Project Retrospectives CTEL-TM-SM Practice Questions (Page 2)

Questions 6–10

1. 6application · medium

   A test organization has been holding retrospectives for a year, but many action items are not implemented. The test manager wants to improve the follow-through. Which practice is most effective?

   • ACreate a lessons-learned document and share it with all stakeholders.
   • BReview the status of previous action items at the start of each retrospective and update them accordingly.
   • CLimit the number of action items to one per retrospective.
   • DAssign action items to the most senior person in the room.
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2. 7foundation · easy

   Why is it important to track the implementation of retrospective action items?

   • ATo create a record of team activities for performance reviews
   • BTo increase the number of meetings held
   • CTo ensure that improvements are actually made and sustained
   • DTo assign blame if an action item is not completed
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4. 8expert · hard

   A test organization wants to embed retrospectives into its culture, but team members see them as a waste of time because action items are rarely followed up. The test manager wants to change this perception. Which approach is most effective?

   • AInvite senior management to retrospectives to show their importance.
   • BShorten the retrospectives to 15 minutes to reduce the perceived time waste.
   • CEnsure that every retrospective ends with a clear set of action items, owners, and deadlines, and review them at the next retrospective.
   • DMake retrospectives optional for team members who do not see value in them.
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5. 9foundation · easy

   How can the impact of a retrospective action item be measured?

   • ABy comparing key metrics before and after implementation
   • BBy counting the number of action items completed
   • CBy asking team members if they feel better
   • DBy reviewing the project's budget
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6. 10expert · hard

   In a retrospective, the team identifies that test coverage was lower than expected in the last release. They list several possible causes: unclear requirements, insufficient time, and lack of test data. The facilitator wants to identify the most likely root cause to focus improvement efforts. Which analysis approach is most effective?

   • ALook at the defect data to see which cause correlates with lower coverage.
   • BAsk the team to vote on which cause they think is most important.
   • CImmediately create action items for all three causes.
   • DUse a cause-and-effect diagram (fishbone) to explore the relationship between the possible causes and the effect.
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