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Test de simulation Agile Scrum Master

QUESTION 1
What kind of software development projects can be executed by Scrum Project Management Framework?
QUESTION 2
What does NOT belong to cornerstones of the agile manifesto?
QUESTION 3
What is defined by the Scrum Framework?
A) Rules & Roles
B) Document guidelines
C) Artifacts and events
QUESTION 4
Where are the customer requirements stored?
QUESTION 5
Which ones of the following main roles are defined by Scrum Framework?
A) Scrum Tester
B) The Scrum Team
C) Scrum Manager
D) Scrum Master
E) Scrum Product Owner
QUESTION 6
Which ones of the following main events are defined by Scrum Framework?
A) Sprint Planning Meeting
B) Sprint Retrospective Meeting
C) Sprint Review Meeting
D) Mid-Sprint Status Review Meeting
E) Daily Scrum Meeting
QUESTION 7
Which concept is NOT defined in the Scrum Framework?
QUESTION 8
What is important in all Scrum projects?
A) Self-organization
B) Clear hierarchies in the company
C) Communication
D) Continuous improvement
QUESTION 9
In software engineering what are the disadvantages of the classical waterfall model?
A) End-Product has to be fully anticipated beforehand.
B) Some requirements are implemented as defined in the beginning of the project, and yet they are not really needed by the customer.
C) Each phase is strictly separated.
QUESTION 10
What are the advantages of the Scrum Framework?
QUESTION 11
Who is responsible for maximizing the return on investment (ROI)?
QUESTION 12
How many people should be in a Scrum Team?
QUESTION 13
Which one of the following meetings are part of a Sprint Planning Meeting?
QUESTION 14
What is the goal of the WHAT-Meeting?
QUESTION 15
What is necessary for a successful WHAT-Meeting?
A) A Sprint Goal
B) The relevant entries in the Scrum Backlog are presented
C) The team knows their capacity
QUESTION 16
What is the goal of the HOW-Meeting?
QUESTION 17
What is the goal of the Sprint Retrospective Meeting?
A) Reflect on negative issues during the last Sprint.
B) Define actionable suggestions to improve performance.
C) Reflect on positive issues during the last Sprint.
QUESTION 18
What is the goal of the Sprint Review Meeting?
QUESTION 19
What is the goal of the Daily Sprint Meeting?
QUESTION 20
What is NOT part of the Scrum Product Backlog?
A) Detailed tasks
B) Recurring meetings like Daily Scrum
C) User stories
D) Tasks for exploration of features
E) Administrative tasks
QUESTION 21
Who is responsible for maintaining the Scrum Product Backlog?
QUESTION 22
What is the Scrum Backlog?
QUESTION 23
What is NOT true for the entries in the Scrum Backlog?
QUESTION 24
Which of the following is a user story?
QUESTION 25
What are properties of the Scrum Product Backlog?
A) Entries always add value for the customer.
B) Entries are prioritized and ordered accordingly.
C) The level of detail depends on the position of the entry.
D) Entries are estimated.
E) It is a living document.
F) No action-items and no low-level tasks are yet defined.
QUESTION 26
How much time should the Scrum Team allocate to maintain the Scrum Product Backlog (discussions, estimations etc.)?
QUESTION 27
What metric is used to estimate with Planning Poker?
QUESTION 28
What is the correct order of steps during planning poker?
A) Each member of the Scrum Team privately chooses the card representing the estimation.
B) The Scrum Product Owner presents the story.
C) The Scrum Team asks questions.
D) People with high and low estimates are allowed to explain their estimate.
E) All selections are revealed.
F) Repeat until a consensus is found among all team members.
QUESTION 29
Why can Fibonacci sequence (1, 2, 3, 5, 8, 13, 21, 34, etc.) be used to estimate the backlog items?
QUESTION 30
What is a Release Plan?
A) A very high-level plan for multiple Sprints.
B) A guideline that reflects expectations about which features will be implemented and when they are shipped to customer.
C) The list of milestones defined by management.
QUESTION 31
Frank - as the Scrum Master of a Scrum Team - is invited for a Daily Scrum meeting at 9am. The team gets together in front of the Sprint Board but one team member is always late or does not even appear. What should Frank do?
A) Escalate this to the line management of the team member.
B) Talk to team member to find a solution.
C) Ignore it.
QUESTION 32
Frank - as the Scrum Master of a Scrum Team - is invited for a Daily Scrum meeting at 9am. During the meeting two of the team members argue about a possible solution for one of the tasks. What should Frank do?
A) Wait until the discussion is over.
B) Interrupt the discussion and organize a follow-up meeting directly after the Daily Scrum meeting.
C) Stop the discussion. The team member who started working on this particular task is responsible and he decides what and how to do with this.
QUESTION 33
Frank - as the Scrum Master of a Scrum Team - is invited for a Daily Scrum meeting at 9am. During the meeting two of the team members argue about a possible solution for one of the tasks that have not yet started. What could Frank do?
A) Wait until the discussion is over.
B) Interrupt the discussion and organize a follow-up meeting directly after the Daily Scrum meeting.
C) Stop the discussion as the tasks have not started yet.
D) Create a new task to resolve the issue before the original task start.
QUESTION 34
Frank - as the Scrum Master of a Scrum Team - is invited for a Daily Scrum meeting at 9am. During the meeting the team members update the remaining efforts for their activities. What does Frank need to do?
A) He has to sum up the values and update the Sprint Burndown diagram.
B) Nothing.
C) Create a detailed report about the performance of the team members.
QUESTION 35
Frank - as the Scrum Master of a Scrum Team - is invited for a Daily Scrum meeting at 9am. During the meeting Frank notices that the list of open activities grows but only a few gets closed. What should Frank do?
A) Ignore it.
B) Check if it is a problem of the team or if it is only related to particular team members. Afterwards discuss the problem and make sure that focus is on closing the started tasks.
C) Forbid starting new tasks.
QUESTION 36
Frank - as the Scrum Master of a Scrum Team - updates the Sprint Burndown diagram. At day 4 he notices that the burndown rate is not as high as the ideal burndown rate. What should Frank do?
A) Immediately escalate it to the Scrum Product Owner.
B) Report to the line management that the performance of the team is bad.
C) Wait for a few days and check this once again. The initial burndown rate is seldom as good as it was predicted.
QUESTION 37
Frank - as the Scrum Master of a Scrum Team - is invited for a Daily Scrum meeting at 9am. One of the team members reports that he needs support for the testing of one of his tasks. Without this requested support the task will not be finished until end of the sprint.
A second member - the one with the broadest testing knowhow - is currently busy with other high priority activities. What could Frank do?
A) Ignore the request.
B) Tell the second team member to stop his own activities and immediately give the requested support.
C) Check if some other team member can give this testing support.
D) Discuss the priorities with the Scrum Product Owner to deliver maximum customer value by the end of the Sprint, as this situation might have an impact on the selection of the ultimate Sprint deliverables.
QUESTION 38
Frank - as the Scrum Master of a Scrum Team - is invited for a Daily Scrum meeting at 9am. The meeting always exceeds the 15 minutes time limit as everyone talks at the same time. What should Frank do?
A) Nothing.
B) Extend the time limit to 30 minutes.
C) Make sure that the team knows the rules of the Daily Scrum meeting.
D) Interrupt unproductive discussions immediately.
E) Introduce a baton (e.g. a small ball). Only the member holding the baton is allowed to speak.
QUESTION 39
Frank - as the Scrum Master of a Scrum Team - is invited for a Daily Scrum meeting at 9am. The meeting always exceeds the 15 minutes time limit as everyone talks at the same time. What should Frank do?
A) Nothing.
B) Extend the time limit to 30 minutes.
C) Make sure that the team knows the rules of the Daily Scrum meeting.
D) Interrupt unproductive discussions immediately.
E) Introduce a baton (e.g. a small ball). Only the member holding the baton is allowed to speak.
QUESTION 40
Frank - as the Scrum Master of a Scrum Team - is invited for a Daily Scrum meeting at 9am. During the meeting the whole team gets into a deep discussion and they finally start blaming each other. What should Frank do?
A) Wait until people calm down again and continue with the meeting.
B) Stop the discussions and continue with the meeting.
C) Interrupt the meeting and continue it later that day.
D) Discuss the situation with the team and decide together what to do to improve the situation.
QUESTION 41
At the end of the Sprint, Frank - as the Scrum Master of a Scrum Team - is invited for the Sprint Review Meeting. Documentation for two of the user stories has not been completed as requested by the Definition Of Done. What should Frank do?
QUESTION 42
At the end of the Sprint, Frank - as the Scrum Master of a Scrum Team - is invited for the Sprint Review Meeting. During the Sprint the Scrum Product Owner was mostly busy and has not been available for discussions.
When reviewing the user stories the Scrum Product Owner complains that most of the stories have not been implemented as expected by the customer. What should Frank do?
A) Blame the Scrum Product Owner because of his unavailability.
B) Blame the team.
C) After the meeting discuss the situation with the Scrum Product Owner and decide about measures to improve his availability during next Sprints.
QUESTION 43
At the end of the Sprint, Frank - as the Scrum Master of a Scrum Team - is invited for the Sprint Review Meeting. While presenting the user stories some unexpected error messages pop up and then the application crashes. What should Frank do?
A) Silently restart everything and continue with the presentation. Mark the stories as completed. After the session create a new entry in bug-tracking tool to solve the problem.
B) Check whether the problem is related to a new functionality implemented in the current Sprint. If yes, mark associated user story as not completed.
C) Check whether the problem is related to a new functionality implemented in the current Sprint. If no, create a new entry in the Scrum Product Backlog to solve the problem.
QUESTION 44
Frank - as the Scrum Master of a Scrum Team - is invited for the Daily Sprint Meeting. During the meeting one of the team members tells that he had problems to continue with his tasks since a necessary software license has expired. What should Frank do? 
A) Tell the team member that this is his problem and he has to solve it.
B) Check if other team members have the same problem. Call the software vendor and order the licenses after the meeting.
C) Assign someone with the task to order new licenses.
QUESTION 45
In a discussion with a team member, Frank - as the Scrum Master of a Scrum Team - finds out that there are open questions regarding one of the user stories. Alex - the Scrum Product Owner - is quite busy and not available for a meeting to answer the questions. What should Frank do?
A) Escalate to Alexs line manager.
B) Discuss the issue with Alex and decide a way to answer such questions.
C) Decide that the work on this user story shall be stopped and the user story shall be marked as not completed.
D) If Alex is absolutely not available to discuss the problem, try to continue the work with a reasonable assumption.
QUESTION 46
Frank - the Scrum Master of the team - wants to send an invitation for the Scrum Retrospective Meeting. How should he proceed?
A) The team tends to complain and discuss very much. He should invite for a 4 hours session.
B) He should invite for a 2 hours session and moderate the session.
C) He should invite for a session in front of the Sprint Board. This way the team could directly talk about the tasks and results of the Sprint.
D) He should reserve a separate room. This will create an environment that will allow open discussion.
E) Beside the Scrum Team, the Scrum Product Owner should also be invited so that he could better understand how the team works and what can be done to augment productivity.
F) The Scrum Product Owner shall not be invited as the team will not speak honestly about their problems if he is present.
QUESTION 47
Frank - the Scrum Master - organizes Sprint Retrospective Meeting. Frank, the Scrum Team and the Scrum Product Owner get together in a separate room. The team is quite new. How should Frank start?
QUESTION 48
Frank - the Scrum Master - organizes Sprint Retrospective Meeting. Frank, the Scrum Team and the Scrum Product Owner get together in a separate room. The meeting starts and Frank reminds everyone on the goals and rules? How should he continue?
QUESTION 49
Frank - the Scrum Master - organizes Sprint Retrospective Meeting. Everyone writes some positive and negative incidents on small cards. What should be done with these cards?
A) As all incidents are important, define a responsible person for each card.
B) Frank should decide what he thinks is the most important one.
C) The team should vote for the most important incident.
D) For the selected incident the team should identify the root cause and possible ways to solve it.
QUESTION 50
The goal of the Sprint was to implement two complex user stories. During the Sprint some major impediments had a severe impact on the progress of the team. While updating the Sprint Burndown, Frank - the Scrum Master - can see that the team will not be able to finish one of these two user stories.
Discussions with the team reveal that both of the user stories can be only done if all of the documentation activities are dropped. What shall Frank do?
Test De Simulation Pour Agile Scrum Master
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A propos du cours

TIL Foundation est la certification ITIL d’entrée de gamme la plus largement reconnue pour les professionnels de l’informatique. Les services informatiques actuels ont besoin d’experts qualifiés capables de fournir des services informatiques efficaces. Cette formation vous montrera le cycle de vie des services ITIL, comment les étapes du cycle de vie sont liées, les processus impliqués et les meilleures pratiques pour améliorer la qualité de la gestion des services informatiques afin de réduire les coûts et d’accroître la productivité. Et rappelez-vous, les professionnels certifiés ITIL gagnent 40% de plus que leurs pairs non certifiés.

Principales caractéristiques

  • 16 heures de formation avec instructeur
  • 24 heures d’apprentissage autonome
  • 5 études de cas de l’industrie et 7 exemples concrets
  • 50 quiz de fin de chapitre et 4 examens de simulation
  • 19 PDU auto-apprentissage / 22 PDU formation avec instructeur
  • Bon d’examen inclus

Détails du programme

  • Débuter avec ITIL® Foundation
  • 1.1 – Introduction à la gestion des services
  • 1.2 – Cycle de vie de la gestion des services
  • 1.3 – Quiz
  • 2.1 – Introduction à la stratégie de service
  • 2.2 – Concepts de stratégie de service
  • 2.3 – Processus de stratégie de service
  • 2.4 – Quiz
  • 3.1 – Introduction à la conception de services
  • 3.2 – Concepts clés dans la conception de services
  • 3.3 – Processus de conception de services
  • 3.4 – Quiz
  • 4.1 – Introduction à la transition de service
  • 4.2 – Processus de transition de service
  • 4.3 – Quiz
  • 5.1 – Introduction aux opérations de service
  • 5.2 – Processus des opérations de service
  • 5.3 – Fonctions
  • 5.4 – Quiz
  • 6.1 – Introduction à l’amélioration continue des services
  • 6.2 – Principes et modèles clés
  • 6.3 – Quiz
  • 07 – Évaluation
  • Derniers mots

A propos du cours

TIL Foundation est la certification ITIL d’entrée de gamme la plus largement reconnue pour les professionnels de l’informatique. Les services informatiques actuels ont besoin d’experts qualifiés capables de fournir des services informatiques efficaces. Cette formation vous montrera le cycle de vie des services ITIL, comment les étapes du cycle de vie sont liées, les processus impliqués et les meilleures pratiques pour améliorer la qualité de la gestion des services informatiques afin de réduire les coûts et d’accroître la productivité. Et rappelez-vous, les professionnels certifiés ITIL gagnent 40% de plus que leurs pairs non certifiés.

Principales caractéristiques

  • 16 heures de formation avec instructeur
  • 24 heures d’apprentissage autonome
  • 5 études de cas de l’industrie et 7 exemples concrets
  • 50 quiz de fin de chapitre et 4 examens de simulation
  • 19 PDU auto-apprentissage / 22 PDU formation avec instructeur
  • Bon d’examen inclus

Détails du programme

  • Débuter avec ITIL® Foundation
  • 1.1 – Introduction à la gestion des services
  • 1.2 – Cycle de vie de la gestion des services
  • 1.3 – Quiz
  • 2.1 – Introduction à la stratégie de service
  • 2.2 – Concepts de stratégie de service
  • 2.3 – Processus de stratégie de service
  • 2.4 – Quiz
  • 3.1 – Introduction à la conception de services
  • 3.2 – Concepts clés dans la conception de services
  • 3.3 – Processus de conception de services
  • 3.4 – Quiz
  • 4.1 – Introduction à la transition de service
  • 4.2 – Processus de transition de service
  • 4.3 – Quiz
  • 5.1 – Introduction aux opérations de service
  • 5.2 – Processus des opérations de service
  • 5.3 – Fonctions
  • 5.4 – Quiz
  • 6.1 – Introduction à l’amélioration continue des services
  • 6.2 – Principes et modèles clés
  • 6.3 – Quiz
  • 07 – Évaluation
  • Derniers mots

A propos du cours

La formation CISA (Prochaine session en présentiel) est destinée aux professionnels dans le domaine des SI. elle a pour vocation d’améliorer la compréhension  des processus de vérification et de protection des systèmes d’information d’une manière proactive.

Pour devenir un professionnel certifié CISA, vous devez répondre aux critères suivants:
  • Passer l’examen (consulter les étapes d’inscription à l’examen)
  • Soumettre une demande de certification.
  • Respecter le Code de déontologie
  • S’adhérer au programme d’éducation professionnelle continue
  • Être conforme aux normes d’audit des systèmes d’information

Principales caractéristiques

  • 40 heures e-learning de haute qualité
  • E-book PDF validé par ISACA
  • 5 examens de simulation
  • 10 études de cas
  • Formation en Anglais

Détails du programme

  • Domain 00 – Course Introduction
  • Domain 01 – Process of Auditing Information Systems
  • Domain 02 – Governance and Management of IT
  • Domain 03 – Information Systems Acquisition, Development
  • Domain 04 – Information Systems Operations, Maintenance
  • Domain 05 – Protection of Information Assets
  • Course Summary
  • Course Case Study
  • Quiz

A propos du cours

La formation de certification Agile Scrum Master est conçue pour vous donner un aperçu complet de la très populaire méthodologie du projet Agile Scrum. Vous apprendrez les concepts clés d’Agile en tant qu’approche de gestion de projet, découvrirez comment diriger des équipes de gestion de projet, développer et fournir des produits de haute qualité et mettre en œuvre les meilleures pratiques de votre organisation. La formation ASM vous permettra de devenir un évangéliste et un champion. dans le parcours d’adoption Agile de votre organisation.

Principales caractéristiques

  • 20 heures de formation avec instructeur
  • 16 heures de contenu de haute qualité
  • 2 jeux Scrum en direct / 7 jeux Scrum basés sur des scénarios
  • 2 projets en direct et études de cas.
  • 19 PDU – Apprentissage à votre rythme / 24 – Pass Flexi pour les cours en ligne

Détails du programme

  • Leçon 00 – Aperçu du cours
  • Leçon 01 – Un mode de pensée agile
  • Leçon 02 – Autres cadres agiles
  • Leçon 03 – Événements Scrum et artefacts
  • Leçon 04 – Rôles Scrum
  • Leçon 05 – Estimation, planification, surveillance et contrôle
  • Leçon 06 – Agile sur des projets complexes
  • Leçon 07 – Adopter Agile
  • Et après?
  • Simulations Agile et Scrum

A propos du cours

La formation PRINCE2® Foundation est conçue pour vous donner une compréhension complète du cadre PRINCE2®

Ce cadre est très reconnu mondialement par son approche axée sur la pratique de la gestion de projet.

Vous allez apprendre les sept processus clés, les thèmes ainsi que les principes guidant les profesionnels pendant le cycle de vie du projet.

Notre programme de formation PRINCE2® Foundation est fait, pour garantir la réussite de votre examen PRINCE2® Foundation dès le premier essai.

En tant que certification à réputation mondiale, qui a ses racines au Royaume-Uni, La PRINCE2® valide votre savoir, votre habileté et votre attitude.

Armé de cette formation, vous aiderez votre organisation à exécuter des projets plus efficacement avec des modèles, des processus et des étapes clairement définis.

Et elle est souvent un prérequis pour de nombreux rôles de gestion de projet, la certification PRINCE2® reste un investissement idéal pour les professionnels de la gestion de projet

A propos du cours

  • Lesson 00 – Introduction
  • Lesson 01 – Introduction to PRINCE2 Methodology
  • Lesson 02 – Project Management with PRINCE2
  • Lesson 03 – PRINCE2 Principles
  • Lesson 04 – Tailoring and Adopting PRINCE2
  • Lesson 05 – Introduction to PRINCE2 Themes
  • Lesson 06 – Business Case Theme
  • Lesson 07 – Organization Theme
  • Lesson 08 – Quality Theme
  • Lesson 09 – Plans Theme
  • Lesson 10 – Risk Theme
  • Lesson 11 – Change Theme
  • Lesson 12 – Progress Theme
  • Lesson 13 – Introduction to PRINCE2 Processes
  • Lesson 14 – Starting Up a Project Process
  • Lesson 15 – Directing a Project Process
  • Lesson 16 – Initiating a Project Process
  • Lesson 17 – Controlling a Stage Process
  • Lesson 18 – Managing Product Delivery Process
  • Lesson 19 – Managing a Stage Boundary Process
  • Lesson 20 – Closing a Project Process
  • Lesson 21 – Considerations for Organizational Adoption

A propos du cours

  • La formation est validée par le PMI (https://ccrs.pmi.org/search/courses?kwd=simplilearn+pmp) et vous donne droit à 35PDU
  •  Formation en ligne PMP est éditée par le leader américain SIMPLILEARN partenaire REP avec le PMI
  • Formation disponible en ligne dans le web et mobile via la plateforme web (https://kaizensoft.lms.simplilearn.com) et aussi via l’application mobile
  • Formation en langue officielle anglais alignée avec l’édition 6 du PMBOK
  • Plusieurs vidéos HQ, avec des supports PDF téléchargeables, des études de cas, des exercices et des examens blancs
  • Une attestation de formation disponibles et validées par le PMI si vous complétez 80% de la formation
  • Paiement en Dirham ou en devise, soit sur place à Casablanca/Paris ou en ligne via carte bancaire ou Paypal.
  • Service clients , joignabilité à tout moment

Détails du programme

  • Lesson 01 – Introduction
  • Lesson 02 – Professional and Social Responsibility
  • Lesson 03 – Project Management Framework
  • Lesson 04 – Project Management Processes
  • Lesson 05 – Project Integration Management
  • Lesson 06 – Project Scope Management
  • Lesson 07 – Project Schedule Management
  • Lesson 08 – Project Cost Management
  • Lesson 09 – Project Quality Management
  • Lesson 10 – Project Resource Management
  • Lesson 11 – Project Communications Management
  • Lesson 12 – Project Risk Management
  • Lesson 13 – Project Procurement Management
  • Lesson 14 – Project Stakeholder Management
  • Lesson 15 – Appendix – PMP List of Knowledge and Skills