Scrum PAL-I Professional Agile Leadership Certification Exam Exam Practice Test

Cut back on testing, or leave some items incomplete, so long as the Developers can "substantially meet" their goal.

Agree to extend the Sprint but ask the team to be more realistic when they plan Sprints in the future.

Ask the Developers to work longer hours to meet their goal.

Ask the Developers to commit to what was agreed and find a solution for the problem.

Do not extend the Sprint and stick to the original timebox. Work with the stakeholders to explain why transparency and openness are important.

The Scrum Master.

The Product Owner.

The Team Lead.

The Project Manager.

The Developers.

All the above.

Ask the Product Owner to implement the feature anyway since it will close a deal.

Reach out to Developers who you think may support your position, in the hope of gaining more support for the idea.

Support the Product Owner’s decision to focus on broader market needs in the long run, even though it may mean loss of short-term business.

Lobby other stakeholders to express support for adding the feature, to put more pressure on the Product Owner.

To improve a team’s focus.

To improve the exchange of expertise within the Scrum Team.

To improve team collaboration.

To improve utilization.

To make forecasting more consistent.

The team spends less time waiting on people outside the team to get things done.

Team members have a greater opportunity to deliver product increments that deliver value to users.

Cross-functional teams help team members develop deep technical specializations.

Cross-functional teams encourage team members to step outside their comfort zone to get things done.

Team members have more opportunities to grow their skills by learning from others.

Work with other team managers to trade people between teams to address the skill shortage.

Hire external consultants to fill the Scrum Team’s skills gap.

Recommend that the subject matter expert raise the skills gap concern with the Scrum Team but leave the decision on what to do with the Scrum Team and offer to support them as needed.

Talk to other experts in the subject matter expert’s area of expertise to determine whether the original subject matter expert’s perspective is valid.

Bring together interested people, discuss product goals, remind teams that they need to balance skills and experience, and let the teams self-organize.

Group people together who have a similar skill set to maximize efficiency and utilization.

Assign people to teams in such a way that balances skills, experience, and seniority as evenly as possible.

Group people together who already know each other from previous teams.

Group people together based on which components of the system they are most familiar with.

Encouraging specialization

Rewarding outstanding individual performance

Enforcing organization-level technology standards

Rewarding high utilization

Managing to: fixed-scope, schedule, and budget goals

All the above

Comparing team performance often leads to unhealthy behaviors. Instead, focus on identifying and eliminating impediments that hinder team performance.

The one with the highest velocity is performing the best.

You need to normalize the estimates across the Scrum Teams and, based on that, create a balanced scorecard.

You need to look at several trends of different measures such as velocity, defects, and technical debt to get a picture of how the team is performing.

Creating a centralized team to handle all product releases.

Reducing the size of each release to deliver fewer features.

Splitting the product into components that are developed in parallel.

Establishing a common release schedule for all products.