An agile practitioner notices that a project is increasing open defect counts after every subsequent iteration.
What should the agile practitioner do?

• A.Ask the team to determine how to adapt to this increase in the next retrospective.
• B.Stop work on in-progress user stories to clear defects from the product owner and increase velocity on defect resolution.
• C.Create an issue on the backlog to investigate the root cause and assign a team resource to resolve the issue immediately.
• D.Request increased velocity from the development team to clear off some defects and stay on track with the current iteration's work.

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After a successful product deployment, a key stakeholder informs an agile team member that an implemented feature is failing to deliver its expected business value. The team member replies that the requirement was provided by the customer, and that the scope was clearly met.
If the problem were an issue of requirement elicitation rather than delivery, what should have been done to avoid this situation?

• A.An owner should have been identified to obtain timely stakeholder feedback.
• B.Stakeholders should have regularly been engaged to obtain feedback and reduce the functionality risk.
• C.The team should have used the lean principle of delay, so that actual facts could be considered rather than assumptions and predictions.
• D.Interdependent teams should have been engaged using a collaborative approach to identify and leverage the best support.

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The project manager has requested that the customer participate in the requirements gathering session for the next release. A conflict comes up regarding the requirements between the customer and team.
What should the project manager do?

• A.Encourage self-organization by communicating the importance of a collaborative approach in decision making about the requirements.
• B.The customer is the end user of the product and should have the authority to decide about the product requirements.
• C.The project manager should discuss the requirements with the customer alone so that the team can deliver the prioritized requirements.
• D.Based on value to the organization, the project manager should decide what can be included or not in the final requirements.

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A project manager was assigned to lead the development of a new application for a company. The application will be widely used by all company employees around the world. During the firstmeeting with key project stakeholders, the project manager was asked to find a way to determinate all possible types of users who may interact with the application that is going to be developed.
What should the project manager do next?

• A.Push it back due to the number of users and socialize the idea of developing a standard application and training session for all users.
• B.Identity and create personas that can help the team better understand the needs of the target user base.
• C.Build a minimum viable product (MVP), a standard application for all users, and release the new version (per users/areas).
• D.'Engage the human resources (HR) team to identify the key users and interview all of them accordingly.

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Midway through a sprint, a team member discovers that the product design fails to adhere to the organization's enterprise architecture standards. Since this required escalation to the architecture team for further analysis and resolution, the team was unable to deliver its sprint goal and the sprint was cancelled.
What should the team have done to avoid this?

• A.Provided feedback to the architecture team to change the enterprise architecture standards
• B.Ensured the early engagement of key stakeholders
• C.Raised an exception for non-adherence to the enterprise architecture standards for this product
• D.Escalated the issue to management

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