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PMI PMI-ACP Practice Test - Questions Answers, Page 20

Question list

List of questions

Question 191

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What should a Scrum Master do when one team member falls behind in their tasks'?

Question 192

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A company has decided to combine Iwo similar products consisting of multiple teams into one product Engaged customers want to know how the company is looking at re-organizing it's teams. What strat

Question 193

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During a project review, the team discovers customer feedback that would add scope. The project leader is concerned that the team will be unable to incorporate this feedback and still meet the produ

Question 194

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A team member has spent 5 days on a spike and the first set of experiments has not been successful The issue is the development team member has determined a short-term rather than a long-term soluti

Question 195

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An organization highly values security However, a team member on a project has found a way to save time and money with less robust security features. What should the team member do?

Question 196

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The product owner of an agile project is frustrated because the team is unable to deliver as many features as expected. The product owner asks the team to reduce test-automation levels, since the qu

Question 197

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When introducing agile processes to a company, a quality assurance (QA) manager resists and believes that the switch to agile will remove quality controls and documents How should the agile practiti

Question 198

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An agile project leader notices that the team's velocity has decreased. In examining data provided by team members, the project leader discovers that one team member has been slow to enter story sta

Question 199

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A client slates that a product is not being built as requested. How should the agile team address this?

Question 200

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When prioritizing features to be delivered in an iteration, on what features should an agile team defer work?

Question 191

What should a Scrum Master do when one team member falls behind in their tasks'?

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

Ask the team for suggestions

Privately offer the team member encouragement to meet task commitments

Notify the product owner

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Question 192

A company has decided to combine Iwo similar products consisting of multiple teams into one product Engaged customers want to know how the company is looking at re-organizing it's teams.

What strategy should be employed to re-organize the teams?

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 and capitalize on synergies

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

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

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During a project review, the team discovers customer feedback that would add scope. The project leader is concerned that the team will be unable to incorporate this feedback and still meet the product launch date.

What should the project leader do?

Finalize the feedback in the form of a change request

Limit the scope of the feedback to only those changes that the team can feasibly accommodate

Encourage all feedback, then work with the customer to prioritize work for future sprints

Allow the team to decide what feedback to incorporate.

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Question 194

A team member has spent 5 days on a spike and the first set of experiments has not been successful The issue is the development team member has determined a short-term rather than a long-term solution.

What should the project leader do?

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 mam issues with the spike

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Question 195

An organization highly values security However, a team member on a project has found a way to save time and money with less robust security features. What should the team member do?

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

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Question 196

The product owner of an agile project is frustrated because the team is unable to deliver as many features as expected. The product owner asks the team to reduce test-automation levels, since the quality assurance team will test the product at project completion. The product owner expects that more features will be delivered in each iteration using this approach What should the agile practitioner do?

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 testautomation levels and reduce redundancy

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Question 197

When introducing agile processes to a company, a quality assurance (QA) manager resists and believes that the switch to agile will remove quality controls and documents How should the agile practitioner address this concern?

Educate the QA manager that in agile, quality is integrated from the begining 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

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Question 198

An agile project leader notices that the team's velocity has decreased. In examining data provided by team members, the project leader discovers that one team member has been slow to enter story statuses.

What can happen as a result'

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

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