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| Certification Vendor: | APMG-International |
|---|---|
| Exam Name: | Agile Project Management (AgilePM®) Practitioner Exam |
| Exam Number: | AgilePM-Practitioner |
| Exam Duration: | 120 - 150 |
| Exam Format: | Open book (only official AgilePM manual allowed), Objective / Scenario-based questions, No negative marking |
| Passing Score: | 50% (30/60 for v3; 40/80 for v2) |
| Exam Price: | approx. $450 - $550 USD (varies by region) |
| Related Certifications: | Agile Project Management (AgilePM) Foundation |
| Certificate Validity Period: | Certification lifetime; Registered status valid 5 years |
| Real Exam Qty: | 4 scenario-based questions |
| Available Languages: | English, German, Polish, Italian |
| Recommended Training: | APMG Accredited Training Organizations |
| Exam Registration: | APMG International Public Exam Portal |
| Sample Questions: | APMG-International AgilePM-Practitioner Sample Questions |
| Exam Way: | Online proctored or in-person at accredited centers |
| Pre Condition: | Must hold valid AgilePM Foundation certification (same version) |
| Official Syllabus URL: | https://apmg-international.com/product/agile-project-management-agilepm%C2%AE-certification |
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NEW QUESTION # 101
During Timebox B, the 'Hoy for Hoy Hall'Action Group disagreed about the planned outcome of the Timebox.
The Project Manager organised a Facilitated Workshop to re-
engage this group and explore discrepancies in understanding.
Is this an appropriate application of Agile Project Management for this project?
Answer: C
NEW QUESTION # 102
The Legal Specialist has reviewed the plans for the rebranding work and has assessed how this will affect current and future contracts. They are now pressing the Change Manager to establish the deadlines and to schedule when their input will be most needed.
Which preference does this behavior BEST display?
Answer: A
Explanation:
Comprehensive and Detailed Explanation:
This question uses the Myers-Briggs Type Indicator (MBTI) framework. The behavior described aligns most closely with the Judging preference, which is associated with organization, structure, and a desire for clear plans and deadlines.
1. Why the Answer is Judging (C):
* The Legal Specialist is focused on establishing deadlines and ensuring their input is scheduled. These traits are characteristic of the Judging preference.
* People with a Judging preference prefer:
* Planning and structure.
* Clarity in schedules and deadlines.
* Order and predictability in tasks.
* Pressing for specific deadlines and schedules reflects a strong inclination toward structured, organized work.
2. Analysis of Other Options:
* Option A: Thinking
* The Thinking preference is about decision-making based on logic and objectivity. While the Legal Specialist's assessment of contract impacts involves analysis, their behavior in this scenario focuses on planning and organization rather than logical evaluation.
* Eliminate.
* Option B: Feeling
* The Feeling preference relates to decision-making based on empathy and values. This behavior is not motivated by emotional considerations or interpersonal dynamics but by a focus on task management and structure.
* Eliminate.
* Option D: Perceiving
* The Perceiving preference is characterized by flexibility, adaptability, and a preference for keeping options open. The Legal Specialist's push for deadlines and structure contrasts with the more fluid, spontaneous approach associated with Perceiving.
* Eliminate.
3. Practical Example of Judging Behavior:
* A Judging individual might request a clear project timeline with milestone dates to ensure they can prioritize their work effectively. They value predictability and dislike ambiguity, which aligns with the described behavior of the Legal Specialist.
4. Reference to MBTI:
* Judging (J):
* Focuses on order, structure, and planned decision-making.
* Prefers defined timelines and organized approaches to work.
* Perceiving (P):
* Prefers flexibility, spontaneity, and keeping options open.
NEW QUESTION # 103
One member of the Customer Services team has been chatting informally to some Sales co-workers. They felt that the Sales process changes are causing more work for Customer Services and that the whole customer experience has now been compromised.
Which 2 actions by the Sales Director are the MOST appropriate when responding to this type of resistance?
Answer: B,D
Explanation:
Comprehensive and Detailed Step-by-Step Explanation:
Context from UniCo Scenario:
The Sales staff at UniCo are resistant to changes related to the company ' s new strategic focus on mobile applications. The concern raised here involves Customer Services staff feeling overburdened and Sales staff perceiving the changes as impacting customer experience negatively. This type of resistance reflects miscommunication, lack of engagement, and uncertainty -key elements that require addressing.
Analysis of Each Option:
* A. Do nothing and allow the informal view to circulate, knowing it will eventually be proved wrong.
* This is not appropriate as it fails to address resistance proactively, which may lead to low morale
, increased misunderstandings , and further negativity among teams. The AgilePM framework emphasizes collaboration and communication over passive approaches to resistance management.
* Rejected.
* B. Include the member of Customer Services in the planning of the sales process changes to reduce disruption.
* This approach directly engages the affected parties (Customer Services staff) by involving them in planning. It fosters ownership , reduces resistance, and creates solutions that are practical and inclusive. Aligning this action with AgilePM principles ensures engagement of stakeholders in the change process, which is key to minimizing disruption.
* Selected.
* C. Invite Sales staff to help with planning the next phase of internal Sales training for the process changes.
* While involving Sales staff is useful, the issue here centers around Customer Services staff concerns about disruption and added workload. This option fails to address the root cause of the resistance.
* Rejected.
* D. Counter the informal views by inviting the Change Manager to explain the changes at the next Sales staff meeting.
* This action ensures that informal resistance is addressed through formal communication channels.
By providing clarity and transparency about the Sales process changes , this approach prevents misunderstanding and builds alignment across teams. AgilePM emphasizes the importance of clear communication to manage resistance.
* Selected.
* E. Revisit the Stakeholder mapping work to ensure that the engagement of parties affected by the Sales changes is accurate.
* Stakeholder mapping is a strategic action but may not immediately address the informal resistance in question. The issue at hand requires immediate communication and engagement rather than long-term structural adjustments.
* Rejected.
Why B and D Are Correct:
* Inclusion in Planning (B):
* Including Customer Services staff in planning ensures their concerns are heard and integrated into the solutions. This aligns with AgilePM's focus on stakeholder collaboration and engagement to reduce resistance.
* Clear Communication via the Change Manager (D):
* Inviting the Change Manager provides an authoritative and transparent explanation of the changes. This aligns with AgilePM's emphasis on using regular communication to manage resistance and mitigate informal, negative narratives.
References to AgilePM Framework:
* Stakeholder Engagement:
* AgilePM highlights involving stakeholders in planning as essential for building trust and reducing resistance to change. (AgilePM Practitioner Guide, Chapter 9: Stakeholder Engagement)
* Transparent Communication:
* AgilePM emphasizes clarity and frequent communication to manage resistance effectively. Using formal channels ensures alignment and prevents misinformation from spreading. (AgilePM Practitioner Guide, Chapter 11: Managing People)
* Proactive Resistance Management:
* AgilePM promotes proactive actions (like engaging affected staff and using formal communication) rather than passive approaches to manage resistance. (AgilePM Practitioner Guide, Chapter 12: Change Management)
NEW QUESTION # 104
The Change Manager has mapped stakeholders onto a Power-Interest
Matrix, with the aim of identifying suitable actions for managing these stakeholders.
The mapping below shows the current assessment made by the Change Manager.
The 'Interest in your change' axis indicates a combination of the
stakeholders' levels of active engagement and their buy-in for the Change Programme.
Using the Scenario and the additional information provided for this question in the Scenario Booklet, answer the following question about Stakeholder mapping and strategy.
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 Change Manager should aim to engage and move the Customer Services Director to the Active Players quadrant.
Reason: Acknowledging a stakeholder's influence is an important step in developing greater understanding of how to manage them.
* Analysis:The Customer Services Director currently holds significant influence but is not fully engaged with the change. Moving them to the "Active Players" quadrant aligns with stakeholder management principles because Active Players have both high influence and high interest. The reason provided supports this by emphasizing understanding and managing stakeholders' influence.
* Conclusion:Both the assertion and reason are correct, but the reason does not directly explain why moving the stakeholder to "Active Players" is the action.Answer: B (True, True BUT the reason does not explain the assertion).
2. Assertion: The Change Manager should plan to increase the Operations Director's level of interest in the change.
Reason: Influential Observers need to become Key Players if they need to be engaged actively in the change.
* Analysis:The Operations Director is an influential observer with high influence but low interest.
Increasing their interest ensures their alignment with the program goals, making them Key Players. The reason provided directly explains why this move is necessary.
* Conclusion:Both the assertion and reason are correct, and the reason directly explains the assertion.
answer: A (True, True AND the reason explains the assertion).
3. Assertion: It is appropriate to manage the involvement of Selco staff by regularly sending them progress updates.
Reason: Spectators only require regular information updates to maintain their interest in the change.
* Analysis:Selco staff are categorized as "Spectators," indicating they have low influence and interest.
Regular updates are sufficient to keep them informed without unnecessary engagement. The reason aligns with stakeholder management strategies for Spectators.
* Conclusion:Both the assertion and reason are correct, and the reason directly supports the assertion.
answer: A (True, True AND the reason explains the assertion).
4. Assertion: The Human Resources Manager needs to be managed and moved to the Key Players quadrant.
Reason: People with specialist skillsets should be categorized with a high level of influence and power in any change.
* Analysis:The Human Resources Manager currently resides in the "Active Players" quadrant. While they contribute specialist skills, this does not necessarily justify elevating them to "Key Players," who must also possess significant influence. The reason, while true, does not align with the change scenario.
* Conclusion:The assertion is false, but the reason is true.Answer: D (False, True).
NEW QUESTION # 105
The Applications Manager agreed to the acquisition by UniCo because they knew that growing Selco needed more investment than they could raise and that they personally didn't have the skill set to move from technical leader to business leader.
Which preference does this behavior BEST display?
Answer: A
Explanation:
Comprehensive and Detailed Explanation:
This question uses the Myers-Briggs Type Indicator (MBTI) framework. The Applications Manager's behavior aligns most closely with the Thinking preference, which is characterized by logical decision-making and an objective assessment of facts and limitations.
1. Why the Answer is Thinking (C):
* The Applications Manager made a decision based on:
* Objective evaluation of facts: They recognized the need for more investment than they could raise independently.
* Self-assessment of skills: They identified their personal limitations in transitioning from a technical role to a business leadership role.
* These actions reflect a logical, analytical approach to problem-solving, which is the hallmark of the Thinking preference.
2. Analysis of Other Options:
* Option A: Extravert
* Extraversion describes a focus on energy derived from external interactions and collaboration.
While this may apply in some leadership contexts, the Applications Manager's decision was based on self-analysis and logical reasoning, not social tendencies.
* Eliminate.
* Option B: Introvert
* Introversion involves a preference for introspection and focusing on inner thoughts. While there is an element of self-reflection in the manager's actions, the emphasis on logical decision-making aligns more with Thinking than Introversion.
* Eliminate.
* Option D: Feeling
* The Feeling preference emphasizes decision-making based on values and empathy. While the manager may have considered the impact of their limitations, the decision was based on objective facts rather than personal or emotional values.
* Eliminate.
3. Practical Example of Thinking Behavior:
* A Thinking-oriented leader might decide to step aside from a leadership role if they objectively determine that another leader would better serve the organization's goals, as shown in the Applications Manager's decision.
4. Reference to MBTI:
* Thinking (T):
* Decisions are guided by logic, objectivity, and the analysis of facts.
* Focuses on practical outcomes and realistic self-assessment.
* Feeling (F):
* Decisions are guided by empathy and values, prioritizing relationships over objectivity.
NEW QUESTION # 106
......
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