Testing Challenges in Agile at Scale Product Development CT-ATLAS Practice Questions (Page 3)

Questions 11–15

1. 11foundation · easy

   What is a risk when testing efforts are not aligned with business and customer value?

   • ATesting will always cover all features equally
   • BCustomer value is automatically considered by each team
   • CTesting becomes more efficient because teams work independently
   • DTesting may focus on low-risk, low-value features while critical customer paths are under-tested
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2. 12application · medium

   A retail company has 8 agile teams working on a mobile app. Each team has its own backlog and prioritizes features based on its local stakeholders. The test leadership notices that a lot of testing effort is spent on low-value features while critical customer-facing flows are under-tested. What is the best way to realign testing with business value?

   • AIntroduce a product-level risk assessment that identifies critical customer journeys and allocate testing effort accordingly.
   • BRequire each team to achieve 100% test coverage on all features.
   • CCreate a separate quality assurance team that tests all features independently of the feature teams.
   • DAsk each team to create its own test plan and prioritize based on its own risk assessment.
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4. 13application · medium

   A healthcare software company has adopted agile at scale with 10 feature teams. Each team is responsible for a different part of the product. Recently, a defect was found in production that spanned three teams' components. The teams are blaming each other, and no one wants to take ownership of the fix. What should the test leadership do to address this recurring issue?

   • AEstablish a cross-team quality community of practice and define a shared definition of done that includes end-to-end quality criteria.
   • BImplement a strict policy that the team that last changed a component is responsible for any defect in that component.
   • CCreate a 'defect war room' where teams meet daily until the defect is resolved.
   • DAssign a dedicated 'integration quality owner' who is accountable for all cross-team defects.
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5. 14expert · hard

   A company has 8 teams working on a product. Each team has its own definition of done, and quality is often compromised because teams consider their work done before the product is fully integrated. The test leadership wants to improve the overall quality without slowing down the teams. What is the most effective approach?

   • ADefine a common definition of done that includes integration and system-level testing criteria.
   • BConduct a weekly quality review meeting where teams present their test results.
   • CAdd a quality gate at the end of each sprint that blocks the release if any team has not met its definition of done.
   • DAssign a quality manager to each team to ensure they follow the same standards.
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6. 15application · medium

   A large e-commerce company has 15 agile teams working on a shared platform. They have a single test environment that is supposed to be available 24/7, but teams frequently complain that they cannot run their tests because another team has left the environment in a broken state. The test leadership wants to improve the situation. What is the most effective approach?

   • AAssign a dedicated environment manager to monitor and fix the shared environment.
   • BCreate a self-service portal that allows teams to provision isolated test environments on demand.
   • CRequire all teams to run their tests only in production-like environments that are recreated daily.
   • DImplement a booking system where teams reserve the test environment for specific time slots.
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