EX0-008 Free Sample Questions

A new Scrum team is being formed within a marketing agency. The management wants to assign the role of Product Owner to someone who can best ensure the product delivers maximum business value to their clients.

A project team is transitioning from a traditional Waterfall methodology to an Agile approach. They are studying the Agile Manifesto to guide their new way of working.

A team is discussing the nature of story points during their first estimation session. True or False: A story point is a universal unit of measure that directly translates to a specific number of hours and should be consistent across different Scrum teams.

A Scrum Master is reviewing the team's Sprint Burn-down chart mid-sprint. They notice the line representing remaining work is flat for three consecutive days.

A Scrum team has just completed a challenging Sprint. The Scrum Master is preparing for the Sprint Retrospective and wants to ensure it is a productive event focused on improvement. What are the primary purposes of the Sprint Retrospective? (Select TWO)

A large organization is developing a complex product that requires the coordinated effort of five Scrum teams. They need a simple, effective technique to coordinate integration and manage cross-team dependencies. Which scaling practice is specifically designed for this purpose, where representatives from different teams meet to coordinate their work?

During a Planning Poker session, the estimates for a user story are 3, 5, 5, 8, and 13. What is the most appropriate next step for the Scrum Master to facilitate?

HealthForward Inc., a healthcare technology company, is developing a new patient portal. They have been using Scrum for six months. The Scrum Team consists of a Product Owner (PO), a Scrum Master (SM), and five Developers. During the last two Sprints, the team has consistently failed to meet its Sprint Goal. The Sprint Retrospectives have revealed several issues: the PO frequently adds new, 'urgent' items to the Sprint Backlog after the Sprint has started, and stakeholders often bypass the PO to give direct instructions to the Developers. The Developers feel overwhelmed and demotivated, as the goalposts are always moving. The SM has tried to coach the PO and stakeholders, but the behavior persists. The PO argues that the market is dynamic and they must be able to react quickly. The stakeholders claim they are just 'clarifying' requirements. The quality of the increment has also started to decline, and more bugs are being reported. As the Scrum Master, what is the most effective action to take FIRST to address the root cause of these issues?

A Scrum team is building a web application. For their first few Sprints, their Definition of Done (DoD) only included 'code complete' and 'unit tested.' They now find that a lot of time is spent in later Sprints fixing integration issues and performance problems. How should the team adapt their Definition of Done to improve the quality and predictability of their increments?

A team is using a Kanban board to visualize their workflow within a Sprint. The board has columns: 'To Do,' 'In Progress,' 'In Review,' and 'Done.' The 'In Progress' column has a Work-in-Progress (WIP) limit of 2. Currently, there are two items in that column. A Developer finishes their current task and wants to start a new one from the 'To Do' list. According to Kanban principles, what should the Developer do? ```mermaid graph TD subgraph "Sprint Workflow" direction LR A["To Do (3 items)"] --> B["In Progress (WIP Limit: 2) Item A Item B"] --> C["In Review (1 item)"] --> D["Done (5 items)"] end ```