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Agile Software Development Coursera Quiz Answers

• On July 7, 2022
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Table of contents, agile software development week 01 quiz answers, quiz 1: agile values and principles.

Q1. What are some of the challenges with waterfall methods that prompted the software industry to come up with alternatives like agile? Select three.

[expand title=View Answer] Incorrect interpretations of requirements by developers go undetected for a long time. During user acceptance tests, these issues are discovered but it is very late.

Integration issues between different components of the software go undetected for a long time. During the testing phase, when all the components are integrated, these issues are discovered but it is very late in the process. It is difficult to predict user/customer needs [/expand]

Q2. What are the four values of the Agile Manifesto?

[expand title=View Answer] Responding to Change Over Following a plan

Customer Collaboration Over Contract Negotiation

People and Interaction Over Processes and Tools

Working Software over comprehensive documentation [/expand]

Q3. Which Agile Value does the following principle align with:

“Build projects around motivated individuals, give them the environment and support they need, and trust them to get the job done.”

[expand title=View Answer] Individuals and Interaction Over Process and Tools [/expand]

Q4. Which of the following aligns with the agile principle:

“Business people and developers work together daily throughout the project.”

[expand title=View Answer] Since agile methodologies do not recommend writing all detailed requirements upfront, it is really important to support greater collaboration between business people and developers so that they can build a shared understanding of what needs to be built. [/expand]

Quiz 2: Using Agile Methods

Q1. What are some of the benefits organizations have seen from using agile methods? Select five.

[expand title=View Answer] Increased Team Morale

Improved Business / IT Alignment

Better Software Quality Project Visibility

Increased productivity

Q2. The agile principle of “Deliver working software frequently” helps with which of the following challenges of the predictive model? Select two.

[expand title=View Answer] It helps validate user needs.

It helps detect translation issues. [/expand]

Q3. What new challenges does agile bring? Select two.

[expand title=View Answer] Very uncomfortable for leaders because of the unpredictable journey

Architecture/Design/Database modeling is challenging [/expand]

Quiz 3: Applying an Agile Mindset

Q1. What are some of the tactics/concepts you can use to implement an agile mindset? Choose two.

[expand title=View Answer] To keep the cost of change down, use engineering practices like automated tests, continuous integration, incremental design

Build in small bite-sized chunks. These chunks could represent both iterative and incremental approaches [/expand]

Q2. If a developer says “We don’t do any discussion or upfront design” because we are agile”, is he/she truly representing what agile means

[expand title=View Answer] No, agile does not mean starting coding right away.[/expand]

Q3. When applying agile, we don’t need to do any release planning.. We only plan for a week.

[expand title=View Answer] False [/expand]

Quiz 4: Agile Fundamentals

Q1. Which of the following statements align with the value of “Working software over comprehensive documentation” of the Agile manifesto?

[expand title=View Answer] If documentation is absolutely essential then create it. Value delivering software over writing documentation. [/expand]

Q2. Which of the following is true about the Agile Manifesto? (select any 2)

[expand title=View Answer] The Agile Manifesto consists of 4 values and 12 principles.

The Agile Manifesto is a work in progress and we are continuing to learn. [/expand]

Q3. Which one of the following statements/situations/conversations align with an agile mindset?

[expand title=View Answer] Manager: “The customer is suggesting another change in feature X which is complete according to the specification. They agree that it was built as we agreed upon but it lacks some functionality and will result in user frustration. Should we implement the change or not?”

Developer: “Yes, if it does not fulfill user needs, we should make the change. [/expand]

Q4. Why is it difficult to predict user needs and requirements? (select any 3)

[expand title=View Answer] Difficult to understand user needs.

Translation issues. Requirements are misinterpreted. [/expand]

Q5. Which of the following statements align with following Agile Principle:

[expand title=View Answer] “Deliver working software frequently, from a couple of weeks to a couple of months, with a preference for the shorter timescale” We should frequently deliver software in some environment (not necessarily to production always) to gather user/client feedback [/expand]

Q6. Which of the following aligns with this principle:

” Working software is the primary measure of progress.”

[expand title=View Answer] If a team has delivered 5 features out of 10 features (or stories), the team has made progress (they are more than 0% done) [/expand]

Q7. In which of the following situations, would you NOT recommend using an agile process?

[expand title=View Answer] For a project where requirements are well known but the technology and solution are unknown (i.e., changes expected in the solution). [/expand]

Q8. Which of the following is true for agile projects?

[expand title=View Answer] If somebody says, they use an agile methodology, they must be doing either Scrum or XP. An agile methodology may help a team to go to market early by delivering with limited functionality. [/expand]

Q9. One of the core principles of agile is to “Embrace Change”. This makes architecting and designing the system challenging since you don’t know all of the requirements upfront. Thus, you have to be prepared to make architecture and design changes. To effectively embrace change, agile teams must learn how to keep the cost of change low.

[expand title=View Answer] Keep the design simple and just build what is required. It is easier to change a simple design than to update a complicated design.

Automated Regression testing provides faster feedback which helps you detect defects quickly. This in turn, gives you confidence to make changes. Keep the code clean and continuously improve/refactor the design as needed. Don’t delay these changes for later. [/expand]

Q10. Which of the following is true for a typical agile project? (select 2)

[expand title=View Answer] The team talks about the high-level software architecture/design as well as their approach for building software (the release plan) before directly jumping into coding. If required, the team may need to plan and conduct training, etc. for users before launching the system. [/expand]

Agile Software Development Week 02 Quiz Answers

Quiz 1: user stories.

Q1. What of the following are the qualities of a good user story as mentioned in the INVEST model? Choose three.

[expand title=View Answer] Independent: Dependencies among stories should be minimized Valuable: Stories should be valuable to the user Testable: Once the story is implemented, we should be able to test that it is done [/expand]

Q2. What issues do you see in the following story?

[expand title=View Answer] This story breaks the quality of negotiable. [/expand]

As a grocery buyer, I want to see different food items in different colors: red for meats, brown for grains, and green for vegetables so that i can identify food items by type.

Q3. What are the 3 Cs of user stories?

[expand title=View Answer] Confirmation

Conversation

Card [/expand]

Q4. What are some of the key parts of a user story? Choose four.

[expand title=View Answer] Who is it for? What does the user want to do? Why does the user want to do that? The estimated development time Acceptance tests The story title [/expand]

Q5. Which of the following statements are true about “Spike” stories? Choose three.

[expand title=View Answer] It is recommended that these stories have well-defined acceptance criteria so that the team knows what is expected at the end of the exploration. Spike stories are time-boxed.

They can be used for knowledge acquisition. [/expand]

Quiz 2: Gathering User Needs

Q1. The goal of a story writing workshop is to:

[expand title=View Answer] Write as many user stories as possible under the themes identified. [/expand]

Q2. What are some of the valid ways to handle non-functional requirements in agile development? Select two.

[expand title=View Answer] Create specific stories that outline the non-functional needs with clear acceptance criteria.

Add non-functional requirements to the definition of done for all stories. [/expand]

Q3. Which of the following are true about story writing workshops? Select two.

[expand title=View Answer] The whole team (including the product owner, the scrum master, and the development team) participates in the story-writing workshop. A story-writing workshop can take anywhere between a few hours to a few days. [/expand]

Q4. What are some of the ways a story map can help software development? Select all that apply.

[expand title=View Answer] It helps discover user needs.

It helps plan releases and work.

It organizes and prioritizes the story backlog.

It builds a shared understanding among team members.

It helps communicate user needs with the stakeholders and get feedback. [/expand]

Q5. What are some of the activities you expect to see in a story mapping exercise? Select three.

[expand title=View Answer] Find variations in the paths the user can take through the system.

Find gaps in the story map by walking through the user experience (as expressed in the activities/tasks) aloud.

Plan releases/journeys. [/expand]

Q6. What are the characteristics of a good product backlog? (Select any 4)

[expand title=View Answer] Estimated

Prioritized

Detailed appropriately

Emergent [/expand]

Quiz 3: Agile Estimation

Q1. Who estimates the effort to complete a product backlog item (a user story)?

[expand title=View Answer] The scrum development team after clarifying the requirement.[/expand]

Q2. What is true about Agile Estimation techniques? Select two.

[expand title=View Answer] Estimates are shared.

They estimate effort and not duration. [/expand]

Q3. Which of the following estimates represents concept of relative sizing? Select three.

[expand title=View Answer] Story A is 1 apple, Story B is 5 apples, and Story C is 10 apples Story A will take half the time Story B will take. Story C will take double the time Story A will take. Story A is bigger than Story B. Story C is smaller than Story A. [/expand]

Q4. What is true about the planning poker estimation technique? Select three.

[expand title=View Answer] It helps uncover misunderstandings.

It supports the concept of shared estimates.

Everyone involved in development has to participate in estimation. [/expand]

Q5. Which of the following observations are true about Card Sorting? Select two.

[expand title=View Answer] This technique benefits from using relative sizing. It is very useful for estimating a large number of stories. [/expand]

Q6. What is true about estimation using Ideal Days? Select two.

[expand title=View Answer] It has a potential issue of “My ideal days are not your ideal days”. It is very natural for a new team member to understand. [/expand]

Quiz 4: Release Planning and Tracking

Q1. Calculate the velocity range a team should use to select work for next iteration based on their past velocities (see chart below). The team uses the last 5 iterations to estimate their velocity. Use the format “from-to” to specify the answer (e.g., 0-100).

Table 1: The velocity of previous iterations

[expand title=View Answer] Use the format “from-to” to specify the answer (e.g., 0-100). [/expand]

Q2. A team was doing release planning and they decided that the next release will include all stories from Story 1 to Story 11 (see table 2 below).

[expand title=View Answer] The velocity range to be used for the release planning is 15-22.

The team works in a 2-week iteration.

It costs about $50,000 per iteration to fund the entire team [/expand]

Calculate the estimated duration for the next release. Additionally, how much will this release cost?

Table 2: Prioritized Product Backlog

[expand title=View Answer] Duration: 6-8 weeks, Cost: 150K to 200K [/expand]

Q3. Select scenarios below where the team used the correct approach to handle special cases of team velocity.

[expand title=View Answer] To forecast velocity for the first iteration, 1) the team builds a deeper understanding of a few stories from the backlog 2) From the understood stories, they select stories they feel they can get done in one sprint. 3) The sum of the estimates of the selected stories is the team’s forecasted velocity. [/expand]

Q4. Which of the following methods can help you track a release? (select any 2)

[expand title=View Answer] A cumulative flow diagram for a release

A release burn-up chart [/expand]

Quiz 5: Requirements and Planning

Q1. What is true about user stories in Agile Software Development? (Select any 3)

[expand title=View Answer] User stories are used to plan, design, describe, build, and validate your product. Stories can be written at different levels, refined, and split into smaller stories as you move from vague ideas to implemented software. User stories are tokens for conversations. [/expand]

Q2. What are some of the benefits of writing acceptance tests for a story? (select 4)

[expand title=View Answer] They help build a common understanding between team members. They make sure the story is easy to develop. They can potentially help you split stories if required. They help the product owner (who is writing the story) think through the user’s needs. [/expand]

Q3. What is wrong with the following story? (Select any 2)

“As a product owner, I want a list of highly-rated restaurants on the brochure.”

[expand title=View Answer] It doesn’t specify the value of the story (the “why” is missing).

The user who benefits from this story is missing (the “who” is missing). [/expand]

Q4. What is wrong with the following user story? (Select any 2)

[expand title=View Answer] No valid user is identified.

The story is very big.

The story is not valuable. [/expand]

Q5. How is gathering user needs/requirements different on an agile project? (select any 3)

[expand title=View Answer] At any given time, the level of detail may be different for different parts of the software.

The agile way supports progressive refinement—defining the right level of detail at the right time.

Agile encourages conversations as a key method for building a shared understanding. [/expand]

Q6. What are some of the activities that happen during a User Story Writing Workshop? (Select any 4)

[expand title=View Answer] To generate stories, one of the options is to start from the top down or bottom up.

Everybody silently writes user stories around a theme

User role analysis and defining personas

Sometimes, you keep it free-form for people to write stories and later group them by theme. [/expand]

Q7. Which of the following is true about the Story Mapping technique? (select 3)

[expand title=View Answer] The horizontal axis (moving from left to right) in a story map represents time.

The vertical axis (moving from top to bottom) in a story map represents rough priority.

One story map can only have one user. It is not recommended to have multiple users on the same story map. It is a user-centric approach where we map out the system from a user’s perspective.

Q8. Due to an unpredictable market event, the Product Owner (PO) asked the team to complete the next release in 6 weeks. Assuming the backlog in Table 2 is up to date and prioritized from highest to lowest, the Product Owner wants you to estimate what can be done in next 6 weeks. Describe 1) what can be done, 2) what might be done, and 3) what will not be done.

The velocity range to be used for the release planning is 15-22.

The team works in 2 week iteration.

[expand title=View Answer] Most likely: Story 1 to Story 8; Might Be Done: Story 9 to Story 13; Not likely: Rest of the stories [/expand]

Q9. What is true about planning with an agile mindset? (Select any 2)

[expand title=View Answer] Plan just enough, just in time.

Use Adaptive Planning. [/expand]

Q10. What do we mean by Velocity in agile terms?

[expand title=View Answer] It is calculated at the team level and represents how much work a team can get done in an iteration. [/expand]

Agile Software Development Week 03 Quiz Answers

Quiz 1: scrum overview.

Q1. Which of the following are official rituals/meetings/practices in scrum? Select four.

[expand title=View Answer] Sprint Review Meeting

Sprint Retrospective Meeting

Sprint Planning Meeting

Daily Scrum Meeting [/expand]

Q2. What are the three roles in Scrum?

[expand title=View Answer] The Team Scrum Master Product Owner [/expand]

Q3. Who prioritizes the work in Scrum?

[expand title=View Answer] Product Owner [/expand]

Q4. What artifacts are defined as part of Scrum framework? Select two.

[expand title=View Answer] Product Backlog

Sprint Backlog [/expand]

Quiz 2: Sprint Planning and Tracking

Q1. In Scrum, when is the sprint backlog created?

[expand title=View Answer] During the sprint planning meeting [/expand]

Q2. In Scrum, how is the Product Backlog arranged?

[expand title=View Answer] Most important items at the top, least important items at the bottom. [/expand]

Q3. In which artifact is the customer requirements stored?

[expand title=View Answer]In the Product Backlog[/expand]

Q4. What is usually plotted on the x-axis of the Sprint Burndown Chart?

[expand title=View Answer]Days of the sprint[/expand]

Q5. What is a Sprint Burndown Chart?

[expand title=View Answer] A chart showing the trend of work remaining across time in a sprint. [/expand]

Q6. Your team is planning out the next sprint. You’ve chosen to fill the sprint by taking stories in priority order from the product backlog and stopping when you reach the first story that won’t fit in the sprint.

Based on following details, which stories should the team commit to for a sprint?

Table 1: Prioritized story with estimated story points and total estimate in hrs of tasks for that story.

Table 2: Capacity of Team members for given sprint

[expand title=View Answer] Story 1, Story 2, and Story 3 [/expand]

Quiz 3: Sprint Review, Retrospective and Execution

Q1. During sprint execution, when are new tasks added to the sprint?

[expand title=View Answer] As soon as possible after they are identified, unless they reflect a scope change in the sprint goals. [/expand]

Q2. Who should attend the sprint retrospective?

[expand title=View Answer] All team members.[/expand]

Q3. How long should the Daily Standup be?

[expand title=View Answer]Short fixed duration (most commonly 15 min). [/expand]

Q4. Which of the following are discussed in a sprint retrospective? Select three.

[expand title=View Answer] What’s working?

What’s not working?

New action items / What can we do better? [/expand]

Quiz 4: Scrum

Q1. Which of the following is true about Scrum?

[expand title=View Answer] Burn-down and Burn-up charts help the team track the progress of the current sprint. [/expand]

Q2. Which of the following is TRUE about Scrum? (Select two)

[expand title=View Answer] Scrum is an adaptive model.

Scrum has fixed, time-boxed development cycles called sprints. [/expand]

Q3. You are a developer on a scrum team. Your scrum master invited you to attend a sprint planning meeting. Which of the following activities would you expect in that meeting?

[expand title=View Answer] The developers/testers ask questions to understand the stories.

The team will select the stories to work on for the next iteration (sprint).

Either during the meeting or afterward, developers create tasks to further solidify what work needs to be done and make final a work commitment for the sprint.

The product owner (or equivalent) shares the top priority stories for the sprint. [/expand]

Q4. You need to calculate a team member’s capacity for an iteration. Which of the following activities should be EXCLUDED from the committed capacity of the team member?

[expand title=View Answer] Paid time off (PTO)

Organizational Meetings [/expand]

Q5. What should happen in the sprint review meeting?

[expand title=View Answer] A potentially shippable product increment is demonstrated live.[/expand]

Q6. The CEO asks a team member to do some work outside the goals of the current sprint in progress. What should the team member do?

[expand title=View Answer] Inform the product owner so he can work with the CEO and if it is still necessary to get this work done in the current sprint, it should be discussed with in the team. [/expand]

Q7. When is a sprint complete?

[expand title=View Answer] When all committed product backlog items meet their definition of done. [/expand]

Q8. Which of the following are the goals of the daily stand-up meeting?

[expand title=View Answer] Share status information. Identify impediments.

Q9. Which of the following is true about Sprint Reviews?

[expand title=View Answer] Individual team members should be encouraged to demo the work they did.

The Sprint Review should be done every week even if your sprint duration is 3 weeks or longer. [/expand]

Q10. Which of the following statements are true about the Sprint Retrospective? (select all that apply)

[expand title=View Answer] Team members should avoid blaming (finger pointing) other team members in the retrospective.[/expand]

Q1. Which of the following is the right sequence when developing software using the XP practice of Test First Programming?

[expand title=View Answer] Make sure the test fails

Write enough code so the test passes

Refactor as necessary [/expand]

Q2. Which XP practice prescribes that “the code [always be] written by two programmers at one machine”?

[expand title=View Answer] Pair Programming[/expand]

Q3. Which of the following are primary practices prescribed by XP?

[expand title=View Answer] Whole Team Continuous Integration Pair Programming [/expand]

Q4. One of the practices of XP is “Whole Team”. Which of the following statements align with its meaning?

[expand title=View Answer] All the skills necessary to deliver the software product should be present on the team. The whole team should be working together to meet the team’s commitment [/expand]

Q5. If an XP team cannot provide an estimate for a story, what should they do to gain a better understanding of the story?

[expand title=View Answer] Create a spike story—a new story under which the team will do some research or other work to gain a better understanding of the original story. [/expand]

Q6. According to XP’s principles, what should you do when a story’s acceptance test fails?

[expand title=View Answer] As a team, update the acceptance test so the test passes. [/expand]

Q7. What activities occur as part of XP’s “Weekly Planning” practice?

[expand title=View Answer] Reviewing the previous week’s progress. Selecting the next week’s work. [/expand]

Q8. According to the concept of “Whole Team”, which of the following statements are true?

[expand title=View Answer] All of the skills the team needs to be successful should be in the team.

If the team finds out that they need a particular skill in the team, they can add a person with that skill to the team. [/expand]

Q9. An XP team is getting feedback more frequently than they can handle. What should they do?

[expand title=View Answer] Slow down the frequency of feedback. [/expand]

Q10. Which of the following statements are true about the XP value of “Simplicity”?

[expand title=View Answer] Select the simplest design that could work. [/expand]

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Coursera Specialization

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###Agile Development

Drive to Value with Agile Methods . Master an adaptive approach to product development

In this Specialization, you'll gain an understanding and appreciation of the principles and practice of agile management. You'll learn to coordinate all aspects of the agile development process, including running design sprints, managing teams, and fostering a culture of experimentation. In the final Capstone Project, you'll apply what you've learned to guide a real-world software development project to successful completion.

25 weeks - 122 hours

Certificate: https://www.coursera.org/account/accomplishments/specialization/AAWQJ6A6XEK9

Course 1: Agile Meets Design Thinking

https://www.coursera.org/learn/uva-darden-getting-started-agile/home/info

Despite everyone's good intentions, hard work and solid ideas, too many projects end up creating unneeded, unusable, and unsellable products. But it doesn't have to be this way. Agile and design thinking offer a different--and effective--approach to product development, one that results in valuable solutions to meaningful problems. In this course, you’ll learn how to determine what's valuable to a user early in the process--to frontload value--by focusing your team on testable narratives about the user and creating a strong shared perspective.

We’ll show you how to:

• Explain key concepts and practices from the agile product development methodology
• Create a strong shared perspective and drive to value using personas and problem scenarios
• Diagnose what software to develop and why using a set of agile user stories and prototypes
• Facilitate narrative collaboration with user stories and prototypes
• Allow for early testing and validation by analyzing and deciding on story backlogs

As a Project Management Institute (PMI®) Registered Education Provider, the University of Virginia Darden School of Business has been approved by PMI to issue 25 professional development units (PDUs) for this course, which focuses on core competencies recognized by PMI. (Provider #2122)

This course is supported by the Batten Institute at UVA’s Darden School of Business. The Batten Institute’s mission is to improve the world through entrepreneurship and innovation: www.batteninstitute.org .

5 weeks of study, 2 - 5 hours/week

Certificate: https://www.coursera.org/account/accomplishments/verify/HK2TZBK8Q6W2

Course 2: Running Product Design Sprints

https://www.coursera.org/learn/uva-darden-running-design-sprints/home/info

Typically, clients and managers don't want to pay for design (or strategy) -- they want ‘results’! Too often, this leads to solutions that just don’t make sense and aren’t valuable to anyone.

Design sprints allow you to meet client's desire for quick, specific outcomes while making time to do things right. In this course, you’ll learn how to plan and run situation-appropriate sprints to avoid waste and deliver value sooner.

We'll show you how to:

• Plan, sell, and conduct design sprints that deliver valuable, actionable insights
• Go out and learn who your customer really is and what’s important to them
• Test your value propositions before you invest in building solutions
• Test your user interface design to make sure it’s really usable
• Focus and drive to actionable conclusions on questions of approach and architecture

Prerequisites: Getting Started: Agile Meets Design Thinking or familiarity with agile and design thinking methodologies.

5 weeks of study, 1-5 hours/week

Certificate: https://www.coursera.org/account/accomplishments/verify/ARPGQWRF93S8

Course 3: Managing an Agile Team

https://www.coursera.org/learn/uva-darden-agile-team-management/home/info

Traditional development processes often lead to team frustration and poor results. Agile offers a different approach to managing the complexity of software development. This course focuses on the day-to-day jobs of running a software development program and how leading agile methodologies (Scrum, XP, kanban) can help you do them better.

From transitioning a team to agile to running sprints to managing stakeholders, this course gives you the skills you need to manage an agile team in your specific operating environment.

• Think through and focus on the most important aspects of your projects and sprints
• Facilitate your team’s initial and ongoing adoption of the specific agile practices that work for you
• Anchor your outcomes and success criteria in durable ideas about what makes for valuable products
• Support your team's transition from traditional approaches to agile
• Create an agile-friendly environment across functional disciplines
• Identify and manage outside stakeholder needs

As a Project Management Institute (PMI®) Registered Education Provider, the University of Virginia Darden School of Business has been approved by PMI to issue 20 professional development units (PDUs) for this course, which focuses on core competencies recognized by PMI. (Provider #2122)

4 weeks of study, 2-5 hours/week

Certificate: https://www.coursera.org/account/accomplishments/verify/K4VD6G24A55K

Course 4: Testing with Agile

https://www.coursera.org/learn/uva-darden-agile-testing/home/info

To deliver agile outcomes, you have to do more than implement an agile process; you have to create a culture of experimentation. It's this commitment to experimenting that's at the heart of a high-functioning practice of agile. This course shows you how to integrate the practice of experimentation across concept/feature testing, usability testing, and testing the software itself.

Basically, you’ll learn how to answer these four big questions with experiments:

• Should we build it?
• Did it matter?
• Is it usable?
• Did it break?

More specifically, after completing this course, you’ll be able to:

• Identify where and how to invest your team’s scarce time and energy into better testing for maximum impact on outcomes
• Coach your team on the relationship between idea, usability, and software testing to get the buy-in you need for strong interdisciplinary collaboration
• Test ideas before you build them to avoid waste and help your team focus on what will really drive outcomes
• Test alternative interface patterns before you build them to maximize both product usability and purposeful implementation
• Understand your delivery pipeline and how to prioritize process and infrastructure improvements so you can deliver faster and more often

3 weeks of study, 2-4 hours/week

Certificate: https://www.coursera.org/account/accomplishments/verify/JWSH5V64FCTC

Course 5: Agile Development in Practice (Project-centered Course)

https://www.coursera.org/learn/uva-darden-agile-development-capstone/home/info

This project-centered course provides a guided opportunity for you to practice your agile development skills. Using the venture design process that frames the four courses in this Specialization, you will apply agile processes to a project of your choice or to a provided venture concept. From persona, problem scenario, and user story development to designing user testing and product launch, you’ll practice leading an agile project. You’ll finish the course with a portfolio-building design brief that demonstrates your learning and specialized skills in agile product development.

To get the most out of this course, we suggest you first complete the other four courses in the Agile Development Specialization (Getting Started: Agile Meets Design Thinking; Running Product Design Sprints, Managing an Agile Team, Testing with Agile).

By the end of this course, you'll be able to: --Formulate foundational positioning statements --Create, refine and test actionable personas --Conduct user interviews and analyze the results --Determine a 'happy path' to quickly test user stories --Run motivation and usability testing and evaluate the results

As a Project Management Institute (PMI®) Registered Education Provider, the University of Virginia Darden School of Business has been approved by PMI to issue 40 professional development units (PDUs) for this course, which focuses on core competencies recognized by PMI. (Provider #2122)

8 weeks of study, 4-5 hours per week

Certificate: https://www.coursera.org/account/accomplishments/verify/5ETLN8JQFKBP