PAL-I Exam Dumps - Scrum Professional Agile Leadership Questions and Answers

Work with the Product Owner(s) to analyze current delivery capabilities against demand, then use that data to build a probabilistic forecast that serves to illustrate what might be achieved.

Use your knowledge to make the plan and later negotiate its implementation with the Scrum Team.

Work with specialists from each team to build an estimated backlog that you can translate into a Gantt chart.

Ask each Scrum Team to estimate the current backlog and make a plan against the story points previously delivered. Then normalize story points across teams to combine the estimates.

Sprint Planning.

The Daily Scrum.

The Sprint Retrospective.

Refinement.

The Sprint Review.

Delivering all “MUST HAVE” requirements.

Controlling cost.

Improving efficiency.

Meeting schedule commitments.

Improving customer satisfaction.

Help the Product Owner’s manager find a different Product Owner, who can dedicate the time needed, and help this new Product Owner come up to speed on the new product as quickly as possible.

Help the Scrum Master to find a delegate who can join the Scrum Team to work with the Product Owner and represent business priorities when the Product Owner cannot be present.

Recommend to the Scrum Master that she helps the Developers to do their best, document their decisions, and escalate problems to you.

Offer to work with her, the Product Owner, and his manager, to find a way to ensure that the Product Owner's participation level is high enough to ensure that value can be delivered by the Scrum Team.

Work with the Scrum Team to help transfer the knowledge to other teams better aligned with the application support mission.

The Scrum Team should fit the work in, working overtime if that is what it takes.

New development work should be put on hold until the production support work is completed; supporting existing applications is always more important than new work.

Encouraging specialization

Rewarding outstanding individual performance

Enforcing organization-level technology standards

Rewarding high utilization

Managing to: fixed-scope, schedule, and budget goals

All the above

Helping the Scrum Team to improve their ability to deliver.

Managing the project and ensuring that the work meets the commitments to the stakeholders.

Optimizing the value of the work the Scrum Team performs.

Keeping stakeholders informed and happy.

Directing the Developers.

The Scrum Master.

The Product Owner.

The Team Lead.

The Project Manager.

The Developers.

All the above.

Empirical approaches work fine for small teams and simple problems, but cannot scale to large, complex problems.

Projects succeed when they spend additional time defining and reviewing requirements.

Projects succeed when they spend additional time identifying and mitigating risk.

Delivering a solution and gathering feedback provides valuable information to plan the next step.

Yes, this is cause for concern - the Scrum Master for this team is not making this team as productive as the others.

No, this is not cause for concern - velocity is not a meaningful measurement of the value delivered by agile teams.

Yes, this is cause for concern - the Product Owner for the team in question is not pushing the team hard enough.

Yes, this is cause for concern - the team in question has not calibrated their story points with the rest of the teams.

Yes, this is cause for concern - the team in question is performing worse than the rest.

No, this is not cause for concern - the team in question will probably increase their velocity over time.