AgilePM-Practitioner Valid Test Topics | AgilePM-Practitioner Exam Questions

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APMG-International AgilePM-Practitioner Exam Syllabus Topics:

Topic	Details
Topic 1	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 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	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 4	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.

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APMG-International AgilePM-Practitioner Exam Questions | AgilePM-Practitioner Accurate Answers

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APMG-International Agile Project Management (AgilePM) Practitioner Exam Sample Questions (Q62-Q67):

NEW QUESTION # 62
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 measures should consist of mostly quantitative measures.
B. Yes, because these metrics provide opinions collected via mostly qualitative methods.
C. No, because change readiness should be monitored using the change programme plan.
D. Yes, because the Sales Director has identified measures that require new data sources.

Answer: D

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 # 63
Which 2 individuals would be suitable for the role of Workshop Facilitator?

A. Software Developer
B. IT Operations Manager
C. Team Leader
D. Marketing Director
E. Project Manager

Answer: C,E

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.

NEW QUESTION # 64
Who is responsible for approving that the change in priority of the requirement for a secondary exit from the upstairs of the building accurately reflects the scope of the project in the Prioritised Requirements List?

A. Architecture Angels' Senior Management Team.
B. Project Manager and Architect, in the role of Technical Co-ordinator.
C. Project Manager and Solution Development Team.
D. Marketing Director, in the role of Business Visionary.

Answer: A

Explanation:
The Senior Management Team, which includes the roles of the Sales, Marketing, and Finance Directors, and the Chief Executive, is typically responsible for steering the project and making decisions that reflect the overall scope and objectives of the project. They would be the appropriate body to approve changes in the project scope as represented in the Prioritised Requirements List, especially for a requirement that has legal and safety implications, such as a secondary fire exit. This team would ensure that such a change aligns with the strategic goals and compliance requirements of the project.

NEW QUESTION # 65
The Applications Manager agreed to the acquisition by UniCo because they knew that growing Selco needed more investment than they could raise and that they personally didn't have the skill set to move from technical leader to business leader.
Which preference does this behavior BEST display?

A. Feeling.
B. Thinking.
C. Introvert.
D. Extravert.

Answer: B

Explanation:
Comprehensive and Detailed Explanation:
This question uses the Myers-Briggs Type Indicator (MBTI) framework. The Applications Manager's behavior aligns most closely with the Thinking preference, which is characterized by logical decision-making and an objective assessment of facts and limitations.
1. Why the Answer is Thinking (C):
* The Applications Manager made a decision based on:
* Objective evaluation of facts: They recognized the need for more investment than they could raise independently.
* Self-assessment of skills: They identified their personal limitations in transitioning from a technical role to a business leadership role.
* These actions reflect a logical, analytical approach to problem-solving, which is the hallmark of the Thinking preference.
2. Analysis of Other Options:
* Option A: Extravert
* Extraversion describes a focus on energy derived from external interactions and collaboration.
While this may apply in some leadership contexts, the Applications Manager's decision was based on self-analysis and logical reasoning, not social tendencies.
* Eliminate.
* Option B: Introvert
* Introversion involves a preference for introspection and focusing on inner thoughts. While there is an element of self-reflection in the manager's actions, the emphasis on logical decision-making aligns more with Thinking than Introversion.
* Eliminate.
* Option D: Feeling
* The Feeling preference emphasizes decision-making based on values and empathy. While the manager may have considered the impact of their limitations, the decision was based on objective facts rather than personal or emotional values.
* Eliminate.
3. Practical Example of Thinking Behavior:
* A Thinking-oriented leader might decide to step aside from a leadership role if they objectively determine that another leader would better serve the organization's goals, as shown in the Applications Manager's decision.
4. Reference to MBTI:
* Thinking (T):
* Decisions are guided by logic, objectivity, and the analysis of facts.
* Focuses on practical outcomes and realistic self-assessment.
* Feeling (F):
* Decisions are guided by empathy and values, prioritizing relationships over objectivity.

NEW QUESTION # 66
Which 2 statements represent appropriate entries for the Development
Approach Definition?

A. Accessibility and performance of the new online quotation area is to be tested using a tool called Sitebeam.
B. The Finance Director has requested a detailed report be produced after
12 weeks, showing costs to date and forecast cost to complete.
C. An easy to use web development tool called 'WebMatrix' is to be used to develop and maintain the website extension.
D. Once deployed, the number of policies sold through traditional telephone sales will be compared with the number of sales processed online through the website.
E. The Sales Manager will introduce an awards or bonus scheme, designed to create competition between the sales assistants.

Answer: A,C

Explanation:
For the XAN Insurance Company Web Project, the Development Approach Definition document should outline the methodologies, tools, and techniques to be used during the development process of the project. It focuses on how the project will be executed in terms of technical and management practices.
Selected Statements for the Development Approach Definition:
C; An easy to use web development tool called 'WebMatrix' is to be used to develop and maintain the website extension.
E; Accessibility and performance of the new online quotation area is to be tested using a tool called Sitebeam.
C: This statement directly specifies a tool (WebMatrix) that will be used for web development and maintenance in the project. It is a clear choice regarding the technical approach and infrastructure, making it suitable for inclusion in the Development Approach Definition.
E: Mentioning Sitebeam as a tool for testing accessibility and performance outlines specific methods for ensuring quality and usability in the development process. It provides actionable information on how testing will be conducted, fitting the criteria for the Development Approach Definition.
Why Other Statements Are Excluded:
A: Introducing an awards or bonus scheme to create competition among sales assistants pertains more to internal sales team management and motivation strategies rather than the technical or methodological approach to developing the project.
B: Comparing traditional telephone sales with online sales is related to the project's performance measurement and post-implementation review, not the development approach or methodology used during the project.
D: The request from the Finance Director for a detailed cost report is related to project financial management and monitoring. While important, it does not detail the technical or methodological approach to developing the project's deliverables.

NEW QUESTION # 67
......

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AGILEPM-PRACTITIONER VALID TEST TOPICS | AGILEPM-PRACTITIONER EXAM QUESTIONS

AgilePM-Practitioner Valid Test Topics | AgilePM-Practitioner Exam Questions