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| Certification Vendor: | APMG-International |
|---|---|
| Exam Name: | Agile Project Management (AgilePM®) Practitioner Exam |
| Exam Number: | AgilePM-Practitioner |
| Certificate Validity Period: | Certification lifetime; Registered status valid 5 years |
| Available Languages: | Polish, English, Italian, German |
| Exam Format: | No negative marking, Open book (only official AgilePM manual allowed), Objective / Scenario-based questions |
| Real Exam Qty: | 4 scenario-based questions |
| Exam Price: | approx. $450 - $550 USD (varies by region) |
| Passing Score: | 50% (30/60 for v3; 40/80 for v2) |
| Exam Duration: | 120 - 150 |
| Related Certifications: | Agile Project Management (AgilePM) Foundation |
| 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 # 63
Answer the following questions about the acceptance criteria within the project.
Decide whether the approach to setting and using acceptance criteria has been applied appropriately and select the response that supports your decision.
When specifying high-level prioritised requirements during Foundations, the Business Visionary has suggested that acceptance criteria for the requirement to "temporarily weatherproof the roof" should NOT be set until Solution Development Timebox A.
Is this an appropriate approach to setting high-level acceptance criteria?
Answer: D
Explanation:
C: No, because by the end of Foundations the quality expectations and overall acceptance criteria for at least the first increment should have been set, and high-level acceptance criteria set for later increments.
Rationale:
In Agile Project Management, it's important to establish high-level acceptance criteria early in the project to guide development and ensure that the solution meets the business needs and quality expectations. The Foundations phase is when the project's scope, objectives, and methods are defined, including the acceptance criteria for the first increment and at a high level for subsequent increments. This ensures that everyone has a clear understanding of what "done" looks like before development begins, reducing the risk of misalignment and rework.
NEW QUESTION # 64
Using the information provided in the additional information, answer the following question on building a change analytics strategy.
Do the measures to be monitored by the Sales Director represent appropriate measures for assessing change readiness?
Answer: C
Explanation:
Comprehensive and Detailed Step-by-Step Explanation:
Context from the UniCo Scenario:
The Sales Director's metrics focus on assessing the readiness of the sales team to adapt to new systems, such as their confidence levels and ability to demonstrate mobile application features. This ensures that the team is prepared for the transformation UniCo is undertaking. Change readiness is often a combination of quantitative and qualitative insights, especially for understanding how prepared and skilled staff are to adopt the new processes.
Analysis of the Answer Options:
* A. No, because change readiness measures should consist of mostly quantitative measures.
* Why Incorrect:Change readiness measures are not limited to quantitative methods. Qualitative measures, such as surveys and confidence levels, are essential for evaluating readiness in transformation programs. By relying on both, the organization gets a more holistic understanding.
* B. No, because change readiness should be monitored using the change programme plan.
* Why Incorrect:The change program plan provides an overarching structure, but it is not the sole method for monitoring readiness. The Sales Director has appropriately identified new data sources and targeted measures (e.g., surveys), which are crucial for assessing readiness directly.
* C. Yes, because the Sales Director has identified measures that require new data sources.
* Why Correct:The Sales Director's plan involves surveys to gather fresh data, such as confidence levels and proficiency in new systems. These are leading indicators for change readiness and provide actionable insights into team preparedness. Using new data sources ensures the measures are tailored to the transformation objectives, making them appropriate for assessing readiness.
* D. Yes, because these metrics provide opinions collected via mostly qualitative methods.
* Why Incorrect:While qualitative methods such as surveys are used, this answer implies an over- reliance on qualitative data. Effective change readiness strategies should balance both qualitative (e.g., confidence levels) and quantitative (e.g., percentage of staff trained) insights.
Why C Is the Best Answer:
* Focus on Leading Indicators:
* The Sales Director's identified measures focus on readiness and forward-looking insights, such as proficiency and confidence, which are key aspects of preparing staff for the change.
* Incorporating New Data Sources:
* The use of surveys as new data sources ensures that the metrics are specific to the change initiative and capture real-time readiness levels, making them highly relevant.
* Alignment with AgilePM Principles:
* AgilePM emphasizes the importance of gathering real-time, actionable data to monitor progress and adapt strategies. The Sales Director's approach aligns with this principle by introducing targeted metrics for readiness.
References to AgilePM Framework:
* Change Readiness Assessment:
* AgilePM highlights the importance of continuously assessing readiness to ensure teams can adapt and contribute effectively to change programs. (AgilePM Practitioner Guide, Chapter 7:
Governance and Control)
* Combining Data Sources:
* Balancing qualitative and quantitative methods is a best practice for ensuring that readiness measures are comprehensive and actionable. (AgilePM Practitioner Guide, Chapter 11:
Measuring Success)
NEW QUESTION # 65
The Timebox to deliver the online reservation system through the Hoy Hall website has experienced a major issue. During Timebox C a test was completed to simulate an attack on the financial element of the online reservation system, with the intention of finding security weaknesses. It was found that it was potentially possible to gain access to the system, its functionality and data. Further work is therefore needed to meet the information security elements of a customer financial transaction.
Answer the following question about the actions to be taken by each role.
Column 1 describes a list of actions related to dealing with the security issue with the hotel reservation system.
Column 2 lists the key roles. For each action in Column 1,
select from Column 2 the role that should carry out the action.
Each selection from Column 2 can be used once, more than once or not at all.
Column 1
* Advise how the legislation on the transfer of data will affect the requirements and the system.
* Agree the changes needed to the corporate technical architecture with the Architecture Angels IT support team.
* Ensure the information security vulnerability is communicated to the AA Head Office IT Director.
* Evaluate the impact of proposed security controls on the business and decide on the most suitable solution.
* Reprioritise the requirements on the Prioritised Requirements List associated with the security issue.
Column 2
* Project Manager
* Business Sponsor
* Business Visionary
* Technical Coordinator
* Business Analyst
* Team Leader
* Business Ambassador
* Solution Developer
Answer:
Explanation:
Explanation:
* Advise how the legislation on the transfer of data will affect the requirements and the system.
* E. Business Analyst
* Agree the changes needed to the corporate technical architecture with the Architecture Angels IT support team.
* D. Technical Coordinator
* Ensure the information security vulnerability is communicated to the AA Head Office IT Director.
* A. Project Manager
* Evaluate the impact of proposed security controls on the business and decide on the most suitable solution.
* B. Business Sponsor
* Reprioritise the requirements on the Prioritised Requirements List associated with the security issue.
* C. Business Visionary
Rationale:
* A Business Analyst typically has the expertise to understand and communicate how data transfer legislation impacts system requirements.
* The Technical Coordinator is usually responsible for technical decisions, including those that impact the technical architecture, and would work closely with the IT support team to agree on changes.
* The Project Manager should ensure that key information, such as security vulnerabilities, is communicated to senior management, in this case, the IT Director.
* The Business Sponsor, who is ultimately responsible for the project from a business perspective, would evaluate the impact of security measures on the business.
* The Business Visionary is often tasked with understanding the strategic view of the project requirements and would be suited to reprioritize requirements, especially those with significant implications like security issues.
NEW QUESTION # 66
The Change Manager is looking to develop the change agent network that will support the changes related to the Operational delivery processes workstream.
Which approach is MOST likely to be relevant when deciding on the size of the change network for the Operational delivery processes workstream?
Answer: A
Explanation:
Comprehensive and Detailed Step-by-Step Explanation
The size and scope of a change agent network must be tailored to the needs of the specific workstream it is supporting. In the case of the Operational delivery processes workstream, the focus is on integrating systems and processes across both the UniCo and Selco locations.
1. Why C (Agents Covering Both Applications and IT Support) is Correct
* Broad Coverage: Selecting change agents from both the Applications and IT Support areas ensures that the network addresses the full range of changes required, including technical systems, applications, and IT processes.
* Dual Location Focus: The operational delivery workstream spans both the UniCo and Selco locations.
Having representation from both locations ensures that changes are implemented effectively and address the unique challenges of each site.
* Balance of Expertise: IT Support staff are critical for process-related changes, while Applications staff bring expertise in mobile application development, which aligns with UniCo's strategic goals.
2. Analysis of Incorrect Options
* Option A (Assign Two Agents):
* Assigning only two change agents is overly restrictive and would not provide sufficient coverage for a large-scale integration of operational processes across multiple departments and locations.
* Eliminate.
* Option B (Recruit Mainly IT Support Staff):
* While IT Support staff are experiencing significant changes, focusing solely on this group excludes other important areas, such as Applications, which are critical to UniCo's strategy of integrating mobile applications.
* Eliminate.
* Option D (Involve Only Selco Staff):
* Although Selco staff bring valuable expertise in mobile applications, relying exclusively on them could alienate UniCo staff and hinder buy-in for the change. A balanced network incorporating both UniCo and Selco staff is more effective.
* Eliminate.
3. Practical Implications
* Selecting change agents from both Applications and IT Support ensures that the network is comprehensive and aligned with the goals of the operational delivery processes workstream.
* This approach also promotes collaboration between UniCo and Selco staff, which is essential for successful integration and cultural alignment.
NEW QUESTION # 67
The Business Sponsor threatened to stop funding if there was no evidence of tangible progress. To reduce this risk, the Business Sponsor was invited to several walk- rounds of the new bedroom and en-suite bathroom facilities throughout the project.
Is this an appropriate application of Agile Project Management for this project?
Answer: D
NEW QUESTION # 68
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