Latest PMI PMI-200 Free Certification Exam Material with 485 Q&As [Q50-Q72]

NEW QUESTION 50
What do the principles of Extreme Programming (XP) include?

Communication, respect, and courage

Communication, process flow, and authoritarian structure

Value people over processes, communication, respect disagreement, and strive for consensus

Rapid feedback, assume simplicity, incremental change, embrace change, and quality work

NEW QUESTION 51
A new stakeholder has recently joined a project. During a meeting with the scrum master, the new stakeholder tries to understand the status of the project and the remaining tasks for completion.
How should the scrum master inform the new stakeholder?

Show the stakeholder the latest release breakdown for the project.

Invite the stakeholder to attend the next sprint review meeting.

Show the stakeholder the progress radiators for the project.

Invite the stakeholder to attend the next sprint planning meeting.

NEW QUESTION 52
During the advanced stages of implementing a complex design, an agile practitioner realizes that the architecture is not scalable for user requirements. The architect suggests a workaround that is minimally adequate but may cause some performance issues.
What should the agile practitioner do?

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.

NEW QUESTION 53
While reviewing the sprint burn down during a stand up. The scrum team identifies that they have fallen behind Upon further discussion they discover that some quality assurance (QA) team members were unable to use the new automation framework, which caused a bottleneck.
What should the scrum team do?

For upcoming sprints, have QA team members ensure that their respective skill sets are considered when acceptingstones

Have QA team members with the appropriate skill sets spend extra time to help the team succeed

Ensure that QA team members who lack the appropriate skill sets sign up for training within the next few weeks

Ask QA team members experienced with the new automation framework to cross-train the other QA members

NEW QUESTION 54
An organization wants to execute a corporate website redesign project using Scrum. There is an experienced pool of agile team members from a previous project, as well as a pool of available internal team members with some Scrum background.
What should be considered when selecting the team?

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.

NEW QUESTION 55
When moving to Agile project management, a keyfactor for the project manager’s success will be:

shifting from a controlling mindset to a facilitating mindset

directing the work in a more incremental fashion

only assigning tasks for the nextiteration

giving up control and rotating management through the team

NEW QUESTION 56
The team is derailed by a demand from a senior manager unrelated to the project. How does the agile coach help the team?

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

NEW QUESTION 57
After completing the release plan, the team realizes that the project is very likely to have a negative ROI What should the team do?

Prioritize the backlog, and remove low-priority stories from the release plan to ensure a positive ROI

Replace some team members to reduce the release costs and minimize a negative ROI

Perform a root-cause analysis to remove waste from the delivery process and increase the ROI.

Communicate the risk of a negative ROI to the stakeholders, and update the release plan

NEW QUESTION 58
A project manager is leading a large agile project with multiple deliverables at each phase of completion. The project team has informed the project manager that the deliverables are completed per the team agreement.
Which agile practice should the project manager advise their team use to ensure deliverables are completed and ready for release?

Requirements backlog and ready for release

Acceptance criteria and release

Definition of ready (DoR) and review

Definition of done (DoD) and demonstrate

NEW QUESTION 59
In several recent agile team status meetings, there have been discussions about increases in costly bugs and late product deliveries, resulting in lower quality and higher costs. Team members feel they spend too much time in planning and process meetings, then feel rushed to complete their work.
How should the agile lead implement an effective and efficient solution?

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.

NEW QUESTION 60
An employee just received an Agile certification and has been promoted to team leader. They are working on a project that is experiencing issues with late deliverables. After monitoring project progress, they notice that one impediment is continuously repeated at start of each phase, affecting team’s productivity.
How should the team leader exhibit servant leadership?

By being a change agent

By being the authority on processes

By being a coach

By removing impediments

NEW QUESTION 61
An agile coach advised a project manager to continuously improve their ability to support their team and remove any obstacles in the project’s way. What role is the agile coach advising to the project manager to take on?

Scrum master

People manager

Servant leader

Squad leader

NEW QUESTION 62
Continuous integration ensures that a product is:

Ready to ship when all features are complete.

Delivered for testing at the end of each day.

Technologically ready to deploy at any time.

Deployed after final business approvals.

NEW QUESTION 63
An agile coach is guiding a team across multiple locations. They need a united communication approach that involves task-oriented communications and discussion boards with effectiveness.
Which method of communication would be most effective?

Interactive communication

Pull communication

Interpersonal communication

Push communication

NEW QUESTION 64
When facilitated and managed well, the primary benefits of a project retrospective should be to:

Increase empowerment and enjoyment for the team.

Identify the most important issues for the sponsors.

Provide an open forum for team member complaints.

Allow the team to get ahead on release planning.

NEW QUESTION 65
What is the risk of using agile in a distributed team?

Frequent integration of work produced

Lack of shared knowledge of user stories

Need for more locations to learn agile

Unclear team structure

NEW QUESTION 66
Senior management is frustrated at the lack of a detailed implementation plan that shows exactly when the project will end and when all requirements will be met. The team has been using a rolling wave planning approach so far on the project.
How should the agile practitioner explain to senior management the benefits of this approach?

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

NEW QUESTION 67
During an iteration, an agile team discovers infrastructure requirements that were not initially considered.
What should the team do to effectively manage this?

Rework the iteration scope to accommodate these requirements.

Add these requirements into the product backlog for future consideration.

Raise the discovery of these requirements as an issue, and escalate to management.

Immediately start working on these requirements.

NEW QUESTION 68
An agile practitioner notices that team members are disengaged. As a result, the team’s velocity has decreased.
What should the agile practitioner do to get the team back on track?

Escalate the issue to the project sponsor.

Remove stories to increase velocity.

Hold a standup to address the issue.

Facilitate a team retrospective.

NEW QUESTION 69
How can an agile practitioner ensure that all key stakeholders are properly engaged in planning?

Collect stakeholder requirements

Conduct an iteration planning meeting

Communicate product backlog items to the stakeholders

Facilitate a product development roadmap workshop

NEW QUESTION 70
A project’s first iteration contains item A and its second iteration contains item B The first iteration is behind schedule, which will impact the second iteration. Since items A and B are similar, a team member suggests beginning the design of item B.
What should the agile practitioner do?

Defer starting the design of item B until the second iteration is being planned

Proceed with the design of item B; since it will hasten the second iteration

Escalate the issue to the customer, and obtain their approval before starting the design of item B

Log the issue in the risk register, and request change control board (CCB) approval

NEW QUESTION 71
A development team for a small company experiences long delays between product completion and release for validation and testing. The company is concerned that this will impact its ability to compete in the marketplace What analysis should the team use to understand the issues?

Risk management

Variance and trend

Kano model

Fishbone diagram

NEW QUESTION 72
A team member is stressed due to a heavy workload, while other team members have some slack in their schedules How should the team lead address this?

Inform management and suggest that additional resources may be required

Discuss the issue with the team in the daily stand up meetings

Meet personally with the stressed team member to brainstorm ways to better manage their time

Begin tracking the stressed team member’s tasks in a separate backlog for additional analysis and reporting