CAPM Agile Frameworks and Methodologies Practice Test 2 — 15 Questions

Question 1

Refer to the exhibit. What does the increase in remaining work from Day 3 to Day 4 indicate?

Accepted Answer

The team added new work to the Sprint Backlog.. The increase in remaining work from Day 3 to Day 4 indicates that new work was added to the Sprint Backlog. In a burndown chart, the remaining work line typically goes down as tasks are completed. An upward spike means the total scope increased, which happens when items are added to the Sprint Backlog. This is a common scenario when the team discovers additional necessary work or when the Product Owner introduces new urgent items.

Answer

The team had a holiday on Day 4.

Answer

The team removed some work from the Sprint Backlog.

Answer

The team finished work faster than expected.

Question 2

Refer to the exhibit. What problem does this Kanban board reveal?

Accepted Answer

The WIP limit for In Progress is exceeded.. A Kanban board enforces WIP limits per column to expose bottlenecks and encourage flow. When the number of cards in the 'In Progress' column exceeds the configured WIP limit, the board is signaling that the team has taken on more concurrent work than the process can absorb. This is the classic visual cue Kanban is designed to surface, so the correct diagnosis is that the WIP limit for In Progress has been exceeded.

Answer

The To Do column is nearly empty.

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Too many items are in the Done column.

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There are blocked items that need attention.

Question 3

What is the primary purpose of the daily stand-up in Scrum?

Accepted Answer

Identify impediments to progress.. The Daily Scrum is a 15-minute inspect-and-adapt event for the Developers, whose purpose per the Scrum Guide is to inspect progress toward the Sprint Goal and adapt the Sprint Backlog as needed. In practice, its most valuable output is surfacing impediments — blockers, dependencies, or risks — so the team or Scrum Master can remove them quickly. It is not a status report to management, nor a detailed work-review or planning session.

Answer

Provide a status report to management.

Answer

Review completed work from the previous day.

Answer

Plan work for the next 24 hours.

Question 4

A Product Owner is struggling to prioritize a backlog that includes both technical debt and new features. According to agile principles, which approach is most appropriate?

Accepted Answer

Prioritize based on business value, considering the cost of delay for each item.. Agile prioritization focuses on business value and cost of delay, considering both new features and technical debt. Option A is wrong because ignoring technical debt can harm future value delivery. Option B is wrong because value should be the primary driver. Option D is wrong because arbitrary alternation is not value-driven.

Answer

Alternate between technical debt and features each sprint.

Answer

Always prioritize technical debt because it improves velocity.

Answer

Always prioritize new features over technical debt because they deliver immediate value.

Question 5

Refer to the exhibit. The team has a capacity of 5 story points for the sprint. Which items should they commit to?

Accepted Answer

Item 1 only. With a team capacity of 5 story points, the team should commit only to work that fits within that capacity. Item 1 alone (assuming it is sized at or under 5 points) is the only option that does not exceed the 5-point limit. Committing to more than capacity violates the principle of sustainable pace and reliable delivery in agile/Scrum.

Answer

Items 2 and 3

Answer

Items 1 and 2

Answer

Item 3 only

Question 6

During a sprint, the team identifies a critical defect that requires immediate attention. What should the Scrum Master do?

Accepted Answer

Allow the team to fix the defect within the sprint if possible.. In Scrum, the team should handle critical defects within the sprint if possible, as the sprint backlog is flexible and can be adjusted. The Scrum Master should facilitate this by helping the team assess the impact and decide whether to fix it immediately or add it to the product backlog for prioritization.

Answer

Report to management.

Answer

Add the defect to the product backlog.

Answer

Stop the sprint and restart.

Question 7

A Scrum team has a Product Backlog Item (PBI) that is too large to be completed in one sprint. What is the best action for the team to take?

Accepted Answer

Ask the Product Owner to break the PBI into smaller PBIs.. Scrum requires that Product Backlog Items selected for a Sprint be small enough to be completed within the Sprint; a PBI too large to fit is a sizing problem, and the correct remedy is to split it into smaller, independently valuable items. The Product Owner owns the Product Backlog and is responsible for ordering and refining it, so asking the Product Owner to break the PBI into smaller PBIs is the correct action. Simply forcing an oversized item into the Sprint Backlog or deferring it indefinitely does not solve the underlying refinement problem.

Answer

Add the PBI to the sprint backlog and try to complete it.

Answer

Move the PBI to the next sprint to allow more time.

Answer

Remove the PBI from the product backlog entirely.

Question 8

A Scrum Master notices the daily stand-up meetings are consistently running over the 15-minute timebox and becoming unproductive. What should the Scrum Master do?

Accepted Answer

Enforce the 15-minute timebox strictly.. The Scrum Master is a servant-leader who coaches the team on Scrum practices. When the Daily Scrum exceeds its 15-minute timebox, the Scrum Master should enforce the timebox and help the team refocus on the three questions (what was done, what will be done, impediments). This preserves the event's purpose and prevents it from becoming a status meeting.

Answer

Make daily stand-ups optional for team members.

Answer

Ask team members to submit written status reports instead.

Answer

Cancel the daily stand-up and replace with email updates.

Question 9

Refer to the exhibit. An Agile team used this project policy to control access to user stories in their project management tool. A developer reports that they cannot access a user story in the 'confidential' folder. Their request includes the tag 'confidential'. What is the most likely cause?

Accepted Answer

The developer's request matches the condition in the Deny statement.. The developer's request matches the condition in the Deny statement. The project policy includes a Deny statement that applies when the request tag 'confidential' is present. Since the developer's request includes that tag, the Deny overrides the Allow, blocking access. Option B is incorrect because the developer is authorized by the Allow statement, but the Deny explicitly revokes that authorization for this specific condition.

Answer

The policy is malformed.

Answer

The developer is not authorized to read any user stories.

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The user story is located in a different project.

Question 10

Refer to the exhibit. An Agile team uses Git for source control. Based on the git log, which integration strategy is the team using to incorporate changes from feature branches?

Accepted Answer

Merge. A merge commit is created when a feature branch is integrated back into the mainline, preserving the full branch history and producing a commit with two parents. The git log exhibit shows this characteristic two-parent merge commit structure (often displayed as a 'Merge branch...' entry), which is the signature of the merge strategy. Cherry-pick, rebase, and squash all rewrite or replay commits and would not produce a merge commit with two parents in the log.

Answer

Cherry-pick

Answer

Rebase

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Squash

Question 11

A distributed agile team has members in three different time zones. They use Scrum with two-week sprints. The daily Scrum is held at 9:00 AM Eastern Time, which is inconvenient for the team members in India (7:30 PM) and Australia (11:00 PM). The team is struggling with communication and frequently misses the daily Scrum. The product owner is not attending anyway, but the development team members from remote locations feel left out. The Scrum Master wants to improve the situation. The team has decided to try alternating the time of the daily Scrum. However, the product owner insists that the team should all be available at a fixed time. The remote developers are becoming disengaged. What should the Scrum Master do?

Accepted Answer

Rotate the daily Scrum time each sprint to share the inconvenience fairly. The Scrum Master should facilitate a team decision to rotate the daily Scrum time each sprint to share the inconvenience fairly among distributed team members. This promotes equity, maintains the daily Scrum's purpose, and addresses the disengagement of remote developers. The product owner's insistence on a fixed time should be balanced with the team's need for effective communication.

Answer

Replace the daily Scrum with a daily email status update

Answer

Hold two separate daily Scrums: one for each time zone region

Answer

Enforce the fixed time rigidly and ask remote members to adjust their schedules

Question 12

A Kanban team notices that their board has a column for 'Ready for Testing' with a WIP limit of 3. Despite the limit, testers are often idle because developers keep working on new items instead of helping test. Which Kanban principle is being violated?

Accepted Answer

Stop starting, start finishing. The principle 'stop starting, start finishing' encourages team members to focus on completing existing work before pulling new items. When testers are idle, developers should swarm on testing to finish items, rather than starting new development. This improves flow and reduces cycle time. The other options are Kanban principles but do not directly address the behavior described.

Answer

Visualize the workflow

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Make process policies explicit

Answer

Limit Work in Progress (WIP)

Question 13

A Scrum team is preparing for Sprint Planning and needs to define a Sprint Goal that will guide the upcoming Sprint. Which two characteristics should the Sprint Goal have? (Choose two.)

Accepted Answer

It provides a single objective for the Sprint that gives the team flexibility in how the work is delivered.. A Sprint Goal gives the Sprint a single, coherent purpose and is created collaboratively during Sprint Planning. It should express a measurable outcome that the team pursues, while leaving the exact scope negotiable as the team learns. That combination of clear intent and flexible delivery is what lets the team adapt without losing the Sprint's focus, and it is what the Sprint Review inspects.

Answer

It is finalized by the Product Owner alone before Sprint Planning so the team can begin work immediately.

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It remains fixed for the entire product lifecycle and cannot change between Sprints.

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It lists every Product Backlog item the team will complete, with acceptance criteria for each item.

Question 14

A team is using Scrum and notices that the Product Owner frequently changes priorities during the Sprint, causing the team to rework tasks. What should the Scrum Master do first?

Accepted Answer

Coach the Product Owner on the Sprint Backlog rule and the impact of changes.. The Scrum Master's primary responsibility is to ensure Scrum is understood and enacted. The Product Owner is violating the Sprint Backlog rule, which states that once a Sprint starts, the Product Owner cannot change the Sprint Backlog items; only the team can modify the Sprint Backlog to meet the Sprint Goal. By coaching the Product Owner on this rule and the impact of changes (e.g., rework, loss of focus, and potential Sprint Goal failure), the Scrum Master addresses the root cause without disrupting the team's workflow.

Answer

Shorten the Sprint duration to minimize rework.

Answer

Ask the team to be flexible and accept the changes.

Answer

Escalate to the project sponsor for resolution.

Question 15

In Kanban, the team is experiencing frequent bottlenecks at the testing stage. Which practice should they adopt to improve flow?

Accepted Answer

Limit the WIP at each stage, especially testing.. In Kanban, limiting Work in Progress (WIP) at each stage is a core practice to expose bottlenecks and improve flow. By capping the number of items allowed in testing, the team prevents work from piling up, forcing them to finish existing tasks before pulling new ones. This directly addresses the frequent bottlenecks by making the constraint visible and actionable, enabling the team to focus on completing testing rather than starting more work.

Answer

Increase the batch size of work items.

Answer

Conduct daily stand-up meetings.

Answer

Add more testers to the testing phase.