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| Section | Weight | Objectives |
|---|---|---|
| Product Management | 19% | - Requirements elicitation and refinement - Value measurement and validation - Backlog management and prioritization - Product vision and roadmap |
| Agile Delivery | 28% | - Planning, monitoring and adapting - Agile methodologies and frameworks (Scrum, Kanban, Lean, XP, etc.) - Quality and continuous delivery - Iterative and incremental delivery |
| Agile Leadership | 25% | - Servant leadership and team empowerment - Stakeholder engagement - Adaptive leadership - Collaboration and communication |
| Agile Mindset | 28% | - Agile principles and values - Mindset shift and culture - Continuous improvement - Value-driven delivery |
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NEW QUESTION # 408
What should a team consider when calculating the effort needed to complete a product backlog?
Answer: A
Explanation:
You always have to consider additional matters such as risk or others so a buffer is an option to be considered during the iteration.
NEW QUESTION # 409
During a Kanban team's daily stand up, an agile coach observes that the team seems disinterested in the work status. While it appears that there are no issues with flow, there is a marked lack of attention to team effort. When the agile coach queries the team for reasons, members explain that work continues to be scheduled with no end in sight.
What should the agile coach do?
Answer: D
Explanation:
Celebrate team successes and support and bridge building activities with external groups. Create upward spirals of appreciation and good will for increased collaboration.
NEW QUESTION # 410
An employee just received an Agile certification and has been promoted to team leader. They are working on a project that is experiencing issues with late deliverables. After monitoring project progress, they notice that one impediment is continuously repeated at start of each phase, affecting team's productivity. How should the team leader exhibit servant leadership?
Answer: D
NEW QUESTION # 411
During a project ' s last iteration, an agile team struggled with a feature ' s delivery due to the lack of a required skill. The project has already incurred a five-day delay. A further delay of at least 10 days is anticipated.
What should the agile project leader have done to avoid this situation?
Answer: D
Explanation:
The correct answer is D - Ensured that the team was comprised of cross-functional, generalized specialists.
Agile teams are expected to be cross-functional and self-sufficient. A lack of a required skill that halts progress typically points to an improperly constructed team. Building teams with broad (T-shaped) skills ensures they can collectively deliver value without external dependencies.
From the PMI Agile Practice Guide:
"Agile teams are ideally composed of cross-functional members who have both depth in a specialty and breadth across disciplines. This enables the team to self-organize and deliver complete increments of value." (PMI Agile Practice Guide, Section 4.1 - Building Agile Teams) Mike Griffiths elaborates:
"Agile favors generalized specialists or T-shaped professionals who can collaborate across functions. This improves agility, resilience, and continuity within iterations." (Mike Griffiths, PMI-ACP Exam Prep Book, Chapter 4 - Team Performance) Why the other options are insufficient:
* A is a reactive strategy; proactive skill assessment is preferred.
* B may delay critical features unnecessarily.
* C creates external dependencies, which agile seeks to avoid.
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NEW QUESTION # 412
DRAG DROP
All the developers on a project team are working offshore in a different time zone, resulting in many issues.
Match the issues to the agile practitioner's recommendations for resolutions below. (Drag the Problems/Issues on the left to the box in the center, corresponding to the correct Recommendations for Resolution on the right)
Answer:
Explanation:
NEW QUESTION # 413
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