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APMG-International AgilePM-Practitioner Exam Syllabus Topics:

Topic	Details
Topic 1	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 2	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 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	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.

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AgilePM-Practitioner Quiz Materials - AgilePM-Practitioner Exam Guide & AgilePM-Practitioner Exam Collection

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APMG-International Agile Project Management (AgilePM) Practitioner Exam Sample Questions (Q93-Q98):

NEW QUESTION # 93
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. Appoint only those members of staff who are prepared to work collaboratively.
B. Allow the different skillsets to work independently of one another so as not to create further conflict.
C. Circulate a copy of the Business Case to all members of the Solution Development Team and project-level roles and invite feedback.
D. Brief the team and the Business Visionary on the use of an Agile Project Management approach and the requirement to collaborate.

Answer: D

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 # 94
How should the Project Manager encourage the contractors to turn up on time?

A. Place a penalty clause on all contractors for late arrival.
B. Appoint Team Leaders to each of the electrical and plumbing teams.
C. Hold a separate Daily Stand-up meeting early in the morning, for the contractors only.
D. Encourage open and honest communication to re-establish an environment of trust.

Answer: D

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.

NEW QUESTION # 95
What action should the Project Manager take to plan the deployment activities?

A. Check the Delivery Plan for deployment activities and update as required.
B. Create a plan of activities to deploy the solution at the end of Timebox C.
C. Prepare a Timebox Plan for the next Development Timebox.
D. Update the Timebox Plan for Timebox C with the activities required to deploy the solution.

Answer: A

NEW QUESTION # 96
Which 2 statements represent appropriate entries for the plan for Post-Project activities?

A. Before the product is deployed, the Sales Manager will circulate a copy of the revised sales procedure for processing coffee shop insurance sales.
B. Once the new system has been deployed, the time it takes to process sales online will be compared with the time it takes to process new policies sold through telephone sales.
C. The Sales Manager will create a company-wide email showing the
number of policies sold weekly by each of the sales assistants.
D. The Project Manager will attend Daily Stand-up meetings to observe
progress.
E. A report showing the number of application forms completed online
through the website for coffee shop insurance policies will be produced weekly.

Answer: B,E

Explanation:
For the XAN Insurance Company Web Project, the plan for Post-Project activities should include actions and measures that will be undertaken after the project's deliverables have been implemented to ensure sustained benefits, monitor performance, and facilitate continuous improvement.
Selected Statements for the Plan for Post-Project Activities:
D: A report showing the number of application forms completed online through the website for coffee shop insurance policies will be produced weekly.
E: Once the new system has been deployed, the time it takes to process sales online will be compared with the time it takes to process new policies sold through telephone sales.
D: Producing a weekly report on the number of application forms completed online is a clear post-project activity. It provides ongoing monitoring of the project's impact and the effectiveness of the online system in attracting coffee shop insurance policies.
E: Comparing the processing times of online sales to telephone sales after the new system's deployment is an essential post-project activity. It evaluates the efficiency and effectiveness of the new online system, offering insights into improvements and adjustments that may be needed.
Why Other Statements Are Excluded:
A: Creating a company-wide email to show the number of policies sold by each sales assistant weekly is more related to internal sales performance monitoring and motivation rather than a specific post-project activity tied to the project's objectives.
B: Circulating a copy of the revised sales procedure before product deployment is a preparation step for the transition to the new system, rather than a post-project activity.
C: The Project Manager attending Daily Stand-up meetings is part of the ongoing project management and team coordination activities during the project, not a post-project activity.
Topic 3, UniCo IT Service
The companies and people within the scenario are fictional.
UniCo
Background
UniCo is an IT Services company which offers information management services and installation of large-scale computer systems. The company has grown rapidly and has been successful. However in recent years UniCo has lost market share due to increased competition from a growing number of similar providers. There is also an increasing client demand for mobile applications and more innovative solutions.
Current situation
The Chief Executive Officer (CEO) has made a strategic decision to reposition UniCo in the market place. It will become a leading provider of innovative solutions, including mobile applications. The CEO knows that pursuing this new strategy will mean some loss of personal control in UniCo as he will no longer have the expertise to make decisions on all aspects of the technology, but believes the strategic shift is both necessary and urgent.
Two months ago, in line with the new strategy, UniCo acquired a company called Selco. Selco is a small, dynamic company that specializes in developing mobile applications. The plan is to keep the 10 Selco staff together as an intact team.
They will still be managed by the founder of Selco, who will become the Applications Manager within UniCo.
The resulting UniCo structure is shown in the Organization Chart on the next page.
In order for UniCo to achieve its new business priorities and meet the changing customer demands, UniCo staff need to learn from their new Selco colleagues.
They must develop both new capabilities and the new attitudes needed for UniCo to offer more innovative solutions to its customers. This may not happen easily, because some UniCo staff members are not enthusiastic about the change in focus of UniCo's business.
So far, very little integration has taken place. The former Selco staff still work from an office on the other side of town from the UniCo office. In order to make progress UniCo needs to realign business processes and systems, and to complete the integration of Selco.
The UniCo Sales Director has some experience of the mobile applications market and has recently won a large contract with a Utilities company to provide mobile solutions for their workforce. This is a great opportunity for UniCo to prove it can be successful in this new type of business.
Next steps
A programme has been established to manage this change. This consists of the following workstreams:
1. Operational delivery processes - The Operations Director will manage
. the integration of the Selco staff (now the Applications area) with UniCo's IT systems and work practices, and
. the relocation of the Selco staff to the UniCo office.
2. Business processes - The Customer Services Director will
manage the introduction of new processes across the business
to ensure end-to-end alignment of the new capability and
services to be offered.
3. Rebranding UniCo - The Marketing Manager will lead the work to
reposition UniCo in the market place.
4. Capability and skills development - The Human Resources (HR)
Manager will lead the work to upskill people so they are prepared and
able to take advantage of the new opportunities resulting from this
change.

Additional Information:
The Marketing Manager is reviewing what needs to be done to implement the workstream for the market repositioning and rebranding of UniCo. Marketing staff have interviewed people at all levels in the organization to identify potential ideas and barriers. Key items have been identified as follows:
. UniCo has an excellent brand perception within the market and many existing staff feel that this existing brand will be damaged by the inclusion of Selco
. Internally, the Customer Services and IT Support managers and the Corporate Services Director, are not as committed to the rebranding as the Operations and Sales Directors
. A recent positive press article about the future direction of UniCo has been promoted on social media forums and has been well received and redistributed by staff
. At a company meeting the CEO admitted to being initially apprehensive about losing some personal control over the new direction for UniCo. However, the CEO enthusiastically explained how UniCo and Selco together will be much stronger in the market, especially following successful rebranding, and why the CEO is now able to support the change. Staff have appreciated this openness and it has been the subject of many informal discussions throughout the company.
The Sales Director has noted that there is some tension amongst the Sales Director's management team, particularly between those Sales Managers who have been at UniCo a long time and two new Managers who joined recently. This is of concern as it means the team is not working as effectively as it could.
The Sales Director has held one-to-one discussions with each Sales Manager in order to:
. try to understand the underlying tensions and
put measures in place to help them become a more effective team.
The extract below is from of the Sales Director's notes on the discussions, and includes the proposed plans to address the issues:
1. The most common complaint across the whole of the Sales management team was the time spent on internal processes, territorial conflicts between sales regions and which industries should be targeted. Commitment was lacking to the change management actions needed to increase the sales value to UniCo.
Plan: Arrange a Sales management event so that the Sales Managers can share their personal vision and priorities.
2. There are underlying tensions because new Sales Managers are doing some of the work that the longer-term Sales Managers would have been doing. Nobody has wanted to raise this at the Sales management team meetings as it was felt that they would not be taken seriously and it would affect how others viewed them.
2. There are underlying tensions because new Sales Managers are doing some of the work that the longer-term Sales Managers would have been doing. Nobody has wanted to raise this at the Sales management team meetings as it was felt that they would not be taken seriously and it would affect how others viewed them.
Plan: Agree individually with each Sales Manager a list of key tasks they are expected to fulfil and share these separately with the others in Sales management.
3. It has been a while since the last Sales management team meeting and some members have not completed the actions agreed to resolve outstanding issues, which has led to delays. There is a belief that these issues will not be resolved even if they are discussed again at the next Sales management team meeting.
Plan: Acknowledge the failure to complete previous actions and get all team members to debate and jointly agree a plan to implement future actions.
4. This is the first time the Sales staff have faced major disruption to the normal sales processes.
The Sales Director learned that some sales teams are not adopting the changes needed to support the sale of the mobile applications now being developed and marketed. However, the Sales Managers have not yet discussed and resolved this failure of some to deliver on commitments between themselves.
Plan: Ask the Sales Manager team members to take it in turns to attend meetings of other functional departments to gain more understanding of the organizational processes.

NEW QUESTION # 97
Which Facilities stakeholder is MOST likely to be placed within the 'external' segment for the relocation work of the Operational delivery processes workstream?

A. The staff who have coordinated the user input on the layout and will be working with the designers to make amendments according to feedback.
B. The UniCo security staff who will arrange the necessary physical accesses for the staff to gain entry to the new building.
C. The staff who will be communicating the timetable of activities to integrate Selco staff within the UniCo building.
D. The staff who have been contracted to move furniture and equipment within agreed timescales.

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.
References (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.

NEW QUESTION # 98
......

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AGILEPM-PRACTITIONER EXAM QUESTIONS ANSWERS & EXAM AGILEPM-PRACTITIONER COURSE

AgilePM-Practitioner Exam Questions Answers & Exam AgilePM-Practitioner Course