Up next in 10
If you're preparing for the PMP exam and want to feel confident with Agile questions, you're in the right place!
In this first video of the Agile 150 series, we break down Agile Mindset and Values, the foundation of all Agile practices.
You'll not only learn the core values that drive Agile thinking but also reinforce your knowledge with 10 PMP-style practice questions that simulate the real exam.
Each question is followed by a detailed explanation to help you master Agile leadership, stakeholder engagement, team dynamics, and customer collaboration — all through the lens of the Agile mindset.
Learn how to apply Agile values to real-world scenarios and handle tricky exam questions with confidence.
🎓 What You’ll Learn in This Video:
• What is the Agile mindset and why it matters
• How to foster psychological safety in Agile teams
• The right way to respond to feedback and change
• Agile vs traditional stakeholder management
• How to reinforce Agile values in daily decision-making
Chapters
0:00 Intro
1:39: Agile Mindset and Value Overview
3:32 Question 1
Show More Show Less View Video Transcript
0:00
If you're preparing for the PMP exam and
0:02
want to feel confident answering agile
0:04
questions, you're in the right place.
0:07
Hi, I'm Andrew from PMP Spirit. This is
0:10
the first video in a 15-part series
0:12
where we'll break down the key agile
0:14
topics on the PMP exam. Here are the 15
0:17
topics we will be going over together.
0:19
Each video will focus on one topic at a
0:22
time. We will start with agile mindset
0:24
and values, the foundation of all agile
0:27
practices. For each topic in this
0:30
series, we'll begin with a quick
0:31
overview of the mindsets, key concepts,
0:33
and best practices you need to know.
0:36
Then, we'll dive into a set of 10 agile
0:38
practice questions to reinforce your
0:40
understanding. Now, here's what makes
0:42
this series different. I didn't just
0:44
throw 150 questions together at random.
0:47
These questions are structured across 15
0:49
essential topics to give you a balanced
0:51
coverage of agile on the PMP exam. This
0:55
approach is built to help you learn
0:56
agile more efficiently. You can study in
0:59
bite-sized sessions, focus on exactly
1:01
what you need to master, and easily
1:03
return to specific areas whenever you
1:05
need a refresher. I'll be rolling out
1:07
the videos incrementally, topic by
1:10
topic, and I'm creating these videos for
1:12
you, so I'd love to hear your feedback.
1:14
Please drop your thoughts and
1:15
suggestions in the comments to help
1:17
shape the next videos in the series.
1:20
Since this video series will take many
1:21
weeks to complete, be sure to like this
1:23
video to let me know you want the full
1:25
series and subscribe with notifications
1:27
turned on so you don't miss the next
1:29
topic. And once the full series is
1:32
complete, I'll release a master video
1:34
that combines all 15 topics with 150
1:37
agile questions. All right, let's get
1:40
started with our first topic. Agile
1:42
mindset and values. Agile mindset and
1:45
values is the foundation of everything
1:47
we do in agile. At its core, agile is
1:50
about being adaptive, collaborative, and
1:52
valuedriven. It's not just about
1:54
following a framework. It's about how
1:56
you think, how you lead, and how you
1:58
respond to change. The mindset starts
2:01
with trusting your team, believing that
2:03
the people closest to the work are the
2:05
ones best positioned to make decisions.
2:08
That means stepping back as a leader,
2:09
creating space for autonomy, and
2:11
supporting the team through guidance,
2:14
not control. It's also about creating an
2:16
environment where people feel safe to
2:18
speak up, try new things, and even fail
2:21
because that's where real learning and
2:23
innovation happen. This is where
2:25
psychological safety becomes a core part
2:27
of how agile teams operate. Another key
2:30
concept is putting the customer at the
2:32
center of everything. Agile isn't about
2:35
doing more work, it's about doing the
2:37
right work. We focus on delivering value
2:40
early and often. And we use continuous
2:43
feedback to adapt and improve along the
2:45
way. And then there's simplicity, not
2:48
just in how we design solutions, but in
2:51
how we communicate, collaborate, and
2:53
plan. Agile teams strip away unnecessary
2:56
processes so they can move quickly and
2:58
stay focused on what really matters.
3:01
It's also important to understand how
3:03
this mindset extends beyond just agile
3:05
teams. It influences how we interact
3:07
with stakeholders, how we prioritize the
3:09
backlog, and even how we design flexible
3:12
contracts in more complex environments.
3:15
In this topic, we'll go through 10
3:17
practice questions focused on the agile
3:19
mindset and values. You'll work through
3:21
scenarios involving self-organizing
3:23
teams, collaboration over control,
3:26
psychological safety, delivering
3:28
customer value, and guiding leadership
3:30
toward agile thinking. All right, let's
3:32
get into the first question. Question
3:34
one. A new executive sponsor joins an
3:37
organization that is transitioning to
3:39
agile. After reviewing recent sprint
3:41
reports, the sponsor expresses concern
3:44
about a perceived lack of control over
3:46
the team's daily tasks and wants to
3:48
introduce more detailed task tracking
3:50
and approvals. What should the project
3:53
manager do? A. Support the sponsor's
3:56
request to implement more oversight to
3:58
align with organizational expectations.
4:01
B. Explain that agile values emphasize
4:04
adaptability and detailed task tracking
4:07
may limit team autonomy and innovation.
4:10
C. Schedule a meeting with the sponsor
4:13
and product owner to co-create a
4:15
compromised solution that addresses
4:17
transparency without reducing team
4:19
autonomy. D. Ask the team to increase
4:23
documentation to meet the sponsor's
4:25
expectations and improve transparency.
4:29
You can pause the video here if you need
4:31
more time to work on the question. The
4:33
correct answer is C. This question is
4:36
testing your understanding of how to
4:38
lead with an agile mindset, especially
4:40
when working with stakeholders who are
4:41
still operating in a traditional
4:43
mindset. Agile isn't just about
4:45
protecting autonomy. It's about building
4:48
shared understanding and finding a
4:50
balance between transparency and team
4:52
empowerment. By choosing to co-create a
4:55
solution with the sponsor and product
4:57
owner, you're demonstrating emotional
4:59
intelligence and collaborative
5:00
leadership, which is what agile values
5:03
most. You're not rejecting the sponsor's
5:05
concerns, you're engaging them in a way
5:07
that maintains agile principles. Choice
5:11
A is incorrect. Supporting more
5:13
oversight might seem like you're being
5:15
helpful, but it actually erodess team
5:17
trust and shifts the culture back to
5:19
command and control. The opposite of
5:22
agile thinking. Choice B is incorrect.
5:25
While it's aligned with agile in theory,
5:27
it's not collaborative. It sounds like
5:29
you're just defending agile instead of
5:31
helping the sponsor feel heard. Agile
5:34
leaders build bridges, not walls. Choice
5:37
D is incorrect. Adding more
5:39
documentation just to satisfy a
5:41
stakeholder goes against the agile value
5:44
of working software over comprehensive
5:46
documentation. It doesn't solve the root
5:48
issue and adds unnecessary overhead.
5:51
Let's move on to the next question if
5:54
you are ready. Question two. A company
5:57
that traditionally uses a predictive
5:59
project management approach is launching
6:01
its first agile initiative. During the
6:03
kickoff meeting, a senior manager
6:05
expresses concern that the team hasn't
6:07
yet finalized all requirements and
6:10
insists that no development should begin
6:12
until a complete plan is documented. As
6:15
the agile project manager, what should
6:17
you do? A propose gathering high-level
6:20
requirements now and scheduling a
6:23
detailed planning phase to satisfy
6:25
traditional expectations. B. Explain
6:28
that agile embraces change and planning,
6:31
is iterative, and evolves with customer
6:34
feedback. T recommend conducting a full
6:37
scope definition workshop to reduce
6:39
uncertainty before development begins.
6:42
D. Create a hybrid plan that maps all
6:44
backlog items into a fixed sequence to
6:46
address the manager's concerns. You can
6:49
pause the video here if you need more
6:51
time to work on the question. The
6:53
correct answer is B. This question is
6:56
testing your ability to differentiate
6:58
agile thinking from traditional
7:00
predictive project thinking. In a
7:02
traditional model, the focus is on
7:04
detailed upfront planning and locking
7:06
down requirements. But in agile, we
7:09
embrace uncertainty. We deliver in short
7:11
cycles, gather feedback often, and allow
7:14
plans to evolve based on what we learn.
7:17
So when a senior manager from a
7:18
predictive background expresses
7:20
discomfort with incomplete requirements,
7:23
it's your opportunity as the agile
7:25
leader to coach and guide, not shift
7:27
back to waterfall thinking. You help
7:29
stakeholders understand that agile
7:31
prioritizes early value delivery and
7:34
uses incremental discovery to reduce
7:36
risk. Choice A is incorrect. While
7:39
proposing a detailed planning phase
7:41
might sound like a good compromise, it
7:43
undermines one of agile's key benefits.
7:46
Starting small and iterating. You're
7:48
reinforcing traditional thinking instead
7:50
of helping shift the mindset. Choice C
7:53
is incorrect. A full scope definition
7:57
workshop sounds like it will reduce
7:58
uncertainty, but in agile, trying to
8:01
define everything up front is the risk.
8:04
It leads to rigid plans and wasted
8:06
effort when things inevitably change.
8:08
Choice D is incorrect. Mapping the
8:11
backlog into a fixed sequence removes
8:13
the flexibility and adaptive planning
8:16
that agile relies on. It's a disguised
8:18
waterfall plan and a red flag in an
8:21
agile environment. Let's move on to the
8:24
next question if you're ready. Question
8:26
three. During a project review, a key
8:29
stakeholder expresses concern that the
8:31
team skipped a detailed signoff process
8:33
on a recent deliverable. The team
8:35
explains they held a demonstration and
8:38
incorporated immediate feedback instead
8:40
of waiting for formal approval. The
8:42
stakeholder insists this lack of signoff
8:44
is unacceptable and wants all
8:45
deliverables to go through formal review
8:47
before being accepted. What is the best
8:50
action the project manager should take?
8:52
A. Acknowledge the concern and update
8:55
the team's workflow to include a formal
8:57
approval checkpoint before each release.
8:59
B. Reiterate that agile prioritizes
9:02
working solutions over documentation and
9:05
skip any further discussion. C. Explain
9:08
the agile value of customer
9:10
collaboration and propose aligning on a
9:12
shared definition of done that includes
9:15
stakeholder expectations.
9:17
B. Offer to increase the frequency of
9:19
sprint reports to provide more
9:21
transparency and minimize the
9:23
stakeholders objections. You can pause
9:25
the video here if you need more time to
9:27
work on the question. All right, the
9:29
correct answer is C. This question is
9:32
about how to apply agile values in
9:34
decision-m especially when expectations
9:37
from traditional stakeholders conflict
9:39
with agile practices. In agile, we value
9:42
customer collaboration over contract
9:44
negotiation and focus on working
9:47
solutions over formalities.
9:49
But that doesn't mean we ignore
9:51
stakeholder needs. Instead of dismissing
9:54
their concerns or reverting to old
9:56
habits, the best move is to bring the
9:58
stakeholder into the process and find
10:00
common ground. Proposing a shared
10:02
definition of done is the ideal
10:04
solution. It aligns expectations without
10:06
compromising agile principles. Choice A
10:09
is incorrect. Adding a formal approval
10:12
checkpoint undermines agile's focus on
10:14
speed, feedback, and team empowerment.
10:16
It adds bureaucracy instead of solving
10:18
the real issue. Misalignment. Choice B
10:22
is incorrect. While agile does
10:24
prioritize working solutions, skipping
10:26
the conversation shuts down
10:28
collaboration, and that's the opposite
10:30
of agile. Agile teams listen, adapt, and
10:34
build trust. Choice D is incorrect.
10:37
Offering more reports might create the
10:39
illusion of transparency, but it doesn't
10:41
resolve the underlying disagreement. You
10:43
need a shared agreement, not just more
10:46
data. Let's move on to the next question
10:48
if you are ready. Question four. Midway
10:51
through the project, the product owner
10:53
receives feedback from a key customer
10:56
that a recently delivered feature
10:58
doesn't fully meet their needs. The team
11:00
had completed the feature according to
11:03
the original user story and accept a
11:05
definition of done. The customer now
11:08
requests several enhancements. What
11:10
should the agile team do next? A reject
11:14
the feedback since the feature was
11:16
already accepted and completed per the
11:18
agreed upon definition of done. B ask
11:21
the scrum master to facilitate a
11:23
discussion on whether the change should
11:25
be treated as a defect or a new feature.
11:28
C. Create new user stories based on the
11:30
customer feedback and prioritize them in
11:33
the product backlog. D. Reopen the
11:36
original user story and revise it until
11:38
the enhancements are included and
11:40
accepted. You can pause the video here
11:42
if you need more time to work on the
11:44
question. The correct answer is C. This
11:47
question is focused on how agile teams
11:50
respond to customer feedback, especially
11:52
after a deliverable has been marked as
11:54
complete. Agile teams deliver
11:56
iteratively. But just as important, they
11:59
must respond to change and continuously
12:02
focus on delivering value. If a
12:04
completed feature isn't quite right for
12:06
the customer, even though it technically
12:08
meets the original criteria, the agile
12:11
response isn't to argue, it's to adapt.
12:14
By capturing the new feedback as new
12:16
user stories, the team respects the
12:18
existing process while keeping customer
12:21
value at the center. Choice A is
12:23
incorrect. Saying no because it's
12:25
technically done ignores one of agile's
12:28
core principles, customer collaboration
12:30
over contract negotiation. It creates
12:33
friction instead of value. Choice B is
12:36
incorrect. While facilitation is
12:38
helpful, this option focuses more on
12:41
labeling the request than acting on it.
12:43
Whether it's a defect or enhancement,
12:45
the real action is to update the
12:47
backlog. Choice D is incorrect.
12:49
Reopening the original user story blurs
12:52
the team's commitment to a clear and
12:53
stable definition of done. It also risks
12:56
rework confusion and undermines the
12:58
inspection adaptation cycle. Let's move
13:01
on to the next question if you are
13:03
ready. Question five. During a
13:05
retrospective, several team members
13:07
express frustration that tasks are not
13:09
being completed as planned because some
13:11
team members frequently work in
13:13
isolation and avoid asking for help.
13:16
This behavior is slowing progress and
13:18
creating tension within the team. What
13:21
should the agile project manager do to
13:24
help the team adapt its behavior based
13:27
on agile values? A. Remind the team that
13:30
agile values emphasize individuals and
13:33
interactions and encourage open
13:35
communication and collaboration. B.
13:38
Suggest rotating team roles to ensure
13:40
all members experience different tasks
13:42
and improve shared responsibility.
13:45
C. Assign a peer reviewer to each team
13:47
member to monitor task completion and
13:49
enforce accountability. D. Recommend
13:52
that the team create working agreements
13:54
that include raising impediments early
13:56
and supporting one another. You can
13:58
pause the video here if you need more
14:00
time to work on the question. The
14:02
correct answer is D. This question tests
14:06
your ability to apply agile values to
14:08
improve team dynamics, especially when
14:11
behavior is getting in the way of
14:12
progress. Agile isn't just about
14:14
delivering work. It's about creating a
14:16
culture of openness, collaboration, and
14:19
shared responsibility. When team members
14:21
are working in isolation and not asking
14:23
for help, it's a signal that the team
14:25
may lack clear expectations for
14:27
collaboration or psychological safety. A
14:30
great agile practice in this case is to
14:32
have the team establish or update
14:34
working agreements. These agreements
14:36
empower the team to define how they want
14:38
to operate and hold themselves
14:40
accountable. Choice A is incorrect.
14:43
While encouraging collaboration is
14:44
aligned with agile values, simply
14:47
reminding the team is too passive. It
14:49
doesn't lead to a concrete improvement
14:51
or shared commitment. Choice B is
14:53
incorrect. Rotating roles can be useful
14:56
for crossraining, but it doesn't address
14:58
the real issue here, communication and
15:01
helpseeking behavior. It's a
15:03
misalignment with the actual root cause.
15:07
Choice C is incorrect. Assigning peer
15:10
reviewers introduces external control
15:12
and reduces self-organization. Agile is
15:15
about trust, not surveillance or
15:17
micromanagement. Let's move on to the
15:20
next question if you are ready. Question
15:22
six. An agile project team is in its
15:25
third sprint and is struggling to decide
15:27
how to approach a complex technical
15:30
problem. A senior stakeholder concerned
15:32
about delays suggests that the agile
15:34
project manager assign tasks directly to
15:37
team members to help speed things up.
15:39
What is the best course of action for
15:41
the agile project manager? A work with
15:44
the scrum master to create a task
15:46
assignment plan and distribute it among
15:48
the team to ensure clarity and momentum.
15:51
B meet privately with the stakeholder to
15:54
provide regular updates and offer
15:55
reassurances that the issue will be
15:57
closely monitored. C facilitate a
16:00
working session where the team
16:02
collaborates to break down the problem
16:03
and decide how to proceed. D. Agree with
16:07
the stakeholder and assign tasks to team
16:09
members based on their expertise to
16:11
avoid further delay. You can pause the
16:13
video here if you need more time to work
16:15
on the question. The correct answer is
16:18
C. This question is testing your
16:21
understanding of self-organizing teams,
16:24
a cornerstone of agile. Agile teams are
16:27
empowered to decide how best to
16:29
accomplish their work. When they hit a
16:31
roadblock, the agile leader role isn't
16:33
to take control, but to facilitate
16:36
collaborative problem solving and
16:38
maintain trust in the team's capability.
16:41
By hosting a working session, you're
16:43
enabling the team to solve the problem
16:45
together while modeling servant
16:47
leadership and promoting team ownership.
16:50
Choice A is incorrect. Creating a task
16:52
plan for the team, even with the scrum
16:54
master, goes against self-organization.
16:57
It's a subtle shift back toward command
16:59
and control, which weakens team
17:01
accountability. Choice B is incorrect.
17:04
While it sounds diplomatic, privately
17:06
reassuring the stakeholder does nothing
17:08
to help the team solve the issue. It
17:10
avoids the problem rather than
17:12
empowering the team to resolve it.
17:14
Choice D is incorrect. Assigning tasks
17:17
based on expertise might seem efficient,
17:19
but it breaks the agile principle of
17:21
trusting the team to collaborate and
17:24
self-direct. It sets a dangerous
17:26
precedent for top-down control. Let's
17:29
move on to the next question if you are
17:30
ready. Question seven. A functional
17:34
manager wants to attend daily stand-ups
17:36
to ensure that the team is staying on
17:38
track and to intervene quickly if
17:40
problems arise. Team members have
17:42
expressed that this presence makes them
17:44
uncomfortable and less open during the
17:46
meetings. What should the agile project
17:49
manager do? A. Support the manager's
17:52
participation to improve visibility and
17:54
foster leadership involvement. B. Ask
17:57
the manager to only attend when there
17:59
are blockers that require escalation or
18:01
resolution. C. Encourage the manager to
18:04
attend, but remind the team that
18:06
transparency is a core agile value. D.
18:10
Speak privately with the manager about
18:11
the purpose of standups and suggest
18:13
alternative ways to stay informed. You
18:16
can pause the video here if you need
18:18
more time to work on the question. The
18:20
correct answer is D. This question is
18:23
about shifting from control to
18:25
collaboration, a key transition in agile
18:28
thinking. In agile, stand-ups are for
18:31
the team, not for management oversight.
18:33
When leaders attend to monitor the team,
18:36
it often shifts the tone and undermines
18:38
openness. The agile leader role is to
18:41
protect team dynamics while still
18:43
supporting stakeholder engagement. The
18:46
best way to handle this is to have a
18:47
respectful private conversation with the
18:49
manager. help them understand the
18:51
purpose of the standup and offer better
18:53
ways to stay informed, like attending
18:54
sprint reviews or reviewing shared
18:56
dashboards without disrupting the team's
18:59
flow. Choice A is incorrect. While it
19:02
might seem helpful to increase
19:04
visibility, encouraging oversight during
19:06
stand-ups reinforces a command and
19:08
control culture and erodess team safety.
19:11
Choice B is incorrect. Limiting
19:13
attendance to only when there are
19:15
blockers still implies that the
19:16
manager's presence is necessary for
19:18
resolution, which isn't the agile way.
19:21
Team should raise and resolve issues
19:23
collaboratively. Choice C is incorrect.
19:26
While transparency is an agile value,
19:29
forcing it in this way violates
19:31
psychological safety. Team members won't
19:34
speak up if they feel they're being
19:35
watched or judged. Let's move on to the
19:38
next question if you are ready. Question
19:41
eight.
19:42
During a sprint planning session, a team
19:44
decides to prioritize several loweffort
19:47
technical tasks that are easy to
19:49
complete but provide minimal value to
19:51
the customer. The product owner
19:52
expresses concern that this focus could
19:54
delay features that directly impact
19:56
customer outcomes. How should the
19:59
project manager respond? A. Remind the
20:02
team that agile prioritizes delivering
20:04
customer value and facilitate a
20:06
discussion to realign the backlog. B.
20:09
support the team's decision to build
20:11
momentum and promote quick wins early in
20:13
the sprint. C. Recommend balancing
20:16
technical tasks and customer-f facing
20:19
features equally to maintain team morale
20:22
and velocity. D. Reassure both sides
20:25
that sprint review will determine
20:27
whether the work aligns with overall
20:29
business goals. You can pause the video
20:31
here if you need more time to work on
20:33
the question. The correct answer is A.
20:36
This question is about keeping the team
20:38
focused on customer value, one of the
20:40
core agile principles. Agile isn't about
20:42
just staying busy or checking off easy
20:44
tasks. It's about continuously
20:46
delivering what matters most to the
20:48
customer. Even when a task is loweffort,
20:50
if it doesn't deliver value, it's not
20:53
the right priority. As the agile project
20:55
manager, your role is to help the team
20:57
stay aligned with product goals, not
20:59
just team preferences. Facilitating a
21:02
conversation during planning to realign
21:04
priorities with valu-driven delivery is
21:06
a key leadership move. Choice B is
21:09
incorrect. While building momentum
21:11
sounds good, prioritizing based on
21:13
what's easiest rather than what's most
21:15
valuable leads to waste and misalignment
21:17
with business outcomes. Choice C is
21:20
incorrect. Balancing tasks sounds
21:22
diplomatic, but it assumes technical and
21:25
customer priorities always carry equal
21:27
weight, which isn't true in agile. value
21:29
to the customer comes first. Choice D is
21:33
incorrect. Sprint review is too late to
21:35
address this misalignment. Agile
21:38
emphasizes early and continuous
21:40
collaboration, especially during
21:42
planning, not after work is already
21:44
done. Let's move on to the next question
21:46
if you are ready. Question nine. During
21:50
a sprint retrospective, a team member
21:52
admits they made a mistake that caused a
21:54
production issue but hesitated to speak
21:57
up earlier out of fear of being blamed.
21:59
The issue has since been resolved, but
22:02
the incident has affected team morale.
22:05
What is the best way for the agile
22:07
project manager to respond? A. Encourage
22:11
the team to implement stricter controls
22:13
to prevent similar mistakes from
22:15
happening again. B. Thank the team
22:17
member for their honesty and lead a
22:19
discussion on learning and psychological
22:22
safety. D. Ask the scrum master to
22:25
document the incident and share lessons
22:27
learned with leadership. D. Reassure the
22:30
team that mistakes are expected in agile
22:32
and move on to the next topic. You can
22:35
pause the video here if you need more
22:36
time to work on the question. The
22:39
correct answer is B. This question is
22:41
testing your understanding of
22:43
psychological safety, a critical factor
22:45
in agile team success. Psychological
22:48
safety means team members feel safe to
22:51
speak up, admit mistakes, and ask for
22:53
help without fear of embarrassment or
22:55
punishment. When someone openly admits a
22:58
mistake, it's an opportunity not to
23:00
assign blame, but to foster trust and
23:03
learning. The best response is to
23:05
acknowledge their courage and use the
23:08
moment to reinforce a culture where it's
23:10
safe to speak up. That's how agile teams
23:13
grow stronger together. Choice A is
23:16
incorrect. Adding stricter controls may
23:18
feel like a solution, but it can lead to
23:20
fear-based behavior and reduced
23:22
openness. It treats the symptom, not the
23:24
root cause. Choice C is incorrect.
23:28
Documenting and sharing with leadership
23:30
might be well-meaning, but it can feel
23:32
punitive and risks undermining trust if
23:34
not handled delicately. It may
23:36
discourage others from speaking up.
23:39
Choice D is incorrect. Saying mistakes
23:41
happen and moving on ignores the deeper
23:44
issue, the lack of safety that caused
23:46
the delay in disclosure. Agile
23:48
retrospectives are the time to engage,
23:50
not to skip over tough conversations.
23:53
Let's move on to the last question in
23:55
this topic if you are ready. Question
23:58
10. An agile team is struggling to adopt
24:01
agile practices consistently. Leadership
24:03
is eager for results but continues to
24:05
push for fixed deadlines, detailed
24:07
upfront plans, and signoffbased
24:10
approvals. The team feels pressured to
24:12
compromise agile principles to satisfy
24:14
leadership expectations. What should the
24:16
project manager do? A ask the team to
24:20
balance agile practices with leadership
24:22
expectations until results improve. B.
24:26
Encourage leadership to attend agile
24:28
ceremonies and offer coaching on agile
24:30
values and practices. C. Focus on
24:33
improving team velocity to meet
24:35
deadlines while quietly maintaining
24:37
agile practices behind the scenes. D.
24:40
Recommend assigning a liaison between
24:43
the team and leadership to streamline
24:45
communication and reduce tension. You
24:48
can pause the video here if you need
24:50
more time to work on the question. The
24:52
correct answer is B. This question is
24:55
testing your understanding of how
24:57
leadership shapes the agile environment.
24:59
Agile transformation isn't just about
25:01
teams adopting new processes. It
25:03
requires a mindset shift at all levels,
25:06
especially from leadership. The most
25:09
effective approach here is to bring
25:10
leadership into the learning journey.
25:12
Inviting them to attend agile ceremonies
25:15
and providing guidance on agile values
25:17
helps create alignment and transparency.
25:20
When leaders understand the why behind
25:22
agile, they're more likely to support it
25:25
authentically, not just ask for faster
25:27
delivery. Choice A is incorrect. Asking
25:30
the team to compromise agile practices
25:33
sets the stage for hybrid confusion and
25:35
burnout. Agile shouldn't be diluted just
25:37
to meet traditional expectations. Choice
25:40
C is incorrect. Operating agile under
25:43
the radar reinforces a lack of trust and
25:46
transparency and puts the team in a
25:48
tough position between doing what's
25:50
right and doing what's expected. Voice D
25:54
is incorrect. Assigning a liaison might
25:56
reduce surface tension, but it's a
25:58
band-aid. It doesn't address the root
26:00
issue. Leadership's mindset and behavior
26:03
need to evolve alongside the team.
26:05
Congratulations. You've just completed
26:07
all 10 questions for the agile mindset
26:09
and values topic. How did you do? You're
26:12
doing an amazing job of making it this
26:14
far. When you're ready, I will see you
26:16
in the next topic.