Quiz is based on sample questions from the ISTQB Official 2012 Test Manager Advanced Exam.
The Practice Quiz will present 30 random questions (from 56) and is limited to 1 hour.
The Official ISTQB CTAL TM exam is 65 questions and is limited to 3 hours.
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Test basis is of low quality
Test design and test execution is outsourced
Test basis is changing frequently
Domain experts are available for consultation during test design
Test conditions are used for management milestone presentations
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Click on company enrollment button; verify that you go to that company’s enrollment page.
Click on company enrollment button; verify that you go to our home page.
Click rapidly on company enrollment button to see what happens.
Click on URL for our home page; check that home page displays.
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This risk item should be assessed as a very high impact level risk.
The test cases associated with this risk item must be run first in the test execution period.
The test cases associated with this risk item must be run toward the middle of the test execution period.
A large number of test cases should be associated with this risk item, based on impact.
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The test team might not be following the test strategy, since test 02.010 is higher risk than 02.019.
If the test plan calls for running at least one test for each requirement as early as possible, the test sequencing might be correct.
The test sequencing is certainly incorrect, since test 02.010 is higher risk than 02.019.
The test manager should stop test execution while evaluating all problems that exist with test sequencing.
Running test 02.019 was a waste of time, because it did not find any defects.
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Planned versus actual coverage achieved
Planned versus actual defects reported
Defect detection percentage (DDP) of unit test
Number of test conditions identified
Unit test time vs. integration test time
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Test completion check ensures that all test work is concluded as planned
Test completion check ensures that all important lessons learned are documented
Test completion check ensures that all test work products are stored in the configuration management system
Test completion check ensures that plans are established to ensure that good practices can be repeated
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Identifying enrollment problems that are affecting companies or their customers.
Comparing actual tests completed against the estimated number of tests for enrollment, button customization, and point management.
Evaluating whether significant problems have been reported by users in button customization.
Delivering the known defects and failed tests to the system support team.
Deciding if the project plan included all relevant project risks that affected delivery to early-adopter companies.
Determining the level of detail required for enrollment, customization and point management test cases.
Measuring the coverage of the enrollment requirements and reporting that to project and business stakeholders.
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I – a, b; II – a, b, c; IV – c
I – a, b; II – a, b, c; III – b; IV – c
I – a, b; II – a, b, c; IV – a, c
I – a, b, c; II – a, b, c; IV – c
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Constraints in the project plan may constrain testing.
The test manager should work with the project manager to develop the project schedule.
The tests should completely cover the requirements specification.
The test manager should work with the technical support manager during test closure.
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Non-functional test implementation activities that take longer than a single iteration should be handled outside of the iterations
The test manager shall delegate the non-functional test planning to the technical test analysts working on the project
Non-functional testing should be prioritized to follow functional testing and based on perceived risks
Non-functional risks should be mitigated during early levels of testing or even during development
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The test team designs, implements, and executes tests to mitigate quality risks
When tests find defects they increase the quality of the system under test
Functional testing addresses product risks, while non-functional testing addresses quality risks
The test manager determines which test levels to apply based on project risks
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PRAM, PRiSMa, FMEA, and FTA
Risk identification, risk assessment, risk mitigation, and risk management
Expert interviews, independent assessments, use of risk templates, and project retrospectives
Personnel and training issues among the business analysts, designers, and programmers
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The system has excessive downtime due to memory leaks.
The loyalty points calculated are incorrect.
Customers cannot enroll in company loyalty programs.
The start-up runs out of money before testing starts.
The requirements for the system are incorrect.
Cloud computing resources are not available quickly enough to support project schedules.
Overly aggressive discounts result in a liquidity crisis for the company during the first year.
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The choice of regulatory standard to be followed should be influenced by the perceived level of risk.
Tests should be designed, implemented and executed in order to address perceived risks.
The effort associated with developing and executing tests should be proportional to the level of perceived risk.
The priority of the development and execution of tests should be based on the perceived level of risk.
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Individual testers decide what to test based on their discovery of defects within the test basis
Ambiguity reviews identify and eliminate ambiguities in the requirements
Test condition analysis involves a close reading of prioritized requirements to identify the test conditions to cover
Cause-effect graphing identifies a test set that achieves 100% functional coverage of the test basis.
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The application and the test process improvement are aligned, but the mission statement is misaligned with the application and test process improvement.
The application and the mission statement are aligned, but the test process improvement is misaligned with the application and the mission statement.
The application, the mission statement, and the test process improvement are all aligned.
The application, the mission statement, and the test process improvement are all misaligned with each other.
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Resignation of senior marketing staff prior to introduction of the service.
Inability to provision a test environment by the planned test execution start date.
Inability to locate sufficient skilled and certified testers, especially senior testers.
Insufficient resources to acquire suitable number of virtual users for load testing.
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I-3; II-4; III-2; IV-1.
I-1; II-2; III-3; IV-4.
I-4; II-3; III-2; IV-1.
I-3; II-2; III-4; IV-1.
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You may tailor a set of templates from various sources, including the IEEE 829 standard.
You should follow the IEEE 829 standard, since you are following a process-compliant test strategy.
You should follow the IEEE 829 standard, because it was designed for use in any industry.
You may omit documentation of test work altogether, except for defect reports.
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Consider the average effort required per identified risk in past iterations.
Allocate time-boxed test sessions for each identified test charter.
Participate in agile team estimation sessions for this iteration.
Estimate only effort for test execution and test closure.
Estimate that most defects will be found during system test execution.
Include effort to create detailed test work product documentation.
Assume that system tests can reuse unit test data and environments.
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Time to repair defects found during testing
Maturity of the test process
Required level of detail of test conditions
Required quality of the system
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Confirmation and regression test status is used to monitor the progress of testing.
Trends in the lag time from defect reporting to resolution is used to reward the developers.
Number of test conditions identified is used to monitor the quality of testing.
Planned versus actual hours to develop testware is used to minimize regression testing.
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Combined usage of coverage, confidence, risk, test and defect metrics.
Estimation of code coverage by measuring the number of executed tests.
Combined usage of coverage, product, people, test and defect metrics.
Combined usage of product, people and project metrics
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Analyze residual risks based on tester confidence to see if enough test coverage is reached.
Add more tests to better cover the functionalities.
Derive risk and confidence status from tester opinions about developer capabilities.
Include confidence rating into measures.
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A-2; b-1; c-4; d-3
A-1; b-2; c-3; d-4.
A-1; b-2; c-4; d-3
A-2; b-1; c-3; d-4
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Each bug found by testing offers the organization an average $4,600 savings in cost of quality
The total cost of quality, including cost of prevention, for this dating application is $5,400.
Cost of quality cannot be used to calculate the value of testing for this or any other organization.
Each bug found by testing offers the organization a potential $5,400 savings in cost of quality
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Defined ways in which communication should occur.
Division of the testing work based on qualifications.
Well-defined mission and tasks for on-site and offshore test teams.
Establishment of trust across the project team members.
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US Federal Aviation Administration’s DO-178B
ISTQB syllabi and glossary
CMMI software process improvement framework
Prince 2 project management framework
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The meeting is a management review, because the project management team is evaluating the situation and determining the next steps.
The meeting is an audit, because the project management team is checking compliance against defined criteria by checking evidence.
The meeting is a management review, because the project management team is checking to ensure that progress is being made on the project.
The meeting is an audit, because the project management team is going to issue a pass/fail assessment against the criteria.
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You should plan for informal reviews, with appropriate participants, for all appropriate work products.
You should plan for inspections of requirements, design, and code reviews.
You should plan for informal reviews of the quality risk analysis, tests, and test plan.
You should convince management that someone other than the test manager should plan the reviews.
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I-2; I-5; II-4; III-3; IV-1
I-1; I-2; II-4; III-3; IV-5
I-4; II-2; II-3; III-5; IV-1
I-2; II-3; III-4; III-1; IV-5
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Number of defects found in dynamic testing
Dynamic test coverage
Review and dynamic testing hours
Number of defects found in reviews
Number of severe defects in dynamic testing
Test execution status
Review results of hardware and software business units
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Ask for a discussion between the TM and the CD moderated by a third person to get the CD involved
Postpone the review session and redefine the review with the objectives of the CD
Proceed timely with the review session, with the role “scribe” assigned to the CD
Cancel the review, write a report to upper management emphasizing the missing involvement of the CD
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STATE X – REOPENED; STATE Y - REJECTED; STATE Z – DEFERRED
STATE X – RETESTED; STATE Y - NEW; STATE Z – BLOCKED
STATE X – DUPLICATE; STATE Y - UNCONFIRMED; STATE Z – TERMINATED
STATE X – VERIFIED; STATE Y - REVIEW; STATE Z - FIXED
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Initial, in progress, returned, cancelled
Initial, in progress, confirmation test, closed, deferred
Initial, in progress, returned, in progress, confirmation test
In progress, initial, confirmation test, closed
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The priority to fix the problem
The test environment in which the defect was observed
Steps to reproduce the failure, along with the actual and expected results
The project activity occurring when the problem was detected
The technical type of the defect
The lifecycle phases of introduction, detection, and removal for the defect
The subsystem or component in which the defect lies
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The defect root cause information
The lifecycle phases of introduction, detection, and removal for the defect
The defect component information
The defect removal efficiency information
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Since testing often accounts for a major part of the total project costs, more effective testing will lead to more effective projects.
Test process improvement models help to reach a higher level of maturity and professionalism.
Since Testing often accounts for a major part of the total project costs, much attention is given to the test process in software process improvement models, such as CMMI
When using test process improvement models, the Deming improvement cycle: Plan, Do, Check, Act, is of no relevance when testers need to improve the testing process
Test process improvement is important because there exist well known and industry-accepted test process improvement models, such that TMMi, TPI Next, or CTP
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Create a plan for selecting and implementing the assessment recommendations.
Implement the assessment recommendations, including any necessary training and piloting.
Evaluate the benefits, including the return on investment, from the improvements.
Initiate the improvement process across the entire testing organization.
Reject the consultant’s recommendations in favor of a set of internal priorities
Diagnose the current situation by evaluating the sources of inefficiency
Take steps to move your organization to test process maturity level 5.
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Align testing improvements with those of the company.
Reach Optimized level to help prevent defects.
Move from Initial level to Managed level.
Reach 85 percent of specific and generic goals.
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For key area/maturity level combinations, the related checkpoints are shown in the test maturity matrix
For key area/improvement objective combinations, the related checkpoints are shown in the test maturity matrix
For improvement objective/ maturity level combinations, the related checkpoints are shown in the test maturity matrix
For key area/maturity level combinations, the related improvement objectives are shown in the test maturity matrix
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The test team’s defect detection effectiveness improves above industry averages.
The test team’s test process maturity level goes from 2 to 3.
The test team’s test process maturity level goes from controlled to efficient.
The test team undergoes a critical testing process assessment.
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Testers and developers work together
A requirements-based testing strategy
Testware design leads software design
Defects are systematically analyzed
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Open-source tools are hard to be adapted.
The licensing terms need to be understood.
The telecom-standard compliance needs to be considered.
Open-source tools have been created for a particular purpose.
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There are regularly substantial modifications to the hardware components, so also test tool needs to be adapted often
The company has to follow telecom-standards
The company has many developers capable of developing custom-built tool, so these skills should be utilized.
The tool is easy to learn and use
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How much time do you have to use for rewriting your existing tests?
Is it possible to execute some part of your tests manually?
Is it likely that your testers will achieve more with the new tool?
Can all of your testers learn the new tool?
How good is the support for the open-source tool?
Is the new tool user-friendly?
What about the security issues of the tool?
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The regression test scripts of the custom-built tool must be converted to the new tool.
The custom-built tool must be maintained and converted to the new environment
The backup and restore functionalities of the custom-built tool must be maintained.
All test scripts of the custom-built tool must be converted to the new tool.
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