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ATLASSIAN AGILE PROJECT MANAGEMENT PROFESSIONAL CERT, Exams of Advanced Education

ATLASSIAN AGILE PROJECT MANAGEMENT PROFESSIONAL CERT

Typology: Exams

2024/2025

Available from 12/23/2024

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ATLASSIAN AGILE PROJECT MANAGEMENT

PROFESSIONAL CERT

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? - 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? - 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: - 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? - 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? - 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? - 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? - 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 - 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? - 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? - It helps the team focus on short term planning Explanation: Agile teams don't give up 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 is a list of dozens of user stories that need to be completed, but the team pulls out four stories that they plan to deliver in the next two-weeks. This is a good example of... - A work queue Explanation: Agile teams should deliver smaller batches of work in a shorter work queue. Scrum teams typically pull just a few items out of the product backlog. Then they'll put that in the "Sprint backlog" for their next Sprint. So these items will be small batches of work put in a Sprint backlog to be delivered in two weeks. What's the main challenge with this user story, "As a mobile user, I want to be able to set the application so that it only downloads data when I'm on Wi-Fi." - This story doesn't have any value statement Explanation: Many teams who come from a project management background have difficulty including value statements in their user stories. That's because project requirements rarely included statements of customer value. But the value statement helps the development team understand how they should deliver the product. Sometimes the customer won't think of the most efficient way to deliver a product's functions and features. So value statement gives the development team an opportunity to collaborate and come up with better ideas on implementation. You're a software developer for a large organization. You wait for very clear specifications from business analysts in another department. Then when you're done developing the software, you hand it off to testers in another department. What type of organization do you work in? - One with well-established organizational silos Explanation: You can see that there's not a lot of cross-functional collaboration. So this organization has well-established functional areas. These functional areas are setup like silos that cut vertically through the entire organization. What are organizational silos? - It when an organization creates vertical functional areas with dedicated managers Explanation: Many organizations are still divided by functional areas. These are often called organizational silos. That's because each functional area has its own managers and developers. They cut through the organization like a vertical slice. Agile teams are

cross functional. So they cut through the organization horizontally. They include teams of people from different functional areas working together to deliver the product. Why might a manager prefer predictable delivery over a well-planned project? - The product is built out over time as opposed to all of it being delivered in the end Explanation: It can be stressful to deliver a product over phases. Because in a lot of large projects that means that everything will have to come together in the end. If you run into trouble with any part of the project, then it might jeopardize the entire effort. An agile team builds out the product in iterations or Sprints. So there's no last minute testing and assembly. The most valuable parts of the product have been refined since the very first Sprint. The manager for your product team created a 360-degree employee evaluation process. As part of the process, the manager ranks every developer by their "contribution." What's the main challenge with this approach? - It encourages individual productivity over team productivity Explanation: Most organizations are setup to reward individual productivity. So there's usually a strong incentive for each person to work on their own large batch of work. Managers of agile teams should focus on team productivity. If managers only reward individual productivity, then they'll have a lot of productive individuals, but the teams will be less productive. Your organization has a dedicated product testing team. The team was having a difficult time because they must wait for a product to be developed before they can start testing. That leaves them waiting and then scrambling to finish a large batch of work. If you were the manager for the team, what would you do to fix this problem? - You'd try to get the development team to deliver smaller batches of work, so you don't have large handoffs Explanation: Agile teams focus on getting smaller batches of work quickly through the system. The team does this too avoid multitasking and limit the handoffs between different groups. The developers should deliver small batches of work to the testing team so they can do their work without waiting for a large handoff. What's the best description of a User Story? - It's a placeholder for a future conversation Explanation: Organizations will often confuse user stories with project requirements. But user stories should not have detailed information about how the team will deliver the product. Instead, they should be a high-level value statement that serves as a reminder for the product owner to have a discussion with the team. What's the main challenge with this user story, "As a mobile user, I want to upload my location and make changes to my profile so that I can share my location with my friends." - It is not independent

Explanation: When writing user stories, one of the biggest challenges is making sure that the stories are independent. That means that you shouldn't have several features in one story. Here you see that the story wants to make changes to the profile and upload GPS coordinates. You have to complete both of these tasks to finish the user story. So that means that these two tasks are dependent What's the point of the penny game? - It helps show that what's productive for an individual is usually less productive for the whole team Explanation: When starting an agile transformation, one of the most difficult challenges that large organizations face is the idea that individual productivity is the key to higher team productivity. So the penny game shows that when you deliver in smaller batch sizes individual productivity might go down, but team productivity goes up. User stories encourage the team to have a conversation about the product. What's one of the main benefits to this approach? - Sometimes these conversations lead to better strategies about the product Explanation: Agile teams put a lot of emphasis on "individuals and interactions." These teams find that they can come up with better products when they respond to customer feedback and collaborate on ideas. Your agile team spends a lot of time creating User Stories. These are small batches of work which are intended to be delivered in one Sprint. To save time, your manager asks you to create one big User Story for each Sprint. What's a disadvantage to this approach? - One large batch of work will make it difficult for the team to deliver in a short Sprint Explanation: Some organizations are not setup to deliver small batches of work in two- week Sprints. When that happens, these organizations try to turn Sprints into project phases. This will increase the pressure on teams to multitask and lead to larger handoffs of work. Agile teams must work off User Stories. FALSE TRUE - FALSE Explanation: Many organizations feel that agile teams must work off of user stories. But the Scrum guide doesn't mention user stories. Instead, they only mention "product backlog items." Other teams, such as eXtreme Programming teams, usually work off user stories. But stories are not essential to deliver the product. Remember that agile teams focused on "individuals and interactions over processes and tools." So the processes and tools can be flexible.

You're working on a software product that lists out reviews for nearby restaurants. The product owner for your team wants to put most of the resources into graphic design. They feel that if the design doesn't look appealing, then no one will download the software. So the first few Sprints had potential icon designs. What's one of the main challenges with the product owner's approach? - They're putting a lot of emphasis on something that the customer might not find valuable Explanation: It's often difficult to find what the customer will see as the most valuable part of your product. Some customers might put a lot of emphasis on good graphic design. But it's very unlikely that the products icon design will be the 20% that the customer finds the most valuable. When you're working as an agile team, the customers should be able to accept the product at the end of every Sprint without any further testing or deployment. FALSE TRUE - TRUE Explanation: Remember that the Agile Manifesto says that "working software" is the primary measure of progress. So that means that the team should be able to deliver working software at the end of every Sprint. Ideally, that means that the product could immediately go into production. This is often very difficult for large organizations to accept. These organizations usually have a very long testing and deployment phase. But agile team should be testing end deploying at the end of every Sprint. So that means that there shouldn't be any more work that needs to be done. If you were going to develop a new running shoe using an iterative approach, what would the first iteration of product development look like? - A sandal Explanation: Remember that when your team embraces a more agile mindset then your product iterations will be based on customer value. Here the most valuable thing for the customer is to be able to have footwear for running. The best an agile team could deliver in two weeks would be some type of crude sandal. It won't be much of a running shoe, but it'll be just enough working product for your customer to offer some feedback. Compare that to a project phase where the customer might see an updated plan but still not have any valuable footwear. What is the best definition of a Scrum Sprint? - It's typically a two-week timebox that has the team deliver frequently and predictably Explanation: Scrum teams run two-week Sprints for frequent predictable product delivery. The two-week timebox allows the team to commit to delivering at a predictable pace. Then the customer has the flexibility to decide what will be delivered at the end of each Sprint.

What's one of the main differences between agile and the type of waterfall process that Winston Royce described in the 1970s? - Agile is a mindset, while Royce's waterfall process is a guideline on how to do your work Explanation: Winston Royce, and many project management style approaches since then, described a process for running your software project. Remember that Royce's approach was based on manufacturing. You needed to plan out the work and then use the plan to deliver the product. Contemporary agile teams think of agile as a mindset. It's a way to think about your work so that you can deliver products with increased feedback and short-term plans. Which of the following is not a benefit of using an agile timebox? - Timeboxes help the team multitask Explanation: Timeboxes do not help the team multitask. Remember that you don't want the team to multitask. Instead, you want them to focus on finishing the work within their timebox. For Scrum, the timebox is usually a two-week Sprint. Which of the following practices are not part of eXtreme Programming? - Team multitasking Explanation: Like all agile frameworks eXtreme Programming encourages the team to focused on delivering the product in a shorter timeframe. These teams will typically work off of user stories that will be completed at the end of a two-week iteration. So there's nothing in eXtreme Programming that encourages multitasking. On the other hand, there are a lot of practices that encourage teams to focus on high priority tasks. What's the relationship between Scrum and Agile? - Scrum is a framework that helps teams embrace a more agile mindset Explanation: Scrum calls itself in "empirical process control framework." It's a framework for the team to run small experiments and get feedback from the customer on how to improve the product. So you can use the Scrum framework to help your team embrace a more agile mindset. But Scrum isn't agile and agile isn't Scrum. It's just that Scrum is still the most popular way for teams to embrace the mindset when delivering products. You work for a large organization that has a well-established project management office (PMO). The organization would like to embrace a more agile mindset. So they selected a few dozen project managers that they would like to work with agile teams. The head of the PMO said that there's no need to hire Scrum Masters and that project managers will just step into that role. What's one of the challenges with this approach? - Project managers are used to managing the project, while Scrum Masters do more training and coaching Explanation: Many large organizations have teams of project managers. At first, a project manager might seem a natural fit for working on Scrum teams. But the Scrum

Master role is completely different from project management. A Scrum Master "masters" Scrum, they focus on teaching the Scrum framework and not managing the team. So the role is closer to coaching and administration. A project manager might be tempted to manage the team, but a manager role does not exist in the Scrum framework. What's the most important output of a planning poker session? - A joint consensus about what it will take to deliver the story in the next Sprint Explanation: When playing planning poker, teams often put too much emphasis on coming up with an estimate. But the real output of a planning poker session is consensus on what it will take to deliver the story. Remember that agile teams focus on short term planning. So there's not as much pressure to have an accurate estimate. Instead, agile team should only have relative estimates. Why does the Agile method allow teams to self-organize? - They will do a much better job working on the design and tests from the ground level, rather than from an up-front plan. Explanation: Self-organization is an overriding theme of the Agile Manifesto, which makes it unique to software development methodologies. In the Agile Manifesto, Scrum values _____. - responding to change Using the Scrum approach, how should your team deliver milestones? - as small pieces Explanation: The Scrum approach breaks deliverables and milestones into small pieces, and involves the entire team to focus on one goal until it is done. Select something Scrum Teams do at the end of every sprint. - Demonstrate the completed work. What does the Team's BACKLOG contain? - a prioritized list of work that must be done How are the basics of the Scrum framework designed to encourage a fast feedback loop? - by encouraging small-scale focus and rapid learning cycles Explanation: The short time frame and a focus on a completed product at the end forces the team to fail and learn fast. With the Agile Manifesto, which project element was made flexible? - scope Explanation: By locking everything but scope, you are given a framework that will deliver exactly what is needed as quickly as possible. What are two key Scrum roles? - Product Owner and Scrum Master

What are the 3 normal project constraints? - time, cost, scope Why was the role of Scrum Master developed? - to help the Scrum Team resolve day- to-day issues and counterbalance the ongoing requirements changes Explanation: The Scrum Master is a dedicated role that protects the team, and also helps them improve their internal team processes. Why are team norms established before any work is started? - to prevent trouble Explanation: Team norms are commitments made on how the team will work together, resolve disagreements, and reach design consensus. What do you use to establish ground rules with the Team? - Team Norms Who reviews the team's work and ensures that the highest value is being delivered? - the Product Owner Explanation: The Product Owner orders the work and ensures that Scrum Team members clearly understand the details of the requests. Within the Scrum Team, who usually writes the user stories? - the Product Owner Explanation: The Product Owner, or PO, is usually responsible for writing the user stories. What type of estimation do Scrum Teams use to size their stories? - Relative Estimation When is the vision for your product established? - before any work begins Explanation: The vision is the map that will guide you and your team to your destination, and is established by the Product Owner before any work begins. What do Scrum Teams use to break their work into small, deliverable elements? - User Stories How is relative estimation used in Scrum? - by comparing user stories to each other Explanation: By using relative estimation to compare user stories to each other, you get a rough size of your work. How should your team establish its cadence? - by the shortest feasible Sprint length possible Explanation: Scrum states that your Sprint can be anywhere from one to four weeks in duration, with a preference toward the shorter timescale.

The Roadmap is meant to apply your work Themes over time. FALSE TRUE - TRUE Your roadmap is an estimate of _____. - when the team will complete their stories Explanation: The roadmap is an estimate of when your team will complete their stories, and it should be updated at the end of every Sprint. Why is a backlog refinement event usually held around midpoint of the Sprint? - to evaluate what new items have come up Explanation: At least once per Sprint, the whole Scrum Team meets to evaluate the new items that have come up. The Scrum Team must always work their stories in priority order. FALSE TRUE - FALSE What do Scrum Teams use to visually represent their project? - Information radiators All of the following are TRUE about the Daily Scrum except _____. - it lasts 30 minutes True = everyone stands up, everyone answers the same 3 questions, it lasts 15 minutes. Before verifying the team has the capacity to complete the work, what do you need to know? - hours for all the planned work in the Sprint Explanation: As a general guide, remember that in an eight-hour working day, people usually only have about six hours of productive time. In order for Scrum to work, what does the Daily Scrum meeting rely on? - collaboration and communication Explanation: The Daily Scrum includes all three Cs, and is the expected cadence for communication and collaboration. Which scenario is an example of an information radiator? - posting a burn-down chart on the wall Explanation: An information radiator is anything you post on your team sites or walls that helps the team understand the work and its progress. The PO can add a new story to a Sprint that the Team is currently in.

FALSE

TRUE - FALSE

Why do Scrum Teams hold Retrospectives after every sprint? - to recognize how they can improve their work practices What do you call a check point where everyone looks at all the stories from the sprint to decide which ones are done and which are unresolved? - a Sprint Review Explanation: A Sprint Review happens when the team and a PO meet to review the Sprint as a whole, and is usually held in a brief, semi formal session. The Team demonstrates the work they haven't tested yet. FALSE TRUE - FALSE Who does the demo build trust between? - the Scrum Team and the stakeholders Explanation: The demo is how the Product Owner and the Scrum Team ensure the stakeholders are satisfied with the product being delivered. This key Scrum role is the only one that can accept a story as done. - Product Owner (PO) If you want to change the project lead, where in Project Settings do you do that? - Details What happens if you select the + sign shown in the first of the three gray panels? (+ sign right under the "to do" that says "create issue") - It will create a new issue When Patrice finishes an issue that was assigned to her and moves it from the In Progress column to the Review column, it's no longer assigned to Patrice. When would that happen? - when a rule has been added Note: Issues are only reassigned when a rule is added. The issue that Max was assigned for his team's project is almost complete. What status should it have in the project's Kanban board? - In progress In a Kanban board, a standard user has permissions to change _____. - the status of an issue The administrator of a Kanban project clicked the Link issue button. What does that mean? - Another issue needs to be finished before this one can be worked on.

By default, who is assigned as the reporter for an issue in Kanban? - the person who created the issue What is an effect of limiting the number of work in progress issues in a project? - The team finishes projects they have started, improving flow. Review the image below. Why is the Selected for Development column yellow? (because there is a min: 2) - There are not enough issues in that column. A cumulative flow diagram can be used to _____. - see how long issues were in each status of workflow Explanation: A cumulative flow diagram gives a visual overview of how issues flow in a project. What is the primary difference between lean and agile principles? - Lean principles aim to eliminate waste, while agile aims to respond to change. Hanai is leading a Scrum team meeting. She wants to improve sprint planning accuracy. Which artifact can help with this? - sprint backlog Isla, a project administrator, wants to ensure effective sprint execution in a new Scrum project. What is her next step after creating sprint backlogs? - Initiate sprint execution If a Scrum Master wants to enhance team productivity during sprint planning, what should they prioritize? - refining the product backlog In Jira, which feature facilitates the dissemination of filtered results among team members through electronic correspondence, ensuring real-time access to updated data? - collaborative search syndication John needs to swiftly pinpoint particular issues in a ticketing system. Which search method should he use for a text-based query? - JQL Your coworker aims to navigate Jira effectively for "A Project" using JQL queries, but they need aid with autocomplete and functions. Which feature can help them simplify JQL query creation? - the JQL helper plug-in Your project manager seeks to simplify Jira queries for your team. Which feature helps your team to avoid hard-coded values in search clauses? - functions George wants to create a filter that shows only the issues assigned to him that are currently in progress. How should he proceed? - Create a JQL query with status = "In Progress" AND assignee = currentUser().

Halinka needs to ensure that her team sees only issues related to multiple projects on their board. How can she achieve this using board filters? - Assign the board filter to a query including issues from multiple project keys. What is the purpose of using quick filters in Board settings? - to limit the visibility of issues on the board based on specific criteria What is the purpose of using epics in project management within Jira? - to organize large work items that span multiple iterations or projects Taphanes wants to manage and visualize her project's large work items using the Roadmap feature. What should she do first to begin using this feature? - Go to Board settings and enable the Roadmap feature. Shane needs to organize and manage his team's work items in a Kanban project using a visual planning tool. What is his first step to start utilizing this feature? - Select Roadmap in the sidebar to view the project roadmap. Why are dashboards valuable tools for teams in project management? - They offer a configurable view of project work. Avilius wants to showcase project progress to his team using dashboards. How can he customize his dashboard to display a sprint effectively? - by configuring Sprint Health Gadget How does understanding agile principles and the Jira family help in effective project management? - by customizing tools like Jira As a Jira administrator, Julija wants to set a work in progress limit for the Build column in a Kanban project. What should she do first? - Go to Board settings > Columns, and then set the maximum limit to two for the Build column. The BlueJay Company has an agile project team that just started. They have not delivered anything yet and are in a bit of a crisis. What should the company avoid doing up front? - Change titles at the beginning of an agile project. Explanation: It is best to only change titles when the criteria that were set are actually met. Caterina is preparing to promote the benefits of her company using agile project management. What should she avoid saying when explaining the benefits for the team?

  • "Benefits will be seen by a certain date." Explanation: The agile project manager does not want to overpromise that benefits will occur by a specific date, otherwise the team may lose confidence.

Claudia has moved into an agile project manager role. What must she avoid when managing agile projects? - getting sign-offs on requirements Explanation: This is an action a waterfall project manager would use, while agile project managers collaborate with stakeholders. What can an agile project manager do to avoid having teams overburdened with rules and regulations? - Have a clear understanding of what can or cannot be done. Explanation: Minimizing the rules and regulations placed on teams requires an agreement with management on what the team can and cannot do. Practicing the agile value of _____ allows the team to be vulnerable and transparent. - openness Explanation: Agile leaders are open with others about what they may not know and the mistakes they have made. Oanez is conducting an exercise with her agile team using three concentric circles labeled (from inner to outer layer) Control, Issues, and Soup. Which layer will the team focus on as they proceed? - Control Explanation: The team will benefit from working on problems in this circle, which are internal issues that they can resolve without external assistance. An agile team does 10 to 25 tasks per week and averages 15 tasks weekly. There are 100 tasks left in the project with a 40% expansion. What is the final estimate for how long the project will take? - 6 to 14 weeks with an average of 10 weeks Explanation: This includes the expansion to estimate the pessimistic, optimistic, and average times. Which agile value is used over processes and tools? - individuals and interactions Explanation: Processes and tools are to serve people and collaboration, so they should support the team. Eliska is working with her agile team in transitioning from waterfall. What would you recommend Eliska refrain from doing? - Start with a large section of a project. Explanation: It is best to begin with a small section to practice and identify tasks. Jamil is creating a communication plan to better align with his stakeholders. Which approach is recommended first? - listen

Explanation: Agile project managers know stakeholders are important, and realizing what information they need, how frequently, and why creates alignment. What should agile teams do to avoid long periods of time between releases? - Use a single source product backlog. Explanation: Agile teams work with the product manager using the product backlog, which is an ordered list of what must be done to improve the product. An agile project manager is running a retrospective, but the meetings are getting monotonous. What would you recommend to the agile project manager? - Ask the team for their input. Explanation: This approach can increase the meeting's effectiveness by having the team discuss what went well. The management at the Cardinal Co. wants Kara to implement some improvements quickly using agile. Which approach should she use? - Start small. Explanation: Starting small is the best way. It would be a mistake to try to do everything at once and risk the organization rejecting the change. Which list of priorities is created by the agile team and includes the top items from another list? - sprint backlog Explanation: This is the work the team created from the product manager's list, which they committed to delivering in the next week or two.