Our team has conducted extensive research to compile a set of Agile Methodologies MCQs. We encourage you to test your Agile Methodologies knowledge by answering these 90 multiple-choice questions provided below.
Simply scroll down to begin!
A. The Product Owner with help from Operations
B. The Tech Lead with help from the Product Owner
C. The Product Owner with help from the Tech Lead
D. The Tech Lead with help from Operations
A. Congratulate the team on their great work.
B. Stand outside the circle of developers and listen for impediments.
C. The Scrum Master should not attend—this meeting is for developers only.
D. Ask each developer what they did since the last daily standup
A. The team's velocity
B. The number of stories in the product backlog
C. The stories that are ready
D. The team's capacity
A. Give the team member space and time to deal with their personal issues.
B. Tell the others on the team that their teammate needs some emotional support.
C. Notify the team member's manager of your observations and ask the manager for help.
D. Ask the team member if they would like to talk about what might be going on with them personally
A. It is a "push" system
B. It is "push" at the top and "pull" at the bottom
C. It is a "pull" system
D. It is neither "push" nor "pull."
A. None—the Scrum Master should prioritize the work in the sprint backlog.
B. The PO should prioritize the items in the sprint backlog.
C. The developers prioritize work unless they cannot complete it, in which case the PO should prioritize the remaining work.
D. None—the developers should prioritize the work in the sprint backlog.
A. Quality
B. Predictability of delivery
C. Cost of delay
D. Return on investment
A. To maximize the return on investment
B. To determine the economic sequencing of the backlog
C. To visualize queue length
D. To fulfill a commitment to quality
A. Low-value and high-risk
B. High-value and high-risk
C. High-value and low-risk
D. Low-value and low-risk
A. They help extend the Architectural Runway.
B. They connect vision to mission so the organization can be successful.
C. They support team building.
D. They remove the impediments to quality.
A. The team demonstrates its completed work.
B. The team reflects on how to improve its performance.
C. Items in the backlog may be reprioritized.
D. Stakeholders give feedback about the work completed.
A. Split by line-of-business
B. Split compound user stories
C. Split by alternative paths
D. Split by interface
A. The Scrum Master
B. A self-organizing team
C. The Product Owner
D. The Product Manager
A. Focus
B. Integrity
C. Courage
D. Commitment
A. The team does not get credit for the story's points in its velocity calculation.
B. The story should be sliced to reflect the work completed.
C. The acceptance criteria should be adjusted to reflect the work completed.
D. The story should be shown to stakeholders for their feedback.
A. It is a list of work items that are behind schedule.
B. The items are maintained in priority order.
C. Anyone on the team can propose an item for it.
D. It includes all of the work to be done
A. Risk-based spike
B. Risk-adjusted backlog
C. Risk velocity chart
D. Risk burndown graph
A. This is unhelpful unless there has been recent employee feedback indicating that people feel underappreciated.
B. This is a good idea as long as a different person is recognized in each sprint.
C. This is a good idea because awards can motivate people to do their best.
D. This is unhelpful because it can destroy the team unity essential to achieving high performance.
A. A Kanban has an explicit rule to limit WIP.
B. A Kanban shows the backlog of work.
C. A Kanban does not use a Definition of Done.
D. A Kanban shows the status of the work items.
A. Ask the team's manager to make role assignments so the team can catch up.
B. Conduct a workshop to identify all of the things that need to be done and see who can help with each.
C. Refer to the team's RACI (Responsible, Accountable, Consulted, Informed) assignments.
D. Meet with the Tech Lead and Product Owner to try to identify what can be done.
A. One Scrum Master can support up to five teams.
B. Large teams should have two Scrum Masters.
C. There should be one Scrum Master per team.
D. One Scrum Master can support one to three teams.
A. In the Complex regime
B. In the Complicated regime
C. In the Chaotic regime
D. In the Obvious regime
A. Explain to the manager that this will be disruptive to the team and ask that another assignment be found.
B. Explain the situation to the team and ask them to go with the flow.
C. Explain the situation to your manager and ask them to resolve it.
D. When the temporary developer shows up, assign them to write documentation.
A. Share the feedback from the PO and challenge the team to increase their velocity.
B. Ask the PO to explain the business context to the team.
C. Explain the impact of technical debt to the PO and the benefits of devoting some capacity to reducing it.
D. Hold a Value Stream Mapping workshop to identify and reduce waste.
A. Hackathon
B. Scrum at Scale
C. Innovation and Planning
D. Magnum Focus
A. Agree to the manager's request and notify the team.
B. Propose that the manager attend only every other retrospective.
C. Propose a different forum for the manager to meet with the team.
D. Ask the team if it is okay with them that the manager attend.
A. The team
B. The Scrum Master
C. The Product Owner
D. The Engineering Manager
A. The chance for rollback is high.
B. It typically requires a high degree of automation.
C. The administrative costs are high.
D. Backward compatibility may be jeopardized.
A. Story point estimating
B. Definition of Done
C. User story expansion
D. Backlog refinement
A. Optimize for most work done.
B. Maximize output and maximize outcome.
C. Maximize outcome while minimizing output.
D. Optimize for resource utilization.
A. The actor does not have to be a specified role in the solution.
B. There must be multiple personas for each actor.
C. The actor can be the system itself.
D. The system cannot be the actor.
A. Agile requires a high degree of up-front planning.
B. Once the requirements are agreed to, the team can complete work.
C. Agile requires a high degree of discipline.
D. Agile works best when there is no contract.
A. Burndown charts show the work remaining to be done.
B. Burnup charts show the work completed.
C. Burndown charts are more useful than burnup charts.
D. Agile project management tools can produce these automatically.
A. Six Sigma
B. Gemba walk
C. Total Quality Management
D. Kaizen
A. Try to achieve concensus.
B. Take a vote and the majority rules.
C. Identify the person who is most knowledgeable and ask them to decide.
D. Let the most senior member of the team decide.
A. Embrace servant leadership.
B. Estimate story points.
C. Celebrate successes.
D. Remove impediments
A. Exploratory spike
B. Backlog refinement
C. Functional decomposition
D. R&D
A. Technical debt is another name for bugs
B. It is at the Product Owner's description to allocate effort to reduce technical debt.
C. Adding technical debt should be avoided at all costs.
D. Technical debt is what the Product Owner owes to the developers if they work a lot of overtime to complete the sprint.
A. Absolute estimating is more reliable than relative estimating.
B. Relative estimating is more reliable than absolute estimating.
C. In estimating, accuracy is more important than precision.
D. In estimating, the effort is more important than the time required.
A. Daily stand-ups
B. Sprint Retrospectives
C. Story point estimating
D. Code reviews
A. Estimating story points
B. Refining acceptance criteria
C. Giving feedback to developers about the user stories
D. Demonstrating the work to stakeholders
A. Stories that meet the Definition of Done
B. Team velocity
C. Stories that meet the Definition of Ready
D. Team capacity
A. Use a lottery system assign each story.
B. Share your observation with the team and invite them to own and solve the problem.
C. During story point estimation increase the points assigned to the least interesting stories so the team can boost their velocity.
D. Ask the Tech Lead to assign every story to a developer so they all get done efficiently and with accountability.
A. Sprint Review
B. Sprint Retrospective
C. Daily stand-up
D. Sprint Demo
A. A sponsors or team members' personalities and traits
B. What the developers think is user friendly
C. Real people, archetypal users, or composites of multiple users
D. Descriptions of the product's functionality and use
A. It is a library of coding patterns.
B. It is a software testing strategy.
C. It is a standard for interface design.
D. It is a model for skill development and mastery
A. Responding to change is more valuable than following a plan.
B. Documenting requirements up front is more valuable than at the end.
C. Following the plan is essential for not going over budget.
D. Contract negotiation should be used to settle disputes.
A. It specifies core working hours.
B. It clarifies the reporting relationships on the team.
C. It defines the culture that the team aspires to achieve.
D. It compiles everyone's information.
A. Work Flow Indicator
B. Value Stream Map
C. Story Map
D. Kanban Board
A. They are a relative measure of the effort needed to complete a story.
B. They a measure of development time only, test time is considered separately.
C. They are a relative measure of the value of a story.
D. They are a measure of time to complete a story