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| Certification Vendor: | APMG-International |
|---|---|
| Exam Name: | Agile Project Management (AgilePM®) Practitioner Exam |
| Exam Number: | AgilePM-Practitioner |
| Passing Score: | 50% (30/60 for v3; 40/80 for v2) |
| Exam Price: | approx. $450 - $550 USD (varies by region) |
| Related Certifications: | Agile Project Management (AgilePM) Foundation |
| Exam Format: | Objective / Scenario-based questions, No negative marking, Open book (only official AgilePM manual allowed) |
| Available Languages: | Polish, German, English, Italian |
| Real Exam Qty: | 4 scenario-based questions |
| Exam Duration: | 120 - 150 |
| Certificate Validity Period: | Certification lifetime; Registered status valid 5 years |
| 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 # 185
The Change Manager is discussing the relocation of the Selco staff to the UniCo office with the Operations Director. They are using the SCARF framework of people's social experience to guide management actions. Answer the following questions about the use of David Rock's SCARF framework to increase the motivation for change.
Some of the employees of UniCo are unhappy that they have been given no choice in losing additional leisure space to accommodate the transferred Selco employees. The Change Manager has arranged for affected members to meet with the Selco employees at a social lunch.
Is this an appropriate approach to reward the brain in the need for 'autonomy,' and why?
Answer: A
Explanation:
Comprehensive and Detailed Step-by-Step Explanation:
The SCARF framework identifies five key domains of social experience that influence motivation: Status, Certainty, Autonomy, Relatedness, and Fairness. This question asks if the action taken by the Change Manager appropriately addresses the autonomy domain.
1. Why Autonomy is Not Addressed
* Autonomy refers to an individual's sense of control over their choices and environment.
* In this scenario, UniCo employees feel powerless due to the loss of leisure space without consultation. Autonomy could have been addressed by giving staff more control or input during the decision-making process, such as asking for their preferences or involving them in discussions about how the space could be used.
* Arranging a social lunch does not restore autonomy, as it does not give employees more control or decision-making power.
2. Why Relatedness is Addressed
* Relatedness refers to the sense of connection and belonging among individuals in a group.
* By organizing a social lunch for UniCo employees and Selco staff, the Change Manager is fostering social interaction and relationship-building, which addresses the need for relatedness rather than autonomy.
* This helps improve relationships between the two groups but does not resolve concerns related to autonomy.
3. Analysis of Each Option
* Option A: No, because 'autonomy' is best rewarded by establishing clear change expectations.
* While setting clear expectations can help alleviate uncertainty, it does not directly address autonomy. Restoring autonomy requires giving employees more input or control.
* Eliminate.
* Option B: No, because encouraging social interactions rewards the brain's need for 'relatedness.'
* Correct. The lunch encourages connection and collaboration, which aligns with the relatedness domain, not autonomy.
* Correct Answer.
* Option C: Yes, because 'autonomy' is best rewarded by listening and supporting affected staff.
* While listening to concerns is important, this action does not directly give staff more autonomy.
Instead, it addresses relatedness by fostering relationships through social interactions.
* Eliminate.
* Option D: Yes, because inviting colleagues to interact will make staff feel less powerless.
* Interactions may improve social cohesion, but they do not resolve the sense of powerlessness tied to autonomy. Autonomy requires giving individuals more choice or control.
* Eliminate.
4. Practical Implications
* To better address autonomy, the Change Manager could have involved UniCo employees in discussions about how to accommodate Selco staff or given them options for how leisure space could be managed collaboratively.
* Social lunches, while helpful, are better suited for addressing relatedness by creating bonds and reducing friction between teams.
5. Reference to SCARF Framework
* Relatedness: Actions that promote connection and collaboration among team members.
* Autonomy: Actions that empower individuals with choices and control over their environment or decisions.
NEW QUESTION # 186
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: C
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 # 187
(Which 2 statements describe appropriate team behaviour for effective risk management?)
Answer: C,D
Explanation:
The correct answers are A and E .
In AgilePM, effective risk management depends on shared responsibility, continuous awareness, and proactive behaviour across the whole team. Risk is not something handled only by one role, one document, or one event. It is woven into the way the team works every day.
Why A is correct
"Team members should adopt a collaborative mindset, sharing responsibility for identifying and mitigating risks." This aligns strongly with AgilePM. Risks emerge from many areas:
* business priorities,
* technical feasibility,
* compliance,
* dependencies,
* stakeholder engagement,
* and delivery constraints.
Because of that, the best way to manage risk is for the team to work collaboratively and raise concerns early.
Different people see different risks:
* Mira may see value or prioritization risk,
* Sukra may see architecture or integration risk,
* Hira may see coordination or dependency risk,
* Wanida may see compliance risk,
* Developers may see delivery feasibility risks.
AgilePM encourages a culture where risks are surfaced openly and addressed together rather than left to a single person.
Why E is correct
"Risk management should be proactive and part of daily activities, not a separate process." This is also a core AgilePM principle. Risk management is most effective when it is:
* continuous,
* visible,
* built into team discussions,
* and handled as part of normal delivery activity.
That means risks should be considered during:
* planning,
* backlog discussions,
* reviews,
* daily collaboration,
* dependency conversations,
* and stakeholder feedback.
AgilePM does not treat risk as something only reviewed in occasional formal meetings. The team should be alert to emerging issues and respond before they become major problems.
Why the other options are incorrect
B). Hira should have sole responsibility for managing all risks with clear accountability.
This is incorrect. Hira, as Project Manager, has an important role in coordinating risk management, but AgilePM does not place all risk responsibility on one person. Risk management is shared across business, technical, and delivery roles.
C). Developers should resolve all risks collaboratively and promptly without escalation.
This is incorrect because some risks should be escalated. AgilePM encourages teams to resolve issues at the right level, but not to avoid escalation when broader decisions, sponsorship, governance, or cross-team intervention are needed.
D). Sukra Aroon should handle all technical risks independently to ensure the solution is fit for purpose.
This is incorrect because even technical risks often require collaboration. Sukra contributes architectural leadership, but technical risks may affect priorities, cost, compliance, usability, and business outcomes, so they should not be handled in isolation.
AgilePM perspective
AgilePM supports team behaviour where:
* everyone is alert to risk,
* risks are discussed early,
* people collaborate across roles,
* escalation happens when needed,
* and risk thinking is part of everyday delivery.
So the two statements that best describe appropriate team behaviour for effective risk management are:
A, E
NEW QUESTION # 188
One member of the Customer Services team has been chatting informally to some Sales co-workers. They felt that the Sales process changes are causing more work for Customer Services and that the whole customer experience has now been compromised.
Which 2 actions by the Sales Director are the MOST appropriate when responding to this type of resistance?
Answer: B,D
Explanation:
Comprehensive and Detailed Step-by-Step Explanation:
Context from UniCo Scenario:
The Sales staff at UniCo are resistant to changes related to the company's new strategic focus on mobile applications. The concern raised here involves Customer Services staff feeling overburdened and Sales staff perceiving the changes as impacting customer experience negatively. This type of resistance reflects miscommunication, lack of engagement, and uncertainty-key elements that require addressing.
Analysis of Each Option:
* A. Do nothing and allow the informal view to circulate, knowing it will eventually be proved wrong.
* This is not appropriate as it fails to address resistance proactively, which may lead to low morale, increased misunderstandings, and further negativity among teams. The AgilePM framework emphasizes collaboration and communication over passive approaches to resistance management.
* Rejected.
* B. Include the member of Customer Services in the planning of the sales process changes to reduce disruption.
* This approach directly engages the affected parties (Customer Services staff) by involving them in planning. It fosters ownership, reduces resistance, and creates solutions that are practical and inclusive. Aligning this action with AgilePM principles ensures engagement of stakeholders in the change process, which is key to minimizing disruption.
* Selected.
* C. Invite Sales staff to help with planning the next phase of internal Sales training for the process changes.
* While involving Sales staff is useful, the issue here centers around Customer Services staff concerns about disruption and added workload. This option fails to address the root cause of the resistance.
* Rejected.
* D. Counter the informal views by inviting the Change Manager to explain the changes at the next Sales staff meeting.
* This action ensures that informal resistance is addressed through formal communication channels.
By providing clarity and transparency about the Sales process changes, this approach prevents misunderstanding and builds alignment across teams. AgilePM emphasizes the importance of clear communication to manage resistance.
* Selected.
* E. Revisit the Stakeholder mapping work to ensure that the engagement of parties affected by the Sales changes is accurate.
* Stakeholder mapping is a strategic action but may not immediately address the informal resistance in question. The issue at hand requires immediate communication and engagement rather than long-term structural adjustments.
* Rejected.
Why B and D Are Correct:
* Inclusion in Planning (B):
* Including Customer Services staff in planning ensures their concerns are heard and integrated into the solutions. This aligns with AgilePM's focus on stakeholder collaboration and engagement to reduce resistance.
* Clear Communication via the Change Manager (D):
* Inviting the Change Manager provides an authoritative and transparent explanation of the changes. This aligns with AgilePM's emphasis on using regular communication to manage resistance and mitigate informal, negative narratives.
References to AgilePM Framework:
* Stakeholder Engagement:
* AgilePM highlights involving stakeholders in planning as essential for building trust and reducing resistance to change. (AgilePM Practitioner Guide, Chapter 9: Stakeholder Engagement)
* Transparent Communication:
* AgilePM emphasizes clarity and frequent communication to manage resistance effectively. Using formal channels ensures alignment and prevents misinformation from spreading. (AgilePM Practitioner Guide, Chapter 11: Managing People)
* Proactive Resistance Management:
* AgilePM promotes proactive actions (like engaging affected staff and using formal communication) rather than passive approaches to manage resistance. (AgilePM Practitioner Guide, Chapter 12: Change Management)
NEW QUESTION # 189
Mira Bachar has spoken with a guest who wanted an aromatherapy scent to remember their holiday. Inspired by this, Mira suggested creating a unique aromatherapy oil for spa treatments and guest sales, which could also serve as a marketing tool.
Brinda Vyas supports exploring the idea, but Sukra Aroon notes that selling products is not in scope and could introduce complexities.
(Which 2 of the following actions align with AgilePM practices for defining and estimating the work of Project Increment 4 during the Foundations phase?)
Answer: A,E
Explanation:
The correct answers are B and C .
During the Foundations phase in AgilePM, the goal is not to fully specify everything in exhaustive detail.
Instead, the aim is to establish enough shared understanding, scope, priorities, feasibility, and estimating confidence so the project can proceed sensibly.
Why B is correct
"Host a stakeholder workshop to prioritize integrating the Spa into the resort experience." This is strongly aligned with AgilePM because Foundations emphasizes:
* collaboration,
* shared understanding,
* business engagement,
* and early prioritization.
A stakeholder workshop helps clarify what matters most, align the increment with the business vision, and ensure the work is focused on delivering value.
Why C is correct
"Develop high-level estimates of effort and cost for Spa facilities and IT systems." This also aligns well with AgilePM. In Foundations, estimates should be:
* useful,
* proportionate,
* and appropriate to the current level of knowledge.
High-level estimates are exactly what AgilePM expects at this stage. They help planning and viability assessment without pretending to offer premature precision.
Why the other options are not the best answers
* A is incorrect because it pushes toward a fixed, fully analyzed specification, which is not AgilePM's approach.
* D may be useful in a general sense, but it is not as directly aligned with defining and estimating work as B and C.
* E is too detailed for Foundations. Work should be defined enough to begin sensibly, but not fully elaborated into detailed design-ready form across everything.
So the best answers are B, C .
NEW QUESTION # 190
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