PMI Updated PMP Exam Questions and Answers by hawwa

 According to the PMBOK Guide, one of the agile metrics that measures the quality of the team’s output is the Escaped Defect Rate, which tracks the number of problems found in the product after it has been released to the customer. The lower the defect rate, the higher the quality of the product and the customer satisfaction. Therefore, the team with the least amount of defects in their deliverables is performing better than the other teams, regardless of the number of story points they have calculated or completed. Story points are relative estimates of the size and complexity of the work, and they may vary from team to team depending on their experience, skills, and definition of done. Comparing story points across teams is not a valid way of measuring their performance, as it does not reflect the actual value delivered to the customer or the business. References:

PMBOK Guide, Sixth Edition, Chapter 6, Section 6.7.2.1

How to Measure Agile Team Performance by Wrike Guide

37 Agile Metrics — The Complete Guide for Agile Teams by Aha!

This is because reviewing the set of responsibilities with the team member can help clarify the expectations, roles, and accountabilities of both parties and reduce the potential for conflict1. Reviewing the set of responsibilities can also help identify any gaps, overlaps, or misunderstandings that may cause friction or confusion in the project team2. Reviewing the set of responsibilities can also provide an opportunity for constructive feedback, mutual respect, and problem-solving3.

Some of the other options are not appropriate because:

B. Avoid the team member to prevent further conflicts. This option is not a good conflict resolution technique, as it may worsen the situation by creating resentment, distrust, or isolation4. Avoiding the team member may also hinder the communication, collaboration, and performance of the project team5. The project manager should not avoid the team member, but rather engage them in a respectful and professional manner to resolve the conflict.

C. Escalate the situation to the project sponsor. This option may be too drastic and premature, as the conflict may not be a serious or irreconcilable issue that requires escalation. Escalation should be used as a last resort, when the project manager cannot resolve the conflict by themselves or with the team member. Escalation may also damage the relationship and trust between the project manager and the team member, as it may imply that the project manager is unable to handle the situation or respect the team member’s perspective.

D. Review the personnel skill documents. This option may not be relevant or helpful, as the conflict may not be related to the skills or competencies of the team member. Reviewing the personnel skill documents may not address the root cause or the nature of the conflict, which may be due to personality, communication, or expectation differences. Reviewing the personnel skill documents may also be perceived as a threat or a criticism by the team member, which may escalate the conflict or lower their morale.

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One of the key characteristics of agile development is iterative delivery of product increments, which allows for customer feedback and adaptation to changing requirements. To achieve this, the project scope needs to be broken down into smaller parts, each delivering a valuable and testable functionality. The first part should represent a minimum viable product (MVP), which is the smallest version of the product that can be released to the market and validated by the customers. This way, the project can deliver early and measurable value, and reduce the risk of building something that is not needed or wanted. References: Agile Methodology in Project Management as a Licensed PMP, Agile Guide to the Planning Processes - Agile Approach

In an agile environment, integration is not a separate phase that happens at the end of the project, but rather a continuous activity that happens throughout the project. Integration involves combining the work of different teams or individuals into a coherent whole that meets the customer needs and expectations. Frequent and continuous integration of work allows the project team to obtain early feedback, identify and resolve issues, and learn from the results. This helps to improve the quality, performance, and value of the product, and to reduce the risk of rework, delays, and defects. Therefore, the project manager should have ensured frequent and continuous integration of work to avoid the integration issues and the decline in the product release progress. The other options are not as effective or appropriate as frequent and continuous integration. Forming a separate quality assurance team to test all items at the end of each sprint would create silos, delays, and dependencies, and would not foster collaboration and ownership among the teams. Performing a Scrum of Scrums on a regular basis to help the teams remove impediments would be a good practice, but it would not address the integration issues directly, and it would depend on the frequency and quality of the communication and coordination among the teams. Arranging an online session on the integration concept and suggesting tools to the teams would be helpful, but it would not ensure that the teams actually integrate their work frequently and continuously, and it would not provide feedback and learning opportunities. References: Agile Practice Guide, 1st edition, Chapter 3.4.2, 3.5.2, PMBOK Guide, 6th edition, Chapter 4.4.2, 4.6.2