Project Manager
Agile and Scrum questions
134 questions on Agile and Scrum for project managers, easiest first.
Easy 44
- Purpose of the daily stand-upeasy
- Scrum accountabilitieseasy
- Who orders the backlogeasy
- Purpose of the retrospectiveeasy
- The Definition of Doneeasy
- Why WIP limitseasy
- Jira work item hierarchyeasy
- When waterfall fitseasy
- What velocity measureseasy
- Maximum sprint lengtheasy
- Reading the Agile Manifestoeasy
- The primary measure of progresseasy
- Late changes to requirementseasy
- The three pillars of Scrumeasy
- Which is a Scrum valueeasy
- Sprint Planning timeboxeasy
- Retrospective timeboxeasy
- Size of a Scrum Teameasy
- The user story templateeasy
- The N in INVESTeasy
- Why reveal estimates togethereasy
- What a spike iseasy
- Lead time vs cycle timeeasy
- A pull systemeasy
- A simple retrospective formateasy
- The Product Goaleasy
- A self-managing teameasy
- A cross-functional teameasy
- The TDD cycleeasy
- Pair programmingeasy
- What throughput measureseasy
- A blocked cardeasy
- The Release Train Engineereasy
- T-shirt sizingeasy
- Team stageseasy
- A stand-up that runs longeasy
- Sustainable paceeasy
- A minimum viable producteasy
- The 4Ls retrospectiveeasy
- Board columns in Jiraeasy
- Maximising work not doneeasy
- The sailboat retrospectiveeasy
- Continuous integrationeasy
- The Retrospective Prime Directiveeasy
Medium 51
- Choosing a delivery approachmedium
- A flat burndown chartmedium
- Burnup vs burndownmedium
- Little's Law cycle timemedium
- An item bigger than expectedmedium
- Cancelling a sprintmedium
- Who owns the Sprint Backlogmedium
- What a Sprint Review should bemedium
- Work not done at sprint endmedium
- Several teams, one productmedium
- Writing testable acceptance criteriamedium
- Converting points to hoursmedium
- Why a Fibonacci-like scalemedium
- Sprint capacity with leavemedium
- A burndown that risesmedium
- A widening band on a CFDmedium
- Roles in Kanbanmedium
- The expedite lanemedium
- Calculating flow efficiencymedium
- Size of an Agile Release Trainmedium
- The IP iterationmedium
- Keeping retrospective actions alivemedium
- A stand-up for the managermedium
- A team across India and the UAEmedium
- Silence in the retrospectivemedium
- Empirical vs predictive planningmedium
- The 2020 Scrum Guide changesmedium
- User story mappingmedium
- Sizing 150 items fastmedium
- Swarmingmedium
- What Scrumban meansmedium
- The Kanban practicesmedium
- Reading a cycle time scatterplotmedium
- A lean wastemedium
- Cost of delaymedium
- PI Objectives and business valuemedium
- Scrum of Scrumsmedium
- A program boardmedium
- Escaped defectsmedium
- A JQL filtermedium
- Iteration and area pathsmedium
- Adding a new team membermedium
- A bug in last sprint's storymedium
- Choosing sprint lengthmedium
- An absent Product Ownermedium
- Explicit column policiesmedium
- A now-next-later roadmapmedium
- Ideal daysmedium
- Planning a holiday sprintmedium
- A BA as Product Owner proxymedium
- Quality on an agile teammedium
Hard 39
- Forecasting with velocityhard
- Fixed date and budget, agile teamhard
- Tailoring the processhard
- Comparing team velocityhard
- Output of PI Planninghard
- Commitments for each artifacthard
- Ordering by WSJFhard
- Velocity as a targethard
- Monte Carlo forecastinghard
- Reading distances on a CFDhard
- A service level expectationhard
- Earned value on an agile releasehard
- Velocity with nearly finished storieshard
- A severe bug mid-sprinthard
- A strict Definition of Readyhard
- Component teams or feature teamshard
- Conway's law in practicehard
- A hardening sprint every releasehard
- PO and Scrum Master as one personhard
- An agile fixed-price contracthard
- The DORA metricshard
- ART predictabilityhard
- Large-Scale Scrum (LeSS)hard
- The Nexus Integration Teamhard
- Copying the Spotify modelhard
- Water-Scrum-Fallhard
- Sprint Zerohard
- Definition of Done across teamshard
- A WIP limit set too lowhard
- Work item agehard
- Forecasting without pointshard
- Stable teams vs resource poolshard
- A misleading agile metrichard
- Reading a control charthard
- Sprint goal success ratehard
- The agile testing quadrantshard
- Committing with a velocity rangehard
- Scaling a struggling teamhard
- Scope growing faster than deliveryhard