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質問 # 87
Using the information provided in the additional information, answer the following question on building a change analytics strategy.
Is the measure requested by the Customer Services Director likely to be affected by any of the practical considerations of data analytics?
正解：D
解説：
Comprehensive and Detailed Step-by-Step Explanation:
Context from the UniCo Scenario:
The Customer Services Director is focused on using customer feedback as a metric to assess the effectiveness of changes made to operations and processes. However, practical considerations arise regarding the timing and usability of data collected. For feedback to be actionable, it must align with progress tracking during the implementation of the changes, not just after completion.
Analysis of the Answer Options:
* A. No, because customer feedback should be prioritized over internal analysis.
* Why Incorrect:While customer feedback is essential, the issue in this case is not about prioritizing customer feedback over internal analysis. The problem lies in whether the feedback provides actionable insights at the right time.
* B. No, because the data would be collected by Customer Services' operations after the changes.
* Why Incorrect:Collecting data after changes are implemented is useful but may fail to address the need for ongoing feedback during the change process. This limits the ability to act on the data in real-time, making it less effective for tracking progress.
* C. Yes, because the measure is not providing feedback on progress when action can be taken.
* Why Correct:For change analytics to be effective, measures must enable timely intervention.
Customer feedback collected only after changes are implemented fails to provide actionable insights during the transition. This delay prevents the Customer Services Director from addressing issues proactively.
* D. Yes, because the measure may be inaccurate through restricting the data source to one area.
* Why Incorrect:While restricting data sources can introduce bias or inaccuracies, the primary issue here is timing. The focus is on whether the feedback supports progress tracking and actionable decision-making, not the breadth of data sources.
Why C Is the Best Answer:
* Actionable Feedback Is Critical:
* AgilePM emphasizes the need for real-time data to track progress and adjust plans dynamically.
Feedback collected only after changes are completed does not meet this requirement.
* Alignment with AgilePM Principles:
* Metrics must support continuous improvement by identifying issues early. Post-change feedback alone misses opportunities for mid-course corrections, reducing its practical utility.
* Focus on Progress Tracking:
* The measure requested by the Customer Services Director fails to provide feedback aligned with progress tracking, making it less effective for driving timely improvements.
References to AgilePM Framework:
* Continuous Feedback Loops:
* AgilePM emphasizes the importance of feedback loops that provide actionable insights throughout the change process, not just at the end. (AgilePM Practitioner Guide, Chapter 6:
Iterative Development)
* Real-Time Metrics:
* Metrics should enable the team to track progress and take corrective action during implementation. (AgilePM Practitioner Guide, Chapter 11: Measuring Success)
質問 # 88
Which 2 statements represent appropriate entries for the plan for Post-Project activities?
正解：A、D
解説：
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.
質問 # 89
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?
正解：D
解説：
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.
質問 # 90
Towards the end of the Foundations phase of Project Increment 4, with the high-level requirements agreed, Hira, has asked the Developers to estimate the work required to deliver the Eco spa solution.
(Sukra Aroon has noticed that the Developers are spending excessive time creating their estimates. He has also observed that the document capturing their assumptions behind these estimates is nearly 20 pages long.
Based on his observation, what advice should he offer to the Developers?)
正解：C
解説：
The correct answer is A .
AgilePM values estimation, but it also values proportionality . Estimating should help planning and decision- making, not become a heavy exercise that delays progress and creates unnecessary documentation.
Why A is correct:
* Estimates should be accurate enough for the planning purpose at hand.
* Teams should avoid excessive refinement when the extra effort gives little added value.
* AgilePM encourages "just enough" detail, not exhaustive analysis.
This question highlights a common anti-pattern:
* too much time spent estimating,
* too much documentation,
* and too little focus on actual delivery.
Why the other options are incorrect:
B is incorrect because trying to eliminate all uncertainty is unrealistic and contrary to AgilePM thinking.
C is incorrect because although early estimates may be broad, refinement is still useful later when more information becomes available.
D is incorrect because documenting every assumption in detail is excessive and not agile.
So the best answer is A .
質問 # 91
(Lee Tan, General Manager of EPR Southeast Asia, is serving as a Business Advisor during Project Increment
4. He has not attended any Sprint Reviews, calling them " project meetings " and " a waste of time. " He later complains to Sarah about the lack of project awareness.
Which of the following actions reflects an AgilePM approach?)
正解：B
解説：
The correct answer is A .
In AgilePM, stakeholder engagement is a core success factor. When an important business stakeholder such as Lee Tan , acting as a Business Advisor , is disengaged from review events and then complains about lack of visibility, the right response is not to bypass the problem with more reporting or to escalate immediately into command-and-control behavior. The AgilePM approach is to re-engage the stakeholder through communication, education, and collaboration .
That is why meeting with Lee to explain the value of Sprint Reviews and planning his engagement is the best answer.
Sprint Reviews, or their AgilePM equivalent collaborative review points, are not merely "project meetings." They are key opportunities to:
* inspect progress,
* review delivered value,
* gather feedback,
* align stakeholders,
* validate evolving needs,
* and improve the solution based on real input.
Lee's absence means he has missed the primary forum where transparency, feedback, and shared understanding are built. If he now feels unaware, the issue is not that Agile ceremonies failed him; it is that he has not been effectively engaged in them. Hira should therefore address the root cause by helping him understand their purpose and agreeing a practical way for him to participate.
Why A is correct:
This option reflects AgilePM because it:
* promotes active stakeholder involvement ,
* uses collaboration rather than authority ,
* addresses misunderstanding through communication and coaching ,
* treats engagement as a shared responsibility,
* and supports better ongoing participation instead of just compensating for disengagement.
It is also pragmatic. Hira can explore why Lee sees the reviews as a waste of time, clarify what decisions or insights he can gain from attending, and tailor his involvement so it is meaningful and efficient. That is consistent with agile leadership: remove barriers, improve understanding, and increase effective collaboration.
Why the other options are incorrect:
B). Provide Lee with Sprint summaries to keep him informed without wasting his time.
This is weaker because it accepts disengagement instead of improving it. Written summaries may help supplement communication, but AgilePM does not favor passive reporting as a substitute for active collaboration when stakeholder participation is important. Lee's role as Business Advisor means his input is valuable, not just his awareness.
C). Ask Sarah to require Lee ' s attendance at all Sprint Reviews.
This is not the best AgilePM response because it relies on authority and escalation rather than facilitation and engagement. AgilePM encourages commitment and collaboration, not forced participation as the first solution. Compelled attendance may create compliance, but not meaningful contribution.
D). Schedule briefings with Lee before each Sprint using Project Planning insights.
This is also not the best answer because it shifts communication into a more one-way briefing model and focuses before the Sprint rather than on review of actual outcomes. The main issue is Lee's lack of participation in the review and feedback loop. Pre-Sprint briefings do not replace the value of seeing increments, discussing results, and shaping next steps.
AgilePM perspective:
AgilePM places strong emphasis on:
* continuous and active business involvement ,
* collaborative reviews ,
* transparency of progress ,
* frequent feedback ,
* and empowered, informed stakeholders .
A Business Advisor is expected to contribute specialist business insight. If that role disengages, the Project Manager should work to restore useful participation, not simply route around it with more documents or top- down enforcement.
In this case, Lee's complaint about awareness is actually a sign that he needs better engagement with the agile process. Hira should respond by helping him understand that Sprint Reviews are valuable business touchpoints where he can see progress, influence direction, and remain informed in real time.
Therefore, from an AgilePM standpoint, A is the best answer because it reflects facilitative leadership, stakeholder engagement, and the agile principle of improving collaboration rather than replacing it with reports or mandates.
During the Foundations phase, Brinda Vyas organized a workshop that Hira facilitated. It was attended by Sukra Aroon, Mira, Lee Tan, and Developers from the two Delivery Teams. The goal was to define and align on what would be available for guests at the end of Project Increment 4.
質問 # 92
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