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APMG-International AgilePM-Practitioner Exam Syllabus Topics:

Topic
Details

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

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 3

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.

Topic 4

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.

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APMG-International Agile Project Management (AgilePM) Practitioner Exam Sample Questions (Q78-Q83):

NEW QUESTION # 78
Review sessions have been scheduled at end of Investigation, Refinement and Consolidation for the later Timeboxes to ensure that the mistakes made in Timebox A do not happen again.
Which Agile principle MOST influences this course of action?

A. Build incrementally from firm foundations.
B. Deliver on time.
C. Focus on the business need.
D. Demonstrate control.

Answer: D

NEW QUESTION # 79
When preparing for the workshop, which 2 items should the Workshop Facilitator be provided with?

A. Hints and tips on how to influence and persuade others.
B. Empowerment to discuss any wider project issues that may arise during the workshop.
C. An understanding of the decision-making process.
D. A step-by-step guide to running an effective workshop.
E. Background to the disagreement and the reasons for this.

Answer: C,E

Explanation:
The two items that the Workshop Facilitator should be provided with when preparing for the workshop are:
*B. An understanding of the decision-making process. This will help the facilitator guide the discussion and help the group reach a consensus.
*C. Background to the disagreement and the reasons for this. This will help the facilitator understand the context of the disagreement and facilitate a more effective discussion.
Please note that while hints and tips on how to influence and persuade others (option A), empowerment to discuss any wider project issues that may arise during the workshop (option D), and a step-by-step guide to running an effective workshop (option E) could be helpful, they are not as crucial as understanding the decision-making process and the background to the disagreement for this specific workshop.
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.

NEW QUESTION # 80
Which statement should be recorded under the Change Management Team and Relationships heading?

A. The Sales staff need to understand how the changes will lead to greater opportunities for increased commissions before they are likely to participate.
B. The Project Management Office has offered to provide support in planning, scheduling, monitoring, and control.
C. The CEO seems to be a little concerned about taking the company in a different direction and his reservations need to be addressed.
D. The training available to UniCo staff needs to be realigned to include mobile application technology, so that the necessary skills are developed to support customers.

Answer: C

Explanation:
Comprehensive and Detailed Step-by-Step Explanation:
When identifying a statement that fits under the Change Management Team and Relationships heading, it is crucial to focus on relationships, interactions, and dynamics within the team and between stakeholders.
1. Key Elements of the "Change Management Team and Relationships" Heading:
* This heading relates to how the change management team interacts, communicates, and builds relationships with other stakeholders to address concerns or resistance.
* It emphasizes understanding team dynamics, addressing concerns, and fostering collaboration.
2. Option Analysis:
* Option A: The training available to UniCo staff needs to be realigned to include mobile application technology, so that the necessary skills are developed to support customers.
* This is related to capability building rather than relationships or team dynamics. It focuses on skills alignment, which falls under training and development, not the Change Management Team and Relationships heading.
* Eliminate.
* Option B: The CEO seems to be a little concerned about taking the company in a different direction and his reservations need to be addressed.
* This directly relates to the dynamics between the change management team and a key stakeholder (the CEO). Addressing the CEO's concerns is essential for fostering trust and alignment, which is a core aspect of managing relationships within a change initiative.
* Correct Answer.
* Option C: The Project Management Office has offered to provide support in planning, scheduling, monitoring, and control.
* While this statement highlights an offer of assistance, it pertains to project governance and support functions rather than team dynamics or relationship management. It does not directly address relationships or concerns.
* Eliminate.
* Option D: The Sales staff need to understand how the changes will lead to greater opportunities for increased commissions before they are likely to participate.
* This is related to motivating the sales staff and aligning them with the change initiative but does not address team dynamics or relationships within the change management team itself.
* Eliminate.
3. Relevance in UniCo's Scenario:
* The CEO's concern about the strategic direction of the company is a potential risk to the success of the change initiative. Addressing his reservations is crucial for securing executive sponsorship, which is a key factor in successful change management.
* Building trust and fostering alignment with the CEO ensures that the change management team has the support and resources needed to execute the change effectively.
4. Agile Practitioner Documentation References:
* Stakeholder Management in Agile: Managing relationships with key stakeholders, including executives, is critical for ensuring alignment and addressing concerns.
* Change Management Best Practices: Emphasizes addressing resistance and building strong relationships with all stakeholders involved in the change.

NEW QUESTION # 81
Which 2 actions demonstrate connectivity?

A. Ask the senior leadership to provide examples of other companies undertaking, and successfully overcoming, similar challenges.
B. Make short videos available showing how customer service teams from other companies effectively provide services for these types of offerings.
C. Send the plans of the new office layout to the Selco staff showing them where each individual will be located.
D. Create a central area on the UniCo internal shared work system for the Change Programme to collaborate and comment on the materials.
E. Arrange a number of briefing sessions for Customer Services staff, over lunch times and in a comfortable setting.

Answer: D,E

Explanation:
Comprehensive and Detailed Step-by-Step Explanation
Understanding Connectivity in Change Management
Connectivity refers to fostering a sense of shared purpose, collaboration, and strong communication between all stakeholders. Actions demonstrating connectivity help stakeholders feel linked to the broader change initiative, ensuring smooth transitions and alignment of efforts.
Option Analysis
* A. Arrange a number of briefing sessions for Customer Services staff, over lunch times and in a comfortable setting
* This action directly supports connectivity by fostering open discussions, improving communication, and ensuring that staff have a platform to interact and share ideas in a comfortable environment.
* Correct.
* B. Make short videos available showing how customer service teams from other companies effectively provide services for these types of offerings
* While informative, this action focuses more on education and benchmarking than on fostering connections or interaction between team members.
* Incorrect.
* C. Create a central area on the UniCo internal shared work system for the Change Programme to collaborate and comment on the materials
* This promotes connectivity by creating a space where staff can interact, share feedback, and collaborate on the change initiative. A shared workspace enhances team alignment and communication.
* Correct.
* D. Ask the senior leadership to provide examples of other companies undertaking, and successfully overcoming, similar challenges
* This action primarily addresses leadership engagement and inspiration rather than connectivity among team members. It does not involve active collaboration or interaction.
* Incorrect.
* E. Send the plans of the new office layout to the Selco staff showing them where each individual will be located
* While this action communicates logistical details, it does not create opportunities for connection or collaboration between stakeholders.
* Incorrect.
Why A and C are the Correct Answers (Scenario Alignment)
Both actions emphasize interaction and collaboration among stakeholders:
* A: Encourages personal interaction in an informal setting, promoting open dialogue and better connections.
* C: Provides a digital platform for collaboration, ensuring all stakeholders remain connected and informed.
References (AgilePM and Scenario Alignment):
* AgilePM Handbook, Chapter 6: Collaboration and Communication in Change Management.
* UniCo Scenario: "Staff need to work collaboratively to develop the new attitudes and capabilities required to succeed in the mobile applications market."
* Agile Business Consortium - Creating Collaborative Workspaces for Change.

NEW QUESTION # 82
The Customer Services Director has announced the new structure at a large presentation for all Customer Services staff. The scale and design of the change have surprised many of the staff.
In the weeks immediately following the Customer Services Director's initial presentation, there have been rumors of the Help Desk staff talking unhappily in small groups, with blame directed at "the management" for a recent period of poor performance of the department.
Which approach is the MOST appropriate way for the Customer Services Director to create early involvement in the change?

A. Target those staff in the Help Desk who are change-averse so that they are the first ones involved in the program.
B. Delay communications a few weeks so that all staff have time to think for themselves about the benefits of the new structure.
C. Encourage the Help Desk staff to begin setting goals for themselves under the new structure.
D. Identify those staff who would be willing to trial new Help Desk processes and work on pilots in the department.

Answer: D

Explanation:
Comprehensive and Detailed Step-by-Step Explanation:
Context from the UniCo Scenario:
The new structure announcement has caused uncertainty and dissatisfaction among the Customer Services staff, particularly in the Help Desk team. The situation requires a proactive and engaging approach to involve employees early in the change process, focusing on positive participation and addressing resistance constructively.
Analysis of Each Option:
* A. Target those staff in the Help Desk who are change-averse so that they are the first ones involved in the program.
* Why Incorrect: While addressing change resistance is essential, targeting change-averse staff first could increase resistance and negativity if not managed carefully. AgilePM advocates engaging enthusiastic early adopters to build momentum before tackling resistance.
* B. Delay communications a few weeks so that all staff have time to think for themselves about the benefits of the new structure.
* Why Incorrect: Delaying communications creates further uncertainty and allows rumors to escalate, eroding trust. AgilePM emphasizes the importance of early, clear, and continuous communication to reduce resistance.
* C. Identify those staff who would be willing to trial new Help Desk processes and work on pilots in the department.
* Why Correct: This approach aligns with AgilePM's principles of involving stakeholders in incremental delivery and piloting solutions to gain feedback and build trust. Engaging willing staff to trial new processes helps demonstrate the benefits of the change and encourages others to follow suit.
* D. Encourage the Help Desk staff to begin setting goals for themselves under the new structure.
* Why Incorrect: Encouraging goal-setting may be beneficial later in the change process but does not directly address the current dissatisfaction or involve staff in shaping the change. AgilePM stresses active engagement over passive goal-setting at this stage.
Why C Is Correct:
* Engaging Willing Staff:
* Identifying and involving willing staff in piloting processes allows them to become change champions, demonstrating the benefits to others.
* Incremental Approach:
* Pilots enable the department to refine processes based on feedback, which is a core AgilePM practice for managing change.
* Building Trust:
* By involving staff in shaping the change, the organization fosters trust and mitigates resistance.
References to AgilePM Framework:
* Stakeholder Engagement:
* AgilePM encourages engaging key stakeholders early and leveraging early adopters to build momentum. (AgilePM Practitioner Guide, Chapter 8: Stakeholder Engagement)
* Incremental Delivery:
* AgilePM promotes piloting processes and iteratively refining solutions to ensure successful adoption. (AgilePM Practitioner Guide, Chapter 5: Incremental Development)
* Managing Resistance:
* Actively involving staff in pilots addresses resistance by showing the benefits of the change firsthand. (AgilePM Practitioner Guide, Chapter 10: Preparing for Change)

NEW QUESTION # 83
......

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