You have to pass the PAL I exam to receive the certification from Scrum.org. To increase the effectiveness of your study and make you familiar with the actual exam pattern, we have prepared this Scrum.org Professional Agile Leadership sample questions. Our Sample Scrum.org Professional Agile Leadership Practice Exam will give you more insight about both the type and the difficulty level of the questions on the Scrum.org PAL 1 exam.
However, we are strongly recommending practice with our Premium Scrum.org Certified Professional Agile Leadership (PAL I) Practice Exam to achieve the best score in your actual Scrum.org PAL I Exam. The premium practice exam questions are more comprehensive, exam oriented, scenario-based and exact match of Scrum.org Professional Agile Leadership exam questions.
Scrum.org Professional Agile Leadership Sample Questions:
01. You manage a product development organization and have several agile teams working on one product. How can you find out which team is performing the best?
a) You need to normalize the estimates across the Scrum Teams and based on that create a balanced scorecard.
b) The one with the highest velocity is performing the best.
c) You need to look at several trends of different measures such as velocity, defects, and technical debt to get a picture of how the team is performing.
d) Comparing team performance often leads to unhealthy behaviors. Instead, focus on identifying and eliminating impediments that hinder team performance.
02. What is an important responsibility of an agile leader?
a) Prioritize work; make sure that high value work gets done.
b) Ensure teams have what they need to succeed and help them to remove impediments.
c) Set priorities, plan work, monitor progress, and take corrective action.
d) Set Sprint Goals and make sure the team achieves those goals.
e) Hire team members and organize teams.
03. Agile teams must balance many different objectives. Which one of the following is most important?
a) Delivering all "MUST HAVE" requirements.
b) Meeting schedule commitments.
c) Improving customer satisfaction.
d) Improving efficiency.
e) Controlling cost.
04. What measure does NOT provide relevant or useful information about a team's ability to deliver value to the user/customer in the future?
a) Story points delivered trends.
b) Technical debt trends.
c) User/customer satisfaction trends.
d) Consistent achievement of Sprint Goals.
05. You are the manager of a team and a disagreement arises between Developers about the technical approach the team should use to solve a particular challenge. The debate gets quite heated, and there does not seem to be a compromise position. How should the team proceed?
a) The Scrum Master should decide which approach to take.
b) You, as a manager, should decide which approach to take.
c) The Developers should run an experiment to test the alternative approaches.
d) The Product Owner should decide which approach to take.
06. An organization has many agile teams working on different products. How can managers understand the status of each team?
a) Have the team create a detailed forecast for their work, then track plan versus actuals.
b) Standardize story point estimation across teams so that team velocity can be compared.
c) Ask the teams to show progress toward the Product Goal at least every calendar month.
d) Instruct each team to fill out a common status reporting dashboard to provide information that can be shared with stakeholders.
07. What is the primary benefit of an agile approach as compared to a traditional up-front approach?
a) To maximize value.
b) To minimize risks.
c) To utilize resources efficiently.
d) To deliver on-time, on-budget, and on-scope.
08. You manage a product development organization. In the past you used periodic status report meetings and one-on-one meetings with team members to understand how a team is doing. How can Scrum provide you with this same insight, without creating extra meetings?
a) Stay informed about the Product Backlog items and pay attention to the improvement items that come from the Sprint Retrospectives.
b) Assume that the Scrum Master will ensure that the Scrum Team is working well.
c) Talk to the Scrum Master to get his or her view on how the team is performing.
d) Attend Sprint Retrospectives to gain insights into how the team is working together.
09. The stakeholders for a new commercial product cannot reach a consensus about what the product should do, or the customers it should satisfy. If you are the Product Owner, what can you do to help the stakeholders reach consensus?
a) Spend more time with the stakeholders to try to forge a consensus. In the meantime, the Developers can work on the architecture of the product, which needs to be done anyway.
b) Without a clear vision for the product, the Scrum Team will be wasting its time. They should work on something else while the product vision is being clarified.
c) Run experiments by building and delivering selective aspects of the product to test the market and get feedback on market needs and alternatives.
d) Work with the product sponsor to understand their priorities and reflect those in the ordering of the Product Backlog.
10. As a manager during your discussions with Developers, you observe that they do not feel connected to the work they are doing. They lack engagement and seem to be just going through the motions. What should you do?
a) Help the team to create a shared and compelling vision for the product.
b) Create a bonus pool with a monthly award for the team member that contributes most to customer success.
c) Implement a reward system based on customer satisfaction, in which a team's bonus is based on how much customer satisfaction improved.
d) Hold a team-building event with motivational speakers and group activities to try to boost the team's morale.
Answers:
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Question: 01 Answer: d |
Question: 02 Answer: b, c |
Question: 03 Answer: c |
Question: 04 Answer: a |
Question: 05 Answer: c |
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Question: 06 Answer: c |
Question: 07 Answer: a |
Question: 08 Answer: d |
Question: 09 Answer: c |
Question: 10 Answer: a |
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