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APMG-International AgilePM-Practitioner Exam Syllabus Topics:

Topic	Details
Topic 1	Techniques: In this section, the topics covered various techniques that can be utilized including iterative development. Candidates are tested for their know-how of agile techniques and timeboxing.
Topic 2	Planning and Control: In this section, the exam covers planning and control of the project and vital concepts such as estimation and iterative strategy. It also covers how to utilize MoSCoW prioritization and mitigate any risks.
Topic 3	Lifecycle and Products: This section of the exam covers topics such as Agile project lifecycle, various stages of the lifecycle, agile products, Vision Documents, and Prototypes.
Topic 4	People and Roles: In this section, the topics covered include various roles involved in an Agile project and how they relate to each other. The topics covered include the responsibilities of the Agile Project Manager, agile teams, and business owners.

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APMG-International Agile Project Management (AgilePM) Practitioner Exam Sample Questions (Q87-Q92):

NEW QUESTION # 87
The Change Manager has mapped stakeholders onto a Power-Interest
Matrix, with the aim of identifying suitable actions for managing these stakeholders.
The mapping below shows the current assessment made by the Change Manager.
The ' Interest in your change ' axis indicates a combination of the
stakeholders ' levels of active engagement and their buy-in for the Change Programme.

Using the Scenario and the additional information provided for this question in the Scenario Booklet, answer the following question about Stakeholder mapping and strategy.
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 Change Manager should aim to engage and move the Customer Services Director to the Active Players quadrant.
Reason: Acknowledging a stakeholder's influence is an important step in developing greater understanding of how to manage them.
* Analysis: The Customer Services Director currently holds significant influence but is not fully engaged with the change. Moving them to the " Active Players " quadrant aligns with stakeholder management principles because Active Players have both high influence and high interest. The reason provided supports this by emphasizing understanding and managing stakeholders ' influence.
* Conclusion: Both the assertion and reason are correct, but the reason does not directly explain why moving the stakeholder to " Active Players " is the action. answer: B (True, True BUT the reason does not explain the assertion).
2. Assertion: The Change Manager should plan to increase the Operations Director's level of interest in the change.
Reason: Influential Observers need to become Key Players if they need to be engaged actively in the change.
* Analysis: The Operations Director is an influential observer with high influence but low interest.
Increasing their interest ensures their alignment with the program goals, making them Key Players. The reason provided directly explains why this move is necessary.
* Conclusion: Both the assertion and reason are correct, and the reason directly explains the assertion.
answer: A (True, True AND the reason explains the assertion).
3. Assertion: It is appropriate to manage the involvement of Selco staff by regularly sending them progress updates.
Reason: Spectators only require regular information updates to maintain their interest in the change.
* Analysis: Selco staff are categorized as " Spectators, " indicating they have low influence and interest.
Regular updates are sufficient to keep them informed without unnecessary engagement. The reason aligns with stakeholder management strategies for Spectators.
* Conclusion: Both the assertion and reason are correct, and the reason directly supports the assertion.
A: (True, True AND the reason explains the assertion).
4. Assertion: The Human Resources Manager needs to be managed and moved to the Key Players quadrant.
Reason: People with specialist skillsets should be categorized with a high level of influence and power in any change.
* Analysis: The Human Resources Manager currently resides in the " Active Players " quadrant. While they contribute specialist skills, this does not necessarily justify elevating them to " Key Players, " who must also possess significant influence. The reason, while true, does not align with the change scenario.
* Conclusion: The assertion is false, but the reason is true. answer: D (False, True).

NEW QUESTION # 88
The Marketing Director has insisted that detailed requirements for the new coffee bar insurance web pages should be clearly defined in the early phases of the project.
What action should the Project Manager take?

A. Capture the Marketing Director's requirements in detail but leave the input of others until later in the project.
B. Refuse to discuss any detailed requirements in the early phases.
C. Hold an early discussion to the level of detail necessary to establish a shared understanding of what is required.
D. Agree to document the finite details of each requirement to ensure the web developers can accurately estimate the effort required to fulfil them.

Answer: C

NEW QUESTION # 89
Brinda Vyas and Mira Bachar have agreed to use content from a marketing brochure to describe guest-centric Product Goals for the Eco-Spa. These goals describe specific treatments that the Spa might offer and will be used to identify prioritizable Product Backlog items that could contribute to that treatment. One such Product Goal is described as:
Hydrotherapy in Mineral-Rich Spring Pools
Immerse yourself in mineral-rich hydrotherapy pools designed to soothe muscies, improve circulation, and promote deep relaxation. Experience the gentle power of temperature-controlled waters and therapeutic massage jets in a lush and tranquil tropical garden setting and let nature ' s healing embrace rejuvenate both your body and your mind.
In addition to the Developers, the teams include:

(Which one of the following statements does NOT align with AgilePM ' s MoSCoW prioritization?)

A. ' Could Have ' requirements are valuable and desirable from a business perspective but will only be delivered if time and resources allow.
B. ' Must Have ' requirements are essential to success, without them the solution is unworkable, unsafe, illegal, or pointless.
C. ' Won ' t Have this time ' requirements are explicitly out of scope of the current Solution Increment but should be reconsidered for inclusion later.
D. ' Should Have ' requirements are important and must be delivered for the project be deemed successful.

Answer: D

Explanation:
B does not align with AgilePM's MoSCoW prioritization.
In AgilePM, Must Have requirements are the ones that are absolutely essential. If a Must Have is missing, the solution is not viable because it may be unusable, unsafe, non-compliant, or fail to deliver its core purpose.
A Should Have requirement is important, but it is not mandatory for the increment to be considered successful . It adds significant value, and the team aims to deliver it if reasonably possible, but the solution can still be successful without every Should Have being included.
Why the other options align:
* A is correct because it accurately describes a Must Have.
* C is correct because Could Haves are desirable but only delivered if time and capacity permit.
* D is correct because Won't Have this time items are deliberately excluded from the current increment and may be revisited later.
AgilePM perspective:
MoSCoW is used to protect delivery confidence and business clarity. It helps teams and stakeholders distinguish between:
* what is essential,
* what is important,
* what is desirable,
* and what is deferred.
The error in B is that it treats Should Have as if it were equivalent to Must Have , which is not how AgilePM defines the category.
So the correct answer is B .

NEW QUESTION # 90
Towards the end of the Foundations phase of Project Increment 4, with the high-level requirements agreed, Hira, has asked the Developers to estimate the work required to deliver the Eco spa solution.

(Which of the following describes AgilePM ' s approach to estimation?)

A. Estimates should be as detailed as possible from the start to minimize uncertainty and reduce the need for later refinement.
B. Estimates should be avoided whenever possible, as Agile projects must prioritize flexibility over predictability.
C. The precision of estimates may vary as the project progresses, but they should always be as accurate as possible.
D. Estimates should only be revisited if stakeholders challenge them, as refining estimates too frequently causes unnecessary rework.

Answer: C

Explanation:
The correct answer is C .
In AgilePM, estimation is important, but it is understood that estimate precision evolves as the project progresses . Early in the project, there is less information available, so estimates are naturally broader. As delivery continues and more is learned, estimates can be refined and become more reliable.
This reflects a core AgilePM idea:
* estimates should be fit for purpose ,
* based on the information currently available,
* and improved progressively as understanding increases.
Why C is correct:
* AgilePM does not reject estimation.
* AgilePM does not expect perfect certainty at the start.
* AgilePM accepts that early estimates may be less precise, but they must still be honest, useful, and as accurate as reasonably possible .
Why the other options are incorrect:
A is incorrect because AgilePM does not avoid estimates. Estimation is needed for planning, prioritization, forecasting, and decision-making.
B is incorrect because AgilePM does not require maximum detail from the start. That would waste effort and conflict with iterative learning.
D is incorrect because estimates should be revisited when understanding changes, not only when stakeholders object.
So the best AgilePM answer is C .

NEW QUESTION # 91
Which 2 statements explain why the Contract Architect would be an appropriate Technical Co-ordinator?

A. Is an external consultant.
B. Is an authority on local planning applications.
C. Has good leadership skills.
D. Has a good, technical understanding of the work of the other professionals engaged in the project.
E. Has experience of working with the company previously.

Answer: C,D

Explanation:
The two statements that explain why the Contract Architect would be an appropriate Technical Coordinator are:
B: Has good leadership skills. D. Has a good, technical understanding of the work of the other professionals engaged in the project.
Rationale:
*B: Good leadership skills are essential for a Technical Coordinator, as they must lead the technical aspects of the project, manage the work of other professionals, and ensure that all technical activities are aligned with the project goals.
*D: A deep technical understanding of the work of other professionals involved in the project is crucial for a Technical Coordinator. This knowledge allows them to effectively coordinate various technical disciplines and ensure that the technical solutions meet the project's needs.
Being an external consultant (A) or an authority on local planning applications (E) might be beneficial but do not inherently qualify someone for the role of Technical Coordinator. Previous experience with the company (C) can be helpful but is not a defining reason for suitability in the Technical Coordinator role within an Agile team.

NEW QUESTION # 92
......

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