To achieve the professional designation of Scrum.org Professional Agile Leadership from the Scrum.org, candidates must clear the PAL I Exam with the minimum cut-off score. For those who wish to pass the Scrum.org Professional Agile Leadership certification exam with good percentage, please take a look at the following reference document detailing what should be included in Scrum.org PAL 1 Exam preparation.
The Scrum.org PAL I Exam Summary, Body of Knowledge (BOK), Sample Question Bank and Practice Exam provide the basis for the real Scrum.org Certified Professional Agile Leadership (PAL I) exam. We have designed these resources to help you get ready to take Scrum.org Professional Agile Leadership (PAL I) exam. If you have made the decision to become a certified professional, we suggest you take authorized training and prepare with our online premium Scrum.org Professional Agile Leadership Practice Exam to achieve the best result.
Scrum.org PAL I Exam Summary:
Scrum.org Professional Agile Leadership Syllabus Topics:
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Topic |
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Understanding and Applying the Scrum Framework |
Empiricism
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In Scrum, empiricism refers to the idea that solving complex problems, or doing complex work, can only be done using an exploratory process rather than relying on predetermined plans. Learn about empiricism and complex work. Explore why trust is important for empiricism to thrive.
The Scrum Values
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For agility to thrive, the culture of the organization must support the fundamental concepts of agility. The Scrum Values - Focus, Respect, Openness, Commitment, and Courage - create an environment where empiricism, self-management and continual improvement are more successful.
The Scrum Team
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The Scrum Team is a small unit of professionals focused on attaining the Product Goal. Scrum Teams consist of a Product Owner, Scrum Master and Developers. Each has a clear set of accountabilities. Learn more about the Scrum Team, accountabilities, responsibilities and why these aren’t called “roles.”
The Scrum Events
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The five Scrum Events provide regular opportunities for enacting the Scrum pillars of Inspection, Adaptation and Transparency. In addition, they help teams keep aligned with the Sprint and Product Goals, improve Developer productivity, remove impediments and reduce the need to schedule too many additional meetings.
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Developing People and Teams |
Self-Managing Teams
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The best way to support a team working on complex problems is to give them the space to determine how to do their work, rather than directing them. Learn about self-managing teams and their characteristics. Explore some myths and misunderstandings about self-management.
Leadership Styles
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The ways that leaders present themselves and interact with their colleagues can either support agility, or defeat it. Learn the difference between leaders and managers and the traits of an agile leadership style. Explore why we speak more about agile leadership and not servant leadership.
Facilitation
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Facilitation can be used to lead people toward agreed-upon objectives in a manner that encourages participation, ownership and creativity by all involved. Learn about the principles of facilitation, skills and traits of a facilitator, how to facilitate diverse perspectives and explore some facilitation techniques for the Scrum Events.
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Managing Products with Agility |
Forecasting and Release Planning
Product Value
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The objective of a Scrum Team is to deliver value to customers and stakeholders. Product Value actively drives customer satisfaction, loyalty, brand reputation, and the longevity of a business by providing customers with benefits that satisfy their needs.
Stakeholders and Customers
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Developing and Delivering Products Professionally |
Emergent Software Development
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In solving complex problems, the idea of a detailed up-front design has been replaced with an approach that encourages design to emerge and change within the boundaries of an architecture. In this Focus Area, practitioners will be able to describe what emergent architecture is and how it translates into incremental development and delivery. They will be able to describe practices that “realize” the architecture incrementally into a working, agile system. Practitioners will understand the trade-offs between value, flexibility, and quality, and will also be able to apply techniques that make the emergent approach transparent to the team, organization, and stakeholders.
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Evolving the Agile Organization |
Organizational Design and Culture
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Traditional organizations are often structured around Taylorism and mass production concepts in response to simple problems. Complex problems require a different way of organizing. This Focus Area describes the fundamental differences of an agile organization; namely its structure, culture, and design. A practitioner will understand what an agile enterprise looks like and approaches for implementing the agile enterprise in a traditional organization. They will understand how to balance the needs for agility with the existing reality of traditional organizational structures.
Evidence-Based Management
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A fundamental element of Scrum is empirical process; the idea that complex problems require real experience to effectively plan and deliver value. Evidence-Based Management (EBM) is a set of ideas and practices that describe broad measurement areas used to provide an effective, empirical, and value-based approach to any product. This Focus Area describes what EBM is and how to apply it to any product. The practitioner will understand what EBM is, as well as the practices that comprise it, and how to use EBM to enable a business-driven, value-based empirical process.
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Both Scrum.org and veterans who’ve earned multiple certifications maintain that the best preparation for a Scrum.org PAL I professional certification exam is practical experience, hands-on training and practice exam. This is the most effective way to gain in-depth understanding of Scrum.org PAL 1 concepts. When you understand techniques, it helps you retain Scrum.org Professional Agile Leadership knowledge and recall that when needed.
