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May 11 2021 |
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Introduction

Introduction

This is the EXIN Agile Scrum Master (ASM.EN) sample exam. The Rules and Regulations for EXIN’s examinations apply to this exam.

This exam consists of 40 multiple-choice questions. Each multiple-choice question has a number of possible answers, of which only one is correct.

The maximum number of points that can be obtained for this exam is 40. Each correct answer is worth 1 point. You need 26 points or more to pass the exam.

The time allowed for this exam is 90 minutes.

Good luck!





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Question

1  of 40
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 most?

Question

2  of 40
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?

Question

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?

Question

4  of 40
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 best represented by this statement?

Question

5  of 40
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?

Question

6  of 40
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 methodology.

Who is accountable for making sure this happens?

Question

7  of 40
Which tasks and responsibilities belong to the Scrum Master?

Question

8  of 40
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 nine 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?

Question

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:
- A dedicated channel in their social networking platform to keep track of blocks and task division

The Product Owner proposes an entirely different solution:
- A Gantt chart that can be monitored online and is understood well by the management team

Their Scrum Master has two other possible solutions:
- A Kanban board, that includes work-in-progress limits (WiP-limits) and blocker tickets
- A Scrum board, that does not include WiP-limits or blocker tickets but is easy to understand

Which tool is most likely to help this team?

Question

10  of 40
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?

Question

11  of 40
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?

Question

12  of 40
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?

Question

13  of 40
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 best placed to coordinate the efforts?

Question

14  of 40
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 keeps dividing the tasks?

Question

15  of 40
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?

Question

16  of 40
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?

Question

17  of 40
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?

Question

18  of 40
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?

Question

19  of 40
Organizational goals are related to products and the requirements in the product backlog.

How are these concepts related?

Question

20  of 40
A team struggles to keep the sprint planning meeting within the time-box. 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?

Question

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?

Question

22  of 40
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 historical values that help estimate the velocity in the next sprint.
- The Product Owner has looked up a few industry standards of velocity.

Which of these practices is not a good way to estimate the velocity?

Question

23  of 40
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 impediments to the workflow after each sprint
- sudden requests that cost a few hours are regularly pushed by management
- specialist team members got suddenly pulled from the team to help other teams for days
- the Product Owner had taken a planned two-week vacation in the last month

Which problem is the most likely reason for not meeting the sprint goals?

Question

24  of 40
A team uses a Kanban board with four columns:

1 – User story
2 – To do
3 – Doing (3)
4 – Done

What is the most likely meaning of the '(3)' in the third column?

Question

25  of 40
What is the main purpose of a Scrum board?

Question

26  of 40
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?

Question

27  of 40
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 most value to the team?

Question

28  of 40
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 best action to take?

Question

29  of 40
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?

Question

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?

Question

31  of 40
Not every project is suitable for an Agile approach. A company has the following projects.

- A project in the HR department has a tight budget, but no determined deadline. The requirements of the project are not clear.
- A project in the IT department 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 not suitable for an Agile approach?

Question

32  of 40
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?

Question

33  of 40
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 most?

Question

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?

Question

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 most likely reason that the transition did not work?

Question

36  of 40
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 best way to respond to Alexander’s behavior?

Question

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 solves 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?

Question

38  of 40
Cross-functional teams are better at estimating the size of new tasks than other teams.

Why do they make better estimates?

Question

39  of 40
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 best way to make use of conservers during the transition?

Question

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?