A. shifting from a controlling mindset to a facilitating mindset

B. directing the work in a more incremental fashion

C. only assigning tasks for the nextiteration

D. giving up control and rotating management through the team

A. the business requirements are vague or inadequate for an iteration.

B. a technology is understood well and has been used for a while, but needs a problem to be debugged.

C. there is insufficient time to refactor, but there is a need to resolve a specific problem.

D. a specific technicalQUESTION NO:needs to be answered, stopping work on the spike as soon as it answers that question.

A. Product Owner

B. Stakeholders

C. Team members

D. Project manager

A. Testing, requirements, and adaptation

B. Testing, requirements, and change

C. Visibility, review, and testing

D. Visibility, inspection, and adaptation

A. Qualitatively analyze the probability of a risk occurring.

B. Track progress on risk reduction of technical risks.

C. Document the external risks that could impact the project.

D. Illustrate the project risk profile and new and changing risks.

A. release and iteration planning keep team members aligned, daily synchronization eliminates confusion, and iteration demonstrations keep the team focused on deliverables.

B. Agile communication methods focus on detailed, written requirements and specificationsthat are more complete and allow the team to manage change more effectively.

C. the use of charts and diagrams over written reports creates clear, targeted communication, and customer involvement in monthly reviews eliminates changes in requirements.

D. daily iteration planning allows change to be managed, and weekly standup meetings ensure that impediments are quickly identified and effectively managed or removed.