FAST DOWNLOAD AGILEPM-PRACTITIONER EXAM PREPARATION & LEADER IN QUALIFICATION EXAMS & EXCELLENT AGILEPM-PRACTITIONER: AGILE PROJECT MANAGEMENT (AGILEPM) PRACTITIONER EXAM

Fast Download AgilePM-Practitioner Exam Preparation & Leader in Qualification Exams & Excellent AgilePM-Practitioner: Agile Project Management (AgilePM) Practitioner Exam

Fast Download AgilePM-Practitioner Exam Preparation & Leader in Qualification Exams & Excellent AgilePM-Practitioner: Agile Project Management (AgilePM) Practitioner Exam

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APMG-International AgilePM-Practitioner Exam Syllabus Topics:

TopicDetails
Topic 1
  • Planning and Control: In this section, the exam covers planning and control of the project and vital concepts such as estimation and iterative strategy. It also covers how to utilize MoSCoW prioritization and mitigate any risks.
Topic 2
  • Lifecycle and Products: This section of the exam covers topics such as Agile project lifecycle, various stages of the lifecycle, agile products, Vision Documents, and Prototypes.
Topic 3
  • People and Roles: In this section, the topics covered include various roles involved in an Agile project and how they relate to each other. The topics covered include the responsibilities of the Agile Project Manager, agile teams, and business owners.
Topic 4
  • Techniques: In this section, the topics covered various techniques that can be utilized including iterative development. Candidates are tested for their know-how of agile techniques and timeboxing.

APMG-International Agile Project Management (AgilePM) Practitioner Exam Sample Questions (Q123-Q128):

NEW QUESTION # 123
Answer the following questions about applying the principles for building engagement to the Change Programme, defined by Hodges.
Which 2 actions demonstrate inclusivity?

  • A. Encourage the team from Selco to continue to use their old logo as a way of maintaining some familiar symbolism they can identify with.
  • B. Define in early key messages how the inclusion of Selco links to the strategic repositioning of UniCo in the marketplace.
  • C. Invite those staff who are asking questions about the Change Programme proposals to suggest what might work for them.
  • D. Consider providing everyone at the next staff event with pens and notebooks with the UniCo logo and an image representing this change programme.
  • E. Provide opportunities for staff who had volunteered to act as mentors during the Change Programme to meet to resolve resistance issues.

Answer: C,E

Explanation:
Comprehensive and Detailed Step-by-Step Explanation
Understanding Inclusivity in Change Management
Inclusivity involves ensuring that all individuals impacted by the change feel included, valued, and heard. It requires active engagement, participation, and consideration of diverse perspectives and needs. As per Hodges' principles for building engagement, inclusivity fosters collaboration and reduces resistance by addressing emotional and cultural barriers.
Option Analysis
* A. Consider providing everyone at the next staff event with pens and notebooks with the UniCo logo and an image representing this change programme
* While distributing branded items helps promote a sense of identity and connection, this action does not directly foster inclusivity. It is more of a promotional activity than one aimed at active participation or involvement.
* Incorrect.
* B. Define in early key messages how the inclusion of Selco links to the strategic repositioning of UniCo in the marketplace
* While this action is important for clear communication, it focuses on alignment with strategic goals rather than creating an inclusive environment. Inclusivity requires active engagement of individuals, which this option does not fully address.
* Incorrect.
* C. Encourage the team from Selco to continue to use their old logo as a way of maintaining some familiar symbolism they can identify with
* Allowing Selco to retain their old logo might help preserve some sense of identity, but it creates a division rather than fostering integration. True inclusivity would involve bringing teams together under a shared vision or brand.
* Incorrect.
* D. Provide opportunities for staff who had volunteered to act as mentors during the Change Programme to meet to resolve resistance issues
* This action fosters inclusivity by actively involving staff members in resolving issues collaboratively. Mentors can bridge gaps between teams, address concerns, and ensure that everyone feels included in the change process.
* Correct.
* E. Invite those staff who are asking questions about the Change Programme proposals to suggest what might work for them
* This demonstrates inclusivity by giving staff a platform to voice their concerns and contribute to solutions. By involving them in decision-making, it ensures that their perspectives are considered, fostering ownership and reducing resistance.
* Correct.
Why D and E are the Correct Answers (Scenario Alignment)
Both options emphasize participation, collaboration, and addressing individual concerns. These actions align with Hodges' principles for inclusivity by enabling direct involvement and empowering stakeholders in the change process.
References (AgilePM and Scenario Alignment):
* UniCo Scenario: "Staff concerns must be addressed to build alignment and reduce resistance to change.
"
* AgilePM Handbook, Chapter 6: Building Stakeholder Engagement and Inclusivity.
* Agile Business Consortium - Managing Cultural and Emotional Barriers During Change.


NEW QUESTION # 124
Several of the web developers working on the project have no Agile
experience. When answering the questions in the Project Approach
Questionnaire (PAQ), the Project Manager could not agree with the statement
'all members of the project understand and accept the DSDM approach'.
What action should the Project Manager take?

  • A. Organize a training workshop to brief all project-level and Solution Development Team roles in the Agile approach.
  • B. Accept that the web developers are experts in their field and will be adopting their own approach throughout the project.
  • C. Agree with the statement in the PAQ and keep a close watch on the web developers throughout the project.
  • D. Replace the web developers with experienced Agile practitioners.

Answer: A


NEW QUESTION # 125
The Close Out of Timebox B was completed as scheduled, but the Could Have requirement of tiled walls in the bathrooms was NOT delivered within this period, with the agreement of the team.
Which Agile principle MOST influences this course of action?

  • A. Build incrementally from firm foundations.
  • B. Deliver on time.
  • C. Never compromise quality.
  • D. Develop iteratively.

Answer: B


NEW QUESTION # 126
Xan Insurance Company is a friendly company with no separate private offices for individual managers. Staff members prefer to wander around the office space and have one-to-one chats rather than use email or have lots of meetings.
What action should the Project Manager take when planning for effective communication throughout the Web project?

  • A. Identify those individuals with power and influence over the project and what information they require.
  • B. As this is already common practice, assume all Solution Development
    Team members have effective communication skills.
  • C. No action is required as the existing form of spontaneous informal
    communication is suitable for all project level and Solution Development Team members.
  • D. Mandate the use of email so that all communications are recorded for future reference.

Answer: A

Explanation:
The most effective action the Project Manager should take to ensure effective communication throughout the Web project at Xan Insurance Company is:
A: Identify those individuals with power and influence over the project and what information they require.
In any project, especially within an Agile framework, understanding the stakeholders' landscape is crucial for effective communication management. Identifying key individuals with power and influence over the project helps tailor communication strategies to ensure that critical information is shared appropriately, decisions are facilitated efficiently, and stakeholder engagement is maintained. While the company's culture of informal communication can be advantageous for day-to-day interactions, structured communication is essential for project governance, risk management, and decision-making processes. This approach allows the Project Manager to ensure that all stakeholders are kept informed according to their needs and the project's requirements, balancing the informal communication culture with the need for formal communication where necessary.


NEW QUESTION # 127
Using the information provided in the additional information, answer the following question on building a change analytics strategy.
Do the measures to be monitored by the Sales Director represent appropriate measures for assessing change readiness?

  • A. No, because change readiness should be monitored using the change programme plan.
  • B. Yes, because the Sales Director has identified measures that require new data sources.
  • C. No, because change readiness measures should consist of mostly quantitative measures.
  • D. Yes, because these metrics provide opinions collected via mostly qualitative methods.

Answer: B

Explanation:
Comprehensive and Detailed Step-by-Step Explanation:
Context from the UniCo Scenario:
The Sales Director's metrics focus on assessing the readiness of the sales team to adapt to new systems, such as their confidence levels and ability to demonstrate mobile application features. This ensures that the team is prepared for the transformation UniCo is undertaking. Change readiness is often a combination of quantitative and qualitative insights, especially for understanding how prepared and skilled staff are to adopt the new processes.
Analysis of the Answer Options:
* A. No, because change readiness measures should consist of mostly quantitative measures.
* Why Incorrect:Change readiness measures are not limited to quantitative methods. Qualitative measures, such as surveys and confidence levels, are essential for evaluating readiness in transformation programs. By relying on both, the organization gets a more holistic understanding.
* B. No, because change readiness should be monitored using the change programme plan.
* Why Incorrect:The change program plan provides an overarching structure, but it is not the sole method for monitoring readiness. The Sales Director has appropriately identified new data sources and targeted measures (e.g., surveys), which are crucial for assessing readiness directly.
* C. Yes, because the Sales Director has identified measures that require new data sources.
* Why Correct:The Sales Director's plan involves surveys to gather fresh data, such as confidence levels and proficiency in new systems. These are leading indicators for change readiness and provide actionable insights into team preparedness. Using new data sources ensures the measures are tailored to the transformation objectives, making them appropriate for assessing readiness.
* D. Yes, because these metrics provide opinions collected via mostly qualitative methods.
* Why Incorrect:While qualitative methods such as surveys are used, this answer implies an over- reliance on qualitative data. Effective change readiness strategies should balance both qualitative (e.g., confidence levels) and quantitative (e.g., percentage of staff trained) insights.
Why C Is the Best Answer:
* Focus on Leading Indicators:
* The Sales Director's identified measures focus on readiness and forward-looking insights, such as proficiency and confidence, which are key aspects of preparing staff for the change.
* Incorporating New Data Sources:
* The use of surveys as new data sources ensures that the metrics are specific to the change initiative and capture real-time readiness levels, making them highly relevant.
* Alignment with AgilePM Principles:
* AgilePM emphasizes the importance of gathering real-time, actionable data to monitor progress and adapt strategies. The Sales Director's approach aligns with this principle by introducing targeted metrics for readiness.
References to AgilePM Framework:
* Change Readiness Assessment:
* AgilePM highlights the importance of continuously assessing readiness to ensure teams can adapt and contribute effectively to change programs. (AgilePM Practitioner Guide, Chapter 7:
Governance and Control)
* Combining Data Sources:
* Balancing qualitative and quantitative methods is a best practice for ensuring that readiness measures are comprehensive and actionable. (AgilePM Practitioner Guide, Chapter 11:
Measuring Success)


NEW QUESTION # 128
......

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