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APMG-International Agile Project Management (AgilePM) Practitioner Exam Sample Questions (Q79-Q84):

NEW QUESTION # 79
Using the additional information provided for this question in the Scenario Booklet, answer the following question about the actions the Sales Director should take to develop an effective Sales management team, according to the five dysfunctions that characterize an ineffective team identified by Patrick Lencioni.
Lines 1 to 4 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.

Answer:

Explanation:

Explanation:
Comprehensive and Detailed Step-by-Step Explanation:
1. Assertion: The Sales Director's plan is an appropriate way to address the team dysfunction exhibited in Point (1).
Reason: Having a clear shared commitment to the outputs required of them is necessary for a team to be truly effective.
* Analysis: Patrick Lencioni ' s first dysfunction is the absence of trust . Point (1) outlines issues of commitment due to internal conflicts and lack of alignment. The Sales Director's plan addresses these issues by bringing the team together for a shared vision and commitment . This ensures clarity of expectations and alignment.
* Since the assertion and reason are true and explain the behavior, the correct answer is A .
2. Assertion: The Sales Director's plan is an appropriate way to address the team dysfunction exhibited in Point (2).
Reason: Team working is enhanced by taking constructive action to avoid debates that risk damaging team relationships.
* Analysis: Dysfunction (2) addresses fear of conflict . The Sales Director plans to clarify individual roles and responsibilities. This proactive action avoids unnecessary debates about overlapping work and ensures constructive conflict resolution , essential for building relationships.
* Since the assertion and reason are true and explain the behavior, the correct answer is A .
3. Assertion: The Sales Director's plan is an appropriate way to address the team dysfunction exhibited in Point (3).
Reason: Team leaders should define the problem-solving and decision-making processes for their teams to support commitment to change tasks.
* Analysis: Point (3) highlights a lack of accountability , one of the dysfunctions. The Sales Director's plan acknowledges unfulfilled tasks and seeks joint agreement on future actions. This creates structured accountability by defining processes and ensuring follow-through on commitments.
* Since the assertion and reason are true and explain the behavior, the correct answer is A .
4. Assertion: The Sales Director's plan is an appropriate way to address the team dysfunction exhibited in Point (4).
Reason: Teams that have trust amongst the members when collaborating, tend to make more efforts to avoid letting other team members down.
* Analysis: Dysfunction (4) is inattention to results . Point (4) highlights resistance to adopting the required changes for selling mobile applications. The plan to cross-collaborate with other departments builds trust and understanding among team members, ensuring shared accountability for results.
* Since the assertion and reason are true and explain the behavior, the correct answer is A .
References:
Patrick Lencioni ' s Five Dysfunctions of a Team : A Leadership Fable.
Analysis of team collaboration and management strategies applied to organizational development.

NEW QUESTION # 80
Answer the following questions about actions to be taken by different
roles.
The Business Sponsor has decided that the new coffee shop insurance
product website pages will include the financial transaction functionality to support the end-to-end sales process. The Business Sponsor views this as a valuable sales tool, enabling customers to pay for insurance policies online. If successful, this new financial transaction functionality is to be made available across all other insurance products. This is a new Must Have requirement.
All parties are to be invited to a workshop to discuss the additional work required to deliver the required solution including the new Must Have requirement. The areas to be discussed include specialist skills required and possible legal, financial and technical standards to be adhered to.
Remember to limit your answers to the number of selections requested in each question.
Which 2 actions should the Business Sponsor take to implement the new Must Have requirement?

• A. Send a company-wide communication to explain the implications of the business change to all interested parties.
• B. Check for any documented standards which need to be applied to the
  development of online financial transaction functionality.
• C. Assess the impact of the new Must Have requirement on the original Business Case.
• D. Source and hire a web developer with experience in developing online financial transaction functionality.
• E. Check the viability of the project, following the inclusion of the new Must Have requirement.

Answer: C,E

Explanation:
To implement the new Must Have requirement for the coffee shop insurance product website, which includes financial transaction functionality, the Business Sponsor should take the following actions:
Selected Actions for the Business Sponsor:
B; Check the viability of the project, following the inclusion of the new Must Have requirement.
E: Assess the impact of the new Must Have requirement on the original Business Case.
B: Evaluating the project's viability after adding a significant new requirement is crucial. This involves analyzing whether the project can still meet its objectives within the given constraints, such as time, budget, and resources, especially when the new requirement could potentially add complexity and cost.
E: Understanding how the new requirement affects the original Business Case is essential. This involves reassessing the project's expected benefits, costs, and risks in light of the new functionality. It ensures that the project remains aligned with business objectives and continues to offer a viable return on investment.
Why Other Actions Are Less Suitable:
A; While ensuring adherence to relevant standards is important, it is more of a task for the technical team or a specific role such as the Technical Coordinator, rather than the primary responsibility of the Business Sponsor.
C: Sourcing and hiring specific technical expertise, such as a web developer with experience in online financial transactions, is generally a responsibility delegated to the Project Manager or relevant technical leads, not the Business Sponsor directly.
D: While communicating business changes to all interested parties is important, the specific action of explaining the implications of the business change company-wide is more likely to be a collaborative effort involving several roles, including the Business Change Manager, rather than solely the Business Sponsor's responsibility.

NEW QUESTION # 81
Column 1 is a list of individuals from within the Xan Insurance Company and their key responsibility within the Web project.
For each individual in Column 1, select from Column 2 the Agile Project Management team role they are fulfilling. Each selection from Column 2 can be used once, more than once or not at all.
Column 1
Manager of Web & Digital
Media - will oversee and report
progress on the delivery of the
overall system.
Finance Director - has
budgetary control and will
release finance for the project
subject to expected benefits.
Sales Manager - will formulate
design options for new
business processes that do not
adversely affect business as
usual.
Operations Manager - oversees
the design and integrity of the
technical aspects of the
solution.
Column 2
* Business Sponsor
* Business Analyst
* Business Ambassador
* Business Advisor
* Solution Developer
* Technical Coordinator
* DSDM Coach
* Project Manager

Answer:

Explanation:

Explanation:
Based on the Agile Project Management roles and the responsibilities outlined for each individual in the XAN Insurance Company Web Project scenario, the following selections can be made:
* Manager of Web & Digital Media - will oversee and report progress on the delivery of the overall system.Selection: H. Project ManagerExplanation: The Manager of Web & Digital Media's role of overseeing and reporting on the project's progress aligns with the responsibilities of a Project Manager in an Agile setting, who is responsible for ensuring that the project meets its objectives and is delivered on time.
* Finance Director - has budgetary control and will release finance for the project subject to expected benefits.Selection: A. Business SponsorExplanation: The Finance Director's control over the budget and the decision to release funds based on the expected benefits align with the role of a Business Sponsor, who is typically responsible for the project's budget and ensuring that it delivers value to the business.
* Sales Manager - will formulate design options for new business processes that do not adversely affect business as usual.Selection: B. Business AnalystExplanation: The Sales Manager's responsibility for formulating design options for new business processes mirrors the role of a Business Analyst in Agile Project Management, who works to understand the business needs, assess the impact of changes, and ensure the solution meets business requirements.
* Operations Manager - oversees the design and integrity of the technical aspects of the solution.
Selection: F. Technical CoordinatorExplanation: The Operations Manager's focus on the technical design and integrity of the solution corresponds to the role of a Technical Coordinator in Agile projects, who ensures that the technical aspects of the project align with the business needs and technical standards.

NEW QUESTION # 82
Two Sales staff members appear to have lost energy for the change process and did not attend recent change meetings. When questioned, they said they were so overwhelmed by the number of changes in systems, materials, technical knowledge, and processes that they couldn't deal with any more.
Which 2 actions by the Sales Director are the MOST appropriate when responding to this type of resistance from staff?

• A. Assign the staff members to projects outside of this change, to prevent them undermining the changes needed.
• B. Find out which elements could remain unchanged so that future sales are unaffected.
• C. Add personal staff targets to ensure that the changes in the sales operations are continued.
• D. Consider limiting the changes to those that are related to each other during each iteration of change in sales.
• E. Ensure these staff members are rewarded for raising issues with the implementation.

Answer: B,D

Explanation:
Comprehensive and Detailed Step-by-Step Explanation:
1. Analysis of the Scenario: The staff members are experiencing change fatigue due to the overwhelming number of adjustments in systems, processes, and technical knowledge. This fatigue often arises during significant organizational transformations like the one UniCo is undergoing, where staff members feel unprepared or unsupported to handle multiple changes.
Agile Project Management (AgilePM) emphasizes adaptive change management, where incremental changes are planned and staff are supported throughout transitions. The Agile approach also recommends prioritizing manageable changes to prevent burnout.
2. Option Evaluation:
A: Find out which elements could remain unchanged so that future sales are unaffected.
* Explanation: Maintaining some consistency during the change process can help overwhelmed staff feel less stressed. By preserving elements that do not directly need alteration, employees can focus on critical areas that need improvement without feeling they are losing their entire work foundation.
* Reference from AgilePM: Agile emphasizes incremental delivery and the need to protect stability where possible during change efforts. This is key to balancing innovation with operational continuity.
* Why Correct: This approach reduces unnecessary change and helps staff focus on priority areas, reducing resistance and fatigue.
B: Add personal staff targets to ensure that the changes in the sales operations are continued.
* Explanation: While setting targets can be a motivational tool, introducing personal targets during a period of resistance or overwhelm can exacerbate stress and lead to further disengagement.
* Why Incorrect: AgilePM advocates for team empowerment and reducing pressure during resistance phases. Adding personal targets does not address the root cause of change fatigue.
C: Assign the staff members to projects outside of this change, to prevent them undermining the changes needed.
* Explanation: Removing staff from the process entirely may appear to prevent further resistance, but it also excludes them from adapting to and learning the new processes. Such an action can lead to further disengagement and even attrition.
* Why Incorrect: AgilePM encourages collaboration and engagement rather than sidelining staff during organizational changes.
D: Consider limiting the changes to those that are related to each other during each iteration of change in sales.
* Explanation: By grouping related changes, staff can focus on cohesive elements rather than being overwhelmed by disjointed changes. This iterative approach aligns with AgilePM principles, which emphasize breaking down tasks into smaller, manageable chunks.
* Reference from AgilePM: The iterative and incremental approach in Agile ensures that teams manage workload effectively while focusing on high-priority changes.
* Why Correct: Limiting and organizing changes into related areas ensures clarity, reduces cognitive load, and builds confidence among the sales staff.
E: Ensure these staff members are rewarded for raising issues with the implementation.
* Explanation: Rewarding staff for raising concerns is a positive reinforcement tactic. However, it does not address the root issue of change fatigue. While this could encourage openness, it does not reduce the overwhelming workload or clarify processes.
* Why Incorrect: Although AgilePM emphasizes transparency, this approach does not mitigate the resistance caused by change overload.
3. Final Recommendation:
* Correct Actions: A and D effectively address the root causes of resistance (overwhelm and fatigue) by maintaining stability where possible and grouping related changes into iterations.
* These solutions align with AgilePM's focus on iterative change, manageable workloads, and staff engagement.
* Incorrect Actions (B, C, E): These options either fail to address the root problem or risk disengagement further.
References:
* AgilePM Practitioner Guide, Chapter on Stakeholder Engagement and Managing Change.
* AgilePM Principles: Incremental Delivery and Focus on the Business Need.
* Agile Change Management Strategies for Overcoming Resistance.

NEW QUESTION # 83
(In the Ecolodge Panthera Resort (EPR) Project, answer the following questions about risk management.
In addition to the Developers, the teams include:
Mira Bachar (Guest Services Manager) - Product Owner for both Delivery Teams Lee Tan (General Manager) - Business Advisor Brinda Vyas - Business Visionary Hira - Project Manager Sukra Aroon - Solutions Architect Wanida Anong - Regulatory Compliance Manager Sarah Lark - Business Sponsor Priya - Business Advisor Select 2 answers to each question.
Which 2 statements describe the application of AgilePM ' s approach to managing risk?)

• A. AgilePM leverages Sprint Reviews and feedback loops to surface and mitigate risks.
• B. AgilePM allows Mira Bachar to adjust Backlog priorities with advice from Sukra Aroon and Hira to address risks.
• C. AgilePM embeds risk management in processes, proactively addressing risks at multiple levels.
• D. AgilePM assigns risk management solely to the Project Manager, Hira.)
• E. AgilePM removes all risks before execution, prioritizing avoidance over mitigation.

Answer: A,C

Explanation:
The correct answers are C and D .
AgilePM treats risk management as a continuous, embedded, and collaborative activity , not as a one-time exercise done only at the beginning of the project. Risks are identified, discussed, reviewed, and responded to throughout the lifecycle using iterative planning, stakeholder engagement, feedback loops, and frequent inspection points.
Why C is correct
"AgilePM embeds risk management in processes, proactively addressing risks at multiple levels." This is a core AgilePM concept. Risk is not handled separately from delivery. Instead, it is built into the way the project works through:
* iterative planning,
* prioritization,
* collaboration between business and technical roles,
* incremental delivery,
* frequent reviews,
* and ongoing reassessment of assumptions and dependencies.
AgilePM recognizes that risks may emerge from both:
* the external environment such as regulation, price changes, or market shifts, and
* the project approach such as weak communication, poor alignment, or misunderstood priorities.
Because of this, risk management must happen at multiple levels across the project, not only in formal risk logs.
Why D is correct
"AgilePM leverages Sprint Reviews and feedback loops to surface and mitigate risks." This also strongly aligns with AgilePM. Reviews, demonstrations, and feedback events are important mechanisms for exposing:
* misalignment with business goals,
* technical integration problems,
* missing requirements,
* stakeholder concerns,
* and benefit realization issues.
AgilePM relies on iterative feedback because it helps the team identify risks early enough to respond before they become major failures. A Sprint Review, for example, may reveal that a feature is not fit for purpose, that dependencies were missed, or that stakeholder expectations were misunderstood. That is exactly how AgilePM uses feedback to reduce risk progressively.
Why the other options are not the best answers
A). AgilePM allows Mira Bachar to adjust Backlog priorities with advice from Sukra Aroon and Hira to address risks.
This is plausible in practice , because reprioritization can indeed be used to respond to risk. However, it is more of a specific situational example than a broad statement of AgilePM's overall risk approach. Since the question asks for the two statements that describe the approach itself, C and D are stronger and more directly aligned.
B). AgilePM removes all risks before execution, prioritizing avoidance over mitigation.
This is incorrect. AgilePM does not assume all risks can be removed before work begins. In fact, AgilePM accepts uncertainty as normal and focuses on:
* early visibility,
* continuous adaptation,
* mitigation,
* and learning through iteration.
Trying to eliminate all risk upfront would be unrealistic and contrary to agile thinking.
E). AgilePM assigns risk management solely to the Project Manager, Hira.
This is incorrect. In AgilePM, risk management is a shared responsibility . The Project Manager plays an important coordinating role, but risks are also surfaced and addressed by:
* business roles,
* technical roles,
* delivery teams,
* and stakeholders.
For example:
* Mira may reprioritize work to reduce value risk,
* Sukra may identify architectural or feasibility risks,
* Brinda may highlight business alignment risks,
* Hira may coordinate mitigation and escalation.
AgilePM perspective
AgilePM manages risk by making the project:
* visible,
* collaborative,
* iterative,
* feedback-driven,
* and adaptable.
Rather than depending only on formal reporting or one person's control, AgilePM spreads risk awareness across the project and uses regular events and evolving plans to keep risk under active management.
Therefore, the best two answers are:
C, D

NEW QUESTION # 84
......

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