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CCNA Agile Frameworks and Methodologies Questions

21 of 96 questions · Page 2/2 · Agile Frameworks and Methodologies · Answers revealed

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76
Multi-Selecthard

Which TWO are core practices of Extreme Programming (XP)?

Select 2 answers
A.Sprint review.
B.Test-driven development (TDD).
C.Pair programming.
D.Product backlog grooming.
E.Retrospectives.
AnswersB, C

Test-driven development is a core XP practice: tests are written before code, then code is refactored until they pass. This satisfies XP's emphasis on continuous feedback and quality, distinguishing it from Scrum, which prescribes no engineering practices. TDD's red-green-refactor cycle directly supports XP's incremental design and collective ownership.

Why this answer

Test-driven development (TDD) is a core XP practice in which developers write an automated unit test before writing the code, then refactor once the test passes, giving rapid feedback and a safety net. Pair programming is also a core XP practice: two developers work together at one workstation, with one typing and the other reviewing, which improves design quality and knowledge sharing. By contrast, sprint review, product backlog grooming, and retrospectives are Scrum ceremonies/artifacts rather than XP's defining engineering practices, so they do not belong here.

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77
MCQmedium

The team notices that work is piling up in the Testing column. The WIP limit for Testing is 3, but currently there are 5 items. What should the team do first?

A.Move items from Backlog to To Do to increase throughput.
B.Ignore the WIP limit and continue as is.
C.Move some testing items back to In Progress.
D.Focus the team on completing testing items until the WIP limit is met.
AnswerD

The WIP limit of 3 is exceeded, so the team must stop starting new work and swarm on the five testing items until the column returns to its limit. Completing existing work restores flow and satisfies the constraint the stem identifies.

Why this answer

When a WIP limit is exceeded, the team should swarm on the bottleneck to complete the items in that column, thereby reducing work-in-progress and restoring flow. In Kanban, exceeding a WIP limit signals a constraint that must be resolved by finishing existing work, not by adding more. This aligns with the core principle of limiting WIP to improve throughput and cycle time.

Exam trap

The trap here is that candidates often think moving items backward (Option C) or forward (Option A) will help, but Kanban strictly enforces finishing work in the current column before pulling new work from upstream.

How to eliminate wrong answers

Option A is wrong because moving items from Backlog to To Do would increase the inflow of work, making the bottleneck worse and violating the WIP limit even further. Option B is wrong because ignoring the WIP limit defeats the purpose of Kanban, which uses explicit limits to expose bottlenecks and drive continuous improvement. Option C is wrong because moving testing items back to In Progress would increase WIP in the upstream column, violating its own limit and hiding the real issue—it does not resolve the testing bottleneck.

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78
MCQhard

An Agile team is experiencing frequent changes in requirements from stakeholders. Which approach best enables the team to adapt while maintaining productivity?

A.Maintain a prioritized product backlog and refine it regularly with stakeholders.
B.Create a detailed requirements document at the project start.
C.Define a fixed scope and use a change control board.
D.Freeze the sprint backlog at the start of each sprint.
AnswerA

A prioritised product backlog, refined regularly with stakeholders, lets the team absorb requirement changes between sprints while protecting current sprint work. This satisfies the stem's need to adapt to frequent stakeholder changes without sacrificing productivity, since reordering happens outside the sprint boundary.

Why this answer

A prioritized product backlog with regular refinement allows the team to adapt to changes by reprioritizing work. Fixed scope (option C) and detailed upfront requirements (option B) are waterfall practices. Freezing the sprint backlog (option D) prevents necessary changes.

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79
MCQeasy

A Scrum team is preparing for its Sprint Review. The Product Owner wants to know which artifacts the team should present to stakeholders to demonstrate the completed work. What is the most appropriate focus for the Sprint Review?

A.The Sprint Backlog and the team's velocity chart
B.The Increment and the updated Product Backlog
C.The Definition of Done and the team's burndown chart
D.The project charter and the risk register
AnswerB

The Sprint Review inspects the Increment and adapts the Product Backlog. The team demonstrates completed work, and stakeholders discuss what to do next. This aligns with the Scrum Guide's emphasis on transparency and collaboration. The other artifacts are not the primary focus of this event.

Why this answer

The Sprint Review is a collaborative event where the Scrum Team and stakeholders inspect the Increment and adapt the Product Backlog. The correct answer highlights these two artifacts. The other choices refer to internal tools or traditional documents that are not the focus of this event.

Exam trap

The trap here is confusing internal team tracking tools, like the Sprint Backlog or burndown chart, with the artifacts that stakeholders inspect during the Sprint Review.

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80
Multi-Selectmedium

Which TWO statements correctly describe characteristics of the Kanban method?

Select 2 answers
A.The team must be dedicated to a single project
B.Roles are strictly defined as product owner, Scrum Master, and development team
C.Work in progress limits are used to improve flow
D.Iterations are timeboxed to two weeks
E.The process is visualized on a Kanban board
AnswersC, E

Kanban explicitly applies work in progress limits to each workflow stage, exposing bottlenecks and improving flow. This satisfies the stem's requirement for a defining Kanban characteristic, distinguishing it from timeboxed iterations, which Kanban does not mandate.

Why this answer

Option C is correct because a defining characteristic of the Kanban method is the use of explicit work-in-progress (WIP) limits, which constrain how many items can be in a given workflow state at once and thereby improve flow, reduce multitasking, and expose bottlenecks. Option E is correct because Kanban relies on visualizing the workflow on a Kanban board, typically with columns representing process states and cards representing work items, so the team can see status and manage flow. Option A is incorrect because Kanban does not require a team to be dedicated to a single project; it can be applied to shared or multi-project teams and to ongoing service work.

Option B is incorrect because the strict product owner, Scrum Master, and development team roles belong to Scrum, whereas Kanban prescribes no mandatory roles. Option D is incorrect because fixed two-week timeboxed iterations are a Scrum practice, while Kanban is based on continuous flow rather than mandatory timeboxed sprints.

Exam trap

CAPM often tests the Scrum-vs-Kanban distinction — candidates incorrectly apply Scrum attributes (fixed roles, two-week iterations) to Kanban, which is deliberately role-agnostic and continuous-flow.

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81
MCQmedium

A Scrum team is in the middle of a Sprint when a critical production bug is discovered. The Product Owner wants the team to fix it immediately, but the team is concerned about disrupting the Sprint Goal. What is the most appropriate action according to Scrum?

A.The team should collaborate with the Product Owner to decide whether to fix the bug within the Sprint or add it to the Product Backlog for prioritization.
B.The team should ignore the bug until the Sprint Review, as scope cannot change during a Sprint.
C.The team must immediately stop all other work and fix the bug, regardless of the Sprint Goal.
D.The Product Owner should cancel the Sprint and call for a new Sprint Planning session to address the bug.
AnswerA

In Scrum, the Product Owner manages the Product Backlog and prioritizes work, while the Developers manage the Sprint Backlog. When an urgent bug arises, the team and Product Owner should discuss its impact on the Sprint Goal and decide together whether to address it immediately or defer it. This collaborative approach respects both the team's self-management and the Product Owner's prioritization role.

Why this answer

Scrum encourages collaboration between the Product Owner and the Developers to handle emergent issues. The Product Owner prioritizes the bug in the Product Backlog, and the team assesses the impact on the Sprint Goal. Together, they decide whether to fix it within the Sprint or defer it.

This balances responsiveness with the commitment to the Sprint Goal.

Exam trap

The trap here is thinking that the Sprint Goal is immutable or that the Product Owner can unilaterally force work into the Sprint without team collaboration.

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82
MCQeasy

Which is an effective way to prioritize user stories in a product backlog?

A.Order by story points.
B.Order by the number of tasks in each story.
C.Order by the date they were created.
D.Order by business value, risk, and dependencies.
AnswerD

Ordering by business value, risk, and dependencies maximises delivered value while addressing uncertainty early and respecting sequencing constraints. This balances customer priority with technical feasibility, giving a practical, defensible backlog order rather than ranking on a single dimension alone.

Why this answer

Prioritizing user stories by business value, risk, and dependencies ensures that the most valuable and impactful features are delivered first. Option A (story points) indicates effort or size, not value. Option B (number of tasks) is irrelevant to priority.

Option C (creation date) is chronological and does not reflect importance.

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83
MCQmedium

Which practice is a key component of Extreme Programming (XP)?

A.Pair programming.
B.Velocity tracking.
C.Backlog grooming.
D.Sprint Review.
AnswerA

Pair programming satisfies XP's core constraint of continuous code review and shared ownership, with two developers collaborating at one workstation. This practise embeds peer review directly into development, catching defects early and spreading knowledge across the team, which distinguishes XP from methodologies that treat review as a separate, later phase.

Why this answer

Pair programming is a core practice of Extreme Programming (XP), where two developers work together at one workstation—one writes code while the other reviews each line in real time. This continuous code review and collaboration improves code quality, knowledge sharing, and reduces defects. XP emphasizes twelve practices including pair programming, test-driven development, continuous integration, and small releases.

The other options are associated with Scrum or general Agile metrics, not XP's specific technical practices.

Exam trap

CAPM often tests the confusion between Scrum and XP practices, so candidates may incorrectly select Scrum-specific terms like velocity tracking or backlog grooming when asked about XP.

How to eliminate wrong answers

Option B is wrong because velocity tracking is a Scrum metric used to forecast sprint capacity, not an XP practice. Option C is wrong because backlog grooming (now often called backlog refinement) is a Scrum ceremony for maintaining the product backlog, not part of XP. Option D is wrong because Sprint Review is a Scrum event held at the end of a sprint to inspect the increment, whereas XP uses practices like on-site customer and small releases instead.

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84
MCQmedium

An Agile team consistently completes only about 70% of the planned work each sprint. Which action is most likely to improve the team's ability to meet commitments?

A.Break down user stories into smaller, more granular items.
B.Increase the team size to add more capacity.
C.Add a buffer to the sprint backlog for unexpected work.
D.Reduce the sprint length to one week.
AnswerA

Smaller stories reduce estimation error and allow work to finish within a sprint, directly addressing the 70% completion shortfall. Granular items surface hidden dependencies and partial progress earlier, so the team's forecast aligns with actual velocity rather than optimistic planning assumptions.

Why this answer

When a team consistently completes only about 70% of planned work, the most likely cause is that user stories are too large or poorly understood, leading to inaccurate estimates and incomplete work. Breaking stories into smaller, more granular items improves estimation accuracy, increases transparency, and allows the team to finish more items within a sprint, thereby improving their ability to meet commitments. This is a core Agile practice for improving predictability.

Exam trap

CAPM often tests the misconception that adding resources or buffers solves delivery problems; the trap is choosing a capacity or process workaround instead of addressing the underlying estimation and granularity issue.

How to eliminate wrong answers

Option B is wrong because increasing team size (Brooks's Law) often adds communication overhead and onboarding time, which can reduce short-term productivity and does not address the root cause of overcommitment or poor estimation. Option C is wrong because adding a buffer to the sprint backlog does not improve the team's ability to meet commitments; it simply masks the problem and can encourage further overcommitment. Option D is wrong because reducing sprint length to one week may increase overhead and does not inherently improve the team's capacity to complete planned work; it may even exacerbate the issue if stories are not appropriately sized.

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85
MCQhard

A software development team is transitioning from a plan-driven approach to Scrum. The Product Owner is enthusiastic but struggles to break down the product backlog into small, independent items. The team frequently encounters dependencies between user stories, causing delays in sprints. What is the best course of action for the Scrum Master to address this issue?

A.Coach the Product Owner on how to split user stories to minimize dependencies.
B.Have the team self-organize to handle dependencies by assigning a dependency owner.
C.Increase the sprint duration to allow more time to resolve dependencies.
D.Ask developers to manage dependencies during the sprint by coordinating with other teams.
AnswerA

Coaching the Product Owner to split stories along dependency-free seams directly addresses the backlog refinement constraint. Vertical slicing by user value, rather than technical layer, yields independently deliverable items, removing cross-story coupling that stalls sprints. The Scrum Master owns this coaching duty, so the fix targets the root cause rather than scheduling workarounds.

Why this answer

The Scrum Master's primary responsibility is to coach the Product Owner and the team on Scrum practices. In this scenario, the root cause is the Product Owner's inability to decompose user stories into small, independent items, which creates dependencies. By coaching the Product Owner on effective story splitting techniques (e.g., using vertical slicing, splitting by workflow steps, or by acceptance criteria), the Scrum Master directly addresses the source of the problem, enabling the team to deliver value incrementally without cross-story delays.

Exam trap

The trap here is that candidates often choose a reactive, team-level solution (like assigning a dependency owner or increasing sprint duration) instead of recognizing that the Scrum Master must coach the Product Owner to prevent dependencies from being created in the first place.

How to eliminate wrong answers

Option B is wrong because assigning a dependency owner is a workaround that does not eliminate the underlying issue of poorly decomposed stories; it adds a role that may create bottlenecks and violates the Scrum principle of self-organization without addressing the root cause. Option C is wrong because increasing sprint duration only masks the problem, reduces feedback frequency, and contradicts the Scrum timebox of one month or less; it does not teach the Product Owner how to create independent backlog items. Option D is wrong because asking developers to manage dependencies during the sprint shifts responsibility away from the Product Owner and the Scrum Master, and it ignores the need for proactive backlog refinement to prevent dependencies from entering the sprint.

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86
MCQmedium

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?

A.Coach the Product Owner on the Sprint Backlog rule and the impact of changes.
B.Shorten the Sprint duration to minimize rework.
C.Ask the team to be flexible and accept the changes.
D.Escalate to the project sponsor for resolution.
AnswerA

The Scrum Master coaches the Product Owner to respect the Sprint scope.

Why this answer

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.

Exam trap

The trap here is that candidates may confuse the Product Owner's authority over the Product Backlog with the Sprint Backlog, assuming the Product Owner can change priorities at any time, when in fact the Sprint Backlog is frozen during the Sprint to protect the team's focus and the Sprint Goal.

How to eliminate wrong answers

Option B is wrong because shortening the Sprint duration does not solve the underlying issue of the Product Owner changing priorities; it only reduces the window for changes but still allows the same disruptive behavior within each shorter Sprint. Option C is wrong because asking the team to be flexible and accept changes violates the Scrum principle of a stable Sprint Backlog and undermines the team's ability to deliver a potentially releasable Increment; it normalizes a dysfunctional practice. Option D is wrong because escalating to the project sponsor bypasses the Scrum Master's role as a servant-leader and coach; the issue should be resolved within the Scrum framework first, not escalated externally.

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87
MCQhard

During Sprint Planning, the team realizes the password reset story involves a third-party email service that has not been integrated yet. The team has no experience with that service. What is the best action?

A.Accept the story and figure it out during the Sprint.
B.Create a time-boxed spike to research the integration.
C.Add more developers to the team for this Sprint.
D.Remove the story from the Product Backlog.
AnswerB

A spike reduces uncertainty and informs estimation.

Why this answer

The team has no experience with the third-party email service, and integrating it involves unknown technical risks. A time-boxed spike (Option B) is the best action because it allows the team to research the integration within a defined timebox, reducing uncertainty before committing to the story in a Sprint. This aligns with the Scrum principle of managing risk through validated learning, not through guesswork or scope changes.

Exam trap

PMI often tests the misconception that 'just figure it out during the Sprint' (Option A) is acceptable, but the CAPM expects you to recognize that unknown technical risks require a spike to protect the Sprint Goal and avoid waste.

How to eliminate wrong answers

Option A is wrong because accepting the story without understanding the third-party service's API, authentication (e.g., OAuth 2.0), or rate limits risks incomplete work and Sprint failure. Option C is wrong because adding more developers does not resolve the lack of knowledge about the email service's integration specifics; it may even increase coordination overhead without addressing the root cause. Option D is wrong because removing the story from the Product Backlog is premature; the story has business value, and a spike can provide the necessary research to proceed.

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88
MCQhard

A financial services company is adopting Scrum for a critical compliance project. The team has six developers, one product owner, and one Scrum Master. After three sprints, the product owner is frustrated because the team has only delivered 40% of the planned features. The team says they are working full capacity but keep getting interrupted by urgent production support requests from the operations team. The Scrum Master notices that the team’s velocity is dropping each sprint. The product owner insists on increasing the sprint length from two weeks to four weeks to allow more time for delivery. However, the compliance deadline is fixed. The Scrum Master must recommend a course of action. What should the Scrum Master do?

A.Ask the product owner to prioritize production support requests as part of the sprint backlog and limit work in progress
B.Instruct the team to work overtime to meet the original sprint commitments
C.Increase the sprint length to four weeks to give the team more time to complete work
D.Remove the Scrum Master position to save costs and let the team self-manage
AnswerA

Prioritising production support within the sprint backlog makes that interruption work visible and velocity-measurable, rather than invisible capacity drain. Limiting work in progress prevents the team from starting more items than six developers can finish while context-switching on support. This directly addresses the stem's root cause: unplanned support eroding each sprint's deliverable capacity.

Why this answer

It addresses the root cause of the team's velocity drop: unplanned production support requests. By asking the Product Owner to prioritize these requests into the sprint backlog, the team can formally account for the work, limit work in progress (WIP), and maintain a sustainable pace. This aligns with Scrum's principle of transparency and allows the team to make realistic commitments while still protecting the fixed compliance deadline.

Exam trap

The trap here is that candidates may think extending the sprint length (Option C) will give the team more time to complete work, but they fail to recognize that it does not address the root cause of interruptions and actually reduces the frequency of feedback and adaptation, which is critical for meeting a fixed deadline.

How to eliminate wrong answers

Option B is wrong because instructing the team to work overtime is unsustainable, violates the Agile principle of a sustainable pace, and will likely lead to burnout and further velocity drops. Option C is wrong because increasing the sprint length to four weeks does not eliminate the interruptions; it only delays the feedback loop and reduces the team's ability to inspect and adapt, which is critical for a fixed compliance deadline. Option D is wrong because removing the Scrum Master position removes the servant-leader who facilitates the Scrum process, removes impediments (like the production support interruptions), and helps the team self-manage; it would not solve the problem and would likely worsen the situation.

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89
MCQeasy

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

A.Increase the batch size of work items.
B.Conduct daily stand-up meetings.
C.Add more testers to the testing phase.
D.Limit the WIP at each stage, especially testing.
AnswerD

Explicit WIP limits cap the number of items allowed at each workflow stage, so testing cannot be flooded with more work than it can process. This exposes the bottleneck, forces upstream stages to slow down, and pulls work through testing at a sustainable rate, improving overall flow.

Why this answer

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.

Exam trap

The trap here is that candidates often confuse adding more testers (Option C) as a quick fix for a bottleneck, but the CAPM exam emphasizes that Kanban focuses on limiting WIP to expose and address constraints rather than simply adding resources.

How to eliminate wrong answers

Option A is wrong because increasing batch size of work items typically increases cycle time and variability, worsening bottlenecks rather than improving flow. Option B is wrong because daily stand-up meetings are a Scrum event for coordination and impediment identification, but they do not directly control or limit the amount of work in progress to alleviate a specific bottleneck. Option C is wrong because adding more testers to the testing phase may provide temporary relief but does not address the systemic flow issue; it often leads to increased coordination overhead and can mask the root cause of the bottleneck, violating the Kanban principle of making policies explicit and improving the system rather than adding resources.

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90
MCQhard

A team using Scrum has a velocity of 30 story points per Sprint. The Product Owner wants to plan for the next release with 150 story points of work remaining. The team is stable. Which release planning approach aligns with agile principles?

A.Plan the first Sprint in detail and forecast the rest using velocity.
B.Create a detailed schedule with buffers.
C.Commit to delivering all 150 points in exactly 5 Sprints.
D.Plan work in detail for all 5 Sprints now.
AnswerA

Velocity of 30 against 150 points implies roughly five Sprints, but agile release planning forecasts rather than commits distant work. Detailing only the imminent Sprint and using velocity to project the remainder satisfies the stem's stable-team constraint while preserving empiricism.

Why this answer

It aligns with agile principles of iterative planning and empirical data: plan the first Sprint in detail based on the team's capacity and use velocity to forecast the remaining Sprints, acknowledging that estimates may change. Option B is incorrect because detailed schedules with buffers are a traditional, plan-driven approach. Option C is incorrect because committing to a fixed number of Sprints ignores variability and violates agile's embrace of change.

Option D is incorrect because detailed planning for all Sprints upfront is wasteful and contradicts agile's just-in-time planning.

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91
MCQeasy

In a Kanban system, what is the primary purpose of limiting Work in Progress (WIP)?

A.To identify bottlenecks and improve flow by preventing overloading.
B.To assign work to the most available team member.
C.To measure the team's velocity accurately.
D.To ensure each work item has high quality before moving to the next stage.
AnswerA

Limiting WIP caps the number of items in each workflow stage, exposing bottlenecks as queues build and forcing the team to finish work before starting more. This directly satisfies the stem's focus on flow efficiency, since reduced multitasking shortens cycle time and reveals systemic constraints rather than masking them.

Why this answer

Limiting Work in Progress (WIP) in Kanban is primarily to identify bottlenecks and improve flow by preventing overloading. When WIP limits are reached, the team must stop starting new work and focus on finishing existing work, which exposes bottlenecks and encourages flow. Assigning work to available members, measuring velocity, and ensuring quality are not the primary purposes of WIP limits.

Exam trap

The trap is confusing WIP limits with resource allocation or quality control, when their primary purpose is to improve flow and expose bottlenecks.

How to eliminate wrong answers

Option B is wrong because WIP limits are not about assigning work to the most available team member; they are about controlling the amount of work in progress to improve flow. Option C is wrong because velocity is a Scrum metric, not a Kanban one; Kanban uses cycle time and throughput. Option D is wrong because while WIP limits can indirectly improve quality by reducing multitasking, the primary purpose is not to ensure high quality before moving to the next stage; that is more related to quality gates or definitions of done.

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92
MCQmedium

In a Kanban system, the team notices that work items are spending too much time in the 'In Progress' column. Which practice should the team adopt to improve flow?

A.Use longer development cycles.
B.Increase the number of items allowed in the 'In Progress' column.
C.Remove the 'In Progress' column to simplify the board.
D.Set a strict WIP limit for the 'In Progress' column.
AnswerD

A strict WIP limit caps the number of items allowed in 'In Progress', forcing the team to finish existing work before pulling new items. This reduces multitasking and queueing, directly shortening the time items spend in that column.

Why this answer

Setting a strict Work In Progress (WIP) limit for the 'In Progress' column directly addresses the bottleneck by capping the number of items the team can work on simultaneously. This forces the team to finish existing work before pulling new items, reducing multitasking and cycle time. In Kanban, WIP limits are the primary mechanism to expose flow inefficiencies and improve throughput.

Exam trap

PMI often tests the misconception that increasing WIP limits or removing columns will 'simplify' the process, when in fact the correct Kanban response to a bottleneck is to enforce stricter limits to expose and resolve the constraint.

How to eliminate wrong answers

Option A is wrong because longer development cycles increase batch size and delay feedback, worsening flow rather than improving it. Option B is wrong because increasing the WIP limit would allow more items to accumulate in the column, exacerbating the bottleneck and increasing lead time. Option C is wrong because removing the 'In Progress' column hides the bottleneck and eliminates the ability to visualize and manage work in that state, violating a core Kanban principle of making work visible.

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93
MCQmedium

A Product Owner frequently misses backlog refinement sessions, leaving user stories vague. The Development Team is struggling to estimate and plan Sprints. What fundamental Scrum role is being neglected?

A.Product Owner
B.Project Manager
C.Scrum Master
D.Development Team
AnswerA

The Product Owner role is neglected because backlog refinement — clarifying, splitting and ordering user stories — is a core Product Owner accountability in Scrum. Without that ongoing refinement, acceptance criteria stay vague, so the Development Team cannot reliably estimate or plan Sprints, exactly the constraint the stem describes.

Why this answer

The Product Owner is responsible for maximizing the value of the product and managing the Product Backlog, including its refinement. By frequently missing backlog refinement sessions, the Product Owner is neglecting this fundamental Scrum role. Option A is correct.

Option B is incorrect because the Project Manager role does not exist in pure Scrum. Option C is incorrect because the Scrum Master facilitates the Scrum process but does not own the backlog. Option D is incorrect because the Development Team is responsible for delivering the product, not for refining the backlog.

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94
Multi-Selectmedium

A Scrum team is struggling with its Daily Scrum. The Scrum Master notices that the meeting often runs long, turns into a status report to the Scrum Master, and does not result in a clear plan for the next 24 hours. Which two actions should the Scrum Master take to improve the Daily Scrum? (Choose two.)

Select 2 answers
A.Coach the team to focus on inspecting progress toward the Sprint Goal and adapting the Sprint Backlog.
B.Teach the Developers to self-manage the Daily Scrum and hold each other accountable.
C.Allow the Product Owner to lead the Daily Scrum to ensure priorities are communicated.
D.Extend the timebox to 30 minutes to give everyone enough time to speak.
E.Instruct each team member to answer the three standard questions in strict order.
AnswersA, B

The Daily Scrum is for the Developers to inspect progress toward the Sprint Goal and adapt the Sprint Backlog. Coaching the team to center the discussion on these two elements directly addresses the problem. It shifts the focus from reporting status to planning the next day's work, which is the event's purpose in Scrum.

Why this answer

The Daily Scrum exists for the Developers to inspect progress toward the Sprint Goal and adapt the Sprint Backlog, and it must be self-managed. Coaching the team to focus on these outcomes and to own the event addresses the root causes of long, status-oriented meetings. The Scrum Master serves as a teacher and facilitator, not a chairperson.

Exam trap

The trap here is thinking that enforcing the three questions or extending the timebox will fix the meeting, when the real fix is shifting ownership and focus to the Sprint Goal.

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95
MCQmedium

An agile team using Scrum has a Definition of Done that requires automated regression tests to pass. A developer argues that a small bug fix should be released without running the full suite because the change is trivial. What is the most appropriate response?

A.Allow the release if the developer documents in the Sprint Review that the regression suite was skipped for this item.
B.Ask the Product Owner to decide whether the regression suite can be skipped for this particular bug fix.
C.Release the fix and run the regression suite after deployment to confirm no issues were introduced.
D.Release the fix only after the automated regression tests pass, because the Definition of Done applies to every increment.
AnswerD

The Definition of Done is a shared quality standard that applies to all increments, regardless of perceived size or risk. Skipping tests for a 'trivial' fix erodes the standard and creates precedent that undermines transparency. Because the team agreed that passing regression tests is part of done, releasing without them would produce work that is not actually done, which corrupts inspection at the Sprint Review.

Why this answer

A Definition of Done is a team-owned quality commitment that applies to every increment, and its value comes from being applied consistently. Treating a small fix as an exception creates a slippery slope where the standard slowly erodes. If the team wants faster feedback for small changes, the right path is to improve the test suite or revise the Definition of Done deliberately, not to bypass it ad hoc.

Exam trap

The trap here is assuming that a low-risk change justifies skipping the Definition of Done, when the standard applies to all increments regardless of size.

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96
MCQeasy

In Extreme Programming (XP), which practice involves integrating and testing the entire system multiple times per day?

A.Continuous integration
B.Test-driven development
C.Refactoring
D.Pair programming
AnswerA

Continuous integration in XP means integrating and testing the whole system several times daily, keeping the codebase releasable. This satisfies the practice constraint by catching integration defects within hours rather than at iteration end, when they are costlier to fix.

Why this answer

Continuous integration (CI) is the practice of integrating code changes frequently, often multiple times per day, followed by automated testing. Option B (test-driven development) focuses on writing tests before code. Option C (refactoring) is about improving code structure without changing behavior.

Option D (pair programming) involves two developers working together on the same code. Only CI involves integrating and testing the entire system multiple times per day.

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