Question No : 1
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

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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 No : 2
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.

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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 No : 3
For Product Owners to succeed, the entire organization must respect their decisions.

• A.TRUE
• B.FALSE

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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 No : 4
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

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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 No : 5
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.

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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 No : 6
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.

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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 No : 7
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

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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 No : 8
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)

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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 No : 9
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

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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 No : 10
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.

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