PMI-200 PMI Agile Certified Practitioner (PMI-ACP) Question and Answers

Sort the stories in the backlog by descending story points and release the stories at the top of the list equal to the team's velocity.

Prioritize the most valuable product features in the backlog first.

Determine the features with the highest risk and release those first.

Determine which features comprise the smallest feature set that could be successful in the market and establish viability of the product.

Escalate the concern to the project sponsor for necessary action

Adjust the feature to make it work as needed

Work directly with the customer to arrive at a suitable compromise

Log this into the risk register and inform the team at the next standup meeting

The increase in velocity and cost

A buffer in the sprint to mitigate unexpected risks

Assigning extra points to each task to allow time for changes

Stories describing infrastructure tasks and analysis tasks

Talk with the old project manager to learn about the problems they encountered and the lessons learned.

Suggest organizing a meeting in order to analyze the situation and work to find a strategy.

Analyze all defects and change requests carefully to understand their root causes and act accordingly.

Suggest an iterative approach including timely engagement of all key stakeholders and hold regular review meetings.

Expand the Scrum Master's role to other projects, while allowing them to support the current project.

Release the Scrum Master, since the team is adequately skilled with agile practices.

Expand the product owner's role to serve as the Scrum Master, while providing additional product knowledge.

Increase the functional manager's role to act as the Scrum Master, while providing additional information about functional areas.

Ask the developers to keep their estimation so that the team is transparent with their level of understanding of work.

Agree with the team to keep their estimation as the final number of story points will be the average of all team members.

Propose to consider the estimations of only senior developers and have the junior developers learn from them.

Encourage the team to keep their estimation as this will help surface different constraints and assumptions that others might have missed.

Negotiate with the project director to reduce the types of tests for which they need details to reduce the impact of this request.

Escalate this as an issue to the executive project sponsor for a decision because it will impact the ability of the team to deliver the product on time.

Ask the test manager to provide a detailed estimate of the time required to write the plan for the solution and their capacity for the remainder of the week.

Ask the team to put their work on hold and collaborate on the documentation because it can be completed quicker if everyone shares the work.

Tell the technical lead to do the testing

Facilitate an open and focused team discussion that reinforces team agreements

Ask the team manager to advise the technical lead that all tasks are important

Encourage the team to take ownership of the delivery

Increase the duration of iterations to minimize the frequency of priority changes that are distracting the team.

Reduce the duration of iterations so that the product owner can reprioritize work to ensure business value alignment.

Increase the level of effort in testing to ensure that all defects are identified and properly documented so they can be resolved before the end of the iteration.

Implement a spike lo enhance creativity by experimenting with new techniques and process ideas in order to discover more efficient and effective ways of working

Obtain executive team buy-in by conducting a meeting to present the advantages of agile principles and processes.

Issue a memo of understanding that agile principles should be implemented for all new projects.

Introduce agile principles and processes, then make the change an experiment to obtain buy-in.

Require all staff and management to attend agile training and adhere to its principles.

Release the minimum viable product (MVP) to a group of customers and end users for their feedback.

Build a prototype and review it with the targeted customer segment for their feedback.

Invite a group of customers and end users to the biweekly demos to obtain feedback.

Release the prototype of the software for 6 months to a pilot group of customers for feedback.

Commit to a specific feature set for delivery

Explain that a commitment will be provided after planning

Have the team estimate in story points to commit to a specific set of features

Use the team's historical velocity to calculate a range of features that can be delivered

The project's total number of story points.

Product releases and what will be included.

The number of completed user stories.

Where the team is in the project life cycle.

Work with the scrum master to give the stakeholder access to the related information radiator

Invite the stakeholder to the next sprint planning session so they can ask questions of the team

Ask the team to prepare the requested data in the next iteration

Direct the stakeholder to the project team so they can provide more data

Point out that the team chose to work on other requirements to speed up the project

Ensure that the product owner reviews the contents of the information radiator

Ensure that the next sprint planning meeting reviews the satisfaction histogram

Point out that it is the responsibility of the product owner to clarify requirements

Lead time

Team velocity

Burndown rate

Earned value (EV)

Include security concerns on the agenda for every meeting.

Request that a security expert be added to the team.

Add security as a non-functional requirement to the risk register, and review regularly.

Ensure that planning and prioritizing includes consideration of security requirements.

Review the feature requests and reject the most complex ones.

Organize the feature requests from simple to complex.

Prioritize the requests for the next sprint.

Turn the requests into user stories and prioritize them.

Encourage the team to self-organize and determine how to best complete their existing work and this spike.

Encourage the team to complete their just existing work since the team velocity indicates they are already struggling to meet the release goal.

Direct the team to defer the spike until the next release and add the action on the backlog for prioritization.

Direct the team to work on the spike immediately given the importance of reporting functionality to complete the iteration.

Require the team to try only those ideas that will ensure success.

Allow the team to try ideas, but remind them that results will be reviewed by high-ranking executives.

Associate idea successes and failures with the team's incentive plan to ensure accountability.

Encourage the team to try the ideas, even if failure may be the outcome.

Request direction from the technical manager

Encourage the product owner to reallocate the features to another sprint

determine who is best qualified to address the challenges

Ask the product owner to assign the tasks to the most appropriately skilled resources

Practicing the servant leadership style of working with an agile team

Building a collaborative teamwork culture

Following a participatory decision-making model

Adopting the practice of receiving feedback that will facilitate team improvement

Use a successful platform on which several object-oriented products have been developed in the past.

Create a quick mock-up of the product to serve as a visual tool and adjust it until consensus is reached.

Include brief exploratory iterations, proof-of-concept (POC). to reduce project risk at the beginning of every project cycle.

Deliver an iteration planning diagram, allowing a 2-week refactoring period at the end of the project.

Create a user story for this new improvement and put it in the product backlog for prioritization and validation by the customer

Create a user story for this new improvement and prioritize it for the next sprint

Document it as a requirement creep

Ask the team to take on additional story points to improve the UI

Demonstrated only the completed stories and seek stakeholder feedback

Presented the budget situation and review the cost variance

Reviewed the test results to gam confidence from the stakeholders

Presented a demo of all the stones including the work in progress stories

Work with the team to establish goals for the product at the beginning of each scheduled iteration.

Send the team the latest version of the release plan so they can provide feedback.

Invite the customer to the sprint planning meeting to explain what is deemed most critical to their business.

Ensure all iteration goals are fully developed at the beginning of the project.

Refine the product backlog and identify the Minimum Viable Product

Identify a team member to do a proof of concept using this framework.

Email the team directing them to immediately begin using this new framework.

Obtain feedback from team members on the new framework, and then suggest that the product owner create a backlog item to do a spike on it.

Discuss this option at the next retrospective.

Deal with the issues in a retrospective if they ever come up again.

Create a task board to track issues when they appear.

Identify and monitor issues through a risk burndown chart.

Create an issue log as an information radiator and monitor.

By coaching the team to outperform previous velocity

By coaching the team to adhere to expectations set by the scrum master

By encouraging overestimation to increase velocity

By advising the team to remain committed and focused on project goals

Shared vision statement and sprint goal

Release burnup chart

Velocity metrics

Iteration burndown chart

Stop the current iteration to discuss defect quality issues and explore solutions.

Discuss and explore solutions in the next planning meeting and take corrective actions as required.

Generate insights at the next retrospective and adjust processes as decided by the team.

Assign corrective actions to the backlog for the team to identify the mandatory defect information.

It ensures a consistent level of detail is available in the project schedule

It prevents a wasteful buildup of requirements inventory that may never be processed

It provides a concrete definition of project scope, cost and duration

It allows the team to lock down the stories to be included in a release

Make sure the project owner is fully embedded into the project team so that they are readily available to make quick decisions.

Establish collaborative behaviors among all members of the organization through a group decision-making process.

Ensure all decisions are routed as quickly as possible to the project sponsor and have the rules of engagement visibly posted.

Reduce the number of required approvals and expand the decision-control limits to the scrum master.

Estimate and define the work items.

Assess user story quality and independent, negotiable, valuable, estimable, small, and testable (INVEST) criteria.

Add features to the product backlog.

Determine if the demand is or is not feasible.

Ask the scrum master to help reduce the rate of change.

Work with the agile coach to document the requirements in a collaborative way.

Work with the stakeholder directly rather than go through different layers of people.

Work with the development team to confirm the requirements.

Establish and keep an active risk register that includes mitigation strategies and a cost-benefit analysis.

Establish and keep an active risk register based on qualitative risk analysis and expected losses.

Have each development team post the highest risk development items on the information radiator.

Avoid risk by splitting development teams into two locations to ensure knowledge continuity.

Schedule a meeting to engage stakeholders to prepare for kickoff

Schedule a meeting to agree to the goals for all future iterations.

Guide the team to work collaboratively and share learnings.

Organize a sprint planning meeting to define actions.

Organize a meeting to outline roles and responsibilities.

Understand the physical and virtual communication needs of the team and plan agile events based on the majority of the team members' needs.

Escalate with senior management and ensure that everyone on the project team is physically colocated for all planned agile events.

Invest in technology-collaboration tools to enable effective communication and ensure a common understanding of the scope, issues, and solutions.

Recognize the different communication styles of the stakeholders and take a vote on the best approach that will work for the team.

Discourage the team member from deviating from the plan and document the request during the retrospective

Encourage the team member to research the issue and present the findings during the retrospective

Discourage the team member from using experimentation/spikes unless it is fully developed and accounts for a variety of use cases

Encourage the team member to use experimentation/spikes for continuous improvement and help the team understand why it is important.

Kaizen

Specific measurable, assignable, realistic and time-based (SMART) goals

Key performance indicators (KPIs)

Muda

Involve their product owner.

Review their work in progress (WIP) limits.

Use class of service.

Measure their lead time.

Encourage all team members to participate, and have them type their retrospective feedback into the agile lifecycle management tool.

Ask more specific questions during the retrospectives.

Use retrospective techniques, such as silent writing, clustering, and dot voting to field feedback prior to discussion by the team.

Ask team members to email feedback that can be summarized in a spreadsheet for the team.

Explain to the customer that an agile approach requires re-prioritization at the beginning of each sprint, so it is not possible to provide a roadmap.

Ask the customer to develop a roadmap the team can follow for future delivery.

Work with the customer to understand which user stories will deliver the best business value, re-prioritize the backlog, and share it with the customer to provide release plans.

Work with the product owner to develop a tentative roadmap for the customer but explain that it is always subject to change.

The stakeholder who can prevent the project from delivering within budget

The stakeholder who can prevent the project from achieving its goals

The stakeholder who can delay the project

The stakeholder who can work as a friend and help prepare the stakeholder list

At the sprint retrospective, the scrum master and development team should discuss why the team did not know the specialist was unavailable during the sprint. The scrum master should then set clear rules so situations like these can be avoided in the future.

It can be very distressing for a Scrum team not to reach its sprint goals. The scrum master should hold an evaluation meeting to discuss who in the team was responsible for discovering the specialist was not available, then make an improvement task for the next sprint.

The scrum master, as a servant leader, should always try to remain positive about the team's work. Even when team members’ make mistakes, there should be trust that everyone is doing their best. Engaged team members work more efficiently, and a sustainable pace is important for project success.

At the sprint retrospective, the Scrum team should reflect on how the past sprint has worked out. The scrum master should facilitate an open discussion to discover the root causes for the missed sprint goals and find a way to avoid similar situations in future sprints.

Conduct regular one-on-one meetings to review development features and trace them back to the product roadmap.

Ensure that they attend regular sprint meetings to provide product-feature feedback

Share any new versions of the project plan with them including updated statuses for tasks and project milestones

Schedule meetings where they can provide team direction regarding new-feature priorities and upcoming sprints

A comprehensive user story with all non-functional requirements should have been created

Non-functional requirements should have been added to the acceptance criteria

Non-functional requirements should have been added to the definition of done

A team review of the scope of work should have been conducted

Conduct a requirements gathering workshop.

Deliver the basic requirements iteratively.

Have the product owner fill out the requirements backlog.

Have the stakeholders fill out the backlog before starling the project.

Size and priority

Minimum marketable features

Release plan

Sprint mapping

Organize a team-building activity to improve team morale

Have team members work in pairs to learn from each other and develop new skills

Ask team members to perform a value stream analysis of their activities.

Add more resources to the team to help with the tasks

Explain to the SME the importance of being a team player, that the tasks are assigned by the scrum master, and work should not be refused.

Acknowledge that the SME has a valid point from an efficiency point of view and will perform better staying as a specialist.

Leverage a separate testing team altogether to assist with all testing to ensure consistent results.

Explain to the team the importance of reducing team size by reducing specializations and bottlenecks and that every team member plays an equal part.

Bring up the new member's impediments at the next meeting to demonstrate team support of input

Assure the new member that inputs on impediments are valued and demonstrate this at the next meeting

Have a senior lead work with the new member to avoid a negative impact on team productivity

Privately work with the new member to address any impediments

Explore options for increasing knowledge in the next iteration's backlog.

Experiment with the tool's usage by adding extra tasks in the current iteration.

Propose alternative tools that the team is more competent using.

Ask a tool expert to join the team and perform the relevant work.

A project charter should be established and reviewed throughout the project life cycle to ensure the accurate documentation of stakeholders' interests and expectations.

A product backlog should be created to list the project requirements from all of the project stakeholders.

An Agile Manifesto should be created to document the project stakeholders, their desired outcomes, and identified risks.

A user story should be created for all key stakeholders to list their individual business objectives and needs.

Leverage continuous feedback from customers to seamlessly align delivery with requirements.

Define software functionality by relying on the developers' experience designing similar system

Engage end users in user acceptance testing to ensure the product meets their expectations.

Educate end users and other stakeholders to understand desired outcomes through user stories.

Develop a reward system related to position and years of experience.

Clarify project goals and project contract constraints.C Promote cross-training and —entering among tea— members

Introduce performance standards and evaluation methods.

Help the team to remove impediments that stall project progress.

Work with the development team to adjust the work plan.

Ask the product owner to assign more resources to the project.

Command and control the team to achieve plan goals.

Coordinate a collaboration session so all the team members are involved in the solution process.

Plan a minimum viable product (MVP) in collaboration with the product owner to reduce technical complexity and move issues to the next release.

Provide training for all team members to enable higher technical skills and the ability to resolve complex issues.

Hire external consultants to advise on solution options and train team members in any technical gaps.

Conduct frequent demos and obtain feedback from users throughout the development of the next release

Inform senior management that since the product was successfully released, the project is considered delivered and should be closed

Request additional budget to implement a Scrum of Scrums approach to scale the teams and add capacity

Implement a better definition of done to ensure that continuous integration processes are managed effectively

Invited subject matter experts (SMEs)

Conducted problem detection to determine root causes

Measured and reported the outcome of improvement actions to the team

Kept track of all current issues in a log. and then reviewed their progress at the end of every iteration

The purpose of the daily coordination meeting is for the scrum master to be able to follow up on the sprint plan. The team should explain what may be impeding them from reaching the sprint goal.

According to the Scrum guide, the daily coordination meeting is part of the Scrum framework. The purposes of this meeting are to enable the scrum master to verify the team is on track and to escalate impediments.

The daily coordination meeting is an effective way for the development team to follow up on progress toward the sprint goal and discuss anything that may hinder their work. It is a way to actively manage risks and dependencies.

The daily coordination meeting is held to verify that people are working on the right things. The whole Scrum team should be able to answer these questions: What did I do yesterday, what will I do today, and what can stop me from making progress?

Discuss the efficiency at the next iteration retrospective

Review the process value stream to determine potential improvements

Review the value the customer receives from the user story to determine backlog priority.

Discuss the performance of the solution at the next sprint review

Add this threshold requirement request as acceptance criteria in all impacted stories

Create a spike story to analyze the impact of the threshold requirement on current stories

Conduct design planning session to review the performance threshold requirement

Identify the tasks for the new performance threshold requirement

Use agile estimation techniques like planning poker or relative sizing for collaborative assessment.

Break down the feature into smaller tasks or user stories for better assessment and incremental delivery.

Analyze current system requirements and dependencies, including integration levels and regulatory compliance.

Refer to past performance and historical data from similar projects to identity potential risks and challenges.

Foster stronger communication by hosting cross-organizational meetings between the two teams.

Suggest merging the teams to avoid misunderstandings.

Create stories from full technical specifications to avoid ambiguity.

Co-locate the teams to encourage osmotic communication.

Suggest pair programming during the retrospective.

Ask the product owner to re-prioritize the user stories at the next retrospective.

Re-estimate the story points with team members at the next iteration planning meeting.

Assign less complex user stories to the inexperienced software engineer at the next iteration planning meeting.

Project velocity should be stable overtime.

Moving velocity from 27 to 35 is a decrease in productivity.

A burndown chart compares planned versus actual, not velocity.

Velocity is iterative and will only be used for sprint numbers.

Invite the executive to the standup.

Direct the executive to the information radiator.

Personally meet with the executive.

Email the requested information to the executive.

Start the hiring process for a new, equally skilled database administrator as a replacement.

Move this database administrator to another team so that team members learn database-related tasks.

Add another database administrator to balance the workload and aid with knowledge retention.

Obtain agreement from the team that, on upcoming sprints, the database administrator will act only in an advisory capacity.

Networking

Social awareness

Communication

Leadership

Emotional intelligence

Two-way communication

Bipartisan agreement

Reciprocal communication

Team members are sending more emails to the team.

The duration of feedback cycles has increased.

The velocity has increased by having the new team work on items.

New team members requested to move meetings due to time differences.

Lessons learned

Wideband Delphi

Formal point counting

Planning poker

Conduct thorough requirements analysis and validation.

Allocate experienced developers and perform code reviews.

Plan for sufficient support resources post-deployment.

Develop comprehensive testing involving the quality assurance team.

Mention the risks during the daily standups and ensure all agreed-upon response actions are discussed by the team.

Remind the learn daily about the threats and request a response regarding which risks have been identified and resolved

Arrange weekly meetings and invite the project sponsor to discuss the importance of the project with the team.

Create a space on the board to prioritize the threats, along with an update on the actions that are in progress and what still needs to be done.

High-risk features can be prioritized to fit into releases with less work in progress.

Low-risk, low-value features can be prioritized and completed first.

High-risk, low-value features can be evaluated by the team early in the release.

The work in progress can be adjusted to get more reviews with high-risk features.

Assign the spike to another resource to continue research for the long-term solution

Re-establish the spike; encourage experimentation and collaborate with the team

Stop experimentation and negotiate the short-term solution with the customer

Schedule a root-cause analysis with the development team on the main issues with the spike

Consult with the product owner to prioritize the new work at a higher level.

Consult with the project sponsor and project team to resolve the issue.

Consult with the project team to rework the existing estimates.

Consult with the product owner and project team.

The scope of the items in the backlog has been increased to reflect an increase in velocity.

The backlog has been increased and the velocity of the project may no longer be on track.

The team has committed to additional work added to the backlog and will increase velocity.

The team did not complete the backlog items at the same velocity due to external issues

The sponsor, since they understand the business value.

The scrum master, since they coordinate with the team and define the acceptance criteria.

The product owner, since their vision is the basis for the acceptance criteria.

The developer, since they write the code that would be tested.

MVP has 25 remaining story points; MVP will complete at the end of sprint 8; with no otherdeviations, the entire backlog will complete at the end of sprint 15.

MVP has 30 remaining story points; MVP will complete at the end of sprint 8; with no otherdeviations, the entire backlog will complete at the end of sprint 15.

MVP has 25 remaining story points; MVP will complete at the end of sprint 9; with no otherdeviations, the entire backlog will complete at the end of sprint 16.

MVP has 30 remaining story points; MVP will complete at the end of sprint 9; with no otherdeviations, the entire backlog will complete at the end of sprint 16.

To participate in establishing a shared vision as a member of the team

To provide the acceptance criteria for the delivered items

To propose implementation methods to the development team

To evaluate the performance of the development team

Add a task to the product backlog to allow the team time to investigate and experiment prior to estimating.

Add a task to the product backlog to allow the team to apply a wideband Delphi estimation technique.

Add a task to the product backlog to allow the team to apply planning poker to estimate the effort.

Add a task to the product backlog to allow the team to apply a three-point estimation technique.

Consolidate the team's updates in presentation slides and email them to the team regularly.

Radiate key information such as the team's work, progress, and velocity at the team's common area.

Share team progress individually with each top performer every week.

Attach sticky notes for each assignment to the wall in the team's area.

Take a few minutes to speak with the developer after the daily coordination meeting and provide clarification.

Follow the appropriate channels by contacting the product owner and asking them to address the issue with the team.

Wait until the sprint review to explain how the product increment needs to be changed to be acceptable.

Speak up immediately during the daily coordination meeting and clarity the issue to avoid any further confusion.

Organize onsite backlog-refinement workshops to ensure common understanding.

Set up weekly meetings where all team members will participate.

Call an onsite meeting where ground rules will be discussed and agreed upon.

Ask the product owner to prepare an onsite team-building activity.

Work with the team to create explicit rules such as coding and quality standards and testing policies.

Discipline the team members and institute status meetings with penalties for any future escaped defects.

Hire more generalized specialists because the current team members cannot keep up with the pace.

Apply work in process (WIP) limits so the developers are not pressured to release code that is problematic.

Lead the team and help them to constantly improve the processes in the project.

Be aggressive when working with the team to identity the root cause of the problems.

Ensure each team member follows through all the improvement actions.

Perform as a servant leader and let the team resolve the impediments of the project themselves.

Coach the chief information officer (CIO) on implementation of agile benefits and expectations.

Coach the teams on implementation of agile benefits and expectations.

Coach the managers on implementation of agile benefits and expectations.

ICoach the vice president (VP) on implementation of agile benefits and expectations.

Log the risk in the risk register, and share the information with impacted stakeholders at the next monthly review meeting.

Create a spike story to determine what needs to be done to use the new interface.

Lower the epic's priority so that it can be deferred, and analyze it during backlog refinement meetings.

Move the work to the vendor, since they have better knowledge of interface implementation.

Develop and distribute a high-level summary of how agile offers greater benefit than predictive to mid-level managers and let them decide if it should be distributed to lower-level workers.

Develop and distribute a high-level summary of competing vendors' product alignment and agile project execution to the product owner for approval.

Develop and distribute a high-level summary of how agile offers greater benefits than predictive to all members of organization.

Develop and distribute a high-level summary of how agile offers greater benefits than predictive to the organization's executive directors, and if executive directors agree with the summary, distribute it organization-wide.

Planning poker technique

Weighted average calculation

Risk-value quadrant

INVEST scale

Have other team developers attend training to learn database skills.

Monitor the retrospectives of two additional sprints before taking action.

Plan fewer stories for the sprint to reduce the database engineers' workload.

Ask the scrum master to work with the product owner to remove backlog stories that have database dependency.

Ask the opinion of key stakeholders and the client to ensure the correct approach is being used.

Work with the team to use this approach and request a quality assurance iteration after every three iterations

Propose to completely eliminate test automation, since this is a quality assurance function.

Suggest merging the quality assurance and delivery teams to enhance each iteration's test-automation levels and reduce redundancy

Teach the team how to work comfortably in chaos.

Provide strong facilitation and conflict-resolution guidance.

Allow the team to resolve issues on their own.

Observe each team member and advise them on team relationships.

Ask the team members' functional managers for guidance on how to group the team members.

Observe which team members are comfortable working together, then assign accordingly.

Ensure that members begin to self-organize as small teams with efficiently distributed skills.

Assign team members to their respective teams based on the skills known to the scrum master.

Plan for the second release to include regulatory changes and new features.

Hold off making changes during the current release because the regulatory changes cannot be planned for.

Verify the team is building the product in increments which can be adapted at the last minute if necessary.

Monitor regulatory discussions to get a head start on the upcoming regulatory changes.

Set up individual status meetings and find ways to make sure issues are resolved in advance so that time is not wasted for all team members during the standups

Add time to the standups to accommodate issue-resolution discussions so that everyone is up to date on the decisions made

Change the standups to weekly status meetings with a longer duration to allow team members to resolve issues collaboratively

Ask team members to raise issues during standups and then discuss resolution options with specific members in separate conversations

The entire team is responsible for quality and each team member is accountable for ensuring the success of every component.

The entire team is responsible for quality, but each team member's role may vary as stated in the definition of done (Do

The entire team is responsible for quality and QA is responsible for surprises, gaps, and other intricacies that may have been overlooked.

Quality is the responsibility of the entire team, and the product manager defines the functionality from end to end.

Send daily status emails to let stakeholders know what progress is being made.

Invite stakeholders to attend daily Scrum meetings to get feedback.

Share information via interactive methods such as a brainstorming session.

Build the feature backlog and then solicit stakeholder feedback.

The team should move to test-driven development as defects are not being detected during testing.

The team should account for the increased problems in their velocity forecasts since unexpected changes occur in agile projects.

The team should discuss their definition of done (DoD) and make changes to ensure there is common understanding of the acceptance criteria.

The team's agile project manager should facilitate the development of a new, detailed test procedure that all team members must follow.

Work with team members to resolve the issue.

Escalate the issue to the product owner.

Allow team members to resolve the issue.

Escalate the issue to senior management.

Product vision, business objectives, themes, timeframes, and disclaimers

Product improvements, resource management, risk management, and deadlines

Product goals, strategic objectives, major features, and release plans

Features, stages of development, technology and infrastructure, dependencies, and risks

Daily coordination meeting

Instant messaging tools

Web conferencing

Work collaboration platform

Work with the client to ensure that the requirements are clear enough to allow a correct estimation and refine the backlog if needed.

Assist the team with schedule planning to mitigate risks, including the possibility of crashing if needed.

Implement clear measurements to control any deviation and therefore ensure the project's success per client requirements

Recommend that the team skip requirements that are too complex and estimate them later through progressive elaboration.

Monitor the threats and risks while allowing the team member to multitask on both projects

Assign more resources to the sprints to compensate for the absences of the team member

Ensure that the threats and risks are communicated and addressed

Assign fewer stories to the sprints so that the team member can still meet sprint goals

The team neglected to account for support and maintenance costs associated with other supported products

The team discovered that previously accepted work could be greatly improved and added story points associated with thatwork.

The team realized that some stories were underestimated relative to other stories and reestimated as needed

The team learned that the product owner needed to increase the output in the next release

The scrum master assigns someone on the team to handle the budget, and the product owner is responsible for release plans

The finance department is responsible for budget, and the product owner is responsible for release plans

The scrum team as a whole, as they are self-organizing and share accountability

The product owner is responsible for both the budget and the release plans

Ask the team to conduct research to find a viable solution.

Select a better technology for team implementation.

Obtain customer input on their technology requirements.

Consult the product owner about their non-functional requirements.

Work breakdown structure

Description of all features' functions and an estimate of their cost

Priority list of desired features and functions

Comprehensive schedule of immediate deliverables

Work on requirements that the product owner may have overlooked

Record the scope creep in the change management log

Add the new requirement to the product backlog

Ask the scrum master to secure additional time and resources

Report the issue to the product owner and request help.

Let the new release manager participate in the daily standup.

Invite the new release manager to the sprint demo and ask for help.

Send a status report to the release manager highlighting the issue.

15

16

17

18

Create a RAG chart (responsible, accountable, consulted, informed) that identifies who is accountable for each risk.

Create a Gantt chart that includes slack to accommodate for unknowns.

Create a communications management plan that details who is responsible for communicating risks.

Create a risk burndown chart showing the reduction of risks overtime.

Stated understanding of the release goal

Complete vision of the end product

Timeline of the project

List of the user stories that will be part of the next releases

Complete roadmap of the next iterations

Proceed with the work only after the contract is amended.

Discuss the value of the change for the project with the customer.

Evaluate effort and impact and ask for steering committee and shareholder approval.

Stick with the contract terms and agree to review the requirement if time allows.

Eight months

Two months

Four months

Six months

Capture risks and make them visible, and use a burn down chart to focus on reducing risks early in the project.

Ask the scrum master to extend the sprint's duration to allow more time to work through technical issues.

Place the impacted stories on the story board, and use daily stand ups to make the product owner aware of the technical issues.

Seek guidance from the development manager

It trended ahead of schedule and completed everything on time

It took more time than expected and had to be lengthened.

It trended behind schedule and did not complete everything on time

It took less time than expected and had to be shortened.

Coach the product owner to update only the acceptance criteria.

Instruct the agile team to fix the user stories during the next retrospective.

Facilitate a user story workshop with the agile team.

Inform the product owner's manager that the work items provide insufficient detail.

Record the suggestion to be considered for future projects.

Invite the team to evaluate the suggestion and measure the effectiveness of the implementation.

Let the product owner consider the proposal and decide whether to adopt the suggested practice.

Let the team's senior members decide whether to adopt the suggested practice.

Conduct user acceptance testing to ensure the chatbot meets stakeholder needs and expectations.

Perform integration testing to minimize any bugs between the chatbot components.

Perform functional testing to verify the chatbot performs the reguired functions.

Conduct regression testing to ensure all previously functioning chatbot features continue to work after updates.

Agree on requirements with all stakeholders

Begin planning every four iterations

Consider previous sprint demo feedback when planning the next sprint

Include the reasons for the project in the contract

Include it in the product backlog and use a new indicator to annotate that it is technical debt

Include it in the product backlog as a low-priority issue

Since it is not a part of agile methodologies, it should not be tracked

Have team members maintain personal lists of issues and consolidate the lists during review

Have the team brainstorm and propose error logging at the client level, which will have a higher impact with less effort within the release timeline.

The product owner should explain to the architect that monitoring, alerting, and logging are not essential for the customer and can be prioritized post-release.

Inform the sponsor that features are being added and will extend the release date after getting approval and communicating this to the architect.

Ask the developer to build and let the testing be postponed until after the release, and inform the architect that the feature will be implemented.

Notify the product owner and begin resolution.

Communicate the issue to the team in the next stand up meeting.

Immediately begin resolution, and communicate it to the team during the retrospective.

Work on the next activity, and communicate it to the team during the retrospective.

The team should have reviewed the definition of done prior to the iteration review.

The testers should have ensured that test cases accurately reflected the product owner's expectations.

The team should have conducted more demonstrations with the product owner during the iteration.

The product owner should have provided clearer explanations during the planning meeting.

Work with the customers to build the product backlog and identify their initial requirements.

Meet with the stakeholders and enterprise architects to understand the project's vision.

Plan and execute a sprint 0 to establish the project's foundational needs.

Create a backlog, and execute a sprint 1 to quickly deliver value to the customers.

Process breakdowns and workflow

Wait times and cycle times

Process maps and story points

Activity sequences and earned value (EV)

Plan for overtime, and include the effort as part of the estimation.

Increase team velocity to deliver more story points.

Identify the reason for over-commitment to the sprint and create an action plan for the following sprint.

Add resources to assist with sprint execution.

Perform value stream analysis to eliminate the processes with wastage.

Reevaluate the minimum viable product (MVP) deliverables to remove high-risk stories and meet timelines.

Adjust the story points included in each sprint to represent the actual velocity.

Include high-risk stories in earlier sprints to deliver incremental velocity.

Demand frequent product reviews by the product owner

Continuously work with the product owner to do backlog refinement and product reviews

Have the product owner provide detailed requirement specifications to ensure the proper features are delivered

During the planning session, ensure the team is committed to deliver within the specifications

Work with the team to determine points at which to celebrate its work.

Provide the team with a break by scheduling a team event.

Have the team increase work in progress (WIP) levels to more quickly complete the flow.

Rejuvenate the team by temporarily reducing WIP levels.

Suggest the product owner start by focusing on the next 2 sprints instead of 10

Spend the first few sprints to develop detailed schedules and budgets

Invite the product owner to the retrospective to explain the team's approach to schedule and budget

Explain that detailed project schedules and budgets are not artifacts in agile projects

Continuing to track velocity allows functional managers to assess whether or not the team is performing at the desired rate.

The trends will show how the team performs against other scrum teams in the organization.

Tracking velocity will provide a baseline for the team to see how their continuous improvement efforts are working.

Tracking velocity will document and communicate team health to the stakeholders.

Refer to the values of the agile framework and the team

Review the signed customer contract

Check the sprint priority list

Submit the problem to the product owner

Establish a common vision and success criteria and involve all the stakeholders in the iteration reviews.

Invite stakeholders for the iteration reviews but do not include new stakeholders which may limit project success.

Involve all the stakeholders in iteration reviews but do not entertain all expectations of all stakeholders.

Communicate issues to all stakeholders via email and only communicate risks to internal stakeholders.

Work with the team to improve collaboration by fostering group decision making and conflict resolution techniques.

Promote team discussion but give the product owner the ultimate decision making authority.

Assign individual team members as decision owners for each key decision to avoid conflict.

Identify team members that demonstrate servant leadership qualities to facilitate discussion and make decisions.

Reprioritized requirements prior to committing to iteration work

Ensured that requirements remained stable during the iteration cycle

Had stakeholders focus on items created after the product backlog was initially built

Worked on features rather than a set of components

Meet with the team to gain alignment with the legal department's need to stay within the contracted time and scope

Work with the customer to narrow the scope

Share the project's trajectory with the legal department

Meet with the legal department to help them understand that the customer and the team are satisfied with the time and deliverables