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LinkedIn Agile Methodologies Quiz Answers
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LinkedIn Agile Methodologies Assessment Questions and Answers 2021
- the Product Owner with help from Operations
- the Tech Lead with help from the Product Owner
- the Product Owner with help from the Tech Lead
- the Tech Lead with help from Operations
- Congratulate the team on their great work.
- Stand outside the circle of developers and listen for impediments.
- The Scrum Master should not attend—this meeting is for developers only.
- Ask each developer what they did since the last daily standup.
- the team's velocity
- the number of stories in the product backlog
- the stories that are ready
- the team's capacity
- Give the team members space and time to deal with their personal issues.
- Tell the others on the team that their teammate needs some emotional support.
- Notify the team member's manager of your observations and ask the manager for help.
- Ask the team member if they would like to talk about what might be going on with them personally.
- It is a "push" system.
- It is "push" at the top and "pull" at the bottom.
- It is a "pull" system.
- It is neither "push" nor "pull."
- None—the Scrum Master should prioritize the work in the sprint backlog.
- The PO should prioritize the items in the sprint backlog.
- The developers prioritize work unless they cannot complete it, in which case the PO should prioritize the remaining work.
- None—the developers should prioritize the work in the sprint backlog.
- quality
- predictability of delivery
- cost of delay
- return on investment
- to maximize the return on investment
- to determine the economic sequencing of the backlog
- to visualize queue length
- to fulfill a commitment to quality
- low-value and high-risk
- high-value and high-risk
- high-value and low-risk
- low-value and low-risk
- They help extend the Architectural Runway.
- They connect vision to a mission so the organization can be successful.
- They support team building.
- They remove the impediments to quality.
- The team demonstrates its completed work.
- The team reflects on how to improve its performance.
- Items in the backlog may be reprioritized.
- Stakeholders give feedback about the work completed.
- split by line-of-business
- split compound user stories
- split by alternative paths
- split by interface
- the Scrum Master
- a self-organizing team
- the Product Owner
- the Product Manager
- focus
- integrity
- courage
- commitment
- The team does not get credit for the story's points in its velocity calculation.
- The story should be sliced to reflect the work completed.
- The acceptance criteria should be adjusted to reflect the work completed.
- The story should be shown to stakeholders for their feedback.
- It is a list of work items that are behind schedule.
- The items are maintained in priority order.
- Anyone on the team can propose an item for it.
- It includes all of the work to be done.
- risk-based spike
- risk-adjusted backlog
- risk velocity chart
- risk burndown graph
- This is not a good idea unless there has been recent employee feedback that people feel underappreciated.
- It is a good idea as long as a different person is recognized in each sprint.
- It is a good idea because awards can motivate people to do their best.
- This is not a good idea because it can destroy the team unity that is essential to achieving high performance. <<<---CORRECT
- A Kanban has an explicit rule to limit WIP.
- A Kanban shows the backlog of work.
- A Kanban does not use a Definition of Done.
- A Kanban shows the status of the work items.
- Ask the team's manager to make role assignments so the team can catch up.
- Conduct a workshop to identify all of the things that need to be done and see who can help with each.
- Refer to the team's RACI (Responsible, Accountable, Consulted, Informed) assignments.
- Meet with the Tech Lead and Product Owner to try to identify what can be done.
- One Scrum Master can support up to five teams.
- Large teams should have two Scrum Masters.
- There should be one Scrum Master per team.
- One Scrum Master can support one to three teams.
- in the Complex regime
- in the Complicated regime
- in the Chaotic regime
- in the Obvious regime
- Explain to the manager that this will be disruptive to the team and ask that another assignment be found.
- Explain the situation to the team and ask them to go with the flow.
- Explain the situation to your manager and ask them to resolve it.
- When the temporary developer shows up, assign them to write documentation.
- Share the feedback from the PO and challenge the team to increase their velocity.
- Ask the PO to explain the business context to the team.
- Explain the impact of technical debt to the PO and the benefits of devoting some capacity to reducing it.
- Hold a Value Stream Mapping workshop to identify and reduce waste.
- Hackathon
- Scrum at Scale
- Innovation and Planning
- Magnum Focus
- Agree to the manager's request and notify the team.
- Propose that the manager attend only every other retrospective.
- Propose a different forum for the manager to meet with the team.
- Ask the team if it is okay with them that the manager attend.
- the team
- the Scrum Master
- the Product Owner
- the Engineering Manager
- The chance for rollback is high.
- It typically requires a high degree of automation.
- The administrative costs are high.
- Backward compatibility may be jeopardized.
- story point estimating
- Definition of Done
- user story expansion
- backlog refinement
- Optimize for most work done.
- Maximize output and maximize outcome.
- Maximize outcome while minimizing output.
- Optimize for resource utilization.
- The actor does not have to be a specified role in the solution.
- There must be multiple personas for each actor.
- The actor can be the system itself.
- The system cannot be the actor.
- Agile requires a high degree of up-front planning.
- Once the requirements are agreed to, the team can complete work.
- Agile requires a high degree of discipline.
- Agile works best when there is no contract.
- Burndown charts show the work remaining to be done.
- Burnup charts show the work completed.
- Burndown charts are more useful than burnup charts.
- Agile project management tools can produce these automatically.
- Six Sigma
- Gemba walk
- Total Quality Management
- Kaizen
- Try to achieve concensus.
- Take a vote and the majority rules.
- Identify the person who is most knowledgeable and ask them to decide.
- Let the most senior member of the team decide.
- Embrace servant leadership.
- Estimate story points.
- Celebrate successes.
- Remove impediments
- Exploratory spike
- Backlog refinement
- Functional decomposition
- R&D
- Technical debt is another name for bugs
- It is at the Product Owner's description to allocate effort to reduce technical debt.
- Adding technical debt should be avoided at all costs.
- Technical debt is what the Product Owner owes to the developers if they work a lot of overtime to complete the sprint.
- Absolute estimating is more reliable than relative estimating.
- Relative estimating is more reliable than absolute estimating.
- In estimating, accuracy is more important than precision.
- In estimating, the effort is more important than the time required.
- daily stand-ups
- Sprint Retrospectives
- story point estimating
- code reviews
- estimating story points
- refining acceptance criteria
- giving feedback to developers about the user stories
- demonstrating the work to stakeholders
- stories that meet the Definition of Done
- team velocity
- stories that meet the Definition of Ready
- team capacity
- Use a lottery system to assign each story.
- Share your observation with the team and invite them to own and solve the problem.
- During story point estimation increase the points assigned to the least interesting stories so the team can boost their velocity.
- Ask the Tech Lead to assign every story to a developer so they all get done efficiently and with accountability. //Answer?
- Sprint Review
- Sprint Retrospective //Answer?
- daily stand-up
- Sprint Demo
- a sponsors or team members' personalities and traits
- what the developers think is user friendly
- real people, archetypal users, or composites of multiple users //Answer?
- descriptions of the product's functionality and use
- It is a library of coding patterns.
- It is a software testing strategy.
- It is a standard for interface design.
- It is a model for skill development and mastery.
- Responding to change is more valuable than following a plan.
- Documenting requirements up front is more valuable than at the end.
- Following the plan is essential for not going over budget.
- Contract negotiation should be used to settle disputes.
- It specifies core working hours.
- It clarifies the reporting relationships on the team.
- It defines the culture that the team aspires to achieve.
- It compiles everyone's information.
- Work Flow Indicator
- Value Stream Map
- Story Map
- Kanban Beard //Answer?
- They are a relative measure of the effort needed to complete a story.
- They a measure of development time only, test time is considered separately.
- They are a relative measure of the value of a story.
- They are a measure of time to complete a story.
- It is technique for two or more teams working together coordinate their efforts.
- It is another name for the Scrum Master Community of Practice.
- It is an information radiator used to compare the velocity of several teams.
- It is the system demo for teams on the same release train.
- The PO must identify the intended users of the features on the backlog.
- The PO is responsible for estimating the size of the total.
- The PO must identify the dependencies that impact the backlog.
- The PO decides what to include in the backlog and what to exclude.
- It assigns developers to other teams in order to eliminate personality conflicts.
- It improves the functionality of the product,
- It recalibrates the success criteria for the product in the marketplace.
- It improves the design, which can lead improved development efficiency and maintainability.
- Learn about new requirements.
- Learn feature suitability.
- Learn about feature usability.
- Learn about feature estimates.
- a list of KPIs for the team
- a list of overdue action items
- the task board
- a highly visible display of key performance data
- minimize change requests
- satisfy the customer
- get the job done on time
- achieve the desired ROI
- actors
- roles
- agents
- personas
- preproduction version
- focus group demonstrator
- Generation 1 product
- minimum viable product
- the Quality Manager
- the Product Manager
- the Scrum Master
- the Engineering Manager
- The team delivers no story points in that sprint.
- The team does regression testing prior to release to production.
- The team prepares to work on the product backlog.
- This is the time to inspect and adapt.
- The story meets the INVEST criteria.
- The team has completed all of the work in its Sprint.
- The story has been handed off to the DevOps team.
- The team has agreed on the criteria for story completion.
- its cost
- its licensing terms and conditions
- its benefits
- its features
- a meeting scheduler
- a record keeper
- a project manager
- an Agile coach
- mitosis
- story slicing
- disaggregation
- Divide and Conquer
- Bring the complaint to the other person and try to resolve the issue.
- Ask them to talk to the other person and try to work it.
- Notify HR of the problem and ask them to handle it.
- Invite both people a meeting and try mediate the conflict.
- the Tuckman model
- the Standard Team model
- Moore's Team Framework
- the Siebert model
- Sprint Retrospective
- Sprint Review //Answer?
- Next-Sprint Planning
- Velocity Confirmation
- continuous delivery
- comprised of the teams within a program
- DevOps Center of Excellence
- Scrum of Scrums
- Understand them—try align personal motivations with the team's progress toward the project goals.
- Nurture them-goals are the reason why people want to be at work.
- Disregard them—personal views have no bearing on reaching the project goals.
- Leverage them—use personal goals encourage team members raise their performance levels.
- self-directed
- self-managed
- self-sustaining
- self-organizing
- MoSCow
- Kano
- WSJF
- Kaizen
- The story has been tested end is ready for release to production.
- The story is ready to be brought into a sprint. //Answer?
- The stakeholders are ready to discuss their requirements for a story.
- The team has completed sprint 0 and is ready to work.
- Centralize decision-making
- Apply systems thinking
- Take an economic view
- Unlock the intrinsic motivation of knowledge workers
- The chance for rollback is high
- It typically requires a high degree of automation
- Backward compatibility may be jeopardized
- The administrative costs are high
- It is an inventory of the team's knowledge and skills that is used to plan the work that they do.
- It is the number of teams that a Team Facilitator can support concurrently.
- It is an adjustment to velocity, used in Spring Planning, to account for reduced availability of team members during the upcoming sprint.
- It is the maximum number of stories that will be allowed in a sprint.
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