100% APMG-International AgilePM-Practitioner Correct Answers - AgilePM-Practitioner Exam Cram Pdf

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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	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 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	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.

APMG-International Agile Project Management (AgilePM) Practitioner Exam Sample Questions (Q52-Q57):

NEW QUESTION # 52
The Head Landscape Gardener liaised with several key stakeholders before changing the direction of the pathway around the grounds to ensure all of the new features in the gardens could be enjoyed.
Which Agile principle MOST influences this course of action?

A. Collaborate.
B. Deliver on time.
C. Never compromise quality.
D. Focus on the business need.

Answer: A

NEW QUESTION # 53
Answer the following questions about the acceptance criteria within the project.
Decide whether the approach to setting and using acceptance criteria has been applied appropriately and select the response that supports your decision.
At the beginning of Solution Development Timebox A, the Timebox is being planned in detail. Although Foundations was conducted at a high level, the Prioritised Requirements List was baselined. Now the Solution Development Team is setting detailed acceptance criteria against each requirement.
Is this an appropriate approach to setting detailed acceptance criteria?

A. Yes, because acceptance criteria can only be understood at a high level during Foundations and will always need further investigation.
B. Yes, because the Solution Development Team members will be setting acceptance criteria for the first time during Solution Development Timebox A.
C. No, because acceptance criteria should be set in detail against each requirement during Foundations.
D. No, because the Solution Development Team should NOT be involved in setting acceptance criteria.

Answer: A

Explanation:
A: Yes, because acceptance criteria can only be understood at a high level during Foundations and will always need further investigation.
Rationale:
In Agile Project Management, while the Foundations phase does involve setting high-level expectations and a prioritized requirements list, the detailed acceptance criteria are often refined during the actual Solution Development iterations or timeboxes. This is because, as the work progresses, the team's understanding of the product grows, and they are better equipped to define detailed acceptance criteria that align closely with the customer's needs and the project's evolving context. It's a collaborative and iterative process, allowing for greater precision in defining what will make a particular feature or requirement acceptable.

NEW QUESTION # 54
Answer the following questions about the acceptance criteria within the project.
Decide whether the approach to setting and using acceptance criteria has been applied appropriately and select the response that supports your decision.
During Solution Development Timebox A, a new Health and Safety requirement arises: the front door is required to have wheelchair access. This is a legal requirement and is a Must Have before any staff or general public access can be allowed. The Solution Development Team will work with the Local Planning Authority Officer, the specialist who identified the requirement, to identify further acceptance criteria for Solution Development Timebox A.
Is this an appropriate action related to acceptance criteria?

A. Yes, because the Local Planning Authority Officer owns the justification for the new requirement.
B. Yes, because the new requirement needs to be understood, built and delivered in this Timebox.
C. No, because this new requirement would NOT be included in the original Prioritised Requirements List and therefore does NOT need acceptance criteria to be defined.
D. No, because the Business Visionary is responsible for defining acceptance criteria.

Answer: B

Explanation:
A: Yes, because the new requirement needs to be understood, built and delivered in this Timebox.
Rationale:
Agile Project Management is adaptable to changes, even late in the development process. The introduction of a new Health and Safety requirement, such as wheelchair access, which is a legal and must-have requirement, needs to be incorporated into the project as soon as it is identified. Working with the Local Planning Authority Officer to define acceptance criteria ensures that the requirement is clearly understood and that the solution developed meets the necessary legal standards. This approach ensures that the team can immediately address the new requirement and integrate it into the current work cycle, aligning with Agile's principle of welcoming changing requirements, even late in development, for the customer's competitive advantage.
Topic 1, Hoy Hall Hotel Refurbishment Project
Scenario:
Hoy Hall Hotel Refurbishment Project
(Note:
Hoy Hall, a historic, timber-framed building dating from the 17th century, was originally the residence of the Lords of the Manor of Hoytown. The building is registered as a Heritage Building of Special Interest and is subject to restrictions in terms of development. Used as a hotel for over a century, it has recently fallen into disrepair, and for two years it has been completely unused, accelerating its deterioration. The local community has formed the Action Group "Hoy for Hoy Hall" to save the building, and wants to be closely involved in its future success.
After much discussion Hoy Hall has been purchased by Architecture Angels (AA), a small company whose directors are experienced hoteliers. Five years ago they decided to move into the property renovation business and have recently restored two other similarly-endangered buildings for use as hotels.
Architecture Angels are keen to both support local businesses and to have local people run their hotels, giving them a significant amount of autonomy to do this.
To maintain core consistency, the hotels use Architecture Angels' Head Office services, such as IT operations, accounting, payroll, stocktaking, compliance, human resources and property management. The Head Office is based 80 miles from Hoy Hall.
Recently Architecture Angels commenced an Agile project to renovate Hoy Hall, which has a large downstairs hall and reception area, and 20 potential bedrooms upstairs. The roof requires extensive repairs and the electrical and plumbing installations require complete replacement. The 40 acres of land around the site are overgrown and need to be restored, and the driveway needs re-laying.
In the hotel industry, the trend for direct customer bookings via the internet has had a major impact on the growth of those hotels with this facility. Online booking now accounts for around 80% of room bookings, with only 20% being made via walk-in and telephone enquiries. Before Hoy Hall can open for business, a reservation system must be fully operational.
Architecture Angels use contractors to manage such work and have good
relationships with two local companies: Timber Tigers (TT) who will handle the internal works, and Earth Excavations (EE) who will handle the gardens.
A Project Manager, who has since left the company, started the Feasibility phase. This phase has been continued by the Senior Management Team, which consists of the Sales, Marketing, and Finance Directors and the Chief Executive.
This was scheduled to take a month and has almost been completed. A
Feasibility Assessment has been produced. An Outline Business Case has been completed which assessed the project as being viable.
The Architecture Angels Senior Management Team will be responsible for
Steering the project.
The table below shows the appointments planned for the project team and is subject to change.

Additional Information:
The project is approaching the end of Feasibility. The original Project Manager was involved in drafting a Delivery Plan for the project but not in the outline refurbishment options.
The Senior Management Team generated several options for the refurbishment.
All the options included a landscaping solution for the gardens and re-laying of the driveway, as the solution will not be acceptable without these. However, the best solution for the refurbishment is still under debate. The new Project Manager has suggested that a Feasibility Prototype could consist of paper-based drawings for each option. The "Hoy for Hoy Hall" Action Group thinks that a physically-built representation is mandatory for a prototype and wants a small-scale model of the recommendation for the building. The time available to produce this, however, is limited.
Contracts for resources have not yet been signed and will be postponed until the chosen outline solution has been agreed.

NEW QUESTION # 55
The Change Manager is discussing the relocation of the Selco staff to the UniCo office with the Operations Director. They are using the SCARF framework of people's social experience to guide management actions. Answer the following questions about the use of David Rock's SCARF framework to increase the motivation for change.
Some of the employees of UniCo are unhappy that they have been given no choice in losing additional leisure space to accommodate the transferred Selco employees. The Change Manager has arranged for affected members to meet with the Selco employees at a social lunch.
Is this an appropriate approach to reward the brain in the need for 'autonomy,' and why?

A. Yes, because 'autonomy' is best rewarded by listening and supporting affected staff.
B. No, because 'autonomy' is best rewarded by establishing clear change expectations.
C. No, because encouraging social interactions rewards the brain's need for 'relatedness.'
D. Yes, because inviting colleagues to interact will make staff feel less powerless.

Answer: C

Explanation:
Comprehensive and Detailed Step-by-Step Explanation:
The SCARF framework identifies five key domains of social experience that influence motivation: Status, Certainty, Autonomy, Relatedness, and Fairness. This question asks if the action taken by the Change Manager appropriately addresses the autonomy domain.
1. Why Autonomy is Not Addressed
* Autonomy refers to an individual's sense of control over their choices and environment.
* In this scenario, UniCo employees feel powerless due to the loss of leisure space without consultation. Autonomy could have been addressed by giving staff more control or input during the decision-making process, such as asking for their preferences or involving them in discussions about how the space could be used.
* Arranging a social lunch does not restore autonomy, as it does not give employees more control or decision-making power.
2. Why Relatedness is Addressed
* Relatedness refers to the sense of connection and belonging among individuals in a group.
* By organizing a social lunch for UniCo employees and Selco staff, the Change Manager is fostering social interaction and relationship-building, which addresses the need for relatedness rather than autonomy.
* This helps improve relationships between the two groups but does not resolve concerns related to autonomy.
3. Analysis of Each Option
* Option A: No, because 'autonomy' is best rewarded by establishing clear change expectations.
* While setting clear expectations can help alleviate uncertainty, it does not directly address autonomy. Restoring autonomy requires giving employees more input or control.
* Eliminate.
* Option B: No, because encouraging social interactions rewards the brain's need for 'relatedness.'
* Correct. The lunch encourages connection and collaboration, which aligns with the relatedness domain, not autonomy.
* Correct Answer.
* Option C: Yes, because 'autonomy' is best rewarded by listening and supporting affected staff.
* While listening to concerns is important, this action does not directly give staff more autonomy.
Instead, it addresses relatedness by fostering relationships through social interactions.
* Eliminate.
* Option D: Yes, because inviting colleagues to interact will make staff feel less powerless.
* Interactions may improve social cohesion, but they do not resolve the sense of powerlessness tied to autonomy. Autonomy requires giving individuals more choice or control.
* Eliminate.
4. Practical Implications
* To better address autonomy, the Change Manager could have involved UniCo employees in discussions about how to accommodate Selco staff or given them options for how leisure space could be managed collaboratively.
* Social lunches, while helpful, are better suited for addressing relatedness by creating bonds and reducing friction between teams.
5. Reference to SCARF Framework
* Relatedness: Actions that promote connection and collaboration among team members.
* Autonomy: Actions that empower individuals with choices and control over their environment or decisions.

NEW QUESTION # 56
A difference of opinion on the outcome of an earlier project has created a
'them and us' culture between the Sales Department and the Operations Department.
What action should the Project Manager take to resolve this?

A. Brief the team and the Business Visionary on the use of an Agile Project Management approach and the requirement to collaborate.
B. Circulate a copy of the Business Case to all members of the Solution Development Team and project-level roles and invite feedback.
C. Allow the different skillsets to work independently of one another so as not to create further conflict.
D. Appoint only those members of staff who are prepared to work collaboratively.

Answer: A

Explanation:
The most effective action the Project Manager should take to resolve the 'them and us' culture between the Sales Department and the Operations Department is:
B: Brief the team and the Business Visionary on the use of an Agile Project Management approach and the requirement to collaborate.
Addressing the cultural divide requires fostering an environment of collaboration and mutual respect. By educating all team members and the Business Visionary about Agile Project Management principles, which emphasize teamwork, collaboration, and collective ownership of project outcomes, the Project Manager can help shift the team's mindset towards a more unified approach. This briefing should highlight the value of diverse perspectives and the importance of working together towards common goals, thus addressing the underlying issues contributing to the 'them and us' culture. Encouraging open communication and collaboration as fundamental components of the Agile approach can help break down barriers and build a more cohesive team.

NEW QUESTION # 57
......

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100% APMG-INTERNATIONAL AGILEPM-PRACTITIONER CORRECT ANSWERS - AGILEPM-PRACTITIONER EXAM CRAM PDF

100% APMG-International AgilePM-Practitioner Correct Answers - AgilePM-Practitioner Exam Cram Pdf