A. The Agile Manifesto’s last principle is responding to change over following a plan. See Chapter 1 for more information about the Agile Manifesto and its principles.

B. Scrum is considered an Agile framework rather than a methodology. See Chapter 2 for more information.

C. The mnemonic MoSCoW is used to help prioritize features into must have, should have, could have, and won’t have. See Chapter 8 for more information.

C. Agile frameworks focus on making plans at the last responsible moment to accommodate changes. Waterfall projects preplan and create baselines. See Chapter 1 for more information.

A. Empirical process control is using observation and experimentation rather than detailed up-front planning. See Chapter 2 for more information.

C. Scrum is described as a framework to manage projects. For more information, see Chapter 2.

D. XP is the acronym for eXtreme Programming, which is a type of Agile project management process. For more information, see Chapter 2.

B. The seven forms of waste are part of Lean. Waste consists of areas where poor practices are slowing down production of value. For more information, see Chapter 3.

D. The daily Scrum is considered a daily stand-up meeting but specific to the Scrum environment. For more information, see Chapter 2.

B. Project charters on an Agile project focus on the who, what, where, when, and how aspects with the knowledge that items may change rather than a formal, set approach to project charters as found in Waterfall projects. For additional information, see Chapter 4.

C. All stakeholders, including the team, must understand the definition of done so that everyone knows what the increment will be at the end of the iteration. For more information, see Chapter 4.

A. As an Agile project manager, you act as a coach and servant leader to your team. For more information, see Chapter 5.

B. A team that can’t manage its own conflict because it is newly formed is experiencing storming. For additional information, see Chapter 5.

B. Having good interpersonal skills allows you to practice effective adaptive leadership. For additional information, see Chapter 5.

A. Iteration Zero allows the team to create a plan for the first iteration. Typically, it is less than a full iteration length. For additional information, see Chapter 6.

B. A timebox is a set amount of time for a meeting or an iteration. For example, the daily Scrum is timeboxed for 15 minutes and a sprint is timeboxed for 30 days or fewer. For additional information, see Chapter 6.

B. Size is easier and more accurate to estimate than direction. Planning poker is a way to gain consensus on the sizing of work. For more information, see Chapter 6.

D. User stories are easier to understand than a list of requirements. For more information, see Chapter 6.

A. The gulf of misunderstanding occurs when the definition of done isn’t well understood or requirements gathered were not clear enough. For additional information, see Chapter 8.

C. Monopoly money is an excellent exercise to see where the customer would spend their budget and on what. This allows for a better understanding of the goals for all involved. For additional information, see Chapter 8.

A. A risk-adjusted backlog allows the team to build in time to mitigate the risk and still work on valuable features in an iteration. For more information, see Chapter 9.

B. Refactoring is adapting the code without changing its behavior. For additional information, see Chapter 9.

A. Both common and special causes create defects or problems on a project. In this case, even though crashes are commonly known, this was a surprise and affected everyone, therefore it is a special cause. For additional information, see Chapter 9.

C. Limiting WIP is the best way to make sure that all work selected is completed without partially done work. For additional information, see Chapter 9.

B. If the risk burn down chart is trending down, it means that the team’s mitigation efforts are going well. For more information, see Chapter 9.

A. Value stream mapping allows the team to focus on the current state and map out future states that can be improved. For additional information, see Chapter 10.

B. An intraspective allows the team to focus on the future, determine what could go wrong, and focus on the best ways to move forward. See Chapter 10 for more information.

C. A retrospective is a timeboxed meeting in which the team discusses what went well and not so well and creates plans for process improvement. For more information, see Chapter 10.

C. Tailoring is when value is seen in approaches outside of the normal set of best practices and a hybrid is created to suit the project. For more information, see Chapter 10.

A. Best practice would state that the team be colocated for the best performance. However, there are many teams that are virtual or combinations of both. For additional information, see Chapter 10.