🚀 IT4406 Agile Software Development (2024)
UCSC BIT | MCQ Solutions with Simple Theory & Examples
Primary Measure of Progress
Theory: The Agile Manifesto states: "Working software is the primary measure of progress." Agile does not measure success by lines of code, documentation, or strict schedule adherence.
Exam Tip: "Primary measure of progress" = Working Software.
Agile Principles
Theory: Agile welcomes changing requirements (even late), delivers value frequently, and defers decisions until the last responsible moment. It opposes freezing requirements or relying on heavy upfront planning (Waterfall).
Kanban Principles
Theory: Kanban focuses on improving flow by visualizing workflow (using a board) and limiting Work In Progress (WIP). Timeboxing belongs to Scrum, not Kanban.
Exam Tip: Kanban = Visualize + Limit WIP + Flow.
Scrum Artifacts
Theory: Scrum has exactly three artifacts: Product Backlog (all desired work), Sprint Backlog (work for current Sprint), and Product Increment (finished working software). Risk Registers and Phase Gates belong to traditional PM.
User Stories (INVEST Model)
Theory: Good user stories follow INVEST: Independent (self-contained), Valuable (delivers value), and Testable. They are not rigid written contracts, and they represent user needs (not just written by developers).
Product Owner Responsibilities
Theory: The Product Owner is the voice of the customer. They prioritize the Product Backlog and define the product vision. The Scrum Master ensures Scrum rules are followed, and developers self-organize their tasks.
Sprint Retrospective
Theory: The Retrospective focuses on the team. Its purpose is to improve team processes, communication, and tools for the next Sprint. (Sprint Review = show product; Sprint Planning = plan work).
NOT part of Backlog Refinement
Theory: Refinement (Grooming) involves prioritizing, estimating, splitting epics, and removing outdated items. Reviewing Sprint Velocity trends is used for planning/forecasting, not for refining the backlog itself.
Incorrect Statement about Sprints
Theory: A Sprint is a strict timebox. You can NEVER extend a Sprint just to finish work. Unfinished work simply returns to the Product Backlog.
Exam Tip: Sprint = Timebox. Never extend it!
Product Roadmap
Theory: A Roadmap is a high-level strategic plan showing the product's evolution over time (e.g., Q1 features, Q2 features). It is not a detailed task breakdown and is flexible, not fixed.
Portfolio Planning
Theory: Portfolio Planning is the highest level of Agile planning. It focuses on managing a collection of products and aligning them with business strategy (e.g., deciding which products get funding).
Release Planning
Theory: Release Planning forecasts deliverables and timelines using team velocity (e.g., "At 30 points/Sprint, 90 points will take 3 Sprints"). It is flexible and updated regularly.
Limiting Work In Progress (WIP)
Theory: Limiting WIP reduces idle work and improves flow. High WIP causes context switching and delays. Finishing one task before starting another speeds up delivery.
Exam Tip: High WIP = Slow Flow. Low WIP = Fast Flow.
Smaller, Frequent Releases
Theory: Small releases provide earlier ROI (Return on Investment) and faster customer validation. It allows the business to earn money sooner and get immediate feedback to fix issues.
Estimating Capacity for Sprint 1
Theory: Since a new team has no historical velocity, they must forecast velocity using discussions and analogies. After Sprint 1, they use their actual measured velocity for future planning.
Risk of Too Little Envisioning
Theory: Envisioning is the "just enough" planning before Sprint 1. Too little envisioning means the team is unprepared for the first value-creation Sprint and everyone might build different things. (Too much = Waterfall).
Two-Part Sprint Planning
Theory: Part 1: What? (Team forecasts backlog items based on priority/velocity). Part 2: How? (Team breaks items into tasks, gaining confidence that the work can be completed).
NOT aligning with Sprint Review
Theory: Sprint Review is an informal inspection and feedback session. It is NOT a formal sign-off or approval paperwork like in Waterfall. Stakeholders give feedback, and the backlog may change.
Daily Scrum Correct Statements
Theory: The Daily Scrum is a 15-minute meeting for developers to discuss progress, impediments, and plans. It is NOT a status meeting for stakeholders, and the Scrum Master does not lead it (developers run it).
Velocity = 30, Backlog = 45
Theory: If the team's velocity is 30, they should reprioritize and choose about 30 Story Points. Never commit to 45, never extend the Sprint, and never add developers mid-planning just to force capacity.
Continuous Integration (CI)
Theory: CI means developers integrate code frequently, and every integration triggers an automated build and test. This prevents "Integration Hell" and requires a shared repository (like Git).
Test First System Testing
Theory: GUI record/playback cannot fully support Test First (needs existing screens). However, Behavior-Driven Development (BDD) makes Test First possible by writing scenarios before coding. Acceptance criteria come from business needs, not unit tests.
Planning Game in XP
Theory: The Planning Game balances customer priorities (business value) with programmer estimates (technical effort) to decide what should be built first.
XP Managing Technical Debt
Theory: Extreme Programming (XP) manages technical debt through continuous refactoring (improving code structure without changing behavior). Waiting until the end of the project increases debt.
On-Site Customer in XP
Theory: The On-Site Customer may or may not be an actual end-user (could be a Product Manager). They clarify requirements instantly and decide what stakeholders value by setting priorities.
🎓 Final Exam Cheat Sheet
| Q | Ans | Key Concept |
|---|---|---|
| 1 | b | Working software = progress |
| 2 | a,c,d | Welcome change, frequent delivery |
| 3 | c | Kanban = Visualize + Limit WIP |
| 4 | a,b,e | Scrum Artifacts (3) |
| 5 | a,c,e | INVEST User Stories |
| 6 | b,c | Product Owner = Vision + Backlog |
| 7 | b | Retrospective = Improve team |
| 8 | d | Velocity trend ≠ Refinement |
| 9 | c | Never extend a Sprint! |
| 10 | c | Roadmap = Evolution over time |
| 11 | b | Portfolio = Strategic alignment |
| 12 | c | Release Planning uses velocity |
| 13 | b | Limit WIP = Improve flow |
| 14 | b | Small releases = Early ROI |
| 15 | d | Sprint 1 = Forecast/Analogy |
| 16 | c | Little envisioning = Unprepared |
| 17 | c | Planning = What? then How? |
| 18 | c | Review ≠ Formal sign-off |
| 19 | d | Daily Scrum = Devs only |
| 20 | b | Match work to velocity |
| 21 | b,d | CI = Frequent + Automated |
| 22 | c | Test First + BDD |
| 23 | a | Planning Game = Balance priorities |
| 24 | c | XP = Continuous Refactoring |
| 25 | e | On-Site Customer = Always available |
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