this?

A Ask the Product Owner to change requirements B Continue with the flawed approach to avoid waste of discarding work C Bury the problem and release it anyway D Stop, pivot to the better approach, and treat the learning as part of the development process; the rework creates value by preventing customer-facing defects

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Question 92 of 150

What is the Kanban method and how does it relate to Lean?

A Kanban is only for manufacturing B Kanban replaces Agile C Kanban is a Lean implementation that visualizes work, limits WIP, and manages flow to reduce waste and improve delivery predictability D Kanban is a scheduling tool unrelated to Lean

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Question 93 of 150

A team member is in a meeting that is not moving toward any decision. From a Lean waste perspective, this represents which waste?

A Non-value-adding waiting or handoff delays B Waiting C Unused features D Task switching

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Question 94 of 150

How can a team use Lean to improve deployment frequency?

A Work longer hours B Identify bottlenecks in the deployment pipeline using value stream mapping; remove handoffs; automate; improve WIP flow C Deploy incomplete work D Reduce testing to save time

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Question 95 of 150

A team's average lead time for features is 8 weeks. Using Little's Law to improve it, which of the following would be most effective?

A Increase team size B Extend sprints C Increase the scope of features D Reduce WIP (from 12 items to 6), which proportionally reduces lead time per Little's Law

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Question 96 of 150

What is cycle time in Kanban?

A The time between meetings B The total project duration C The time from when work starts until it is completed, measured in days D The sprint duration

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Question 97 of 150

What is lead time in Kanban?

A The time from code commit to production B The sprint planning duration C The total time from when a request is made until the work is delivered D The time the team needs to prepare for a project

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Question 98 of 150

Which metric is more important to track in Kanban: cycle time or lead time?

A Lead time only B Neither; sprint velocity is more important C Both; they complement each other - cycle time helps the team optimize internal process; lead time shows customer value D Cycle time only

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Question 99 of 150

What is throughput in Kanban?

A The team's productivity rating B The number of items completed per unit time (e.g., items per week) C The amount of work remaining D The quality of completed work

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Question 100 of 150

A Kanban team has a cycle time of 10 days and completes an average of 2 items per day (throughput). What is their approximate lead time?

A Using Little's Law: WIP = Throughput × Lead Time; if cycle time is 10 days and throughput is 2 items per day, WIP is about 20 items; lead time is approximately 10 days plus any waiting B 2 days C 12 days D 5 days

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Question 101 of 150

What is a Cumulative Flow Diagram (CFD) in Kanban?

A A burndown chart B A visual chart showing the amount of work in each stage over time, helping identify bottlenecks and trend analysis C A list of all completed features D A diagram of team member roles

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Question 102 of 150

In a Cumulative Flow Diagram, if the 'Testing' band suddenly widens, what does this indicate?

A A bottleneck is forming in the testing stage; work is accumulating because testing is slower than development B The team is increasing testing quality C More features are being completed D The team is working faster

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Question 103 of 150

How should a Kanban team respond when they identify a bottleneck using Cumulative Flow Diagram analysis?

A Use Lean principles to improve the bottleneck stage: add resources, automate, reduce handoffs, or clarify acceptance criteria B Ignore it and continue working C Add more WIP limits D Skip that stage to reduce work

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Question 104 of 150

What is a Service Level Expectation (SLE) in Kanban?

A The level of service required from customers B The salary level for team members C A metric for team satisfaction D A commitment about delivery predictability, such as '85% of items will be completed within 10 days'

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Question 105 of 150

How is a Service Level Expectation calculated in Kanban?

A It is based on historical cycle time data, typically the 85th percentile of past items B It is set by the customer without team input C It is always 95% within 10 days regardless of data D It is arbitrary and based on team preference

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Question 106 of 150

A Kanban team has been tracking cycle time and notices the metric is increasing over the past 4 weeks. What should the team investigate?

A The team should ignore it as normal variation B The team is working slower and should be pushed harder C Potential causes: increased complexity of items, new bottlenecks, quality issues requiring rework, or scope creep; use process metrics to diagnose D The team's velocity is improving

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Question 107 of 150

How do WIP limits support Kanban metrics improvement?

A WIP limits only affect team morale B Reducing WIP limits reduces cycle time by improving focus and exposing bottlenecks that can then be addressed C WIP limits have no effect on metrics D WIP limits increase cycle time

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Question 108 of 150

What does flow-based forecasting in Kanban mean?

A Forecasting based on team member opinions B Using weather forecasts to predict delivery C Using historical cycle time and throughput data to predict when future work will be completed D Guessing when features will be ready

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Question 109 of 150

A Product Owner asks when a feature will be delivered. The Kanban team reviews their SLE and says 'Based on our Service Level Expectation, 85% of items are completed within 8 days.' Is this an appropriate response?

A Yes; but only if the customer is skeptical B Yes; it's honest, data-driven, and communicates uncertainty appropriately while setting expectations C No; the team is avoiding accountability D No; it's too vague and the PO needs a specific date

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Question 110 of 150

What is the relationship between reducing cycle time and increasing throughput?

A Reducing cycle time typically increases throughput because work moves faster through the system B One occurs without the other C They are unrelated D Increasing throughput always increases cycle time

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Question 111 of 150

A Kanban team's cycle time is highly variable (ranging from 2 to 20 days). What does this inconsistency suggest?

A The team's SLE is too strict B Work items are similar in complexity C The team is performing well D The process has high variability and unpredictability; the team should investigate sources of variability to improve predictability

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Question 112 of 150

How should a Kanban team determine appropriate WIP limits for each workflow stage?

A Set them arbitrarily to pressure the team B Change them every sprint C Make them unlimited to allow maximum flexibility D Use historical data on cycle time and bottleneck identification; start with conservative limits and adjust as the team improves

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Question 113 of 150

A Kanban team consistently hits their WIP limits in the 'Testing' stage. What is a recommended approach to resolve this?

A Remove the WIP limit for testing B Increase the WIP limit to allow more testing work C Cross-train developers to help with testing; invest in test automation; or clarify acceptance criteria to speed testing D Tell developers to develop slower

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Question 114 of 150

What does it mean if a Kanban team's throughput is stable but cycle time is decreasing?

A The team is completing the same amount of work faster, indicating process improvements are working B It's not possible to have stable throughput with decreasing cycle time C The team has reduced scope D The team is less productive

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Question 115 of 150

How do Kanban metrics support agile principles?

A They replace the need for collaboration B They apply only to waterfall projects C By providing transparency on delivery flow, enabling inspection of actual performance, and supporting data-driven adaptation D They don't; metrics are unnecessary in Agile

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Question 116 of 150

What is SAFe (Scaled Agile Framework)?

A A framework for scaling Agile across large organizations with multiple teams, programs, and portfolios B A replacement for Scrum C A Scrum framework for small teams D A method for waterfall project management

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Question 117 of 150

What is the primary difference between Scrum of Scrums and SAFe?

A SAFe only applies to software companies B Scrum of Scrums is a simple coordination approach; SAFe is a comprehensive framework with additional layers and practices for enterprise scale C They are the same thing D Scrum of Scrums is more complex

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Question 118 of 150

How do multiple Scrum teams coordinate work in a Scrum of Scrums setting?

A A representative from each Scrum team attends a coordination meeting to discuss dependencies, shared work, and integration points B All team members attend a single large standup C They don't; each team works independently D A single Product Owner manages all teams

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Question 119 of 150

What is Extreme Programming (XP) and how does it relate to Agile?

A An alternative to Agile B A project scheduling method C An Agile engineering discipline emphasizing pair programming, test-driven development, continuous integration, and design practices that improve code quality D A dangerous development practice to avoid

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Question 120 of 150

What is Test-Driven Development (TDD) in Agile?

A Testing by the QA team only B A method for managing test cases C Testing after development is complete D Writing automated tests before writing code, using tests to drive design and ensure quality

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Question 121 of 150

What is pair programming and what benefits does it provide?

A Pairing tasks with resources B Pairing team members for performance reviews C A method for splitting work between people D Two developers sharing one computer and coding together, improving code quality, knowledge sharing, and reducing defects

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Question 122 of 150

What is Continuous Integration (CI) in Agile development?

A Integrating code once per month B A type of project management C Merging branches before release D Developers integrate code frequently (multiple times per day), with automated builds and tests running immediately to catch issues early

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Question 123 of 150

What is Crystal (or Crystal Clear) methodology?

A A family of Agile methodologies adapted for different team sizes and criticality levels, emphasizing people and communication over processes B A method for making glass products C A competitor to Scrum D A scheduling tool

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Question 124 of 150

What is Feature-Driven Development (FDD)?

A An Agile method that organizes work around client-valued features, with short cycles (2-week iterations) and frequent delivery B A replacement for Agile C A method where the team focuses on one large feature at a time D A tool for feature tracking

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Question 125 of 150

What is Disciplined Agile (DA)?

A A type of waterfall methodology B A framework that combines Agile, Lean, and DevOps practices, offering choices at each phase to tailor approaches to organizational context C Forcing strict discipline on Agile teams D A role in Scrum

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Question 126 of 150

How does SAFe coordinate planning across multiple Agile Release Trains (ARTs)?

A A central Project Manager assigns work to each ART B Planning is done quarterly by executives C Each ART plans independently with no coordination D SAFe uses Planning Intervals (typically every 2 months) where all ARTs participate in synchronized planning to identify dependencies and align on portfolio goals

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Question 127 of 150

What is a Program Increment (PI) in SAFe?

A A quarterly financial report B A single sprint in a team C A fixed timebox (typically 8-12 weeks) where multiple Agile Release Trains plan, develop, and demonstrate value D A release to production

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Question 128 of 150

What is the role of a Release Train Engineer (RTE) in SAFe?

A Managing deployment to production B Writing release notes C Building railroad engines D A servant leader who facilitates ART ceremonies, manages dependencies, removes blockers, and coaches teams on SAFe practices

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Question 129 of 150

How do Agile frameworks handle distributed teams versus collocated teams?

A They are identical; location doesn't matter B Agile only works for collocated teams C Distributed teams benefit from extra documentation and asynchronous communication; collocated teams leverage osmotic communication and real-time collaboration D Distributed teams should use waterfall

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Question 130 of 150

What is DevOps and how does it complement Agile methodologies?

A A method for managing hardware B A replacement for Agile C A culture and practice of breaking down silos between development and operations to enable fast, reliable continuous delivery D A tool for bug tracking

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Question 131 of 150

What is a potential challenge of scaling Agile to a large organization?

A Scaling is impossible B Managing dependencies between teams, maintaining culture and values, coordinating releases, and balancing autonomy with alignment are key challenges C Large organizations should not use Agile D Agile frameworks eliminate all challenges

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Question 132 of 150

How should an organization choose between Scrum, Kanban, or a scaled framework like SAFe?

A Choose based on the CEO's preference B Consider team size, product type, change frequency, and organizational complexity; small teams may use pure Scrum; flow-focused work may use Kanban; large orgs may use SAFe C Mix all frameworks randomly D All organizations should use Scrum

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Question 133 of 150

What is the relationship between Agile frameworks and Agile principles?

A Frameworks replace principles B Frameworks and principles are unrelated C Principles are optional in frameworks D Frameworks are implementations of Agile principles; principles are the foundation; frameworks provide structure and practices to live the principles

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Question 134 of 150

What is a key differentiator between Scrum and Kanban in terms of structure?

A Kanban has no structure B Scrum uses fixed sprints and ceremonies; Kanban uses continuous flow with WIP limits and flow-based metrics C Scrum is only for software D They are identical

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Question 135 of 150

How does Lean Startup principles relate to Agile frameworks?

A Lean Startup replaces Agile B Both emphasize rapid iteration, feedback, learning, and validated assumptions; Lean Startup focuses on product-market fit; Agile frameworks manage development C Only startups use these principles D They are unrelated

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Question 136 of 150

What are the four values of the Agile Manifesto?

A Individuals and interactions over processes and tools; working software over documentation; customer collaboration over contract negotiation; responding to change over following a plan B Speed, cost, quality, and schedule C Scrum, Kanban, XP, and Crystal D Requirements, design, code, and test

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Question 137 of 150

What are the twelve Agile Principles?

A Principles cover customer satisfaction, welcome change, frequent delivery, collaboration, motivated teams, face-to-face communication, working software as progress, sustainable pace, technical excellence, simplicity, self-organization, and reflection B There is no standard list of principles C There are only four principles D Principles are company-specific

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Question 138 of 150

How should a project manager decide between an Agile approach and a waterfall approach?

A Flip a coin B Consider requirements stability, change tolerance, risk profile, stakeholder involvement, and product complexity; Agile suits uncertain, change-prone projects; waterfall suits well-defined, stable projects C Always use Agile D Always use waterfall

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Question 139 of 150

What is a hybrid Agile-Waterfall approach and when should it be used?

A A hybrid approach applies waterfall to stable aspects (infrastructure, architecture) and Agile to changeable aspects (features, UX); useful for large projects with mixed uncertainty B It is the same as pure waterfall C It is the same as pure Agile D It is never appropriate to mix methodologies

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Question 140 of 150

How should contracts be structured for Agile projects?

A Use penalty clauses for scope changes B Use fixed-price contracts with detailed upfront requirements C Use time-and-materials or value-based contracts that accommodate evolving requirements; define outcomes and success criteria rather than fixed scope D Agile projects should not use contracts

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Question 141 of 150

What Agile metrics should be avoided or used with caution?

A All metrics are equally valuable B Velocity should not be used to compare teams; individual productivity metrics discourage collaboration; metrics should focus on team outcomes and flow, not individual work C Metrics are unnecessary in Agile D Teams should track all possible metrics

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Question 142 of 150

How should Agile teams handle compliance and regulatory requirements (e.g., medical devices, financial services)?

A Use waterfall instead of Agile B Build compliance activities into ceremonies and Definition of Done; document decisions and traceability; use regulatory requirements to inform backlog; maintain transparency C Ignore compliance until the end of the project D Agile is incompatible with compliance

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Question 143 of 150

What is servant leadership in Agile and how should it be practiced?

A Leaders make all decisions and the team follows orders B Servant leaders empower the team, remove obstacles, facilitate problem-solving, and coach for growth rather than directing work C It is a role title with no real meaning D Servants do all the work

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Question 144 of 150

How should an Agile team respond when the Product Owner is unavailable for extended periods?

A The team cannot proceed without the PO B The Scrum Master becomes the PO temporarily C Designate a proxy PO with clear decision-making authority; ensure the backlog is well-refined so the team can proceed independently; reduce impact through planning D Wait indefinitely for the PO to return

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Question 145 of 150

What is a retrospective anti-pattern and how should it be addressed?

A Retrospectives are optional B Retrospectives should only focus on speed C All retrospectives are productive D Anti-patterns include: only positive feedback (no real issues), blame-focused discussions (defensiveness), no follow-through on actions, and Scrum Master dominating; address through facilitation skills and psychological safety

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Question 146 of 150

How should Agile teams manage technical debt?

A Track technical debt as backlog items; allocate time in each sprint to address it; refactor proactively; make trade-offs explicit with the Product Owner B Ignore technical debt and focus on features C Rewrite the entire codebase every year D Technical debt does not exist in Agile

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Question 147 of 150

What is the role of documentation in Agile projects?

A Never document anything B Agile requires minimal documentation C Documentation should be just-sufficient for current needs and maintainability; prioritize working code and conversation over comprehensive documentation, but document decisions and architecture D Document extensively before development

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Question 148 of 150

How should an Agile team handle external stakeholders who want detailed project schedules?

A Never communicate with stakeholders about schedule B Refuse to provide schedules C Provide a roadmap based on priorities and SLEs from historical data; explain that detailed schedules create false precision; offer to show progress transparently D Create a detailed waterfall schedule to appease them

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Question 149 of 150

What is the relationship between Agile and organizational culture?

A Agile is independent of culture B Agile requires cultural shifts: trust, empowerment, transparency, and learning mindset; misalignment between Agile practices and culture leads to failure C Culture is irrelevant to success D Only certain cultures can be Agile

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Question 150 of 150

How should an Agile organization measure success?

A Only by velocity or burndown B Success is unmeasurable C Combine leading indicators (velocity, flow metrics, quality) with outcome metrics (customer satisfaction, business value delivered, time-to-market) and team health (morale, retention) D By comparing teams to each other

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PMBOK 7 - Agile Frameworks