Atlassian Agile Project Management
Professional Cert Exam Questions With Correct
Answers
You're |a |senior |manager |and |you're |in |charge |of |updating |your |bank's |software. |The |director |
for |this |project |has |been |with |the |company |for |decades. |This |director |started |out |as |a |
developer |in |a |programming |language |called |Fortran. |Now |the |team |is |using |a |newer |language
|called |Python. |When |you |meet |with |the |director |they |say, |"we |could |do |that |in |Fortran, |but |
I'm |not |sure |it |could |be |done |in |Python." |After |a |few |failed |meetings |you |want |to |meet |
directly |with |the |development |team |so |that |they |can |answer |your |questions. |What's |the |key |
challenge |you're |trying |to |overcome? |- |CORRECT |ANSWER✔✔-No |director |could |specialize |in |
all |the |technology |that |goes |into |a |modern |software |product
Explanation: |Modern |software |projects |require |many |developers |with |a |variety |of |different |
skills. |It's |very |unlikely |that |anyone |manager |will |be |able |to |master |all |of |the |skills |of |the |
developers |on |the |team. |So |here |the |manager |might |want |to |encourage |the |team |to |self-
organize |and |come |up |with |solutions.
What's |the |best |way |to |describe |the |cone |of |uncertainty? |- |CORRECT |ANSWER✔✔-You |must |
make |decisions |early |when |you |know |the |least |about |how |things |will |turn |out
Explanation: |It |costs |the |least |to |plan |and |make |changes |at |the |very |beginning |of |the |cone |of |
uncertainty, |but |unfortunately |that's |when |you |know |the |least |about |what |it |will |take |to |
deliver |the |product. |As |your |team |goes |further |into |the |cone, |it |becomes |more |expensive |to |
make |changes, |but |at |the |same |time |the |team |becomes |clearer |on |how |it |will |deliver |the |
product.
You're |just |starting |out |as |a |product |owner |for |an |agile |team. |The |first |week |a |project |
manager |gives |you |a |bulleted |list |of |project |requirements. |She |says, |"why |don't |you |copy |this |
,into |a |spreadsheet, |and |then |we'll |use |it |for |the |product |backlog?" |This |is |a |good |example |of:
|- |CORRECT |ANSWER✔✔-Approaching |agile |as |a |set |of |practices |instead |of |a |new |way |of |
thinking |about |your |product
Explanation: |Copying |over |project |requirements |into |user |stories |puts |too |much |emphasis |on |
the |practice |of |writing |stories |but |not |enough |emphasis |on |the |agile |mindset.
Principles |1, |8, |9 |and |10 |of |the |Agile |Manifesto |describe |prioritizing |high-value |work. |What's |a
|common |way |that |agile |teams |prioritize |their |work? |- |CORRECT |ANSWER✔✔-They |create |a |
ranked |list |of |what |the |customer |finds |valuable
Explanation: |Agile |teams |work |on |the |highest |value |items |first. |This |is |different |from |other |
software |development |practices |that |encourage |teams |to |work |on |what's |most |technically |
challenging |or |take |the |longest |to |develop. |Agile |teams |typically |have |a |representative |of |
product |owner |who |ranks |all |of |the |products |functions |and |features |by |customer |value.
In |a |meeting, |your |managing |director |passes |out |a |copy |of |the |Agile |Manifesto. |They |said |that
|agile |teams |are |better |at |developing |software. |So |you |should |read |the |printout |and |then |work
|together |as |an |agile |team. |What's |one |of |the |challenges |with |this |approach? |- |CORRECT |
ANSWER✔✔-The |Agile |Manifesto |describes |a |mindset |and |not |a |practical |way |of |working
Explanation: |The |Agile |Manifesto |is |written |in |a |way |that |encourages |teams |to |embrace |a |
certain |mindset. |It |doesn't |outline |a |practical |way |of |working |like |you |see |in |project |
management |or |manufacturing.
What's |the |best |definition |of |an |agile |team? |- |CORRECT |ANSWER✔✔-It's |a |team |that |
embraces |a |mindset |that's |consistent |with |the |Agile |Manifesto
Explanation: |Agile |teams |embrace |a |mindset |that's |consistent |with |the |values |and |principles |
outlined |in |the |Agile |Manifesto.
, Agile |teams |often |work |in |two-week |"Sprints." |What's |one |of |the |main |justifications |for |having
|such |a |short |iteration |of |work? |- |CORRECT |ANSWER✔✔-A |short |Sprint |helps |the |team |
develop |smaller |batches |of |work
Explanation: |It's |easier |for |the |team |to |avoid |multitasking |if |they |focus |on |a |smaller |batch |of |
work. |Agile |teams |typically |work |in |two-week |Sprints. |During |that |time, |the |team |should |
completely |focus |on |delivering |the |work |they |commited |to |during |their |planning.
On |an |agile |team |it's |usually |better |to |have |a |team |of |generalists |than |one |of |specialists.
FALSE
TRUE |- |CORRECT |ANSWER✔✔-TRUE
Explanation: |When |you're |working |in |agile |team, |it's |better |to |have |a |group |of |generalists |that
|can |always |contribute |some |work |to |the |product. |If |the |team |has |a |lot |of |specialists, |then |it |
might |encourage |team |members |to |work |off |large |batches |they |need |to |hand |off |to |the |next |
specialist. |So |for |an |agile |team, |it's |better |to |have |a |group |that |knows |a |little |bit |about |
everything |than |one |where |each |person |specializes.
You're |a |senior |developer |and |your |manager |has |asked |you |to |work |on |two |different |software |
development |teams. |Your |manager |says |that |no |one |knows |the |system |as |well |as |you |do |and |
so |you |can |work |20 |hours |on |each |team |instead |of |40 |hours |on |one |team. |What |will |be |the |
most |difficult |challenge |with |this |way |of |working? |- |CORRECT |ANSWER✔✔-Multitasking |
between |the |two |teams |will |dramatically |lower |your |productivity
Explanation: |If |someone |works |on |more |than |one |task, |their |productivity |isn't |50% |for |each |
task. |In |fact, |their |productivity |might |dip |to |around |30% |for |each |task. |That's |because |context |
switching |between |the |two |tasks |dips |into |their |productivity. |So |a |senior |developer |who |
switches |between |teams |has |lower |productivity.
Why |do |agile |teams |typically |try |to |work |in |two-week |Sprints? |- |CORRECT |ANSWER✔✔-It |
helps |the |team |focus |on |short |term |planning
Professional Cert Exam Questions With Correct
Answers
You're |a |senior |manager |and |you're |in |charge |of |updating |your |bank's |software. |The |director |
for |this |project |has |been |with |the |company |for |decades. |This |director |started |out |as |a |
developer |in |a |programming |language |called |Fortran. |Now |the |team |is |using |a |newer |language
|called |Python. |When |you |meet |with |the |director |they |say, |"we |could |do |that |in |Fortran, |but |
I'm |not |sure |it |could |be |done |in |Python." |After |a |few |failed |meetings |you |want |to |meet |
directly |with |the |development |team |so |that |they |can |answer |your |questions. |What's |the |key |
challenge |you're |trying |to |overcome? |- |CORRECT |ANSWER✔✔-No |director |could |specialize |in |
all |the |technology |that |goes |into |a |modern |software |product
Explanation: |Modern |software |projects |require |many |developers |with |a |variety |of |different |
skills. |It's |very |unlikely |that |anyone |manager |will |be |able |to |master |all |of |the |skills |of |the |
developers |on |the |team. |So |here |the |manager |might |want |to |encourage |the |team |to |self-
organize |and |come |up |with |solutions.
What's |the |best |way |to |describe |the |cone |of |uncertainty? |- |CORRECT |ANSWER✔✔-You |must |
make |decisions |early |when |you |know |the |least |about |how |things |will |turn |out
Explanation: |It |costs |the |least |to |plan |and |make |changes |at |the |very |beginning |of |the |cone |of |
uncertainty, |but |unfortunately |that's |when |you |know |the |least |about |what |it |will |take |to |
deliver |the |product. |As |your |team |goes |further |into |the |cone, |it |becomes |more |expensive |to |
make |changes, |but |at |the |same |time |the |team |becomes |clearer |on |how |it |will |deliver |the |
product.
You're |just |starting |out |as |a |product |owner |for |an |agile |team. |The |first |week |a |project |
manager |gives |you |a |bulleted |list |of |project |requirements. |She |says, |"why |don't |you |copy |this |
,into |a |spreadsheet, |and |then |we'll |use |it |for |the |product |backlog?" |This |is |a |good |example |of:
|- |CORRECT |ANSWER✔✔-Approaching |agile |as |a |set |of |practices |instead |of |a |new |way |of |
thinking |about |your |product
Explanation: |Copying |over |project |requirements |into |user |stories |puts |too |much |emphasis |on |
the |practice |of |writing |stories |but |not |enough |emphasis |on |the |agile |mindset.
Principles |1, |8, |9 |and |10 |of |the |Agile |Manifesto |describe |prioritizing |high-value |work. |What's |a
|common |way |that |agile |teams |prioritize |their |work? |- |CORRECT |ANSWER✔✔-They |create |a |
ranked |list |of |what |the |customer |finds |valuable
Explanation: |Agile |teams |work |on |the |highest |value |items |first. |This |is |different |from |other |
software |development |practices |that |encourage |teams |to |work |on |what's |most |technically |
challenging |or |take |the |longest |to |develop. |Agile |teams |typically |have |a |representative |of |
product |owner |who |ranks |all |of |the |products |functions |and |features |by |customer |value.
In |a |meeting, |your |managing |director |passes |out |a |copy |of |the |Agile |Manifesto. |They |said |that
|agile |teams |are |better |at |developing |software. |So |you |should |read |the |printout |and |then |work
|together |as |an |agile |team. |What's |one |of |the |challenges |with |this |approach? |- |CORRECT |
ANSWER✔✔-The |Agile |Manifesto |describes |a |mindset |and |not |a |practical |way |of |working
Explanation: |The |Agile |Manifesto |is |written |in |a |way |that |encourages |teams |to |embrace |a |
certain |mindset. |It |doesn't |outline |a |practical |way |of |working |like |you |see |in |project |
management |or |manufacturing.
What's |the |best |definition |of |an |agile |team? |- |CORRECT |ANSWER✔✔-It's |a |team |that |
embraces |a |mindset |that's |consistent |with |the |Agile |Manifesto
Explanation: |Agile |teams |embrace |a |mindset |that's |consistent |with |the |values |and |principles |
outlined |in |the |Agile |Manifesto.
, Agile |teams |often |work |in |two-week |"Sprints." |What's |one |of |the |main |justifications |for |having
|such |a |short |iteration |of |work? |- |CORRECT |ANSWER✔✔-A |short |Sprint |helps |the |team |
develop |smaller |batches |of |work
Explanation: |It's |easier |for |the |team |to |avoid |multitasking |if |they |focus |on |a |smaller |batch |of |
work. |Agile |teams |typically |work |in |two-week |Sprints. |During |that |time, |the |team |should |
completely |focus |on |delivering |the |work |they |commited |to |during |their |planning.
On |an |agile |team |it's |usually |better |to |have |a |team |of |generalists |than |one |of |specialists.
FALSE
TRUE |- |CORRECT |ANSWER✔✔-TRUE
Explanation: |When |you're |working |in |agile |team, |it's |better |to |have |a |group |of |generalists |that
|can |always |contribute |some |work |to |the |product. |If |the |team |has |a |lot |of |specialists, |then |it |
might |encourage |team |members |to |work |off |large |batches |they |need |to |hand |off |to |the |next |
specialist. |So |for |an |agile |team, |it's |better |to |have |a |group |that |knows |a |little |bit |about |
everything |than |one |where |each |person |specializes.
You're |a |senior |developer |and |your |manager |has |asked |you |to |work |on |two |different |software |
development |teams. |Your |manager |says |that |no |one |knows |the |system |as |well |as |you |do |and |
so |you |can |work |20 |hours |on |each |team |instead |of |40 |hours |on |one |team. |What |will |be |the |
most |difficult |challenge |with |this |way |of |working? |- |CORRECT |ANSWER✔✔-Multitasking |
between |the |two |teams |will |dramatically |lower |your |productivity
Explanation: |If |someone |works |on |more |than |one |task, |their |productivity |isn't |50% |for |each |
task. |In |fact, |their |productivity |might |dip |to |around |30% |for |each |task. |That's |because |context |
switching |between |the |two |tasks |dips |into |their |productivity. |So |a |senior |developer |who |
switches |between |teams |has |lower |productivity.
Why |do |agile |teams |typically |try |to |work |in |two-week |Sprints? |- |CORRECT |ANSWER✔✔-It |
helps |the |team |focus |on |short |term |planning
