Answering: “You manage a development organization. One of your Scrum Teams is continually interrupted by unplanned work related to production incidents for a legacy application unrelated to their product. A few team members have historical knowledge of the legacy application. How should the Scrum Team manage the interruption and unplanned work?”

You manage a development organization. One of your Scrum Teams is continually interrupted by unplanned work related to production incidents for a legacy application unrelated to their product. A few team members have historical knowledge of the legacy application. How should the Scrum Team manage the interruption and unplanned work?
(choose the best answer)
A. Work with the Scrum Team to help transfer the knowledge to other teams better aligned with the application support mission.
B. The Scrum Team should fit the work in, working overtime if that’s what it takes.
C. New development work should be put on hold until the production support work is completed; supporting existing applications is always more important than new work.

Answering: “You manage a development organization. One of your Scrum Teams is continually interrupted by unplanned work related to production incidents for a legacy application unrelated to their product. A few team members have historical knowledge of the legacy application. How should the Scrum Team manage the interruption and unplanned work?” Read More »

Answering: “True or False: Accumulating technical debt (rework created by technical short-cuts and brittle or outdated legacy applications) has the potential to impact delivery of value to the customer/user.”

True or False: Accumulating technical debt (rework created by technical short-cuts and brittle or outdated legacy applications) has the potential to impact delivery of value to the customer/user.
A. True
B. False

Answering: “True or False: Accumulating technical debt (rework created by technical short-cuts and brittle or outdated legacy applications) has the potential to impact delivery of value to the customer/user.” Read More »

Answering: “One of the newest and least experienced Scrum Teams in your organization has 7 members: 3 are in London (UK), 1 is in Paris (FR), and 3 are in Mumbai (IN). What outcome would you expect?”

One of the newest and least experienced Scrum Teams in your organization has 7 members: 3 are in London (UK), 1 is in Paris (FR), and 3 are in Mumbai (IN). What outcome would you expect?
(choose the best answer)
A. Having team members in multiple locations actually increases productivity because the work can “follow the sun”.
B. The team will likely need help with communication and knowledge sharing challenges.
C. Each location should have an on-site Scrum Master.
D. The cost of delivering the product will be significantly lower than if all team members were together in London (UK).

Answering: “One of the newest and least experienced Scrum Teams in your organization has 7 members: 3 are in London (UK), 1 is in Paris (FR), and 3 are in Mumbai (IN). What outcome would you expect?” Read More »

Answering: “You manage a product development organization. You are looking at the progress reports from a number of Scrum Teams in your organization, when you notice that while most teams have a velocity of 35-40 story points per Sprint, one team consistently delivers only 15-20 per Sprint. Is this a cause for concern?”

You manage a product development organization. You are looking at the progress reports from a number of Scrum Teams in your organization, when you notice that while most teams have a velocity of 35-40 story points per Sprint, one team consistently delivers only 15-20 per Sprint. Is this a cause for concern?
(choose the best answer)
A. Yes, this is cause for concern – the Product Owner for the team in question is not pushing the team hard enough.
B. Yes, this is a cause for concern – the team in question has not calibrated their story points with the rest of the teams.
C. No, this is not cause for concern – velocity is not a measurement of team performance.
D. Yes, this is a cause for concern – the team in question is performing worse than the rest.
E. No, this is not cause for concern – the team in question will probably increase their velocity over time.
F. Yes, this is cause for concern – the Scrum Master for this team is not making this team as productive as the others.

Answering: “You manage a product development organization. You are looking at the progress reports from a number of Scrum Teams in your organization, when you notice that while most teams have a velocity of 35-40 story points per Sprint, one team consistently delivers only 15-20 per Sprint. Is this a cause for concern?” Read More »

Answering: “You manage a product development organization. Some of your teams determine that they need access to a “production-like” test environment so that they can assess the scalability of their application as they build it. Current processes stipulate that expensive “production-like” test environments are only available as part of final application acceptance testing, just prior to releasing the application to production. Earlier access is not possible because other teams are using the pre-production test environments. Which two of the following strategies would you pursue?”

You manage a product development organization. Some of your teams determine that they need access to a “production-like” test environment so that they can assess the scalability of their application as they build it. Current processes stipulate that expensive “production-like” test environments are only available as part of final application acceptance testing, just prior to releasing the application to production. Earlier access is not possible because other teams are using the pre-production test environments. Which two of the following strategies would you pursue?
(choose the two best answers)
A. Tell the teams to do their best with their current test environment, simulating production as much as possible. Then release the product and let the customer determine if the product can scale.
B. You help them find someone who can help them with setting up testing and simulation software that can partially emulate the “production-like” test environment.
C. They should add additional time to the release schedule to account for the additional testing and rework the team will have to do when they find defects late in the delivery cycle. Set stakeholder expectations accordingly.
D. You work with the teams to develop a business case for procuring or gaining access to the necessary environment for validating the scalability of the product.

Answering: “You manage a product development organization. Some of your teams determine that they need access to a “production-like” test environment so that they can assess the scalability of their application as they build it. Current processes stipulate that expensive “production-like” test environments are only available as part of final application acceptance testing, just prior to releasing the application to production. Earlier access is not possible because other teams are using the pre-production test environments. Which two of the following strategies would you pursue?” Read More »

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