(328) Adopting a traditional approach which mandates 'Big Design Up Front' (BDUF) can:

Restrict flexibility and creativity

It will immediately put the Atern approach at risk

(318)Which roles does AgilePM propose should use collaborative techniques, such as Facilitated Workshops, for planning?

Project Managers and Team Leaders

Project Approach Questionnaire (PAQ)

Because the team is small and work closely together

A eomlpicated corporate architecture

(301)Why does AgilePM's use of Development Timeboxes eliminate the risk of the project not achieving final sign-off?

The business accepts the evolving solution incrementally

Yes, this is in line with the AgilePM approach

Bonus question: According to AgilePM, is experience on the current project useful when refining plans?

Yes, as the more you know, the better you can plan

Contingency must be built in to Time and/or Cost instead.

... out to bring newcomers up to speed, The resources who have been delivering take time...

Controlling their developers tightly

List the planned dates for deployment of later increments

studbud

AGILE PM REVISION (4)

33 termsStudBud Administration6 plays

This is a revision sample for the students at Kingston University doing the module Agile PM. 32 revisions questions. All questions are made by a teacher at Kingston University. Quiz made by Sander Lofsberg

Flashcards33 cardsFPractice quizPHost liveL

Questions 33

Answers

1
(328) Adopting a traditional approach which mandates 'Big Design Up Front' (BDUF) can:
Improve an Agile project
Increase the likelihood of the project finishing early
Have no effect on an Agile Project
Restrict flexibility and creativity
2
(330)
It may put the Atern approach at risk
No problem, it is a 'no blame culture'
Some team members will have to be disciplined
It will immediately put the Atern approach at risk
3
(318)Which roles does AgilePM propose should use collaborative techniques, such as Facilitated Workshops, for planning?
Project Managers and Team Leaders
All members of the project team
Technical Coordinators and Project Managers
Solution Developers and Solution Testers
4
(321)A Development Timebox should typically be within which range of days?
20 to 60
5 to 7
60 to 80
10 to 30
5
(307) Burn Down charts and Burn Up charts are also useful for visibly demonstrating the current status and the:
Projected outcome
Forecast deviation
Standard deviation
Proposed conclusion
6
(323) A project risk is something that may happen and, if it does, it will have:
To be removed
A detrimental effect
No effect at all
A value added effect
7
(315)
Terms of Reference (ToR)
Outline Plan
Risk Log
Project Approach Questionnaire (PAQ)
8
(304)
Estimating
Evolving
Evolutionary
Activity based
9
(311)It is the responsibility of the Project Manager to ensure that collaboration is:
Withheld
Maintained
Upheld
Effective
10
(317) Which of these following aspects of an AgilePM project is an informal but planned communication process?
Timeboxes
Close-out meeting
Weekly Stand-up
Daily Stand-Up
11
(329)
The Project Manager will chair DailyStand-Ups to bring everyone up to speed
There is no need for everyone to know what is happening
Because the team is small and work closely together
The DSDM Coach will advise people about what they need to know
12
(327) As each increment is completed, a new schedule of Timeboxes is created for the next:
Increment
Phase
Iteration
Deployment
13
(322)
A customer's business by an external supplier
A eomlpicated corporate architecture
Existing systems
Any environment
14
(320)
Deployment Plan
Benefits Review Plan
Project Plan
Phase Plan
15
(303
Risk Analysis
Timebox Workshop
Facilitated Workshop
Risk Mitigation
16
(324)
Business Sponsor
DSDM Coach
Project Manager
Team Leader
17
(332)
Team Leader
Project Manager
Business Sponsor
Business Ambassador
18
(301)Why does AgilePM's use of Development Timeboxes eliminate the risk of the project not achieving final sign-off?
The Solution Tester confirms that all the requirements have been fully met
An evolved solution is always better than a pre-defined solution
The business accepts the evolving solution incrementally
The Business Ambassador was part of the development team
19
(326) Within AgilePM, change is seen as a fact of life and the power of change is:
Achieved by full resistance to it
Hampered by the team
Manifested by restarting the project
Harnessed by the team
20
(313)
Yes, this is in line with the AgilePM approach
No, AgilePM does not accept this situation as being right
No, at least 90% of all Should Have features must be delivered
Yes, the customer is not expecting any Should or Could features
21
(305) In an AgilePM project, the Timebox deadline is sacrosanct, often because it is set by the:
Project Manager
Business Ambassador
Regulatory authority
Business need
22
(314) Determining the business benefit that will result from a given project is a very important early step:
For defining the users
In gaining a Project Champion as early as possible
Towards a successful project outcome
In ensuring a sound project
23
Bonus question: According to AgilePM, is experience on the current project useful when refining plans?
No, since refinement is all about future plans
No, the past should be forgotten, quickly
Yes, as the more you know, the better you can plan
Yes, because yesterday's errors should not be compounded
24
(325)
scheduling work
identifying resource work rates
proposing the spend pattern
creating the Benefits Review Plan
25
(316)Initial planning and prioritisation should set the percentage of Musts at about what level?
0.6
0.8
0.2
0.4
26
(308)
The project should be stopped immediately
Regulatory authorities should be consulted
Contingency must be built in to Time and/or Cost instead.
The project can continue as planned with Must Haves being rated as 100%
27
(302) Features are flexible but within the constraints of delivering at least the minimum acceptable level of:
Success
Participation
Return on investment
Business benefit
28
(310)
Solution Tester
Business Sponsor
Team Leader
Business Ambassador
29
(309)
... out to bring newcomers up to speed
The resources who have been delivering take time...
Red and Blue complete the right answer
30
(331) To be successful with Atern, an organisation may have to change organisational, social and technical elements:
At the same time
To the same degree
As part of the same programme
In sequence
31
(312)
Allowing Team Leaders to do their own planning
Micromanaging every aspect of the entire project
Being very relaxed about what the suppliers do
Controlling their developers tightly
32
(319)What does AgilePM claim to be a key control that can be adjusted?
Resource
Time
Features
Cost
33
(306)
Indicate when the follow-on upgrade project will begin
Show all non-working days
List the planned dates for deployment of later increments
Recommend a set of benefits recovery dates

AGILE PM REVISION (4) Flashcards | StudBud

AGILE PM REVISION (4)

33 termsStudBud Administration6 plays

Flashcards33 cardsFPractice quizPHost liveL

Questions 33

Answers

1
(328) Adopting a traditional approach which mandates 'Big Design Up Front' (BDUF) can:
Improve an Agile project
Increase the likelihood of the project finishing early
Have no effect on an Agile Project
Restrict flexibility and creativity
2
(330)
It may put the Atern approach at risk
No problem, it is a 'no blame culture'
Some team members will have to be disciplined
It will immediately put the Atern approach at risk
3
(318)Which roles does AgilePM propose should use collaborative techniques, such as Facilitated Workshops, for planning?
Project Managers and Team Leaders
All members of the project team
Technical Coordinators and Project Managers
Solution Developers and Solution Testers
4
(321)A Development Timebox should typically be within which range of days?
20 to 60
5 to 7
60 to 80
10 to 30
5
(307) Burn Down charts and Burn Up charts are also useful for visibly demonstrating the current status and the:
Projected outcome
Forecast deviation
Standard deviation
Proposed conclusion
6
(323) A project risk is something that may happen and, if it does, it will have:
To be removed
A detrimental effect
No effect at all
A value added effect
7
(315)
Terms of Reference (ToR)
Outline Plan
Risk Log
Project Approach Questionnaire (PAQ)
8
(304)
Estimating
Evolving
Evolutionary
Activity based
9
(311)It is the responsibility of the Project Manager to ensure that collaboration is:
Withheld
Maintained
Upheld
Effective
10
(317) Which of these following aspects of an AgilePM project is an informal but planned communication process?
Timeboxes
Close-out meeting
Weekly Stand-up
Daily Stand-Up
11
(329)
The Project Manager will chair DailyStand-Ups to bring everyone up to speed
There is no need for everyone to know what is happening
Because the team is small and work closely together
The DSDM Coach will advise people about what they need to know
12
(327) As each increment is completed, a new schedule of Timeboxes is created for the next:
Increment
Phase
Iteration
Deployment
13
(322)
A customer's business by an external supplier
A eomlpicated corporate architecture
Existing systems
Any environment
14
(320)
Deployment Plan
Benefits Review Plan
Project Plan
Phase Plan
15
(303
Risk Analysis
Timebox Workshop
Facilitated Workshop
Risk Mitigation
16
(324)
Business Sponsor
DSDM Coach
Project Manager
Team Leader
17
(332)
Team Leader
Project Manager
Business Sponsor
Business Ambassador
18
(301)Why does AgilePM's use of Development Timeboxes eliminate the risk of the project not achieving final sign-off?
The Solution Tester confirms that all the requirements have been fully met
An evolved solution is always better than a pre-defined solution
The business accepts the evolving solution incrementally
The Business Ambassador was part of the development team
19
(326) Within AgilePM, change is seen as a fact of life and the power of change is:
Achieved by full resistance to it
Hampered by the team
Manifested by restarting the project
Harnessed by the team
20
(313)
Yes, this is in line with the AgilePM approach
No, AgilePM does not accept this situation as being right
No, at least 90% of all Should Have features must be delivered
Yes, the customer is not expecting any Should or Could features
21
(305) In an AgilePM project, the Timebox deadline is sacrosanct, often because it is set by the:
Project Manager
Business Ambassador
Regulatory authority
Business need
22
(314) Determining the business benefit that will result from a given project is a very important early step:
For defining the users
In gaining a Project Champion as early as possible
Towards a successful project outcome
In ensuring a sound project
23
Bonus question: According to AgilePM, is experience on the current project useful when refining plans?
No, since refinement is all about future plans
No, the past should be forgotten, quickly
Yes, as the more you know, the better you can plan
Yes, because yesterday's errors should not be compounded
24
(325)
scheduling work
identifying resource work rates
proposing the spend pattern
creating the Benefits Review Plan
25
(316)Initial planning and prioritisation should set the percentage of Musts at about what level?
0.6
0.8
0.2
0.4
26
(308)
The project should be stopped immediately
Regulatory authorities should be consulted
Contingency must be built in to Time and/or Cost instead.
The project can continue as planned with Must Haves being rated as 100%
27
(302) Features are flexible but within the constraints of delivering at least the minimum acceptable level of:
Success
Participation
Return on investment
Business benefit
28
(310)
Solution Tester
Business Sponsor
Team Leader
Business Ambassador
29
(309)
... out to bring newcomers up to speed
The resources who have been delivering take time...
Red and Blue complete the right answer
30
(331) To be successful with Atern, an organisation may have to change organisational, social and technical elements:
At the same time
To the same degree
As part of the same programme
In sequence
31
(312)
Allowing Team Leaders to do their own planning
Micromanaging every aspect of the entire project
Being very relaxed about what the suppliers do
Controlling their developers tightly
32
(319)What does AgilePM claim to be a key control that can be adjusted?
Resource
Time
Features
Cost
33
(306)
Indicate when the follow-on upgrade project will begin
Show all non-working days
List the planned dates for deployment of later increments
Recommend a set of benefits recovery dates