Section 8 Using an estimate

Question 1 of 15

1. Question

Which is a correct description of Done?

Done is a binary state, and as such it provides empirical evidence for measuring progress
Done is a sliding scale, allowing completed work and half-done work to be used to measure progress
Done has 4 states: Not Done, Part Done, Nearly Done and 100 per cent Done
If a story is nearly done at the end of a sprint, the team claim a percentage of the points

Question 2 of 15

2. Question

What is a typical reason for an estimate being proved to be wrong?

Because the assumptions prove invalid
Because a bigger team should have been assigned to the work
Because of poor project management
Because being agile means you do not need to be accurate

Question 3 of 15

3. Question

As the project progresses, how does the focus change?

Focus on estimating and planning decreases, focus on tracking and dealing with change increases
Focus on estimating and planning increases, focus on tracking and dealing with change decreases
Focus on detail decreases, focus on control increases
Focus on control decreases, focus on estimating increases

Question 4 of 15

4. Question

When creating a Burn-down chart for a sprint, which is the most effective basis?

Hours and tasks
Story points
Velocity
Time sheets

Question 5 of 15

5. Question

What is a Sprint Burn-down based on?

Time to complete, re-evaluated from the current position
Time to complete, calculated from time spent subtracted from the estimated time
Time spent, accumulated from timesheets
Time spent working plus time for meetings, stand-ups etc.

Question 6 of 15

6. Question

Who can see a Sprint Burn-down?

Anyone who has an interest in the work
Only the team
The team and the Scrum Master
The team, the Scrum Master and the Project Manager

Question 7 of 15

7. Question

Where is it most useful to burn up Story points?

For a bigger horizon, since they highlight growing business value
For a short horizon, to prove work is under control
For a sprint, to justify extra time to fix problems
Everywhere, since this is a standard agile technique

Question 8 of 15

8. Question

What is a common reason for an estimate to be wrong?

The assumptions prove incorrect
The estimator had not been trained
There should have been more contingency built in at the start
There should have been more analysis and design done up front

Question 9 of 15

9. Question

Which statement is true?

Over-optimism is a frequent problem for misuse of an estimate
Pessimism is a frequent problem for misuse of an estimate
The most probable outcome is usually the worst-case scenario
Presenting an estimate as a range should be avoided where possible

Question 10 of 15

10. Question

How does agile enable continuous learning?

Sprints are repetitive, creating a pattern with regular feedback loops
Technology provides accurate time-recording
Daily Scrums (stand-ups) identify failing team members
Agile teams self-organise, so individuals can book themselves into training courses

Question 11 of 15

11. Question

What is a key piece of empirical evidence?

The number of story points done
Comparison of velocity between teams
Progress reports
The level of confidence within the team

Question 12 of 15

12. Question

Which is a normal agile behaviour?

Dropping a requirement from a sprint when a sprint is in progress
Accepting new requirements when a sprint is in progress
Always working on the easy requirements early in a sprint
Always working on the difficult requirements early in a sprint

Question 13 of 15

13. Question

Which of these is a useful agile metric?

The number of functional errors in the solution in production
The number of times a story is enhanced during a sprint
The time spent on team conversations during a sprint
The number of test cases run during a sprint

Question 14 of 15

14. Question

Which behaviour helps ensure the solution in production is free from functional errors?

Effective engagement with the Product Owner and timely feedback
A self-organising team allocating their own work
A good Scrum Master
Meeting the quality standards

Question 15 of 15

15. Question

What is an effective use of a Sprint Burn-down chart?

For reporting upwards outside the project
For ensuring every team member is working at full capacity
For feeding into the staff appraisal process
For avoiding too many conversations