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質問 # 83
There are several tests planned throughout the project to ensure the solution is fit for purpose and to validate the business solution as it evolves.
Column 1 is a list of tests. For each test in Column 1, select from Column 2 the testing concept that it represents. Each selection from Column 2 can be used once, more than once or not at all.
Column 1
1) In order to get an objective
view, the financial transaction
function is to be tested by
someone from Finance who
has had no involvement in its
development.
2) Before the developer works on
the printing function for the
policy documents, the Sales
Manager will review a prototype
of the online application form
for the new coffee shop
insurance product with the
solution tester.
3) Security test scripts have been
provided by the company's
bank. These scripts will be used
to test the link from the
company's website to the
banking system, which is to be
developed specifically to achieve these tests
4.
The addition of the new coffee
shop insurance product may
threaten the stability of the
existing website. As a primary
route to market this is
unacceptable. The website's
capacity to run additional pages
is to be verified before any
other tests are performed.
5.
The Must Have and Should
Have requirements are to be
tested before the Could Have
requirements.
Column 2
* Collaborative Testing
* Repeatable Testing
* Independent Testing
* Prioritised Testing
* Test-Driven Development
正解：
解説：
Explanation:
* C. Independent Testing
* A. Collaborative Testing
* B. Repeatable Testing
* D. Prioritised Testing
* D. Prioritised Testing
Short Comprehensive Explanation:
* Independent Testing is appropriate when someone from a different department (Finance) with no involvement in the development process conducts the testing to ensure an objective view.
* Collaborative Testing involves various stakeholders, in this case, the Sales Manager and the solution tester, working together to review and test a prototype, promoting early feedback and shared understanding.
* Repeatable Testing is used for security testing where predefined test scripts (provided by the bank) are applied to ensure the system meets specific security standards and can be repeated as needed.
* Prioritised Testing is essential when the project's stability and core functionality, such as the website's capacity to handle new features, must be confirmed before other tests are conducted to ensure the most critical aspects are addressed first.
* Again, Prioritised Testing is used to ensure that the essential requirements (Must Haves and Should Haves) are tested and validated before moving on to less critical ones (Could Haves), aligning with prioritization in Agile methodologies.
References:The Agile Project Management (AgilePM) framework and principles, as detailed in the AgilePM Practitioner documents and learning resources, guide the application of these testing concepts within an Agile project environment. These resources emphasize the importance of iterative development, stakeholder collaboration, and prioritization of work to ensure project success and alignment with business needs. Specific references to testing approaches and their application within Agile projects can be found in the official AgilePM handbook and practitioner-level training materials available through APMG International and affiliated training providers.
質問 # 84
Once the change of priority has been approved, who is then responsible for including the requirement for a secondary exit from the upstairs of the building to the Timebox Plan for Timebox B?
正解：B
解説：
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 # 85
(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?)
正解：B、C
解説：
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
質問 # 86
Answer the following questions about the DSDM Lifecycle.
Decide if each observation is an appropriate application of Agile Project Management for this project and select the option that supports your decision.
When the project was in the Feasibility phase it was initially proposed by the Finance Manager that it was a fixed price for a fixed specification' project. The Project Manager has decided that the best way to tackle it would be to leave the development of the least valuable features of the product until last.
Is this an appropriate application of the DSDM lifecycle?
正解：D
質問 # 87
Which 2 actions should the Project Manager take to implement the new Must Have requirement?
正解：A、B
解説：
To effectively implement the new Must Have requirement for financial transaction functionality on the coffee shop insurance product website, the Project Manager should focus on actions that align with their role in planning, execution, and team coordination. The following actions are most appropriate for the Project Manager:
Selected Actions for the Project Manager:
B: Add the tasks required to develop the new financial transaction functionality to the Delivery Plan.
C: Update the Delivery Plan to show the new financial transaction functionality as a deliverable.
B: Integrating the tasks necessary for developing the new functionality into the Delivery Plan is crucial. This ensures that all project activities are accounted for and scheduled, which helps in managing the project's timeline and resources effectively.
C: Reflecting the new financial transaction functionality as a deliverable in the Delivery Plan is important for clarity and focus. It signifies the inclusion of this functionality as a critical component of the project's scope, guiding the team's efforts and priorities.
Why Other Actions Are Less Suitable:
A: While ensuring adherence to documented standards is important, it is typically a collaborative effort involving the Technical Coordinator and Solution Development team, in addition to the Project Manager, to ensure technical compliance.
D: Sourcing and hiring specific expertise, such as a web developer skilled in online financial transactions, is indeed part of the Project Manager's responsibilities. However, the actions related to the Delivery Plan (options B and C) are more directly aligned with the immediate steps for implementing a new requirement in the project's scope.
E: Consolidating and circulating an agenda for the workshop is a logistical task that the Project Manager might oversee or delegate. However, the actions related to planning and updating the Delivery Plan are more critical to the successful implementation of the new requirement.
質問 # 88
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