Agile Software Development Coursera Quiz Answers

Get All Weeks Agile Software Development Coursera Quiz Answers

Agile Software Development Week 01 Quiz Answers

Quiz 1: Agile Values and Principles

Q1. What are some of the challenges with waterfall methods that prompted the software industry to come up with alternatives like agile? Select three.

  • It is difficult to predict user/customer needs
  • Projects cost too much
  • Incorrect interpretations of requirements by developers go undetected for a long time. During user acceptance tests, these issues are discovered but it is very late.
  • Integration issues between different components of the software go undetected for a long time. During the testing phase, when all the components are integrated, these issues are discovered but it is very late in the process.
  • Projects were very complex and big

Q2. What are the four values of the Agile Manifesto?

  • Responding to Change Over Following a plan
  • Customer Collaboration Over Contract Negotiation
  • People and Interaction Over Processes and Tools
  • Planning Properly Over Just Executing
  • Working Software over comprehensive documentation

Q3. Which Agile Value does the following principle align with:

“Build projects around motivated individuals, give them the environment and support they need, and trust them to get the job done.”

  • Individuals and Interaction Over Process and Tools
  • Respond to Change Over Following a plan
  • Customer collaboration over contract negotiation
  • Working software over comprehensive documentation

Q4. Which of the following aligns with the agile principle:

“Business people and developers work together daily throughout the project.”

  • Since agile methodologies do not recommend writing all detailed requirements upfront, it is really important to support greater collaboration between business people and developers so that they can build a shared understanding of what needs to be built.
  • Business people and developers MUST meet face-to-face daily to clarify confusion, questions, etc.
  • Business people also need to code together with developers to make faster progress.

Quiz 2: Using Agile Methods

Q1. What are some of the benefits organizations have seen from using agile methods? Select five.

  • Project Visibility
  • Increased productivity
  • Increased project governance
  • Increased Team Morale
  • Improved Business / IT Alignment
  • Better Software Quality

Q2. The agile principle of “Deliver working software frequently” helps with which of the following challenges of the predictive model? Select two.

  • It helps prevent change
  • It helps validate user needs.
  • It helps detect translation issues.

Q3. What new challenges does agile bring? Select two.

  • Very uncomfortable for leaders because of the unpredictable journey
  • Architecture/Design/Database modeling is challenging
  • Agile eliminates all documentation hence making it very difficult to use the software

Quiz 3: Applying an Agile Mindset

Q1. What are some of the tactics/concepts you can use to implement an agile mindset? Choose two.

  • Create a lot of meetings to increase collaboration
  • To keep the cost of change down, use engineering practices like automated tests, continuous integration, incremental design
  • Build in small bite-sized chunks. These chunks could represent both iterative and incremental approaches
  • Don’t waste too much time documenting, planning or designing. Focus your time on coding and implementation always.

Q2. If a developer says “We don’t do any discussion or upfront design” because we are agile”, is he/she truly representing what agile means

  • Yes, because in Agile, we start coding right away
  • No, agile does not mean starting coding right away.

Q3. When applying agile, we don’t need to do any release planning.. We only plan for a week.

  • True
  • False

Quiz 4: Agile Fundamentals

Q1. Which of the following statements align with the value of “Working software over comprehensive documentation” of the Agile manifesto?

  • Value delivering software over writing documentation.
  • An agile coach says to the team “Documentation is of no use.”
  • A manager tells the team: “Writing certain documentation is company policy so we must create them irrespective of its use.
  • If documentation is absolutely essential then create it.

Q2. Which of the following is true about the Agile Manifesto? (select any 2)

  • Agile Manifesto was primarily based on theoretical knowledge
  • The Agile Manifesto specifies the exact practices and processes that Agile teams are expected to follow
  • The Agile Manifesto consists of 4 values and 12 principles.
  • The Agile Manifesto is a work in progress and we are continuing to learn.

Q3. Which one of the following statements/situations/conversations align with an agile mindset?

  • A manager providing a status update to a customer says: “We are done with requirements and design so we are 50% done.”
  • A manager e-mails her team: “Meeting face to face just for a 15-minute discussion is inefficient, let us all just dial in from our desk.”
  • A software vendor says to a client: “We must define exactly what the user needs and put that in the agreement.”
  • Manager: “The customer is suggesting another change in feature X which is complete according to the specification. They agree that it was built as we agreed upon but it lacks some functionality and will result in user frustration. Should we implement the change or not?”
  • Developer: “Yes, if it does not fulfill user needs, we should make the change.”

Q4. Why is it difficult to predict user needs and requirements? (select any 3)

  • Difficult to understand user needs.
  • Translation issues. Requirements are misinterpreted.
  • Sometimes the market shifts from time when the requirements were originally defined.
  • There is not enough time spent on requirements. If we spend more time early, we can define requirements very accurately.

Q5. Which of the following statements align with following Agile Principle:

  • “Deliver working software frequently, from a couple of weeks to a couple of months, with a preference for the shorter timescale”
  • We MUST release software to actual users every couple of weeks.
  • We should frequently deliver software in some environment (not necessarily to production always) to gather user/client feedback
  • We should NOT release software to a production environment on a shorter timeframe. We should ONLY release it in lower environment (e.g., a test environment).

Q6. Which of the following aligns with this principle:

” Working software is the primary measure of progress.”

  • If a team has delivered 5 features out of 10 features (or stories), the team has made progress (they are more than 0% done)
  • If a team has written the requirements and done the design for 5 out of 10 stories, then the team has made some progress (they are more than 0% done)
  • On a 10-month project, the team has been working for 5 months. Thus, the project is 50% complete.

Q7. In which of the following situations, would you NOT recommend using an agile process?

  • For a project where change is not expected. requirements are well-known, and the solution is both well-known and repeatable.
  • For a project where the customer has an idea of what they want to build but is not sure of his/her exact needs.
  • For a project where the customer wants to build an e-commerce website the development team has never done something like this before. Further, the company knows that they want to build an e-commerce website but are not sure about the functionality at this time.
  • For a project where requirements are well known but the technology and solution are unknown (i.e., changes expected in the solution).

Q8. Which of the following is true for agile projects?

  • An agile methodology may help a team to go to market early by delivering with limited functionality.
  • Agile methods do not require rework because the team knows exactly what they building. No refactoring of code is needed.
  • Scrum is the best way to implement agile.
  • If somebody says, they use an agile methodology, they must be doing either Scrum or XP.

Q9. One of the core principles of agile is to “Embrace Change”. This makes architecting and designing the system challenging since you don’t know all of the requirements upfront. Thus, you have to be prepared to make architecture and design changes. To effectively embrace change, agile teams must learn how to keep the cost of change low.

  • From the options below, select the ones that can help mitigate this challenge. (Select 3)
  • Keep the design simple and just build what is required. It is easier to change a simple design than to update a complicated design.
  • Automated Regression testing provides faster feedback which helps you detect defects quickly. This in turn, gives you confidence to make changes.
  • Try to define as many requirements as you can at the beginning of the project, and spend a good amount of time designing the system.
  • Keep the code clean and continuously improve/refactor the design as needed. Don’t delay these changes for later.

Q10. Which of the following is true for a typical agile project? (select 2)

  • No discussion sessions happen around what we want to build. We start with coding.
  • The team talks about the high-level software architecture/design as well as their approach for building software (the release plan) before directly jumping into coding.
  • The team does a detailed design before starting to code.
  • If required, the team may need to plan and conduct training, etc. for users before launching the system.
  • Release planning is never required on an agile project. We only plan for a day or for a week at the most.

Agile Software Development Week 02 Quiz Answers

Quiz 1: User Stories

Q1. What of the following are the qualities of a good user story as mentioned in the INVEST model? Choose three.

  • Independent: Dependencies among stories should be minimized
  • Natural: Stories should feel intuitive to the user
  • Valuable: Stories should be valuable to the user
  • Editable: Stories should be editable after and during development
  • Specific: Stories should define a very specific requirement
  • Testable: Once the story is implemented, we should be able to test that it is done

Q2. What issues do you see in the following story?

As a grocery buyer, I want to see different food items in different colors: red for meats, brown for grains, and green for vegetables so that i can identify food items by type.

  • This story breaks the quality of negotiable.
  • This story has no issues. It has all the info we need in a story.
  • The user “grocery buyer” is not a valid user.
  • This story is not testable.

Q3. What are the 3 Cs of user stories?

  • Card
  • Complete
  • Creative
  • Confirmation
  • Conversation

Q4. What are some of the key parts of a user story? Choose four.

  • The estimated development time
  • The design of the back-end functionality including table and field names.
  • Who is it for? What does the user want to do? Why does the user want to do that?
  • The names of the developer who will implement the story and the tester who will validate it.
  • The story title
  • Acceptance tests

Q5. Which of the following statements are true about “Spike” stories? Choose three.

  • It is recommended that these stories have well-defined acceptance criteria so that the team knows what is expected at the end of the exploration.
  • Spikes are stories that allow slack time for team members to pursue their interests.
  • Spike stories are time-boxed.
  • They can be used for knowledge acquisition.

Quiz 2: Gathering User Needs

Q1. The goal of a story writing workshop is to:

  • Write as many foundational stories as possible.
  • Write as many user stories as possible in priority order.
  • Write as many user stories as possible under the themes identified.
  • Write as many themes as possible.

Q2. What are some of the valid ways to handle non-functional requirements in agile development? Select two.

  • Delay handling non-functional requirements until the end and then work on them after development is done.
  • Create specific stories that outline the non-functional needs with clear acceptance criteria.
  • Add non-functional requirements to the definition of done for all stories.

Q3. Which of the following are true about story writing workshops? Select two.

  • All stories created have to be at the same level.
  • A story-writing workshop can take anywhere between a few hours to a few days.
  • The whole team (including the product owner, the scrum master, and the development team) participates in the story-writing workshop.

Q4. What are some of the ways a story map can help software development? Select all that apply.

  • It helps discover user needs.
  • It helps plan releases and work.
  • It organizes and prioritizes the story backlog.
  • It builds a shared understanding among team members.
  • It helps communicate user needs with the stakeholders and get feedback.

Q5. What are some of the activities you expect to see in a story mapping exercise? Select three.

  • Randomly write a story and its details.
  • Find variations in the paths the user can take through the system.
  • Find gaps in the story map by walking through the user experience (as expressed in the activities/tasks) aloud.
  • Plan releases/journeys.

Q6. What are the characteristics of a good product backlog? (Select any 4)

  • Estimated
  • Prioritized
  • Detailed appropriately
  • Emergent
  • Complete with design details
  • Every story is assigned to the developer

Quiz 3: Agile Estimation

Q1. Who estimates the effort to complete a product backlog item (a user story)?

  • The scrum development team after clarifying the requirement.
  • The scrum master with input from the scrum development team.
  • The most senior people in the organization such as the engineering managers and the chief architect.
  • The product owner with input from the scrum development team.

Q2. What is true about Agile Estimation techniques? Select two.

  • Estimates are shared.
  • They estimate effort and not duration.
  • No planning, No estimation. It is considered non productive activity.
  • The senior-most person should create estimates and get feedback from team members.

Q3. Which of the following estimates represents concept of relative sizing? Select three.

  • Story A is bigger than Story B. Story C is smaller than Story A.
  • Story A will take 1.5 ideal days, Story B will take 5 ideal days and Story C will take 3.5 Ideal Days
  • Story A will take half the time Story B will take. Story C will take double the time Story A will take.
  • Story A is 1 apple, Story B is 5 apples, and Story C is 10 apples
  • Story A will take 1 day, Story B will take 5 Days and Story C will take 10 days

Q4. What is true about the planning poker estimation technique? Select three.

  • It is a superfast technique to estimate lots of stories in a short amount of time.
  • It helps uncover misunderstandings.
  • It supports the concept of shared estimates.
  • Everyone involved in development has to participate in estimation.

Q5. Which of the following observations are true about Card Sorting? Select two.

  • It is very useful for estimating a large number of stories.
  • It is a very inaccurate method of estimation.
  • This technique benefits from using relative sizing.
  • Not everybody on the development team participates in this method.

Q6. What is true about estimation using Ideal Days? Select two.

  • It has a potential issue of “My ideal days are not your ideal days”.
  • It is a relative sizing technique.
  • It is very fast to estimate.
  • It is very natural for a new team member to understand.

Quiz 4: Release Planning and Tracking

Q1. Calculate the velocity range a team should use to select work for next iteration based on their past velocities (see chart below). The team uses the last 5 iterations to estimate their velocity. Use the format “from-to” to specify the answer (e.g., 0-100).

Table 1: The velocity of previous iterations

IterationStory points completed

Q2. A team was doing release planning and they decided that the next release will include all stories from Story 1 to Story 11 (see table 2 below).

  • The velocity range to be used for the release planning is 15-22.
  • The team works in a 2-week iteration.
  • It costs about $50,000 per iteration to fund the entire team.

Calculate the estimated duration for the next release. Additionally, how much will this release cost?

Table 2: Prioritized Product Backlog

Story TitleEstimate (in ideal days)
Story 15
Story 25
Story 38
Story 43
Story 55
Story 65
Story 73
Story 85
Story 98
Story 108
Story 113
Story 123
Story 133
Story 145
Story 158
Story 163
Story 175
Story 185
Story 198
Story 208
  • Duration: 6-8 weeks, Cost: 150K to 200K
  • Duration: 3-4 weeks, Cost: 150K to 200K
  • Duration: 10-14 weeks, Cost: 500K to 700K
  • Duration: 6-8 weeks, Cost: 300K to 400K

Q3. Select scenarios below where the team used the correct approach to handle special cases of team velocity.

  • One of the team members is taking a couple of days off in the next iteration, but the team didn’t adjust its velocity to reflect that.
  • The team is getting more defects/support work so they are not able to finish the stories selected for the current sprint. The team estimated that it takes 30% of the team’s capacity to handle support work. The team decided to reduce velocity by 30% and use it for future iteration.
  • A new team member is going to join the team in the next iteration, so the team adjusted their velocity appropriately and selected more work to do in the iteration
  • To forecast velocity for the first iteration,
    • 1) the team builds a deeper understanding of a few stories from the backlog
    • 2) From the understood stories, they select stories they feel they can get done in one sprint.
    • 3) The sum of the estimates of the selected stories is the team’s forecasted velocity.

Q4. Which of the following methods can help you track a release? (select any 2)

  • A cumulative flow diagram for a release
  • A release burn-up chart
  • An iteration burn-down chart
  • A weekly status report

Quiz 5: Requirements and Planning

Q1. What is true about user stories in Agile Software Development? (Select any 3)

  • User stories are tokens for conversations.
  • To be valid, a story MUST follow the following syntax template: “As a _ I want to ______ so that ________ .”
  • Stories can be written at different levels, refined, and split into smaller stories as you move from vague ideas to implemented software.
  • All stories have to be the same size.
  • User stories are used to plan, design, describe, build, and validate your product.

Q2. What are some of the benefits of writing acceptance tests for a story? (select 4)

  • They make sure the story is easy to develop.
  • They help build a common understanding between team members.
  • They help you write test cases for the story.
  • They can potentially help you split stories if required.
  • They help the product owner (who is writing the story) think through the user’s needs.

Q3. What is wrong with the following story? (Select any 2)

“As a product owner, I want a list of highly-rated restaurants on the brochure.”

  • It doesn’t specify the value of the story (the “why” is missing).
  • The user who benefits from this story is missing (the “who” is missing).
  • The story is not small.
  • The story is not negotiable.

Q4. What is wrong with the following user story? (Select any 2)

  • “I want the software to be easy to use.”
  • No valid user is identified.
  • The story is very big.
  • The story is not valuable.
  • It is not testable.

Q5. How is gathering user needs/requirements different on an agile project? (select any 3)

  • At any given time, the level of detail may be different for different parts of the software.
  • The agile way supports progressive refinement—defining the right level of detail at the right time.
  • Agile encourages conversations as a key method for building a shared understanding.
  • In agile, we don’t waste time on understanding user needs. Instead, we build something, show it to the user, and learn.

Q6. What are some of the activities that happen during a User Story Writing Workshop? (Select any 4)

  • To generate stories, one of the options is to start from the top down or bottom up.
  • Everybody silently writes user stories around a theme
  • User role analysis and defining personas
  • Sometimes, you keep it free-form for people to write stories and later group them by theme.
  • The leaders of the organization lay out exactly what needs to be built.

Q7. Which of the following is true about the Story Mapping technique? (select 3)

  • It is a user-centric approach where we map out the system from a user’s perspective.
  • Only the product owner and users attend the story mapping exercise.
  • The horizontal axis (moving from left to right) in a story map represents time.
  • The vertical axis (moving from top to bottom) in a story map represents rough priority.
  • One story map can only have one user. It is not recommended to have multiple users on the same story map.

Q8. Due to an unpredictable market event, the Product Owner (PO) asked the team to complete the next release in 6 weeks. Assuming the backlog in Table 2 is up to date and prioritized from highest to lowest, the Product Owner wants you to estimate what can be done in next 6 weeks. Describe 1) what can be done, 2) what might be done, and 3) what will not be done.

The velocity range to be used for the release planning is 15-22.

The team works in 2 week iteration.

Table 2: Prioritized Product Backlog

Story TitleEstimate (in ideal days)
Story 15
Story 25
Story 38
Story 43
Story 55
Story 65
Story 73
Story 85
Story 98
Story 108
Story 113
Story 123
Story 133
Story 145
Story 158
Story 163
Story 175
Story 185
Story 198
Story 208
  • Most likely: Story 1 to Story 8; Might Be Done: Story 9 to Story 13; Not likely: Rest of the stories
  • Most likely: Story 1 to Story 9; Might be Done: Story 10; Not likely: Rest of the stories
  • Most likely: Story 1 to Story 11; Might be Done: Story 12 and 13; Not likely: Rest of the stories

Q9. What is true about planning with an agile mindset? (Select any 2)

  • Plan as little as you can. Planning is considered a non-productive activity.
  • Planning is mostly done by the project manager.
  • Plan just enough, just in time.
  • Use Adaptive Planning.

Q10. What do we mean by Velocity in agile terms?

  • It is calculated at the team level and represents how much work a team can get done in an iteration.
  • It is the velocity of the individual team members, not the team
  • It is calculated at the team level and represents the estimated duration of the current iteration.
  • It represents actual work done in the first iteration of the project.

Agile Software Development Week 03 Quiz Answers

Quiz 1: Scrum Overview

Q1. Which of the following are official rituals/meetings/practices in scrum? Select four.

  • Mid-Sprint Status Review Meeting
  • Sprint Review Meeting
  • Sprint Retrospective Meeting
  • Sprint Planning Meeting
  • Daily Scrum Meeting

Q2. What are the three roles in Scrum?

  • Product Owner
  • Analyst
  • Scrum Master
  • Architect
  • The Team

Q3. Who prioritizes the work in Scrum?

  • Product Owner
  • Scrum Master
  • Team Manager
  • The Team

Q4. What artifacts are defined as part of Scrum framework? Select two.

  • Product Backlog
  • Sprint Backlog
  • Iteration Burndown / Burnup
  • Product Specification
  • Test Plan

Quiz 2: Sprint Planning and Tracking

Q1. In Scrum, when is the sprint backlog created?

  • At the beginning of the project
  • During the sprint planning meeting
  • During the backlog refinement meeting
  • Whenever needed

Q2. In Scrum, how is the Product Backlog arranged?

  • Most important items at the top, least important items at the bottom.
  • Large items at the top, small items at the bottom.
  • Into categories, P1, P2, P3, etc.
  • Items are randomly arranged.

Q3. In which artifact is the customer requirements stored?

  • In the Product Backlog
  • In a database
  • In a Scrum Product Requirement Specification
  • Nowhere. The Scrum Product Owner knows them

Q4. What is usually plotted on the x-axis of the Sprint Burndown Chart?

  • Days of the sprint
  • Tasks
  • Hours
  • Team member names

Q5. What is a Sprint Burndown Chart?

  • A sprint plan which is burned to celebrate successful completion of sprint.
  • A chart showing the trend of work remaining across time in a sprint.
  • A chart showing the trend of work accomplished across time in a sprint.
  • A graph to measure human burnout effect due to fast pace of sprint

Q6. Your team is planning out the next sprint. You’ve chosen to fill the sprint by taking stories in priority order from the product backlog and stopping when you reach the first story that won’t fit in the sprint.

Based on following details, which stories should the team commit to for a sprint?

Table 1: Prioritized story with estimated story points and total estimate in hrs of tasks for that story.

StoryStory PointsTotal of Tasks Estimates
Story 1516 hrs
Story 2816 hrs
Story 3524 hrs
Story 4316 hrs
Story 51332 hrs
Story 6826 hrs
Story 758 hrs
Story 8815 hrs
Story 9512 hrs

Table 2: Capacity of Team members for given sprint

Name# days availableHours / dayCapacity (hrs) You compute this
  • Story 1 and Story 2
  • Story 1, Story 2, and Story 3
  • Story 1, Story 2, Story 3, and Story 4
  • Story 1, Story 2, Story 3, and Story 7

Quiz 3: Sprint Review, Retrospective and Execution

Q1. During sprint execution, when are new tasks added to the sprint?

  • When the product owner identifies a new task.
  • When the scrum master identifies a new task.
  • Never. Sprint tasks are fixed and decided during sprint planning.
  • As soon as possible after they are identified, unless they reflect a scope change in the sprint goals.
  • When the scrum master approves them.

Q2. Who should attend the sprint retrospective?

  • All team members.
  • The scrum master and some of the team members.
  • Everybody in the team, except for the product owner.
  • Everybody who is attending the sprint review, to get as much feedback as possible.
  • The product owner, team members, and their managers.

Q3. How long should the Daily Standup be?

  • At least an hour.
  • As long as you need.
  • Short fixed duration (most commonly 15 min).
  • Change based on how many people are attending.

Q4. Which of the following are discussed in a sprint retrospective? Select three.

  • What’s working?
  • What’s not working?
  • New action items / What can we do better?
  • Finding mistakes and achievements of individual team members.

Quiz 4: Scrum

Q1. Which of the following is true about Scrum?

  • It is encouraged to make iteration scope changes during the sprint.
  • In the daily stand-up, everybody talks about what they worked on, what they are planning to work on, and any impediments they have.
  • Burn-down and Burn-up charts help the team track the progress of the current sprint.
  • In a Sprint Retrospective, we talk about what we built, demo it, and get customer/client feedback.
  • In a Sprint Review, we talk about the process and talk about what worked, what didn’t work, and how we can improve.

Q2. Which of the following is TRUE about Scrum? (Select two)

  • Scrum is an adaptive model.
  • Scrum has fixed, time-boxed development cycles called sprints.
  • The daily stand-up in scrum is mainly for the scrum master to get the status of the project.
  • Scrum is the best way to implement the agile mindset. Other Agile methods are not as effective.

Q3. You are a developer on a scrum team. Your scrum master invited you to attend a sprint planning meeting. Which of the following activities would you expect in that meeting?

  • The team talks about what went well and what didn’t go well in the sprint.
  • The developers/testers provide a high-level estimate for stories.
  • The developers/testers ask questions to understand the stories.
  • The team will select the stories to work on for the next iteration (sprint).
  • Either during the meeting or afterward, developers create tasks to further solidify what work needs to be done and make final a work commitment for the sprint.
  • The product owner (or equivalent) shares the top priority stories for the sprint.

Q4. You need to calculate a team member’s capacity for an iteration. Which of the following activities should be EXCLUDED from the committed capacity of the team member?

  • Time spent on defects
  • Paid time off (PTO)
  • Organizational Meetings
  • Sprint Ceremonies
  • Basic support for the product
  • Helping other team members

Q5. What should happen in the sprint review meeting?

  • What happened during the Sprint is reported.
  • Feedback is gathered from stakeholders resulting in additional items added to the product backlog.
  • Presentation slides are shown about hypothetical things.
  • A potentially shippable product increment is demonstrated live.

Q6. The CEO asks a team member to do some work outside the goals of the current sprint in progress. What should the team member do?

  • Add it to the next sprint.
  • Add it to the current sprint while swapping out committed work of equal size.
  • Inform the product owner so he can work with the CEO and if it is still necessary to get this work done in the current sprint, it should be discussed with in the team.
  • Add it to the current sprint.

Q7. When is a sprint complete?

  • When all tasks are complete.
  • When all committed product backlog items meet their definition of done.
  • It depends.
  • When the sprint duration ends. For example, if sprints are 2 weeks long, then the sprint is complete at the end of those 2 weeks.

Q8. Which of the following are the goals of the daily stand-up meeting?

  • Remove every single impediment in this meeting.
  • Report progress to the manager.
  • Identify impediments.
  • Assign work to people.
  • Share status information.
  • Set team direction and synchronize the day’s activities.

Q9. Which of the following is true about Sprint Reviews?

  • Only team members attend the Sprint Review.
  • The Sprint Review is to show stakeholders the documentation and design. The demo should be given to the customer before the sprint review.
  • Individual team members should be encouraged to demo the work they did.
  • The Sprint Review should be done every week even if your sprint duration is 3 weeks or longer.

Q10. Which of the following statements are true about the Sprint Retrospective? (select all that apply)

  • There is one format you should use to conduct retrospectives: What’s working, what’s not working, and what can we do better?
  • Team members should avoid blaming (finger pointing) other team members in the retrospective.
  • Managers should be required to attend retrospectives so they know what problems team members have.
  • It is important to follow up on action items the team decided to work on.

Quiz 5: XP

Q1. Which of the following is the right sequence when developing software using the XP practice of Test First Programming?

  • Write code
    • Refactor as necessary
    • Write a test
    • Make the test pass
  • Write a test
    • Make sure the test fails
    • Write enough code so the test passes
    • Refactor as necessary
  • Design
    • Write code
    • Write a test
  • Write code
    • Write a test
    • Make the test pass
    • Refactor as necessary

Q2. Which XP practice prescribes that “the code [always be] written by two programmers at one machine”?

  • Pair Programming
  • Buddy Programming
  • Twin Programming
  • Peer Programming

Q3. Which of the following are primary practices prescribed by XP?

  • Pair Programming
  • Daily Standups
  • Continuous Integration
  • Weekly Retrospectives
  • Whole Team

Q4. One of the practices of XP is “Whole Team”. Which of the following statements align with its meaning?

  • The whole team should be working together to meet the team’s commitment
  • The whole team should always sit together in a room.
  • All the skills necessary to deliver the software product should be present on the team.
  • The whole team should be energized and passionate about the product they are building.

Q5. If an XP team cannot provide an estimate for a story, what should they do to gain a better understanding of the story?

  • Provide their best guess based on what they know.
  • Create a spike story—a new story under which the team will do some research or other work to gain a better understanding of the original story.
  • No action is required; keep the story with no estimates.
  • Skip that story and exclude that story from the release.

Q6. According to XP’s principles, what should you do when a story’s acceptance test fails?

  • Create a bug report so it can be fixed.
  • Extend the iteration’s duration so the bug(s) can be fixed in the same iteration.
  • As a team, update the acceptance test so the test passes.
  • Release the software without fixing; a few bugs is ok.

Q7. What activities occur as part of XP’s “Weekly Planning” practice?

  • Selecting the next week’s work.
  • Planning who is going to facilitate meetings for the rest of the week
  • Reviewing the previous week’s progress.
  • Breaking stories into smaller tasks.

Q8. According to the concept of “Whole Team”, which of the following statements are true?

  • It is not recommended for a team member to be part of multiple teams.
  • All of the skills the team needs to be successful should be in the team.
  • If the team finds out that they need a particular skill in the team, they can add a person with that skill to the team.
  • The team members never change. Once a team member is part of the team, that team member always remains part of the team.

Q9. An XP team is getting feedback more frequently than they can handle. What should they do?

  • Work extra hours each day to address all of the feedback.
  • Ignore the extra feedback.
  • Further, increase the frequency and quantity of feedback.
  • Slow down the frequency of feedback.

Q10. Which of the following statements are true about the XP value of “Simplicity”?

  • No matter what you are building, just choose a simple design even if it only partially solves the problem.
  • Select the simplest design that could work.
  • Generalize your solution so it can work for unanticipated future requests.
  • The software design for each component should fit on a single page.

Get All Course Quiz Answers of Software Development Lifecycle Specialization

Software Development Processes and Methodologies Quiz Answers

Agile Software Development Coursera Quiz Answers

Lean Software Development Coursera Quiz Answers

Team Networking Funda
Team Networking Funda

We are Team Networking Funda, a group of passionate authors and networking enthusiasts committed to sharing our expertise and experiences in networking and team building. With backgrounds in Data Science, Information Technology, Health, and Business Marketing, we bring diverse perspectives and insights to help you navigate the challenges and opportunities of professional networking and teamwork.

Leave a Reply

Your email address will not be published. Required fields are marked *