Dear Readers, Welcome to Agile Testing Objective Questions have been designed specially to get you acquainted with the nature of questions you may encounter during your Job interview for the subject of Agile Testing MCQs. These objective type Agile Testing questions are very important for campus placement test and job interviews. As per my experience good interviewers hardly plan to ask any particular question during your Job interview and these model questions are asked in the online technical test and interview of many IT companies.
A. Schedule flaws
B. Requirements creep
C. Employee turnover
D. Poor productivity
A. Expert opinion
D. A combination of all of the above
A. Generalized Specialists
B. Top management officials
C. Highly specialized developers
D. All of the above
A. Function points
B. Story points
C. Work breakdown points
D. Velocity points
A. Agile planning is done only once
B. Agile planning is non iterative
C. Agile planning places emphasis on the plan
D. Agile planning places emphasis on planning and is iterative
A. A group understanding of processes allows teams to execute their jobs more effectively and efficiently, hut it can never substitute skill
B. A process is more easily developed when the customer is more directly involved in its development
C. Skilled individuals are not necessarily required to be involved w’ith analyzing processes
D. Skill sets are absolutely crucial in the planning and execution of specific processes, html not its analysis
A. Unit Testing
B. Integration Testing
C. Exploratory Testing
D. Release Testing
A. Specification Breakdown
B. Scope Creep
C. Strategic Alienation
D. Intrinsic Schedule Flaw
A. A person who viIl only use the application infrequently
B. A person who will influence early adopters of the application
C. A formally-assigned user-acceptance tester
D. An imaginary representation of a user role
A. Return on time invested (ROTI) can be calculated quickly and accurately.
B. Avoid random selection of methodology, make sure practices work coherently and ensure practices focus on value delivery.
C. Perform Earned value management (EVM).
D. Avoid risk on critical projects.
A. 10 Iterations
B. 10 waves
C. 20 Iterations
D. 20 waves
12.What is NOT a characteristics of a good user story?
A. Incremental delivery
B. Continuous Integration
C. PMO policy
D. Latest technology
A. None. “Velocity” the great equalizer will take care of Technical debt.
B. None. Your developers will work extended hours to pay back the Technical debt in next iteration so it can be ignored for now.
C. 100 Story points
D. 200 Story points
C. Scrum Master
D. Scrum Team
A. Individuals and interactions over processes and tools.
B. Individuals and interactions over people and technique.
C. Individuals and interactions over projects and tools.
D. Individuals and interactions over products and tools.
A. He Is executing collaboration.
B. He is executing “Five whys” a Lean tool.
C. He Is executing “get your attention” tool.
D. None of the above
A. Automated Acceptance Tests
B. Continuous Integration
C. Unit Test
D. Code coverage metrics
A. Collaborating using circle counting game.
B. Coordinating using mute mapping game.
C. Consensus gathering using some random game he Invented.
D. Consent gathering using some random game he Invented.
C. Agile coach
A. Good. No additional information required.
B. Good. Need clarification on “quick and easy” for UI testing.
C. NOT good. Too big.
D. NOT good. Too small.
A. High-level design
B. Detailed design
C. Empirical design
D. None of the above
A. Extreme programming (XP)
C. Crystal Clear
D. PMBOK® 3
A. Back end development
B. Front end development
C. Middleware development
D. Software development
A. Give him an 0CM of 30 minutes
B. Tell him that you will get back to him.
C. Two minutes and nothing more than that.
D. It depends on the size and complexity of your project.
A. Extreme programming (XP)
B. Feature-Driven Development (FDD.
A. Risk is unmanageable so it should be ignored.
B. Through iterations, anticipation and adaptation.
C. Through continuous integration.
D. Through pair programming.
A. Peer pressure, Fine-grain coordination, Focusing on the few, Daily commitment and Raising impediments.
B. Know the work, Get a fresh start, Commit to shared goals and Create focus and abundance.
C. True-up, Show and tell, Get direct feedback, Offer insights and Ask for help.
D. Inspect and adapt. Look back at how, not what Do (even) better next time.
A. As overhead items in the upcoming release.
B. As overhead items In the current release.
C. Update the Product backlog and prioritize in the next Iteration planning meeting to implement in coming iteration.
D. Utilize the project slack.
A. He is stealing some ones intellectual property.
B. He Is doing alright. You are allowed to copy paste colleagues code.
C. He is in violation of a design principle called DRY.
D. He is in violation of organization policy.
A. They are used to prioritize projects.
B. They are used to monitor project performance
C. They are used to analyze risk.
D. They are used to measure coach’s performance.
A. A Roadmap
B. A Bug List
C. A Defect Document
D. A Charter
A. A Burn-up chart
B. A Time Usage Chart
C. An Iteration Plan
D. A Management Report
A. A definition of done
B. Continuous flow
D. An information radiator
A. Ideal Time
C. Alternative Time
D. Time box
A. the commitment ceremony and an iteration demo
B. emergency request and an iteration demo
C. a retrospective and the commitment ceremony
D. an iteration demo and a retrospective
A. A Timebox
B. A Product Backlog
C. An Iteration
D. A Sprint Backlog
A. Burn-up chart
B. Velocity graph
C. Burndown chart
D. Execution chart
A. Brevity Meetings
B. Collaboration Meeting
C. Brown Bag Meetings
D. Daily Stand-ups
A. A contingency review
C. A lessons learned Scrum
D. A retrospective
A. Improved the quality of a feature in the product.
B. Increase risk of project failure.
C. Change the requirements specification.
D. Increase the ROl of the project.
A. Teams and interactions over processes and tools
B. Working software over comprehensive documentation
C. Customer collaboration over contract negotiation
D. Responding to change over following a plan
Build projects around ___________ individuals.
Give them the ___________ and support they need. and trust them to get the job done.
A. specialized, tools
B. motivated, environment
C. technical, documentation
D. motivated, documentation
A. incremental delivery
B. value driven development
C. business case development
D. iteration planning
A. The amount by which the future net cash flow will be incremented over a release.
B. The amount by which the present net cash flow will be discounted.
C. The amount by which the future net cash flow will be discounted.
D. The sum of the current net cash flow will be discounted.
A. There is not difference.
B. IRR is a measure of how much money a project can be expected to return in today’s present value, whereas NPV is a measure of how quickly the money invested in the project will increase in value.
C. NPV is a measure of how much money a project can be expected to return in future value, and IRR is a measure of how quickly the money invested in the project will decrease in value.
D. NPV is a measure of how much money a project can be expected to return in o today’s present value, whereas IRR is a measure of how quickly the money invested in the project will increase in value.
D. assign to developers
A. Relative prioritization
B. Value base computation estimate
C. Must-have prioritization
D. Darwinism estimation
A. Behavior driven development
B. Customer Driven Development
C. Acceptance Test-Driven Development
D. Story Based Test Development
A. Iterations (timeboxes) should always be 30 days
B. The team determines iteration (timebox) length by dividing the total number of story points by the average velocity of the team
C. Iterations (timeboxes) should always be two weeks
D. The team should agree on the length of the iteration (timebox) taking the size and complexity of the project into consideration
A. Task focused
B. Process oriented
A. Product Owner
B. Project Manager
C. Lead Developer
A. They help to establish a consistent pattern of delivery
B. They help the team to objectively measure progress
C. They provide a consistent means of measuring team velocity
D. All of the above
B. Project Leader
C. Functional Manager
A. High trust teams do not have to be accountable to each other
B. High trust teams do not require a user representative
C. The Project Manager does not have to keep a project schedule
D. The presence of trust is positively correlated with the team performance
A. Planning is a waste of time and should not be done
B. Planning should be done in detail at the outset and then not revisited
C. Planning is an iterative job and involves the whole team
D. Planning should all be done by the Project Manager
A. The customer representative
B. The project leader
C. The facilitator
D. All of the above
A. The developers alone (they know what the customer wants by now)
B. The customer alone (the developers would only choose the easy things as top priority)
C. The Project Leader (they can give an independent, pragmatic view)
D. The whole team including customer and developers (together they can consider both business value and practicality) © Copyright DSDM Consortium 2009. All rights reserved.
A. It is a fire risk and a health hazard
B. It communicates progress to the team and other stakeholders
C. It is dangerous, as management will misinterpret what the team is doing
D. It is useless, as it does not allow the team to innovate
A. The Project Leader should give tasks to individuals to create challenges for them
B. Tasks should be randomly allocated using Planning Poker
C. Team members should self-select tasks
D. The biggest tasks should be done by the Project Leader themselves
A. Carry on with the work without customer input. It will probably be faster without customer interference anyway
B. Send the customer an email warning that the end product will be completed on time, but will not meet their needs
C. Allow a developer to take on the role of customer representative
D. Draw the problem to the attention of the Project Leader and ultimately the Project Sponsor
A. A large number of written progress reports
B. No project documentation, as all communication is tacit information
C Good face-to-face communication, supplemented by lean but sufficient documentation
D. All documentation done in previous projects would be replicated for the Agile project.
A. Work to build trust between the team members
B. Encourage an environment of competition and personal advantage
C. Stand for no nonsense and show who is the boss
D. Expect team members to sort out all of their own problems, and not come to the Project Leader for help with anything
A. The team should allow only senior managers to sign off deliverables
B. The team should get acceptance of project deliverables from the appropriate stakeholders at least at the end of every timebox / iteration
C. The team should get acceptance of project deliverables from the users during a UAT phase at the end of the project
D. Acceptance of any particular deliverable on the project is gained from all stakeholders at the same time.
A. The products produced by an Agile project should be cheaper than those produced by any other approach, but quality will suffer
B. The products will be more expensive than by any other approach but will be top quality
C. The products will be fit for purpose, but may not do what the customer wanted
D. The products will be of appropriate quality, as guided by the customer representative involved throughout the development process
A. A big design up front is always a good idea
B. Just enough design up front gives a good foundation to start from and helps to mitigate risk, without unnecessarily wasting time
C. No design up front is the best approach as most of the fun of a project is discovery of the unexpected
D. Design has no place in an Agile project
A. Get something quick and dirty thrown together to save time
B. Get something simple up and working as quickly as possible
C. Get something business-valuable delivered as quickly as possible, consistent with the right level of quality
D. Get something delivered once it has been fully documented and the documentation signed off as complete and unchangeable
A. The team can work all night, every night if enough pizza is provided
B. The team should be expected to work overtime towards the end of the project
C. The team should strive for a sustainable pace and a normal working week
D. The team will “burn out” if they have to work overtime for more than two timeboxes (iterations) in a row
A. All project stakeholders should attend every requirements workshop
B. Retrospectives are only run at the end of a project
C. It is best if project manager facilitates the project’s workshops
D. A facilitator will manage the structure of a facilitated workshop
A. Everyone must stand for the whole time
B. The meeting must be short and well structured
C. The Project Manager must ensure it is clear to all which team members are not performing
D. No-one is allowed to leave the stand-up meeting until all problems raised have been solved
A. Sponsor and Executive Management only
B. Project Manager and Technical Leads only
C. Project Leader and Customer Representatives only
D. The entire team
A. Involved in the process
B. In total control of the process
C. Told what the estimates should be
D. Not making estimates at all
A. Able to contact the customer to clarify aspects of the work
B. Completely uninterrupted by the customer
C. In twice-daily contact with the customer
D. Able to work without needing to disturb the customer
A. A product of a professional quality which fits the business need
B. A product of almost as good a quality to a Waterfall development
C. Rather poor quality but at least it is quick
D. A technically perfect re-factored solution
A. Must have a good understanding of Agile techniques
B. Will always receive worse systems than their non-Agile counterparts
C. Will typically get business value delivered early
D. Will need to work out at the gym regularly
A. Is self-organizing, so needs no specific skills
B. Collaborates and supports team members
C. Ensures that weak members of the team are thrown out of the team
D. Ensures blame is allocated fairly
A. Encourages the team to meet regularly
B. Has no meetings
C. Has lengthy reporting requirements
D. Has no reporting requirements