PMI-200 Practice Exam Questions with Answers PMI Agile Certified Practitioner (PMI-ACP) Certification

Form a separate learn dedicated lo handling technical debt, allowing the current team to focus on new features to maintain a competitive advantage and stakeholder satisfaction.

Include technical debt tasks in every sprint, treating them with the same level of priority as new features, and continuously review the impact on the project's overall goals.

Ignore the technical debt foe now and focus exclusively on delivering new features so that the project can maintain a competitive advantage and stakeholder satisfaction.

Dedicate multiple consecutive sprints solely to addressing technical debt, halting new feature development temporarily to minimize the impact on the project's overall goals.

Explain to the customer that an agile approach requires re-prioritization at the beginning of each sprint, so it is not possible to provide a roadmap.

Ask the customer to develop a roadmap the team can follow for future delivery.

Work with the customer to understand which user stories will deliver the best business value, re-prioritize the backlog, and share it with the customer to provide release plans.

Work with the product owner to develop a tentative roadmap for the customer but explain that it is always subject to change.

Facilitate the team's agile retrospective meeting

Guard the team against external distractions

Escalate points of conflict the team cannot resolve

Identify the sequence for developing stories within an iteration

Talk to the team member about project deliverables and how poor performance is unacceptable.

Discuss performance with the team member on the project deliverables and provide constructive feedback.C Inform the learn member that this project is complex and consider moving them to another project

Extend support to the team member as this is the first project in which the team member underperformed.

Increase the duration of iterations to minimize the frequency of priority changes that are distracting the team.

Reduce the duration of iterations so that the product owner can reprioritize work to ensure business value alignment.

Increase the level of effort in testing to ensure that all defects are identified and properly documented so they can be resolved before the end of the iteration.

Implement a spike lo enhance creativity by experimenting with new techniques and process ideas in order to discover more efficient and effective ways of working

Have the development team follow the product owner's direction

Openly challenge the product owner in an effort to poke holes in their approach

Facilitate a conversation about the user story between the development team and the product owner

Serve as a nonpartisan evaluator of each option, and provide direction to the development team and product owner

The team member that is complaining should talk individually with the scrum master to remove impediments.

They should ask for more details about the impediments and then resolve them when the team has more time to investigate.

The team member that is complaining should address the impediments in daily scrum, communicating them directly.

Team members should state that they need to prioritize their work instead of responding to daily emails about impediments.

Ask the team if they would like to adopt alternative techniques

Create a team norms document to set participation guidelines

Ask the scrum master to resolve the issue at the stand up meeting

Capture feedback during lessons learned at the end of the iteration

Transfer the senior member to another team that will more fully utilize their skill set.

Conduct a performance evaluation to determine whether or not this member is a team player.

Encourage the project team to involve the senior member in more project activities.

Ask the functional manager to determine the best course of action.

Organize a team-building activity to improve team morale

Have team members work in pairs to learn from each other and develop new skills

Ask team members to perform a value stream analysis of their activities.

Add more resources to the team to help with the tasks

Establish pair programming partners, and regularly perform peer reviews.

Perform demos at the end of each iteration.

Send coding to the quality assurance (QA) team upon completion.

Demonstrate each feature to the client as soon as coding is complete.

Split each story into multiple stories to meet the desired velocity.

Set the velocity to the delivered story points of the last sprint.

Use different estimation methods for stories and defects to meet the desired velocity.

Re-estimate by assigning more story points to smaller stories to increase the velocity.

Emotional intelligence

Two-way communication

Bipartisan agreement

Reciprocal communication

Ask the opinion of key stakeholders and the client to ensure the correct approach is being used.

Work with the team to use this approach and request a quality assurance iteration after every three iterations

Propose to completely eliminate test automation, since this is a quality assurance function.

Suggest merging the quality assurance and delivery teams to enhance each iteration's test-automation levels and reduce redundancy

Establish and keep an active risk register that includes mitigation strategies and a cost-benefit analysis.

Establish and keep an active risk register based on qualitative risk analysis and expected losses.

Have each development team post the highest risk development items on the information radiator.

Avoid risk by splitting development teams into two locations to ensure knowledge continuity.

Add more resources to projects to ensure work sharing.

Encourage the resource to undergo time management training.

Ask management to ensure that the resource is available to only one project at a time.

Allow the resource to continue switching between projects to deliver high customer value.

Complete the test cases before creating the story in the backlog

Define the detailed business requirements so that the team can continue with development

Define the user stones with just enough details so the team can collaborate continuously

Ensure the acceptance criteria includes testing scenarios, so the team can do thorough testing

Ask the product owner to manage and share the metrics with appropriate stakeholders.

Meet with requestors to agree and align on reporting requirements.

Deny the request and explain the team's stance to the stakeholders.

Work with the team to create the metrics requested by the stakeholders.

Standup meeting

Retrospective meeting

Demo of the new features to energize the team

Offsite meeting with stakeholders

Suggest that all agile teams share weekly reports on their projects.

Encourage the team to independently find a solution.

Work with the team to create a solution for disseminating team knowledge throughout the company.

Recommend hiring an external expert to advise on the best methods for sharing knowledge among teams.

Kaizen

Specific measurable, assignable, realistic and time-based (SMART) goals

Key performance indicators (KPIs)

Muda

Accept responsibility for the product's delay.

Ensure that the project sponsor's priorities are in the product backlog.

Negotiate with the project sponsor for increased funding.

Empower the project sponsor to manage the product backlog.

Consolidate the team's updates in presentation slides and email them to the team regularly.

Radiate key information such as the team's work, progress, and velocity at the team's common area.

Share team progress individually with each top performer every week.

Attach sticky notes for each assignment to the wall in the team's area.

Refer to the values of the agile framework and the team

Review the signed customer contract

Check the sprint priority list

Submit the problem to the product owner

Adhere to the new deadline and immediately advise the client that the schedule has been expedited.

Advise the client that it is best to continue as planned rather than introduce unforeseen risks by expediting the schedule.

Submit a change request to the client with a 50% increase in charges due to the new potential profit.

Request additional resources to meet the expedited deadline and obtain training for the new resources.

Conduct a workshop for all key stakeholders to analyze the case and decide on the proper approach.

Suggest an approach that was successful in a previous project.

Accept the manager's suggestion and avoid unnecessary conflicts and delays.

Work with the team to analyze the market opportunity and create a tailored agile approach if needed

Guide the development team to accept and adapt to the existing situation by finding sustainable workarounds.

Assure that the development team plans the scope of work with this risk absorbed in the estimation.

Establish a communications channel with the external team and monitor the implementation of the external task.

Collect empirical data and influence upper management to be accountable for end-to-end. cross-team delivery.

Speak with the functional managers and come to an agreement that will resolve the issue

Explain to functional managers that too much control will inversely Impact team morale

Meet with the team to discuss the issue and identify specific actions to reduce or eliminate the issue

Inform the team there will be penalties to anyone who visits that business during working hours

Invite people from across the organization to attend daily stand ups

Invite people from across the organization to attend retrospectives

Invite people from across the organization to attend the release meeting and project retrospectives.

Regularly meet with people across the organization to share the project's lessons learned and best practices

It helps the team to focus on and meet sprint goals.

It reminds the team about who sponsors the project.

It provides high-level project updates to the sponsor

It helps to quickly resolve issues using the sponsor's Influence

Create a RAG chart (responsible, accountable, consulted, informed) that identifies who is accountable for each risk.

Create a Gantt chart that includes slack to accommodate for unknowns.

Create a communications management plan that details who is responsible for communicating risks.

Create a risk burndown chart showing the reduction of risks overtime.

Obtain executive team buy-in by conducting a meeting to present the advantages of agile principles and processes.

Issue a memo of understanding that agile principles should be implemented for all new projects.

Introduce agile principles and processes, then make the change an experiment to obtain buy-in.

Require all staff and management to attend agile training and adhere to its principles.

Organize onsite backlog-refinement workshops to ensure common understanding.

Set up weekly meetings where all team members will participate.

Call an onsite meeting where ground rules will be discussed and agreed upon.

Ask the product owner to prepare an onsite team-building activity.

Ask the development team to address the issue since it is in their domain.

Review the project's risk matrix, and follow the steps outlined in the risk mitigation plan.

Meet with the team and stakeholders to address rework and rewrite stories as needed.

Cancel the current sprint, and meet with stakeholders to reassess the project's validity.

Incorporate quality assurance in the planning stage of product development.

Schedule a dedicated meeting with the product owner to tackle this roadblock.

Conduct a brainstorming exercise to get to the root of the issue and devise action plans.

Conduct a retrospective meeting at the end of the current iteration to identity necessary improvements.

Understand the physical and virtual communication needs of the team and plan agile events based on the majority of the team members' needs.

Escalate with senior management and ensure that everyone on the project team is physically colocated for all planned agile events.

Invest in technology-collaboration tools to enable effective communication and ensure a common understanding of the scope, issues, and solutions.

Recognize the different communication styles of the stakeholders and take a vote on the best approach that will work for the team.

Proactively engage the resource managers to lead the team and provide the required support.

Request the enterprise coach and human resources support the team with the transition.

Document the pros and cons and review with stakeholders to determine the dependencies.

Protect the team from disruptions and seek an exemption for status quo.

Assess the impacts of the change and brainstorm potential solutions.

Project sponsor and project team

Scrum master

Product owner

Stakeholders and project team

Risk management

Variance and trend

Kano model

Fishbone diagram

Teach the team how to work comfortably in chaos.

Provide strong facilitation and conflict-resolution guidance.

Allow the team to resolve issues on their own.

Observe each team member and advise them on team relationships.

Perform analysis and development work, but no testing because that should be managed by another specialized team.

Master available technology and tools to provide informative dashboards to the stakeholders.

Work with product owners and turn product backlog items into potentially shippable product increments.

Complete projects by their deadlines and share the budgets upfront with project sponsors.

Educate the QA manager that in agile quality is integrated from the beginning to end of the project

Write backlog items that include QA as part of the description

Ask for the current QA documents and incorporate them into the technical debt backlog

Ask the product owner to write tests and QA controls into the acceptance criteria

Ask the developers to keep their estimation so that the team is transparent with their level of understanding of work.

Agree with the team to keep their estimation as the final number of story points will be the average of all team members.

Propose to consider the estimations of only senior developers and have the junior developers learn from them.

Encourage the team to keep their estimation as this will help surface different constraints and assumptions that others might have missed.

Continue working on the task until it is completed

Remove the task owner from the project team

Add resources to reduce time to task completion

Stop working on the task and include it in the next iteration

Be transparent with all the stakeholders and make them aware of the issues encountered and the current project's status.

Ensure the agile leader documents a risk in the risk register and communicates the risk to the project sponsor.

Support the team's decision, and since the team is confident about being able to resolve the issues in time, do not raise the issues as risks with the stakeholders.

Ask the product owner to make a decision as to whether or not all the stakeholders should be kept informed about the current project's status.

Hold a meeting with the team and the product owner to develop the team charter working agreement, guiding principles and product vision

Ask the product owner to create the project vision and charter, and then discuss the guiding principles with the team

Hold a meeting during which the team can present the project charter high-level project plan, and team values to the product owner

Send the product owner to formal product-owner training where the product owner can learn how to create a product vision

Work with the product owner to include fewer features in the next sprint planning.

Hire more team members to elevate the team's velocity to increase performance.

Tell the team members that changes are natural and welcome if the project is delivering value.

Schedule more meetings with the team and the product owner to refine the backlog constantly.

The team should move to test-driven development as defects are not being detected during testing.

The team should account for the increased problems in their velocity forecasts since unexpected changes occur in agile projects.

The team should discuss their definition of done (DoD) and make changes to ensure there is common understanding of the acceptance criteria.

The team's agile project manager should facilitate the development of a new, detailed test procedure that all team members must follow.

Requested approval from the project sponsor

Undertaken a review of all requirements

Conducted an end-of-phase demonstration

Performed a retrospective to validate project deliverables

Use agile estimation techniques to create a shared understanding of when the user stories will be completed.

Agree upon development and testing activities for the user stories.

Complete the user stories, and provide a demo for the product owner and customer.

Complete the user stories, and hold a retrospective to discuss them.

A list of templates to be used to create the project vision

A list of project stakeholders and user stories

A checklist for future acceptance tests for project deliverables

A list of questions for the team and customer representative

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

Negotiate with the project director to reduce the types of tests for which they need details to reduce the impact of this request.

Escalate this as an issue to the executive project sponsor for a decision because it will impact the ability of the team to deliver the product on time.

Ask the test manager to provide a detailed estimate of the time required to write the plan for the solution and their capacity for the remainder of the week.

Ask the team to put their work on hold and collaborate on the documentation because it can be completed quicker if everyone shares the work.

Integration testing with other upstream or downstream applications and all bug fixes should be done as part of the hardening iteration.

Integration testing with other upstream or downstream applications should be done by the team as part of every iteration.

Continuous integration and regression testing should be done by the team as part of every iteration.

Regression testing should not be done by the team as part of every iteration but only as part of the hardening iteration.

Cross-train some members in the automation framework to broaden their capacity with that skill

Ask the product owner to add team members to boost this particular skill set

Send a member to automation framework training when funds are available

Avoid using test automation by swarming on the testing tasks and using manual testing

End the discussion until there is consensus.

Wait for the problem to resolve itself.

Choose the option that is best for the team.

Restate the positions to find what is in common.

Have the team brainstorm and propose error logging at the client level, which will have a higher impact with less effort within the release timeline.

The product owner should explain to the architect that monitoring, alerting, and logging are not essential for the customer and can be prioritized post-release.

Inform the sponsor that features are being added and will extend the release date after getting approval and communicating this to the architect.

Ask the developer to build and let the testing be postponed until after the release, and inform the architect that the feature will be implemented.

Team members are sending more emails to the team.

The duration of feedback cycles has increased.

The velocity has increased by having the new team work on items.

New team members requested to move meetings due to time differences.

Bring up the new member's impediments at the next meeting to demonstrate team support of input

Assure the new member that inputs on impediments are valued and demonstrate this at the next meeting

Have a senior lead work with the new member to avoid a negative impact on team productivity

Privately work with the new member to address any impediments

Alert the team that sprint goals might not be met and create an alternative plan

Obtain team buy-in to perform modifications to the sprint backlog.

Have the sprint proceed as planned

Ask the team to decide if the task should be reassigned

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

Estimating story size

Prioritizing stories

Validating a product

Tracking progress

Include security concerns on the agenda for every meeting.

Request that a security expert be added to the team.

Add security as a non-functional requirement to the risk register, and review regularly.

Ensure that planning and prioritizing includes consideration of security requirements.

Self-organize

Assign tasks to each team member

Meet with the customer

Identify the Scrum Master

Plan for overtime, and include the effort as part of the estimation.

Increase team velocity to deliver more story points.

Identify the reason for over-commitment to the sprint and create an action plan for the following sprint.

Add resources to assist with sprint execution.

Stakeholders have the opportunity to add features to the sprint.

Team members determine if there are any impediments preventing them from meeting the sprint goal.

The product owner explains which product backlog items have been done and which have not.

Team members identify ways to improve and make plans to implement these improvements.

Escalate the complaint to the scrum master

Suggest implementing a more rigorous change governance

Coach the stakeholder on agile principles

Agree to limit scope changes going forward to control costs

Calculated planned percent complete (PPC)

Many small minimally marketable features (MMFs)

Story points rather than cost estimates

Calculated earned value (EV)

Deal with the issues in a retrospective if they ever come up again.

Create a task board to track issues when they appear.

Identify and monitor issues through a risk burndown chart.

Create an issue log as an information radiator and monitor.

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

Solutions to project problems that were built into the last sprint

Problems that arose

Solutions that saved the organization the most time and money

Problems that were solved

Ownership, because team members will be in charge of whatever happens during the project life cycle.

Conflict is not productive and team members should resolve issues by themselves.

Better decision-making, because the team is encouraged to join in constructive conflict.

Leaders should incentivize conflict because it is inevitable in the workplace.

Foster stronger communication by hosting cross-organizational meetings between the two teams.

Suggest merging the teams to avoid misunderstandings.

Create stories from full technical specifications to avoid ambiguity.

Co-locate the teams to encourage osmotic communication.

Work with the sponsor to develop team expectations

Provide the customer with a list of deliverables and obtain agreement

Encourage the team to more frequently interact with all stakeholders

Work on finishing upfront product design rather than comprehensive documentation

Explore options for increasing knowledge in the next iteration's backlog.

Experiment with the tool's usage by adding extra tasks in the current iteration.

Propose alternative tools that the team is more competent using.

Ask a tool expert to join the team and perform the relevant work.

Set up individual status meetings and find ways to make sure issues are resolved in advance so that time is not wasted for all team members during the standups

Add time to the standups to accommodate issue-resolution discussions so that everyone is up to date on the decisions made

Change the standups to weekly status meetings with a longer duration to allow team members to resolve issues collaboratively

Ask team members to raise issues during standups and then discuss resolution options with specific members in separate conversations

Explain that agile principles mandate that there should be a contingency budget for agile projects.

Request the team work overtime to get the work done on time and within the allocated budget.

Encourage the product owner and team to analyze the impact of the changes and prioritize the backlog.

Review the contract documentation with the customer to clarity the specific agreed upon budget amount.

Synchronous

Collaborative

Passive-aggressive

Random

Create a value stream map.

Draw a risk burndown chart.

Use a kanban board.

Make a cumulative flow diagram.

Bring a subject matter expert (SME) from the technology design team to act as a consultant for the team.

Coach the team individually then the whole team during the Sprint review on how to resolve this conflict.

Delegate the decision for the best feature implementation to the most senior team member.

Decide on the technical implementation that best fits the purpose of the technical design.

Arrange afternoon touchpoints where the team can discuss what they have done during the day

Request that the project sponsor is present during daily standugs to increase commitment from the team.

Send out daily activity tasks to each member of the team, mitigating the risk of tasks being forgotten.

Make use of a kanban board so that the team will have a clear view of the work in progress (WIP) for the release.

Resolve the disagreement for the team as a servant leader.

Encourage the team to continue trying to resolve their disagreements.

Advise the team on the correct course of action to avoid disagreements.

Remove the team members that are in disagreement to ensure unity in the team.

Sort the stories in the backlog by descending story points and release the stories at the top of the list equal to the team's velocity.

Prioritize the most valuable product features in the backlog first.

Determine the features with the highest risk and release those first.

Determine which features comprise the smallest feature set that could be successful in the market and establish viability of the product.

Conduct regular one-on-one meetings to review development features and trace them back to the product roadmap.

Ensure that they attend regular sprint meetings to provide product-feature feedback

Share any new versions of the project plan with them including updated statuses for tasks and project milestones

Schedule meetings where they can provide team direction regarding new-feature priorities and upcoming sprints

To produce a fast return on investment

To reduce risk as quickly as possible

To gain competitive advantage as soon as possible

To maintain visibility with project stakeholders

Use agile estimation techniques like planning poker or relative sizing for collaborative assessment.

Break down the feature into smaller tasks or user stories for better assessment and incremental delivery.

Analyze current system requirements and dependencies, including integration levels and regulatory compliance.

Refer to past performance and historical data from similar projects to identity potential risks and challenges.

The Kanban approach relies on storyboards.

The Kanban approach focuses on adaptive, simultaneous workflows.

There are no work-in-process limits in the Kanban approach.

Kanban teams employ a pull system.

Schedule a meeting with the product owner to review the sprint priorities.

Put the high-priority item back into the product backlog.

Extend the sprint end date to accommodate the high-priority item.

Ask the project sponsor to add more resources to ensure timely completion.

Agree on requirements with all stakeholders

Begin planning every four iterations

Consider previous sprint demo feedback when planning the next sprint

Include the reasons for the project in the contract

Take a few minutes to speak with the developer after the daily coordination meeting and provide clarification.

Follow the appropriate channels by contacting the product owner and asking them to address the issue with the team.

Wait until the sprint review to explain how the product increment needs to be changed to be acceptable.

Speak up immediately during the daily coordination meeting and clarity the issue to avoid any further confusion.

Coach the company director on agile approaches and good practices.

Ask the product owner to speak to the director because their visits are delaying the project.

Ask the director and team member to leave the room so they can have a private conversation.

Coach the team member on how to report progress to directors and executives.

Continuing to track velocity allows functional managers to assess whether or not the team is performing at the desired rate.

The trends will show how the team performs against other scrum teams in the organization.

Tracking velocity will provide a baseline for the team to see how their continuous improvement efforts are working.

Tracking velocity will document and communicate team health to the stakeholders.

Escalate the issue to the project sponsor.

Remove stories to increase velocity.

Hold a standup to address the issue.

Facilitate a team retrospective.

Explain how many scope changes were requested by the product owner and how many hours the team dedicated to unplanned tasks.

Explain that initial estimates help measure project feasibility but the real estimates depend on how much the team learns in each sprint.

Explain some features and requirements made aspects of the project unique and are not comparable to previous experiences.

Explain the list of materialized risks not considered at the beginning of the project ted to extra work hours and costs.

Information radiators and wireframes

Information radiators and story maps

Process flows and personas

Personas and extreme characters

Record the suggestion to be considered for future projects.

Invite the team to evaluate the suggestion and measure the effectiveness of the implementation.

Let the product owner consider the proposal and decide whether to adopt the suggested practice.

Let the team's senior members decide whether to adopt the suggested practice.

Hand the story over to a more experienced team member

Break the story up and focus on the most valuable parts

Discuss the story at the next retrospective

Pick another story from the product backlog

Include it in the product backlog and use a new indicator to annotate that it is technical debt

Include it in the product backlog as a low-priority issue

Since it is not a part of agile methodologies, it should not be tracked

Have team members maintain personal lists of issues and consolidate the lists during review

Product owner

Project manager

Agile leader

Developers

Add a goal to the current iteration to fully mitigate or control the risk.

Balance risk reduction and value adding activities in the next iteration.

Continue with the current plan to maintain team velocity.

Update the risk register and seek direction from a risk specialist.

Estimate the project team's capacity.

Determine how much work can be delivered.

Calculate how much work will fit into the next iteration.

Estimate items in the product backlog.

Discuss the issue to reduce the backlog based on decreased productivity of the team.

Collect updates from each team member before the meeting and share them with all members.

Ask the team member to update daily progress on the information radiators.

Change the team velocity to show positive progress in shared information radiators.

Help the team to remove impediments that stall project progress.

Work with the development team to adjust the work plan.

Ask the product owner to assign more resources to the project.

Command and control the team to achieve plan goals.

Meet individually with each team member to identify the issues and relay information to the remaining members through status reports.

Establish a live video feed between the dispersed teams to enable spontaneous engagement and collaboration on issues.

Request that the customer co-locate the team to overcome the communication issues, as this is the only method to ensure agility.

Inform the customer of the challenges and lower velocity of the project to accommodate for the slower delivery pace.

Create a central repository for information, and provide access to team B

Use an information board that will be visible to all passing through the workspace

Email all stakeholders with status updates

Provide team B with the information on an "as needed" basis

Team capacity and competence profiles

A list of tools used for implementation

A list of open technical issues

Up-to-date project radiators

Reduced or improper customer collaboration.

Reduced or improper product knowledge by the development team.

Reduced or improper release planning.

Reduced or improper product specification.

Decrease the sprint time box until the team is able to deliver the entire agreed-upon sprint backlog in a single sprint

Discuss estimating techniques in the daily scrum meeting

Increase the size of the development team until the team is able to deliver the entire agreed-upon sprint backlog in a single sprint.

Begin tracking estimated effort metrics as an input to performance evaluation

Reduce the scope of the release to meet the deadline.

Deliver as many features as possible based on the new velocity.

Extend the project timeline to accommodate the missing team member.

Hire a new team member to replace the missing one.

Based on value to the organization, the project manager should decide what can be included or not in the final requirements.

The customer is the end user of the product and should have the authority to decide about the product requirements.

The project manager should discuss the requirements with the customer alone so that the team can deliver the prioritized requirements.

Encourage self-organization by communicating the importance of a collaborative approach in decision making about the requirements.

Point out that the team chose to work on other requirements to speed up the project

Ensure that the product owner reviews the contents of the information radiator

Ensure that the next sprint planning meeting reviews the satisfaction histogram

Point out that it is the responsibility of the product owner to clarify requirements

Assign the tasks to one team member.

Separate the stories into tasks.

Estimate the stories' tasks.

Help establish the next sprint's goal.

A formalized agile approach offers controlled flexibility in dealing with unknown variables in a manner that adds business value.

Agile is focused only on digital transformation project management, whereas a predictive approach focuses on traditional "brick and mortar" projects.

The agile formal change management system is better able to deal with unknown variables.

Agile is relativity new; therefore, it is inherently more aligned with data-analytic-based efforts.

Work with the team to establish goals for the product at the beginning of each scheduled iteration.

Send the team the latest version of the release plan so they can provide feedback.

Invite the customer to the sprint planning meeting to explain what is deemed most critical to their business.

Ensure all iteration goals are fully developed at the beginning of the project.

Refine the product backlog and identify the Minimum Viable Product

Add the releases into a roadmap with milestones and activities.

Identity dedicated tasks and activities with regular feedback loops.

Deliver in small and continuous iterative releases.

Identify the requirements' schedule within set time scales.

Dismiss the team member

Discuss the situation with the functional manager

Report the functional manager to the project sponsor

Demand that the functional manager respect the project charter

Raise the concern to upper management.

Establish rules for the team to avoid this situation.

Reorganize the team aiming to force the behaviors.

Advise the team of the risks and invite them to change.

Refocus the sprint review meetings to demonstrate working software and seek feedback on the product.

Reach out to other, more experienced teams to seek input as to how to present the technical details in a more informative manner.

Explain the importance of the technical architecture and design presentations and improve the presentation format.

Invite technical managers and architects who will be a more appropriate audience to their sprint reviews.

Total time and average process time

Critical path and queue lengths

Delays and bottlenecks in the process

End date/time and start date/time

Planning poker technique

Weighted average calculation

Risk-value quadrant

INVEST scale

Obtain approval from the change control board to discontinue the component

Ask the team to continue developing the component

Ask the team to discontinue developing the component

Request the sponsor's formal approval to discontinue the component

Avoidance

Forcing

Accommodation

Collaborating

Ask human resources for a training budget so the less experienced team members can increase their skill level and work more efficiently.

Have an individual meeting with the experienced team members and ask them to be more empathic when the less experienced members tail to deliver.

C Remind the team that they are jointly responsible for their deliverables and should consider the different competency levels when agreeing to sprint goals

Initiate a meeting with the team and ask them to decompose the product backlog items further so they become clearer and easier to deliver on time.

Code is unit tested, code is peer reviewed, functional testing is passed, business testing is passed, and all acceptance criteria are met.

Code is unit tested, all acceptance criteria are met, business testing passed, code is merged, code is peer reviewed, and documentation is updated.

All acceptance criteria are met, documentation is updated, functional testing is passed, business testing is passed, and code is peer reviewed.

Code is unit tested, all acceptance criteria are met, business testing is passed, functional testing is passed, code is merged, and documentation is updated.

Communicated early and often, as outlined in the communications matrix

Ensured engagement among stakeholders and the product owner

Conducted additional stakeholder reviews and demos

Worked with the product owner to prioritize user stories

Small user stories

Simple acceptance criteria

Lean features

Lean backlogs

The project's total number of story points.

Product releases and what will be included.

The number of completed user stories.

Where the team is in the project life cycle.

Have other team developers attend training to learn database skills.

Monitor the retrospectives of two additional sprints before taking action.

Plan fewer stories for the sprint to reduce the database engineers' workload.

Ask the scrum master to work with the product owner to remove backlog stories that have database dependency.

Determine the required tasks for implementing the high-level features

Identify the detailed design for the high-level features

Prioritize the product backlog for the upcoming release.

Estimate the user stories in the iteration backlog

Suggest pair programming during the retrospective.

Ask the product owner to re-prioritize the user stories at the next retrospective.

Re-estimate the story points with team members at the next iteration planning meeting.

Assign less complex user stories to the inexperienced software engineer at the next iteration planning meeting.

Put the client first.

Create a safe environment.

Practice continuous delivery.

Manage risk.

Report this as a blocker and ask senior management to provide the right subject matter experts (SMEs) until all the outstanding issues can be dosed.

Identify the key business stakeholders and invite them to day-long sessions until all the dependencies and outstanding issues can be closed.

Identify the key dependencies that need to be resolved in order of priority level so the user stories can meet the definition of ready (DoR) criteria.

Report this as a blocker and ensure the product owner is able to deprioritize the issues so the user stories can meet the definition of ready (DoR) criteria.

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

Coordinate a collaboration session so all the team members are involved in the solution process.

Plan a minimum viable product (MVP) in collaboration with the product owner to reduce technical complexity and move issues to the next release.

Provide training for all team members to enable higher technical skills and the ability to resolve complex issues.

Hire external consultants to advise on solution options and train team members in any technical gaps.

Product vision, business objectives, themes, timeframes, and disclaimers

Product improvements, resource management, risk management, and deadlines

Product goals, strategic objectives, major features, and release plans

Features, stages of development, technology and infrastructure, dependencies, and risks