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Identify the following project characteristics and examples as either "Definable Work" or "High-Uncertainty
Work".
Question 1 options:
2 high rates of change
2 high rates of complexity and risk
1 typically low levels of risk
1 Production of a car, electrical appliances
or a home after the design is complete
1 clear procedures that have proved
successful on similar projects in the past
2 new design, problem solving and not- 1. Definable Work
done-before work 2. High-Uncertainty Work
2 requires collaboration among subject
matter experts to solve problems and
create a solution
1 typically low levels of execution
uncertainty
1 production domain and processes
involved are usually well understood
2 exploratory work

Question 2 (8 points)
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Select all of the following that are values of the Agile Manifesto.
Select 4 correct answer(s)
Question 2 options:
Project teams value working software over comprehensive documentation
Project teams value comprehensive documentation over working software
Project teams value processes and tools over individuals and interactions
Project teams value contract negotiation over customer collaboration
Project teams value responding to change over following a plan
Project teams value individuals and interactions over processes and tools
Project teams value following a plan over responding to change
Project teams value customer collaboration over contract negotiation
Question 3 (24 points)
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Identify the correct order of the following twelve (12) Agile Manifesto Principles>
Question 3 options:
10 Simplicity -- the art of maximizing the amount of work not done -- is essential.
8 Agile processes promote sustainable development. The sponsors, developers, and users should be
able to maintain a constant pace indefinitely.
1 Our highest priority is to satisfy the customer through early and continuous delivery of valuable
software.
3 Deliver working software frequently, from a couple of weeks to a couple of months, with a
preference to the shorter timescale.
9 Continuous attention to technical excellence and good design enhances agility.
11 The best architectures, requirements, and designs emerge from self-organizing teams.
5 Build projects around motivated individuals. Give them the environment and support their need,
and trust them to get the job done.
2 Welcome changing requirements, even late in development. Agile processes harness change for
the customer's competitive advantage.
4 Business people and developers must work together daily throughout the project.
12 At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its
behaviour accordingly.
6 The most efficient and effective method of conveying information to and within a development
team is face-to-face communication.
7 Working software is the primary measure of progress.

Question 4 (2 points)
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The Agile principles are only applicable to project is the software industry. They cannot be applied to
projects in other industries.
Question 4 options:
True
False
Question 5 (4 points)
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Which of the following are elements of the Agile approach to project management.
Question 5 options:
Agile mindset
12 Agile principles
Various Agile approaches and methods such as Kanban, Scrum, XP, etc.
4 Agile values
Question 6 (4 points)
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Which of the following is a strategy to fulfil Agile values and principles in projects.
Question 6 options:

a) Adopt a formal agile approach such as Kanban, Scrum, XP, etc.

b) Implement changes to project management practices to achieve progress on a core value or principle.

c) Neither of these

d) Both of these

Question 7 (2 points)
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Project teams select a project life cycle that allows them to tackle projects with high amounts of uncertainty
via small increments of work as a means to mitigate the impact of project uncertainty and the risk of rework.
Question 7 options:
True
False
Question 8 (36 points)
Listen

Annex A1 in the Agile Practice Guide maps PMBOK Guide Knowledge Areas with their application in an
Agile Work Process. For the following Agile work processes, identify the PMBOK Guide Knowledge Area
that they map to.
Question 8 options:

2 Agile methods deliberately spend less

time trying to define and agree on
scope in the early stage of the project 1. Project Integration Management
and spend more time establishing the 2. Project Scope Management
processes for its ongoing discovery and
3. Project Schedule Management
refinement.
4. Project Cost Management
4 Lightweight estimation methods can be
used to generate fast, high-level 5. Project Quality Management
forecast of project labour costs, which 6. Project Resource Management
can then be easily adjusted as changes
7. Project Communication Management
arise.
8. Project Risk Management
1 The project manager's focus is on
building a collaborative decision- 9. Project Procurement Management
making environment and ensuring the 10. Project Stakeholder Management
team has the ability to respond to
changes.
6 Projects with high variability benefit
from team structures that maximize
focus and collaboration, such as self-
organizing teams with generalizing
specialists.
3 Adaptive approaches use short cycles
to undertake work, review the results,
and adapt as necessary.
5 In order to navigate changes, agile
methods call for frequent quality and
review steps built in throughout the
project rather than toward the end of
the project.
6 Planning for physical and human
resources is much less predictable in
projects with high variability. In these
environments, agreements for fast
supply and lean methods are critical to
controlling costs and achieving the
schedule.
5 Small batch systems aim to uncover
inconsistencies and quality issues
earlier in the project life cycle when
the overall costs of change are lower.
7 Posting project artifacts in a
transparent fashion, and holding
regular stakeholder reviews are
intended to promote communication
with management and stakeholders.
1 The team members determine how
plans and components should integrate.
8 Projects managed using adaptive
approaches make use of frequent
reviews of incremental work products
and cross-functional project teams to
accelerate knowledge sharing and
ensure that risk is understood and
managed.
10 To facilitate timely, productive
discussion and decision making,
adaptive teams engage with
stakeholders directly rather than going
through layers of management.
9 In agile environments, specific sellers
may be used to extend the team.
3 In large organizations, there may be a
mixture of small projects and large
initiatives requiring long-term
roadmaps to manage the development
of these programs using scaling factors.
 8 Risk is considered when selecting the
the content of each iteration, and risks
will also be identified, analyzed, and
managed during each iteration.
2 In agile approaches, the requirements
constitute the backlog.
7 Project environments subject to various
elements of ambiguity and change have
an inherent need to communicate
evolving and emerging details more
frequently and quickly.
4 In cases where high-variability projects
are also subject to strict budgets, the
scope and schedule are more often
adjusted to stay within cost constraints.

Question 1 (18 points)

Listen

Match the following types of project life cycles with their characteristics as
described in the Agile Practice Guide.
Question 1 options:
3 customer receives finished deliverables
that may be used immediately
1 bulk of planning occurring upfront
1 executing project work in a single pass
1 waterfall or serial 1. Predictive
2. Interative
1 sequential process
3. Incremental
4 both iterative and incremental 4. Agile
2 unfinished work improved and modified
based on feedback
1 plan-driven
4 refine work items and deliver frequently

Question 2 (32 points)

Listen

Match the following project life cycle characteristics with a project management
approach.
Question 2 options:
3 Predictive activities 1. Fixed
10 Iterative goal 2. Dynamic
 6 Predictive delivery 3. Performed once for the entire project
4. Repeated until correct
2 Incremental requirements
5. Performed once for a given increment
1 Predictive Requirements
6. Single delivery
8 Agile delivery 7. Frequent smaller deliveries
4 Iterative activities 8. Frequent small deliveries
9 Predictive goal 9. Manage cost
10. Correctness of solution
5 Incremental activities
11. Speed
6 Iterative delivery 12. Customer value via frequent deliveries and
2 Agile requirements feedback
2 Iterative requirements
11 Incremental goal
4 Agile activities
12 Agile goal
7 Incremental delivery

Question 3 (2 points)
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A project's inherent characteristics determine which life cycle is the best fit for
that project.
Question 3 options:
True
False
Question 4 (12 points)
Listen

Match each of the following project management benefits with a life cycle
approach.
Question 4 options:
4 The project may provide an earlier return
on investment.
1. Predictive life cycles
4 Team gains early feedback and provides
customer visibility, confident, and 2. Iterative life cycles
control of the product. 3. Incremental life cycles
2 Allow feedback on partially completed 4. Agile life cycles
or unfinished work to improve and
modify that work.
 1 Take advantage of things that are known
and proven.
3 Provide finished deliverables that the
customer may be able to use
immediately.
1 Allows teams to segment work into a
sequence of predictable groupings.

Question 5 (2 points)
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All project life cycles do not share the element of planning.

Question 5 options:
True
False
Question 6 (2 points)
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What differentiates a life cycle is how much planning is done and when.
Question 6 options:
True
False
Question 7 (2 points)
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In agile projects, the project team plans and replans as more information
becomes available from review of frequent deliverables.
Question 7 options:
True
False
Question 8 (4 points)
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What type of project life cycle is represented by the diagram below.

Question 8 options:

a) Iterative

b) Incremental

c) Predictive

d) Agile

Question 9 (5 points)
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What type of project life cycle is represented by the diagram below.

Question 9 options:

a) Iterative

b) Predictive

c) Incremental

d) Agile

Question 10 (5 points)
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What type of project life cycle is represented by the diagram below.

Question 10 options:

a) Predictive

b) Agile

c) Iterative

d) Incremental

Question 11 (5 points)
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What type of project life cycle is represented by the diagram below.

Question 11 options:

a) Agile

b) Incremental
 c) Predictive

d) Iterative

Question 12 (5 points)
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What type of project life cycle is represented by the diagram below.

Question 12 options:

a) Iterative

b) Agile

c) Predictive

d) Incremental

Question 13 (2 points)
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It is necessary to use a single life cycle approach for an entire project.

Question 13 options:
True
False
Question 14 (2 points)
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Producing business value in the best possible way given the project
environment is the goal of project management. The point is to select a life
cycle or a combination of life cycles that work for the project, the risks, and the
culture.
Question 14 options:
True
False
Question 15 (2 points)
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It is not a good practice for project teams to tailor agile frameworks such as
Scrum, Kanban and XP,to fit the circumstances of their project. They should pick
on and use it without modifications.
Question 15 options:
True
False

Match each of the definitions with the correct term.

Question 1 options:
1. Organizational Silos
17 Tasks in a work process where work 2. Fishbowl Window
slows down because the volume of
work exceeds work capacity. 3. Remote pairing
9 Team members who have deep 4. Caves and commons
specializations in one domain but 5. Follow the sun development process
rarely contribute outside of that 6. Colocated teams
domain.
7. Distributed teams
13 On agile projects, a servant leader that
may be called project manager, scrum 8. Dispersed teams
master, project team lead, team coach, 9. I-shaped people
or team facilitator. 10. T-shaped people
5 In a project with a dispersed or 11. Cross-functional team
distributed team, work is handed off at
the end of every day from one site to 12. Product owner
the next, many time zones away in 13. Team facilitator
order to speed up product development. 14. Self-managing teams
2 Long-lived video conferencing links 15. Mini-waterfall project
between the various locations of a
dispersed team. 16. Servant leadership
17. Bottlenecks
 4 Within team workspaces, the common 18. Growth mindset
and social spaces where team members
can collaborate and socialize
12 On agile projects, the person
responsible for working with
stakeholders, customers and teams to
define the product direction.
7 Groups of team members are located
together in different physical locations.
10 Generalizing specialists -- team
members who supplement their
expertise in one area with supporting
but less-developed skills in associated
areas and good collaboration skills.
11 Project teams consisting of team
members with all the skills necessary
to produce a working product.
15 Incremental approach projects in which
the project team addresses all of their
requirements in a given period, then
attempts to do all of their design, then
moves on to do all of the building.
8 Each team member works in a
difference physical location.
18 A way of thinking in which project
team members believe they can learn
new skills.
14 Agile project teams where team
members decide who will perform the
work within the next period's defined
scope.
3 Use of virtual conferencing tools by
pairs of team members to share screens
including voice and video links
6 Team members work together in a
shared physical space.
1 Groups within organizations that focus
primarily on their own work or
functions and interact very little with
other functions and work within the
organization.
16 The practice of leading through service
to the team, by focusing on
understanding and addressing the needs
and development of team members in
order to enable the highest possible
team performance.

Question 2 (10 points)

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Which of the following statements regarding "Servant Leadership" are correct?

Select all that are correct.
Select 10 correct answer(s)
Question 2 options:
Servant leaders work with the team to define the "why" or purpose of the project.
Servant leaders resolve bottlenecks inside and between project teams.
Servant leaders plan on following the "perfect" agile process.
Servant leaders identify processes that are impeding a team's or organization's agility and work to
streamline them.
Servant leaders work to fulfill the needs of the project team, project, and organization.
Servant leadership is unique to agile projects.
The practice of focusing on understanding and addressing the needs and development of the project
Agile approaches emphasize servant leadership as a way to empower teams
When leaders develop their servant leadership or facilitative skills, they are more likely to become agile.
Servant leaders approach work in this order: process, purpose, people.
Servant leaders do not have the ability to change or remove organizational impediments to support project
teams.
Servant leaders assign team members to work on specific project tasks.
Servant leaders approach work in this order: people, purpose, process.
As project managers, their leadership emphasis shifts from managing coordination to facilitating
collaboration.
The role of facilitating the team's discovery and definition of agile
Servant leaders become impartial bridge-builders and coaches to encourage team collaboration.
The practice of leading through service to the team.
Servant leaders approach work in this order: purpose, people, process.
Question 3 (5 points)
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Which of the following statements are true about agile project teams? Select all
that are correct.
Select 5 correct answer(s)
Question 3 options:
Agile optimizes the flow of value, emphasizing rapid feature delivery to the customer, rather than on how
people are utlizied.
Agile teams thrive with servant leadership.
The more work in progress that an agile team has the more likely its members can expedite work across
the board.
Cross-functional agile teams produce functional product increments infrequently.
 A mixed team of generalists and specialists is not an attribute of a successful agile team.
An unstable work environment is an attribute of a successful agile team.
Agile teams obtain feedback by focusing on rapid product development.
Ideally, agile teams are colocated in a team space.
Ideally, team members are 100% dedicated to the team.
Question 4 (8 points)
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Match the following characteristic, responsibility or action with a role on an

agile project team.
Question 4 options:
2 Provide product feedback and set
direction on the next piece of
functionality to be developed/delivered.
2 Rank the work based on its business
value.
2 Responsible for guiding the direction of
the product.
3 Need time to build their servant 1. Cross-functional team member
leadership skills.
2. Product owner
3 In many organizations, initially they are
external agile coaches. 3. Team facilitator
2 Typically have a business background
and bring deep subject matter expertise
to decisions.
1 Team members with all the skills
necessary to produce a work product.
2 Create the backlog for and with the
team.

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Identify each of the following as a reason for, and/or benefit of a project

charter, a team charter, or both.
Question 1 options:
1 Tells project team what the project 1. Project Charter
objective is. 2. Team Charter
2 Identifies ground rules and group norms. 3. Both Project Charter and Team Charter
 2 Goal is to create an agile environment.
1 Project release criteria.
1 Helps the team learn how to work
together and coalesce around the project.
1 Explains the intended flow of work.
1 Answers the question "What does done
mean for the project?"
2 Identifies agreed upon sustainable pace
and core hours of work.
1 Assist project team to understand how to
work together.
2 Establishes a social contract among team
members.
1 Answers the question "Who benefits
from the project and how?"
1 Tells project team why the project
matters.
1 Project vision and/or project purpose
2 Tells project team where the team is
headed (when working on the project).
2 Identifies team norms.

Question 2 (15 points)

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Match each of the following purposes, actions or outcomes with its common
agile practice.
Question 2 options:
1 Allows the team to learn about, improve,
and adapt its process.
5 Objective is to not commit to more
stories than there is team capacity to
complete within one iteration.
3 Not a status meeting, and not a time for 1. Retrospectives
solving problems. 2. Backlog
1 Based on the Agile Manifesto 3. Daily Standups
principle: "At regular intervals, the team 4. Demonstrations/Reviews
reflects on how to become more
effective, then tunes and adjusts its 5. Planning for Iteration-Based Agile
behaviour accordingly."
1 Uncovers problems with the project
work.
3 Takes no more than 15 minutes.
 5 Teams estimate what they can complete.
3 Team members microcommit to each
other.
4 Key to meeting the fundamental
objective of "frequent delivery" in agile
projects.
2 Ordered list of all the work, presented in
user story form, for a team.
3 Ensures project work flows smoothly
through the team.
1 It is about looking at the qualitative
(people's feelings) and quantitative
(measurements) data, then using that
data to find root causes, designing
countermeasures, and developing action
plans.
5 Agile teams plan a little, deliver, learn,
and then replan a little more in an
ongoing cycle.
2 Comprises a product roadmap that a
product owner might produce to show
the anticipated sequence of deliverables
over time.
4 Completed work is shown to the product
owner and the product owner accepts or
declines stories.

Question 3 (1 point)
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Every project does not need a team charter, but it does need a project charter.
Question 3 options:
True
False
Question 4 (1 point)
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Project teams need a formal process for chartering a project.

Question 4 options:

False
Question 5 (1 point)
Saved
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Retrospectives are the single most important agile practice.

Question 5 options:
True
False
Question 6 (1 point)
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Agile project teams needs iterations in order to retrospect.

Question 6 options:
True
False
Question 7 (1 point)
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Agile project teams run their own standups.

Question 7 options:
True
False
Question 8 (1 point)
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It will soon become impossible for an agile project team to release anything
rapidly if it does not pay attention to quality.
Question 8 options:
True
False
Question 9 (1 point)
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Identify the correct order of activities for agile project teams.

Question 9 options:
 3 feedback
4 retrospective
1 project work
2 demonstration

Question 10 (1 point)
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Complexity, uncertainty, and high rates of change are project issues that led to
the development of agile approaches.
Question 10 options:
True
False

Question 1 (1 point)
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What type of agile project measurement chart is shown in the image below.

Burndown chart
Question 2 (1 point)
What type of agile project measurement chart is show in the image below.
Burnup Chart

Question 3 (1 point)
What type of agile project measurement chart is show in the image below.

Feature Chart

Question 4 (10 points)

Match the following descriptions and characteristics with the type of agile
project metric.
Question 4 options:
2 illustrates how much planned work has 1. Burndown Chart
been completed during an iteration. 2. Burnup Chart
4 Shows how requirements grew over 3. Kanban Board
time. 4. Feature Chart
 4 Allows teams to see what they have
accomplished.
1 Shows the effect of team members
multitasking or team members out of the
office.
1 Shows the effect of user stories that are
too large.
2 Shows changes in scope during an
iteration.
1 illustrates how much planned work
remains to be done during an iteration.
3 Shows work in progress (WIP) limits.
1 Provides trends of completion over time.
3 Shows lead time and cycle time.

Question 5 (9 points)
From the the following statements about measuring results on agile projects,
select those that are true.
Select 9 correct answer(s)
Question 5 options:
Agile projects do not manage to a baseline.
Agile favours predictive measurements over value-based measurements.
Project baselines and estimates of earned value and ROI are all useful for measuring progress in agile
projects.
Agile teams do not replan after an iteration is completed.
Working products of demonstrable value to customers is what agile is based on.
Agile favours empirical measurements instead of predictive measurements.
The smaller the chunk of work undertaken by an agile team, the more likely they are to deliver it.
Agile teams do estimate how much work they will complete during a period, but limits it to the next few
weeks.
Traditional EVM metrics cannot be easily translated into agile terms.
The agile approach to projects creates the ability for teams to do more work.
Agile does not measure what the team predicts it will deliver. It measures what the team delivers.
Low variability in an agile team's work combined with minimal or no multitasking by team members
contributes to stabilization of a team's capacity.
Overall feature delivery is delayed when agile teams have a lot of work in progress.
Pressure to produce more features in a given time period will increase the longer it takes for a team to
deliver.
What type of agile project measurement chart is shown in the image below.

Product Backlog Burnup Chart

Question 7
What type of agile project measurement chart is shown in the image below.

Kanban Board

Question 8 (1 point)
What type of agile project measurement chart is shown in the image below.
Cumulative Flow Diagram of Completed Features

Which of the following can influence the direction and outcome of any project?

© a) All of these

• b) Organizational policies

• c) Organizational culture

• d) None of these

e) Organizational structure

Support within an organization for an agile approach to projects is not a factor in how effective the organization is in
undertaking agile projects.——>> False

All projects are about change —>> true

Which of the following are changes organizations may face when beginning to use agile project approaches? — all of
the above

Identify each of the following characteristics of organizations as either "support for agile principles" or "roadblocks
to implementing agile approaches".

Work is decomposed into silos -2

Decentralization or centralization of project,program, and portfolio management functions —1

Talent capabilities and maturity—1

Emphasis on rewarding leaders for local efficiencies—2

Focus on multi-tasking — 2

Willingness of an organization to shift the way it views, reviews and assesses employees — 1
Willingness of executive management to change — 1

Focus on short-term budgeting and metrics versus long-term goals — 1

Short-term pricing strategies drive procurement strategies — 2

More I-shaped than T-shaped employees — 2

Legends

1. Support for agile principles

2.Roadblocks to implementing agile approaches

Question 6 (10 points)

Which of the following are approaches project leaders can try to overcome organizational impediments to agility?
Select more than one.

Executive sponsorship that is visible and active

Incremental introduction of agile practices to the team

Adoption of agile practices on a project-by-project basis

Using agile techniques and practices where possible

Communication and coaching

Which of the following are options for change that project leaders can explore to enhance the success of agile
approaches within an organization? Select more than one

Scaling

Procurement and contracting practices and policies

Organizational structure

Project Management office

Business practices

Match each of the following descriptions of options for changing organization culture, structures or policies that
project leaders can use to increase the success of agile projects to their categorey.

5 In a program and portfolio management context, also known as scaling.

4 The approaches, tools and techniques that an organization uses to conduct its business.

6 Within an organization, the formal department for shepherding business value from projects throughout the
organization

7 The way in which human resources and relationships within an organization are formalized.

1 The skills and techniques for influencing changes in organizations to support agility.
2 An organization's core identify or DNA -- in project management context a continuum from highly predictive to
experimental.

3 Agreements for managing customer-supplier

Legends-

1.Organizational Change Management

2.Organizational Culture

3. Procurements and Contracts

4. Business Practices

5.Multiteam Coardination and Dependencies

6. Project Management Office

7. Organizational Structure

Initiatives that require collaboration of multiple agile teams in a program or portfolio generally do not require
sufficient guidance from the most widespread agile methods such as Scrum and eXtreme Programming. True

Internal management policies such as performance appraisals may be challenged by agile teams who start to work in
a cohesive and cooperative manner. True

14 Success implementing new strategies or plans in organizations will be depend on the people implementing the
plan being passionate about the change. • True

Match each of the following descriptions of collaborative approaches between project customers (project team) and
suppliers (third party vendors) with the correct type of agreement.

1. Use of a variety of agreement documents to describe different aspects of a contracting relationship - not
formalizing an entire contracting relationship in a single document.

3. Decomposes project scope into fixed-price microdeliverables such as user stories.

5. Supplier is rewarded with Supplier is rewarded with a higher hourly rate when delivery is early, but suffers a rate
reduction for late delivery.

4. Limit the overall budget for a supplier to a fixed amount. but allow flexibility within the overall amount.

8. Embed the suppliers services directly into the customer organization.

9. Places an emphasis on engagements that deliver full value.

6. When not all of the contracted scope of services is required.

2. Milestones and payment terms are structured based on value-driven deliverables.

7. A supplier may offer the customer the option to vary the project scope a specified points in the project.
Legends:

1 Multi-tiered structure

2. Emphasize value delivered

3. Fixed-price increments

4. Not-to-exceed time and materials

5. Graduated time and materials

6. Early cancellation option

7. Dynamic scope option

8. Team augmentation

9. Favour full-service suppliers

From the following lists of services that PMOs (Project Management Office) can provide, those that would support
implementation of agile project management approaches.

Providing templates for user stories, test cases, and cumulative flow diagrams

Gather profile velocity profiles.

Coordinate agile training courses, coaches, and mentors to help people transition

Assist in establishing and operating change control boards.

Provide guidance on how to evaluate and give feedback on systems

Coordinate between agile teams by communicating between projects.

Encourage and support people to attend local agile events.

Provide product owner training

Create agreements with agile project troubleshooters,

Provide guidelines and templates for project status reports.

Providing agile tools and educating support groups on iterative development concepts.

Train and provide retrospective facilitators.

Help manage investment themes at the portfolio level.

• Provide mentors and coaches.

Capture, store, and index retrospective findings.

Question 11

From the following list of organizational structural characteristics that may influence an organization's ability to
implement agile project management approaches, select all those that represent barriers or impediments.
Geographically distributed and dispersed project organizations.

Highly functionalized project structures.

Project team members routinely assigned to many projects at the same time.

Implementing projects primarily through vendors.

More frequent handatfs across departments.

Agile Values:

12 Agile Principles