Atlassian Agile Project Management Professional Certficate New Exam
With 100% Verified Questions And Answers
You are a senior manager, and your job is to upgrade your bank's software; the director
supervising this project has been with this company for decades. This said director
started with the company as a developer of something called the Fortran language. His
team now needs to shift to Python, which is one of today's more modern languages.
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 meetings where this has happened you'd like to
speak directly to the development team so they can answer your questions. What's the
key problem you're trying to overcome? No director specialized in all the technology
composition that makes a modern software product.
Explanation: Modern software projects require many developers with quite a few
different skills. Not one of those managers would master all of the competencies that
those developers on his team have, and here maybe a manager encourages the team to
be self-organizing in order to develop the solutions.
What is a good way to describe the cone of uncertainty? ANSWER You must make
decisions early when you know the least about how things will turn out
Explanation: It is the cheapest to plan and make changes at the very front of the cone of
uncertainty, but unfortunately that is when you know the least about what it will take to
deliver the product. As your team proceeds further into the cone it gets more expensive
to make changes but at the same time the team gets clearer on how it will deliver the
product.
You're a brand new product owner for an agile team. Your first week into the project, the
project manager puts a bulleted list of project requirements in front of you. "Why don't
you copy this into a spreadsheet, and we'll use it for the product backlog?" she says.
This is a good example of: - ANSWER Approaching agile as a set of practices instead of
a new way of thinking about your product
Explanations: 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 focusing on high value work.
What's a common way that agile teams prioritize their work? - ANSWER They create a
ranked list of what the customer finds valuable
Agile teams work the highest value items first, which is a significant difference from
other software development practices, which encourage teams to take on what's most
technically challenging or that takes the longest to develop. In most Agile teams, there
is usually a representative of the product owner who ranks all of the products,
functions, and features by customer value.
Your managing director is in a meeting and hands around a copy of the Agile Manifesto.
He says something like, "Agile teams are more effective at producing software.
Therefore, read the printout and then you work as an agile team." What's one of the
problems with this? - ANSWER The Agile Manifesto describes a mindset and not a
practical way of working
Explanation: The Agile Manifesto is written in such a way that teams should have a
certain mindset. It does not provide a practical method of working, like project
management or manufacturing.
What's the best definition of an agile team? ANSWER It's a team that embraces a
mindset that's consistent with the Agile Manifesto
Explanation: Agile teams take on a mindset that reflects the values and principles as
stated in the Agile Manifesto.
Agile teams often work in two-week "Sprints." What is one of the key reasons why such
a small length of time would be used for an iteration of work? - ANSWER A short Sprint
helps the team develop smaller batches of work
Exercising the practice of narrowing the focus onto a smaller batch of work will aid a
, team in avoidance of multitasking. Agile teams work within two-week Sprints. For that
two-week period, the team should be wholly devoted to delivering what they committed
to in their planning.
For an agile team it's generally better to have a generalist team as opposed to one of
specialists.
FALSE
TRUE - ANSWER TRUE
Explanations: It is much better to have generalists within an agile team who can always
contribute something to the product. Having too many specialists in the team may tempt
team members into big batches that need to be transferred to the next specialist.
Therefore, for an agile team, it is a lot better when the group has knowledge of
everything instead of having individual persons specializing.
You are a senior developer and your manager asks you to work within two different
software development teams. Your manager says that nobody else knows the system as
well as you do and therefore 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? - ANSWER
Multitasking between the two teams will dramatically lower your productivity
Explanation: When someone is working on more than one task, his productivity is not
50% for each task. Instead, the person's productivity drops right down to as low as 30%
for each task, because switching between the two tasks siphons productivity. Hence, a
senior developer who switches between teams has lower productivity.
Why do agile teams try to work in two-week Sprints? ANSWER It keeps the team's
focus on short term planning
Explanation: Agile teams don't abandon planning; they focus on short-term planning.
That's one of the advantages of working in two-week Sprints. Here the team can be sure
that they are only planning what needs to be delivered at the end of the next Sprint.
Your agile team is planning out their Sprint. There are dozens of user stories in the list
With 100% Verified Questions And Answers
You are a senior manager, and your job is to upgrade your bank's software; the director
supervising this project has been with this company for decades. This said director
started with the company as a developer of something called the Fortran language. His
team now needs to shift to Python, which is one of today's more modern languages.
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 meetings where this has happened you'd like to
speak directly to the development team so they can answer your questions. What's the
key problem you're trying to overcome? No director specialized in all the technology
composition that makes a modern software product.
Explanation: Modern software projects require many developers with quite a few
different skills. Not one of those managers would master all of the competencies that
those developers on his team have, and here maybe a manager encourages the team to
be self-organizing in order to develop the solutions.
What is a good way to describe the cone of uncertainty? ANSWER You must make
decisions early when you know the least about how things will turn out
Explanation: It is the cheapest to plan and make changes at the very front of the cone of
uncertainty, but unfortunately that is when you know the least about what it will take to
deliver the product. As your team proceeds further into the cone it gets more expensive
to make changes but at the same time the team gets clearer on how it will deliver the
product.
You're a brand new product owner for an agile team. Your first week into the project, the
project manager puts a bulleted list of project requirements in front of you. "Why don't
you copy this into a spreadsheet, and we'll use it for the product backlog?" she says.
This is a good example of: - ANSWER Approaching agile as a set of practices instead of
a new way of thinking about your product
Explanations: 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 focusing on high value work.
What's a common way that agile teams prioritize their work? - ANSWER They create a
ranked list of what the customer finds valuable
Agile teams work the highest value items first, which is a significant difference from
other software development practices, which encourage teams to take on what's most
technically challenging or that takes the longest to develop. In most Agile teams, there
is usually a representative of the product owner who ranks all of the products,
functions, and features by customer value.
Your managing director is in a meeting and hands around a copy of the Agile Manifesto.
He says something like, "Agile teams are more effective at producing software.
Therefore, read the printout and then you work as an agile team." What's one of the
problems with this? - ANSWER The Agile Manifesto describes a mindset and not a
practical way of working
Explanation: The Agile Manifesto is written in such a way that teams should have a
certain mindset. It does not provide a practical method of working, like project
management or manufacturing.
What's the best definition of an agile team? ANSWER It's a team that embraces a
mindset that's consistent with the Agile Manifesto
Explanation: Agile teams take on a mindset that reflects the values and principles as
stated in the Agile Manifesto.
Agile teams often work in two-week "Sprints." What is one of the key reasons why such
a small length of time would be used for an iteration of work? - ANSWER A short Sprint
helps the team develop smaller batches of work
Exercising the practice of narrowing the focus onto a smaller batch of work will aid a
, team in avoidance of multitasking. Agile teams work within two-week Sprints. For that
two-week period, the team should be wholly devoted to delivering what they committed
to in their planning.
For an agile team it's generally better to have a generalist team as opposed to one of
specialists.
FALSE
TRUE - ANSWER TRUE
Explanations: It is much better to have generalists within an agile team who can always
contribute something to the product. Having too many specialists in the team may tempt
team members into big batches that need to be transferred to the next specialist.
Therefore, for an agile team, it is a lot better when the group has knowledge of
everything instead of having individual persons specializing.
You are a senior developer and your manager asks you to work within two different
software development teams. Your manager says that nobody else knows the system as
well as you do and therefore 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? - ANSWER
Multitasking between the two teams will dramatically lower your productivity
Explanation: When someone is working on more than one task, his productivity is not
50% for each task. Instead, the person's productivity drops right down to as low as 30%
for each task, because switching between the two tasks siphons productivity. Hence, a
senior developer who switches between teams has lower productivity.
Why do agile teams try to work in two-week Sprints? ANSWER It keeps the team's
focus on short term planning
Explanation: Agile teams don't abandon planning; they focus on short-term planning.
That's one of the advantages of working in two-week Sprints. Here the team can be sure
that they are only planning what needs to be delivered at the end of the next Sprint.
Your agile team is planning out their Sprint. There are dozens of user stories in the list
