Question # 1
| The Close Out of Timebox B was completed as scheduled, but the Could Have requirement of tiled walls in the bathrooms was NOT delivered within this period, with the
agreement of the team.
Which Agile principle MOST influences this course of action? | | A. Deliver on time. | | B. Never compromise quality. | | C. Build incrementally from firm foundations. | | D. Develop iteratively. |
A. Deliver on time.
Question # 2
| What should be done to allow the requirement for a secondary exit from the upstairs of the building to be changed into a Must Have priority and moved into Timebox B? | | A. The Project Manager should extend the timescale of Timebox B and shorten Timebox C. | | B. The Solution Development Team should change a Must Have requirement into a Should Have in the Prioritised Requirements List. | | C. The Business Visionary, Business Sponsor and Solution Development Team should reassess the Prioritised Requirements List and its priorities. | | D. The Project Manager should move a Must Have requirement from Timebox B into Timebox C. |
C. The Business Visionary, Business Sponsor and Solution Development Team should reassess the Prioritised Requirements List and its priorities.
Explanation:
C. The Business Visionary, Business Sponsor and Solution Development Team should reassess the Prioritised Requirements List and its priorities.
Rationale:
In Agile Project Management, priorities are often reassessed and reprioritized based on new information or changes in the project's context. The need for a secondary exit due to compliance with fire safety regulations would necessitate such a reassessment. The Business Visionary and Business Sponsor, who provide the vision and funding for the project, together with the Solution Development Team, who are responsible for implementing solutions, should collaboratively review the Prioritised Requirements List to reflect this new priority. This change must be agreed upon by these key stakeholders to ensure that it aligns with the business needs and project goals.
Question # 3
| Using the Project Scenario and the additional information provided for
this question in the Scenario Booklet, answer the following questions
about Feasibility.
Remember to limit your answers to the number of selections requested in each
question.
Which 2 statements describe the appropriate application of Agile Project
Management when developing the Feasibility Assessment? | | A. The new Project Manager should NOT be involved in finalising the
Feasibility Assessment. | | B. The Architecture Angels' Finance Director should approve the final
Business Case as part of the Feasibility Assessment. | | C. The Earth Excavations' Head Gardener should contribute to the outline
solutions considered for the gardens. | | D. The different options should be presented to the 'Hoy for Hoy Hall' Action
Group for their feedback before the chosen outline solution is finalised. | | E. The Timber Tigers' Site Manager should be the sole approver of the
finalised Feasibility Assessment before development commences. |
B. The Architecture Angels' Finance Director should approve the final
Business Case as part of the Feasibility Assessment.
D. The different options should be presented to the 'Hoy for Hoy Hall' Action
Group for their feedback before the chosen outline solution is finalised.
In Agile Project Management, it's important to involve key stakeholders and to ensure that there's a collaborative approach to project decisions. Considering the Agile principles and the given scenario, the appropriate application of Agile to the Feasibility Assessment would likely involve the following statements:
B. The Architecture Angels' Finance Director should approve the final Business Case as part of the Feasibility Assessment. In Agile, it's crucial to ensure that the business aspect of any project aligns with the financial feasibility. The Finance Director's approval would be significant in validating the economic viability of the project.
D. The different options should be presented to the 'Hoy for Hoy Hall' Action Group for their feedback before the chosen outline solution is finalised. Agile encourages stakeholder engagement and iterative feedback. Presenting options to the action group aligns with the Agile value of customer collaboration over contract negotiation, allowing for community input that could be vital due to the building's heritage status and the community's interest.
Question # 4
| The Web Content Manager has provided the Web Developer with a mock up
of the 'Contact Us' page, to be created for the new coffee bar insurance
product. When producing the code, the Web Developer has created a button
that reads 'Delete' instead of 'Cancel'.
What action should the Web Content Manager take? | | A. Prepare a defence for when the problem is identified, ensuring the
responsibility is with the Web Developer. | | B. Hide the problem and hope that this detail can be changed at a later date. | | C. Raise an issue to the Project Manager when the solution is deployed. | | D. Discuss the issue with the Web Developer and decide what action is
required to change this detail. |
D. Discuss the issue with the Web Developer and decide what action is
required to change this detail.
Explanation:
The most constructive and collaborative action the Web Content Manager should take is:
D. Discuss the issue with the Web Developer and decide what action is required to change this detail.
Direct communication and collaboration between the Web Content Manager and the Web Developer are essential in Agile environments to promptly address misunderstandings or mistakes. Discussing the issue openly allows for a quick resolution and ensures that the final product aligns with the project's requirements. This approach fosters a positive working relationship, encourages shared responsibility for the project's success, and avoids unnecessary delays or conflicts.
Question # 5
| Answer the following questions about the acceptance criteria within the project.
Decide whether the approach to setting and using acceptance criteria has been applied appropriately and select the response that supports your decision.
The requirement to 'install a heat reclamation system' shows as a Should Have in the Prioritised Requirements List. During Investigation in Solution Development Timebox B, the Project Manager advised the team NOT to set detailed acceptance criteria for this requirement until later in the Timebox, since the requirement may have to be dropped and the work would be wasted.
Is this an appropriate action related to acceptance criteria? | | A. Yes, because only Must Have requirements should be fully understood. | | B. Yes, because the acceptance criteria might need to be changed during the Solution Development Timebox. | | C. No, because it is necessary to understand the full detail of all the work for completion in the Solution Development Timebox during Investigation. | | D. No, because it indicates that the Solution Development Team has NO intention of delivering the Should Have requirements. |
B. Yes, because the acceptance criteria might need to be changed during the Solution Development Timebox.
Explanation:
B. Yes, because the acceptance criteria might need to be changed during the Solution Development Timebox.
Rationale:
In Agile Project Management, flexibility is key. It is important to prioritize work based on the value it provides and the necessity of the requirement. "Should Have" requirements are important but not critical, and they can be subject to change as the project progresses and as more information becomes available. Deferring the detailed setting of acceptance criteria for a "Should Have" requirement that might be dropped is a practical approach to managing workload and focusing efforts on the most critical aspects of the project first. This approach is in line with Agile's principle of responding to change over following a fixed plan.
Question # 6
| The building has had all the old utility services removed and new wiring and plumbing is being installed during Evolutionary Development. On average there are
four electrical and six plumbing contractors who are engaged for between a few days and a few weeks. They are finding it difficult to work round each other and
to know who should be where. Some of the contractors have started to turn up late to the site.
Many floor boards have been lifted in preparation but it is not clear where the radiators are being situated or when each room is going to be worked on by the plumbers. The
Chief Accountant, acting as Business Ambassador, is also alarmed that the electrical sockets are being installed in rooms in inaccessible locations.
Answer the following questions about motivating the contractor teams according to Agile Project Management.
How should the Project Manager encourage the resources to operate more successfully? | | A. Facilitate a workshop with the Solution Development Team to establish a co-ordinated Timebox Plan. | | B. Hold a separate Daily Stand-up meeting for contractors only. | | C. Provide a detailed plan of activity for each contractor team. | | D. Schedule the electrical and plumbing teams so that they work on different Timeboxes. |
A. Facilitate a workshop with the Solution Development Team to establish a co-ordinated Timebox Plan.
Question # 7
| Which 2 statements explain why the Timber Tigers' Site Manager would be an appropriate Solution Developer? | | A. Accustomed to bringing in contract staff for short periods of time. | | B. Closely manages the building team so that they consistently produce high-quality work. | | C. Is able to represent the team in all daily meetings. | | D. An experienced builder who is good at turning a brief into a practical design. | | E. Is empowered by Timber Tigers' management to make decisions on the building work. |
B. Closely manages the building team so that they consistently produce high-quality work.
D. An experienced builder who is good at turning a brief into a practical design.
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