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| Section | Weight | Objectives |
|---|---|---|
| Techniques and Practices | 25% | - Timeboxing - MoSCoW prioritization - Modelling and user stories - Estimation and planning - Facilitated workshops - Iterative development |
| Tailoring and Application | 10% | - Adapting AgilePM to project size and complexity - Combining with other Agile methods (Scrum, Kanban) - Scaling AgilePM for large/complex projects |
| Governance, Quality and Risk | 15% | - Risk management - Agile governance and control - Configuration management - Quality management in Agile |
| Roles and Responsibilities | 15% | - Team and specialist roles - Role interactions and accountabilities - Project-level roles - Governance roles |
| AgilePM Principles and Philosophy | 15% | - Differences from traditional project management - Eight core principles of AgilePM - Agile philosophy and mindset |
| AgilePM Lifecycle | 20% | - Exploration - Feasibility - Post-Project - Deployment - Foundation - Engineering - Pre-Project |
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21. Frage
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?
Antwort: A
Begründung:
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.
22. Frage
How should the Project Manager assist the plumbers to deliver the plumbing?
Antwort: C
Begründung:
Topic 1, XAN Insurance Company Web Project
XAN Insurance Company Web Project
(Note:
Xan is a medium-sized insurance company with a worldwide
customer base and a strong presence on the internet. Its website
has been in operation for fifteen years. It operates from one location
- a large, open-plan office in the centre of a city. It is a friendly
company with no separate private offices for individual managers.
Staff members prefer to wander around the office space and have
one-to-one chats rather than use email or have lots of meetings.
The Marketing Director is considering a project to develop a new
area on the current web site to sell a new type of insurance directly
to the proprietors of coffee bars, insuring them against minor
accidents to staff and customers. The targeted coffee bars are
privately-owned franchises and are mostly situated in railway
stations, airports and shopping centres.
The Marketing Director has not yet decided whether the system will
just provide information about insurance policies online and give
quotations, the policies then being set up later by normal mailing
and telephone contact. Alternatively, it may be possible for the
system to provide the complete set-up and sale of an insurance
policy online. In this case the system would need to enable the
online capture and processing of credit card details and the issue of
an insurance policy.
The Finance Director has budgetary control over all projects in the
company and is reluctant to release finance for projects where the
outcome, timeframe and benefits are not clear.
Because of the uncertainty about the amount of development and
the length of time it may take, it is difficult to set a timeframe on this project. The Sales Manager, who reports to the Marketing Director, has insisted that the website extensions needed for this project must be operational within 12 weeks. The Sales Manager has a You have been brought in to give advice on how an Agile Project Management approach can be used to keep control of this project and to ensure that it delivers something useful to the business within 12 weeks.
After a brief feasibility assessment, conducted by the Sales
Manager, the Finance Director has decided to authorise a 12-week
project with the objective of producing a prototype system for
insurance for coffee bars, with a release at the end of that time. Six
selected coffee bars have agreed to complete an insurance
application form online, to trial the released website.
23. Frage
Midway through Project Increment 4, a joint Sprint Retrospective is held with Developers from both Delivery Teams.
Some members from Marketing and IT, based in India, join via video conferencing.
Issues raised:
. Dependency management challenges
Concerns about AgilePM principle ' Demonstrate Control '
To address this, Mira Bachar and the Developers invite Hira and Sukra Aroon to help Delivery Teams understand the issues, assess the consequences, and collaborate on solutions that align with AgilePM and Scrum.
In addition to the Developers, the teams include:
(Another of the EPR Eco-spa ' s commissioned in India experienced major quality issues, causing a three- week shutdown. Stakeholders are now worried about similar problems in Project Increment 4.
Which 2 of the following actions would appropriately reassure stakeholders that the same quality issues will not arise in this project?)
Antwort: C,D
Begründung:
The best answers are B and E .
B is correct because AgilePM's strongest reassurance comes from visible, embedded quality control .
Making quality criteria explicit and ensuring teams confirm compliance before calling work "Done" shows that quality is being managed proactively, not assumed.
E is also correct because stakeholders are specifically worried due to problems in the India project. Reviewing those past issues and showing how Project Increment 4 is handling them differently directly addresses their concern with evidence and learning.
Why the others are weaker:
* A is helpful, but it is more about visibility than about the strongest quality assurance mechanism.
* C is too absolute; AgilePM helps manage quality, but it does not guarantee quality issues can never happen.
* D introduces a heavier control layer that is not the primary AgilePM approach.
So the correct answers are B, E .
24. Frage
Answer the following questions about actions to be taken by different
roles.
The Business Sponsor has decided that the new coffee shop insurance
product website pages will include the financial transaction functionality to support the end-to-end sales process. The Business Sponsor views this as a valuable sales tool, enabling customers to pay for insurance policies online. If successful, this new financial transaction functionality is to be made available across all other insurance products. This is a new Must Have requirement.
All parties are to be invited to a workshop to discuss the additional work required to deliver the required solution including the new Must Have requirement. The areas to be discussed include specialist skills required and possible legal, financial and technical standards to be adhered to.
Remember to limit your answers to the number of selections requested in each question.
Which 2 actions should the Business Sponsor take to implement the new Must Have requirement?
Antwort: A,C
Begründung:
To implement the new Must Have requirement for the coffee shop insurance product website, which includes financial transaction functionality, the Business Sponsor should take the following actions:
Selected Actions for the Business Sponsor:
B; Check the viability of the project, following the inclusion of the new Must Have requirement.
E: Assess the impact of the new Must Have requirement on the original Business Case.
B: Evaluating the project's viability after adding a significant new requirement is crucial. This involves analyzing whether the project can still meet its objectives within the given constraints, such as time, budget, and resources, especially when the new requirement could potentially add complexity and cost.
E: Understanding how the new requirement affects the original Business Case is essential. This involves reassessing the project's expected benefits, costs, and risks in light of the new functionality. It ensures that the project remains aligned with business objectives and continues to offer a viable return on investment.
Why Other Actions Are Less Suitable:
A; While ensuring adherence to relevant standards is important, it is more of a task for the technical team or a specific role such as the Technical Coordinator, rather than the primary responsibility of the Business Sponsor.
C: Sourcing and hiring specific technical expertise, such as a web developer with experience in online financial transactions, is generally a responsibility delegated to the Project Manager or relevant technical leads, not the Business Sponsor directly.
D: While communicating business changes to all interested parties is important, the specific action of explaining the implications of the business change company-wide is more likely to be a collaborative effort involving several roles, including the Business Change Manager, rather than solely the Business Sponsor's responsibility.
25. Frage
(Sukra Aroon wants to ensure alignment between the emerging Spa infrastructure and innovative spa treatments being developed.
Which approach effectively combines Agile Leadership with practical application?)
Antwort: A
Begründung:
The correct answer is C .
In AgilePM, the strongest way to combine agile leadership with practical delivery control is to create direct collaboration between the Delivery Teams around the work that must fit together. In this case, the Spa infrastructure team and the Spa operations/treatments team are working on interdependent outputs. The best way to keep those outputs aligned is for the teams to agree shared acceptance criteria for the items that depend on one another.
That makes C the best answer because it is both:
* agile in leadership style , since it empowers the teams to collaborate and define quality expectations together, and
* practical in execution , since shared acceptance criteria give both teams a concrete basis for building compatible deliverables.
For example, if a hydrotherapy treatment is planned, the infrastructure team and treatment team may need shared criteria covering:
* space layout,
* water systems,
* safety controls,
* guest flow,
* environmental standards,
* equipment readiness,
* and operational usability.
Without this shared definition, one team could deliver something technically complete but not actually usable by the other.
Why C is correct from an AgilePM perspective:
AgilePM supports:
* collaboration across roles and teams ,
* shared understanding of requirements and outcomes ,
* fitness for business purpose ,
* early clarification of dependencies ,
* and empowered teams working within a coordinated framework .
Shared acceptance criteria are a very effective mechanism because they:
* turn vague alignment into clear, testable expectations,
* expose dependency risks early,
* reduce rework,
* improve communication across teams,
* and help ensure the integrated solution works as intended.
Why the other options are less suitable:
A). Empower Team Leaders to resolve dependencies, escalating major issues to Sukra for a solution- wide view if needed.
This is reasonable, but it is not the best answer. It relies on "Team Leaders" rather than direct team collaboration, and it focuses more on escalation management than on creating a shared working agreement.
AgilePM prefers empowering the teams themselves and resolving dependencies through collaboration as close to the work as possible.
B). Empower Team Leaders to independently handle alignment through informal discussions, documenting key decisions for later review.
This is weaker because "informal discussions" alone are too loose for managing important inter-team dependencies. Alignment needs something more concrete than conversations that are only documented afterward.
D). Encourage Delivery Teams to define shared acceptance criteria for interdependent deliverables and Brinda approving.
This is close, but the addition of Brinda approving makes it less agile. Brinda, as Business Visionary, is important for vision and business alignment, but she should not be drawn into approving detailed inter-team acceptance criteria unless there is a specific business reason. This risks slowing down delivery and reducing team empowerment.
E). Hold a joint Retrospective after each Sprint to review alignment and identify remedial actions to ensure alignment.
Retrospectives are valuable, but this is mainly reactive . It helps improve after issues appear, whereas shared acceptance criteria help prevent misalignment before or during delivery.
F). Hold a joint Retrospective after each Sprint so Team Leaders can share learning and provide feedback.
Again, useful but not the strongest answer. It supports learning, but not direct practical alignment of interdependent deliverables.
G). Use hierarchical reporting where decisions would be documented collaboratively between Brinda Vyas, Mira Bachar, Hira and Sukra Aroon.
This is not very AgilePM-aligned because it introduces a more bureaucratic reporting structure. AgilePM favors collaboration and timely decision-making over hierarchical control.
H). Use hierarchical reporting where changes can be escalated and approved quickly allowing the Delivery Teams to progress.
This is also too command-and-control in style. Agile leadership aims to reduce unnecessary hierarchy and enable teams to work together effectively, not depend on approval chains as the main coordination mechanism.
AgilePM perspective:
This question is really about balancing two needs:
* leadership through empowerment and collaboration , and
* practical governance through clear quality expectations .
Option C does both. It avoids excessive control, but it also avoids vague coordination. It gives the teams a practical tool to align their work while maintaining agility.
Therefore, the best AgilePM answer is C .
26. Frage
......
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