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

Use the DISC framework with each team member.

Use MoSCoW ratings to keep people engaged.

Hire a SAFe coach to provide encouragement.0 Employ BDUF to help with providing structure to meetings

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

Evaluate how much can be delivered based on the Scrum Master's estimation

Identify a set of user stones based on the team's velocity

Initiate an estimation session

Consult historical data for project completion

Send the member to training?

Ask the outside specialists if database administration is required from the team

Send one member to training only after asking the team if there is an issue with the current work flow

Wait until all members of the team can attend training

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.

Product owner

Project manager

Agile leader

Developers

Regularly circulate an updated, detailed version of the project plan

Frequently update the online project management office (PMO) repository site

Invite the stakeholders to daily stand ups

Post a project board in an area where all can view it

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.

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 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.

Tell the team that this is unacceptable for the upcoming project.

Implement the workaround since performance issues can be addressed in the next iteration.

Calculate the cost of redoing the architecture and seek management approval.

Brainstorm with the team to identify a solution.

Networking

Social awareness

Communication

Leadership

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.

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

Develop and document a detailed architectural design: peer review with the development team and implement/test

Develop the functional requirements of the solution first before any non-functional requirement, as they provide morecustomer value

Discuss the integration requirement with the product owner and negotiate it to be lower on the backlog to focus on the minimal marketable feature

Develop and test the implementation approach and demonstrate it at the next sprint review to collect feedback

Create a new team to deliver the dependencies, and bring team B under performance management.

Conduct a vision-sharing session with the teams to communicate the project's overall goals.

Swap team members from both teams so that deliveries are better supported.

Discuss negotiating the delivery timelines with team A.

The information gathered will help the team improve the allocation of resources in developing the most important features.

The project sponsor believes that the agile team is not adding in the most important features during this sprint.

The users can help the team understand if the feature adds value, avoiding the risk of building the wrong product.

The users will start using the software sooner, and the team can start working on the next iteration.

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.

Networking

Social awareness

Communication

Leadership

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.

Scrum master

People manager

Servant leader

Squad leader

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.

Use burndown charts to find gaps. delays, and constraints in the current process and develop a plan to reduce or remove them.

Use value stream mapping to find gaps, delays, and constraints in the current process and develop a plan to reduce or remove them.

Use Pareto analysis to find gaps, delays, and constraints in the current process and develop a plan to reduce or remove them.

Use root cause analysis to find gaps, delays, and constraints in the current process and develop a plan to reduce or remove them.

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

Schedule regular meetings with the scrum team to write, groom and size user stories

Focus on stories based on the highest number of story points to first address those items with the highest value

Seek regular input from project stakeholders, and reflect this input in the backlog's priorities

Schedule in-person monthly meetings with key stakeholders to review the project's progress

Commend the team on trying the idea, then encourage discussion regarding alternatives.

Ask a manager to direct the team on fixing the process

Encourage the team to continue executing the idea to see if it improves

Privately speak with the team member to convey that their idea worsened the outcome

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.

To better listen, serve and help the team grow their strengths individually and as a team

To convince people what they need to do

To help better disguise the command and control approach

To understand team dynamics and develop a high performing team

The team will be unable to understand the iteration's status

The team will be unable to judge the project design's validity

The team cannot give accurate updates to management

Team collaboration cannot be measured effectively

Facilitate a team discussion to identify knowledge gaps and determine the best way to address them.

Ask the line manager to assign the team member with the required technical knowledge.

Meet with the team member's line manager to discuss their development plan.

Provide the team member with training in any lacking areas.

Put the client first.

Create a safe environment.

Practice continuous delivery.

Manage risk.

Alert the team that sprint goals might not be met and create an alternative plan

Obtain team buy-in to perform modifications to the sprint backlog.

Have the sprint proceed as planned

Ask the team to decide if the task should be reassigned

Mitigate the new conflicts that appear and rely on the self-organization of the team.

Escalate the issue to senior management to make a decision.

Follow the organization's policies to remove the team member to boost team engagement.

Attend daily coordination meetings and retrospectives with the agile coach.

Set clear expectations and allow everyone to contribute.

Prepare the project vision statement and then present it to the team.

Ask senior management to address the situation.

Seek assistance from the scrum master to mediate the conflict.

Discuss the issue to reduce the backlog based on decreased productivity of the team.

Collect updates from each team member before the meeting and share them with all members.

Ask the team member to update daily progress on the information radiators.

Change the team velocity to show positive progress in shared information radiators.

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.

Escalate the issue to the functional manager and request another team member with more experience.

Ask the team to refer to the team charter on how to resolve this kind of impediment and help the team member.

Coach the team by reminding them that a self-managed team requires everyone to be able to remove their impediments.

Remind them that self-managed teams require everyone to be honest and supportive of one another to resolve impediments.

Worked as planned to meet the team's commitments and participated in other events as time permitted.

Worked extensively on the corporate initiative in order to inform the team of that effort.

Asked to be relieved of project tasks to maintain team velocity.

Have not participated in any initiative that could take focus away from the team's project and goals.

Create a time-boxed spike story to reduce the technical risk of the feature.

Commence an iteration 0 for the customer and the team to investigate the feature.

Facilitate the decomposition of the feature epic into more manageable user stories.

Facilitate a just-in-time exploration of the functionality by the customer and the team.

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.

Plan regular retrospectives with the development team to continuously improve processes to eliminate any potential issues with the product.

Apply an agile approach to write the specifications in an incremental way and develop the product once the final specifications are agreed upon.

Set up test-driven development to focus on customer requirements and eliminate issues in the software as testing progresses,

Ask the customer to provide additional representatives to help test and evaluate the product for early and frequent feedback.

Self-organize

Assign tasks to each team member

Meet with the customer

Identify the Scrum Master

Ask the product owner to manage and share the metrics with appropriate stakeholders.

Meet with requestors to agree and align on reporting requirements.

Deny the request and explain the team's stance to the stakeholders.

Work with the team to create the metrics requested by the stakeholders.

Explain that the testable acceptance criteria are included in each story and it is necessary for the expert to collaborate with the developers, testers, and product owner for common understanding of the solution.

Agree, and ask the developers to explain to the testers how the solution should perform for quality assurance. The testers will demonstrate to the stakeholders how the system should perform to gain acceptance.

Agree, because the developers can copy and paste the requirements and include the technical specifications and performance criteria while writing the stories to save time.

Explain to the project sponsor that the user stories should be assigned to the analysts, because they helped write the requirements and better understand them.

All the teams from both products should be simultaneously called together and allowed to completely self-manage

Teams that worked on similar components in the separate products should be combined to minimize disruption andcapitalize on synergies

After grouping individuals by role multi-discipline teams should be created that are comprised of one member from eachrole

Features should be prioritized and then teams should be organized around those priorities

Reduce the scope of the release to meet the deadline.

Deliver as many features as possible based on the new velocity.

Extend the project timeline to accommodate the missing team member.

Hire a new team member to replace the missing one.

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.

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.

Request additional resources to prevent compliance issues while still fostering a collaborative workplace.

Escalate the concern to the product owner and request that they prioritize the development work.

Designate a single team member to attend the meetings and establish a capacity buffer for each sprint.

Reject all external meetings for the development team so they can fully focus on their sprint tasks.

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.

Allow stakeholders to discuss without the scrum master's intervention.

Recommend an external facilitator as no one in the organization is able to eliminate this roadblock.

Facilitate a face-to-face discussion and have stakeholders agree to shift to agile for future projects.

Organize training sessions to create awareness around the agile values for stakeholders.

Collect stakeholder requirements

Conduct an iteration planning meeting

Communicate product backlog items to the stakeholders

Facilitate a product development roadmap workshop

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

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.

Coach the company director on agile approaches and good practices.

Ask the product owner to speak to the director because their visits are delaying the project.

Ask the director and team member to leave the room so they can have a private conversation.

Coach the team member on how to report progress to directors and executives.

Team B has underestimated scope compared to team A.

Team A is more confident in delivering velocity than team B.

Both teams need to indicate their proposed technology before the estimates can be analyzed.

Both teams have estimated the project to be of same size.

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.

Estimating story size

Prioritizing stories

Validating a product

Tracking progress

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

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.

Ask the team for suggestions.

Move the tasks to another team member who has spare capacity in the sprint.

Hold a one-on-one meeting to encourage the team member to meet task commitments.D Inform key stakeholders

Parametric

One-to-one comparison

Affinity

Planning poker

Detailed design plan, business objectives, timeframes

Project management plan, communications management plan, stakeholder engagement plan

Project release timeframes detailed design plan

Product vision, business objectives, timeframes

Request more clarification from the client relations team.

Ask the team to define the minimum marketable feature

Tell the team to proceed with coding the items as currently defined.

Encourage open discussions to help the team reach agreement

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.

Ask the development team to address the issue since it is in their domain.

Review the project's risk matrix, and follow the steps outlined in the risk mitigation plan.

Meet with the team and stakeholders to address rework and rewrite stories as needed.

Cancel the current sprint, and meet with stakeholders to reassess the project's validity.

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.

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.

Facilitate the team's agile retrospective meeting

Guard the team against external distractions

Escalate points of conflict the team cannot resolve

Identify the sequence for developing stories within an iteration

Review the quality assurance and control processes with the team to ensure that even new team members understand the service level agreement (SLA) made with the customer.

Suggest the team commit to a 2-month trial using Kanban. Focus on delivering value to the customer using pull criteria before advancing work. The team will have planning meetings as needed with no special meetings about the process.

Hire a consultant team to perform a root cause analysis, which will determine the fundamental issues from both perspectives, then meet with the team to determine the best method to get the project back on track.

Work with the team to create a spike story for the next iteration to investigate the issue. Create a plan to get the project back on track and present it at the next status meeting to gain stakeholder acceptance.

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

Inform the sponsor about the regional sales manager's disruptiveness and ask that all questions be diverted to the weekly meetings.

Stay focused on the current iteration and let the project manager deal with the regional sales manager's questions.

Invite the regional sales manager to the next iteration review to share the progress.

Create a risk on the risk register to account for some potentially new requirements from the regional sales manager.

Influence the customer

Mention the idea at the next retrospective

Show the customer how much time and money would be saved

Present the idea at the next ceremony attended by stakeholders to obtain their input

The story should be assigned eight story points as per the majority vote

The story should be added to the backlog and reassessed later

The story should be assigned points after a discussion with the fifth team member to see if a consensus can be reached

The decision for the number of story points should be made by the customer

Process breakdowns and workflow

Wait times and cycle times

Process maps and story points

Activity sequences and earned value (EV)

Hold frequent retrospectives and share the responsibility for making changes

Understand that this is the nature of innovative business and strive to work harder

Collect team member feedback and discuss them privately with the product owner

Conduct a team-building exercise to increase trust among the team members

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.

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.

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.

Yes, this is a case of sequential development where working in parallel is an accepted strategy in agile to gain time.

Yes, this is a case of hybrid development where a product is divided into components and agile is used for component development and integration.

No, dividing the development team into three separate teams will diminish communication and result in delays.

No the feedback loops are being altered, which can result in big failures and delays

Post and discuss rises in the burn down chart

Adjust story points to account for technical debt

Log technical debt as an impediment

Add refactoring tasks to all stories

Hold one daily coordination meeting to determine the reason team members are not following up on risks.

Ask the team to review the executed tasks and follow up on the upcoming threats.

Display the major risks, assumptions, issues, and dependencies (RAID) log visually to highlight the risk status.

Create one sprint to update and follow up on major release risks.

Ask the team to attend because functional area managers want them to.

Inform the team they do not need to attend and will no longer participate.

Attend these meetings in place of the team members and assess their value.

Attend the meetings with the team members to show solidarity.

Follow the project schedule created at the start of the project.

Hold regular retrospectives and have team members commit to specific actions.

Allow team members to choose improvement items and trust their judgment.

Encourage team members to write code that is tightly coupled together.

Requested approval from the project sponsor

Undertaken a review of all requirements

Conducted an end-of-phase demonstration

Performed a retrospective to validate project deliverables

Since the team has extra lime, notify the product owner and secure approval for the extra work on this feature.

Encourage the team to document the improvement and prioritize it for the upcoming iteration, instead of building it now.

Instruct the Scrum Master to have the team use the extra time to complete the extra feature work in the current iteration.

Notify the product owner and have the product owner verify the backlog priority, then encourage team to continue working on the backlog.

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.

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

Ask the product owner to provide a detailed product specification document

Conduct story-mapping exercises to clarify deliverables and release priorities

Hold a kick-off meeting to assign roles and responsibilities.

Work with the scrum master and stakeholders to ensure agile principles are followed

Invited end customers to attend the stand ups

Organized design review sessions with the customer to obtain sign-off

Held regular meetings with the product owner and project team to elicit detailed business requirements

Conducted frequent review meetings with the customer to continually enhance delivery effectiveness

Issue fixed agendas and a decision log for all scrum events to ensure that only relevant agenda points are discussed and decisions are appropriately captured.

Remind the team of the purpose of each scrum event, and implement a policy that long conversations deviating from the scope of each event will be stopped.

Ask the product owner to conduct these discussions in individual meetings with the team members.

Remind the team that staying on topic during meetings is part of being a self-managing team.

Focus on performance in the retrospective, then present performance indices and validate with the team.

Start using feedback loops in every sprint to reevaluate project and team performance.C Emphasize business requirements and investigate the pair-programming approach

Run a spike at the end of the sprint to investigate the issue and reduce project risk.

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.

Standup meeting

Retrospective meeting

Demo of the new features to energize the team

Offsite meeting with stakeholders

A team with an average velocity of 50 is twice as efficient as a team with an average velocity of 25.

A team with an average velocity of 50 is equally as efficient as a team with an average velocity of 25.

A team that consistently meets its planned velocity is more efficient than a team that consistently exceeds its planned velocity.

A team that consistently meets its planned velocity is less efficient than a team that constantly exceeds its planned velocity.

Speak to the agile lead about the concerns.

Follow the agile lead's instructions.

Increase the time worked to meet objectives.

Speak to all team members about the concerns.

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.

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

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

Just-in-time (JIT) refinement

Stories to be released in each sprint

Infrastructure updates

Funding decisions

Work with the sponsor to develop team expectations

Provide the customer with a list of deliverables and obtain agreement

Encourage the team to more frequently interact with all stakeholders

Work on finishing upfront product design rather than comprehensive documentation

Add new security features to the backlog and prioritize.

Execute a spike to research security features for the project.

Ask questions to determine where and how the product owner wants to use the product.

Ask questions to determine if the product owner can define the desired level of security.

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.

Add more resources to projects to ensure work sharing.

Encourage the resource to undergo time management training.

Ask management to ensure that the resource is available to only one project at a time.

Allow the resource to continue switching between projects to deliver high customer value.

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.

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

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

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.

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.

Complete the test cases before creating the story in the backlog

Define the detailed business requirements so that the team can continue with development

Define the user stones with just enough details so the team can collaborate continuously

Ensure the acceptance criteria includes testing scenarios, so the team can do thorough testing

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

Split each story into multiple stories to meet the desired velocity.

Set the velocity to the delivered story points of the last sprint.

Use different estimation methods for stories and defects to meet the desired velocity.

Re-estimate by assigning more story points to smaller stories to increase the velocity.

Yes because the story has been tested and accepted by the business as per the definition of done (Do

Yes, because the development work is complete and quality assurance (QA) and release are external dependencies.

No. any work that is not released cannot be considered complete as per the definition of done (Do

No, because the product owner has not reviewed the release implementation checklist for potential issues.

Team capacity and competence profiles

A list of tools used for implementation

A list of open technical issues

Up-to-date project radiators

Accept responsibility for the product's delay.

Ensure that the project sponsor's priorities are in the product backlog.

Negotiate with the project sponsor for increased funding.

Empower the project sponsor to manage the product backlog.

Total time and average process time

Critical path and queue lengths

Delays and bottlenecks in the process

End date/time and start date/time

Meet with the agile team lead to discuss ways to improve team velocity and get back on track

Use this as a learning opportunity and allow the team to handle the situation when the marketing campaign begins

In the upcoming retrospective, discuss ways to improve sharing project status information

Meet with the marketing stakeholders to explain that the team will miss the planned release date

Resolve the disagreement for the team as a servant leader.

Encourage the team to continue trying to resolve their disagreements.

Advise the team on the correct course of action to avoid disagreements.

Remove the team members that are in disagreement to ensure unity in the team.

Analyze the list of all project participants and stakeholders, clarifying stakeholder roles and responsibilities.

Promote consensus-driven decision-making and a shared vision for team commitments and decisions.

Determine roles and responsibilities among team members and promote hierarchy, responsibility, and ownership among team members.

Have team members introduce one another and create a hierarchy that reflects responsibilities, roles, and decision-making.

Feature-driven development

Extreme Programming (XP)

Scrum

Kanban

Lessons learned

Wideband Delphi

Formal point counting

Planning poker

Perform analysis and development work, but no testing because that should be managed by another specialized team.

Master available technology and tools to provide informative dashboards to the stakeholders.

Work with product owners and turn product backlog items into potentially shippable product increments.

Complete projects by their deadlines and share the budgets upfront with project sponsors.

Prioritize the features based on customer feedback and potential value.

Focus on the reporting module since it has the highest estimated cost.

Complete the data repository and reprioritize based on the remaininq budqet.

Proceed with all of the planned features to ensure completeness.

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.

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.

Communicated early and often, as outlined in the communications matrix

Ensured engagement among stakeholders and the product owner

Conducted additional stakeholder reviews and demos

Worked with the product owner to prioritize user stories

Educate the QA manager that in agile quality is integrated from the beginning to end of the project

Write backlog items that include QA as part of the description

Ask for the current QA documents and incorporate them into the technical debt backlog

Ask the product owner to write tests and QA controls into the acceptance criteria

Ask the product owner to inform all stakeholders about the project's progress.

Send meeting notes to all stakeholders after each review meeting.

Include the results of the review meetings in the information radiators.

Convince the stakeholders of the benefits of attending the review meetings.

Since using an agile methodology minimizes risk in project management, the project team can focus on delivering business value over managing risk.

Project team members would each be responsible for identifying and managing risks for the individual user stones they have been assigned

All stakeholders are responsible for identifying risks during standups, retrospectives, and other team meetings.

The product owner is responsible for identifying risks and entering them into the backlog so that their mitigation can be prioritized.

Ensure that the product owner reviews the acceptance criteria for delivered user stories.

Augment the quality assurance and continuous integration processes for delivery.

Approach the relevant developers and testers regarding quality issues in upcoming iterations.

Ask the product owner to define the entire scope of delivery two to three iterations in advance.

Characterize chores as low priority since they do not add obvious value to the product

Delegate chore-related tasks to another team.

Escalate the issue to the shareholders/steering committee.

Get the product owner and team to meet to prioritize the work.

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

Building openness and transparency on the project's health and status

Facilitating conflict resolution among executive team members

Using active stakeholder involvement to build features in an incremental and iterative approach

Seeking continuous feedback from executive team members

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.

Discuss and address this in the iteration retrospective.

Let the product owner know it is the project manager's responsibility to drive a team's tasks.

Discuss the roles and responsibilities of the project team with the product owner

Ask the product owner to work extra hours to answer the team's questions

Ask the tester and developer to discuss it after the meeting, since it is not a part of the daily stand up.

Encourage the discussion to resolve impediments.

After the meeting, escalate this issue to the tester's supervisor to ensure that this does not reoccur.

Ask more questions about the testing techniques to obtain clarification on team efforts for quality improvements.

Review any reports of conflict between each of the team members over the last two years, and select only those with a track record of working well together.

Ensure there is a balanced mix of people who are experts and members with broad experience based on the work to be performed and determine training needs.

Ensure that none of the team members are geographically dispersed so that all team members can be colocated.

Review each team member's contributions to the velocity of their previous projects and select the highest performers.

Push it back due to the number of users and socialize the idea of developing a standard application and training session for all users.

Identity and create personas that can help the team better understand the needs of the target user base.

Build a minimum viable product (MVP), a standard application for all users, and release the new version (per users/areas).

'Engage the human resources (HR) team to identify the key users and interview all of them accordingly.