MGT641 Agile Project Management
Week 1 Discussion
DQ1 Review the Agile Manifesto beginning on page 3 of PMI-ACP Study Guide. The manifesto states the core values of agile. How do you think these core values make agile different from traditional project management, especially in terms of promoting flexibility and change? Do you think you will struggle with transitioning from traditional project management to agile project management? Why or why not?
DQ2 What are the differences between the agile project management model and the traditional waterfall model? How do you think the agile model tries to compensate for some of the drawbacks of the traditional model?
MGT641 Agile Project Management
Week 2 Discussion
DQ1 Review the Scrum body of knowledge and Chapter 2 in the textbook. What is scrum and what are the Five Values of Scrum? How are agile teams different from traditional teams? How do you think those differences can contribute to flexibility and efficiency in agile projects?
DQ2 In the eXtreme Programming framework, which team member could be considered a product owner in Scrum? Also, what's the idea behind Pair Programming in XP? What are two benefits of eXtreme programming in general?
MGT641 Agile Project Management
Week 3 Discussion
DQ1 Why do you think agile project management employs user stories as organizers for planning and project development? What are the benefits of user stories?
DQ2 What are the major differences between how agile teams and traditional project managers control scope creep? How does feature-based planning help to control scope in agile development?
MGT641 Agile Project Management
Week 4 Discussion
DQ1 What are the most important factors to consider when creating a release plan? How does release planning work to speed development processes and decrease time to market? What do you think are the challenges of this type of planning? Include in your discussion advanced release planning techniques.
DQ2 What are burn up charts and burn down charts? Describe when you would use a burn up chart versus a burn down chart. There has been a move in agile away from using the burn down chart in favor of the burn up chart. Why might the burn up chart be a more useful tool for measuring progress? What other tools might be useful?
MGT641 Agile Project Management
Week 5 Discussion
DQ1 Why are iterations important in agile project management? Think of a project you are working on in your personal life. What are the pitfalls of longer or shorter iterations in that project?
DQ2 What are Key Performance Indicators (KPIs)? Describe a KPI that may be used by an agile team to track performance.
MGT641 Agile Project Management
Week 6 Discussion
DQ1 The functions of agile project leaders are very different from traditional project leaders. What are the characteristics of effective agile project leaders? How do agile project leaders add value to a project?
DQ2 How does participatory decision making in agile project management differ from unanimous decision making? What are the benefits and drawbacks of each type of decision making?
MGT641 Agile Project Management
Week 7 Discussion
DQ1 Why are cycle time improvements important for long term strategies, and why is value stream maps a useful tool?
DQ2 In agile project management, the traditional project phase known as “monitoring and controlling,” is replaced with “monitoring and adapting.” How does adapting differ from controlling in project management? What do you think are the key benefits of adapting in agile project management?
MGT641 Agile Project Management
Week 8 Discussion
DQ1 What are some common challenges and mistakes faced by agile teams? In particular, what do you think are the major challenges of scaling-up agile projects within an organization? How can these challenges and mistakes be overcome or avoided?
DQ2 How does agile project management expose poor work processes or stumbling blocks within organizations? How is this beneficial for an organization?
MGT641 Agile Project Management
Week 1 Assignment
Aligning Agile Methodologies
While the course project emphasizes the Scrum methodology, which is discussed in detail in Topic 2, it is important to recognize that there are several agile methodologies in use and that any combination of their features can be integral to the success of an agile project. Because flexibility is key in agile, there may be times when one methodology is best, while at other times a project manager might blend methods together to achieve the most effective results. In this assignment you will act as the project manager whose task is to align the most appropriate methodology or combination of methodologies to solve the given story problems.
Directions:
Complete your readings assignments in Chapter 1 and Chapter 3. You should also review the web site https://kanbanize.com/agile/project-management/methods/ as a resource to complete the "Aligning Agile Methodologies Worksheet" (attached).
Select the most appropriate agile methodology for approaching the project for each of the five story problems. Justify your selection.
In the “Methodology or Combination of Methodologies” column of the worksheet, list the methodology or combination (blend) of methodologies you selected.
In the “Justification of Methodology or Combination of Methodologies” column, write a reflection (50-100 words) for each story problem that addresses the following:
What is the specific problem in the scenario?
Why did you choose the methodology or combination of methodologies? Because there is not necessarily one right or wrong answer, it is important to provide a clear justification for your choice.
Cite evidence from the textbook or other sources in your justification.
Explain how you think each selected methodology differs most significantly from a traditional project management approach.
APA style is not required, but solid academic writing is expected.
This assignment uses a scoring guide. Please review the scoring guide prior to beginning the assignment to become familiar with the expectations for successful completion.
You are not required to submit this assignment to LopesWrite.
MGT641 Agile Project Management
Week 2 Assignment
CLC: Visioning Meeting and Project Charter
This is a CLC assignment.
Review "Agile Project Management CLC Project Overview" and select a project from the list provided in the document. Additional project specifications are included on the “Project Descriptions” document to assist the team in making a decision.
Schedule your visioning meeting and create the project charter and roadmap. In agile, the visioning meeting is a critical step for establishing the vision for the product, which should guide the decision-making process throughout the entire project. In reality, all stakeholders involved in the project should take part in the visioning meeting. This crucial step will help the team and owner align their visions for what the project is supposed to accomplish. Establishing a unified, guiding vision, is central to any project’s success.
Your team should hold a visioning meeting and create the Project Charter, which will serve as the guide for your project. See “Resources for Holding Virtual Meetings” (attached) for suggestions. The objective is for each team member to share his/her vision for the project. The team must then come to a consensus on the following:
The Vision: The vision statement should express the team’s shared understanding of the project’s primary aim. For example, if your team is responsible for developing a new software product, your primary goal may be to improve a given set of employees’ working conditions by making their job tasks easier and more efficient. Think of the vision in terms of the ultimate problem the team is trying to solve.
The Mission: The mission statement should specify the exact objective of the project. In the new software example above, the team’s objective would be to produce software with a given set of features that would accomplish the aim of making job tasks easier and more efficient. Think of the mission in terms of the solution you are producing to solve the problem.
Criteria for Success: The criteria for success is a list of measureable outcomes the team would utilize to determine whether or not the solution developed actually solves the problem it is intended to solve. How would you measure whether or not the software makes employees’ job tasks easier and more efficient?
Project Roadmap: The project roadmap should include major milestones for project completion. What are the team’s plans for accomplishing the goals of the project?
Use “Team Project Charter” to complete your charter. Your team may alter and individualize the template for its own purposes; however, the charter should contain all four sections and it should be no more than one page. Project charters are intended to be a succinct guide to focus a project’s purpose and direction.
APA style is not required, but solid academic writing is expected.
This assignment uses a scoring guide. Please review the scoring guide prior to beginning the assignment to become familiar with the expectations for successful completion
You are not required to submit this assignment to LopesWrite.
MGT641 Agile Project Management
Week 3 Assignment
CLC: High Level Analysis
This is a CLC.
Now that a vision has been established for the project, your team will complete a High Level Analysis (HLA) to articulate the project idea, map the project’s design, and forecast a preliminary schedule. While an HLA can be a detailed requirements document when complete, your team will produce only selected parts of an HLA, including a use case diagram, a general workflow diagram, and the first version of your product backlog.
Use Case Diagram: The use case diagram should identify the actors, actions, systems, and processes involved in delivering value to end users. For example, if your team is responsible for developing a new software product, your use case diagram should visually represent all of the interactions among the people, processes, and systems required to deliver the software to end users. The ultimate goal of the use case diagram is to articulate the team’s understanding of what the product owner wants and what the requirements are. Keep in mind, since this is part of a High Level Analysis, the diagram need only provide an overview of major operations and interactions. The diagram will be used to further break down project requirements in the workflow and backlog.
General Workflow Diagram: The general workflow diagram should break down the workflow for completing the major milestones in the project. Using your use case diagram, map the project’s progression to demonstrate the order in which major steps in the project should be undertaken. This provides all team members with a shared understanding of the project’s scope and direction.
Product Backlog: Complete the first version of your product backlog using the attached “Product Backlog” template. The product backlog is the comprehensive and prioritized list of all of the features for your product. The backlog is a living document in that features may be added, deleted, or reprioritized as the product owner demands new features or as there are shifts in priorities as the project develops. The backlog is also used to plan your team’s sprints. Try to make your backlog as comprehensive as possible at this point; however, be prepared to revise and add to it as you work through your project and learn more about what it requires.
Note on Diagramming Tools: You are not required to use a specific tool to create your diagrams. Use case and workflow diagrams can be made in Microsoft Visio or with the drawing tools in Word. There are also several diagramming tools available on the Internet (e.g., Smartdraw.com, Gliffy.com, and draw.io). Some are open source or offer free trials. Investigate the saving and sharing options when choosing a tool. For example, some tools only save to PDFs, which are not editable. You are encouraged to investigate your options and select what works best for your team. You must be able to save and submit or otherwise share your diagram with the instructor.
APA style is not required, but solid academic writing is expected.
This assignment uses a scoring guide. Please review the scoring guide prior to beginning the assignment to become familiar with the expectations for successful completion.
You are not required to submit this assignment to LopesWrite.
MGT641 Agile Project Management
Week 4 Assignment
CLC: Release Planning
This is a CLC assignment.
Now that the High Level Analysis is complete, it is time to further divide the backlog into feature releases and develop user stories for sprint planning. For this assignment your team should:
Hold a release planning meeting.
Create the release plan for the project.
Develop three user stories, which will later be used to plan the team’s iterations or sprints.
See “Resources for Holding Virtual Meetings” (attached) for suggestions related to holding your release planning meeting. Submit a release plan and three user stories for your project to the instructor by the end of Topic 4. Review “Release Planning and User Stories” (attached) for additional information on completing this assignment.
APA style is not required, but solid academic writing is expected.
This assignment uses a scoring guide. Please review the scoring guide prior to beginning the assignment to become familiar with the expectations for successful completion.
You are not required to submit this assignment to LopesWrite.
MGT641 Agile Project Management
Week 5 Assignment
CLC: Sprint 1 -- Sprint Planning, Sprint Board, and Sprint Retrospective
This is a CLC assignment.
For this assignment, you will use the team’s release plan to plan the first sprint for your project. Sprints are short intervals (usually 1-4 weeks in length, with 2 weeks being most common) in which the team works to complete a selected list of features related to a specific release. For example, in the scenario where your team is building a software product to streamline employee’s job tasks, the project was broken into three distinct phases during release planning. Sprint planning will further subdivide a release into multiple intervals (sprints) to get all the features required for a release completed within in a specified timeframe. The team’s Scrum master plays an integral role in managing a team’s sprint. For the purposes of this course, your team will engage in three 1-week sprints.
Your deliverables for this module are a sprint board for 90 story points worth of features and a sprint retrospective due by the end of Topic 5. The sprint retrospective should summarize the sprint planning and discuss the team’s effort in estimating the backlog. Use the “Sprint Retrospective” template (attached) to complete this portion of the assignment. Make sure the retrospective:
Identifies the Scrum master.
Includes the user story that guided the sprint planning.
Explains what method the team used to estimate and create the sprint backlog.
Explains the challenges the team faced in estimating and planning its first sprint and what the team will improve upon for the next sprint.
The team will also create a sprint board, which may be submitted in a variety of formats. Review “Resources for Sprint Planning” (attached) for additional information on completing your assignment.
APA style is not required, but solid academic writing is expected.
This assignment uses a scoring guide. Please review the scoring guide prior to beginning the assignment to become familiar with the expectations for successful completion.
You are not required to submit this assignment to LopesWrite.
MGT641 Agile Project Management
Week 6 Assignment
CLC: Sprint 2 -- Roadblocks and Stand-Up Meetings
This is a CLC assignment.
Assume that your team’s first sprint went very successfully. Your estimations were fairly accurate and your team was able to accomplish all the tasks it forecasted it could complete. You are now ready to plan Sprint #2. For this sprint, your team must accomplish the following:
Select a new Scrum master.
Select another user story.
Plan the second sprint worth 90 story points (including estimating with Planning Poker or another method and updating the sprint board).
Hold daily stand-up meetings (a minimum of three).
Complete a Sprint Retrospective.
Note: The instructor will introduce a roadblock during this topic. Your team must account for this roadblock during sprint planning.
Deliverables to be submitted at the end of Topic 6 include:
An updated sprint board worth 90 story points (include this week’s user story accounting for the roadblock.)
A report documenting the daily stand-up meetings. Use the “Daily Stand-Up Report” template to record meeting outcomes.
The Sprint Retrospective. Use the "Sprint Retrospective Template."
Review the “Resources for Holding Virtual Meetings” and “Daily Stand-Up Report” templates (attached) for additional instructions on holding and reporting on your stand-up meetings.
APA style is not required, but solid academic writing is expected.
This assignment uses a scoring guide. Please review the scoring guide prior to beginning the assignment to become familiar with the expectations for successful completion.
You are not required to submit this assignment to LopesWrite.
MGT641 Agile Project Management
Week 7 Assignment
CLC: Sprint 3 -- Evolving Requirements
This is a CLC assignment.
Your team has successfully completed a second sprint. Hopefully your team was able to adapt to the roadblock that was presented in the project. The Topic 7 assignment is very similar to last week’s assignment. Your team will select a third user story, estimate and plan the sprint, and produce an updated sprint board. Instead of a roadblock; however, the instructor will introduce a new feature requested by your product owner. The team is expected to account for the new feature in its sprint plan for this week. Additionally, your team will hold a sprint retrospective meeting and produce a sprint retrospective. Submit the following deliverables by the end of Topic 7:
An updated sprint board worth 90 story points (include this week’s user story accounting for the newly requested feature.)
A Sprint Retrospective.
Remember to select a new Scrum master, who will organize and facilitate the sprint retrospective and submit the deliverables. Review “Resources for Holding Virtual Meetings” and the “Sprint Retrospective” template (attached) for additional instructions on holding and your sprint retrospective.
APA style is not required, but solid academic writing is expected.
This assignment uses a scoring guide. Please review the scoring guide prior to beginning the assignment to become familiar with the expectations for successful completion.
You are not required to submit this assignment to LopesWrite.
MGT641 Agile Project Management
Week 8 Assignment
CLC: Project Retrospective Meeting
This is a CLC assignment.
The final step in the agile project-development process is the project retrospective meeting held upon the project’s completion. The project retrospective serves two purposes. The first is celebratory. Celebrating a job well done can improve an agile team’s morale and performance. Second, like a sprint retrospective, the project retrospective is an opportunity to evaluate a project and identify areas of improvement for the next project. It focuses on similar questions. What went well in this project? What were the problem areas? What can we take forward into the next project to improve our team’s performance?
All team members should attend the meeting. The product owner and members of management also may be invited, unless their presence would intimidate or otherwise prevent the team from openly voicing their perspectives. The meeting should be facilitated by a relatively disinterested facilitator whose primary role is to accomplish the meeting agenda and encourage positive interactions. As is the case with a sprint retrospective, the meeting should not be allowed to degenerate into a complaint session. The goal is to identify actionable items to promote future progress.
For your final CLC assignment, your team will hold a project retrospective meeting with the goal of building consensus about your team’s successes and challenges, and identifying improvements that could be carried out in the future if this agile team continued to work together on additional projects. Like your sprint retrospective, you are evaluating your team’s efforts in implementing agile practices in completing the course’s CLC deliverables during the course. All team members should take their own meeting notes. While you will report some of the meeting’s findings on the attached “Project Retrospective Meeting Report,” each team member will also compose their own individual Project Retrospective Report. For the meeting assignment:
Select a facilitator (must be a team member) to organize and direct the meeting.
The facilitator should compose a meeting agenda and distribute it to all team members prior to the meeting. The agenda should ensure all team members share their perspective and direct the team to identify what worked well in the project, what did not work well, and what the team could do better next time around.
Hold your project retrospective meeting and complete “Project Retrospective Meeting Report.” template.
The facilitator should submit the report by the end of the module.
APA style is not required, but solid academic writing is expected.
This assignment uses a scoring guide. Please review the scoring guide prior to beginning the assignment to become familiar with the expectations for successful completion.
You are not required to submit this assignment to LopesWrite.
MGT641 Agile Project Management
Week 8 Assignment
Benchmark - Project Retrospective Report
In 250-500 words, complete and submit the attached "Project Retrospective Report." Your team will need to hold its Project Retrospective Meeting prior to your completion of the report.
APA style is not required, but solid academic writing is expected.
This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.
You are required to submit this assignment to LopesWrite. Refer to the LopesWrite Technical Support articles for assistance.
Benchmark Information
This benchmark assignment assesses the following programmatic competency:
MBA Project Management
5.3: Use evaluation measures during and after projects that support flexibility, efficiency, and continual improvement within teams and organizations.
MGT641 Agile Project Management
Week 4 Quiz
Which of the following could be considered benefits of an iteration zero?
The team can help create the charter
The team can work on elevator statements
The team gains an understanding of technical processes that will be used
It gives the team time to perform a risk based spike.
2You are an Agile project manager working with a team who is very new to Agile and the concept of velocity. The team expresses concern that they may not get as much done as they want to in the first iteration because of a learning curve. How do you explain velocity and address their concerns?
“I understand your concerns but even on seasoned Agile teams the velocity varies in the first iterations, increases, and eventually plateaus.”
“Ideal time shouldn’t be a consideration for Agile and the learning curve is considered. So, you shouldn’t worry too much about it”
“Your velocity is dependent on the amount of work that needs to get done in each iteration and that can fluctuate.”
“Everyone will understand the learning curve and the product owner won’t overwhelm you with work on your first couple iterations.”
3Your team has determined that there are 300 points of functionality left in the backlog to complete. The first 4 iteration’s velocity has been tracked at:
20 Points
25 Points
21 Points
35 Points
12
25
10
14
4Your team is working with course-grained requirements and when it is time to break them down to fine grained results they will. Until then they will wait until they have more information. This is an example of what best practice?
Decision delay
Risk mitigation
Backlog refinement
Agile schedule management
5Which of the following best describes the concept of ideal time?
How long something will take with distractions
Sustainable pace
How long something will take without any distractions
The total velocity to complete the project
6Whose job is it to keep the backlog in order and everyone in the organization respects their decisions?
Agile project manager
Product owner
Development team
Development team
7Story maps are an effective tool for the team, so they can see the potential results of the project in a visual way. Which of the following is another reason why the team would use story map?
It is the best tool to help with prioritization
It is the best tool to help with wireframes
It is the best tool to help with epics
It is the best tool to help with user stories
8Which of the following is used for by the team to understand the customer or end users in a way that makes them more relatable.
User story
An epic
A persona
A placeholder
9You team’s velocity has stabilized at a comfortable 20 story points per iteration. In the fifth iteration one of the team members was hospitalized for a week causing the team
to only complete 18 story points. How will the last couple story points be managed?
The team will work overtime to complete the work to which they have they committed.
The team will adjust their next sprint plan from 20 to 18.
The team will do 22 story points in the next iteration.
The team will put the remaining two points back into the back to be selected for the next or another iteration
10Your team is estimating work using planning poker. All team members agree that the work size is a 10, except for Karen. Karen is amendment that the work should be a 6 in size and explains her concerns to the rest of the time and they vote again. This time the entire team votes that 6 should be the size of the work. What could the reason have been for the original discrepancy?
It could be due to product uncertainty or technical uncertainty of the other team members.
Karen is being difficult and trying to get her way while building in buffer time for the work.
The team should have used tee-shirt sizing to get a better result.
The team should talk to the product owner for leadership in the matter.
MGT641 Agile Project Management
Week 8 Quiz
What is the last value of the Agile Manifesto?
Responding to change over following a plan
Individuals and interactions over processes and tools
Customer collaboration over contract negotiations
Working software over comprehensive documentation
2Is Scrum an Agile methodology?
Yes. One of many
No. Scrum is a waterfall method
Yes. Scrum applies to best practices or methods of Agile.
No. Scrum is a framework.
3What does MoSCoW stand for?
Must Scrum Consistently Not Waterfall.
More Scrum Coding Willingly.
Must, Should, Could, and Won’t.
MoSCoW is a made-up acronym.
4What is the difference between Waterfall/predictive project management and Agile frameworks?
Waterfall is preplanned and so are Agile projects.
Scope is fixed on Agile projects but not on Waterfall projects.
Agile plans are just in time, and Waterfall projects are preplanned.
They both are project management frameworks.
5Bill and Juan are discussing their Scrum project and are trying to understand empirical process control. As their Scrum Master, how would you explain it?
Decisions are made based on observation and experimentation rather than on detailed up-front planning.
Decisions are made based on a business case rather than at the last minute.
Decisions are made based on expert judgment.
Decisions are made by senior management.
6Scrum can best be described as which of the following?
A methodology
A philosophy
A framework
A method of project management
7XP is an acronym that stands for which of the following?
Extra Projects
Extreme Projects
Extreme Programs
Extreme Programming
8Which of the following describes the seven forms of waste on an Agile project?
Kanban
Lean
Kaizen
Crystal
9During a sprint, which of the following describes the development team meeting to discuss what they worked on the day before, what they worked on today, and what impediments are in their way?
Daily stand-up meetings
Sprint planning
Sprint review
Daily Scrum
10What is the difference between a Waterfall project charter and an Agile project charter?
Agile projects don’t use charters.
•Waterfall charters are comprehensive, and Agile charters are more flexible.
•Waterfall charters are needed for formal authorization to begin, and Agile charters are just a kickoff document.
•There isn’t a difference.
11In order for all stakeholders to have an idea as to what the finished product increment will be, what must be discussed and agreed upon?
The final product
The schedule
The definition of done
The scope definition
12You are the Agile project manager for a brand-new team who is just learning about Agile frameworks. How do you explain your role on the project?
You are a servant leader.
You manage the product backlog
You create schedules and budgets for senior management.
You have the final say on the definition of done.
13Your newly formed team is experiencing some conflict in work styles and can’t seem to agree on a direction. According to Tuckman’s Ladder, what stage is your team currently in?
Forming
Storming
Norming
Mourning
14As an Agile project manager, it is important for you to have a variety of interpersonal skills. This will enable you to better lead your team. Which of the following describes your leadership capabilities?
Effective leadership
Adaptive leadership
Agile leadership
Team leadership
15A team that is very new to Agile decides that they will have a bit of an initiation phase to determine how to move forward. The phase will not produce an increment, but it is helpful to determine direction. What is this phase referred to?
Iteration Zero
Initiation phase
Iteration one
Kickoff phase
16A distinct iteration length or meeting duration can best be described as which of the following?
Schedule
Timebox
Duration estimation
Epics
17Why is planning poker an effective way to plan how much work the team will accomplish in a sprint or iteration?
The team decides what to discuss.
Size is easier to estimate than duration.
The Agile project manager can team build.
It allows for bonding on the team level.
18Which of the following best describes how the scope of work is represented?
Tasks
Activities
Maps
User Stories
19Your customer has explained to the team that they want a software program that will help them with their sales data. After you collect requirements and build out the first increment, the customer states that it isn’t anything like what they were picturing and it is going in the wrong direction. What could have happened to cause this?
The gulf of misunderstanding
The project manager didn’t collect the right information.
The customer doesn’t know what they need.
The customer is just being difficult because they don’t understand software design.
20In a group discussion with your stakeholders, the team suggests that they give the customer the equivalent of the total budget in fake money to see how they would spend it and on what features. This is referred to as which of the following?
100-point method
Kano analysis
Monopoly money
Dot voting
21You are the product owner working on the backlog, and your team identifies a risk event that could potentially be more expensive than three of the four features being built. How could the product owner address this?
With a risk-adjusted backlog
With a risk register
With a discussion meeting
With a risk response
22Carl is working on a string of code he created several weeks ago in order to make it more efficient without changing its behavior. What is Carl doing?
Tech debt
Refactoring
Bug fix
Fixing defects
23Right in the middle of a very important project, the entire team’s computers crash due to a virus. This is an example of which of the following?
A special cause
A common cause
A defect
A risk
24Bill is explaining to Ling that the best practice is not to take on too much work in an iteration, which creates partially done work. Which of the following is Bill talking about?
Cycle time
Lead time
Limiting work in progress (WIP)
Risk mitigation
25Your team has a chart in its team space that depicts risk mitigation efforts. Currently, the chart shows a downward trend. What does this tell the team?
Risk isn’t being managed effectively.
Mitigation efforts are working.
What is in the risk-adjusted backlog.
The team’s velocity
26Dennis and Abdul are working with their team members to reduce the time it takes to produce value. The team is examining the current state and working toward a future state in a visual manner. Which of the following will help with that?
Value stream mapping
Continuous improvement
Shu Ha Ri
Retrospective
27You are facilitating your team through an exercise called “remember the future.” Which of the following facilitated meetings are you holding?
1. Lessons learned
2. Intraspective
Retrospective
Daily Scrum
28Your team has just wrapped up a review with the customer, and it is now meeting to discuss how the iteration went. Which of the following timeboxed meetings is your team in?
Intraspective
Lessons learned
Retrospective
Kick down
29Your organization runs mostly Waterfall projects, but it sees the value in several Agile best practices. So, the organization adopts those practices and adds them to the project as a hybrid approach. This is referred to as which of the following?
ScrumBan
Enterprise Scrum
Tailoring
Process improvement
30The best type of team space tooling includes having the team be set up in what way?
Colocated
Virtual
A combination of colocated and virtual
How the organization decides it should be set up
