Top Agile Project Manager/Scrum Master Interview MCQ
Q1. Shortly after the sprint began, a key stakeholder unfamiliar with Agile practices sent an email to the project team expressing dissatisfaction with the initial work and pushing for changes to both internal and external deliverables. What should the Project Manager do next?
A. key stakeholder who is unfamiliar with Agile practices sending
B. Modify the backlog to meet the stakeholders demands.
C. Organize a discussion between the product owner and the stakeholder to clarify expectations for deliverables.
D. Invite the stakeholder for discussion
Answer: C
Q2. A project team in an Agile environment is experiencing repeated issues with delayed feedback from a key stakeholder impacting Sprint progress. What action should the project manager take?
A. Schedule a one to one meeting with the stakeholder
B. Inform the stakeholder that delayed feedback will lead to timeline extensions.
C. Collaborate with the product owner to ensure that the stakeholder understands the importance of timely feedback.
D. Remove the stakeholder from the review process to keep the project moving forward.
Answer: C
Q3. During a Sprint review, the project team learns that a new regulatory requirement must be incorporated into the current deliverables. The team is concerned about how this will impact the Sprint goals. What should the project manager do?
A. Instruct the team to prioritize the new regulatory requirements immediately.
B. Collaborate with the product owner to determine if the new requirement can be integrated in future sprints.
C. End the sprint early and plan a new one that accommodates the regulatory changes.
D. Notify stakeholders that the Sprint timeline will be extended to meet the new requirement.
Answer: B
Q4. Halfway through a sprint, the development team finds that they underestimated the complexity of a task which may impact the sprint goal. The team seeks guidance on how to proceed. What should the project manager do?
A. Advise the team to work overtime.
B. Cancel the current sprint and reorganize tasks for the next sprint.
C. Encourage the team to discuss possible adjustments by facilitating a meeting.
D. Inform the stakeholders that the sprint goal might not be achieved due to the unforeseen complexity.
Answer: C
Q5. An agile team's velocity has been inconsistent over the last few sprints leading to difficulty in predicting the future delivery timelines. What should the Project manager do?
A. Work with the team to investigate any bottlenecks and identify possible improvements for consistent delivery.
B. Adjust the sprint goals to align with the team's changing velocity.
C. Inform stakeholders that unpredictable velocity is a natural part of agile projects.
D. Increase the team sprints workload to help improve their velocity over team.
Answer: A
Q6. An organization has decided to establish agile teams to enhance project outcomes and quickly respond to new market opportunities. A project manager with significant agile expertise has been brought in to lead this transition. What should the project manager prioritize as their first action?
A. Hire, assign and assist new agile team members.
B. Set up an agile focused project management office.
C. Define criteria for initiating Agile projects.
D. Conduct a retrospective on past project experiences.
Answer: C
Q7. The team is preparing for sprint planning and discussing the scope of work for the upcoming sprint. However, during the discussion one team member expresses concern that the workload might exceed the team capacity based on previous sprints. What should the project manager do?
A. Increase the team's sprint duration to complete the workload.
B. Encourage the team to select only what they realistically believe they can accomplish.
C. Advise the team to work extra hours.
D. Remove the concerned team member from the discussion to avoid delays.
Answer: B
Q8. During a sprint planning, the product owner presents the prioritized backlog items to the team for discussion. However, a few team members are uncertain about the acceptance criteria for specific items, which may cause confusion during development. What should the project manager do?
A. Ask the product owner to clarify the acceptance criteria for these items.
B. Encourage the team to interpret the criteria themselves.
C. Allow the team to proceed with the work and address criteria later.
D. Remove the unclear items from the sprint to avoid confusion.
Answer: A
Q9. During the Daily Scrum meeting, a team member begins discussing solutions to a technical issue which starts taking up a lot of time and diverges from the standard updates. Other team members seem impatient and are waiting to give their own updates. What action should the project manager take?
A. Allow the discussion to continue as it's important for the project.
B. Suggest that the team member bring up the issue after the Daily Scrum.
C. Skip the Daily Scrum for the day.
D. Schedule an extended meeting to cover all concerns immediately.
Answer: B
Q10. A team member frequently misses the Daily Scrum due to conflicting meetings which causes delays in providing updates to the rest of the team. Other team members are beginning to express frustration over the lack of information. What should the Project Manager do?
A. Remove the team member from the project.
B. Guide the team to adjust the time of the Daily Scrum if necessary.
C. Record the team member’s task without requiring their input.
D. Assign a different team member to report on their progress.
Answer: B
Q11. At the sprint review, a key stakeholder provides feedback suggesting significant changes to the product to better align with recent market shifts. The product owner and team are unsure how to incorporate these changes immediately. What should the project manager do?
A. Add the requested changes immediately to the current Sprint.
B. Include the feedback in the product backlog for future prioritization.
C. Disregard the feedback to stay on schedule.
D. Request the team to implement the changes in the next sprint without further discussion.
Answer: B
Q12. During a sprint review, the team realizes that a deliverable does not fully meet the acceptance criteria due to unforeseen complexity. The team is worried about presenting it to the stakeholders in its current form. What should the project manager recommend?
A. Mark the deliverable as complete to maintain the sprint schedule.
B. Rework the deliverable in the next sprint to fully meet the acceptance criteria in alignment with the product owner.
C. Accept the deliverable as is if it's close to the criteria.
D. Extend a sprint to allow.
Answer: B
Q13. Now in a sprint retrospective, a team member suggests implementing a new collaboration tool believing it could improve communication within the team. However, other express concerns about the time required to learn the tool and potential disruption to the workflow. How should the project manager facilitate this discussion?
A. Allow the team to experiment with the tool in the next sprint.
B. Require all team members to start using the tool immediately.
C. Encourage the team to decide based on consensus after a discussion.
D. Ask the product owner to approve or reject the tool.
Answer: C
Q14. During the sprint retrospective, the team identified a recurring issue with communication delays from a remote team member which has impacted delivery timelines. The team wants to find a practical solution to address this. Moving forward, what action should the project manager?
A. Remove the remote team member from future sprints.
B. Suggest scheduling daily check ins with the remote team member to improve communication.
C. Ignore the issue as.
D. Assign all critical tasks to on site team members only.
Answer: B
Q15. A team consistently identifies the same bottleneck in their sprint retrospectives and it's preventing them from improving their velocity. Although the issue is frequently discussed, no solutions are being implemented or what should the project manager do?
A. Require the team to find a solution to the bottleneck by the next sprint.
B. Allow the team to continue the process assuming the issue will resolve itself.
C. Held facilitates a focused discussion on practical solutions during the retrospective.
D. Assign the product owner to solve the issue outside of the sprint process.
Answer: C
Q16. In a sprint retrospective, the team reflects on a successful sprint and acknowledges minor areas for improvement to enhance their work workflow in the next sprint, the team is considering whether small adjustments are worth implementing. What should the project manager do?
A. Dismiss the need for changes since the sprint was successful.
B. Discuss with the team and product owner to implement small improvements in the next sprint.
C. Only focus on areas that had issues in the retrospective.
D. Document the success and avoid any changes to keep the workflow the same.
Answer: B
Q17. A key software project has been progressing over the last six sprints. During a recent demo for stakeholders, a new stakeholder expressed concerns stating that the product might not align with the market needs. What should the project manager do next?
A. Discuss the issue with the project sponsor and the new stakeholder to resolve the expectation gap.
B. Review the project scope and plan with the new stakeholder.
C. Go over the list of current tasks with the development team and new stakeholder.
D. Follow the change management process to revise the scope.
Answer: B
Q18. A software product nearing its release was demonstrated to stakeholders after several sprints of development. During the review, one of the stakeholders indicated that the product features might not address essential customer needs. What should the project manager do next?
A. Engage with the stakeholder to discuss customer expectations and explore the possible adjustments.
B. Extend the sprint timeline.
C. Remove features that don't align with customer needs based on the stakeholder’s feedback.
D. Proceed with the original plan.
Answer: A
Q19. A critical project is close to its final sprint. When a new stakeholder joins and raises concerns during a recent product review indicating the deliverable may not align with business requirements, what action should the project manager take?
A. Organize a meeting with the new stakeholder to clarify the business requirements and assess the impact.
B. Add new tasks to the backlog based on the stakeholder concerns without affecting the sprint.
C. Ignore the stakeholders input to avoid delays in project completion.
D. Request the development team to reprioritize tasks for the final sprint to include the changes.
Answer: A
Q20. After several sprints, the project team presents a product demo to stakeholders. A new stakeholder expresses concern saying the product does not match their expectation and suggests making modifications. After the final release. What should the project manager do?
A. Ignore the stakeholder’s feedback to avoid project delays.
B. Immediately incorporate the feedback into the final sprint without assessing feasibility.
C. Suggest pausing the project to reevaluate the entire product scope.
D. Organize a discussion to review the product vision and requirements with the stakeholder.
Answer: D
Q21. A newly appointed Scrum project Manager is tasked with developing traffic control application for a city. Midway through development, the Project manager is informed that the traffic measurement feature has been rejected by the city council due to non-compliance with existing national regulations. What could the Project manager have done to prevent this issue?
A. Assign the product owner to oversee regulatory compliance checks.
B. Designated an experienced team member to verify regulatory compliance.
C. Held the Scrum Master accountable for ensuring regulatory compliance.
D. Discussed compliance requirements with the sponsor early in the project.
Answer: B
Q22. A SCRUM project manager is leading a team in creating a software application for a health care organization. After several sprints, the project manager learns that a key feature was rejected by stakeholders due to non-compliance with health care regulations. What should the project manager have done to avoid this issue?
A. Ask the product owner to ensure regulatory standards were integrated into requirement
B. Held regular compliance reviews with the Scrum team during each sprint.
C. Included a team member with healthcare expertise to review compliance needs at the start.
D. Highlighted the regulatory requirements to the sponsor during the project kickoff.
Answer: B
Q23. A project manager in an Agile team notices that a few team members often wait for explicit instructions before taking action on task which is slowing down the team's progress. The project manager wants to encourage more autonomy and initiative among the team members to enhance productivity. What should the project manager do?
A. Start assigning specific tasks to each team member in the daily standup.
B. Motivate team members to suggest improvements during Sprint retrospective.
C. Implement a rule where only the project manager can assign tasks.
D. Rotate team members between projects to expose them to new challenges.
Answer: B
Q24. During a sprint, a team member proposes a new way to complete a task more efficiently. However, the project manager feels uncertain about deviating from the original plan and worries about the potential impact on deadlines. How should the project manager respond to foster and empower team environment?
A. Allow the team member to proceed with a new approach and monitor progress.
B. Reject the suggestion and emphasize the importance of following the initial plan.
C. Schedule a meeting with upper management to evaluate the team members ideas.
D. Assign the task to a different team member to ensure timely completion.
Answer: A
Q25. A project manager realizes that team members often rely on the manager's decision even for minor issues which is slowing down the team's decision making. The project manager wants to encourage team members to take more initiative and ownership over their work. What is the most effective way in this scenario?
A. Remind team members that they should make decisions independently.
B. Organize a team meeting to establish guidelines for self-management and decision making.
C. Continue making decisions until the team feels ready to handle them.
D. Limit team member’s involvement in decisions to prevent mistakes.
Answer: B
Q26. A product owner receives compliance from end users about slow system performance. Upon review, the development team identifies areas of inefficient code contributing to the delays. They suggest performing refactoring during the next sprint to improve performance. What was asked in the question how should the product owner respond to ensure project goals are met while maintaining system stability?
A. Approve refactoring only after major features are delivered.
B. Reject the request because refactoring does not provide visible business value.
C. Approve refactoring tasks based on performance impact and user experience improvements.
D. Delay refactoring until after project completion to avoid disrupting the release schedule.
Answer: C
Q27. A project team is often unable to complete sprint tasks due to missing requirements or technical details. This causes many tasks to carry over to the next sprint. What should the project manager do to address this issue?
A. Require the team to clarify task details in real time during the sprint. Okay.
B. Instruct the team to start working on tasks regardless of missing details resolving issues as they come up.
C. Make the product owner personally approves each backlog item before it enters a sprint.
D. Implement a definition of ready that requires backlog items to have clear requirements and technical details before they enter a sprint.
Answer: D
Q28. An agile team has implemented test driven development which is TDD, but struggles to keep its code base clean and organized due to rapidly changing requirements. The team is considering combining TDD with regular refactoring sessions. What is the most effective way for the team to manage these activities while ensuring smart smooth feature delivery?
A. Perform refactoring only after key releases to minimize disruptions.
B. Use refactoring continuously ensuring all TDD test pass after every change.
C. Focus solely on writing additional unit tests to cover all scenarios.
D. Implement TDD only for major features and skip refactoring during active sprints.
Answer: B
Q29. An agile team is struggling with effective collaboration and communication. The project manager observes that team members often work in isolation rather than sharing ideas to encourage teamwork. What should the project manager do?
A. Set strict rules for team members to follow during collaboration.
B. Organize team building exercises to strengthen collaboration.
C. Allow the team to continue working independently.
D. Assign specific communication roles to each team member.
Answer: B
Q30. A scrum master notices that the team frequently encounters bugs after releasing features. The Scrum Master suggests adopting test driven development to minimize these issues. However, some team members are unsure how TDD can improve the process. What should the Scrum Master explain to clarify how TDD can help the team delivering high quality features?
A. TDD focus on writing detailed automated test before any code ensuring functionality is verified from the start.
B. TDD is useful only during the final testing phase before releasing the product.
C. TDD requires creating a complete test suit after developing each feature.
D. TDD involves manual testing performed by the QA team after development is complete.
Answer: A
Q31. An agile team delivered a new software feature. But during the Sprint review, stakeholders pointed out missing quality checks. The team realizes they've only covered minimal tests, testing and deployment. What should the project manager do to avoid this in future sprints?
A. Update the DoD to include detailed testing, quality assurance and stakeholder review steps.
B. Require the team to submit tasks for extra review by the project manager before marking them as done.
C. Change the DoD to add stakeholder feedback sessions during every sprint.
D. Adjust the DOD to focus solely on technical tasks, leaving quality checks to the product owner.
Answer: A
Q32. Midway through a sprint, a developer reports that they are facing difficulties with a technical challenge and unsure how to resolve it. The project manager wants to help without taking control. How should the project manager address this?
A. Extend the sprint to give the developer more time to resolve the issue.
B. Reassign the task to someone else on the team.
C. Connect the developer with a more experienced team member who can offer guidance.
D. Instruct the developer to find a solution independently.
Answer: B
Q33. During a sprint retrospective, team members raise concerns about accumulated technical debt slowing down feature development. The team is worried about meeting tight deadlines for future releases if they continue ignoring these issues. What should the Scrum Master recommend to help the team address technical depth while staying agile?
A. Allocate time in each sprint for continuous refactoring and technical depth resolution.
B. Postpone all technical depth management task until after project completion.
C. Increase sprint duration.
D. Assign technical depth fixes only to senior developers while the rest of the team builds new features.
Answer: A
Q34. A team member mentions in a retrospective that they feel disengaged due to work on repetitive low impact task. The project manager wants to increase the team's motivation and focus on accomplishment. How should the project manager respond what I understood from this particular question?
A. Ignore the concern.
B. Reassign all low impact tasks to junior team members.
C. Tell the team member to find motivation independently.
D. Rotate tasks within the team to give everyone a chance to work on different aspects of the project.
Answer: D
Q35. Project Manager receives a progress report during a demo and review meeting. The report shows that the Agile project is not on track since all work was purposely selected by PM and sequenced to meet higher level objectives. The project manager is surprised by the report. In the future, how can the project manager prevent this type of miscommunication in an Agile project?
A. Support self-organization for the project team and help them provide buy in for the project.
B. Ensure that there is a contingency reserve to cover these issues.
C. Ensure that the team is trained to use the Agile Process reporting system.
D. Provide early training and ongoing mentoring about the Agile approach for the project team.
Answer: A
Q36. A project manager in an Agile team notices that a few junior team members are struggling to grasp the principles of Agile which is impacting their productivity and confidence. The project manager wants to support their development. What should the project manager do to address this?
A. Assign them simpler tasks to prevent delays in the project.
B. Direct them to online resources and let them learn independently.
C. Avoid intervening allowing them to figure it out over time.
D. Conduct one on one coaching sessions to help them understand agile practices better.
Answer: D
Q37. During a sprint retrospective, a team member mentions feeling overwhelmed due to a lack of understanding of agile estimation techniques. The project manager realizes this could impact future sprint planning sessions. How should the project manager approach this situation?
A. Arrange a workshop on agile estimation techniques for the entire team.
B. Reassign the team member to tasks that don't require estimation skills.
C. Move forward with the next sprint without addressing the concern.
D. Ask the team member to research estimation techniques on their own.
Answer: A
Q38. During a sprint review, the project manager realizes that the team completed multiple low priority features but left a critical deliverable unfinished to improve focus on important accomplishment. What should the project manager do?
A. Extend the sprint to allow time.
B. Assign all critical features to specific team members at the start of the sprint.
C Encourage the product owner to prioritize high impact features at the beginning of each sprint.
D. Request the team to lower the priority of low impact features.
Answer: C
Q39. A company recently scaled its product development by adding five new agile teams. As a inter team dependencies increases team face frequent coordination issues and delays, what action should the project manager take to enhance team collaboration?
A. Combine all teams into one large agile team.
B. Introduce Scrum of Scrums to manage inters team dependencies.
C. Conduct weekly Sprint reviews with all teams attending.
D. Assign a senior manager to supervise all teams closely.
Answer: B
Q40. A team member reports a recurring issue with access to a critical software tool which has been slowing down their productivity for several sprints. What should the Project manager do as a servant leader?
A. Assign the task to another team member who has access to the tool.
B. Request the team member to contact IT support directly.
C. Work with IT to ensure the team has uninterrupted access to the tool.
D. Instruct the team to work around the issue to avoid delays.
Answer: C
Q41. A team has been struggling to meet sprint goals and the project manager observes that they often lose focus on high priority tasks. The project manager Wants to help the team stay focused on key accomplishment. What should the project manager do?
A. Reassess the team goals and reduce the workload for the sprint.
B. Facilitate a meeting with the team to set daily goals that aligns with the sprint objectives.
C. Allow the team to decide which task they want to prioritize.
D. Assign tasks to team members based on their skills.
Answer: B
Q42. During a sprint retrospective, a team member expresses frustration due to unclear requirements from a stakeholder which is affecting their ability to complete their tasks. What is the best course of action for the project manager?
A. Tell the team to skip the task until requirements are clarified.
B. Arrange a meeting with the stakeholder to clarify the requirements for the team.
C. Ask the team member to reach out to the stakeholder directly.
D. Ask the team member to proceed with the work based on their best judgment.
Answer: D
Q43. In a recent Sprint retrospective, the team identifies that they often get sidetracked by unplanned work, which affects their Sprint goals. The project manager wants to help the team maintain their focus on key accomplishment. What action should the project manager take?
A. Limit the team's work in progress to avoid distractions.
B. Create a strict rule to avoid any new tasks during the sprint.
C. Allow team members to decide individually whether to take on unplanned work.
D. Encourage the team to collaborate with product owner to evaluate each new task importance.
Answer: D
Q44. In an agile project with both software and hardware teams, the software team completed their task a month ahead of schedule. However, a misalignment in technical specifications between teams led to a critical production failure delaying the project. What could the Agile software team have done to prevent this delay caused by the miscommunication?
A. Raise an immediate flag to the project sponsor for equipment review.
B. Focus on fixing their own task assuming the hardware team would handle theirs.
C. Hold regular cross functional meetings to ensure alignment with the hardware team.
D. De-prioritize the software user stories to avoid interference with hardware requirements.
Answer: C
Q45. In an agile project with multiple teams working on different aspects of the product, a critical mistake occurred during integration due to unaligned deliverables. Because of this, the final product did not meet specifications. As a project manager, what is the next step?
A. Focus on completing the respective teams sprint task. Assuming the other teams will resolve their issues.
B. Create clear communication channels to regularly share progress with the other teams.
C. Stop the project entirely until all teams’ deliverables were aligned.
D. Introduce a stricter testing procedure on all teams’ outputs before integration.
Answer: B
Q46. In an agile project with several teams, a production error resulted in expensive setbacks due to missed coordination between hardware and software teams. Although the software team identified the error in the past and they solved, what could the agile software team have done to prevent this type of situation?
A. Facilitate the effective retrospective meeting and document the lessons learned of retrospective in the information radiator.
B. Discuss the issue resolution in the daily stand up meeting.
C. Reassign the software related task entirely to another team.
D. Wait until the hardware team was done before proceeding with their task.
Answer: A
Q47. During a sprint, the team encounters a problem. The project management tool they have been relying on is malfunctioning, making communication and coordination difficult. Despite this issue, some team members insist on continuing to use the tool which is resulting in delays and miscommunication. As a Scrum master, how would you handle this situation to ensure that the team remains efficient and continues to collaborate effectively?
A. Allow the team to continue using the tool believing it will be fixed soon.
B. Suggest switching to a completely new tool without discussing it with the team.
C. Recommend passing all work until the tool is fully functional.
D. Encourage the team to rely more on direct communication methods
Answer: D
Q48. The team has spent a significant amount of time creating detailed documentation for the current Sprint. As a result, progressing on delivering the actual software has slowed and there is concern that the Sprint goal will not be met. As a Scrum Master, how will you ensure that the team remains focused on delivering working software?
A. Allow the team to finish all documentation before continuing with development.
B. Halting development until all documentation is complete.
C. Schedule a meeting with the team and find out the minimal documentation needed to create working software.
D. Recommend that the team continue to document as much as possible.
Answer: C
Q49. The product owner has been spending a lot of time negotiating contract terms with the client, leaving little time for collaboration about the requirements. As a Scrum Master, you notice that the lack of collaboration with the client is causing misunderstandings about the product requirements and affecting the team's ability to make progress. How would you approach the situation as a project manager?
A. Facilitate a meeting with the product owner and the client to focus on collaboration and clarify requirements.
B. Suggest that the team waits until the contract negotiation is complete before engaging with the client.
C. Now encourage the team to continue working without input from the client.
D. Recommend focus solely on contract negotiation and putting customer collaboration on hold.
Answer: A
Q50. The project team has been following a detailed plan that was created at the start of the project. However, after receiving feedback from the customer, it has become clear that some aspects of the plan are no longer relevant and new features need to be added. The team is resistant to changing the original plan as they feel it will disrupt their progress. As a Scrum master, how would you guide the team to ensure they are adaptable and responsive? Respond to the changing needs of the customer?
A. Insist that the team continues following the original plan regardless of the new feedback.
B. Advise the team to ignore the new feedback and continue with the original plan.
C. Help the team reassesses the plan and incorporates the feedback to make adjustment for the changing needs.
D. Encourage abandon the current plan entirely and start fresh with the new feedback.
Answer: C
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