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| Certification Vendor: | APMG International |
|---|---|
| Exam Name: | APMG Agile Project Management (AgilePM) Practitioner Examination |
| Exam Number: | AgilePM-Practitioner |
| Real Exam Qty: | 4 scenario-based questions (objective testing format with multiple sub-questions) |
| Passing Score: | 50% (typically 40/80 marks) |
| Related Certifications: | AgilePM Practitioner AgilePM Foundation |
| Available Languages: | English |
| Exam Duration: | 150 minutes |
| Certificate Validity Period: | 5 years (subject to APMG certification renewal policy) |
| Exam Price: | Varies by region and training provider (typically ~£250–£350 GBP) |
| Exam Format: | Scenario-based objective testing, Multiple-part questions, Closed book |
| Recommended Training: | APMG Accredited AgilePM Training Providers DSDM Agile Project Management Guidance |
| Exam Registration: | APMG Candidate Portal / Exam Booking APMG International AgilePM Page |
| Sample Questions: | APMG-International AgilePM-Practitioner Sample Questions |
| Exam Way: | Online proctored or accredited test centre exam |
| Pre Condition: | APMG AgilePM Foundation certification is recommended or required before sitting the Practitioner exam (varies by provider and training route). |
| Official Syllabus URL: | https://apmg-international.com/product/agilepm |
>> Real AgilePM-Practitioner Question <<
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NEW QUESTION # 72
Sales staff failed to achieve last month's sales targets when training in the mobile products and supporting sales systems and processes was first started. This month the sales team is working after hours and weekends to try to meet the current targets while developing the new skills needed. It is generally felt that this situation is unsustainable.
Which 2 actions by the Sales Director are the MOST appropriate when responding to this type of resistance?
Answer: D,E
Explanation:
Comprehensive and Detailed Step-by-Step Explanation:
Context from the UniCo Scenario:
The sales team is struggling with the transition to mobile products and new supporting systems, resulting in missed sales targets and unsustainable work practices. This resistance stems from change fatigue, lack of skills, and a perceived lack of support during the transition period. The Sales Director must address this resistance by providing motivation, clear guidance, and practical solutions.
Analysis of Each Option:
* A. Visibly celebrate examples of the Sales staff using the new skills and systems.
* Celebrating successes motivates the sales staff and creates positive reinforcement, boosting morale during challenging transitions. This approach aligns with AgilePM's emphasis on recognizing progress to encourage a sense of achievement and reduce resistance.
* Correct.
* B. Allow those Sales staff with opposing attitudes to use the old systems in parallel.
* Using the old systems in parallel creates inconsistency, confusion, and prevents full adoption of the new approach. It may reinforce resistance rather than addressing it. AgilePM principles advocate for consistent implementation of changes to ensure alignment and long-term success.
* Incorrect.
* C. Identify the options available for moving people out of the Sales area to other jobs.
* This action does not address the core issue of resistance and the challenges in adapting to the new systems. It may also demoralize staff and increase turnover, contrary to the AgilePM principle of building team engagement and capability.
* Incorrect.
* D. Assign some of the sales team to work exclusively on developing the necessary skills.
* Providing focused time for skill development allows staff to adapt without the pressure of simultaneously meeting sales targets. This aligns with AgilePM's emphasis on supporting capability development and creating a sustainable pace of work during transitions.
* Correct.
* E. Provide a clear timetable of change to those Sales staff preparing for future operations.
* While planning is essential, a timetable alone does not directly address the immediate challenges faced by the sales team. The focus here should be on reducing current pressure and supporting skill development.
* Incorrect.
Why A and D Are Correct:
* Celebrating Success (A):
* Boosts morale and encourages adoption of new systems through visible recognition of progress.
* Reinforces a positive culture of adaptability, which is crucial in AgilePM for overcoming resistance.
* Focused Skill Development (D):
* Eases the transition by giving staff the necessary time to master new skills without being overwhelmed.
* Aligns with AgilePM's focus on supporting team development to ensure successful change adoption.
References to AgilePM Framework:
* Team Morale and Engagement:
* Recognizing team achievements fosters collaboration and reduces resistance. (AgilePM Practitioner Guide, Chapter 12: Managing People)
* Supporting Capability Development:
* Ensuring teams have time and resources to upskill is a key factor in managing transitions.
(AgilePM Practitioner Guide, Chapter 10: Preparing for Change)
* Sustainable Pace of Work:
* AgilePM emphasizes balancing work demands to prevent burnout and maintain productivity during change initiatives. (AgilePM Practitioner Guide, Chapter 9: Leadership and Engagement)
NEW QUESTION # 73
How should the Project Manager encourage the contractors to turn up on time?
Answer: D
Explanation:
Topic 2, 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.
NEW QUESTION # 74
Which 2 statements describe the appropriate application of Agile Project Management when developing the Prioritised Requirements List during Feasibility?
Answer: B,D
Explanation:
In the context of Agile Project Management when developing the Prioritised Requirements List during Feasibility, the two statements that align with Agile principles are:
B; The re-laying of the driveway and a landscaping solution should be listed as Must Have requirements.
E: Regulatory obligations associated with the redevelopment of Hoy Hall should be recorded as Must Have requirements.
Here's the rationale:
*B: In Agile, requirements are often categorized by priority such as "Must Have", "Should Have", "Could Have", and "Won't Have for now" (the MoSCoW method). The re-laying of the driveway and a landscaping solution are essential for the project's success and thus should be classified as "Must Have".
*E: Regulatory requirements are non-negotiable constraints that the project must adhere to. These should always be prioritized in the requirements list to ensure compliance and to avoid legal issues, making them
"Must Have" items as well.
NEW QUESTION # 75
Which 2 statements describe the appropriate application of Agile Project Management when developing the Prioritised Requirements List during Feasibility?
Answer: B,D
Explanation:
In the context of Agile Project Management when developing the Prioritised Requirements List during Feasibility, the two statements that align with Agile principles are:
B). The re-laying of the driveway and a landscaping solution should be listed as Must Have requirements.
E). Regulatory obligations associated with the redevelopment of Hoy Hall should be recorded as Must Have requirements.
Here ' s the rationale:
* B: In Agile, requirements are often categorized by priority such as " Must Have " , " Should Have " , " Could Have " , and " Won ' t Have for now " (the MoSCoW method). The re-laying of the driveway and a landscaping solution are essential for the project ' s success and thus should be classified as " Must Have " .
* E: Regulatory requirements are non-negotiable constraints that the project must adhere to. These should always be prioritized in the requirements list to ensure compliance and to avoid legal issues, making them " Must Have " items as well.
NEW QUESTION # 76
To ensure that the UniCo change programme is successful, the Chief Executive Officer (CEO) knows that correctly assigning the key change roles will be essential.
Which 2 statements BEST explain why the IT Support Manager is appropriate for the role of change agent for the change programme?
Answer: B,C
Explanation:
Comprehensive and Detailed Step-by-Step Explanation
A Change Agent plays a pivotal role in ensuring the success of a change initiative. Their responsibilities typically include fostering collaboration, addressing resistance, and facilitating the implementation of the change. The IT Support Manager is a suitable choice for this role because of their network across the organization and their ability to connect different leaders and departments.
1. Why B (Bringing Leaders Together) is Correct
* The IT Support Manager, through their role, is positioned to work across multiple departments.
* They are likely familiar with similar challenges faced by other line leaders due to their experience in supporting IT systems and processes organization-wide.
* This ability to act as a connector between leaders makes them well-suited to facilitate collaboration and ensure alignment across the organization during the change initiative.
2. Why C (Strong Network Organization-Wide) is Correct
* By supporting staff at all levels of the organization, the IT Support Manager has built a robust network.
* This network enables them to influence and communicate effectively with individuals across various teams, which is crucial for overcoming resistance and promoting the change program.
* Their established relationships can also help them gather feedback and identify concerns early, making them an effective change agent.
3. Analysis of Incorrect Options
* Option A:
* Quietly implementing directions without challenging decisions does not align with the proactive and collaborative nature of a change agent's role. Change agents must actively engage with stakeholders and advocate for the change, rather than passively implementing instructions.
* Eliminate.
* Option D:
* While direct authority can be useful, the change agent's role is more focused on influence and collaboration across the organization, rather than control over specific teams.
* The IT Support Manager's authority over IT staff is secondary to their ability to work across organizational boundaries.
* Eliminate.
* Option E:
* Wanting to gain experience in change management is not a key qualification for being a change agent. The role requires demonstrated skills in influence, collaboration, and facilitating change rather than a desire to learn.
* Eliminate.
4. Practical Implications
* A strong network and the ability to connect leaders are critical for fostering alignment during a change program.
* The IT Support Manager's role and experience position them to address cross-departmental challenges and encourage collaboration, making them an ideal choice for the change agent role.
NEW QUESTION # 77
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