Sep 28 2022 |
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本试卷是EXIN Agile Scrum Master (ASM.CH)模拟考试。 EXIN考试准则适用于该考试。
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Yellow Industries公司的客户不断流失。客户主要抱怨Yellow Industries的产品与他们的需求不符。董事会希望启动更敏捷的工作方式，让公司恢复健康的财务状况。
Yellow Industries is losing customers. The main complaint of their customers is that Yellow Industries just does not make the product that they want. The board wants to start working in a more Agile manner to make the company financially healthy again.
How would working in a more Agile manner benefit Yellow Industries
It would help create a more friendly environment for the personnel which increases valuable output.
It would help make the customers more responsible for expressing what they want before development.
It would help reduce the personnel costs of the company because Agile is an efficient way of working.
It would help the company to create more customer value by working closer together with the customers.
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An Agile way of working offers more predictability and more flexibility than traditional ways of working.
How does Scrum help to achieve more predictability and flexibility?
- By having a daily meeting at the same time to help bring predictability
- By introducing a Scrum board to track the work to help bring flexibility
- By making a new sprint planning every sprint to help bring predictability
- By not having fixed working hours for the team to help bring flexibility
- By using an estimate of the team’s velocity to help bring predictability
- By reordering the product backlog items as needed to help bring flexibility
- By using sprint retrospectives to change processes to help bring predictability
- By having strict service level expectations (SLEs) to help bring flexibility
3 of 40
A Scrum Master knows she should help remove roadblocks but is doubting if it is also useful to establish a form of continuous improvement.
Is there overlap between removing roadblocks and establishing continuous improvement?
Yes. A Scrum Master that removes a roadblock is doing a part of the continuous improvement the team needs to establish flow.
Yes. Continuous improvement is focused on improving the product so the Scrum Master should use it to help the team flow.
No. Continuous improvement items should go on a continuous improvement backlog and roadblocks do not belong there.
No. Removing roadblocks is a task that is done by the Scrum Master and continuous improvement is done by the Developers.
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Business requirements can change at any time, so by doing only the necessary work for the required step to be considered complete, the project team saves efforts and time.
Which Agile methodology is
represented by this statement?
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Aisha is a Scrum Master. During a sprint, she realizes the team will not deliver a potentially shippable product at the end of this sprint. Aisha suspects that this is because the team does not review all of the code before it gets checked in.
What should Aisha do?
Ask the Product Owner for permission to cancel the current sprint
Ask the team to analyze what can be done better the next sprint
Demand that the team reviews all code before it gets checked in
Extend the sprint length in order to deliver the shippable product
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A new team is just starting to transition to Scrum. This is a pilot team. The Product Owner has worked in a Scrum team before. The Developers are completely new to Scrum. The Scrum Master has had some formal training, but limited experience. For now, they have a project manager to oversee the project.
The team must be trained in the Scrum framework.
Who is accountable for making sure this happens?
The Product Owner
The project manager
The Scrum Master
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Which tasks and responsibilities belong to the Scrum Master?
The Scrum Master assesses the maturity of the team and informs the Product Owner in case training or coaching are necessary, so the Product Owner can act appropriately.
The Scrum Master helps to arrange meetings and coordinate work, helps with tracking progress of tasks with the aid of visual tools and helps team members overcome difficulties.
The Scrum Master keeps track of the product backlog and makes sure the Product Owner and the Developers clearly understand the items and their order, priority, and value.
The Scrum Master manages the Developers and reviews and allocates tasks at the daily scrum meeting so that all team members can maintain focus on the tasks committed to.
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Naz is the Scrum Master for a Scrum team that has been established for four months. They work on the development of an application for walkers and hikers. The application is part of a suite and has links and dependencies to other products, some of which are already on the market and some of which are still in development.
Besides Naz, the cross-functional Scrum team is made up of seven Developers and the Product Owner. The Product Owner is quite new to the role.
The Scrum team has been working quite well together. However, Naz notices that the daily scrum is overrunning on a regular basis, sometimes taking up to 30 minutes. There is discussion with the Product Owner about items on the board, sometimes involving questions and discussions around the dependencies; and team members like to get a good understanding and a resolution to their questions before moving to the next item on the board.
What should the Scrum Master do to improve this situation?
Limit the discussion to ‘What I am working on today’; What I achieved yesterday’; and ‘Are there impediments’
Recognize that this is a large Scrum team with complicated issues and allocate 30 minutes for this meeting
Split the meeting into two to work on the items which have complicated dependencies on other products
Stop the meeting and take time to coach the whole team on the purpose and the format of the daily scrum
9 of 40
A Scrum team is looking for a way to optimize their daily work. The team has a chaotic style of working. They often take on too much work individually. They are highly trained professionals, but sometimes tasks get forgotten. If an issue is identified, they do not always know how to ask others to come and help them. The management team wants the team to get some grip on the situation.
The Developers propose the following solution:
in their social networking platform to keep track of blocks and task division
The Product Owner proposes an entirely different solution:
that can be monitored online and is understood well by the management team
Their Scrum Master has two other possible solutions:
, that includes work-in-progress limits (WiP-limits) and blocker tickets
, that does not include WiP-limits or blocker tickets but is easy to understand
Which tool is
likely to help this team?
The dedicated channel
The Gantt chart
The Kanban board
The Scrum board
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During a sprint, a Developer does not understand the user story he is working on. This is a potential roadblock for the success of the project.
What should the Scrum Master do to enable the Developer to work at capacity?
Ask the Developer to ignore the story and put it on the product backlog until the team understands it
Ask the Developer to spend more time analyzing and researching the user story to help understand it
Ask the Product Owner to explain the user story and find a resource to help the Developer understand it
Ask the Product Owner to put the user story back on the product backlog and improve and rewrite it
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A team is resisting implementing Agile Scrum practices. The Scrum Master has decided to identify the type of resistance: passive or active.
Why should the Scrum Master identify this?
Because a comparison with peer anecdotes from other teams on how Scrum they work with Scrum must be done
Because identifying the type of resistance will help the Scrum Master identify how to best coach the team
Because it helps the Scrum Master plan a training session on the Scrum events to reinforce the value of the events
Because the team may have lost sight of the sprint goal and may need training to get realigned to the sprint
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Susan在某大公司担任Scrum Master。她原来是Developer，但自愿担任Scrum Master角色。她的团队合作良好，熟悉敏捷原则和敏捷工作方式。
Susan is a Scrum Master in a big company. Susan was previously a Developer but volunteered for the Scrum Master role. Her team works well together and has a good grasp of Agile principles and the Agile ways of working.
However, the team is under quite some pressure in their current sprint due to some problems. The Developers lack detailed knowledge of the testing environment. The team uses blocker tickets to reflect this problem and other issues during the daily scrum. Team members select their next backlog item to work on according to their skills and preferences.
During the daily scrum Susan sees that a Developer reports an impediment on the ticket he is working on. This is again an impediment due to the lack of understanding of the testing environment. No one else in the team offers help, but Susan knows how to solve this problem from her previous experience.
What should Susan do?
Arrange a short training session for the team to improve their knowledge of the testing environment
Go to the Developer after the daily scrum and use her experience to show him how to solve the problem
Quickly show the Developers how to solve this problem, thereby coaching them and sharing knowledge
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A company is working with several Scrum teams to make sure they can keep the deadlines their customers require. These teams must make sure that their efforts are not duplicated, that dependencies are visible and clear.
The company has opted for a single backlog, a single Product Owner, and multiple Scrum Teams. Each Scrum team has several Developers and their own Scrum Master.
Which Scrum role is
placed to coordinate the efforts?
The Developers because the teams are self-managing and should be able to coordinate
The Product Owner because the Product Owner coordinates the product backlog as well
Scrum Master，因为他们有时间与其他Scrum Master协调
The Scrum Masters because they have time to coordinate with the other Scrum Masters
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A team has recently started working with Scrum. Their former manager is now acting as the Product Owner of the team.
Before the transition, the Product Owner was used to dividing the tasks over the team members. The Product Owner keeps doing this after the transition to Agile, because it worked so well before the transition. The Developers are just accepting this, without even discussing the matter.
Should the Product Owner keep dividing the tasks?
Yes, because the Product Owner is best placed to determine what must be done and by whom.
Yes, because the team has had great results with this person dividing tasks before the transition.
No, because the Developers are the only persons in the team that may divide the tasks in Scrum.
No, because the team has not discussed what the best way of dividing the tasks is for this team.
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The separate roles in Scrum are accountable and responsible for different things. One of the roles is accountable for adapting the plan, and way of work, as and when needed, to ensure that progress is made toward the sprint goal.
Which role is accountable?
The Product Owner
The Scrum Master
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A Scrum team uses the definition of done (DoD) for the first time during the sprint planning meeting. In the sprint planning meeting, the team estimates the size of the backlog items and creates the sprint backlog.
Why does the team need the DoD during the sprint planning meeting?
Because each feature is checked for readiness as soon it is finished in the sprint
Because the Product Owner must confirm that backlog items fit the requirements
Because the team must accept the sprint goal as a potentially shippable product
Because the workload depends on requirements of both the features and the DoD
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A Product Owner writes the following user story for the product backlog:
As a data entry clerk, I want a good user interface for the administration of customer invoices, so that I can work fast.
Does this user story provide the necessary specific information to be pulled into a sprint backlog?
Yes, because additional information can be added during a sprint.
Yes, because it follows the recommended template of a user story.
No, because the identity of the type of user is not specific enough.
No, because the terms ‘good’ and ‘fast’ are not specific enough.
18 of 40
Scrum Master和产品负责人正在分析一个新的产品待办事项列表。Scrum Master注意到，产品待办事项列表中有一些描述详细的故事，其优先级较低。一些优先级较低的条目未归入史诗，另一些则归入史诗。而优先级高的条目则完全未归入史诗，其描述非常详细。
The Scrum Master and Product Owner are analyzing a new product backlog. The Scrum Master notices that the product backlog has some very detailed stories that have lower priority. Some lower-priority items are not grouped into epics, others are. The high-priority items, on the other hand, are not grouped into epics at all and are all very detailed.
Is that the way the product backlog should be refined?
Yes, because the high-priority items will be pulled into one of the next sprint backlogs.
Yes, because user stories of any priority may be very detailed or described generally.
No, because high-priority items should not be detailed to allow unexpected changes.
No, because stories should always belong to an epic to form a coherent sprint goal.
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Organizational goals are related to products and the requirements in the product backlog.
How are these concepts related?
The organizational goals are product goals that contain the product backlog items. The organizational goals are regularly refined, to add most value to the company. The product goals are the stable elements in the organization’s communication with the customer.
The organizational goals are the objectives the organization has set for themselves. In order to achieve them, the product goals must support one or more organizational goals. The product backlog items define what is necessary to achieve the product goals.
The product backlog items can be consolidated into a single portfolio overview. The organizational goals support the high-level product goals, as input for the portfolio view. Senior management uses the portfolio view to help understand how all products are related.
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A team struggles to keep the sprint planning meeting within the timebox. They argue about every small detail and this makes the meeting go late. The Product Owner often argues with the Developers about the estimation.
Who is accountable for ensuring the conflicts are resolved during this meeting?
The Developers, because they allow the Product Owner to drag them into conflicts about the details
The organization, because they should facilitate ways to help the team work together properly
The Product Owner, because the Product Owner keeps interfering with the Developers’ estimation
Scrum Master，因为Scrum Master对确保高效的会议负责
The Scrum Master, because the Scrum Master is accountable for ensuring an efficient meeting
21 of 40
A Scrum Master is teaching a new team how to estimate using story points. A more experienced member of the team argues that an estimate in story points would be useful only for the sprint they are planning and not in upcoming sprints. He argues that they should estimate in ideal days instead, because those estimates are also useful for upcoming sprints, even if the backlog item does not end up in the sprint backlog immediately.
Are estimates in ideal days more useful than estimates in story points for upcoming sprints?
Yes, because ideal day estimates allow for interruptions of a regular working day.
Yes, because ideal days are based on the non-changing actual hours of work.
No, because estimating with story points is usually faster than with ideal days.
No, because story point estimates are based on a relative indication of size.
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A team is estimating their velocity. They have done the following to help estimate the velocity:
- The Developers have
made a forecast
of the velocity in future sprints for a type of product backlog items that they have never done before.
- The Scrum Master has looked back on the velocity of the previous sprints and has written down several
that help estimate the velocity in the next sprint.
- The Product Owner has looked up a few
Which of these practices is
a good way to estimate the velocity?
Making a forecast
Using historical values
Using industry standards
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A Scrum team has a history of performing very well. However, recently they have not been able to meet their sprint goals, despite budgeting time in each sprint for unforeseen issues. The Scrum Master investigates this issue with the team in a sprint retrospective meeting.
The Developers identify the following problems with the last sprint:
- the team discovers a few
to the workflow after each sprint
that cost a few hours are regularly pushed by management
team members got suddenly pulled from the team to help other teams for days
- the Product Owner had taken a planned two-week
in the last month
Which problem is the
likely reason for not meeting the sprint goals?
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A team uses a Kanban board with four columns:
1 – User story
2 – To do
3 – Doing (3)
4 – Done
What is the
likely meaning of the '(3)' in the third column?
This column has a work-in-progress limit (WiP-limit) of three.
This column has three invisible blocked tickets that must be solved.
This column is the only one divided into three separate swimlanes.
This team has three team members and three Doing columns.
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What is the
purpose of a Scrum board?
It helps the Developers to organize their work and see how much work is left.
It helps the Product Owner track the team’s work and report back to managers.
It helps the Scrum Master to keep track of which Developer does which task.
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A Scrum team is using a burn-down chart to track their progress. During the sprint, the graph looks like this:
What is certain about this sprint?
The Developers are doing less than they anticipated.
The Developers are on track to finish the sprint goal.
The Developers have run into a roadblock and are stuck.
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Scrum Master不知道板上的障碍清除后该如何处理Blocker Ticket。直接抛弃的做法似乎不对。
价值，Scrum Master应该如何处理Blocker Ticket？
A team decides to use Kanban techniques on their scrum board. They have introduced the concept of work-in-progress limits (WiP-limits) and started using blocker tickets to identify impediments that prevent a task from being completed.
The Scrum Master is unsure what to do with blocker tickets once an impediment is removed from the board. It seems wrong to just throw them away.
What should the Scrum Master do with blocker tickets to bring
value to the team?
Group them to see if a common theme emerges that indicates a cause of many issues
Investigate them for a root cause after the issue is resolved, to prevent further impediments
Keep them on display or review them during a sprint retrospective to remind the Developers
Simply mark them as ‘done’ and remove them if the impediment is resolved and no longer exists
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A Scrum team has found a critical bug that they feel must be solved right away. The team always has 20% of the time in the sprint set aside for fixing bugs. They have already pulled some legacy bugs into this sprint backlog to fill up the 20%. The team has agreed not to spend more time than 20% on fixing bugs.
The Product Owner has identified the new critical bug as having a higher priority than the bugs they have currently pulled into the sprint.
What is the
action to take?
Add solving the new critical bug to the sprint backlog even if they spend more than 20% of the time on bugs
Cancel the sprint, have the team focus on fixing the bugs, and start a new sprint once the bugs are solved
Put the new bug into the product backlog because the sprint goal and backlog have already been finalized
Swap out an equivalent amount of bug-fixing work in favor of fixing the new critical bug to keep to the 20%
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Even in large development projects it can be best to have only one product backlog for one product. To manage that single product backlog properly, the backlog cannot be too large.
How should the product backlog be kept to a reasonable size?
By forecasting what the next several releases must look like
By proactively eliminating dependencies between user stories
By sharing accountability for the product backlog with others
By using epics and grouping small stories into themes
30 of 40
A company uses a Nexus approach to scale a large project.
The Nexus integration team coordinates a single sprint for all teams. Each team has their own Scrum Master to help remove roadblocks.
There is a single Product Owner and a single product backlog for all Scrum teams.
Is this the correct way of using a Nexus approach?
Yes, because a Nexus approach can be filled in flexibly by the company to fit the needs of each specific company or project.
Yes, because a Nexus always has a single product backlog, a single Product Owner, and a coordinated sprint for all teams.
No, because each team should have their own Product Owner as well as a separate product backlog to support their work.
No, because the teams should not only share the Product Owner, product backlog, and sprint, but also share a Scrum Master.
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Not every project is suitable for an Agile approach. A company has the following projects.
- A project in the
has a tight budget, but no determined deadline. The requirements of the project are not clear.
- A project in the
has a pressing deadline and a tight budget. There is no room to change the scope of the project.
Which department has a project that is
suitable for an Agile approach?
The HR department, because only IT projects are suitable for an Agile approach.
The HR department, because they have no clear requirements for the project.
The IT department, because there is no room for changing the scope of the project.
The IT department, because they have a tight budget and pressing deadline.
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A company wants to use an additional Scrum team in addition to the Scrum team that is currently working on a project.
When is this a good idea?
When a project is very complex, and the current Scrum team does not have all the needed competences
When the current Scrum team has a great diversity in gender, race or culture and relevant backgrounds
When the team has just transitioned, and the team members do not work well together in the beginning
When there is little time for training and the current Scrum team is made up of many inexperienced people
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A company has difficulties adopting Scrum. All team members work from home at least a part of the time. This makes implementing Scrum difficult for the Scrum Master.
The team has not finished training in Scrum yet and they often have questions for the Scrum Master. The team members feel disconnected from each other and often do not pay attention during meetings. Their will to learn Scrum seems low. The team members do not often communicate with each other. This also means they do not coordinate their tasks very well.
Which tool will help the team
A social interaction platform that allows the team members to communicate continuously
A special message board for the Scrum Master where the team members post questions
An application that gives the team daily tips on how to use Scrum to facilitate learning
An online digital Scrum board that is visible to and used by all team members consistently
34 of 40
The traditional project management role does not exist in Scrum. However, some activities that are traditionally done by the project manager must still be done. Most of these tasks are divided over the Scrum roles.
An example of activities that are still necessary includes:
- making sure that the Developers track progress
- making sure that the product has proper documentation
Who should take on these activities?
The Product Owner
The Scrum Master
35 of 40
A company has discovered that the current process is not delivering acceptable results. Transitioning to Scrum seems like the best solution.
The CEO has created a sense of urgency and is also speaking to stakeholders about his plans. Most employees are excited to learn more about Agile and have started researching Scrum by themselves.
The company has a large meeting and collectively decides how to do the transition. They decide on a slow transition to Scrum, starting out with some small projects and a single Scrum team. The CEO decides to make training optional because the employees are so actively researching. For the most important project, an experienced project manager will act as the Product Owner.
After half a year, the results of the company have not been what was expected with Scrum. The transition is called a failure.
What is the
likely reason that the transition did not work?
The company should have opted for an all-in transition to go with the sense of urgency.
The employees did not receive enough training in Scrum to make the transition work.
The project manager did not know enough about the product to act as Product Owner.
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A team is transitioning to Scrum. One of the team members, Alexander, really seems to dislike Scrum. He is actively speaking out against Scrum practices and is turning the mood of any meeting sour. Alexander is a saboteur.
Addy is the Scrum Master of the team and wants Alexander to stop, so that the team can succeed.
What is the
way to respond to Alexander’s behavior?
Acknowledge Alexander’s fears and confront them, and make him dissatisfied with the original way of working
Do not let Alexander talk in meetings, move him to another team, or if that all fails, consider firing him
Make sure Alexander understands Scrum, give him some time to adjust, and appoint a champion skeptic
Model the desired behaviors, involve Alexander in team activities, and praise him for doing the right thing
37 of 40
Scrum teams are self-managing. This means that they have freedom to choose a way of working, and what they commit to. Teams also solve their own problems and should have all expertises covered.
It would almost seem like there is no role left for management outside the Scrum team, but this is not true.
What is the role of management in Scrum?
To make sure that the Product Owners and Scrum Masters have a detailed planning and keep to deadlines
To make sure that the teams compete with each other over incentives and keep increasing their efficiency
To make sure the organizational goals are clear and the mindset of the company is Agile to support Scrum
38 of 40
Cross-functional teams are better at estimating the size of new tasks than other teams.
Why do they make better estimates?
Because the team can do with less planning than other teams
Because the team does not have to hand off work to other teams
Because the team has a person that specializes in task estimations
Because the team has all competencies needed to accomplish the work
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A company is transitioning from a traditional culture to an Agile culture. On one of the teams, there are many conservers. The conservers resist change because of fear of the unknown and the uncertainty it brings.
What is the
way to make use of conservers during the transition?
Conservers are focused on the bigger picture. Use their skills to generate new ways of doing business, and streamline efficiencies and effectiveness.
Conservers can see both advantages and disadvantages. Use their skills to operate as the mediator to identify acceptable common ground between teams.
Conservers will do well with an evolutionary change. Use their skills in planning incremental steps to transition the company without disrupting business.
40 of 40
The board of a company has appointed consultants to identify the organization's loss of competitive advantage. The company creates highly complex products and the customers often have new requirements after product demonstrations. The recommendation is to become more Agile.
The company decides to switch to Scrum immediately and instructs everyone involved with projects to attend a Scrum training. New projects should all be using Scrum.
Management does not want to adjust any of the current leadership styles or structures, because that would make them lose time.
Is this a good way to transition?
Yes, because a new method will inspire everyone, and big-bang implementations work best to break with the old ways of working cleanly.
Yes, because Scrum is a simple and easy to learn Agile methodology and retraining everyone ensures this approach will work soon.
No, because Agile is more a mindset than a practice and will succeed best if management changes the culture before transitioning to Scrum.
No, because management should evaluate if Scrum is the best Agile methodology for the company and look at the practices of industry leaders.
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