Building and Sustaining the Team CTEL-TM-MTT Practice Questions (Page 5)

Questions 21–25

1. 21application · medium

   A test lead has a team where some members are co-located and one member works remotely. The remote member has complained that they are often not informed of informal decisions made during coffee-break conversations at the office. The test lead wants to ensure the remote member is not disadvantaged. What is the most effective strategy?

   • AMove all team communication to a single, always-on video conference line that the remote member can join at any time.
   • BAsk the co-located team members to make a conscious effort to call the remote member after any informal discussion.
   • CInstitute a 'decisions log' in a shared, accessible document where all decisions, even informal ones, are recorded and reviewed at the start of each team meeting.
   • DSuggest that the remote member be more proactive in checking in with the co-located team members for updates.
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2. 22expert · hard

   A test lead manages a team where the core testers are co-located, but a key automation specialist works remotely in a time zone that is 9 hours ahead. The automation specialist has expressed feeling disconnected from the team's daily priorities and has started to make technical decisions that are not aligned with the team's current sprint goals. The test lead wants to improve alignment and the specialist's sense of belonging. What is the most effective strategy?

   • ACreate a detailed email thread that summarizes the daily priorities and send it to the automation specialist at the end of each day.
   • BSchedule a recurring 30-minute one-on-one video call between the test lead and the automation specialist at a time that overlaps both their working hours, and ensure the specialist is included in all relevant sprint planning and review meetings via video conference.
   • CDelegate the responsibility of keeping the automation specialist informed to a junior tester on the core team.
   • DAsk the automation specialist to align their working hours to fully overlap with the core team's hours.
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4. 23expert · hard

   A test lead manages a team where a senior tester in a remote location has been with the company for many years and is highly respected. However, this tester has recently started to resist new testing methodologies and tools that the rest of the team has adopted, citing that the old ways are more reliable. This is causing friction and slowing down the team's progress. The test lead wants to maintain the senior tester's trust and loyalty while also moving the team forward. What is the most effective approach?

   • AMandate that all team members, including the senior tester, must adopt the new methodology immediately to ensure consistency.
   • BPair the senior tester with a junior tester who is proficient in the new methodology, so the junior tester can teach them.
   • CAllow the senior tester to continue using the old methodology as long as they meet their deadlines, to avoid conflict.
   • DIn a private video call, acknowledge the senior tester's experience and concerns, and then ask them to lead a small pilot project to evaluate the new methodology and report back on its effectiveness.
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5. 24foundation · easy

   Which of the following is a primary benefit of establishing effective information sharing and communication within a test team?

   • AIt guarantees that test defects are automatically resolved without further analysis.
   • BIt ensures that all team members have consistent and up-to-date information to support decision-making.
   • CIt eliminates the need for formal status reporting to stakeholders.
   • DIt reduces the need for test documentation.
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6. 25application · medium

   A test team has been working on the same product for over a year. The test lead notices that the team's productivity has plateaued and there is a general lack of enthusiasm. The testers are all competent and know the product well. The test lead wants to re-energize the team. What is the most effective approach?

   • AIncrease the frequency of status meetings to keep everyone more informed and involved.
   • BOffer a team-wide bonus if the team can reduce the number of escaped defects by 10% in the next quarter.
   • CIntroduce a 'test improvement' initiative where each tester is encouraged to propose and lead a small project to improve the team's testing process or tooling.
   • DRotate the testers to different modules within the same product to give them a change of scenery.
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