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>> New AgilePM-Practitioner Exam Notes <<
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NEW QUESTION # 57
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
Answer:
Explanation:
Explanation:
* C. Independent Testing
* A. Collaborative Testing
* B. Repeatable 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.
NEW QUESTION # 58
Which 2 actions should the Workshop Facilitator take when preparing for the workshop?
Answer: D,E
Explanation:
The two actions that the Workshop Facilitator should take when preparing for the workshop are:
*A. Ask the Software Developer to provide an estimate of how much storage space would be required to hold photos and videos. This will provide a factual basis for the discussion about the system's content and its storage requirements.
*B. Invite the Marketing Director to create a summary of the content they believe the system should hold and why. This will ensure that the Marketing Director's perspective and requirements are clearly understood by all participants in the workshop.
Please note that while the IT Operations Manager, Software Developer, and the Facilitator themselves (options C, D, and E) could contribute valuable input to the workshop, these actions are not necessarily part of the Facilitator's role in preparing for the workshop. The Facilitator's role is to guide the discussion, not to assign ownership of the workshop, prepare the agenda, or form opinions on the content.
NEW QUESTION # 59
(New food hygiene laws take effect in six months. Sukra Aroon and Wanida Anong are assessing if kitchen remodeling is needed, which may divert Infrastructure Team resources.)
Answer: D
Explanation:
The correct answer is C .
In AgilePM, VUCA-based risks are those driven by external volatility, uncertainty, complexity, or ambiguity in the environment. New legislation is a classic example of this because it originates outside the project and can force reprioritization, redesign, resource shifts, and rapid adaptation.
In this scenario, the new food hygiene laws are:
* external to the project ,
* time-bound , since they take effect in six months,
* and capable of creating unplanned work , such as kitchen remodeling and resource diversion.
That makes this a VUCA-based risk , not an approach-based one.
Why C is correct:
The key reason is that the trigger is new legislation , which is an environmental change outside the project team's control. AgilePM recognizes that such external changes can emerge during delivery and require the project to remain adaptable.
The possible impact here includes:
* reassessing scope,
* reassigning Infrastructure Team capacity,
* reviewing compliance obligations,
* and potentially adjusting delivery priorities.
That is exactly the kind of situation where AgilePM's flexibility is valuable.
Why the other options are incorrect:
A). Approach-based, because past Project Increment planning failed to account for regulatory change, causing lack of contingency and resource risks.
This is not the best answer because the scenario does not say the team negligently ignored a known requirement. The key issue is the emergence of new laws , which is primarily an external uncertainty rather than a failure of method.
B). Approach-based, because Sukra Aroon should have tracked evolving legislation from the start to mitigate the risk.
This is also not the best answer. Even though compliance awareness is important, the fundamental source of the risk is still the external regulatory change , not simply Sukra's handling of it.
D). VUCA-based, because gaps in internal compliance cause uncertainty in responding to changing regulations.
This is weaker than C because it shifts the cause toward an internal gap. The scenario itself emphasizes the introduction of new food hygiene laws , which is the main source of uncertainty and disruption.
AgilePM perspective:
AgilePM is designed to help teams respond to changing external conditions without losing focus on business value. Regulatory changes often require:
* rapid reassessment,
* collaborative decision-making,
* flexible reprioritization,
* and attention to compliance without abandoning the overall project goals.
Since this risk is caused by external legislation , the correct classification is VUCA-based .
Therefore, the best answer is C .
NEW QUESTION # 60
Which 2 actions demonstrate connectivity?
Answer: A,C
Explanation:
Comprehensive and Detailed Step-by-Step Explanation
Understanding Connectivity in Change Management
Connectivity refers to fostering a sense of shared purpose, collaboration, and strong communication between all stakeholders. Actions demonstrating connectivity help stakeholders feel linked to the broader change initiative, ensuring smooth transitions and alignment of efforts.
Option Analysis
* A. Arrange a number of briefing sessions for Customer Services staff, over lunch times and in a comfortable setting
* This action directly supports connectivity by fostering open discussions, improving communication, and ensuring that staff have a platform to interact and share ideas in a comfortable environment.
* Correct.
* B. Make short videos available showing how customer service teams from other companies effectively provide services for these types of offerings
* While informative, this action focuses more on education and benchmarking than on fostering connections or interaction between team members.
* Incorrect.
* C. Create a central area on the UniCo internal shared work system for the Change Programme to collaborate and comment on the materials
* This promotes connectivity by creating a space where staff can interact, share feedback, and collaborate on the change initiative. A shared workspace enhances team alignment and communication.
* Correct.
* D. Ask the senior leadership to provide examples of other companies undertaking, and successfully overcoming, similar challenges
* This action primarily addresses leadership engagement and inspiration rather than connectivity among team members. It does not involve active collaboration or interaction.
* Incorrect.
* E. Send the plans of the new office layout to the Selco staff showing them where each individual will be located
* While this action communicates logistical details, it does not create opportunities for connection or collaboration between stakeholders.
* Incorrect.
Why A and C are the Correct Answers (Scenario Alignment)
Both actions emphasize interaction and collaboration among stakeholders:
* A: Encourages personal interaction in an informal setting, promoting open dialogue and better connections.
* C: Provides a digital platform for collaboration, ensuring all stakeholders remain connected and informed.
References (AgilePM and Scenario Alignment):
* AgilePM Handbook, Chapter 6: Collaboration and Communication in Change Management.
* UniCo Scenario: "Staff need to work collaboratively to develop the new attitudes and capabilities required to succeed in the mobile applications market."
* Agile Business Consortium - Creating Collaborative Workspaces for Change.
NEW QUESTION # 61
Which 2 statements represent appropriate entries for the plan for Post-Project activities?
Answer: A,E
Explanation:
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.
NEW QUESTION # 62
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