Test(120 questions) CIS-525

a

product quality process

b

project estimating process

c

risk management process

d

continuous improvement process

a

a pre-mortem

b

fishbone diagram analysis

c

kaizen

d

variance analysis

a

a prediction of work duration that does not compensate for interruptions that may occur

b

a prediction of work duration that takes into account interruptions that may occur

c

the amount of time that the team agrees it should take to complete an average story point given the team's velocity

d

the budgeted amount of time that the team adjusts to reflect updates made to the story board

a

cycle time

b

work in progress

c

defect rate

d

velocity

a

when there has been a retrospective following each iteration

b

when team members have urgent priorities and all project issues have been previously addressed

c

if senior management prefers to have documented feedback instead

d

None of the above are reasons to skip the project retrospective.

a

through the acquisition of skills by individual team members

b

through an increased return on investment

c

through the accountability and shared responsibility of the entire group

d

through the mentoring of inexperienced team members by those with more experience

a

The team could develop its own story point scale to measure the relative size of user stories.

b

The team could use a story point scale based on industry standards to estimate the relative difficulty of the user stories.

c

The team could apply the story point scale from another team to its work.

d

The team could assign only experienced workers to tasks.

a

cost, compliance, or market conditions

b

expenses and product users

c

cost and end users

d

marketing, promotion, and end users

a

asynchronous one-way communication

b

coincident one-way communication

c

asynchronous two-way communication

d

coincident two-way communication

a

Because Agile teams implement working products in much shorter increments, they can apply verification and validation techniques on a less-frequent basis.

b

Verification is a quality-testing process that relies on external stakeholders to test products.

c

Validation enlists end users and customers to test the product to see that it works as they envision it to.

d

Validation is a quality-testing process that relies on the project team to test products.

a

creating a timebox

b

performing variance analysis

c

playing Planning Poker

d

completing a MoSCoW analysis

a

because the members of an Agile team understand their roles and how iterations will progress

b

because the role of an Agile team leader is not to direct team members

c

because short iterations don't allow an Agile team leader enough time to monitor a project

d

because project work should not be micro-monitored since the processes used differ from one iteration to the next

a

Unleash creativity and innovation by recognizing that team members are the ultimate source of value, creating an environment where they can make a difference.

b

Improve effectiveness and reliability through documented strategies, processes, and practices.

c

Increase return on investment by making continuous flow of value the focus.

d

Deliver reliable results by engaging customers only when necessary.

a

Doing Agile requires understanding Agile practices; being Agile involves implementing Agile practices.

b

In adaptive leadership, the leader acts as a facilitator to the team, rather than as a manager or director of the team.

c

Empathy is the ability to work together to reach a common goal.

d

On highly collaborative Agile teams, the aim of negotiation should be ensure that team members voice their opinion but concede to the party with the most valid argument.

a

Scrum projects contain guidelines to help reduce confusion and distraction that could derail progress.

b

Scrum projects employ cycles of frequent testing and feedback.

c

Scrum projects establish customer requirement up front and then monitor and control the project until completion.

d

Scrum projects do not use sprints in the product development cycle, in favor of less rigorous framework.

a

popcorn

b

freewheeling

c

card deck

d

round robin

a

a defect rate

b

a spike

c

an escaped defect

d

a corrective action

a

The team must accept that product cost and time-to-market will be greater.

b

Success will require more effort and focus on better communication and information distribution techniques.

c

Agile will not be the best approach for accomplishing the project.

d

The product owner must develop additional management processes.

a

Planning Poker

b

the Five Whys

c

t-shirt sizing

d

internal rate of return

a

execute the work

b

create timeboxes

c

perform a daily standup

d

plan an iteration

a

Progressive elaboration provides detailed plans of story boards that lead to specific insight as to how iterations should be planned.

b

Progressive elaboration organizes a project at a high-level and lets the details of the project evolve over time.

c

Progressive elaboration communicates ideas, verifies design assumptions, and validates project concepts, which minimizes uncertainty by allowing users to "see" what the product will do.

d

Progressive elaboration adds requirements to the product backlog as the project nears the release date to prepare for subsequent releases.

a

It creates complete, innovative, and reliable products that can be released to the market sooner.

b

It ensures that the product meets the team's needs.

c

It limits new ideas from stakeholders to ensure product consistency.

d

It helps establish project requirements up front.

a

Scrum teams should include no fewer than five members and no more than nine members.

b

Daily scrums provide status updates to team members.

c

The Scrum process begins with a product vision and detailed customers requirements.

d

Sprint planning meetings are open forums in which any interested party can participate.

a

story maps

b

earned value management

c

burn charts

d

cumulative flow diagrams

a

The product owner may be overworked.

b

The organization may have too many ways of collecting requirements.

c

The requirements may be incorrectly prioritized.

d

The requirement descriptions may be too vague or too descriptive.

a

Insist that rolling wave planning would be a better fit for a Scrum project.

b

Agree to use progressive elaboration but secretly use rolling wave planning instead.

c

Agree with his superior as rolling wave planning is a form of progressive elaboration.

d

Ask his superior to consider rolling wave planning but abide by whatever decision his superior insists on.

a

one month in length

b

one to four weeks in length

c

four to eight weeks in length

d

five to ten days in length

a

processes

b

people

c

plans

d

technology

a

test-driven development

b

continuous integration

c

frequent verification

d

six sigma

a

information sinks

b

information radiators

c

information boards

d

common rooms

a

product roadmap

b

sponsorship document

c

project charter

d

product budget

a

to specifically solve team member problems

b

to encourage each team member to provide an accurate in-depth progress report

c

to limit the need for visual displays or story boards

d

to make sure communication is among the team, not to the product owner

a

Emotional intelligence

b

The planning game

c

Refactoring

d

Brainwriting

a

22 days

b

28 days

c

6 days

d

50 days

a

taking notes to ensure he has heard correctly

b

listening without thinking about a response

c

maintaining eye contact

d

asking clarifying questions

a

a dramatic increase or decrease on a burndown chart

b

a graphic representation of the product backlog that shows interdependencies of risks

c

a section of the project charter that lists potential problems that could occur

d

an experiment that looks for potential risks or issues in the structural, foundational, or technical aspects of a project

a

A collaborative environment and good negotiating skills can eliminate the potential for conflict between stakeholders.

b

Conflicts will inevitably arise whenever individuals work as closely together as Agile practitioners do.

c

Agile teams must create an environment where conflicts can be identified and resolved quickly.

d

Conflict resolution is an interpersonal skill.

a

the ordering of the stories in a product backlog based on the value that they bring to the project

b

the ordering of iterations that ensures project phases are executed in order of importance

c

the arrangement of Agile project requirements to satisfy the product owner

d

a method for developing useful user stories

a

PMI®'s Code of Ethics and Professional Conduct

b

the project charter

c

The Agile Manifesto

d

the project release plan

a

customer-valued prioritization

b

financial regulation

c

compliance

d

legal prioritization

a

Team members should select tasks from the tasks list that will be most easy and enjoyable for them to complete.

b

Team members should try to resolve conflicts themselves before engaging an Agile team leader.

c

Team members with experience handling difficult tasks should assume responsibility for all of these tasks to help the team complete iterations on time.

d

Team members that are effective at handling long or difficult tasks should be assigned to handle these types of issues.

a

Teams may choose to use a technique called fail late in which they get highly risky stories out of the way first so that any problems that might happen will occur late in the process when the team has time to fix them.

b

To prioritize user stories based on risk, a team may develop a risk score for each iteration.

c

Calculating risk scores is a highly subjective process that should yield results that provide "close-enough" approximations for prioritization.

d

Managing risk is a core project management process.

a

an Agile coach

b

the product sponsor

c

the team leader

d

his department manager

a

The team can begin work on the next product increment.

b

The increment is ready for implementation.

c

The product is ready for customer use.

d

whatever team members and stakeholders collectively decide

a

working products over comprehensive documentation

b

individuals and interactions over processes and tools

c

customer collaboration over contract negotiation

d

following a plan over responding to change

a

Agile metrics should be simple, easy to collect, and easy to analyze.

b

Every metric should have a target to show what success looks like.

c

A team should establish a target before they begin collecting any data.

d

Metrics should lead to obvious conclusions and drive appropriate behavior.

a

The scope creep could have a negative effect on other project parameters.

b

John will override the role of the product owner, disrupting authority and communication.

c

The customer will not like the final product when it is released.

d

Daily stand-ups will not be effective forums of communication.

a

story map

b

wireframe

c

model

d

persona

a

a daily standup

b

an iteration retrospective

c

an iteration review

d

a wrap-up

a

Ingrid is using Scrum.

b

Ingrid is using Lean Software Development.

c

Ingrid is using a combination of XP and Scrum.

d

Ingrid is not employing an Agile methodology.

a

thoroughly outlines plans and processes, allowing team members to focus on tasks

b

uses frequent stakeholder feedback to achieve cost and time savings

c

supports innovation through individual team member work

d

fosters continuous innovation and adaptation

a

an estimate of the effort required to satisfy customer requirements

b

time-delineated development cycles

c

a list of prioritized customer requirements that the team and product owner choose from to determine which customer needs will be met in an iteration

d

the amount of work that a team can complete in a given amount of time (usually one iteration)

a

only completed work

b

completed and partially completed work

c

complete, partially completed, and incomplete work

d

all remaining story points

a

give team members a forum to discuss problems in depth

b

recommit team members to the project as a team

c

communicate the project status and discuss any obstacles

d

set the day's direction

a

burndown chart

b

burn-up chart

c

story board

d

Kanban board

a

solves problems for the team

b

sets the project direction

c

describes and delineates roles on Agile projects

d

prevents scope creep on projects

a

a user story with an internal rate of return IRR of 10%

b

a user story with an internal rate of return IRR of 0%

c

a user story with an internal rate of return IRR of 20%

d

a user story with an uncertain IRR

a

determine the objective risk level associated with user stories

b

calculate how long high-risk user stories will take to implement

c

subjectively develop a close-enough approximation for prioritization

d

decide whether user stories are correct

a

A risk burndown graph is used to visually track the amount of risk left in a project.

b

A risk burndown graph can be created after risk scores are calculated for each user story.

c

As user stories are implemented the associated risks are either resolved or avoided.

d

The expected downward trend of the chart illustrates that the number of risks resolved or avoided in an iteration increase as work progresses.

a

The Agile team will need to budget more time given the experimental nature of adapting to changes.

b

An Agile team can minimize planning and monitoring activities.

c

Adapting to variations helps to complete iterations but causes problems when the project to be done will change.

d

Adapting to variation results in a different product and less customer value.

a

A Kanban board shows the potential risks that could occur in each phase of a project.

b

A Kanban board is a type of story board that lists the user stories in each phase of a project.

c

The terms Kanban and task board are not interchangeable and have different meanings and uses.

d

Kanban boards show how much work will be involved in the current phase of the project but cannot show the work to be completed over the project lifecycle.

a

Collaboration

b

Negotiation

c

Conflict resolution

d

Servant leadership

a

iteration

b

project

c

story board

d

release

a

Risk-based spikes should be used sparingly because they do not deliver customer value.

b

A spike is an experiment used to acquire information and understand complex issues.

c

Risk-based spikes should capture just enough information to resolve any uncertainty.

d

A risk-based spike allows a team to analyze the benefits associated with a user story.

a

incremental development

b

validation

c

verification

d

continuous integration

a

a wireframe

b

osmotic communication

c

a pre-mortem

d

exploratory testing

a

internal rate of return

b

net present value

c

return on investment

d

relative benefit value

a

the ability to balance flexibility and stability

b

the ability to predictably operate and profit in a stable business environment

c

the practice of determining and executing team requirements

d

the ability to predict and act on user stories quickly and effectively

a

a rough sketch with text descriptions that explain how the product will function

b

a list of prioritized customer requirements

c

a graphic representation that shows how individual user stories are combined to create a solution

d

a two-to-five year vision that describes what you would like the product to do and when you would like it to be done

a

earned value management

b

Kano analysis

c

fishbone diagram analysis

d

value stream mapping

a

information sinks

b

story boards

c

progress boards

d

product roadmaps

a

requirements review

b

the learning cycle

c

compliance

d

an intraspective

a

It relies on the knowledge and experience of team members to rank-order the user stories in a project.

b

Once the team lays out the user stories of the product backlog, team members collectively discuss how best to re-order the stories so that there is consensus as to where each story belongs.

c

If there is disagreement during the ordering process, the team discusses the discrepancy to gain a common understanding, and then returns to the silent ordering process.

d

At the end of the affinity estimating process the team can quickly estimate the number of story points in each iteration.

a

retrospective

b

product roadmap

c

project charter

d

user story

a

Real time is used in Agile projects, while ideal time is used in Waterfall projects.

b

Ideal time accounts for interruptions; real time does not account for interruptions.

c

Ideal time does not account for interruptions; real time accounts for interruptions.

d

Ideal time is an estimate of how long a team thinks a task will take; real time measures the amount of time that a task actually took.

a

an estimation technique in which teams use pre-labeled cards to express work estimates

b

estimates of the effort required to satisfy customer requirements that are scaled in relation to other requirements

c

an estimation technique in which team members jointly discuss user stories, then individually estimate the amount of work needed to complete the stories

d

an estimating technique that asks team members to silently order user stories before estimating the amount of work they could complete in an iteration

a

retrospective

b

review

c

stand-up

d

iteration

a

net present value

b

a cost-benefit ratio

c

an accounting benefit rate

d

earned value management

a

Extreme Programming

b

Feature-list Development

c

Crystal

d

Feature-driven Development

a

a visual mock-up that developers use to verify design concepts and test functionality with users

b

fictional characters that represent the users of a product

c

the act of using models on projects to illustrate relationships among project elements

d

the process of making assumptions about how a role or model will interact with a product

a

traditional, sequential project management

b

a form of project management and product development based on a process of incremental and iterative improvements

c

an approach characterized by handling projects concurrently using product teams

d

a form of project management that establishes customer requirements up front and then monitors and controls the project plan until complete

a

Agile project teams should be staffed first with specialists to ensure that the team has all the necessary skills to complete the project.

b

Team members should refer to iteration planning when developing solutions as finding new ways of meeting goals inevitably decreases velocity.

c

Teams should clarify project boundaries but allow the definition of "done" to change and allow multitasking to increase team cohesion and velocity.

d

Organizations should encourage team members to explore options and make it clear that this exploration occurs without repercussions.

a

increase productivity

b

deliver predictable results

c

control creativity and innovation

d

improve effectiveness and reliability

a

the planning game

b

continuous integration

c

pair planning

d

the kick-off

a

an iteration

b

a burndown chart

c

a release

d

a timebox

a

Value stream maps show the amount of work completed and the duration of work in each project phase.

b

Burn charts show project trends over time but they don't provide a sense for how work is progressing within a life cycle.

c

Cumulative flow diagrams are area charts that show the progress of each part of a project life cycle.

d

Story maps show the interdependencies of user stories in a project.

a

Relative prioritization ranks the product backlog into specific detailed categories.

b

Relative prioritization helps to rank the product backlog into simple high-level categories, which may be further refined as necessary.

c

Relative prioritization is a method of determining which user stories can be disregarded.

d

Relative prioritization is a method of prioritization that incorporates both customer-valued prioritization and financial prioritization techniques.

a

the amount of time remaining before an iteration will be completed

b

the amount of risk remaining in the product backlog

c

how much risk can be completed in one iteration

d

what will happen if the team fails to complete the project

a

iteration results

b

customer requirements

c

fictional representations of the users of a product

d

estimates of perceived value

a

Each spike looks at a segment of the burn chart to determine progress.

b

Risk-based spikes investigate benefits associated with user stories.

c

A risk-based spike uses timeboxed experiments to investigate risks associated with user stories to further discussions and make decisions.

d

A risk-based spike allows the team to discuss how well they worked together to create the product and what improvements they could make.

a

MMFs

b

NPV

c

VOC

d

WIP

a

Affinity estimating allows teams to combine user stories into groups of similar size.

b

Affinity estimating often uses a Fibonacci sequence to estimate stories.

c

Affinity estimating allows team members to estimate stories they have an affinity for.

d

Affinity estimating is a specific form of Wideband Delphi.

a

during iteration retrospectives

b

during iteration reviews

c

during daily stand-ups

d

during iteration planning meetings

a

It shows how much work is in each step of a process at any one point in time.

b

It shows all of the steps in a process as an integrated series.

c

It helps expose non-value-added work and inefficiencies.

d

It helps teams evaluate each task for customer value.

a

progressive elaboration

b

exploratory testing

c

external rate of return

d

compliance

a

an iteration review

b

a daily scrum

c

a scrum retrospective

d

a scrum of scrums

a

Personas describe generic roles for the prototypical users of a product.

b

The goal is to identify one persona to represent the perfect user of a product under development.

c

After creating and verifying personas, the team can then make decisions based on the persona rather than convening with individual users to validate work.

d

Persona descriptions allow the team to make certain decisions and assumptions about how a user will interact with a product.

a

must be completed in detail before a project charter can be initiated

b

could be progressively elaborated as the Agile project continues

c

are not relevant to Agile projects because these projects adapt as needed

d

should specify how many iterations a project can include

a

to help a development team understand which parts of a product are working and which parts need to be modified

b

to provide a standard for use in relative prioritization

c

to enhance negotiation among team members

d

to demonstrate work-in-progress results to ensure continued funding of a project

a

release cycle

b

product roadmap

c

iteration retrospective

d

burndown chart

a

thirty minutes

b

fifteen minutes

c

ten minutes

d

as much time as possible

a

a detailed description of deliverables

b

customer and stakeholder names

c

team member names

d

iteration lengths

a

adaptive leadership

b

servant leadership

c

collaboration

d

emotional intelligence

a

Conflict resolution discourages conflicts from arising during collaboration.

b

Conflict resolution ensures that conflict is dealt with during iteration reviews and retrospectives.

c

Conflict resolution enables team members to understand their feelings and the feelings of others.

d

Conflict resolution skills allow conflicts to be identified and resolved quickly.

a

a burn chart

b

an information radiator

c

a wireframe

d

a risk-based spike

a

no

b

some

c

a lot of

d

only

a

continuous testing

b

continuous integration

c

small releases

d

design refactoring

a

backlog grooming

b

iteration planning

c

timeboxing

d

making a story board

a

the item with a NPV of $5000

b

the item with a NPV of $2000

c

the item with a NPV of - $1000

d

the item with a NPV of zero

a

DSDM

b

FDD

c

AUP

d

XP

a

product backlog

b

control sheet

c

scrum

d

burndown chart

a

refactoring

b

verification

c

continuous integration

d

validation

a

10%

b

30%

c

$500

d

50%

a

five user stories per iteration

b

six user stories per iteration

c

eight user stories per iteration

d

seven user stories per iteration

a

the team, stakeholders, and senior management

b

the team

c

the project manager

d

the product owner

a

designing the code

b

initially testing the code

c

correcting problems

d

shipping to the customer

a

the project scope

b

the priorities for completing the work

c

the number of iterations used to complete the work

d

the project budget

a

set project boundaries but allow the boundaries to fluctuate

b

maintain a constant flow of communication

c

provide accountability and team guidance

d

provide instructions and assign tasks

a

Agile projects are designed to be informal so additional communication tools and techniques should be developed to drive activities.

b

Agile tooling is helpful for reporting project progress to stakeholders and keeping the team integrated.

c

Information radiators should not include accomplishments from the previous day or week.

d

Team members not co-located cannot benefit from osmotic communication.

a

Agile teams do not move through the analysis and design phases quickly because they can only commit to as much work as they can complete in an iteration.

b

An Agile team spends a lot of time trying to analyze every possible scenario that could arise to prevent surprises as the project is progressively elaborated.

c

Each user story in an Agile product backlog is written with as much detail as possible so the team can move directly into executing project work.

d

The start of each iteration is the best time to analyze and design project solutions because that is when the project team revalidates requirements.