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| Certification Vendor: | APMG-International |
|---|---|
| Exam Name: | Agile Project Management (AgilePM) Practitioner Exam |
| Exam Number: | AgilePM-Practitioner |
| Related Certifications: | Agile Project Management (AgilePM) Foundation Agile Project Management (AgilePM) Practitioner |
| Passing Score: | 40 out of 80 (50%) |
| Real Exam Qty: | 4 |
| Certificate Validity Period: | 5 years |
| Exam Duration: | 150 minutes |
| Available Languages: | English |
| Exam Format: | Objective Testing (complex multiple-choice, matching, sequencing) |
| Sample Questions: | APMG-International AgilePM-Practitioner Sample Questions |
| Exam Way: | Online proctored or in-person at an APMG test centre |
| Pre Condition: | AgilePM Foundation certification (must hold valid Foundation certificate to sit Practitioner exam) |
| Official Syllabus URL: | https://www.apmg-international.com/agilepm-practitioner |
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It is similar to the Agile Project Management (AgilePM) Practitioner Exam (AgilePM-Practitioner) desktop-based exam simulation software, but it requires an active internet. No extra plugins or software installations are required to take the Agile Project Management (AgilePM) Practitioner Exam (AgilePM-Practitioner) web-based practice test. Every browser such as Chrome, Mozilla Firefox, MS Edge, Internet Explorer, Safari, and Opera supports this format of AgilePM-Practitioner mock exam.
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NEW QUESTION # 51
To ensure that the UniCo change programme is successful, the Chief Executive Officer (CEO) knows that correctly assigning the key change roles will be essential.
Which 2 Sales Team Leaders (TL) are likely to be the line leaders MOST engaged in implementing change, based on the actions that have occurred to date?
Answer: D,E
Explanation:
Comprehensive and Detailed Step-by-Step Explanation
Selecting the most engaged line leaders requires identifying those who are actively participating in or contributing to the change program. The actions taken by the Sales Team Leaders (TLs) reveal their level of involvement, commitment, and influence in the implementation of the change initiative.
1. Why A (Sales Reporting TL) is Correct
* Access to confidential figures used to justify the Selco acquisition demonstrates trust and engagement in the program.
* This involvement indicates that the Sales Reporting TL is both informed and influential in driving the change initiative forward.
2. Why E (North Region TL) is Correct
* By raising concerns about the change approach and seeing their feedback applied, the North Region TL has demonstrated active engagement in the process.
* Their concerns and subsequent actions show they are not only participating but also influencing the direction of the change initiative, making them a key contributor.
3. Analysis of Incorrect Options
* Option B (Large Systems TL):
* Being scheduled to become involved later suggests that they are not currently engaged in the implementation of the program.
* Eliminate.
* Option C (Finance Systems TL):
* Delegating responsibility to a team member indicates a lack of direct engagement in the change program. A key change leader should be actively involved, not represented by others.
* Eliminate.
* Option D (South Region TL):
* Advocating for maintaining a focus on Large Systems indicates resistance to the new direction, which is centered around mobile applications. This lack of alignment with the change goals makes them less suitable as a key change leader.
* Eliminate.
4. Practical Implications
* Engaged leaders like the Sales Reporting TL (A) and the North Region TL (E) can act as role models and advocates for the change program, ensuring alignment and addressing resistance within their teams.
* Their actions demonstrate a balance of participation, influence, and commitment, which is essential for driving the change initiative successfully.
NEW QUESTION # 52
(Lee Tan, General Manager of EPR Southeast Asia, is serving as a Business Advisor during Project Increment
4. He has not attended any Sprint Reviews, calling them " project meetings " and " a waste of time. " He later complains to Sarah about the lack of project awareness.
Which of the following actions reflects an AgilePM approach?)
Answer: B
Explanation:
The correct answer is A .
In AgilePM, stakeholder engagement is a core success factor. When an important business stakeholder such as Lee Tan , acting as a Business Advisor , is disengaged from review events and then complains about lack of visibility, the right response is not to bypass the problem with more reporting or to escalate immediately into command-and-control behavior. The AgilePM approach is to re-engage the stakeholder through communication, education, and collaboration .
That is why meeting with Lee to explain the value of Sprint Reviews and planning his engagement is the best answer.
Sprint Reviews, or their AgilePM equivalent collaborative review points, are not merely "project meetings." They are key opportunities to:
* inspect progress,
* review delivered value,
* gather feedback,
* align stakeholders,
* validate evolving needs,
* and improve the solution based on real input.
Lee's absence means he has missed the primary forum where transparency, feedback, and shared understanding are built. If he now feels unaware, the issue is not that Agile ceremonies failed him; it is that he has not been effectively engaged in them. Hira should therefore address the root cause by helping him understand their purpose and agreeing a practical way for him to participate.
Why A is correct:
This option reflects AgilePM because it:
* promotes active stakeholder involvement ,
* uses collaboration rather than authority ,
* addresses misunderstanding through communication and coaching ,
* treats engagement as a shared responsibility,
* and supports better ongoing participation instead of just compensating for disengagement.
It is also pragmatic. Hira can explore why Lee sees the reviews as a waste of time, clarify what decisions or insights he can gain from attending, and tailor his involvement so it is meaningful and efficient. That is consistent with agile leadership: remove barriers, improve understanding, and increase effective collaboration.
Why the other options are incorrect:
B). Provide Lee with Sprint summaries to keep him informed without wasting his time.
This is weaker because it accepts disengagement instead of improving it. Written summaries may help supplement communication, but AgilePM does not favor passive reporting as a substitute for active collaboration when stakeholder participation is important. Lee's role as Business Advisor means his input is valuable, not just his awareness.
C). Ask Sarah to require Lee ' s attendance at all Sprint Reviews.
This is not the best AgilePM response because it relies on authority and escalation rather than facilitation and engagement. AgilePM encourages commitment and collaboration, not forced participation as the first solution. Compelled attendance may create compliance, but not meaningful contribution.
D). Schedule briefings with Lee before each Sprint using Project Planning insights.
This is also not the best answer because it shifts communication into a more one-way briefing model and focuses before the Sprint rather than on review of actual outcomes. The main issue is Lee's lack of participation in the review and feedback loop. Pre-Sprint briefings do not replace the value of seeing increments, discussing results, and shaping next steps.
AgilePM perspective:
AgilePM places strong emphasis on:
* continuous and active business involvement ,
* collaborative reviews ,
* transparency of progress ,
* frequent feedback ,
* and empowered, informed stakeholders .
A Business Advisor is expected to contribute specialist business insight. If that role disengages, the Project Manager should work to restore useful participation, not simply route around it with more documents or top- down enforcement.
In this case, Lee's complaint about awareness is actually a sign that he needs better engagement with the agile process. Hira should respond by helping him understand that Sprint Reviews are valuable business touchpoints where he can see progress, influence direction, and remain informed in real time.
Therefore, from an AgilePM standpoint, A is the best answer because it reflects facilitative leadership, stakeholder engagement, and the agile principle of improving collaboration rather than replacing it with reports or mandates.
During the Foundations phase, Brinda Vyas organized a workshop that Hira facilitated. It was attended by Sukra Aroon, Mira, Lee Tan, and Developers from the two Delivery Teams. The goal was to define and align on what would be available for guests at the end of Project Increment 4.
NEW QUESTION # 53
Using the Project Scenario, answer the following question about the activities in the Agile project lifecycle.
Lines 1 to 5 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.
Assertion:-
1. The rooms and facilities must be deployed into live use at the end of each Timebox.
BECAUSE
Reason:
Evolutionary Development and Deployment must be combined in a Timebox where the integration of several teams is required.
2. The tasks associated with each Solution Development Timebox should be included in the Delivery Plan.
BECAUSE
Reason:
A typical Delivery Plan will provide a schedule of Timeboxes and any other high level activities for the imminent Project Increment.
3. The development approach should have been agreed during Foundations.
BECAUSE
Reason:
The Development Approach Definition must be created before Evolutionary Development can commence.
4. The resources from Timber Tigers and Earth Excavations should have been engaged before the start of Evolutionary Development.
BECAUSE
Reason:
Commitment to delivery is based on pre-agreed resource levels at the project level.
5. A final Deployment phase should be held after Timebox C has completed.
BECAUSE
Reason:
The Deployed Solution is assessed post-project to confirm whether the expected benefits have been achieved.
Answer:
Explanation:
Explanation:
Agile Practitioner
For each line, here is the appropriate option from A to E that applies:
* The rooms and facilities must be deployed into live use at the end of each Timebox.
* D. False (Assertion) True (Reason)
* Rationale: While Evolutionary Development and Deployment can be combined in a timebox, it is not necessary that the rooms and facilities must be deployed into live use at the end of each timebox. Deployment into live use typically occurs after several timeboxes when the product is ready for release.
* The tasks associated with each Solution Development Timebox should be included in the Delivery Plan.
* A. True (Assertion) True (Reason)
* Rationale: The Delivery Plan should outline the schedule of timeboxes and include the high-level activities planned for the upcoming project increment, which encompasses the tasks for each Solution Development Timebox.
* The development approach should have been agreed during Foundations.
* A. True (Assertion) True (Reason)
* Rationale: The development approach is indeed something that should be agreed upon during the Foundations phase, as the Development Approach Definition sets the stage for how Evolutionary Development will proceed.
* The resources from Timber Tigers and Earth Excavations should have been engaged before the start of Evolutionary Development.
* C. True (Assertion) False (Reason)
* Rationale: It is true that resources should be engaged before Evolutionary Development starts to ensure commitment and resource availability. However, the commitment is typically based on the detailed planning and agreements made during Foundations, not solely on pre-agreed resource levels at the project level.
* A final Deployment phase should be held after Timebox C has completed.
* E. False (Assertion) False (Reason)
* Rationale: Deployment phases are usually not a one-time, final phase but occur incrementally as part of the timeboxed development. Additionally, the assessment of whether the expected benefits have been achieved is part of the benefits realization process and not necessarily the sole reason to have a final Deployment phase post-Timebox C.
NEW QUESTION # 54
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.
During Solution Development Timebox A, a new Health and Safety requirement arises: the front door is required to have wheelchair access. This is a legal requirement and is a Must Have before any staff or general public access can be allowed. The Solution Development Team will work with the Local Planning Authority Officer, the specialist who identified the requirement, to identify further acceptance criteria for Solution Development Timebox A.
Is this an appropriate action related to acceptance criteria?
Answer: C
Explanation:
A: Yes, because the new requirement needs to be understood, built and delivered in this Timebox.
Rationale:
Agile Project Management is adaptable to changes, even late in the development process. The introduction of a new Health and Safety requirement, such as wheelchair access, which is a legal and must-have requirement, needs to be incorporated into the project as soon as it is identified. Working with the Local Planning Authority Officer to define acceptance criteria ensures that the requirement is clearly understood and that the solution developed meets the necessary legal standards. This approach ensures that the team can immediately address the new requirement and integrate it into the current work cycle, aligning with Agile's principle of welcoming changing requirements, even late in development, for the customer's competitive advantage.
Topic 1, Hoy Hall Hotel Refurbishment Project
Scenario:
Hoy Hall Hotel Refurbishment Project
(Note:
Hoy Hall, a historic, timber-framed building dating from the 17th century, was originally the residence of the Lords of the Manor of Hoytown. The building is registered as a Heritage Building of Special Interest and is subject to restrictions in terms of development. Used as a hotel for over a century, it has recently fallen into disrepair, and for two years it has been completely unused, accelerating its deterioration. The local community has formed the Action Group "Hoy for Hoy Hall" to save the building, and wants to be closely involved in its future success.
After much discussion Hoy Hall has been purchased by Architecture Angels (AA), a small company whose directors are experienced hoteliers. Five years ago they decided to move into the property renovation business and have recently restored two other similarly-endangered buildings for use as hotels.
Architecture Angels are keen to both support local businesses and to have local people run their hotels, giving them a significant amount of autonomy to do this.
To maintain core consistency, the hotels use Architecture Angels' Head Office services, such as IT operations, accounting, payroll, stocktaking, compliance, human resources and property management. The Head Office is based 80 miles from Hoy Hall.
Recently Architecture Angels commenced an Agile project to renovate Hoy Hall, which has a large downstairs hall and reception area, and 20 potential bedrooms upstairs. The roof requires extensive repairs and the electrical and plumbing installations require complete replacement. The 40 acres of land around the site are overgrown and need to be restored, and the driveway needs re-laying.
In the hotel industry, the trend for direct customer bookings via the internet has had a major impact on the growth of those hotels with this facility. Online booking now accounts for around 80% of room bookings, with only 20% being made via walk-in and telephone enquiries. Before Hoy Hall can open for business, a reservation system must be fully operational.
Architecture Angels use contractors to manage such work and have good
relationships with two local companies: Timber Tigers (TT) who will handle the internal works, and Earth Excavations (EE) who will handle the gardens.
A Project Manager, who has since left the company, started the Feasibility phase. This phase has been continued by the Senior Management Team, which consists of the Sales, Marketing, and Finance Directors and the Chief Executive.
This was scheduled to take a month and has almost been completed. A
Feasibility Assessment has been produced. An Outline Business Case has been completed which assessed the project as being viable.
The Architecture Angels Senior Management Team will be responsible for
Steering the project.
The table below shows the appointments planned for the project team and is subject to change.
Additional Information:
The project is approaching the end of Feasibility. The original Project Manager was involved in drafting a Delivery Plan for the project but not in the outline refurbishment options.
The Senior Management Team generated several options for the refurbishment.
All the options included a landscaping solution for the gardens and re-laying of the driveway, as the solution will not be acceptable without these. However, the best solution for the refurbishment is still under debate. The new Project Manager has suggested that a Feasibility Prototype could consist of paper-based drawings for each option. The "Hoy for Hoy Hall" Action Group thinks that a physically-built representation is mandatory for a prototype and wants a small-scale model of the recommendation for the building. The time available to produce this, however, is limited.
Contracts for resources have not yet been signed and will be postponed until the chosen outline solution has been agreed.
NEW QUESTION # 55
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.
(Having provided some sample estimates for Hira to review, a number of stakeholders have challenged their accuracy-some suggesting that the work has been significantly over-estimated, while others believe it has been significantly under-estimated.
What should the Developers do?)
Answer: C
Explanation:
The correct answer is A .
In AgilePM, early estimates are expected to contain uncertainty. The correct response to stakeholder challenge is not to act defensive, make the numbers appear fixed, or change them just to satisfy opinions.
Instead, the Developers should explain that these are early estimates , based on current understanding, and that they will be refined progressively as the project learns more.
Why A is correct:
* It sets the right expectation about estimation in AgilePM.
* It reinforces that estimates are useful planning tools , not guarantees.
* It helps stakeholders understand why refinement is normal and responsible.
Why the other options are incorrect:
B is incorrect because AgilePM does not treat early estimates as fixed commitments.
C is incorrect because estimates should not be manipulated to suit stakeholder preferences. They should reflect the team's best judgment.
D is good practice and can be helpful, but it is not the strongest answer here. The immediate issue is stakeholder misunderstanding about the nature of early estimates, and A addresses that most directly.
So the best answer is A .
NEW QUESTION # 56
......
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