Technical Program Management

Question 1

Agile Methodology

Answer 1

(Basic) A project management methodology characterized by the division of tasks into short phases of work and frequent reassessment and adaptation of plans. (Advanced) Agile methodology focuses on iterative development, where requirements and solutions evolve through collaboration. It’s well-suited for projects with rapidly changing or highly emergent requirements. Agile increases adaptability and customer satisfaction.

Question 2

Scrum

Answer 2

(Basic) An Agile framework for developing, delivering, and sustaining complex products, with an emphasis on software development. (Advanced) Scrum is implemented in short ‘sprints’ or iterations to allow for rapid feedback and continuous improvement. It uses roles like Scrum Master and Product Owner and ceremonies like daily stand-ups and sprint reviews. Scrum enhances team productivity and responsiveness to changing project requirements.

Question 3

Kanban

Answer 3

(Basic) A visual workflow management method used to visualize work, limit work-in-progress, and maximize efficiency (or flow). (Advanced) Kanban boards visually display work at various stages using cards and columns. It helps teams to manage work by balancing demands with available capacity and improving the handling of bottlenecks. Kanban is used widely in software development and manufacturing.

Question 4

Waterfall Model

Answer 4

(Basic) A sequential (non-iterative) project management methodology where progress flows steadily downwards through phases. (Advanced) The Waterfall Model is a linear and sequential approach where each phase must be completed before the next begins. It’s best for projects with well-defined requirements and low uncertainty. Its structured nature makes it easy to understand and manage.

Question 5

Lean Methodology

Answer 5

(Basic) A project management philosophy emphasizing the minimization of waste within a manufacturing system without sacrificing productivity. (Advanced) Lean methodology aims to deliver maximum value while minimizing waste. It involves continuous improvement, optimizing processes, and eliminating non-value-adding activities. Lean is popular in manufacturing but also applied in software development.

Question 6

Six Sigma

Answer 6

(Basic) A set of techniques and tools for process improvement, focusing on reducing process variation and defects. (Advanced) Six Sigma aims for near perfection in performance. The methodology uses statistical methods for reducing defects and improving quality. It’s often combined with Lean principles (Lean Six Sigma) for efficiency and quality improvement.

Question 7

Risk Management

Answer 7

(Basic) The process of identifying, assessing, and controlling threats to an organization’s capital and earnings. (Advanced) Risk management involves analyzing potential project risks and developing strategies to manage them. It’s crucial for minimizing potential negative impacts. Effective risk management contributes to the smooth execution and success of projects.

Question 8

Stakeholder Management

Answer 8

(Basic) The process by which you organize, monitor and improve your relationships with your stakeholders. (Advanced) Stakeholder management involves identifying and analyzing stakeholder needs and expectations. It’s key in maintaining good relationships and ensuring project success. Regular communication and engagement are essential components.

Question 9

Resource Allocation

Answer 9

(Basic) The process of assigning and managing assets in a manner that supports an organization’s strategic goals. (Advanced) Resource allocation involves distributing the right resources in the right amount to various projects. Effective allocation is crucial for project efficiency and success. It ensures that resources are used optimally and aligned with business objectives.

Question 10

Critical Path Method (CPM)

Answer 10

(Basic) A project modeling technique used to estimate the minimum project duration and determine the amount of schedule flexibility. (Advanced) CPM identifies the longest stretch of dependent activities and measures the time required to complete them from start to finish. It’s used to predict project duration and manage deadlines. Understanding the critical path helps in prioritizing tasks for on-time project completion.

Question 11

Types of Agile Frameworks

Answer 11

(Basic) Scrum, Lean, Kanban, Extreme Programming (Advanced) Different Agile frameworks include Scrum (iterative work in sprints), Lean (eliminating waste), Kanban (visual workflow management), and Extreme Programming (focusing on software quality and responsive to changing customer requirements).

Question 12

Tools for Project Management

Answer 12

(Basic) Trello, Jira, Asana, Smartsheets, Monday (Advanced) These tools help in managing projects efficiently. Trello offers a card-based task management system. Jira is geared towards agile project management. Asana allows task assignments and tracking. Smartsheets provides spreadsheet-like project management, and Monday.com offers customizable workflow management.

Question 13

Why is the Agile Framework Preferred to Waterfall by Technology Companies?

Answer 13

(Basic) Agile’s flexibility and adaptability to change. (Advanced) Agile is preferred due to its iterative nature, allowing for flexibility and adaptability to change, which is crucial in the fast-paced tech industry. It facilitates continuous feedback and incremental development, as opposed to Waterfall’s rigid linear approach.

Question 14

Four Values of the Agile Manifesto

Answer 14

(Basic) Individuals and interactions, Working software, Customer collaboration, Responding to change (Advanced) The Agile Manifesto values individuals and interactions over processes and tools, working software over comprehensive documentation, customer collaboration over contract negotiation, and responding to change over following a plan.

Question 15

DevOps

Answer 15

(Basic) A set of practices that combines software development and IT operations.
(Advanced) DevOps is about unifying development and operations teams to automate and standardize processes for infrastructure deployment. It’s vital for improving deployment frequency and ensuring high software quality.

Question 16

Burndown Chart

Answer 16

(Basic) A graphical representation of work left to do versus time.
(Advanced) The burndown chart is a key Agile tool used to track the progress of work during a sprint. It helps teams visualize remaining work and supports sprint planning and review.

Question 17

Retrospective Meeting

Answer 17

(Basic) A meeting to discuss successes and improvements after a project phase.
(Advanced) Held at the end of each sprint, it allows teams to reflect on their processes and identify areas for improvement, fostering a culture of continuous improvement.

Question 18

Product Backlog

Answer 18

(Basic) The list of all desired work on the project.
(Advanced) The product backlog is a prioritized list of features and changes that provide guidance on what the development team should work on next, serving as the foundation of project planning in Agile.

Question 19

Sprint Backlog

Answer 19

(Basic) A list of tasks to be completed during the Scrum sprint.
(Advanced) The sprint backlog is a detailed plan for development during an Agile sprint, often featuring user stories, tasks, and acceptance criteria for guidance.

Question 20

Epic

Answer 20

(Basic) A large body of work in Agile frameworks that can be broken into smaller stories.
(Advanced) Epics are used to manage and track large, complex features that will be developed over multiple sprints, helping teams structure and plan extensive development work.

Question 21

Velocity

Answer 21

(Basic) A measure of the amount of work a team can handle in a single sprint.
(Advanced) This metric is used to predict how quickly a team can work through the items in the product backlog, aiding in future sprint planning and scope management.

Question 22

Gantt Chart

Answer 22

(Basic) A type of bar chart that illustrates a project schedule.
(Advanced) Gantt charts are instrumental in project management for outlining the project timeline, phases, milestones, and dependencies between tasks.

Question 23

Scope Creep

Answer 23

(Basic) Uncontrolled changes or continuous growth in a project’s scope.
(Advanced) Scope creep can disrupt project timelines and budgets, making it essential for project managers to implement strong scope control measures.

Question 24

Milestone

Answer 24

(Basic) A significant point or event in a project timeline.
(Advanced) Milestones are used to signify important achievements and transitions in project phases, serving as checkpoints that help gauge project progress.

Question 25

Monte Carlo Simulation

Answer 25

(Basic) A mathematical technique that allows for risk and uncertainty in prediction and forecasting models. (Advanced) Monte Carlo Simulation uses random sampling and statistical modeling to estimate mathematical functions and mimic the operation of complex systems. It's commonly used in project management for risk quantification and to predict project outcomes.

Question 26

Earned Value Management (EVM)

Answer 26

(Basic) A project management technique for measuring project performance and progress in an objective manner. (Advanced) EVM combines measurements of project scope, schedule, and cost in a single integrated system. It provides accurate forecasts of project performance problems, which is essential for project planning and execution.

Question 27

Stakeholder Analysis

Answer 27

(Basic) A process of systematically gathering and analyzing qualitative information to determine whose interests should be considered throughout the project. (Advanced) Stakeholder Analysis is crucial for identifying the interests, influence, and impact of various stakeholders. It helps in developing effective strategies for stakeholder engagement and communication.

Question 28

Scope Statement

Answer 28

(Basic) A document that defines the project's scope and establishes what will and will not be included in the project deliverables. (Advanced) The scope statement provides a detailed account of the project's objectives, deliverables, and the work needed to complete the deliverables. It's a critical component of the project management plan to avoid scope creep.

Question 29

Quality Assurance (QA)

Answer 29

(Basic) A way of preventing mistakes and defects in manufactured products and avoiding problems when delivering solutions or services to customers. (Advanced) QA is a proactive process to ensure that the quality requirements will be fulfilled. It's the part of quality management focused on providing confidence that quality requirements will be fulfilled in the product development.

Question 30

RACI Matrix

Answer 30

(Basic) A responsibility assignment chart that maps out every task, milestone, or key decision involved in completing a project and assigns which roles are Responsible, Accountable, Consulted, and Informed. (Advanced) The RACI Matrix clarifies roles and responsibilities in cross-functional or departmental projects and processes. It helps to ensure that everyone knows what they should be doing and how their role contributes to the project success.

Question 31

Project Sponsor

Answer 31

(Basic) A person or group who provides resources and support for the project and is accountable for enabling success. (Advanced) The project sponsor champions the project at the highest level, helping to secure funding, resolve issues, and provide overall guidance. They play a pivotal role in project governance.

Question 32

Cost-Benefit Analysis

Answer 32

(Basic) A process businesses use to analyze decisions – the benefits of a given situation or business-related action are summed and then the costs associated with taking that action are subtracted. (Advanced) Cost-Benefit Analysis is a systematic approach to estimate the strengths and weaknesses of alternatives. It helps to evaluate options and make the best decision based on the benefits and savings that result from each option.

Question 33

Iteration Retrospective

Answer 33

(Basic) An agile practice for inspecting and adapting the iteration process. (Advanced) Iteration Retrospective is a meeting held after a development iteration in Agile methodologies. The team reflects on the past iteration, discussing what went well and what could be improved for the next iteration.

Question 34

Project Governance

Answer 34

(Basic) The framework for how project decisions are made. (Advanced) Project Governance involves the strategic framework for understanding, decision-making, and accountability in projects. It ensures that projects are aligned with the organization’s objectives and are delivered effectively.

Question 35

Agile Manifesto Principles

Answer 35

(Basic) Twelve guiding principles for Agile software development that support the Agile Manifesto. (Advanced) The principles behind the Agile Manifesto include customer satisfaction through early and continuous delivery, welcoming changing requirements, frequent delivery, and collaboration between business stakeholders and developers.

Question 36

Product Vision Statement

Answer 36

(Basic) A declarative statement that articulates the goals and aspirations of a product. (Advanced) The product vision statement provides a long-term direction for the product and sets the stage for product decision-making. It is essential for guiding the team and aligning stakeholders with the product’s intended direction.

Question 37

Cross-Functional Teams

Answer 37

(Basic) Teams composed of people with different functional expertise working toward a common goal. (Advanced) Cross-functional teams are a hallmark of Agile and are critical for enhancing collaboration and innovation, as they bring together diverse perspectives and skills to solve complex problems.

Question 38

Business Case

Answer 38

(Basic) A document that justifies the start of a project, including the expected benefits, risks, costs, and revenue. (Advanced) The business case provides the reasoning for initiating a project or task. It is a critical document during the project initiation phase and is reviewed throughout the project lifecycle to ensure the project remains aligned with business objectives.

Question 39

Incremental Delivery

Answer 39

(Basic) A software development strategy where the product is designed, implemented, and tested incrementally until the product is finished. (Advanced) Incremental delivery allows for partial delivery of the product to users as soon as each functionality is complete. This strategy can provide early partial benefits while the product is still in the development process.

Question 40

Agile Coaching

Answer 40

(Basic) The practice of guiding teams and organizations in the development and execution of Agile practices. (Advanced) Agile coaching is vital for teams transitioning to Agile methodologies. Coaches help teams understand Agile principles and practices, facilitate Agile ceremonies, and assist in the transformation of team dynamics.

Question 41

Continuous Integration (CI)

Answer 41

(Basic) A development practice where developers integrate code into a shared repository several times a day. (Advanced) Continuous Integration is a key DevOps practice, aimed at detecting issues early by frequently merging code changes into a central repository where builds and tests are executed.

Question 42

Continuous Deployment (CD)

Answer 42

(Basic) A software release process that uses automated testing to validate if changes to a codebase are correct and stable for immediate deployment to a production environment. (Advanced) Continuous Deployment goes one step beyond continuous integration by automatically releasing the code changes after the build and test phases pass. This practice allows for high velocity in delivering features, improvements, and fixes to customers.

Question 43

Timeboxing

Answer 43

(Basic) A time management technique that involves allocating a fixed, maximum unit of time for an activity. (Advanced) Timeboxing is used in Agile to limit the amount of time spent on a particular activity, encouraging focus and efficiency. It is commonly used for sprints, meetings, and specific task completions.

Question 44

Sprint Review

Answer 44

(Basic) A meeting at the end of a sprint where the team demonstrates what they shipped in the sprint. (Advanced) The sprint review is an informal meeting in the Scrum framework where the team presents their increment to stakeholders to gather feedback. It marks the end of the sprint and is essential for transparency and stakeholder engagement.

Question 45

Scaled Agile Framework (SAFe)

Answer 45

(Basic) An agile software development framework designed for scaling agile practices to larger organizations. (Advanced) SAFe provides a structure for scaling agile across the enterprise, aligning teams under common goals. It's important for complex projects that require coordination across multiple agile teams.

Question 46

Product Increment

Answer 46

(Basic) The sum of all product backlog items completed during a sprint and all previous sprints. (Advanced) The product increment is a step towards the final product goal, reflecting the progress made in a sprint. It must be in a usable condition regardless of whether the Product Owner decides to release it.

Question 47

WIP Limits

Answer 47

(Basic) Constraints placed on the number of work items in the 'in-progress' state. (Advanced) WIP Limits are used in Kanban to ensure that teams focus on finishing work at hand before starting new tasks, which helps to improve flow and reduce cycle time.

Question 48

MoSCoW Method

Answer 48

(Basic) A prioritization technique used to reach a common understanding with stakeholders on the importance they place on the delivery of each requirement. (Advanced) MoSCoW stands for Must have, Should have, Could have, and Won't have. It's used to prioritize requirements by providing a framework for stakeholders to categorize them based on their necessity.

Question 49

Project Handover

Answer 49

(Basic) The process of transferring project control from one team to another. (Advanced) A project handover ensures that all the relevant information about the project is passed on to a new team or client after a project or phase is completed. It's essential for the continuity and success of ongoing operations.

Question 50

Change Control Board (CCB)

Answer 50

(Basic) A group of stakeholders responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project. (Advanced) The CCB is an integral part of the change management process and ensures that changes are made with oversight and alignment with project goals.

Question 51

Project Milestone

Answer 51

(Basic) A significant point or event in the project timeline. (Advanced) Project milestones are checkpoints used to assess the progress and performance of the project. They indicate the completion of a major phase of work and are essential for tracking project timelines.

Question 52

User Acceptance Testing (UAT)

Answer 52

(Basic) The phase in software development where the software is tested in the real-world by the intended audience. (Advanced) UAT is the final phase of testing and is used to ensure that the software meets the business requirements and is ready for use. It's a critical step before the final release of the software product.

Question 53

Project Roadblock

Answer 53

(Basic) An obstacle or problem that prevents the team from making progress on project goals. (Advanced) Roadblocks can arise from various sources, such as technical challenges, resource constraints, or stakeholder disagreements. Identifying and resolving roadblocks is crucial for maintaining project momentum.

Question 54

Project Kickoff Meeting

Answer 54

(Basic) An initial meeting between project stakeholders to communicate project objectives, procedures, and roles. (Advanced) The kickoff meeting sets the project's tone by aligning stakeholders' expectations, establishing communication channels, and starting the project with a clear, shared understanding of its direction.

Question 55

Technical Debt

Answer 55

(Basic) The implied cost of additional rework caused by choosing an easy solution now instead of using a better approach that would take longer. (Advanced) Technical debt reflects the trade-offs between speed and quality in software development. It's incurred when quick fixes or suboptimal solutions are implemented, which may compromise the future maintainability and evolution of the codebase.

Question 56

Functional Specification

Answer 56

(Basic) A formal document used to describe in detail for software developers a product's intended capabilities, appearance, and interactions with users. (Advanced) The functional specification, or 'functional spec', outlines everything the end product should do from the users' perspective. It serves as a guide for developers and as a reference for future maintenance.

Question 57

Product Lifecycle

Answer 57

(Basic) The cycle through which every product goes through from introduction to withdrawal or eventual demise. (Advanced) Understanding the product lifecycle helps managers make informed decisions about marketing, pricing, and product development strategies to maximize profitability and manage the maturity and decline phases.

Question 58

Program Roadmap

Answer 58

(Basic) A high-level, strategic visual summary that maps out the vision and direction of a program over time. (Advanced) A program roadmap communicates the strategic thinking behind a program's development. It's a guide for stakeholders and helps keep the organization's strategic objectives aligned with execution.

Question 59

Acceptance Criteria

Answer 59

(Basic) The set of conditions that a software product must meet to be accepted by a user, customer, or other stakeholders. (Advanced) Acceptance criteria are fundamental to the Agile process as they provide a clear understanding of what the end product should do to satisfy customer needs and ensure quality deliverables.

Question 60

Feasibility Study

Answer 60

(Basic) An assessment of the practicality of a proposed plan or method. (Advanced) A feasibility study involves evaluating a project's potential for success; it's a critical tool in the decision-making process that examines technical aspects, business viability, and cost-effectiveness.

Question 61

Stakeholder Engagement

Answer 61

(Basic) The process of involving individuals who may be affected by the decisions made by an organization and can influence the implementation of its decisions. (Advanced) Stakeholder engagement is about fostering positive relationships with stakeholders through active communication and consultation. It's essential for successful project delivery and organizational reputation.

Question 62

Product-Market Fit

Answer 62

(Basic) A scenario in which a product satisfies strong market demand. (Advanced) Product-market fit is achieved when a product resonates with a target market, satisfying a specific need effectively. It's a critical indicator of a product's potential for success and sustainability in the market.

Question 63

Matrix Organization

Answer 63

(Basic) An organizational structure that shares resources across both functional and product divisions. (Advanced) In a matrix organization, employees have dual reporting relationships - generally to both a functional manager and a product manager. It's intended to maximize strengths and minimize weaknesses.

Question 64

Project Artifacts

Answer 64

(Basic) Documents and tools produced during the project lifecycle that capture and store project information. (Advanced) Project artifacts may include project plans, schedules, reports, and logs. These documents are used to communicate within the team, to stakeholders, and serve as historical records.

Question 65

Release Cycle

Answer 65

(Basic) The process through which software is developed and released to customers, typically involving multiple stages. (Advanced) The release cycle encompasses the planning, development, testing, deployment, and feedback phases. Understanding the release cycle is crucial for managing expectations and ensuring timely delivery of software products.

Question 66

Program Portfolio Management

Answer 66

(Basic) A method for managing several related projects with the intention of improving an organization's performance. (Advanced) Program portfolio management involves prioritizing projects, allocating resources, and aligning projects with business objectives. It's an essential strategy for organizations to maximize the value of their project investments.

Question 67

Change Request

Answer 67

(Basic) A formal proposal to modify any document, deliverable, or baseline in a project. (Advanced) Change requests are an integral part of change management and can include adjustments to scope, schedule, or resources. Managing change requests effectively is key to maintaining project control and balance.

Question 68

Project Scope Management

Answer 68

(Basic) The process of defining and controlling what is and is not included in a project. (Advanced) Project scope management ensures that the project includes all the work required, and only the work required, to complete the project successfully. It's a critical competency in project management to prevent scope creep.

Question 69

Resource Leveling

Answer 69

(Basic) A technique in project management that seeks to minimize the fluctuation of resource allocation and avoid any excess or shortage. (Advanced) Resource leveling is used to resolve resource over-allocation, usually by delaying tasks to level the demand for resources. It helps in the efficient utilization of resources and maintains a steady workflow.

Question 70

Business Agility

Answer 70

(Basic) The ability of an organization to adapt quickly to market changes, internally and externally. (Advanced) Business agility enables organizations to rapidly adjust to market changes and respond effectively to customer demands. It encompasses agile methodologies, flexible resource allocation, and a culture of continuous improvement.

Question 71

Service Level Agreement (SLA)

Answer 71

(Basic) A commitment between a service provider and a client that outlines the expected level of service. (Advanced) An SLA specifies what the customer will receive and clarifies service standards. It's fundamental in managing customer and vendor relationships and ensuring clear communication regarding the expected level of service.

Question 72

Portfolio Balancing

Answer 72

(Basic) The act of ensuring an organization's portfolio of projects and programs is aligned with strategic objectives and maximizes ROI. (Advanced) Portfolio balancing involves analyzing the current portfolio and making decisions to adjust it in alignment with strategic goals, often balancing risk against return, short-term versus long-term gains, and resource distribution.

Question 73

Key Performance Indicator (KPI)

Answer 73

(Basic) A measurable value that demonstrates how effectively a company is achieving key business objectives. (Advanced) KPIs are used to evaluate success at reaching targets. They're vital for performance management and help teams to understand whether they're on track to reach their strategic goals.

Question 74

Root Cause Analysis (RCA)

Answer 74

(Basic) A problem-solving method used to identify the underlying reasons why a problem occurred. (Advanced) RCA is used to diagnose the primary cause of faults or problems. It's a fundamental approach in project management to prevent recurrence of issues and to implement effective solutions.

Question 75

Scrum Master

Answer 75

(Basic) A role within the Scrum team responsible for ensuring the team lives by the values and practices of Scrum. (Advanced) The Scrum Master acts as a servant leader, helps remove impediments, facilitates Scrum events, and ensures clear communication among everyone involved in the project.

Question 76

Product Backlog Refinement

Answer 76

(Basic) The ongoing process of reviewing Product Backlog items and ensuring they are appropriately prepared and ordered for upcoming sprints. (Advanced) This activity involves adding detail, estimates, and order to items in the Product Backlog. It's a collaborative process involving the Product Owner and Scrum Team.

Question 77

Daily Scrum

Answer 77

(Basic) A 15-minute time-boxed event for the Scrum Team to synchronize activities and create a plan for the next 24 hours. (Advanced) This meeting is held at the same time and place each day to reduce complexity. It's designed to optimize team collaboration and performance by inspecting the work since the last Daily Scrum and forecasting upcoming Sprint work.

Question 78

Sprint Planning

Answer 78

(Basic) A Scrum event that establishes what can be delivered in the upcoming Sprint and how that work will be achieved. (Advanced) Sprint Planning is time-boxed to a maximum of eight hours for a one-month Sprint. It involves the entire Scrum Team and results in a Sprint Goal and the Sprint Backlog.

Question 79

Sprint Goal

Answer 79

(Basic) An objective set for the Sprint that can be met through the implementation of Product Backlog. (Advanced) The Sprint Goal gives the team a shared objective for the Sprint, and it's crafted during the Sprint Planning meeting. It provides guidance to the Development Team on why it is building the Increment.

Question 80

Definition of Ready (DoR)

Answer 80

(Basic) A shared understanding within the Scrum Team on what it takes for a Product Backlog item to be ready for development. (Advanced) DoR is crucial for ensuring that planning and execution are based on ready-to-go items, thus facilitating smoother Sprint execution and reducing blockers.

Question 81

Scrum Values

Answer 81

(Basic) Fundamental values that underpin the Scrum framework: Commitment, Courage, Focus, Openness, and Respect. (Advanced) These values guide the behavior and decision-making of the Scrum Team. Upholding these values creates a collaborative and high-performing team culture.

Question 82

Sprint Retrospective

Answer 82

(Basic) A meeting held at the end of each Sprint to review what went well, what could be improved, and what will be committed to in the next Sprint. (Advanced) The Sprint Retrospective is an opportunity for the Scrum Team to inspect itself and create a plan for improvements to be enacted during the next Sprint.

Question 83

Scrum Artifacts

Answer 83

(Basic) The key information that the Scrum Team and stakeholders need to be aware of for understanding the product being developed and the progress being made. (Advanced) Scrum's three main artifacts are the Product Backlog, the Sprint Backlog, and the Product Increment, each providing transparency and opportunities for inspection and adaptation.

Question 84

Scrum Events

Answer 84

(Basic) Prescribed events in the Scrum framework that are used to create regularity and to minimize the need for meetings not defined in Scrum. (Advanced) The five events are: Sprint, Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective. These events are time-boxed and ensure transparency and inspection.

Question 85

What is the role of the Product Owner in Scrum?

Answer 85

The Product Owner is responsible for maximizing the value of the product resulting from the work of the Scrum Team. They manage the Product Backlog and ensure that the team knows the priority of items for future sprints.

Question 86

How often should the Daily Scrum occur?

Answer 86

The Daily Scrum should occur once every day during a sprint, typically at the same time and place, to enhance team communication and productivity.

Question 87

What is the purpose of a Sprint Review?

Answer 87

The Sprint Review is held at the end of a Sprint to inspect the Increment, discuss the work done, and adapt the Product Backlog if needed. It's a collaborative meeting involving the Scrum Team and stakeholders.

Question 88

What is the Sprint Backlog?

Answer 88

The Sprint Backlog is a set of items selected from the Product Backlog, along with a plan for delivering the product Increment and realizing the Sprint Goal, that the team commits to complete during a Sprint.

Question 89

How does Scrum address scope changes?

Answer 89

Scrum accommodates scope changes through regular Product Backlog refinement and by allowing the Product Owner to reprioritize tasks, ensuring the most valuable work is completed first.

Question 90

What does 'time-boxed' mean in Scrum?

Answer 90

In Scrum, 'time-boxed' refers to events having a maximum duration, ensuring that the event does not exceed a predefined amount of time, which helps maintain focus and efficiency.

Question 91

What is the difference between a Sprint and an Iteration in Scrum?

Answer 91

In Scrum, a Sprint is a time-boxed period during which a 'Done', useable, and potentially releasable product Increment is created. 'Iteration' is another term for this time-boxed period used in Agile methodologies.

Question 92

What is a Burndown Chart used for in Scrum?

Answer 92

A Burndown Chart in Scrum is used to visually track the amount of work remaining in a Sprint, comparing it against the expected rate of progress and helping the team manage its work and timeline.

Question 93

Why is the Sprint Retrospective important in Scrum?

Answer 93

The Sprint Retrospective is important for continuous improvement, as it allows the Scrum Team to inspect their practices and make adaptations for the next Sprint, enhancing productivity and team dynamics.

Question 94

What is the purpose of the Definition of Done in Scrum?

Answer 94

The Definition of Done in Scrum ensures that everyone on the Scrum Team shares a common understanding of what it means for work to be complete, which is critical for maintaining quality and consistency.

Question 95

What are the responsibilities of a Scrum Master?

Answer 95

The Scrum Master is responsible for promoting and supporting Scrum by helping everyone understand Scrum theory, practices, rules, and values. They act as a coach to the Scrum Team, facilitating Scrum events and removing impediments.

Question 96

How is the Product Backlog managed and who is responsible for it?

Answer 96

The Product Backlog is managed by the Product Owner, who is responsible for its content, availability, and prioritization. It is a dynamic list of features, enhancements, bug fixes, and other changes to the product.

Question 97

What is a Sprint in the context of Scrum?

Answer 97

A Sprint is a time-boxed period, usually 2-4 weeks, during which a 'Done', useable, and potentially releasable product Increment is created. It's a consistent duration throughout the development process.

Question 98

How are user stories used in Scrum?

Answer 98

User stories in Scrum are short, simple descriptions of a feature from the perspective of the end user. They help the team understand the user's needs and are used to create a product backlog.

Question 99

What is the purpose of Sprint Planning?

Answer 99

Sprint Planning initiates the Sprint by laying out the work to be performed. It involves the entire Scrum Team and results in a Sprint Goal, a plan for how the work will be achieved, and the Sprint Backlog.

Question 100

What is an Increment in Scrum?

Answer 100

An Increment is the sum of all the Product Backlog items completed during a Sprint and all previous Sprints, which must be in a useable condition and meet the Scrum Team's Definition of Done.

Question 101

How are tasks estimated in Scrum?

Answer 101

Tasks in Scrum are often estimated using story points, which measure the effort required to implement a user story, or through T-shirt sizing. This estimation is done collaboratively by the Scrum Team.

Question 102

What happens during a Scrum Sprint Review?

Answer 102

During a Sprint Review, the Scrum Team presents the results of their work to stakeholders, demonstrating what has been completed. It's an opportunity for feedback and to adapt the Product Backlog.

Question 103

What is the significance of the Scrum of Scrums meeting?

Answer 103

The Scrum of Scrums is a meeting used to coordinate teams working on the same project. Representatives from each Scrum Team discuss progress, impediments, and timelines to ensure alignment.

Question 104

How is team performance measured in Scrum?

Answer 104

Team performance in Scrum is measured through metrics like velocity (the amount of work completed in a Sprint), Sprint Burndown (progress within the Sprint), and review of the Increment against the Sprint Goal.

Question 105

What is the purpose of the Scrum Sprint?

Answer 105

The purpose of a Scrum Sprint is to deliver a potentially releasable increment of the product, focusing on providing a batch of work that adds value and adheres to the Sprint Goal.

Question 106

How is the Sprint Goal determined in Scrum?

Answer 106

The Sprint Goal is determined during the Sprint Planning meeting, where the Scrum Team collaborates to define a goal that provides guidance on what the Sprint should achieve.

Question 107

What is the role of the Scrum Master during the Sprint Planning meeting?

Answer 107

The Scrum Master facilitates the Sprint Planning meeting, ensures the process is understood, helps the team define the Sprint Goal, and ensures everyone is clear on what can be delivered in the Sprint.

Question 108

How are User Stories used in Scrum?

Answer 108

User Stories in Scrum are short, simple descriptions of a feature from the perspective of the user or customer, used as a tool to create a user-centric product backlog for planning and prioritization.

Question 109

What are the three pillars of Scrum?

Answer 109

The three pillars of Scrum are Transparency, Inspection, and Adaptation. They uphold every implementation of empirical process control, supporting the Scrum framework.

Question 110

How does Scrum ensure continuous improvement?

Answer 110

Scrum ensures continuous improvement through regular retrospectives, where the team reflects on their processes and makes adaptations, and through the iterative nature of Sprints which allow for frequent feedback and adjustments.

Question 111

What happens if a Sprint Goal becomes obsolete?

Answer 111

If a Sprint Goal becomes obsolete, the Product Owner has the authority to cancel the Sprint. The work completed is reviewed, and the next steps are planned during a new Sprint Planning meeting.

Question 112

How does Scrum handle project documentation?

Answer 112

Scrum advocates for minimal and necessary documentation, emphasizing working products over comprehensive documentation, but ensures that essential documentation is created and maintained to support product development.

Question 113

What is the importance of the Scrum of Scrums meeting?

Answer 113

The Scrum of Scrums meeting is important for coordinating efforts of multiple Scrum Teams working on the same project, ensuring alignment, sharing progress, and addressing cross-team dependencies and impediments.

Question 114

How are priorities set for the Product Backlog in Scrum?

Answer 114

Priorities for the Product Backlog are set by the Product Owner, often based on customer value, business priorities, dependencies, and the overall strategic goals of the project.

Question 115

What is the first principle of the Agile Manifesto regarding customer satisfaction?

Answer 115

Customer satisfaction by early and continuous delivery of valuable software,' focusing on delivering value to customers early and regularly.

Question 116

How does the Agile Manifesto suggest handling changing requirements?

Answer 116

The Agile Manifesto suggests 'Welcoming changing requirements, even in late development,' to adapt to evolving business needs and customer demands.

Question 117

What is the Agile principle regarding the frequency of software delivery?

Answer 117

The principle states 'Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale,' emphasizing regular and quick delivery.

Question 118

What does the Agile Manifesto say about cooperation between business people and developers?

Answer 118

It advises 'Close, daily cooperation between business people and developers' to enhance communication and collaboration for better outcomes.

Question 119

What is the Agile principle about building projects around individuals?

Answer 119

It states 'Projects are built around motivated individuals, who should be given the environment and support they need, and trusted to get the job done,' emphasizing trust and motivation.

Question 120

How does the Agile Manifesto view face-to-face communication?

Answer 120

The Manifesto considers 'Face-to-face conversation to be the most efficient and effective method of conveying information,' highlighting the value of direct communication.

Question 121

What does the Agile Manifesto identify as the primary measure of progress?

Answer 121

According to the Manifesto, 'Working software is the primary measure of progress,' focusing on tangible, functional deliverables.

Question 122

What is the Agile principle regarding sustainable development?

Answer 122

It promotes 'Sustainable development, able to maintain a constant pace indefinitely,' for long-term project viability without overburdening team members.

Question 123

How does the Agile Manifesto approach technical excellence and good design?

Answer 123

It advocates for 'Continuous attention to technical excellence and good design,' emphasizing the importance of quality and well-thought-out solutions.

Question 124

What does the Agile principle say about simplicity in work?

Answer 124

The principle highlights 'Simplicity—the art of maximizing the amount of work not done—is essential,' encouraging efficient approaches to minimize unnecessary effort.

Question 125

How does the Agile Manifesto describe the best architectures, requirements, and designs?

Answer 125

It states that 'The best architectures, requirements, and designs emerge from self-organizing teams,' valuing team autonomy and collaborative problem-solving.

Question 126

What does the Agile Manifesto say about team reflection and adjustment?

Answer 126

The Manifesto says 'At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly,' promoting continuous improvement.