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APMG-International Agile Project Management (AgilePM) Practitioner Exam Sample Questions (Q139-Q144):

NEW QUESTION # 139
One member of the Customer Services team has been chatting informally to some Sales co-workers. They felt that the Sales process changes are causing more work for Customer Services and that the whole customer experience has now been compromised.
Which 2 actions by the Sales Director are the MOST appropriate when responding to this type of resistance?

A. Revisit the Stakeholder mapping work to ensure that the engagement of parties affected by the Sales changes is accurate.
B. Do nothing and allow the informal view to circulate, knowing it will eventually be proved wrong.
C. Include the member of Customer Services in the planning of the sales process changes to reduce disruption.
D. Invite Sales staff to help with planning the next phase of internal Sales training for the process changes.
E. Counter the informal views by inviting the Change Manager to explain the changes at the next Sales staff meeting.

Answer: C,E

Explanation:
Comprehensive and Detailed Step-by-Step Explanation:
Context from UniCo Scenario:
The Sales staff at UniCo are resistant to changes related to the company's new strategic focus on mobile applications. The concern raised here involves Customer Services staff feeling overburdened and Sales staff perceiving the changes as impacting customer experience negatively. This type of resistance reflects miscommunication, lack of engagement, and uncertainty-key elements that require addressing.
Analysis of Each Option:
* A. Do nothing and allow the informal view to circulate, knowing it will eventually be proved wrong.
* This is not appropriate as it fails to address resistance proactively, which may lead to low morale, increased misunderstandings, and further negativity among teams. The AgilePM framework emphasizes collaboration and communication over passive approaches to resistance management.
* Rejected.
* B. Include the member of Customer Services in the planning of the sales process changes to reduce disruption.
* This approach directly engages the affected parties (Customer Services staff) by involving them in planning. It fosters ownership, reduces resistance, and creates solutions that are practical and inclusive. Aligning this action with AgilePM principles ensures engagement of stakeholders in the change process, which is key to minimizing disruption.
* Selected.
* C. Invite Sales staff to help with planning the next phase of internal Sales training for the process changes.
* While involving Sales staff is useful, the issue here centers around Customer Services staff concerns about disruption and added workload. This option fails to address the root cause of the resistance.
* Rejected.
* D. Counter the informal views by inviting the Change Manager to explain the changes at the next Sales staff meeting.
* This action ensures that informal resistance is addressed through formal communication channels.
By providing clarity and transparency about the Sales process changes, this approach prevents misunderstanding and builds alignment across teams. AgilePM emphasizes the importance of clear communication to manage resistance.
* Selected.
* E. Revisit the Stakeholder mapping work to ensure that the engagement of parties affected by the Sales changes is accurate.
* Stakeholder mapping is a strategic action but may not immediately address the informal resistance in question. The issue at hand requires immediate communication and engagement rather than long-term structural adjustments.
* Rejected.
Why B and D Are Correct:
* Inclusion in Planning (B):
* Including Customer Services staff in planning ensures their concerns are heard and integrated into the solutions. This aligns with AgilePM's focus on stakeholder collaboration and engagement to reduce resistance.
* Clear Communication via the Change Manager (D):
* Inviting the Change Manager provides an authoritative and transparent explanation of the changes. This aligns with AgilePM's emphasis on using regular communication to manage resistance and mitigate informal, negative narratives.
References to AgilePM Framework:
* Stakeholder Engagement:
* AgilePM highlights involving stakeholders in planning as essential for building trust and reducing resistance to change. (AgilePM Practitioner Guide, Chapter 9: Stakeholder Engagement)
* Transparent Communication:
* AgilePM emphasizes clarity and frequent communication to manage resistance effectively. Using formal channels ensures alignment and prevents misinformation from spreading. (AgilePM Practitioner Guide, Chapter 11: Managing People)
* Proactive Resistance Management:
* AgilePM promotes proactive actions (like engaging affected staff and using formal communication) rather than passive approaches to manage resistance. (AgilePM Practitioner Guide, Chapter 12: Change Management)

NEW QUESTION # 140
An external web developer is to be contracted to create the new coffee bar insurance area on the existing web site. The chosen web developer will only agree to work on a 'fixed price for a fixed specification' contract.
What action should the Project Manager take?

A. Refuse to employ the chosen web developer as this is not an Agile
approach to project management.
B. Agree to a 'fixed price for a fixed specification' contract with a requirement for the web developer to provide daily progress reports.
C. Divide the work into component parts to ensure the web developer is focused on, and is paid to deliver, only what is specified for each component.
D. Ensure the later elements of the project reflect the most valuable features of the product being built by the contractor.

Answer: C

Explanation:
Dividing the work into smaller, well-defined component parts is a strategic approach when dealing with fixed-price contracts within an Agile framework. This method allows for greater flexibility and adaptability, as each component can be specified in detail, making it clear what the external web developer is responsible for delivering. This approach aligns with Agile principles by enabling incremental development and delivery, allowing for adjustments and refinements to be made as the project progresses and more information becomes available.
References:
In Agile Project Management, particularly when incorporating external resources or contractors, breaking down the project into smaller, manageable parts is a common practice. This not only facilitates better control and tracking of progress but also ensures that the project remains adaptable, with the capacity to respond to changes in requirements or priorities. This approach is in line with Agile methodologies that emphasize iterative development, customer collaboration, and responding to change over following a fixed plan.

NEW QUESTION # 141
As Sprint 5 comes to an end, the Infrastructure Delivery Team is facing delays due to:
. Heavy rainfall affecting the Wellness Garden.
. Local supplier issues causing material delivery delays.
Dependency on external contractors for hydrotherapy equipment.
The Operations Delivery Team is unable to finalize details of the hydrotherapy treatments without testing them in the context of the facilities being constructed. The marketing materials cannot be generated until this work is complete.
In addition to the Developers, the teams include:

(It is appropriate that the Delivery Team Leaders attend this Project Sprint Planning Event?)

A. Yes, because Team Leaders provide real-time insights on progress, risks, and dependencies.
B. No, because Team Leaders should focus on development work, not planning meetings.
C. Yes, because AgilePM mandates joint decision-making between leadership and Delivery Teams.
D. No, because planning should be handled by project leaders, with Team Leaders informed later.

Answer: A

Explanation:
B is correct.
In AgilePM, planning is most effective when it includes the people closest to delivery. Delivery Team Leaders bring practical insight into:
* current progress,
* risks and blockers,
* dependencies between teams,
* feasibility of commitments,
* and likely delivery impacts.
That makes their attendance appropriate and useful in a Project Sprint Planning Event.
Why the others are not best:
* A is too strong. AgilePM supports collaboration, but it does not "mandate" joint decision-making in that exact wording.
* C is incorrect because planning is part of effective delivery, not separate from it.
* D is incorrect because excluding Team Leaders would reduce transparency and planning quality.
AgilePM favors collaborative planning with the right delivery voices present, so B is the best answer.

NEW QUESTION # 142
Using the Project Scenario, answer the following question about the activities in the Agile project lifecycle.
Lines 1 to 5 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.

Assertion:-
1. The rooms and facilities must be deployed into live use at the end of each Timebox.
BECAUSE
Reason:
Evolutionary Development and Deployment must be combined in a Timebox where the integration of several teams is required.
2. The tasks associated with each Solution Development Timebox should be included in the Delivery Plan.
BECAUSE
Reason:
A typical Delivery Plan will provide a schedule of Timeboxes and any other high level activities for the imminent Project Increment.
3. The development approach should have been agreed during Foundations.
BECAUSE
Reason:
The Development Approach Definition must be created before Evolutionary Development can commence.
4. The resources from Timber Tigers and Earth Excavations should have been engaged before the start of Evolutionary Development.
BECAUSE
Reason:
Commitment to delivery is based on pre-agreed resource levels at the project level.
5. A final Deployment phase should be held after Timebox C has completed.
BECAUSE
Reason:
The Deployed Solution is assessed post-project to confirm whether the expected benefits have been achieved.

Answer:

Explanation:

Explanation:
Agile Practitioner
For each line, here is the appropriate option from A to E that applies:
* The rooms and facilities must be deployed into live use at the end of each Timebox.
* D. False (Assertion) True (Reason)
* Rationale: While Evolutionary Development and Deployment can be combined in a timebox, it is not necessary that the rooms and facilities must be deployed into live use at the end of each timebox. Deployment into live use typically occurs after several timeboxes when the product is ready for release.
* The tasks associated with each Solution Development Timebox should be included in the Delivery Plan.
* A. True (Assertion) True (Reason)
* Rationale: The Delivery Plan should outline the schedule of timeboxes and include the high-level activities planned for the upcoming project increment, which encompasses the tasks for each Solution Development Timebox.
* The development approach should have been agreed during Foundations.
* A. True (Assertion) True (Reason)
* Rationale: The development approach is indeed something that should be agreed upon during the Foundations phase, as the Development Approach Definition sets the stage for how Evolutionary Development will proceed.
* The resources from Timber Tigers and Earth Excavations should have been engaged before the start of Evolutionary Development.
* C. True (Assertion) False (Reason)
* Rationale: It is true that resources should be engaged before Evolutionary Development starts to ensure commitment and resource availability. However, the commitment is typically based on the detailed planning and agreements made during Foundations, not solely on pre-agreed resource levels at the project level.
* A final Deployment phase should be held after Timebox C has completed.
* E. False (Assertion) False (Reason)
* Rationale: Deployment phases are usually not a one-time, final phase but occur incrementally as part of the timeboxed development. Additionally, the assessment of whether the expected benefits have been achieved is part of the benefits realization process and not necessarily the sole reason to have a final Deployment phase post-Timebox C.

NEW QUESTION # 143
During the Foundations phase for Project Increment 4, Sukra Aroon held a meeting with Hira, Mira Bachar, andWanida Anong, to ensure alignment and compliance with EPR company policies, local regulations, and international standards. The meeting also clarified how financial and investment decisions would be made for Project Increment 4, ensuring alignment with EPR business priorities, and how this information will be tracked, controlled and evidenced.
Wanida Anong, who works across multiple sites worldwide, attended the meeting in person but has limited availability throughout the Project Increment.

(During the meeting, Hira shared concern that the fixed end date for Project Increment 4, aligned with the start of next season, creates a risk as elements of the Eco-spa may not be ready in time. Based on AgilePM guidance, which of the following is an appropriate response to managing this risk?)

A. Increase Delivery Team capacity by hiring additional temporary resources to ensure all planned features are completed before the deadline.
B. Focus first on completing all compliance-related work to avoid late-stage regulatory issues, deferring guest experience features if necessary.
C. Extend the Project Increment deadline beyond the start of next season if necessary, ensuring that all planned deliverables meet the original quality expectations.
D. Use MoSCoW prioritization to ensure that Must Have features are delivered first, while lower-priority features can be deferred or adjusted if time runs out.

Answer: D

Explanation:
The correct answer is B .
In AgilePM, when the end date is fixed , the primary control mechanism is not to move time, but to manage scope intelligently . That is exactly what MoSCoW prioritization is for.
Why B is correct:
* AgilePM protects delivery dates by ensuring that Must Have requirements are delivered first.
* Lower-priority items such as Should Have and Could Have can be deferred, reduced, or reshaped if time becomes constrained.
* This preserves business viability while maintaining control.
Why the other options are weaker:
* A is too narrow. Compliance may be critical, but AgilePM would not automatically prioritize all compliance work ahead of everything else without using agreed prioritization logic.
* C is not the primary AgilePM response. Adding temporary resources is not always effective and may introduce more complexity.
* D conflicts with the principle of protecting time. AgilePM generally fixes time and cost, flexing scope where needed.
So the most appropriate AgilePM response is B .

NEW QUESTION # 144
......

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