PMI Agile Practice Guide Quiz

1. What is the primary purpose of Agile approaches according to the PMI Agile Practice Guide?

To eliminate all documentation To enable the exploration of viable solutions in complex environments To make project managers obsolete To work without any planning

The guide emphasizes that Agile helps navigate complexity through iterative delivery and empirical feedback, not by eliminating documentation or planning.

2. Which of these is NOT one of the 12 Agile Principles referenced in the guide?

Deliver working software frequently Business people and developers must work together daily Comprehensive documentation is the primary measure of progress Welcome changing requirements, even late in development

Agile values working software over comprehensive documentation. The principles emphasize frequent delivery and collaboration.

3. What does the guide say about hybrid approaches?

They should never be used They can be tailored based on project context They must follow a 50-50 split between Agile and predictive They only work for software projects

The guide explicitly supports tailoring hybrid approaches to fit project needs, without prescribed ratios.

4. According to the guide, what is the main benefit of frequent product delivery?

Reduced need for customer involvement Early and continuous feedback Elimination of quality assurance Faster team burnout

Frequent delivery enables empirical process control through regular feedback loops, reducing risk.

5. What is the relationship between Agile and the PMBOK® Guide per the Agile Practice Guide?

They are mutually exclusive Agile replaces the PMBOK® Guide They complement each other The PMBOK® Guide is only for waterfall

The guide positions Agile as complementary to the PMBOK® Guide's process groups and knowledge areas.

6. Which Lean concept is emphasized in the Agile Practice Guide?

Maximizing work in progress Eliminating all forms of waste Detailed upfront planning Fixed scope contracts

The guide highlights eliminating waste (muda) as a key Lean principle applicable to Agile.

7. What does the guide recommend about Agile team composition?

Teams should be large (10+ people) for diversity Cross-functional teams are preferred Specialists should work in silos Business analysts aren't needed

Cross-functional teams with all needed skills are recommended to enable rapid, iterative delivery.

8. How does the guide suggest handling changing requirements?

Freeze requirements after planning Embrace changes to deliver customer value Charge extra for all changes Document changes but delay implementation

Agile processes harness change for competitive advantage, as stated in the Agile Manifesto referenced in the guide.

9. What is the recommended approach to risk management in Agile according to the guide?

Detailed risk registers are mandatory Frequent delivery inherently reduces risk Risks should only be reviewed at milestones Risk management isn't needed in Agile

The guide explains how iterative delivery provides early visibility into risks and opportunities.

10. What does the guide say about Agile and organizational culture?

Culture change isn't necessary Agile requires supportive organizational culture Culture only matters for large companies Agile works independently of culture

The guide emphasizes that organizational culture significantly impacts Agile success, requiring alignment with Agile values.

11. What is the recommended team size for Agile projects according to the guide?

3-9 people 10-15 people 20+ people No specific recommendation

The guide recommends small teams (typically 3-9 members) for better communication and collaboration.

12. What does the guide say about the role of project managers in Agile?

They are always unnecessary Their role evolves to be more facilitative They should control all decisions They must become Scrum Masters

The guide describes how traditional PM roles evolve toward facilitation and servant leadership in Agile environments.

13. How does the guide describe the purpose of daily stand-up meetings?

To provide detailed status reports to management To coordinate work and identify impediments To assign all tasks for the day To review documentation

Daily stand-ups are for team synchronization and problem-solving, not status reporting.

14. What is the guide's position on fixed-price Agile contracts?

They should always be avoided They can work with proper scope flexibility They are the preferred approach They require detailed upfront specifications

The guide acknowledges fixed-price contracts can work with timeboxing and variable scope approaches.

15. What does the guide recommend about Agile metrics?

Only velocity should be tracked Focus on outcome-based metrics over output Use the same metrics as waterfall projects Avoid all metrics to prevent misuse

The guide emphasizes value-delivery metrics (cycle time, business value) over traditional output metrics.

16. How does the guide describe the relationship between Agile and DevOps?

They are competing methodologies DevOps extends Agile principles to operations DevOps replaces Agile They have no relationship

The guide positions DevOps as a natural extension of Agile principles into operations and delivery.

17. What is the guide's recommendation about Agile adoption in large organizations?

Start with a complete enterprise-wide rollout Begin with pilot projects and scale gradually Only implement in IT departments Avoid Agile in large organizations

The guide recommends starting small with pilot projects to demonstrate value before scaling.

18. What does the guide say about Agile and regulatory compliance?

Agile cannot work with compliance requirements Agile requires special documentation approaches for compliance Compliance is easier with waterfall methods Agile eliminates the need for compliance

The guide explains how to structure Agile documentation to meet compliance needs without sacrificing agility.

19. How does the guide describe the role of leadership in Agile transformations?

Leaders should dictate Agile practices Leaders must model Agile behaviors Leadership involvement isn't necessary Leaders should focus only on results

The guide emphasizes that leaders must embody Agile principles to drive successful transformation.

20. What is the guide's view on scaling Agile frameworks?

One framework fits all organizations Scaling requires customizing approaches to context Scaling isn't possible with Agile Only Scrum can be scaled

The guide recommends tailoring scaling approaches rather than adopting rigid frameworks.