ASM Online Practice Questions and Answers

What is one of the risks if the Scrum Master is also a programmer on the team?

A. The Scrum Master does not have the required people skills.

B. The Scrum Master cannot stay away from critical path activities.

C. The Scrum Master tries to push through changes to the process.

Why is a Product Owner not allowed to define the workload of the Development Team for a new Sprint?

A. This conflicts with the principle of Self-Management of the Development Team.

B. The Product Owner does not know the velocity of the Development Team.

C. The Scrum Master is responsible for the velocity of the Development Team.

D. The Scrum Master and the Product Owner must agree on the workload of the Development Team.

Which information Radiator can the team use best during the Sprint to track the work?

A. Gantt chart

B. Product Backlog

C. Release Burn Up

D. Task board

What is one of the most difficult challenges you face when transitioning your software development team to Scrum?

A. Introducing certain technical practices

B. Team members may already have their hands full

C. Too rapid improvements are possible

A company is already using Scrum very successfully within the development department. While highly effective Scrum Teams deliver new software increments quickly, these increments are not being delivered fast enough to customers. Releases happen once every 3 months and it takes too much effort to make sure that the releases go smoothly.

What type of framework should this company try to establish?

A. DevOps

B. DSDM

C. Lean

D. Waterfall

How can pair programming help with adopting Agile?

A. It helps recognizing who wrote which code

B. It is beneficial to knowledge transfer

C. It makes development faster and cheaper

A large company of more than 400 people changes from the Waterfall to the Agile framework. The company uses the approach of applying Scrum to all projects in the organization using an all-in scenario. The leaders are reluctant to fully commit to Scrum and there are no experienced Scrum Masters available within the organization yet. Six months later, Scrum has failed in the company. Many different applications of Scrum have been tried with varying degrees of success. The company gives up and returns to the Waterfall approach.

What is the most likely reason that the transition did not work?

A. Scrum was not properly promoted as a best practice and the best way to solve the problems of the organization which created a big risk.

B. The change to Agile was not disruptive enough to provoke a real change and there was not enough commitment to keeping the new process.

C. The company was too large to transition easily. A successful pilot project should have been done first, to be able to copy from.

D. There was no public display of Agility and, therefore, customers kept asking for Waterfall projects. The company gave up too early.

When two companies merge, there is often a lack of communication and transparency between locations. What can best be done to reduce the risk of full-scale blow-ups between locations?

A. Establish the `connector role' within the team

B. Establish collaborating collocated teams

C. Establish deliberately collocated teams

D. Establish deliberately distributed teams

Your organization found that the Product Owner is consistently under more pressure than the developments and other participants in the project.

What is common solution for that?

A. Compiling a list with Product Owner tasks

B. Rotating the Scrum Master role

C. Using a Product Owner team

During a Sprint Planning, a team has picked three User Stories: Story 1 -5 Story Points Story 2 -8 Story Points

Story 3 -3 Story Points

At the end of the Sprint, the team has completed Story 1 and Story 3 and the Product Owner accepts

these.

The team has almost completed Story 2 but there are a few bugs identified in acceptance tests.

What is the Velocity of this team?

A. 8 points

B. 16 points

C. 12 points

D. Insufficient information given ?it depends on % completion of Story 2