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| Section | Weight | Objectives |
|---|---|---|
| AgilePM Principles and Philosophy | 15% | - Agile philosophy and mindset - Eight core principles of AgilePM - Differences from traditional project management |
| Governance, Quality and Risk | 15% | - Risk management - Quality management in Agile - Configuration management - Agile governance and control |
| AgilePM Lifecycle | 20% | - Deployment - Feasibility - Post-Project - Engineering - Pre-Project - Foundation - Exploration |
| Roles and Responsibilities | 15% | - Role interactions and accountabilities - Project-level roles - Governance roles - Team and specialist roles |
| Tailoring and Application | 10% | - Scaling AgilePM for large/complex projects - Adapting AgilePM to project size and complexity - Combining with other Agile methods (Scrum, Kanban) |
| Techniques and Practices | 25% | - MoSCoW prioritization - Modelling and user stories - Estimation and planning - Timeboxing - Facilitated workshops - Iterative development |
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NEW QUESTION # 97
Column 1 is a list of actions taken within the project. For each action in Column 1, select from Column 2 the iterative development activity that the action represents. Each selection from Column 2 can be used once, more than once or not at all.
Column 1:
1. The Solution Development Team cleared and prepared the area, ready for the bar infrastructure to be installed.
2. The Gardener decided the order in which the flowers would be planted in the borders and jotted it down in a notebook.
3. Before the Solution Development Team built the infrastructure for the bar area, the Architect pointed out what was required.
4. The Architect checked with the decorators that tasks had been completed to a satisfactory standard, and agreed a list of items that needed further coats of paint or cleaning up.
5. The Gardener began planting the borders and has placed an order for further bulbs to complete this task.
Column 2:
A) Thought
B) Action
C) Conversation
Answer:
Explanation:
Explanation:
For each action in Column 1, here is the iterative development activity that the action represents from Column
2:
* The Solution Development Team cleared and prepared the area, ready for the bar infrastructure to be installed.
* B. Action
* The Gardener decided the order in which the flowers would be planted in the borders and jotted it down in a notebook.
* A. Thought
* Before the Solution Development Team built the infrastructure for the bar area, the Architect pointed out what was required.
* C. Conversation
* The Architect checked with the decorators that tasks had been completed to a satisfactory standard, and agreed a list of items that needed further coats of paint or cleaning up.
* C. Conversation
* The Gardener began planting the borders and has placed an order for further bulbs to complete this task.
* B. Action
NEW QUESTION # 98
The Customer Services Manager used to work in a call center, answering customer calls. Concerned for staff wellness, this manager has decided to invite anyone who is finding the changes overwhelming to contact them directly so that they can arrange appropriate support.
Which preference does this behavior BEST display?
Answer: C
Explanation:
Comprehensive and Detailed Explanation:
This question uses the Myers-Briggs Type Indicator (MBTI) framework. The described behavior reflects a Feeling preference, as the Customer Services Manager is focused on the emotional well-being of their team and is acting out of concern for others' experiences.
1. Why the Answer is Feeling (D):
* People with the Feeling preference prioritize values, empathy, and the impact of decisions on others.
* The Customer Services Manager is actively addressing staff wellness by:
* Offering direct support to those who are overwhelmed.
* Focusing on creating a safe and supportive environment.
* This focus on emotional care and interpersonal connection aligns with the Feeling preference.
2. Analysis of Other Options:
* Option A: Sensing
* The Sensing preference involves focusing on concrete details and practical information. While the manager's previous experience in a call center may reflect this, their current focus on emotional support indicates a Feeling preference rather than Sensing.
* Eliminate.
* Option B: iNtuiting
* Intuition focuses on abstract ideas, possibilities, and long-term vision. While Intuition could play a role in managing change, the behavior described is more centered on immediate emotional needs rather than abstract concepts.
* Eliminate.
* Option C: Thinking
* The Thinking preference involves making decisions based on logic and objective criteria. While Thinking is important in management, this scenario focuses on empathy and emotional care rather than logical analysis.
* Eliminate.
3. Practical Example of Feeling Behavior:
* A manager with a Feeling preference might offer counseling services, check in on staff morale, or prioritize team harmony during periods of organizational change. This aligns with the Customer Services Manager's actions to support overwhelmed team members.
4. Reference to MBTI:
* Feeling (F):
* Makes decisions based on personal values and empathy.
* Focuses on harmony, emotional well-being, and understanding others' perspectives.
* Thinking (T):
* Makes decisions based on logic and objective analysis.
NEW QUESTION # 99
Which 2 actions should the Business Visionary take to implement the new Must Have requirement?
Answer: A,B
Explanation:
To implement the new Must Have requirement for the coffee shop insurance product website with financial transaction functionality, the Business Visionary should focus on actions that align with their role in guiding the project's vision and ensuring it meets business needs. The following actions are most appropriate for the Business Visionary:
Selected Actions for the Business Visionary:
A; Send a company-wide communication to explain the implications of the business change to all interested parties.
D: Ensure the marketing and sales teams are working together to deliver the most effective outcome.
A: As a Business Visionary, communicating the implications of significant business changes, such as the introduction of a new financial transaction functionality, is crucial. This helps in aligning all parts of the organization with the project's objectives and the strategic direction, ensuring everyone understands the change and its benefits.
D: The Business Visionary plays a key role in ensuring that different departments, such as marketing and sales, collaborate effectively to support the project's objectives. By ensuring these teams work together, the Business Visionary helps in maximizing the project's impact and effectiveness in meeting business goals.
Why Other Actions Are Less Suitable:
B: Assessing the impact of new requirements on the Business Case is important, but it's typically a responsibility shared with the Business Sponsor, who has a more direct role in managing the project's financial and strategic alignment.
C: Sourcing and hiring technical expertise is generally a task for the Project Manager or technical leads. The Business Visionary's role is more focused on strategic oversight rather than operational tasks.
E: Organizing and managing workshop details, such as circulating an agenda, might be supported by the Business Visionary, but it's often a task handled by the Project Manager or a designated coordinator to ensure efficient planning and execution of project activities.
NEW QUESTION # 100
(At the Sprint Review for Sprint 3, it became clear that the Spa infrastructure will not support hydrotherapy treatments. The equipment is unable to chill the plunge pool, making these treatments ineffective.
Demonstrating Agile Leadership and Collaboration, what action should have taken place during the Project Sprint Planning Event to prevent this?)
Answer: E
Explanation:
The correct answer is F .
This issue happened because there was a failure of cross-team alignment between business intent and technical implementation . The treatments being developed required a specific infrastructure capability, but that dependency was not properly translated into prioritized, shared understanding during planning.
In AgilePM, the most effective way to prevent this is through active collaboration between the business
/value role and the solution/technical role . That is exactly what option F describes.
Why F is correct:
* Mira Bachar represents the business need and delivery priorities.
* Sukra Aroon ensures solution integrity and technical feasibility.
* Hydrotherapy is not just a treatment idea; it has infrastructure implications .
* Therefore, during Sprint Planning, they should have worked together to make sure those requirements were:
* understood,
* prioritized,
* communicated clearly,
* and reflected in the work of the Infrastructure Team.
This is a strong AgilePM answer because it combines:
* Agile leadership through collaboration rather than command-and-control,
* practical coordination across dependent work,
* and shared responsibility for making sure business goals are technically supported.
In this case, the plunge pool chilling capability was a critical enabling requirement. If Sukra and Mira had aligned early, the infrastructure team would have known that hydrotherapy capability was not optional or implicit, but a necessary requirement for the increment to deliver its intended value.
Why the other options are not the best answer:
A). Mira Bachar and Lee Tan should have worked together to integrate stakeholder feedback into the Product Backlogs before the next Sprint.
This is not the best answer because the issue was not mainly stakeholder feedback. It was a missed dependency between treatment design and infrastructure capability.
B). Mira Bachar should have amended the Product Backlogs to include explicit hydrotherapy infrastructure requirements for both Delivery Teams.
This is partly useful, but too one-sided. Mira alone should not be expected to define technically specific infrastructure requirements without collaboration from Sukra. AgilePM encourages joint work between business and technical roles.
C). Hira should have ensured transparency of the Delivery Plan so each Delivery Team could plan the remainder of their Sprints accordingly.
Transparency helps, but this would not by itself guarantee that the chilling requirement was recognized and built into the infrastructure solution.
D). Hira should have worked with Sukra Aroon to adjust project timelines to give flexibility to the Infrastructure Team and Treatments Teams before the next Sprint.
This is reactive and schedule-focused. The real problem was not insufficient time; it was missing alignment on a critical requirement.
E). Sukra Aroon should have documented hydrotherapy infrastructure requirements in the Solution Architecture Definition so the two Delivery Teams were aligned.
Documentation may help, but this is too document-centric for the best AgilePM answer. AgilePM prefers collaborative communication and shared understanding over relying primarily on formal documents.
G). Brinda Vyas and Hira should have ensured hydrotherapy treatments were align with business strategy.
Business strategy alignment is important, but it does not address the specific technical dependency that caused the failure.
H). Brinda Vyas should have worked with the Treatments Team to ensure hydrotherapy-related treatments are feasible within constraints.
This is not the best role fit. Feasibility is primarily a technical and solution concern, supported by the Solution Architect, not mainly the Business Visionary.
AgilePM perspective:
This question is about preventing integration failure across two Delivery Teams. AgilePM would favor:
* early identification of dependencies,
* collaboration between business and technical roles,
* clear communication of enabling requirements,
* and planning based on shared understanding of what is needed to deliver business value.
Hydrotherapy treatments only create value if the supporting infrastructure can actually enable them. So the business priority and the technical solution had to be connected during planning.
Therefore, the best AgilePM answer is F .
NEW QUESTION # 101
Review sessions have been scheduled at end of Investigation, Refinement and Consolidation for the later Timeboxes to ensure that the mistakes made in Timebox A do not happen again.
Which Agile principle MOST influences this course of action?
Answer: B
Explanation:
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 # 102
......
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