Domain II

Value-Driven Delivery

1- You are trying to explain to your project management office(PMO) the differences between vendor
management on an agile project and on a traditional project. You tell them that agile contracts typically -----------
----- .

A) Specify more frequent deadlines

B) Only last for one iteration at a time

C) Encourage closer cooperation between the team and vendor

D) Include tighter acceptance criteria

Answer: C

Agile contracts aim to encourage closer cooperation between the development team and the vendor, reflecting
Agile Manifesto value 3, “customer collaboration over contract negotiation”. Agile contracts are designed to
improve communication and adaptability in order to deliver more efficiently.

2- In working with the contractors for your project, you want to be able to reprioritize the remaining work based
on evolving costs as new information emerges. What would be the best approach?

A) Use a Kanban vendor contract.

B) Use your organization’s standard contract

C) Use a traditional vendor contract

D) Use fixed-price work packages

Answer: D

When using fixed-price work packages we break the work down into small components that contracted at a fixed
price. This reduces the scope and cost involved in each piece of work being estimated. The work can be estimated
at the work package level, which allows the supplier to update costs as new details emerge. The customer can
reprioritize work packages based on these evolving costs. “Kanban vendor contract” is a made-up term, and
traditional vendor contract wouldn’t allow you to reprioritize remaining work. we don’t have enough information
to assume that the organization’s standard contract would allow you to do that, either.

3- To ensure the success of our project, in what order should we execute the work, taking into account the
necessary dependencies and risk mitigation tasks?

A) The order specified by the project manager

B) The order specified by the business representatives

C) The order specified by the project management office

D) The order specified by the project team

Answer: B

It is largely the business representative who outline the priority of the functional requirements on the project. That
prioritization is then a key driver for the order in which we execute the work.

4- During the last demonstration, the product owner requested that a new feature be added to the system. As a
result, a new user is being inserted into the backlog. What is most likely to happen?

A) The new user story will be added to the top of the backlog

B) The new user story will be completed as soon as possible

C) The lowest-priority feature will be dropped from the backlog

D) More time and money will be added to the project to accommodate the requested change.

Answer: C

When we add a new feature to the project, it isn’t added to the top of the backlog or completed as soon as
possible; instead, it is prioritized and inserted at the appropriate place in the backlog. Since agile project typically
fix cost and time and allow scope to vary, it’s unlikely that more time and money would be added to the project. So
of these options, the MOST likely one is that the lowest-priority feature would be dropped from the backlog.
However, often that feature wouldn’t actually be removed; it would just drop down further in the backlog, making
it increasingly less likely to be completed.

5- What wouldn’t be one of the reasons an agile team might choose to use a task board?

A) Task board are easy to use

B) Task boards allow the team leader to control the flow of information

C) Task boards can be updated in a collaborative way

D) Task board allow the status of the project to be understood at a glance

Answer: B

Task board are an example of the low-tech, high-touch tools that agile teams prefer. Such tools are easy to use,
promote communication and collaboration, and provide information that is easy to understand at a glance. Rather
than allowing the team leader to control the flow of information, these tools are meant to be updated by all of the
team member.

6- After the project priorities are determined in the initial in the planning stage of a project, it is important to:

A) Allow the team to adjust them as needed throughout the project

B) Keep them fixed throughout the project, to avoid scope creep

C) Work with the customer to revisit them throughout the project, especially after each iteration
D) Allow the users to adjust them as needed throughout the project

Answer: C

After we are done prioritizing, we need to work in partnership with the business to revisit the priorities throughout
the project. We don’t fix the priorities to avoid scope creep, nor do we let the team or end users adjust the
priorities. The primary responsibility for updating the priorities belongs to the customer, who works with the team
to assess the business needs, risk, dependencies, and technical effort involved in each change.

7- The product owner would like the team to devote the first release to delivering the minimal viable product.
What does he mean by this?

A) He wants them to build only the functionality the end users will use the most

B) He wants them to deliver the smallest package of functionality that will be useful to the market

C) He wants them to determine the minimal (most efficient and least costly) technological approach

D) He wants them to identify the most basic features that the product could include and still work

Answer: B

The minimal viable product, which is often delivered in the first release of an agile project, is the smallest package
of functionality that will be useful to the end users or the market. This isn’t necessarily the functionality that the
end users will use the most, or the most basic features that the product could include and still work (the latter is a
subset of the minimal viable product). The option that refers to the technological approach is made up.

8- Halfway through the project, the earned value management metrics are looking good. This tells you that at
this point in the project:

A) The features that have been developed are satisfying the stakeholders’ values and priorities

B) The team has been successfully implementing agile values and principles

C) The product increments that have been released are already delivering value to the customer

D) The project is still on track to meet its spending, scope, and schedule targets.

Answer: D

If the earned value management metrics for your project are looking good, this simply tells you that the project is
on track to meet its spending, scope, and schedule targets. You can’t make any assumptions from such data about
how satisfactory the product’s features are, whether the release increments are delivering value, or whether the
team is implementing agile successfully.

9- What characteristics will your agile team look for in choosing their tools?

A) Provide options for deep, sophisticated analysis

B) Include a wide range of customizable project metrics

C) Is easy for anyone to learn to use and update

D) Has up-to-date technology and a simple user interface

Answer: C

Agile teams rely on “low-tech, high-touch” tools that anyone on the team can use and update. The other
characteristics may sound good, but they aren’t that helpful in an agile context.

10- The project stakeholders have just finished a brain storming session for the product features. Now they are
trying to figure out how to evaluate and prioritize all the ideas that have been generated. What would NOT be
helpful option?

A) Kano analysis

B) Dot Voting

C) Requirements prioritization model

D) Kanban prioritization method

Answer: D

The requirements prioritization model and dot voting are both prioritization schemes, and Kano analysis can
provide insight into customer preferences that can be used to help set priorities. So these options could all be
helpful. However, there is no such thing as “Kanban prioritization method”.

11- What activity does not reduce the value that your project could deliver?

A) Task switching

B) Leaving work unfinished

C) Waiting

D) Planning

Answer: D

Task switching, waiting, and partially done work are all example of waste, which reduces value. While planning
activities don’t actually involve building the product, that effort is necessary to make sure the team is heading in
the right direction; planning increases value by reducing the likelihood that the team will have to double back and
redo their work later.

12- What will your team try to deliver in early iterations on the project?

A) The lowest-risk component of the project

B) The highest-value components of the project

C) The components that are easiest to complete

D) The components that take the longest to complete

Answer: B
A key agile strategy is to deliver the highest-value components of the project as early as possible. This reduces risk
quickly and helps keep the stakeholders happy.

13- Why is it important for an agile team to use relative prioritization?

A) To help all stakeholders understand the priority of the features

B) To demonstrate the priority of each user story to the customer

C) To group work items into broad categories of priority that can be assigned to releases

D) To help the team visualize what they will be working on in the next few iterations

Answer: A

Relative prioritization helps all the stakeholders understand the priority of the features by showing the relative
ranking of each user story or work item in relation to all the others. Since the customer is primarily responsible for
coming up with these ranking in the first place, it is not necessary to use this list to “demonstrate” the priorities to
the customer. Although relative rankings do provide some insight into what’s coming up next, those priorities are
continually adjusted and updated to reflect new information and changes, so agile teams typically focus on the
current iteration, not what they might need to do next. Relative prioritization specifically involves ranking each
item in relation to the others, rather than grouping them into categories.

14- Looking at the ranked user stories in your team’s backlog, you notice that the last user story that is included
in the minimal viable product involves building Feature E. What is likely to happen to this feature?

A) It will be eliminated if the team runs out of time

B) It will be included in the final product, but won’t be built until the last release

C) It will be delivered as early as possible in the project

D) It will be eliminated if the team determines it’s not worth including in the project

Answer: C

Because the product owner has determined that Feature E is part of the minimal viable product, it won’t be
delayed or eliminated from the project. As a rule, the minimal viable product is built in the first release, and in any
case, team will try to deliver it as early as they can, so that is the best choice.

15- Your team is using the MoSCoW prioritization scheme, but the team members are arguing about what
“should have” really means. How would you describe this category to them?

A) The customer’s high priority features that don’t need to be delivered first

B) Requirements that enable the system to work properly but can be worked around if necessary

C) Useful additions that add tangible value to the system

D) Fundamental requirements that make system workable or viable

Answer: B
In the MoSCoW prioritization scheme, the highest-priority, most fundamental requirements are “must haves”. The
next category, “should have” refers to requirements that enable the system to work properly; if we omit those
features, the workarounds will be costly or cumbersome. This is the correct answer. The third category “could
have”, covers any useful additions that add tangible value to the system but are not required. The remaining
option listed here is a distractor.

16- Which scenario would NOT be an example of the agile approach to prioritization?

A) During iteration planning, asking the team “What user stories should we work on next?”

B) During an iteration review, asking the business representatives “Do we still want to develop feature B next?”

C) During high-level planning, asking the project sponsor “What does top management really want from this
project?”

D) During release planning, asking the product owner “What features is at the top of your wish list next?

Answer: A

The only one of these options that is not an example of agile’s customer-valued prioritization approach is asking
the team what they want to work on next. In that scenario, the focus is one the team and their sense of what the
project needs (or what they feel like doing), not the priorities of the customer, business representatives, or project
sponsor.

17- Your agile team is planning the work to be done in the second iteration of a six-month project. What two
priorities should you be trying to balance?

A) Monitoring risks and satisfying customer needs

B) Avoiding threats and taking advantage of opportunities

C) Identifying risk and mitigating them

D) Delivering high-value features and mitigating risks

Answer: D

In the early iterations, we want to take action to mitigate (not just avoid, monitor, or identify) risks as soon as
possible, and at the same time we want to deliver the highest-value features as quickly as possible. Although an
agile team will try to avoid (or reduce) threats and take advantage of opportunities, one of the two main priorities
must be delivering value to the customer.

18- What’s an agile practice for managing risk?

A) Focus on risk mitigation once the team is familiar with the project

B) Finalize the risk-adjusted backlog as early as possible

C) Work on high-risk user stories in the early iterations

D) Use risk-based spikes to identify all the risks

Answer: C

The only correct statement here is that high-risk work should be tackled in the early iterations. To maximize value,
agile teams must deal with risk as early as possible in the project. Risk-based spikes may be used to explore and
learn more about a risk or an unknown area of the project, but they are not a good way to “identify all the risk”. To
get information about potential risks, the team should spread a wide net and talk to as many stakeholders as
possible.

19- Which practice would be least likely to help your team review and adjust how they are doing and find
problems before they get bigger?

A) Servant leadership

B) Dot voting

C) Definition of done

D) Daily stand-up

Answer: A

This question is really about the concept of “frequent verification and validation “which covers a wide range of
agile collaborative practices at many levels. Since we are looking for the practice that is LEAST related to that
concept, the best choice is servant leadership; this involves empowering and supporting the team rather than
getting feedback. Dot voting is a form of participatory decision making, which is a key practice for getting
everyone’s input and making collaborative decision. The “definition of done” guides the team in building a valuable
and functional product. Daily stand-up are the team’s regular check-in points.

20- After the product owner has prioritized the feature list according to business value, a key stakeholder calls
you, the team leader, and says, “We need to move feature C to the top of the list because it’s the VP of
Marketing’s pet project”. How should you respond?

A) Respond politely, and then ignore the request since it doesn’t make nay sense and the stakeholder clearly
doesn’t understand how agile differs from traditional project management

B) Explain politely that you can’t do that because features A and B provide more business value, so the team will
be developing them first

C) Since this sound like a tricky political situation, you don’t want to get involved in it; respond noncommittally and
notify your sponsor about the request

D) Tell the stakeholder you will pass on this request to the product owner, who will consider the VP’s rationale for
bumping this feature to a higher priority.

Answer: D

Agile approaches are based on listening to our stakeholders, even when we don’t agree. Since changing the
priorities isn’t up to the team members, the best choice would be to tell the stakeholder you will convey this
request to the product owner, who will consider the rationale for bumping this feature to a higher priority. The VP
of Marketing may have sound reasons for favoring this feature based on information that the product owner didn’t
know about in prioritizing the features.
21- What is least likely to be benefit gained by adopting incremental delivery?

A) Reduce rework

B) Prioritize the product features

C) Find issues sooner

D) Deliver value earlier

Answer: B

Increment delivery is an efficient way to deliver value earlier, reduce rework, and find issues sooner. Although agile
teams use it to deliver the customer’s top-priority features first, it isn’t a prioritization method.

22- What is an important advantage of delivering a minimal viable product as soon as possible on an agile
project?

A) The minimal viable product is required in order to satisfy the end users, which we want to do as quickly as
possible

B) Releasing a minimal viable product can bring early return on investment while the remainder of the project is
still underway

C) The sooner you release the minimal viable product, the sooner the team can work on the other features that
customers value highly.

D) The sooner you finish the minimal viable product, the sooner the project can be completed

Answer: B

The minimal viable product (MVP) is the package to be useful to the package of functionality early, the
organization can start getting some return on investment before the final product is complete. The other answer
options might sound good, but they aren’t benefits of delivering a minimal viable product as opposed to simply
completing high-value features early.

23- Your team is working on a new drug, and there are a lot of regulations that will need to be satisfied before
the drug can be released. What would be a common agile approach in this situation?

A) Disregard the regulation during development, since compliance will be handled by the lawyers

B) Develop the new drug first, then ensure that it complies with the regulations

C) Document every step team makes in great detail, no matter how trivial

D) Make the compliance effort a separate project from the development effort

Answer: B

On an agile project, regulatory compliance is typically handled in one of two ways the team may weave the
compliance work into the process as they develop the product; or they may develop the product first, and then
ensure that it complies with the regulations. Since the first of these approaches isn’t listed here, the second one is
correct answer. Although additional documentation may be required to meet regulatory requirements, agile teams
would try to avoid any unnecessary documentation. Finally, although the legal department may be involved in
gaining regulatory approval, it’s up to the product they are building will satisfy the compliance requirements.

24- What’s the least likely information that project stakeholders would learn using Kano analysis to help
prioritize product features?

A) Which features will best meet the users’ needs

B) Whether the minimal viable product is useful to users

C) Which features will motivate users to purchase the product

D) Which features will be the most profitable

Answer: D

Kano Analysis is a way to classify features according to how well they satisfy users and meet their needs. By doing
this, we could gain insight into any of the options listed here. However, the benefit that would be least likely is
learning which features will be the most profitable. Kano analysis might show us which features the users would
pay more for, but profitability is impacted by many other factors this tool doesn’t consider, such as costs and profit
margins

25- What could you say to a team member who doesn’t understand why an agile team would want to use
earned value management metrics?

A) EVM metrics promote conversation and collaboration, because the entire team can be involved in creating the
graphs

B) EVM metrics help us reduce our project costs

C) EVM metrics are one tool we can use to look ahead and predict completion dates and final costs

D) EVM metrics are a critical tool for agile projects

Answer: C

One important reason why an agile team might want to use EVM metrics is that they are leading indicators that
can be used to predict completion dates and final costs, and allow us to adjust our approach, if necessary. EVM is
not ab essential can be used for agile; although it certainly can be used for agile projects, it’s more commonly used
on traditional projects. Although EVM can be translated into diagrams that can help people visualize project
progress, it isn’t necessary or helpful for everyone to collaborate on creating those graphs. And EVM does not
reduce project costs.

26- When would you be most likely to use key performance indicators on your agile project?

A) When the team wants to know how much work they got done in the last iteration

B) When the customer would like to see what the final product will look like

C) When you want to compare competing estimates from vendors

D) When the sponsor asks when you will be done and how much the project will cost

Answer: D

One common use of key performance indicator is for reporting performance to senior management, such as when
the sponsor asks when you will be done and how much the project will cost. Although these indicators can also be
used to evaluate how much work is being completed, agile teams typically use velocity to track their progress by
iteration, not key performance indicators. The other two options aren’t related to key performance indicators.

27- When your team presents a product demonstration, what do they expect to learn?

A) Whether the increment passes QA testing

B) Whether they are building the right product

C) How the customer wants them to proceed

D) How accurate their user story estimates were

Answer: B

Product demonstrations give the team feedback about whether they are building the right product so for. They
typically don’t provide feedback about user story estimates or QA testing results. Although the customer and the
team may discuss the features to be worked on next as part of the review meeting, the demo itself is simply an
opportunity to get feedback about the increment they have just finished.

28- Your team is getting ready to add a new team member, and one concern is making sure that the new person
will help the team reduce bottlenecks. With this in mind, what kind of team member should you be looking for?

A) Someone who can perform multiple roles

B) Afunctional specialist

C) A person with experience working on an agile team

D) Some with excellent collaboration and communication skills

Answer: A

Agile methods rely on cross-trained teams to reduce the likelihood of activity-based bottlenecks. By avoiding role
specialization, people are able to move between roles more effectively and share the workload. A functional
specialist would make bottlenecks more likely, rather than less. The other options might be helpful characteristics
in a new team member, but they aren’t directly related to reducing bottlenecks.

29- If you expect the suppliers you are selecting for a project to follow agile practices, how should you
communicate this to potential bidders?

A) State this as a requirement in the request for proposal (RFP)

B) Schedule an educational event about agile for any vendor plan to bid on the project

C) Call the account reps to explain this requirement before estimates are submitted
D) E-mail a list of approved practices to all potential bidders

Answer: A

If we will require vendors to follow agile methods, then this should be stated in the RFP. Although phone calls, e-
mails, and educational events may be helpful at some point, they should not be the main way we communicate
this requirement up front.

30- The project sponsor asks the team leader to present some key performance indicators to show how the
project is faring in terms of progress and the schedule. In presenting this data, what would the team leader be
likely to share with the sponsor?

A) The remaining work in the backlog

B) The customer’s prioritization of the remaining items in the backlog

C) The number of completed story point that have been accepted by the customer each week

D) The likely completion date, calculated by using the work remaining and the current rate of progress

Answer: B

The key performance indicators that might be used on an agile project include rate of progress (e.g., the number of
story points that have been accepted by the customer each week), the remaining work (i.e., how much is left in the
backlog), the likely completion date, and the likely costs remaining. The customer’s prioritization of the remaining
items in the backlog is unlikely to provide any insight into how the project is progressing.

31- When redesigning your company’s standard contract for an agile project, what would be most important to
emphasize?

A) Providing frequent feedback to the contractor

B) Short-term commitments with the contractor

C) Rapid deployment and implementation by the contractor

D) Full disclosure between the team and the contractor

Answer: A

Agile relies on close cooperation between the team and contractors, and one way to implement this is to provide
frequent feedback to the contractor. The other options that mention rapid deployment, short-term engagement,
or full disclosure may be helpful, but these areas are not necessarily emphasized in agile contracts.

32- Incremental delivery is one way that agile teams can:

A) Continuously tailor our agile processes

B) Speed up the planning process

C) Get an early return on investment

D) Increase team member commitment

Answer: C

Incremental delivery helps us get an early return on investment. It is not focused on team commitment, process
tailoring, or speed of planning.

33- what tool or practice would be the best way to gain the benefits of frequent verification and validation on
your project?

A) Progressive elaboration

B) Shu-Ha-Ri

C) MoSCoW

D) Exploratory testing

Answer: A

Progressive elaboration involves planning in increasing levels of detail as we learn more about project.

34- Your sponsor has asked for a quick update of how the project is doing in term of spending, scope, and
schedule. Which of the following tools will you show her?

A) Value stream map

B) Cumulative plan diagram

C) Risk burndown graph

D) Earned value management graph

Answer: D

The only option listed here that could be used to show spending, scope, and schedule performance is an earned
value management graph. A value stream map can help us improve the efficiency of a process, and a risk
burndown graph is a way to monitor our risk reduction efforts. “Cumulative plan diagram” is a made-up term.

35- What is the ultimate reason why projects undertaken?

A) To increase market share

B) To keep the project team busy

C) To maximize product quality

D) To deliver business value

Answer: D

This question addresses the fundamental importance of value-driven delivery for agile project. From an agile
perspective, the ultimate reason why project is undertaken is to deliver business value. Even safety and regulatory
compliance projects can be expressed in terms of business value by considering the business risk and impact of not
undertaking them. It’s true that on some projects we might be aiming to increase market share, maximize quality,
or keep the team busy, but those reasons don’t apply to all projects.

36- Which statement describes agile contracting most accurately?

A) Vendor contracted to work on agile project must understand agile practices

B) Many agile projects use fixed-price work packages or graduated fixed-price contracts

C) Agile projects seek to avoid negotiating contract terms

D) Traditional vendor contracts are well suited to agile projects

Answer: B

Because agile allows for changing requirements and priorities, it does not easily lend itself to traditional contracts
based on formal specifications. Instead, many agile projects use contracting models designed for an agile
projecting models designed for an agile environment, such as fixed-price work packages and graduated fixed-price
contracts. Although the agile mindset emphasizes customer collaboration over contract negotiation of contract
terms. And depending on their role on the project, it may not be necessary for a vendor to understand or use agile
practices.

37- The product owner is struggling with a tricky problem, and the ScrumMaster suggests that the MoSCoW
technique might provide some insight into the problem. What task is the product owner most likely dealing
with?

A) Inspecting the increment built during the iteration to determine whether it’s done

B) Prioritizing the features in the backlog

C) Monitoring the progress of the project

D) Communicating the project vision and project goals to the team

Answer: B

MoSCoW is a prioritization scheme in which product features can be assigned to the categories” Must have”,
“Should have”, “Could have” and “Would like to have but not this time”. Although the backlog items are ranked
individually in relative order, rather than by category, if the product owner is feeling stuck this technique might
provide some insight into the problem of how to rank the features. MoSCoW wouldn’t be relevant to any of the
other task listed here.

38- To understand how agile contracts are different from non-agile contracts, we need to understand that:

A) Agile projects allow time to vary, but cost and functionality are typically fixed.

B) Agile projects allow functionality to vary, but cost and time are typically fixed

C) Agile projects typically work with fixed constraints of functionality, cost, and time
D) Agile projects allow cost to vary, but functionality and time are typically fixed

Answer: B

Agile project typically allow functionality to vary as needed within fixed constraints of cost and time. This is known
as the agile (or inverted) triangle of constraints, since traditional project usually start by specifying the functionality
to be delivered, and then may need to increase cost and time as needed to reach that goal.

39- Which tool would an agile team use to convey how much work is remaining on their project?

A) Gantt chart

B) Scheduling software

C) Spreadsheets

D) Sticky notes on a whiteboard

Answer: D

Agile teams rely on low-tech, high-touch tools for tracking and planning. Sticky notes on a whiteboard would allow
each team member to share and update the status of their own work, and this information would also be clearly
visible to all the stakeholders.

40- Your team is looking for the source of a bottleneck on a cumulative flow diagram that tracks your work in
progress by activity. What should you be looking for?

A) Falling curve

B) Rising trendline

C) Widening band

D) Sloping gradient

Answer: C

When examining a cumulative flow diagram for bottlenecks, we look for a widening band for an activity, which
indicates the growing completion of work. A widening band is created when one line is followed by anther line of
shallower gradient. Since the line gradient indicates the rate of progress for an activity (features over time), a
widening area is created above the activity that is progressing at slower rate. The option “sloping gradient” doesn’t
specify what kind of slope; typically, all the lines on a cumulative flow diagram will be “sloping” in some way. The
other options are distractors.

41- Frequent verification and validation is an important practice on agile projects because it helps establish that:

A) The solution being designed matches the expectations of the customer

B) The team’s story points have remained consistent from iteration to iteration

C) The team’s velocity estimates are on track

D) Throughput is being optimized

Answer: A

Frequent verification and validation employs regular testing, checkpoints, and reviews to make sure stakeholder
expectations about the solution are aligned and address any mismatched expectations before they lead to
problems.

42- The customer and the development team disagree on which of two product features should be prioritized
first on the backlog. How should this be resolved?

A) They should use fist-of-five voting to determine which should be prioritized first

B) If no consensus can be reached, the sponsor should decide

C) The feature that the customer selected should be prioritized first

D) The feature that the developers selected should be prioritized first

Answer: C

On a real-world agile project, this scenario should not arise since agile methods have a clear guideline for
prioritizing product features: the customer is ultimately responsible for prioritizing items in the backlog based on
business value. Although the team might raise an objection if the customer’s preferred feature is dependent on
another feature that needs to be built first or some other technical concern, nothing in the question suggests
that’s the case here. The sponsor plays a high-level role in the project and would mot be involved in deciding this
issue.

43- Increment delivery means that:

A) We deploy functional increments over the course of the project

B) We improve and elaborate our agile process with each increment delivery

C) We release working software only after testing each increment

D) We deliver nonfunctional increments in the iteration retrospectives

Answer: A

Incremental delivery means that we deploy functional increments over the course of the project. It does not relate
to retrospectives, testing, or changes to the process, so the other options are incorrect.

44- What’s the most important reason why agile teams try to deliver the highest-value parts of the project as
soon as possible?

A) To get the project done faster

B) To take advantage of opportunities while they are still active

C) To determine whether the project will achieve fast failure

D) To get early feedback from the users

Answer: B

Delivering the highest-value parts of the project quickly allows us to take advantage of opportunity before things
change and the window of opportunity starts to close. This approach might also help us get early feedback from
the users or get the project done faster, but those are side benefits. Fast failure is not relevant to delivering value
early, since it occurs when the team discovers quickly that there is no viable way to complete the project goals.

45- What is the most effective way that a development team can demonstrate that they understand the
customer’s needs?

A) Conduct regular product demonstrations to get feedback

B) Deliver the highest-value components of the project as soon as possible

C) Build the items at the top of the backlog first

D) Prioritize the user stories based on business value

Answer: B

All of these options are that agile teams try to incorporate customer need to determine which answer BEST
addresses the question. Based on the agile mindset, the bottom line is delivering value as quickly as possible.
Therefore, the correct answer is to deliver the highest-value components of the project quickly. The other options
describe tactics we can use to reach that goal, not the goal itself.

46- Your team uses a whiteboard with columns for various stages of work, on which you post sticky notes that
represent the tasks you are working on. What is this tool called?

A) Burndown Chart

B) Work radiator

C) Task diagram

D) Kanban board

Answer: D

The question is describing a Kanban board, not a burndown chart (which is used to track velocity). The other
options are made-up terms.

47- Which of the following is not true of risk management on agile projects?

A) The team should address the biggest risks in the early iterations

B) The development team should be involved in identifying and managing risks

C) The team should minimize risk since risk is the inverse of value

D) The team should prioritize risk response actions over delivering valued features
Answer: D

Agile development teams are involved in identifying and managing risks, since they are most familiar with the
technical details of the work and potential risks. Since agile considers risk to be the inverse of value (i.e., anti-
value), agile teams try to tackle the high-risk areas of the project sooner rather than later. However, they do not
automatically prioritize risk response actions over delivering valuable features; instead, they balance these two
priorities by prioritizing risk response actions along with valued features, based on their relative value (for
features) and anti-value (for risks).

48- What would be an example of incremental delivery?

A) Using a risk burndown graph to track the reduction in project risks over time

B) Releasing a basic version of an application while still working on more advanced features

C) Mapping the flow of value delivering by the product at each stage in the process

D) Continuously improving and elaborating our agile practices as the project progresses

Answer: B

With incremental delivery, we aim to deliver the simplest thing that will work (the “plain vanilla” version) and then
incrementally add more features until the final product is built. The other options don’t describe incremental
delivery.