Week 5 Pretest and Flashcards
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School
University of Phoenix *
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Course
410
Subject
Industrial Engineering
Date
Dec 6, 2023
Type
docx
Pages
12
Uploaded by MateOstrichMaster460
I
+
Correct
Agile
teams
incorporate
rolling
wave
planning
to
do
which
one
of
the
following?
v
A
B
Incorporate
high-level
plans
with
the
knowledge
that
they
will
be
updated.
B
O
Assign
tasks.
C
O
Complete
the
personas
for
the
project.
D
O
Schedule
activities.
l
v
Correct
Sally
is
performing
expected
monetary
value
analysis
on
a
newly
identified
risk.
She
has
determined
the
probability
is
30
percent
and
the
impact
is
$10,000.
What
is
the
expected
monetary
value?
A
O
30,000
B
O
300,000
|
+
Correct
The
Project
Management
Institute
collaborated
with
which
of
the
following
organizations
when
developing
its
Agile
Practice
Guide?
A
O
Project
managers
globally
B
O
The
Scrum
Alliance
v
C
The
Agile
Alliance
D
O
The
eXtreme
Programming
Alliance
l
v
Correct
Any
one
of
the
team
members
can
suggest
that
a
meeting
of
the
minds
might
be
necessary
to
switch
gears
in
the
middle
of
an
iteration.
This
is
known
as
what
type
of
meeting?
Stand-up
meeting
B
O
Review
C
O
Retrospective
v
D
|
Intraspective(s)
l
v
Correct
After
working
through
two
iterations
with
your
Agile
team,
you've
noticed
that
velocity
is
a
bit
lower
than
anticipated.
During
a
daily
stand-up
meeting,
one
of
the
impediments
that
your
team
identifies
is
that
the
process
seems
bulky
and
more
time-consuming
than
it
needs
to
be.
What
would
you
suggest
as
a
good
way
for
the
team
to
analyze
the
team
processes
for
areas
of
improvement?
A
O
Wireframe
B
O
Burndownchart
Value
stream
map
D
O
Replanning
session
|
v
Correct
Jim
is
new
to
your
Agile
team,
and
he
is
interested
in
how
your
team
will
be
tracking
scope
of
work
completed
and
risk
on
the
project.
Which
of
the
following
type
of
chart
or
graph
will
you
explain
that
you
are
using
for
both?
Burn
down
charts
B
O
Kanban
board
C
O
Cumulative-flow
diagrams
D
O
Velocity
charts
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I
v
Correct
Gail
is
in
the
process
of
restructuring
existing
computer
code
without
changing
its
behavior.
Peter
asks
her
what
she
is
working
on.
How
will
Gail
answer
that
question?
A
O
I'mbuilding
software.
B
O
[I'mcleaning
up
tech
debt.
C
O
[I'mtrying
to
build
in
lead
time.
I'm
refactoring
the
code.
l
v
Correct
Jim
is
new
to
your
team
of
developers
and
has
a
small
amount
of
Agile
experience.
You
have
been
tasked
with
explaining
how
your
team
is
using
a
process
flow called
ScrumBan.
How
might
you
explain
ScrumBan
to
Jim?
A
O
ScrumBan
is
more
Scrum
based.
B
O
ScrumBanis
a
tailored
approach
using
both
Scrum
and
Kanban.
C
O
ScrumBanis
a
made-up
term
and
isn't
an
actual
framework.
ScrumBan
is
a
hybrid
approach
that
incorporates
aspects
of
both
Scrum
and
Kanban.
|
+
Correct
During
your
retrospective,
what
is
the
most
important
thing
that
you
as
a
coach
can
do
to
help
your
team
reflect
on
the
iteration?
The
team
is
encouraged
to
express
their
negatives
as
well
as
their
positives
of
the
iteration
if
it
is
well
facilitated.
B
O
Theteam
is
encouraged
to
learn
from
their
mistakes
and
follow
the
lessons
learned
next
time
around.
C
O
Iftheretrospective
is
well
facilitated,
the
team
is
encouraged
to
express
the
P!
g
P
positives
of
the
project
only.
D
O
Theteamis
encouraged
to
express
their
negatives
but
not
their
positives.
l
v
Correct
Arisk
has
been
identified
in
the
first
iteration.
It's
expected
monetary
value
is
projected
at
"'
$45,000,
and
the
value
of
the
first
feature
is
$23,000.
If
the
risk
can't
be
mitigated
effectively
and
for
less
money,
what
could
occur
on
the
project?
A
O
Update
the
risk-adjusted
backlog
to
handle
the
risk
before
building
the
feature.
B
O
Arisk
meeting
to
determine
what
to
do
next.
C
O
Determine
solutions
in
the
sprint
planning meeting.
The
project
may
reach
fast
failure.
Throughput
Back:
click
to
flip
The
average
amount
of
time
that
the
team
takes
to
complete
the
work
within
a
specific
time
frame.
Tailoring
Back:
click
to
flip
The
process
to
select
the
best
practice
to
utilize
on
a
unique
project.
Enterprise
Unified
Process
(EUP)
Back:
click
to
flip
A
customizable
framework
that
is
iterative
and
incremental,
architecture-centric,
and
risk-
focused.
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Rational
Unified
Process
(RUP)
Back:
click
to
flip
Atailorable
process
that
allows
for
development
guidance
and
automated
tools
and
services,
which
allow
both
the
processes
and
tools
to
be
utilized
and
adopted
quickly.
Value
stream
map
Back:
click
to
flip
A
visual
representation
of
the
goal
and
the
steps
required
to
accomplish
the
goal.
Lead
time
Back:
click
to
flip
The
amount
of
elapsed
time
between
when
the
customer
orders
an
increment
to
the
time
of
completion
and
the
order being
received
by
the
customer.
Premortem
Back:
click
to
flip
A
meeting
that
allows
the
team
to
discuss
all
of
the
ways
the
project
could
fail
and
discuss
the
reasons
why,
all
in
advance
in
a
hypothetical
way.
Cumulative
flow
diagram
(CFD)
Back:
click
to
flip
A
diagram
that
can
show
areas
where
issues
have
occurred
or
may
occur,
and
it
allows
the
team
to
adapt
and
adjust
as
needed.
Intraspective
Back:
click
to
flip
A
meeting
that
determines
why
the
processes
or
framework
isn't
working
out the
way
the
team
thought
it
would
and
to
overcome
any
conflict
that
is
occurring
in
the
team
dynamic.
Cycle
time
Back:
click
to
flip
The
amount
of
time
the
team
takes
to
run
or
cycle
through
the
development
and
testing
of
the
increment.
Refactoring
Back:
click
to
flip
The
process
of
restructuring
existing
internal
computer
code
without
changing
its
external
behaviors.
Progressive
elaboration
Back:
click
to
flip
A
technique
that
pertains
to
adaptive planning
and
how
information
is
utilized
to
implement
the
plans.
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Rolling
wave
planning
Back:
click
to
flip
The
strategy
of
waiting
for
the
next
wave
of
information
to
come
rolling
in
and using
that
strategy
to
update
the
plans
in
an
iterative
nature
as
information
becomes
clearer.
Technical
debt
Back:
click
to
flip
A
concept
that
involves
fixing
the
code
or
finding
a
better
way
to
accomplish
the
same
result.
Common
cause
Back:
click
to
flip
A
cause
that
includes
things
that
can
be
identified
and
pointed
to
as
the
main
offender
and
creator
of
defects.
Special
cause
Back:
click
to
flip
A
cause
that
includes
the
surprises
or
the
unpredictable
events
that
nobody
saw
coming.
Risk-based
spike
Back:
click
to
flip
The
special
stories
that
are
created
and
designed
to
remove
or
reduce
risk
from
the
iteration.
Expected
monetary
value
Back:
click
to
flip
A
method
that
allows
a
person
to
apply
objective
analysis
to
subjective
information.
Risk
burn
down
chart
Back:
click
to
flip
A
chart
that
shows
the
project's
exposure
to
risk
and
its
trajectory
up
or
down
depending
on
whether
the
responses
are
working
or
not.
Assumption
analysis
Back:
click
to
flip
A
technique
that
determines
what
risks
could
occur
and
what
would
be their
root
cause.
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