A.The ability to bypass the change-management process, inserting new requirements and changes directly into the team as they meet daily

B.The early and continuous delivery of valuable software, providing increased visibility and the opportunity for more frequent adjustments

C.The team's flexibility to make changes mid-iteration as business needs or priorities change, increasing the ability of the team to meet project commitments

D.Increased access to the project and less reliance on formal reports and status meetings to better understand the current work and the risks the team is accepting

A.Super user

B.Persona

C.Admin

D.UX engineer

A.Acceptance tests

B.Entrance criteria

C.Done criteria

D.Go and no-go limits

A.is fully committed to team success yet respects the prescribed roles and titles of team members.

B.owns its decisions and commitments and is motivated to succeed at any cost.

C.is self-organizing, empowered to make decisions, and consensus-driven, with constructive disagreement.

D.produces a high volume of business value through intensive collaboration and avoidance of conflict.

A.Ask the product owner to create the project vision and charter and then discuss the guiding principles with the team

B.Send the product owner to formal product-owner training where the product owner can learn how to create a product vision

C.Hold a meeting with the team and the product owner to develop the team charter, working agreement, guiding principles and product vision

D.Hold a meeting during which the team can present the protect charter, high-level project plan and team values to the product owner