OKR CERTIFIED PROFESSIONAL (OKRCP) SAMPLE EXAM

OKR CERTIFIED PROFESSIONAL (OKRCP)
SAMPLE EXAM

Opaaa.

Que tal praticar antes de fazer o exame OKRCP? Aqui abaixo você tem o simulado gratuito fornecido pela CERTIPROF em inglês. Para utilizar a versão em português deste simulado clique aqui.

1. What is John Cutler’s proposal to create Kanban’s 5th column?

A. It helps teams to become true feature factories.
B. It helps to measure the value of deliverables in the three basic dimensions of project management, cost, time and quality.
C. It helps teams to create hypothesis-driven development practices.
D. It helps to define OKRs for product development from the perspective of the product owner.

2. How should a Key Result be?

A. Quantitative.
B. Qualitative.
C. Quantitative and Qualitative.
D. Activity-based.

3. What happens when teams define which features to develop for the product?

A. It increases prioritization, productivity and efficiency during Sprint.
B. There is a risk of having activity-based OKRs that do not add value.
C. There is a risk that non-validated ideas will not be used by customers.
D. None of the above.

4. How should an Objective be? Ci:’

A. Qualitative.
B. Quantitative.
C. Quantitative and Qualitative.
D. Macro Activity.

5. The visual management of OKRs is:

A. Not recommended to avoid conflicts of interest.
B. Mandatory to promote teams’ emotional engagement.
C. Optional, but important to encourage critical thinking.
D. Can be replaced by an OKR management system.

6. How to use OKRs for product development?

A. We must have OKRs for each product.
B. We must have shared OKRs in all areas responsible for the product.
C. We must focus on the main problem to be solved in that cycle.
D. All are correct.

7. The items below are characteristics of Full Stack Agile, except:

A. The leaders define the final state and the rules.
B. The strategy is iterative and based on hypotheses.
C. The objectives follow the OKR model.
D. Tactics based on the execution of experiments.

8. Examples of techniques used to prioritize OKRs are, except:

A. RUT (Relevance, Urgency and Trend).
B. COD (Cost of Delay).
C. HIPPO model.
D. All of the above.

9. What is the orientation of Andy Grove, former Intel CEO on choosing metrics?

A. We should avoid vanity metrics.
B. We must prioritize statistical and actionable metrics.
C. We must choose key results that are results.
D. For each key result, another one must be defined to deal with consequences.

10. Who created the OKRs and who was responsible for disseminating the framework:

A. Marty Cagan created, and Andy Grove disseminated.
B. Laszlo Bock created, and John Doerr disseminated.
C. Andy Grove created, and John Doerr disseminated.
D. Andy Grove created and John Cutler disseminated.

11. Who is responsible for developing strategic OKRs?

A. CEO I founder.

B. CEO I founder with the assistance of senior management.

C. The media manages with support from senior management and CEO.

D. Must be prepared by the teams (60 % bottom-up).

12. Are these mistakes in adopting OKRs?

A. Do not expect to reach all objectives and create several «KRs» to achieve an «0».

B. Align objectives between managers and employees, provide auditable evidence.

C. Use only common objectives at the beginning of the adoption.

D. Create few “KRs” to achieve “O”, use OKRs defined by management.

13. What is the difference between OKRs and SMART goals?

A. They are complementary, OKRs must use SMART goals.
B. SMART goals are a goal setting system, OKRs are a goal management system.
C. SMART goals are key performance indicators and should be part of every good OKR.
D. None of the above.

14. About OKRs and KPls it is correct to state that:

A. KPI is a process performance measurement system.
B. OKR is a system for measuring strategic, tactical and operational processes.
C. KPls are key indicators, OKRs are actionable indicators.
D. OKRs are an evolution of KPls.

15. When does the Cadence of Results occur?

A. Weekly to measure the progress of OKRs.
B. Annually at the closure of strategic OKRs.
C. Quarterly at the end of OKRs for all teams.
D. Only if necessary to develop action plans.

16. How should an Objective be?

A. Ambitious or Common.
B. Inspirational and Numerical.
C. Quantitative and Qualitative.
D. Macro Activity.

17. What is the recommendation regarding the use of OKR management software?

A. Its use, although not mandatory, facilitates the monitoring.
B. Its use is optional, care must be taken with the complexity of the Software.
C. Its use is mandatory to avoid delays in the monitoring.
D. Can be replaced by Excel spreadsheets with some loss for monitoring.

18. What is the ideal composition of OKRs according to John Doerr?

A. Four or Five Objectives followed by Three key results.
B. Two or Three Objectives followed by Four key results.
C. One Objective followed by Three or more key results.
D. Three Objectives followed by up to Four key results.

19. Why should we prioritize OKRs?

A. To create the “moonshot” effect.
B. In order to have few OKRs to be followed in the year.
C. To create the “roofshot” effect.
D. To boost monitoring capacity in the Quarter.

20. What are the possible approaches for adopting OKRs?

A. Strategic,Tactical and Operational.
B. Strategic and Experimental.
C. For Products and Feedback Loops.
D. All of the above.

21. The items below are characteristics of Full Stack Agile, except:

A. Leaders define the final state and restrictions.
B. The leaders define the detailed plans but the autonomy is of the teams.
C. The objectives follow the OKR model.
D. Tactics based on the execution of experiments.

22. How should the process of preparing OKRs be?

A. Engage teams to create as many OKRs as possible.
B. Only a few OKRs should be created in the preparation.
C. You can create many OKRs, but you should get a smaller list for monitoring.
D. Leave the teams free to define all OKRs that make sense.

23. What is Doerr’s formula:

A. I will achieve an objective, and will be measured by several KPls.
B. I will achieve an objective and will be measured by a key result.
C. I will achieve several objectives and will be measured by a key result.
D. I will achieve an objective, and will be measured by several key results.

24. What are OKRs not?

A. OKRs are not used to measure employee performance.
B. Are not transparent to the entire organization so as not to expose the employee.
C. Do not encourage experimentation and trial and error.
D. Your timebox cannot be modified (three-month cycle).

25. Which item below is not a characteristic of OKRs?

A. Transparency.
B. Alignment.
C. Cascading.
D. Communication.

26. Why should we prioritize OKRs?

A. To avoid the “Sandbagging” effect.
B. To avoid the “Set and forget” effect.
C. To encourage teams to perform “Brainstorming”.
D. In order to have few OKRs to be monitored in the year.

27. What is OKR?

A. It is a new metrics system that emerged as an evolution of the Management by Objectives (MBO).
B. It is a system based on actionable metrics that directly impact strategic business decisions.
C. It is a goal system that emerged as an evolution of the Management by Objectives (MBO).
D. It is a metric system to create alignment with dynamic, measurable metrics, with short cadences.

28. What is the difference between OKRs and MBO?

A. MBO is focused on collaboration, OKR is focused on competition.
B. MBO is focused on competition rather than collaboration.
C. MBO as well as OKR are complete goal management systems.
D. None of the above.

29. A team has defined an OKR that is not associated with strategic OKRs, the team is:

A. Incorrect, all OKRs must be associated with strategic OKRs.
B. Correct, it is possible that few team’s OKRs are not associated with strategic OKRs.
C. Correct, the OKR model is bottom-up, the team can create several OKRs not associated with the strategic ones.
D. Incorrect, all OKRs must be associated with tactical OKRs.

30. What is the risk of not prioritizing OKRs?

A. It is difficult to identify responsibly, the higher the priority the higher the hierarchical level.
B. It creates difficulties in the monitoring cycle.
C. It is difficult to choose which OKR is a priority in case of delivery risks.
D. All of the above.

31. What is the relationship between the definition of product backlog and OKRs?

A. OKRs are for strategic planning do not apply to products.
B. Each item in the product backlog must be associated with an OKR.
C. Items not aligned with the OKRs are discarded.
D. All of the above.

32. A given KR does not contain a number, is it correct?

A. No, if It does not have a number it’s not a KR.
B. No, it must have a number and must be a Moonshot.
C. Yes, they can be number or deliverable/level based.
D. No, it must have a number and must be Roofshot.

33. Are these good practices in adopting OKRs?

A. Define OKRs without discussing with the manager.
B. Mixing ambitious goals (moonshots) with common goals (Roofshots).
C. Create few “KRs” to achieve “O”, define several moonshot OKRs.
D. None of the above.

34. What are the characteristics of a company in the Waterfall model?

A. Objectives follow an alignment approach.
B. The structure has annual static plans.
C. Objectives follow a cascading approach.
D. B and c are correct.

35. What occurs in the cadence of results?

A. Reward the OKRs accomplished, penalize those not accomplished.
B. Reward the OKRs accomplished, there should be no penalties for those not accomplished.
C. Reward the accomplished OKRs, share learning from those not accomplished.
D. All of the above.

36. When does the Cadence of Results occur?

A. Weekly to measure the progress of OKRs.
B. Annually at the closure of strategic OKRs.
C. Quarterly at the end of OKRs for all teams.
D. Only if necessary to develop action plans.

37. What is Christina Wodtke’s recommendation for balancing OKRs?

A. For every KR we must have a KR to deal with the adverse effect of the first.
B. We must balance protection OKRs with delivery OKRs.
C. We must use balancing KRs to increase the accuracy of achieving the Goal.
D. None of the above.

38. The items below are contributions from OKRs to Business Agility, except:

A. Culture based on team autonomy.
B. Strategy based on hypothesis validation.
C. Increases teams’ understanding of the general business context.
D. Progress measured by deliveries not comprehensive documentation.

39. What is the difference between OKRS and KPls

A. OKRs link results to actions.
B. OKRs seek to maximize efficiency, KPls the effectiveness.
C. OKRs must be based on KPls.
D. All alternatives.

40. What are examples of high-frequency OKRs:

A. Feedback cycles and 1: 1.
B. At the end of Sprint.
C. A and B are correct.
D. Only B is correct.

RESPOSTAS DO SIMULADO

1.         C

2.         A

3.         C

4.         A

5.         C

6.         D

7.         A

8.         C

9.         D

10.       C

11.       A

12.       D

13.       B  

14.       A  

15.       C  

16.       A     

17.       B     

18.       A

19.       D 

20.       D

21.       B

22.       C

23.       D

24.       A

25.       C

26.       B

27.       C

28.       B

29.       B

30.       B

31.       C

32.       C

33.       D

34.       D

35.       C

36.       C

37.       B

38.       D

39.       A

40.      C

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