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| Section | Objectives |
|---|---|
| Lifecycle and Products | - Understand and apply the AgilePM lifecycle phases to a project scenario
|
| People, Teams and Interactions | - Identify the people-related factors for successful Agile projects
|
| Roles and Responsibilities | - Apply the AgilePM roles and responsibilities in a project situation
|
| Agile Project Management – Fundamentals and Principles | - Distinguish between the AgilePM lifecycle and a traditional project lifecycle - Apply the underpinning philosophy and principles of AgilePM in a project situation |
| Requirements and User Stories | - Define and refine requirements using AgilePM techniques
|
| Project Planning and Control | - Apply AgilePM planning principles and control mechanisms in a given scenario
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| Preparation and Techniques | - Identify and apply appropriate AgilePM techniques for a given scenario
|
| Delivering on Time – Timeboxing and Prioritisation | - Apply timeboxing techniques in a given scenario - Apply MoSCoW prioritisation to manage requirements and ensure on-time delivery |
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問題 #88
A difference of opinion on the outcome of an earlier project has created a
'them and us' culture between the Sales Department and the Operations Department.
What action should the Project Manager take to resolve this?
答案：B
解題說明：
The most effective action the Project Manager should take to resolve the 'them and us' culture between the Sales Department and the Operations Department is:
B: Brief the team and the Business Visionary on the use of an Agile Project Management approach and the requirement to collaborate.
Addressing the cultural divide requires fostering an environment of collaboration and mutual respect. By educating all team members and the Business Visionary about Agile Project Management principles, which emphasize teamwork, collaboration, and collective ownership of project outcomes, the Project Manager can help shift the team's mindset towards a more unified approach. This briefing should highlight the value of diverse perspectives and the importance of working together towards common goals, thus addressing the underlying issues contributing to the 'them and us' culture. Encouraging open communication and collaboration as fundamental components of the Agile approach can help break down barriers and build a more cohesive team.
問題 #89
(Brinda Vyas has been absent for two weeks, leaving Mira Bachar and the Delivery Teams to make decisions.
Recent strategic adjustments haven ' t been communicated to the Delivery Teams causing frustration and risk of rework.
Which 2 statements describe how this risk should be handled within the AgilePM framework?)
答案：A,C
解題說明：
The correct answers are C and E .
This is a classic business availability and decision-latency risk in AgilePM. The problem is not just that Brinda is absent. The bigger issue is that the Business Visionary input is missing at a time when strategic adjustments are affecting delivery decisions . That creates a real risk of:
* misalignment with the project vision,
* unnecessary assumptions,
* frustration in the Delivery Teams,
* and costly rework.
AgilePM relies heavily on active business involvement . When a key business role becomes unavailable, the right response is to restore decision-making guidance quickly and protect the teams from working blindly on uncertain items .
Why C is correct
"Hira should engage other business stakeholders to assume Brinda Vyas ' responsibilities to ensure the Delivery Teams receives strategic guidance." This aligns strongly with AgilePM.
Hira, as Project Manager, should act to restore the missing business guidance by coordinating with suitable business stakeholders who can temporarily support or cover the gap. AgilePM does not encourage leaving teams without access to strategic direction. It also does not assume that work should continue normally when a key business authority is unavailable.
This response is good because it:
* maintains business engagement,
* reduces decision delays,
* protects alignment with the vision,
* and helps the Delivery Teams continue with informed guidance.
In AgilePM, if a critical role is unavailable, the project should adapt so the necessary business input remains accessible.
Why E is correct
"The Delivery Teams should focus on backlog items with clear business direction and pause tasks that require Brinda Vyas ' input until guidance is available." This is also very AgilePM-aligned.
It is a practical risk response that avoids reckless progress based on guesswork. Teams should keep moving where the direction is already clear, but they should avoid pushing ahead on items that depend on missing strategic clarification.
This balances:
* maintaining momentum,
* avoiding unnecessary delay across all work,
* and reducing the risk of rework on unclear items.
That is exactly the kind of sensible, adaptive delivery behavior AgilePM supports.
Why the other options are incorrect
A). Continue increment work based on the backlog, assuming adjustments can be made when Brinda Vyas returns.
This is not a good AgilePM response because it normalizes working with outdated or incomplete strategic guidance. If recent strategic changes have not been communicated, continuing as normal increases the risk of building the wrong thing.
B). Mira Bachar and the Delivery Teams should document assumptions behind decisions and continue progress without validation.
Documenting assumptions is better than ignoring them, but continuing without validation is still too risky in this scenario. AgilePM values transparency, but it does not support knowingly progressing on uncertain strategic assumptions when better escalation and stakeholder engagement are possible.
D). Hira should escalate to Sarah Lark, the Business Sponsor, to replace Brinda Vyas with another qualified Business Visionary.
This may become necessary if the absence is prolonged or the project is materially threatened, but it is too strong as the best immediate response here. AgilePM would first look to restore business guidance through practical engagement and controlled work selection before moving to formal replacement.
AgilePM perspective
AgilePM expects:
* active and timely business input,
* collaborative response to risks,
* continued delivery where direction is clear,
* and escalation or substitution when critical decision-making is missing.
So the best way to handle this risk is to:
* restore business guidance through other suitable stakeholders , and
* limit work to items that have clear direction until ambiguity is resolved .
Therefore, the correct answers are:
C, E
問題 #90
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:
(Developers in the Infrastructure Team report integration issues between climate control and lighting systems, leading to an excessive energy demand beyond the capacity of the solar panels.
Which 2 of the following actions align with the AgilePM guidance on addressing risk?)
答案：A,E
解題說明：
The best answers are C and D .
C is correct because AgilePM promotes building quality and risk control into the work itself. Adding integration testing to acceptance criteria ensures that relevant items are not considered complete unless the integration risk has been addressed.
D is also correct because including explicit integration test scenarios in the Sprint Backlog makes the risk visible, actionable, and part of planned delivery rather than something left vague or deferred.
Why the others are weaker:
* A is not AgilePM-aligned because timeboxes should not be casually extended.
* B is too centralized; Sukra's input matters, but risk handling should be collaborative and embedded in delivery.
* E is too late and reactive; integration concerns should be addressed continuously, not saved for the end.
So the correct answers are C, D .
問題 #91
As time goes by, there is an increase in Customer Services staff asking questions about how their skills development will be supported under the new structure and how they will influence decisions about the projects they will be assigned to work on.
Which is the MOST appropriate response from the Customer Service Director?
答案：A
解題說明：
Comprehensive and Detailed Step-by-Step Explanation:
Context from the UniCo Scenario:
In a major organizational change like this, active staff involvement is critical to ensure alignment, engagement, and buy-in. Staff members' questions about skill development and project assignments indicate that they are invested in the success of the change but need direction and inclusion. Effective responses should empower leadership to address these concerns while fostering collaboration and clarity.
Analysis of Each Option:
* A. Prepare presentations to all staff outlining the targets for the new structure.
* Why Incorrect:While presentations can provide clarity, they are top-down communication and do not address staff engagement directly. This approach misses the opportunity to actively include staff in decision-making or skills development discussions.
* B. Support line leadership roles on how to include those asking the questions.
* Why Correct:Supporting line leaders ensures that the staff asking questions are actively involved in the process. Line leadership is typically closer to the teams and can effectively include their input in decision-making. This approach aligns with AgilePM principles of empowering teams and fostering collaboration at the operational level.
* C. Ask for the communications from the change teams to include the questions.
* Why Incorrect:While addressing these questions in communications is helpful, it does not provide a direct platform for staff engagement or influence. This approach risks being seen as a passive response rather than actively resolving concerns.
* D. Define the approach and governance for the Customer Services projects.
* Why Incorrect:Governance and structure are important, but this response focuses on technical aspects of project delivery rather than addressing staff engagement and their questions about skills development. It does not provide immediate reassurance or inclusion for staff concerns.
Why B Is Correct:
* Direct Engagement with Staff Concerns:
* By empowering line leadership, the Customer Services Director ensures that staff questions are addressed effectively and incorporated into decision-making. This creates a culture of collaboration and trust.
* Alignment with AgilePM Principles:
* AgilePM emphasizes empowered teams and engagement at the operational level to drive change successfully. Line leaders are well-positioned to address team concerns directly.
* Sustainable Solution:
* Supporting line leadership ensures ongoing responsiveness to staff concerns, rather than providing one-off presentations or communications.
References to AgilePM Framework:
* Empowered Teams:
* AgilePM stresses the role of line leaders in empowering their teams and ensuring effective collaboration. (AgilePM Practitioner Guide, Chapter 6: Empowered Teams)
* Stakeholder Engagement:
* AgilePM highlights that involving stakeholders directly in decision-making is critical to gaining buy-in and addressing concerns. (AgilePM Practitioner Guide, Chapter 8: Stakeholder Engagement)
* Sustained Engagement:
* Responses should aim to foster sustained staff engagement and involvement, not just one-time solutions. (AgilePM Practitioner Guide, Chapter 9: Delivering Value Early)
問題 #92
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?)
答案：B
解題說明：
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 .
問題 #93
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AgilePM-Practitioner考試心得: https://www.vcesoft.com/AgilePM-Practitioner-pdf.html
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