Level 4 exam — Project management

Exam — fresh questions

12 questions to validate agile methods: mindset, Scrum, Kanban, backlog and tools.
Answer everything, then click Check: your score and explanations will appear.

4.1 · Recall

1. What is agility's core idea?

Removing every form of planning Waiting until the end to deliver the whole project Freezing everything in detail from project start Moving in short cycles while adjusting to feedback

Iterative and incremental: deliver value early and often.

4.1 · Application

2. Bilal faces uncertain needs changing every month. What should he do?

Deliver a first increment in 2 weeks then adjust Wait until needs stabilize before acting Document exhaustively before showing anything Freeze a detailed 12-month plan and stick to it

Agility answers uncertainty: short cycles, value delivered early, adjustment to feedback.

4.2 · Recall

3. What does a Scrum team deliver at a sprint's end?

A truly usable product increment A forecast schedule for next month Nothing precise, just hours done A simple activity report of the past sprint

Sprints of 1 to 4 weeks; 3 roles, 5 events, 3 artifacts.

4.2 · Application

4. In Bilal's team, Amine prioritizes the backlog and Bilal removes blockers. Who does what?

Amine is Scrum Master, Bilal is Product Owner Amine is Product Owner, Bilal is Scrum Master Both are hierarchical bosses of the team Both do the same developer role

PO = value and priorities; Scrum Master = facilitates with no hierarchical authority.

4.2 · Arbitration

5. Bilal's Scrum Master starts handing out tasks and controlling everyone. What is wrong?

They should remove the sprint review and retrospective Nothing: that is exactly their team-boss role They recreate a boss where Scrum wants a self-organized team They should also prioritize the whole product backlog alone

The Scrum Master is a servant-leader: they facilitate and protect, they do not command.

4.3 · Application

6. Bilal's board overflows: 9 cards “In progress”, nothing finishes. What should he do?

Open even more cards to keep everyone busy Set a WIP limit and finish before starting Remove the board and steer by gut feeling Add columns with no work limit

Limiting work in progress reveals the bottleneck and speeds up: finish before starting.

4.3 · Arbitration

7. Bilal hesitates between Scrum and Kanban for an unpredictable support flow. What to choose?

Neither: multiplying parallel tasks is enough The priciest of both, which guarantees flow smoothness Sprint-based Scrum, since Kanban also imposes sprints Kanban, since it handles continuous flow with no imposed sprint or role

Scrum = planned iterations; Kanban = continuous flow and flexibility.

4.4 · Application

8. Which phrasing is a real user story?

As a client, I want to track my request so that I avoid calls Drawing the project Gantt chart before month end Allocating 5,000 euros to the yearly product development budget Coding module X with technology Y imposed upfront

Role / action / benefit: focus stays on user value.

4.4 · Application

9. Bilal's team estimates: 3, 5 and 13 points on the same story. What to do in planning poker?

Drop points for precise calendar days Average without discussing to save time Have extremes speak, debate, then revote Impose the Product Owner's day estimate

Planning poker converges by discussing gaps (Fibonacci), in relative points.

4.4 · Arbitration

10. Bilal estimates all his stories in absolute days promised to the client. What is the risk?

Points are forbidden when the client is demanding The backlog automatically becomes value-prioritized None: days are always more reliable than points False precision: hazards quickly disprove absolute durations

We compare better than we predict: points + velocity avoid precision illusion.

4.5 · Application

11. Bilal has a contractual Gantt lot and a sprinted product. Which coherent tooling?

The priciest tool for both, with no prior testing MS Project for the Gantt, Jira for backlog and sprints A single spreadsheet for everything, even with 30 people Trello for the critical path and allocated resources

Predictive → MS Project; structured agile → Jira; simple → Trello; versatile → Notion.

4.5 · Arbitration

12. Bilal's tool weighs tracking down: double entry, doubled meetings. What to conclude?

The team must be trained to endure the tool without question Normal: a good tool must complexify work It is the wrong tool or too heavy a use: simplify A second tool must be added on top of the first

Tools ease; when they weigh down, simplify. Start simple, scale up as needed.

What's next?

Score ≥ 80%: move to Level 5 — V3 (team, conflicts, closure, PMO, certifications).
Score < 80%: revisit the missed sections (Scrum 4.2, Kanban 4.3, backlog 4.4), reread the explanations above, then retake the test.