EXIN Agile Scrum Foundation Exam Dumps

ASF Exam Format | Course Contents | Course Outline | Exam Syllabus | Exam Objectives

EXAM CODE: ASF
EXAM NAME: EXIN Agile Scrum Foundation

Duration: 01 hour
Number of Questions: 40 (Multiple Choice)
Pass mark: 65%
Open book: No
Electronic equipment allowed: No
Level: Foundation
ECTS Credits: 2
Languages: English, Portuguese, Chinese, Dutch, French, German, Japanese, Spanish

EXIN Agile Scrum Foundation offers professionals a unique certification that combines agile principles and scrum practices. The exam tests candidates on their understanding of key concepts and their application.

Agile Way of Thinking
Scrum practices
Scrum Planning and Estimation
Monitoring Scrum Projects
Advanced Scrum Concepts

1. Agile Way of Thinking 10%
1.1 Concepts of Agile and Scrum 10%
2. Scrum Practices 55%
2.1 Scrum Roles 20%
2.2 Scrum Events 15%
2.3 The Importance of the Backlog 12.5%
2.4 Working toward Goals 7.5%
3. Scrum Planning and Estimation 17.5%
3.1 Scrum Planning 7.5%
3.2 Scrum Estimation 10%
4. Monitoring Scrum Projects 10%
4.1 Scrum Monitoring 10%
5. Advanced Scrum Concepts 7.5%
5.1 Scrum in Different Situations 7.5%

1 Agile Way of Thinking
1.1 Concepts of Agile and Scrum
The candidate can…
1.1.1 explain the Agile way of thinking.
1.1.2 recognize how Agile brings predictability and flexibility.
1.1.3 describe the content of the Agile Manifesto.
1.1.4 recognize Agile methods and practices other than Scrum.
2 Scrum Practices
2.1 Scrum Roles
The candidate can…
2.1.1 explain the role of the Product Owner.
2.1.2 explain the role of the Scrum Master.
2.1.3 explain the role of the Developers.
2.1.4 explain that the traditional project manager role does not exist in Scrum.
2.2 Scrum Events
The candidate can…
2.2.1 explain the characteristics of time-boxed events.
2.2.2 explain the characteristics of sprints.
2.2.3 explain the characteristics of the daily scrum.
2.2.4 explain the characteristics of the sprint review and the sprint retrospective.
2.3 The Importance of the Backlog
The candidate can…
2.3.1 explain the characteristics of a product backlog and sprint backlog.
2.3.2 recognize good user stories and backlog items.
2.3.3 explain how to refine the product backlog items.
2.3.4 understand how backlog items are ordered.
2.4 Working toward Goals
The candidate can…
2.4.1 explain the characteristics of a product goal.
2.4.2 explain the characteristics of a sprint goal.
2.4.3 explain the characteristics of a definition of done (DoD).
3 Scrum Planning and Estimation
3.1 Scrum Planning
The candidate can…
3.1.1 explain the characteristics of the sprint planning.
3.1.2 understand how to determine the duration of a sprint.
3.2 Scrum Estimation5 Advanced Scrum Concepts
5.1 Scrum in Different Situations
The candidate can…
5.1.1 recognize how to scale Scrum in large, complex projects.
5.1.2 recognize how to apply Scrum with virtual teams.
5.1.3 understand different types of contracts in Scrum
The candidate can…
3.2.1 explain estimation techniques: planning poker, triangulation and affinity
estimation.
3.2.2 understand how to estimate using ideal days, ideal hours or story points.
3.2.3 understand how to estimate the velocity of the team.
4 Monitoring Scrum Projects
4.1 Scrum Monitoring
The candidate can…
4.1.1 understand the concept and value of information radiators.
4.1.2 understand Kanban boards.
4.1.3 understand the different ways to visualize the work done.

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ASF PDF Sample Questions

ASF Sample Questions

Exin
ASF
EXIN Agile Scrum Foundation
https://killexams.com/pass4sure/exam-detail/ASF
Which of the following statements best expresses the role that the daily stand-up
meeting plays in the monitoring of a Scrum project?
A. The stand-up meeting helps the Scrum Master to update the burn-down chart.
B. The stand-up meeting gives the team insight into their progress and their issues.
C. The stand-up meeting lets the Product Owner review the progress of the team.
Answer: B
QUESTION: 53
What is the relationship between the Product Backlog, the Release Backlog and the
Sprint Backlog?
A. The Product Backlog is a subset of the Sprint Backlog, which is a subset of the
Release Backlog.
B. The Release Backlog is a subset of the Product Backlog, which is a subset of the
Sprint Backlog
C. The Sprint Backlog is a subset of the Product Backlog, which is a subset of the
Release Backlog.
Answer: C
QUESTION: 54
What is the expected outcome of the first Sprint on a project?
A. A few working, tested features from the Product Backlog
B. Architecture and high-level design of the Product
C. Assignment of the team, Product Owner and Scrum Master
D. A well-defined release plan for the Product
Answer: A
QUESTION: 55
Who is the owner of a Sprint Backlog Item during the Sprint Planning meeting?
A. The entire team owns all Sprint Backlog Items.
16
B. The Product Owner owns all Sprint Backlog Items.
C. The team member working on the item owns that item.
Answer: A
QUESTION: 56
Who is responsible for implementing the actions agreed upon by the team during a
Retrospective?
A. The Product Owner
B. The Scrum Master
C. The team
Answer: C
QUESTION: 57
A team is trying to convince a customer about the value of adopting Scrum. The
customer likes some of the features of the methodology like the bi-weekly
demonstration, but the customer remains largely unconvinced of the value of
Scrum and refuses to change the way of working, What should the team do?
A. Let the Scrum Master 'translate' to Waterfall practices.
B. Use Scrum and convince the customer during the process.
C. Do not follow Scrum until the customer is convinced of the value.
Answer: C
QUESTION: 58
The team determines that it has over-committed itself for a Sprint. Who should be
present when reviewing and adjusting the Sprint work?
A. The team, the Scrum Master and the Product Owner. The Stakeholders should
be consulted.
B. The team and the Scrum Master. The Product Owner should be consulted.
C. The team only. The Product Owner should be consulted.
17
Answer: C
QUESTION: 59
Why are estimates expressed in terms of story points difficult to explain outside of
the team?
A. It requires a comparison to a benchmark, which typically varies from team to
team.
B. It requires a deeper understanding of the technical approach to implement each
story.
C. It requires breaking the stories down into Sprint Backlog Items, which only the
team can do.
Answer: A
18
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ASF Foundation Questions and Answers

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6 Questions A basis Board may still Ask Its CEO

Serving on the board of a philanthropic groundwork isn’t essentially approving offers. It’s about being a fine steward of components and sharing accountability for the groundwork’s have an impact on. Too frequently the focal point tends to be on board meeting preparation and the effectivity of those meetings. Take a second to smash from the movements and trust asking your groundwork CEO these questions to help the corporation center of attention on the large graphic.

1. How does this healthy inside our approach?

Let’s say your CEO broadcasts, “We’re going to interact in a county-broad crusade to increase public transportation.” That feels like an excellent concept, appropriate? Who can be towards public transportation? That’s not the true question — the query has to be “why?” Asking “why” isn't implying that a concept is bad — it’s attending to the substance of why your basis need to in particular be worried in this work. How does it essentially aid meet your mission? what's the documented strategy where this work fits? Asking “why” helps your CEO and personnel revisit the standard aim of the work and continues you focused on the long video game.

if you don’t have clarity to your method, then it’s easy to wander off on what I call the bandwagon byways — the entire bright philanthropic objects that come flying at you: equity, trauma-recommended care, emotional intelligence, collective affect, and so on. These are all important, but you should investigate them in opposition t your strategy and spot even if they'll support you get to your favored future state. And if you don't have any strategy, you need one.

2. What’s our growth on our strategic plan?

When became the closing time you looked at your basis’s strategic plan? do you know a way to locate it? if your solutions to those two questions are “I don’t know” and “Nope,” then you deserve to talk together with your CEO. There’s loads of work during the run-as much as quarterly board meetings, however commonly a big damage in conversation and pondering in between. Strategic plans should still be residing and latest. At each assembly, you should be looking at your goals, ideas and accomplishments and be able to say, “here’s the place we're, and right here’s the place this new effort suits into it.” every foundation’s strategic plan needs to be central and current so that each person is aligned and working toward the identical imaginative and prescient.

3. How a lot time do group of workers spend getting ready for board meetings and what does that can charge?

I actually have worked with foundations on projects that fully stalled as a result of an upcoming board assembly. staff participants will say they’re no longer purchasable for 3 weeks as a result of they’re making ready. in case your board meetings are held 4 instances a yr, you’re wasting a complete of 12 weeks easily doing assembly prep. That’s three months! And it doesn’t even consist of the healing period when team of workers are exhausted and unproductive, trying to get via a backlog of 300 emails. if you, as a board member, had been to calculate the hourly fee of that assembly prep and add 25% for benefits, you could be horrified to take into account how a whole lot it fees to tug off a board assembly.

The point is to determine what the board truly needs to understand. Ask your CEO what alterations you could make internally to make conferences greater efficient and a higher use of time. might be the staff has authority to approve can provide up to a greenback volume backyard of board meetings. Is it fundamental to print out every grant application along with a one-web page abstract, a paragraph summary and a one-sentence abstract? reduce the writing, copyediting, printing and extra.

four. What do we do to reduce the cycle time of grantmaking?

In today’s consistently altering atmosphere, it’s becoming even more critical for funders to be nimble and responsive. Due diligence remains critical, but you need to locate methods to assist your groundwork streamline the technique so you can get extra investments to greater agencies in need. listed below are some examples:

believe rewriting your lengthy grant software to handiest ask for information you in fact want. If it’s now not going to help you consider an investment, don’t ask for it.

think in regards to the practices you’ve created to be an excellent steward that can be expanding time spent unnecessarily. as an example, web site visits are a fine method to peer work firsthand, however you aren’t required to do them and they actually don’t need to take a whole day. are attempting inviting all candidates to have a meet and greet with the CEO and board members as an alternative.

Letters of intent had been created as a means to prevent too many grantees from filling out the long software, but many have now just ended up including yet a different step in a prolonged grantmaking process. If it’s now not adding price, eliminate it.

check with your CEO about approving promises on a rolling foundation as an alternative of quarterly. The William and flora Hewlett basis makes can provide on a rolling foundation up to and together with $1M with simplest president — not board — assessment, allowing them to be each responsive and well timed in meeting wants.

5. Are we taking adequate risks?

Foundations need to be comfy with possibility. This doesn’t mean to forgo due diligence, but it does mean a attention that now not all investments could have the expected influence. however in an effort to support innovative ideas and create transformational alternate, funders should be inclined to take prudent hazards. Create an evaluation to place your concept through every time to consider the hazards: charge/improvement, whether it fits strategically with what you’re trying to do, how hard it could be to implement, and so forth. a lovely useful resource to more advantageous keep in mind the risk to spur innovation during this container scan, Fostering Innovation in Philanthropy.

6. How do we be more advantageous to you?

one of the most top of the line the way to find out how to assist your CEO is to with ease ask. groundwork CEOs are often trying to make it effortless on the board and hesitate to let them be aware of anything else is inaccurate. body of workers are so busy maintaining the balls in the air that they don’t feel about techniques the board could help.

There are a variety of techniques for board individuals to deliver guide backyard of the quarterly board meeting. probably your groundwork is getting concerned in a collaborative challenge that has develop into political and created disagreement—show up at the local metropolis Council assembly to share your guide. What doors could you open in your foundation with no trouble by introducing your CEO to 10 individuals? Take alternatives to expect what might possibly be distinct in the way forward for your neighborhood and expect wants. Do you foresee that a large native trade can also stream or shutter operations? Will a boom in births mean a future stress on group schools? What can your foundation do now to prepare for that?

Many board individuals are concerned about pushing again on the concepts that groundwork team of workers and CEOs create. sure, make sure to trust your CEO and staff and their competencies of what’s happening on the floor. but so that you can all be enhanced linked to the mission and bear in mind what you’re trying to achieve collectively. As a board member, your job is to be an outstanding steward of supplies and share the accountability of the foundation’s work. Don’t neglect that occasionally that skill asking the challenging questions.

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