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Question 1 Selectable Answer

What is the Unrealized Value?

A. The unestimated value of a Product Backlog item
B. The expected value of the current Product that needs to be validated
C. The effectiveness of an organization to deliver new capabilities that might better meet customer needs
D. The organization’s ability to quickly deliver new capabilities, services, or products
E. The potential future value that could be realized if the organization met the needs of all potential customers or users
F. The value that the product delivers today

Answer:
Explanation:
Unrealized Value (UV): The potential future value that could be realized if the organization met the needs of all potential customers or users.

Question 2 Selectable Answer

The Teams in your organization are structured in the following way: The Design team, The UX Team, The front-end team, The back-end team, The database team, the QA team. You were hired as Manager to lead the Agile transformation.
What would you consider when moving away from these teams towards feature teams?

A. These teams already look like Feature Teams.
B. The productivity will improve in the initial stages.
C. The productivity will be reduced in the initial stages.
D. The Feature teams should have an equal number of team members.

Answer:
Explanation:
Feature Teams: A feature team is a cross-component, cross-functional, and long-lived team that picks end-to-end customer features one by one from the product backlog and completes them. These teams play a crucial role in scaling up Agile development. An organization without a feature team structure is expected to create plenty of problems that lead to a sequential development cycle like Waterfall. This team structure fixes all these problems and also introduces some changes and challenges. Component Teams: A component team focuses on developing one or more components that can be used to develop only a part of an end-customer feature. The components developed by the component team can be reused by other teams to create customer-valuable solutions. The description of the teams indicates that they are component teams and they focus only on one architectural layer of the product without producing user value. Scrum Teams are cross-functional, meaning the members have all the skills necessary to create value each Sprint. They are also self-managing, meaning they internally decide who does what, when, and how. Changing the members of the Scrum Team is allowed as needed but a short-term reduction in performance or velocity might be considered. Adding or removing members will require coordination, onboarding and therefore, productivity will temporarily drop. The initial phase of
forming a new team could cause short-term disruption as they need time to discover how to best work together. Because all the skills and competencies are inside the team the communication overhead is reduced. Having an environment that supports the Scrum values reduces complexity.

Question 3 Selectable Answer

For Product Owners to succeed, the entire organization must respect their decisions.

A. TRUE
B. FALSE

Answer:
Explanation:
For Product Owners to succeed, the entire organization must respect their decisions. These decisions are visible in the content and ordering of the Product Backlog, and through the inspectable Increment at the Sprint Review.

Question 4 Selectable Answer

The Scrum Master is coaching the Developers on certain topics that they are accountable for.
Which topics could these be? Select two answers

A. Creating a plan for the Sprint
B. Adhere to a Definition of Done
C. Organize the Product Backlog
D. Communicating the Product Goal
E. Providing a report of the Daily Meeting

Answer:
Explanation:
The specific skills needed by the Developers are often broad and will vary with the domain of work. However, the Developers are always accountable for: Creating a plan for the Sprint, the Sprint Backlog; Instilling quality by adhering to a Definition of Done; Adapting their plan each day toward the Sprint Goal; and, Holding each other accountable as professionals.

Question 5 Selectable Answer

What is the difference between leadership and management in agile?

A. Leadership replaces all aspects of management.
B. Management and leadership are used together.
C. Leadership is subsidiary to management.
D. Management and leadership are incompatible.

Answer:
Explanation:
Agile methods use a combination of management and leadership. Leadership and management can be used together, they aren’t incompatible. Scrum Teams are cross-functional, meaning the members have all the skills necessary to create value each Sprint. They are also self-managing, meaning they internally decide who does what, when, and how. In an Agile Team or Scrum Team, everyone can and should be a leader. The members of a Scrum Team are also managers of themselves. Therefore, they are both managers and leaders. An Agile Leader can also be someone outside the team managing the direction of the teams, area, or organization at a higher level.

Question 6 Selectable Answer

You are an Agile manager at an organization that develops software for external customers. One of the Stakeholders who attends all the Sprint Reviews tells you that the Scrum Team, developing his product, totally lacks the domain expertise he expects and he is convinced this team will not be able to meet his expectations.
What do you do?

A. Involve the Scrum Master to discuss the concerns with the Stakeholder and leave the final actions to the Scrum Team. Support the team's decision.
B. Invite domain experts to all Sprint Plannings and Sprint Reviews
C. Work with other Scrum Teams to learn more about the domain.
D. Dedicate one or more Sprint to improve the domain knowledge.
E. Hire or reassign more domain experts to the Scrum Team.

Answer:
Explanation:
Although learning more about the domain or receiving help from domain experts seems to make sense. It's not your decision. You must make the problem visible, let the team deal with it, provide the environment to support them, and removing impediments that would hinder the team's progress. Scrum Teams are cross-functional, meaning the members have all the skills necessary to create value each Sprint. They are also self-managing, meaning they internally decide who does what, when, and how.
Having the Stakeholder discuss directly with the Scrum Master or the team is more efficient and effective than going through a manager. The team can introspect, address the concerns and decide on the best actions.

Question 7 Selectable Answer

What are some Key Value Measures (KVMs) defined by EBM? Select all answers that apply

A. Market Share
B. Employee Satisfaction
C. Customer or User Satisfaction Gap
D. Revenue per Employee
E. None
F. Product Cost Ratio

Answer:
Explanation:
To encourage adaptability, EBM defines no specific Key Value Measures (KVMs). KVMs are listed in the EBM Guide to show the kinds of measures that might help an organization to understand its current state, desired future state, and factors that influence its ability to improve.
In other words, the KVMs listed in the EBM guide are examples but they are not defined as part of the EBM Framework.

Question 8 Selectable Answer

Which actions could help to improve the Time-to-Market? Select two answers Increasing the number of features in a product release

A. Removing non value-added activities from the product development and delivery process(Correct)
B. Working overtime
C. Longer Sprints
D. Reducing the number of features in a product release(Correct)

Answer:
Explanation:
Reducing the number of features in a product release can dramatically improve T2M; the smallest release possible is one that delivers at least some incremental improvement in value to some subset of the customers/users of the product. Many organizations also focus on removing non value-added activities from the product development and delivery process to improve their T2M.

Question 9 Selectable Answer

What is included in Product Backlog management? Select two answers

A. Developing and explicitly communicating the Product Goal
B. Creating and clearly communicating Product Backlog items
C. Writing the acceptance criteria
D. Creating the Sprint Backlog
E. Writing User Stories
F. Documentation

Answer:
Explanation:
The Product Owner is also accountable for effective Product Backlog management, which includes:
Developing and explicitly communicating the Product Goal; Creating and clearly communicating Product
Backlog items; Ordering Product Backlog items; and, Ensuring that the Product Backlog is transparent, visible and understood.

Question 10 Selectable Answer

Which of the following expresses the organization’s ability to quickly deliver new capabilities, services, or products?

A. Delivery Time.
B. Unrealized Value.
C. Ability to Innovate.
D. Time to Market.
E. Current Value.

Answer:
Explanation:
From EBM Guide. Time-to-Market (T2M): The organization’s ability to quickly deliver new capabilities, services, or products.

Question 11 Selectable Answer

Which of the following characteristics would you expect from a high-performance Agile Team? Select three answers.

A. Prescriptive process for more inspection and adaption.
B. Managed
C. Self-organizing.
D. Empowered.
E. Plan-driven.
F. Constructive disagreement

Answer:
Explanation:
High-performing Agile Teams work in high-trust environments based on empiricism, they are self-managing and constantly improve through constructive disagreements.

Question 12 Selectable Answer

You are a manager of an area at an Agile organization. A team member of one of your teams comes to you with questions regarding some of his work.
How should you handle this situation?

A. Tell the employee to consult with someone else from the team.
B. Answer the questions that make sense from your position and work with the employee to find the answers to their questions from the Product Owner, Developers, Scrum Master, or anyone else.
C. Tell the employee to read the job description of his position.
D. It is not the manager's responsibility to address questions about the work of self-organizing teams.
E. Let the employee know that you expect them to be self-managing and it is the employee's responsibility to find the answers themselves.

Answer:
Explanation:
A leader does not need to be involved in day-to-day activities. Managers and leaders are expected to delegate and empower the teams to do things the way they want as long as it creates value. Most of the answers may be inside the team, but if the employee comes to a manager, it may be that they cannot find the answers or the environment in the team to find answers. A leader should listen to team members, detect the team's dysfunctions, promote a good working environment, and help to find answers from him or others.

Question 13 Selectable Answer

Which of the following options will you choose to help with the communication of a distributed Agile Team?

A. Schedule initial face-to-face meetings for everyone to meet each other.
B. Establish a common language for all communications.
C. Kindly ask the team members if they can share photos of themselves and upload a profile picture to their accounts.
D. Define common working hours.

Answer:
Explanation:
From the Agile Manifesto: "The most efficient and effective method of conveying information to and within a development team is face-to-face conversation." If possible, setting up at least one initial face-to-face meeting for everyone will improve remote communications and trust later in the project. Once people have met face-to-face, it is generally much easier to follow up with e-mail, phone calls, etc. Defining common working hours or a common language seems to be helpful, but these actions might be uncomfortable or not welcome. Having photos in the account profiles is good but it is just scratching the surface.

Question 14 Selectable Answer

What is used to move toward goals?

A. Hypotheses and experiments
B. Try and error
C. AB testing
D. Continuous improvement
E. Continuous movement

Answer:
Explanation:
In addition to using hypotheses and experiments to move toward goals, EBM provides a set of perspectives on value and the organization’s ability to deliver value

Question 15 Selectable Answer

You work in a company as a Director of Product Delivery. A Scrum Team request to meet you because they need four more Developers. They think the workload is too high and they were working overtime to meet the Sprint Goals and deadlines. The need for additional Developers seems reasonable. As a part of Product Delivery, What you should do?

A. Support the Scrum Team with appropriate resources within the budgetary boundaries. You should allow them to hire additional Developers.
B. You should interview candidates and select Developers for the team.
C. Ask the technical recruiter to hire additional team members.
D. Let the Scrum Team interview the candidates but you take the final hiring decision.
E. The team is self-managing and must learn to manage existing resources efficiently.
F. Hire external Developers.

Answer:
Explanation:
Scrum Teams are cross-functional, meaning the members have all the skills necessary to create value each Sprint. They are also self-managing, meaning they internally decide who does what, when, and how. The Scrum Team is responsible for all product-related activities from stakeholder collaboration, verification, maintenance, operation, experimentation, research and development, and anything else that might be required. They are structured and empowered by the organization to manage their own work.
Agile Leaders focus on three things:
(1) Create and nurture a culture in which experimentation and learning are embraced.
(2) Collaborate with employees (at all levels in the organization) to find common values to create a greater goal for the company and the teams.
(3) Create an organizational structure that reinforces the other two dimensions.
https://www.scrum.org/resources/blog/what-do-agile-leaders-do Decisions about who and how to work together to deliver valuable increment are best decided by the Scrum Team and the team members involved in doing the work.

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