Agile &amp; Scrum

How would you introduce TDD to a team?

This tests your ability to influence a team and implement change pragmatically. A great answer outlines a gradual adoption: understand context, advocate with data, pilot on a new feature, then scale. A red flag is demanding a sudden, mandatory switch.

Describe the stages of a CI/CD pipeline for a containerized app

This tests your practical knowledge of automated software delivery and risk management. A strong answer outlines CI, build, test, and deploy stages, including container-specific steps like image scanning and quality gates like automated testing and…

Balancing Emergent Design with Long-Term Architectural Vision

This tests your grasp of scaling Agile. A strong answer defines emergent design and intentional architecture, explaining how an 'Architectural Runway' provides the technical foundation to balance them. A red flag is treating this as an 'either/or' choice.

Explain the Test Pyramid and its strategic use

Tests your grasp of balanced testing trade-offs. A good answer defines the Unit, Service, and UI layers, explains the cost/speed rationale, and applies it to a feature strategy. A red flag is describing the pyramid but not its strategic 'why'.

Describe the TDD Red-Green-Refactor cycle

This tests your grasp of TDD's core loop and its design implications. A good answer defines Red (failing test), Green (minimal code to pass), and Refactor (improve structure).

How to Handle Poor Quality with Happy Stakeholders?

This tests your commitment to Scrum's Transparency pillar. A great answer involves being honest about unsustainable quality in the Sprint Review, proposing a plan (e.g., 20% capacity for tech debt), then using the Retrospective to fix the root cause.

Shift a Sprint Review from a Demo to a Working Session

Tests your understanding of Sprint Review's purpose: inspection and adaptation. A great answer shows how an engineer can partner with the PO to frame the session around goals, solicit feedback on the Increment, and collaboratively update the Product Backlog.

How do you ensure retro ideas become action?

This tests your ability to drive change by treating process improvements as formal work. A great answer suggests adding the top retro item to the next Sprint Backlog, making it visible, accountable, and part of the team's commitment.

Handling Negative Feedback in a Sprint Review

This tests your grasp of the Sprint Review's purpose (inspection, not acceptance). A strong answer has the Product Owner lead a discussion on the feedback, which then informs new, prioritized Product Backlog Items, rather than blaming or committing to…

What is the output of a Sprint Retrospective, and what happens next?

This tests if you create actionable outcomes, not just vent. The output is a plan to improve quality and effectiveness, with the most impactful items added to the next Sprint Backlog. A red flag is calling the output just 'notes' with no plan for integration.

Team delivers features, but stakeholders are unhappy. Why?

This tests your focus on outcomes over outputs. A strong answer diagnoses weak feedback loops, citing ineffective Sprint Reviews, a vague Product Goal, and a disconnected Product Owner.

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Your team can't meet the mandated Definition of Done. What's your plan?

Make the gap in the Definition of Done visible and agree a plan to close it. Do not present unfinished work as Done. An organizational Definition of Done is a minimum standard for Scrum Teams, not an optional target.

How do you handle a teammate working on low-priority tasks?

This tests your accountability and interpersonal skills within a Scrum team. A great answer starts with a private, curious conversation, then uses the Daily Scrum to refocus the team on the Sprint Goal, and only then involves the Scrum Master as a coach.

How do you establish a Sprint Goal in planning?

This tests your ability to shift from a task-taker to a value-driver. A great answer involves asking 'why' to find a theme, proposing a goal based on that theme, and then negotiating scope against it. A red flag is passively waiting or confronting the PO.

What do you do when a Sprint Goal is in jeopardy?

Tests your grasp of adaptation over rigid plans. A great answer involves immediate transparency, team problem-solving on how to still meet the Sprint Goal, and negotiating scope with the Product Owner.

Difference Between 'Code Complete' and 'Done'?

Tests if you grasp value delivery vs. task completion. A great answer defines 'code complete' as a dev step and 'Done' as a team-agreed state of shippable value, governed by the Definition of Done. A red flag is equating 'Done' with just 'QA passed'.

What's missing from a ticket-focused Daily Scrum?

This tests if you know the Daily Scrum is for Developers to inspect progress toward the Sprint Goal, not a status report. A great answer states this purpose, explains how it enables adapting the next day's plan, and focuses on the team.

Sprint Goal: Purpose and Influence on Sprint Planning

Tests if you understand a Sprint is about a single objective, not just a list of tasks. Define the Sprint Goal as the 'why'—a commitment providing focus and flexibility that guides PBI selection. A red flag is defining the goal as a summary of tickets.

How do you fix a 200-item unmanageable product backlog?

Tests strategic thinking and Agile leadership. A strong answer proposes a collaborative workshop, re-anchors on the Product Goal, ruthlessly triages items, and establishes a new refinement process.