An agile coach is facing a dilemma: On one hand, there is a requirement that is vital and will consume all capacity of the team. On the other hand, there are some chore-related tasks that will improve the team's ability to produce results. The team insists on implementing these tasks since they will increase efficiency.
What should the agile coach do?
An agile team lead noticed their team’s velocity was slowing down. They did not deliver a working software during the last iteration and there have been miscommunications between team members.
What should the agile team lead do at the end of this iteration?
Conversation transcript between the customer and the product owner (PO):
Customer: I am requesting a calendar feature for scheduling and reminding of upcoming releases that we can manage. We also need the calendar to indicate quarterly metrics deadlines, code freeze dates for financial close, and things like that.
PO: My understanding is that this is for tracking project deadlines. Would you need to see the project deadlines on your phone calendar?
Customer: Yes. I need to see a single snapshot on my phone. So, is it possible for me to connect my phone to this calendar app?
PO: Let me write up the requirements and get the development team on board with the deadlines. What phone do you own?
Customer: I own an Android phone, but I also need integration with the Apple phones.
Identify three minimum viable product (MVP) items. (Refer to Conversation transcript between the customer and the product owner (PO). Choose three.)
A mobile application project is halfway through development. The team reaches a stabilized velocity after 8 iterations. The sprint duration is two weeks and requirements assigned by the product owner are not changing frequently.
What is the estimated time remaining for the project?
The agile lead is told by executive leadership that the team needs to work faster because the release date has been moved up three months. The agile lead communicates the updated timeline to the team. One of the junior team members objects and feels the timeline is unrealistic.
What should the junior team member do?
A team is transitioning from a predictive approach to an agile approach Historically, the team has delivered work products that did not meet customer expectations.
What agile practice can help the team to alleviate this?
An agile team is struggling with an issue. A team member mentions that another team had a similar issue that was resolved, but lessons learned documents are unavailable.
What should the agile practitioner do?
A senior manager has asked an agile team to ensure that the data for the burndown charts are updated in real-time. However, the team is not comfortable with this approach as they think this is not productive.
What should the scrum master do?
An agile team consisting of eight members is in their 11th iteration of a project. In the last iteration, the team was not able to complete every scope item it had committed to before the demonstration.
Which approach should the agile lead take?
An agile team consisting of eight members is in their 11th iteration of a project. In the last iteration, the team was not able to complete every scope item it had committed to before the demonstration.
Which approach should the agile lead take?
A newly formed scrum team wants to foster an environment of transparency and experimentation. The team decides to use a Kanban board to record and track encountered impediments Emphasis is placed on how issues are resolved and the strategies for preventing them in the future Over time what will be the result of this approach?
TESTED 22 Aug 2025
The project is halfway through development.
The team has reached a stable velocity after 8 iterations.
Each sprint duration is two weeks.
Since the project is halfway completed, an equal amount of work remains.
If 8 iterations have been completed, 8 more iterations are required to complete the project.
Each iteration (sprint) lasts 2 weeks.
8 iterations × 2 weeks per iteration = 16 weeks.
16 weeks = 4 months.