Question 1

The Legal Specialist has reviewed the plans for the rebranding work and has assessed how this will
affect current and future contracts. They are now pressing the Change Manager to establish the
deadlines and to schedule when their input will be most needed.
Which preference does this behavior BEST display?

Accepted Answer

C

Explanation: Comprehensive and Detailed Explanation: This question uses the Myers-Briggs Type Indicator (MBTI) framework. The behavior described aligns most closely with the Judging preference, which is associated with organization, structure, and a desire for clear plans and deadlines. 1. Why the Answer is Judging (C): The Legal Specialist is focused on establishing deadlines and ensuring their input is scheduled. These traits are characteristic of the Judging preference. People with a Judging preference prefer: Planning and structure. Clarity in schedules and deadlines. Order and predictability in tasks. Pressing for specific deadlines and schedules reflects a strong inclination toward structured, organized work. 2. Analysis of Other Options: Option A: Thinking The Thinking preference is about decision-making based on logic and objectivity. While the Legal Specialist's assessment of contract impacts involves analysis, their behavior in this scenario focuses on planning and organization rather than logical evaluation. Eliminate. Option B: Feeling The Feeling preference relates to decision-making based on empathy and values. This behavior is not motivated by emotional considerations or interpersonal dynamics but by a focus on task management and structure. Eliminate. Option D: Perceiving The Perceiving preference is characterized by flexibility, adaptability, and a preference for keeping options open. The Legal Specialist’s push for deadlines and structure contrasts with the more fluid, spontaneous approach associated with Perceiving. Eliminate. 3. Practical Example of Judging Behavior: A Judging individual might request a clear project timeline with milestone dates to ensure they can prioritize their work effectively. They value predictability and dislike ambiguity, which aligns with the described behavior of the Legal Specialist. 4. Reference to MBTI: Judging (J): Focuses on order, structure, and planned decision-making. Prefers defined timelines and organized approaches to work. Perceiving (P): Prefers flexibility, spontaneity, and keeping options open.

Question 2

The Solution Development Team are progressing through the first Structured Timebox. What should the Project Manager do to lead the team at this time?

Accepted Answer

C

Explanation: To lead the Solution Development Team effectively during the first Structured Timebox, the Project Manager should: C . Attend the Daily Stand-up and discuss any problems at the end. Explanation: Attending the Daily Stand-up meetings allows the Project Manager to stay informed about the team's progress, challenges, and any blockers they might be facing. It offers an opportunity for the Project Manager to provide support, guidance, and decision-making where necessary, without disrupting the team's autonomy and self-organization. This approach encourages open communication, quick resolution of issues, and maintains the Agile principle of collaboration and continuous improvement. Discussing problems at the end of the meeting ensures that any issues are addressed promptly, keeping the Timebox on track.

Question 3

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?

Accepted Answer

C

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. Reference 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)

Question 4

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 CEO represent appropriate ‘leading’, result-oriented
measures for the effectiveness of the change interventions?

Accepted Answer

B

Explanation: Comprehensive and Detailed Step-by-Step Explanation: Context from the UniCo Scenario: The CEO is tasked with overseeing the change analytics strategy to assess the effectiveness of the transformation program at UniCo. The focus on market share, customer awareness, and sales performance represents metrics primarily indicative of past outcomes rather than predictive trends. These are "lagging indicators" because they measure results that have already occurred rather than helping to predict future performance. Analysis of the Answer Options: A. No, because ‘leading’ metrics must be based on quantitative data. Why Incorrect: While leading indicators are often quantitative, this is not a definitive requirement. Leading indicators can include qualitative metrics, such as customer sentiment or readiness for change, which forecast future outcomes. B. No, because these metrics are lagging, output-focused indicators. Why Correct: The CEO's metrics—market share, customer awareness, and sales of mobile applications—are retrospective and assess the outcomes of past strategies rather than providing actionable insights for proactive decision-making. This makes them lagging indicators that are unsuitable as "leading, result-oriented measures." Leading indicators would include forward-looking metrics, such as staff readiness, customer pre-orders, or app engagement metrics. C. Yes, because these indicators will identify if UniCo sales continue to decline. Why Incorrect: While these metrics may identify declining sales, they are not suitable for preempting or preventing such issues. They lack predictive value and fail to inform actions needed to drive improvements proactively. D. Yes, because these metrics monitor benefits realization at senior management level. Why Incorrect: Although these metrics are useful for benefits realization, they are not sufficient as "leading" indicators. They reflect past performance rather than informing management on whether the change program is on track to achieve its intended future benefits. Why B Is the Best Answer: Distinction Between Leading and Lagging Indicators: Leading indicators provide predictive insights to guide decision-making and corrective actions, while lagging indicators assess outcomes already achieved. The CEO's metrics fall into the latter category, as they focus on market share and customer awareness, which reflect results of past efforts. Relevance to Change Analytics Strategy: A robust change analytics strategy must include metrics that enable proactive adjustments. For example, measuring customer engagement during app trials or employee training completion rates would offer actionable insights into the program's progress. Alignment with AgilePM and Change Management Practices: AgilePM emphasizes continuous monitoring and adaptation using predictive metrics to guide successful delivery. The CEO's reliance on lagging indicators does not align with this proactive approach. Reference to AgilePM Framework: Metrics in Change Programs: The AgilePM framework recommends using KPIs that drive decisions, emphasizing early indicators of potential issues. This ensures that leadership can take corrective actions during the program rather than after its completion. (AgilePM Practitioner Guide, Chapter 7: Governance and Control) Benefits Realization and Leading Indicators: Leading indicators are essential for tracking progress toward benefits realization. Focusing on lagging metrics risks missing early warning signs of misalignment. (AgilePM Practitioner Guide, Chapter 11: Measuring Success)

Question 5

Which 2 statements explain why the Timber Tigers' Site Manager would be an appropriate Solution Developer?

Accepted Answer

Explanation: :

Question 6

During Timebox B, the 'Hoy for Hoy Hall'Action Group disagreed about the planned outcome of the
Timebox. The Project Manager organised a Facilitated Workshop to re-
engage this group and explore discrepancies in understanding.
Is this an appropriate application of Agile Project Management for this project?

Accepted Answer

B

Explanation: Topic 2, XAN Insurance Company Web Project XAN Insurance Company Web Project (Note: Xan is a medium-sized insurance company with a worldwide customer base and a strong presence on the internet. Its website has been in operation for fifteen years. It operates from one location - a large, open-plan office in the centre of a city. It 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. The Marketing Director is considering a project to develop a new area on the current web site to sell a new type of insurance directly to the proprietors of coffee bars, insuring them against minor accidents to staff and customers. The targeted coffee bars are privately-owned franchises and are mostly situated in railway stations, airports and shopping centres. The Marketing Director has not yet decided whether the system will just provide information about insurance policies online and give quotations, the policies then being set up later by normal mailing and telephone contact. Alternatively, it may be possible for the system to provide the complete set-up and sale of an insurance policy online. In this case the system would need to enable the online capture and processing of credit card details and the issue of an insurance policy. The Finance Director has budgetary control over all projects in the company and is reluctant to release finance for projects where the outcome, timeframe and benefits are not clear. Because of the uncertainty about the amount of development and the length of time it may take, it is difficult to set a timeframe on this project. The Sales Manager, who reports to the Marketing Director, has insisted that the website extensions needed for this project must be operational within 12 weeks. The Sales Manager has a You have been brought in to give advice on how an Agile Project Management approach can be used to keep control of this project and to ensure that it delivers something useful to the business within 12 weeks. After a brief feasibility assessment, conducted by the Sales Manager, the Finance Director has decided to authorise a 12-week project with the objective of producing a prototype system for insurance for coffee bars, with a release at the end of that time. Six selected coffee bars have agreed to complete an insurance application form online, to trial the released website.

Question 7

Which Facilities stakeholder is MOST likely to be placed within the ‘external’ segment for the relocation work of the Operational delivery processes workstream?

Accepted Answer

D

Explanation: Comprehensive and Detailed Step-by-Step Explanation Stakeholder Segmentation in the UniCo Scenario In stakeholder analysis, external stakeholders are individuals or entities outside the organization but whose involvement is critical for achieving specific outcomes. They contrast with internal stakeholders, who are part of the organization and influence or execute the change. The relocation of Selco staff to UniCo requires contributions from both internal and external stakeholders, as detailed in the Operational Delivery Processes workstream. Option Analysis (UniCo-Specific) A. The staff coordinating user input and working with designers These staff members are internal stakeholders responsible for ensuring user input and amendments align with organizational needs. They are directly involved with UniCo's design processes, making them part of the internal team. Incorrect. B. The UniCo security staff arranging physical access These security staff are part of UniCo’s internal operations. Their role is critical to operational success but does not classify them as external stakeholders. Incorrect. C. The staff communicating the timetable for Selco integration This group is part of UniCo’s internal change management process, ensuring clear communication during integration. While important, they remain internal stakeholders. Incorrect. D. The contracted staff moving furniture and equipment This group consists of external contractors who are not part of UniCo's workforce but are engaged for specific relocation tasks. Their involvement is temporary and project-specific, aligning them with the external segment of stakeholders. Correct. Why D is the Correct Answer (Scenario Alignment) In the context of UniCo’s relocation workstream, external stakeholders include contractors who facilitate logistical aspects, such as moving furniture. This role is distinct from internal stakeholders responsible for communication or operations. Reference (UniCo Scenario and AgilePM Alignment): UniCo Scenario: The relocation process includes external contractors for moving and setup tasks. AgilePM Handbook, Chapter 5: Stakeholder Engagement in Change Initiatives. Agile Business Consortium – Stakeholder Categories and Definitions.

Question 8

Which 2 statements describe the appropriate application of Agile Project Management when developing the Prioritised Requirements List during Feasibility?

Accepted Answer

Explanation: In the context of Agile Project Management when developing the Prioritised Requirements List during Feasibility, the two statements that align with Agile principles are: B . The re-laying of the driveway and a landscaping solution should be listed as Must Have requirements. E . Regulatory obligations associated with the redevelopment of Hoy Hall should be recorded as Must Have requirements. Here's the rationale: • B: In Agile, requirements are often categorized by priority such as "Must Have", "Should Have", "Could Have", and "Won't Have for now" (the MoSCoW method). The re-laying of the driveway and a landscaping solution are essential for the project's success and thus should be classified as "Must Have". • E: Regulatory requirements are non-negotiable constraints that the project must adhere to. These should always be prioritized in the requirements list to ensure compliance and to avoid legal issues, making them "Must Have" items as well.

Question 9

Xan Insurance Company operates from one location - a large, open-plan
office in the centre of a city. Those employees that will be working within the
Solution Development Team are all based in this office but work at different
ends of the office in separate departments.
What action should the Project Manager suggest to ensure the most effective
collaboration of the Solution Development Team?

Accepted Answer

C

Explanation: The most effective action the Project Manager can suggest to ensure the most effective collaboration of the Solution Development Team is: C . Relocate these employees to a new project area, with a number of desks where the Solution Development Team can sit together. Explanation: Co-locating team members in a shared space is a well-established practice in Agile environments to enhance communication, collaboration, and team dynamics. By having the Solution Development Team sit together, the Project Manager can facilitate more efficient face-to-face interactions, quick resolution of issues, and a better sense of team unity. This approach leverages the benefits of immediate communication and collaborative problem-solving, which are key in Agile project management. Even though the team members are currently in the same office, their separation into different ends of the office could hinder spontaneous communication and collaboration. Creating a dedicated project area for the team can significantly improve their ability to work together effectively.

Question 10

If the team cannot agree the system content, which 2 actions should the Workshop Facilitator take?

Accepted Answer

Explanation: The two actions that the Workshop Facilitator should take if the team cannot agree on the system content are: C . Facilitate the creation of a list of actions to be carried out after the workshop, to resolve the issue. This will ensure that the disagreement does not stall the project and that there is a clear plan for how to move forward. E . Prepare a report describing the outcome of the workshop. This will provide a record of the discussion and any decisions made, which can be useful for future reference and for keeping stakeholders informed. Please note that while presenting their own interpretation of what the system should include (option A) or presenting the group with a predefined specification of what should be included (option B) might seem like potential solutions, these actions could bias the discussion and may not lead to a solution that meets all stakeholders’ needs. Agreeing to disagree and closing the workshop (option D) could leave the issue unresolved, which could cause problems later in the project. The facilitator’s role is to guide the discussion and help the team reach a consensus, not to impose their own views or prematurely end the discussion.

Question 11

How should the Project Manager assist the electricians to deliver the wiring?

Accepted Answer

C

Explanation: :

Question 12

Which 2 individuals would be suitable for the role of Workshop Facilitator?

Accepted Answer

Explanation: The two individuals most suitable for the role of Workshop Facilitator would be: A . Team Leader E. Project Manager The rationale for choosing these individuals is that both the Team Leader and the Project Manager are likely to have the necessary skills to facilitate a workshop effectively. They are typically trained to manage team dynamics, guide discussions, remain neutral, and drive towards a resolution. The IT Operations Manager and the Marketing Director are parties to the disagreement and thus would not be appropriate as facilitators due to the potential for bias. The Software Developer is likely to be more involved in the technical aspects rather than facilitation.

Question 13

The Sales Manager is excited by the challenge to lead a pilot to upskill the sales team in the new
capabilities. They will particularly enjoy coaching and spending time with team members.
Which preference does this behavior BEST display?

Accepted Answer

A

Explanation: Comprehensive and Detailed Explanation: This question uses the Myers-Briggs Type Indicator (MBTI) framework, which identifies personality p

Question 14

HOTSPOT Using the additional information provided for this question in the Scenario Booklet, answer the following question about the actions the Sales Director should take to develop an effective Sales management team, according to the five dysfunctions that characterize an ineffective team identified by Patrick Lencioni. Lines 1 to 4 in the table below consist of an assertion statement and a reason statement. For each line identify the appropriate option, from options A to E, that applies. Each option can be used once, more than once or not at all. https://kxbjsyuhceggsyvxdkof.supabase.co/storage/v1/object/public/file-images/APMG-International_AGILEPM-PRACTITIONER/page_121_img_1.jpg https://kxbjsyuhceggsyvxdkof.supabase.co/storage/v1/object/public/file-images/APMG-International_AGILEPM-PRACTITIONER/page_121_img_2.jpg https://kxbjsyuhceggsyvxdkof.supabase.co/storage/v1/object/public/file-images/APMG-International_AGILEPM-PRACTITIONER/page_121_img_3.jpg

Accepted Answer

Explanation: Comprehensive and Detailed Step-by-Step Explanation: 1. Assertion: The Sales Director’s plan is an appropriate way to address the team dysfunction exhibited in Point (1). Reason: Having a clear shared commitment to the outputs required of them is necessary for a team to be truly effective. Analysis: Patrick Lencioni's first dysfunction is the absence of trust. Point (1) outlines issues of commitment due to internal conflicts and lack of alignment. The Sales Director’s plan addresses these issues by bringing the team together for a shared vision and commitment. This ensures clarity of expectations and alignment. Since the assertion and reason are true and explain the behavior, the correct answer is A. 2. Assertion: The Sales Director’s plan is an appropriate way to address the team dysfunction exhibited in Point (2). Reason: Team working is enhanced by taking constructive action to avoid debates that risk damaging team relationships. Analysis: Dysfunction (2) addresses fear of conflict. The Sales Director plans to clarify individual roles and responsibilities. This proactive action avoids unnecessary debates about overlapping work and ensures constructive conflict resolution, essential for building relationships. Since the assertion and reason are true and explain the behavior, the correct answer is A. 3. Assertion: The Sales Director’s plan is an appropriate way to address the team dysfunction exhibited in Point (3). Reason: Team leaders should define the problem-solving and decision-making processes for their teams to support commitment to change tasks. Analysis: Point (3) highlights a lack of accountability, one of the dysfunctions. The Sales Director’s plan acknowledges unfulfilled tasks and seeks joint agreement on future actions. This creates structured accountability by defining processes and ensuring follow-through on commitments. Since the assertion and reason are true and explain the behavior, the correct answer is A. 4. Assertion: The Sales Director’s plan is an appropriate way to address the team dysfunction exhibited in Point (4). Reason: Teams that have trust amongst the members when collaborating, tend to make more efforts to avoid letting other team members down. Analysis: Dysfunction (4) is inattention to results. Point (4) highlights resistance to adopting the required changes for selling mobile applications. The plan to cross-collaborate with other departments builds trust and understanding among team members, ensuring shared accountability for results. Since the assertion and reason are true and explain the behavior, the correct answer is A. Reference: Patrick Lencioni's Five Dysfunctions of a Team: A Leadership Fable. Analysis of team collaboration and management strategies applied to organizational development.

Question 15

HOTSPOT
Using the Project Scenario answer the following question about the technical quality of the solution
to be delivered. An assessment of the maintenance requirement for the new reservation system was
made during Feasibility.
Column 1 describes a list of different types of hotel reservation systems considered. Column 2 lists
the three DSDM maintainability objectives. For each description in Column 1, select from Column 2
the maintainability objective it would support.
Each selection from Column 2 can be used once, more than once or not at all.
Column 1:
1. Off-the-shelf software with ready-to-use templates that will need to be customised to fully
meet Hoy Hall requirements, after deployment.
2. Developing a fully functioning in-house system, developed and hosted by Architecture
Angels IT Operations team.
3. All-in-one web-based reservation and accommodation management system built to Hoy Hall's
specification.
4. All bookings for Hoy Hall to be scheduled by one of the other two hotels within the group,
until a suitable system can be implemented at the site.
5. A spreadsheet is used to capture customer details manually. Data will then be exported into a fully
functional system at a later date.
Column 2
Maintainability is a required attribute of the initial delivered solution
Deliver first, re-engineer later
Short-term, tactical solution
AgilePM-Practitioner practice exam questions

AgilePM-Practitioner practice exam questions

Accepted Answer

Explanation: For each of the descriptions in Column 1, the maintainability objective from Column 2 that each would support is as follows: Off-the-shelf software with ready-to-use templates that will need to be customised to fully meet Hoy Hall requirements, after deployment. A . Maintainability is a required attribute of the initial delivered solution Rationale: Customizing off-the-shelf software indicates a need for the solution to be maintainable from the onset to allow for these adjustments. Developing a fully functioning in-house system, developed and hosted by Architecture Angels IT Operations team. A . Maintainability is a required attribute of the initial delivered solution Rationale: In-house developed systems need to be maintainable to facilitate future changes and enhancements by the team that created them. All-in-one web-based reservation and accommodation management system built to Hoy Hall's specification. A . Maintainability is a required attribute of the initial delivered solution Rationale: A system built to specific requirements will require the ability to maintain and adjust the system as needs evolve, making maintainability a key initial attribute. All bookings for Hoy Hall to be scheduled by one of the other two hotels within the group, until a suitable system can be implemented at the site. C . Short-term, tactical solution Rationale: This is clearly a temporary measure until a proper system is in place, indicative of a tactical solution to address immediate needs. A spreadsheet is used to capture customer details manually. Data will then be exported into a fully functional system at a later date. C . Short-term, tactical solution Rationale: Using a spreadsheet is a stop-gap solution to manage information in the short term, emphasizing the tactical nature rather than long-term maintainability. Option B is not selected for any of the descriptions as none of them imply an approach of delivering first with the intention to re-engineer later. They all suggest a need for immediate maintainability or a short-term fix, not a re-engineering approach.

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