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| Certification Vendor: | APMG International |
|---|---|
| Exam Name: | APMG Agile Project Management (AgilePM) Practitioner Examination |
| Exam Number: | AgilePM-Practitioner |
| Related Certifications: | AgilePM Practitioner AgilePM Foundation |
| Passing Score: | 50% (typically 40/80 marks) |
| Certificate Validity Period: | 5 years (subject to APMG certification renewal policy) |
| Exam Price: | Varies by region and training provider (typically ~£250–£350 GBP) |
| Available Languages: | English |
| Exam Duration: | 150 minutes |
| Exam Format: | Multiple-part questions, Scenario-based objective testing, Closed book |
| Real Exam Qty: | 4 scenario-based questions (objective testing format with multiple sub-questions) |
| Recommended Training: | DSDM Agile Project Management Guidance APMG Accredited AgilePM Training Providers |
| 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 |
>> Valid AgilePM-Practitioner Exam Materials <<
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NEW QUESTION # 113
Answer the following question about the agile change practices that are being used by the Change Manager.
Column 1 lists statements made by the change team. For each statement in Column 1, select from Column 2 the relevant agile change practice being used.
Each selection from Column 2 can be used once, more than once or not at all.
Column 1
* A new company logo, which
maintains features of the
existing UniCo logo, but also
represents expertise in
innovative solutions and mobile
applications, is needed as a
high priority for the rebranding
of UniCo.
* Next time we work with the
Sales Team we will need to
schedule the fast-track training
of the Sales staff more carefully
as taking a member of staff
away from the sales work
caused operational issues.
3. Gaining access rights to make
amendments to UniCo's new
finance system is currently
causing issues and holding up
the updates to enable the
system to work with the new
processes.
* The company procedures for
delivering large-scale computer
systems will need to be revised
to reflect the new processes for
mobile applications, taking an
estimated 60 days of effort.
Answer:
Explanation:
Explanation:
Column 1 & Matches from Column 2
* A new company logo, which maintains features of the existing UniCo logo, but also represents expertise in innovative solutions and mobile applications, is needed as a high priority for the rebranding of UniCo.Answer: C (Change Backlog)Explanation:
* This represents a prioritized task to meet a strategic goal (rebranding). Such items are typically tracked and managed in a Change Backlog in Agile practices, enabling the team to prioritize and focus on delivering value.
* Next time we work with the Sales Team, we will need to schedule the fast-track training of the Sales staff more carefully, as taking a member of staff away from the sales work caused operational issues.Answer: B (Retrospectives)Explanation:
* The statement reflects a learning from past actions to improve future efforts, which is the essence of a Retrospective in Agile. Retrospectives are designed to reflect on what went well, what didn't, and what can be improved.
* Gaining access rights to make amendments to UniCo's new finance system is currently causing issues and holding up the updates to enable the system to work with the new processes.Answer: A (Stand-Ups)Explanation:
* This statement describes a blocker or impediment being identified. Stand-Ups are daily meetings where team members discuss progress, share updates, and raise blockers for resolution.
* The company procedures for delivering large-scale computer systems will need to be revised to reflect the new processes for mobile applications, taking an estimated 60 days of effort.Answer: C (Change Backlog)Explanation:
* Revising procedures is a substantial task that needs to be prioritized and tracked. This is managed through the Change Backlog, where such larger initiatives are broken into smaller deliverables and scheduled appropriately.
Final Answer Table
Column 1 (Statement)
Column 2 (Answer)
1.
C (Change Backlog)
2.
B (Retrospectives)
3.
A (Stand-Ups)
4.
C (Change Backlog)
Explanation Based on Agile Practices
* Change Backlog: Used to manage prioritized tasks and ensure alignment with business goals.
* Retrospectives: Provide a mechanism for teams to reflect on their work and identify improvements.
* Stand-Ups: Help highlight blockers and ensure continuous progress in iterative cycles.
NEW QUESTION # 114
(At a meeting, Hira reminded all project participants of their role responsibilities.
Which statement does NOT comply with AgilePM?)
Answer: G
Explanation:
The statement that does NOT comply with AgilePM is H .
In AgilePM, the Project Manager does play an important coordination and leadership role, but reviewing Sprint Backlogs each Sprint to check and focus priorities is not the right expression of that responsibility.
Prioritization is primarily driven by the business roles , and the detailed Sprint-level backlog is typically managed much closer to the Delivery Team level.
Why H is incorrect:
* Priorities are not owned by the Project Manager alone. They are shaped by business need and value, usually through the relevant business ownership roles.
* The Sprint Backlog is a detailed delivery artifact used by the team to organize and execute work during the Sprint.
* Hira can support coordination, visibility, dependency management, and escalation, but she should not be positioned as the person who reviews Sprint Backlogs in order to "focus priorities" each Sprint as though that were her core responsibility.
That wording shifts too much control toward the Project Manager and away from the empowered team and business-led prioritization model that AgilePM supports.
Why the other options are compliant:
A). Brinda Vyas owns and communicates the project vision, ensuring everyone understands how they contribute to the business goals.
This aligns well with the Business Visionary role. AgilePM expects the vision to be clearly owned and communicated.
B). Brinda Vyas resolves business-related conflicts and needs to be sufficiently available so Delivery Teams can move forward without delay.
This is also aligned. Business leadership must be engaged and available enough to avoid delays in clarification and decision-making.
C). Developers collaborate with each other and Sukra Aroon who ensures technical integrity of the solution, that it meets agreed priorities.
This is broadly aligned. Developers collaborate on delivery, and the Solution Architect safeguards technical coherence and integrity. The "agreed priorities" part is driven by the wider project context, but the statement is still generally consistent with AgilePM collaboration.
D). Developers provide consensus-based estimates to support effective planning and prioritization.
This fits AgilePM well. Delivery teams are closely involved in estimating because they are best placed to judge effort and feasibility.
E). Mira Bachar ensures business needs are clear and prioritized so the Delivery Teams can deliver maximum value.
This is consistent with the Product Owner-style responsibility of clarifying and prioritizing business needs.
F). Mira Bachar collaborates with Brinda Vyas, Sukra Aroon, and Hira to balance business priorities, technical feasibility and delivery constraints.
This strongly aligns with AgilePM's collaborative approach across business, technical, and management roles.
G). Hira ensures effective collaboration between everyone and removes blockers.
This is a good AgilePM description of the Project Manager's facilitative role.
AgilePM perspective:
AgilePM promotes:
* business-led prioritization
* empowered delivery teams
* facilitative project management
* collaborative dependency handling
* clear role boundaries
A Project Manager should support transparency and coordination, but not take over detailed Sprint backlog control in a way that weakens team empowerment or business ownership of priorities.
Therefore, the statement that does not comply with AgilePM is H .
NEW QUESTION # 115
During the Foundations phase for Project Increment 4, Sukra Aroon held a meeting with Hira, Mira Bachar, andWanida Anong, to ensure alignment and compliance with EPR company policies, local regulations, and international standards. The meeting also clarified how financial and investment decisions would be made for Project Increment 4, ensuring alignment with EPR business priorities, and how this information will be tracked, controlled and evidenced.
Wanida Anong, who works across multiple sites worldwide, attended the meeting in person but has limited availability throughout the Project Increment.
(During the meeting, Hira shared concern that the fixed end date for Project Increment 4, aligned with the start of next season, creates a risk as elements of the Eco-spa may not be ready in time. Based on AgilePM guidance, which of the following is an appropriate response to managing this risk?)
Answer: B
Explanation:
The correct answer is B .
In AgilePM, when the end date is fixed , the primary control mechanism is not to move time, but to manage scope intelligently . That is exactly what MoSCoW prioritization is for.
Why B is correct:
* AgilePM protects delivery dates by ensuring that Must Have requirements are delivered first.
* Lower-priority items such as Should Have and Could Have can be deferred, reduced, or reshaped if time becomes constrained.
* This preserves business viability while maintaining control.
Why the other options are weaker:
* A is too narrow. Compliance may be critical, but AgilePM would not automatically prioritize all compliance work ahead of everything else without using agreed prioritization logic.
* C is not the primary AgilePM response. Adding temporary resources is not always effective and may introduce more complexity.
* D conflicts with the principle of protecting time. AgilePM generally fixes time and cost, flexing scope where needed.
So the most appropriate AgilePM response is B .
NEW QUESTION # 116
Using the additional information provided for this question in the Scenario Booklet, answer the following questions about the requirement for a fire exit from the upstairs of the building.
What is an appropriate reason to classify the need for a secondary exit from the upstairs of the building as a Must Have requirement?
Answer: A
Explanation:
A: Provision of a secondary exit from the upstairs of the building will ensure compliance with national fire safety regulations.
Rationale:
Compliance with national fire safety regulations is non-negotiable and would be a legal requirement for the operation of the hotel. Therefore, any features required to meet these regulations would automatically be classified as "Must Have" due to their mandatory nature for safety and legal operation.
NEW QUESTION # 117
Using the additional information provided for this question in the Scenario Booklet, answer the following question about the actions the Sales Director should take to develop an effective Sales management team, according to the five dysfunctions that characterize an ineffective team identified by Patrick Lencioni.
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 Sales Director's plan is an appropriate way to address the team dysfunction exhibited in Point (1).
Reason: Having a clear shared commitment to the outputs required of them is necessary for a team to be truly effective.
* Analysis:Patrick Lencioni's first dysfunction is the absence of trust. Point (1) outlines issues of commitment due to internal conflicts and lack of alignment. The Sales Director's plan addresses these issues by bringing the team together for a shared vision and commitment. This ensures clarity of expectations and alignment.
* Since the assertion and reason are true and explain the behavior, the correct answer is A.
2. Assertion: The Sales Director's plan is an appropriate way to address the team dysfunction exhibited in Point (2).
Reason: Team working is enhanced by taking constructive action to avoid debates that risk damaging team relationships.
* Analysis:Dysfunction (2) addresses fear of conflict. The Sales Director plans to clarify individual roles and responsibilities. This proactive action avoids unnecessary debates about overlapping work and ensures constructive conflict resolution, essential for building relationships.
* Since the assertion and reason are true and explain the behavior, the correct answer is A.
3. Assertion: The Sales Director's plan is an appropriate way to address the team dysfunction exhibited in Point (3).
Reason: Team leaders should define the problem-solving and decision-making processes for their teams to support commitment to change tasks.
* Analysis:Point (3) highlights a lack of accountability, one of the dysfunctions. The Sales Director's plan acknowledges unfulfilled tasks and seeks joint agreement on future actions. This creates structured accountability by defining processes and ensuring follow-through on commitments.
* Since the assertion and reason are true and explain the behavior, the correct answer is A.
4. Assertion: The Sales Director's plan is an appropriate way to address the team dysfunction exhibited in Point (4).
Reason: Teams that have trust amongst the members when collaborating, tend to make more efforts to avoid letting other team members down.
* Analysis:Dysfunction (4) is inattention to results. Point (4) highlights resistance to adopting the required changes for selling mobile applications. The plan to cross-collaborate with other departments builds trust and understanding among team members, ensuring shared accountability for results.
* Since the assertion and reason are true and explain the behavior, the correct answer is A.
References:
* Patrick Lencioni's Five Dysfunctions of a Team: A Leadership Fable.
* Analysis of team collaboration and management strategies applied to organizational development.
NEW QUESTION # 118
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