30 questions covering Execution, Scaling, and Delivery — from running a Sprint to closing the course. For learning, not assessment. Completed the first quiz? This one picks up where it left off.
30 questionsTrue / False · Single select · Multi selectSessions 7–10~15 min
0 / 30 answered
Session 7 — Iterations & Monitoring
Q1True / FalseSession 7
The Sprint Board's "In Progress" column having more items than the team has members is a sign of strong parallel productivity.
True
False
Q2Single selectSession 7
A burndown chart is completely flat for three consecutive days mid-Sprint. What pattern is this, and what should happen?
Healthy pattern — normal variation, no action needed.
Blocked Sprint pattern — the SM should escalate immediately, not wait for the Retrospective.
Scope creep pattern — new work was added without removing anything.
Slow start pattern — the team is front-loading research.
Q3Multi selectSession 7
During a Sprint that is running into trouble, which of the following can the team legitimately do? Select all that apply.
Descope stories that haven't been started yet, returning them to the backlog.
Re-estimate a story mid-Sprint if it turns out to be larger than expected.
Extend the Sprint by a few days to finish everything that was committed.
Swarm on a blocker — stop other work and clear the impediment together.
Quietly skip the Definition of Done on one story to hit the Sprint Goal.
Q4True / FalseSession 7
After a Sprint Review, the Product Owner should wait until a stakeholder asks for an update before sharing how the release forecast has changed.
True
False
Q5Single selectSession 7
A story has been sitting in "In Progress" for four days with no movement. According to the five warning signals, what is the correct first response?
Wait until the Retrospective to discuss it as a pattern.
Ask directly: is it blocked? If too large, split it now.
Reassign it to a different team member without discussion.
Remove it from the Sprint Backlog without informing the PO.
Q6True / FalseSession 7
A team with nothing to flag across multiple Daily Scrums is always a sign of an unusually well-organised team.
True
False
Session 8 — Agile in Practice
Q7Single selectSession 8
A team runs Sprints, standups, and Retrospectives — but standups are 25-minute status reports and Retrospective actions are never implemented. This is best described as:
A mature Agile team with a high communication overhead.
Doing Agile without being Agile — ceremonies without the mindset.
A correctly scaled Agile implementation.
An example of sustainable pace in practice.
Q8True / FalseSession 8
When a stakeholder asks "when will this be done?" and expects a specific date, the most honest and useful response is to say Agile teams cannot give dates at all.
True
False
Q9Multi selectSession 8
Which of the following are things a stakeholder actually needs, according to Session 8? Select all that apply.
A credible estimate, expressed as a range
A fixed, unchangeable delivery date set at project kickoff
Regular updates after every Sprint Review
Choices when the forecast shifts — not surprises
A guarantee that scope will never change
Q10True / FalseSession 8
Treating Sprint commitments as firm contracts rather than forecasts is identified in Session 8 as an anti-pattern.
True
False
Q11Single selectSession 8
What does "sphere of influence" mean in the context of applying Agile practices?
The total budget a Product Owner controls.
The domain where a person can make direct changes — starting with themselves, then their team, then broader relationships.
A formal title given to Agile coaches.
The number of teams reporting to a manager.
Q12Multi selectSession 8
Which of the following are real-world situations covered in Session 8 that a beginner is likely to encounter? Select all that apply.
A backlog that keeps growing because everyone adds to it and nobody removes anything
Designing a 90-day organisational transformation intervention
A stakeholder who wants a fixed plan and a guaranteed date
Comparing SAFe, LeSS, and the Spotify Model in depth
Retrospective actions that are agreed but never implemented
Session 9 — Value, Quality & Contributing Well
Q13Single selectSession 9
What is the key difference between acceptance criteria and the Definition of Done?
They are the same thing, just different names.
Acceptance criteria are story-specific; the Definition of Done is a team-wide standard applied to every story.
Acceptance criteria are written by the team; the DoD is written by the Product Owner alone.
The DoD only applies to bug fixes, not new features.
Q14True / FalseSession 9
A story can meet its acceptance criteria perfectly and still not be considered "done" by the team.
True
False
Q15Single selectSession 9
"Building the right thing" is primarily whose responsibility?
The Scrum Master
The Product Owner
The QA tester
Senior leadership
Q16Multi selectSession 9
Which of the following describe feedback that is likely to actually change behaviour? Select all that apply.
Observable — describes what was seen or heard, not an interpretation
General — applies broadly so the person understands the overall pattern
Specific — references a particular instance, not a vague trend
Timely — given as close to the event as possible
Delivered publicly so the whole team learns from it
Q17True / FalseSession 9
When working with a colleague who still thinks in Waterfall, the recommended approach is to convert them to Agile through argument and explanation.
True
False
Q18Single selectSession 9
Which statement best describes the PO-team relationship?
The PO manages the team and assigns daily tasks.
The PO decides what and why; the team decides how — and the team can challenge stories that are unclear.
The team decides what to build; the PO only writes documentation.
The PO and team have no formal relationship — they work independently.
Session 10 — Course Synthesis & Looking Forward
Q19Single selectSession 10
According to Session 10, what determines the order in which the six course stages were taught?
Alphabetical order of topic names.
Each stage builds on the one before it — mindset first, then framework, planning, execution, scaling, and delivery.
Random order, since Agile concepts are independent of one another.
Order of historical invention of each concept.
Q20Multi selectSession 10
Which of the following are among the "five things worth carrying forward" identified in Session 10? Select all that apply.
Feedback loops are the engine of everything in Agile.
SAFe is the recommended scaling framework for every organisation.
Estimates are forecasts, not contracts.
The User Journey determines what to build first.
Done means done — both acceptance criteria and the Definition of Done.
Q21True / FalseSession 10
The Final Assignment in Session 10 is completed at home after class, with no in-class time allocated.
True
False
Q22Single selectSession 10
A student finishes the course and wants to learn about OKRs, scaling frameworks, and flow metrics in depth. Where should they go?
Re-read Session 8, since it covers these topics in depth.
The post-course guide, "Where to go from here."
These topics are not covered anywhere in the course materials.
Session 5, since it covers planning frameworks.
Mixed — Across Sessions 7–10
Q23Single selectSessions 7–10
A team's burndown shows a flat line for two days, then a sharp drop at the very end of the Sprint. What pattern is this, and what is the risk?
Healthy pattern — no risk.
Slow start pattern — risk of a last-minute crunch and quality shortcuts taken under time pressure.
Scope creep pattern — risk of missing the Sprint Goal due to added work.
This pattern does not occur in real Sprints.
Q24True / FalseSessions 7–10
A team that skips code review under Sprint deadline pressure "just this once" is unlikely to face any lasting consequence, since the DoD can be re-applied next Sprint.
True
False
Q25Multi selectSessions 7–10
Which of the following are examples of proactive communication, as emphasised across Sessions 7, 8, and 9? Select all that apply.
The PO sharing an updated forecast after every Sprint Review, without being asked.
A team member raising a blocker the moment they realise they're stuck, not at the next standup.
Waiting for a stakeholder to ask for a status update before responding.
Telling a stakeholder about a problem before they discover it themselves.
A developer estimating optimistically to avoid an uncomfortable conversation in Planning.
Q26Single selectSessions 7–10
QuickBite's backlog has 152 points remaining after Sprint 1. The team's velocity from that Sprint was 28 points. Using a single-Sprint forecast, how many more Sprints are needed?
Approximately 4 Sprints
Approximately 5.4 Sprints, rounded up to 6
Exactly 28 Sprints
Cannot be calculated without more information.
Q27True / FalseSessions 7–10
Psychological safety — team members feeling safe to raise problems and disagreements — is connected to the "silent team" warning signal from Session 7.
True
False
Q28Multi selectSessions 7–10
Which roles are explicitly discussed across Sessions 7–10 as having specific responsibilities in maintaining team health? Select all that apply.
The Scrum Master — escalating blockers, protecting the Sprint Goal
The Product Owner — keeping the backlog current, communicating forecasts
Every team member — raising blockers early, enforcing the Definition of Done
Only senior management — quality is decided above the team level
Q29Single selectSessions 7–10
What is the relationship between the Session 6 release forecast and the Session 7 forecast update process?
They are unrelated — Session 7 introduces a completely different forecasting method.
Session 7 applies the same calculation from Session 6, using real Sprint data to update the forecast after each Sprint Review.
Session 7's forecast replaces story points with hours.
The Session 6 forecast is discarded once the Sprint begins.
Q30True / FalseSessions 7–10
The course's final assignment requires applying concepts from every stage of the course — vision, User Stories, estimation, the Definition of Done, and reflection — to a single scenario.