EXIN ASM Value Pack (Frequently Bought Together)

Select all that apply. Before starting the first Sprint, what needs to be in place?

• A. Completed System architecture
• B. A complete Product Backlog capturing detailed product needs
• C. Just enough Product Backlog Items with business ideas for the first Sprint
• D. Availability of the Project Manager
• E. Staffed Scrum Team

Which of the following is true about a Prioritized Product Backlog?

• A. Uncertainty should be ruled out of the Risk-adjusted Prioritized Product Backlog.
• B. A Prioritized Product Backlog should not have the most valuable User Story on top, because it could be risky.
• C. Greater value items, although potentially riskier, are given higher priority in a Prioritized Product Backlog.
• D. For a Sprint to succeed, User Stories picked for a Sprint should be interlinked with those selected for subsequent Sprints.

Which of the following statements on Risk Management in a Scrum project is INCORRECT?

• A. Risk is largely minimized in Scrum due to the flexibility in adding or modifying requirements at any time in the project lifecycle.
• B. Risk Burndown Charts aye an important tool for communicating information related to risks to the Stakeholders.
• C. Risks can be managed only at the project level, even if they are related to or originate in portfolios or programs.
• D. The iterative nature of Scrum with its rapid turnaround time and feedback cycles allows for early detection of failures.

A start-up company that uses Scrum has a discussion Some of the coworkers do not see the use of portfolio planning for such a small company After all they only have two small Scrum teams.
Why is the portfolio planning important for this company?

• A. Aligning both Scrum teams m the portfolio planning to identify any dependencies will help them be more productive
• B. Determining which products support the organization's goals and objectives is important for a company of any size
• C. Defining the planning horizon for the next three to five years will allow the employees to work without further guidance
• D. Ensuring that the product backlog is clearly documented, refined and made visible will create the most value

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. The change to Agile was not disruptive enough to provoke a real change and there was not enough commitment to keeping the new process.
• B. There was no public display of Agility and, therefore, customers kept asking for Waterfall projects. The company gave up too early.
• 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. 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.