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>> AgilePM-Practitioner関連合格問題 <<
主要な環境では、人々はより多くの仕事のプレッシャーに直面しています。そのため、彼らはAPMG-International認証を一般の群れよりも高めたいと考えています。有効で効率的なAgilePM-Practitionerガイドトレントを選択する方法は、ほとんどの候補者が懸念する可能性のある重要なトピックです。だから今、それは正しいです、あなたは私たちのところに来ます。当社は、特にAPMG-International認定試験に関するこの分野の高品質なAgilePM-Practitioner試験問題で有名です。試験のためにAgilePM-Practitioner学習教材を実践している数千人の受験者に受け入れられています。
質問 # 121
Several of the web developers working on the project have no Agile
experience. When answering the questions in the Project Approach
Questionnaire (PAQ), the Project Manager could not agree with the statement
'all members of the project understand and accept the DSDM approach'.
What action should the Project Manager take?
正解：D
質問 # 122
Answer the following question about Schein's concept of survival and learning anxieties.
Column 1 is a list of messages about the change given to Sales staff. For each message in Column 1, select from Column 2 the appropriate element of Schein's concept of survival and learning anxieties. Each selection from Column 2 can be used once, more than once or not at all.
正解：
解説：
Explanation:
Using Schein's Concept of Survival and Learning Anxieties
Instructions:Column 1 contains messages about the change communicated to the sales staff. For each message, select the appropriate element from Column 2.
A screenshot of a computer Description automatically generated
Detailed Explanation
Schein's concept of survival and learning anxieties provides a framework for understanding how organizations can manage the discomfort (anxiety) associated with change while fostering readiness to adopt new behaviors.
1. "It may take longer than expected to learn... further training courses and support will be available."
* Answer: C. Creation of psychological safety
* Psychological safety is established when individuals feel supported and reassured, reducing fear of failure or being overwhelmed. Offering additional training and support creates a safe environment for learning new processes.
2. "The new roles are quite different... staff lose their place if unable to adjust."
* Answer: B. Creation of guilt or anxiety
* This message induces learning anxiety, as it implies a fear of losing one's role unless adjustments are made. Schein identifies this as a driver of motivation to change but cautions that it must be balanced with psychological safety to avoid resistance.
3. "Sales related to large-scale computer systems are declining... selling solutions within the mobile application environment."
* Answer: A. Disconfirmation
* Disconfirmation occurs when individuals realize that their current behaviors, practices, or assumptions are no longer effective. Highlighting declining sales forces staff to question existing approaches and prepares them for change.
4. "Each member of staff will be measured... linked to individuals."
* Answer: B. Creation of guilt or anxiety
* By associating performance metrics with individual accountability, this message creates survival anxiety or guilt, pushing staff to align with organizational expectations to avoid negative outcomes.
Summary of Schein's Concepts:
* Disconfirmation: Challenges existing assumptions and highlights the need for change.
* Creation of Guilt or Anxiety: Introduces discomfort that motivates individuals to act.
* Creation of Psychological Safety: Provides support and reassurance, ensuring individuals feel secure enough to embrace change.
質問 # 123
Using the additional information provided for this question in the Scenario Booklet, answer the following question about the actions the Sales Director should take to develop an effective Sales management team, according to the five dysfunctions that characterize an ineffective team identified by Patrick Lencioni.
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.
正解：
解説：
Explanation:
Comprehensive and Detailed Step-by-Step Explanation:
1. Assertion: The Sales Director's plan is an appropriate way to address the team dysfunction exhibited in Point (1).
Reason: Having a clear shared commitment to the outputs required of them is necessary for a team to be truly effective.
* Analysis:Patrick Lencioni's first dysfunction is the absence of trust. Point (1) outlines issues of commitment due to internal conflicts and lack of alignment. The Sales Director's plan addresses these issues by bringing the team together for a shared vision and commitment. This ensures clarity of expectations and alignment.
* Since the assertion and reason are true and explain the behavior, the correct answer is A.
2. Assertion: The Sales Director's plan is an appropriate way to address the team dysfunction exhibited in Point (2).
Reason: Team working is enhanced by taking constructive action to avoid debates that risk damaging team relationships.
* Analysis:Dysfunction (2) addresses fear of conflict. The Sales Director plans to clarify individual roles and responsibilities. This proactive action avoids unnecessary debates about overlapping work and ensures constructive conflict resolution, essential for building relationships.
* Since the assertion and reason are true and explain the behavior, the correct answer is A.
3. Assertion: The Sales Director's plan is an appropriate way to address the team dysfunction exhibited in Point (3).
Reason: Team leaders should define the problem-solving and decision-making processes for their teams to support commitment to change tasks.
* Analysis:Point (3) highlights a lack of accountability, one of the dysfunctions. The Sales Director's plan acknowledges unfulfilled tasks and seeks joint agreement on future actions. This creates structured accountability by defining processes and ensuring follow-through on commitments.
* Since the assertion and reason are true and explain the behavior, the correct answer is A.
4. Assertion: The Sales Director's plan is an appropriate way to address the team dysfunction exhibited in Point (4).
Reason: Teams that have trust amongst the members when collaborating, tend to make more efforts to avoid letting other team members down.
* Analysis:Dysfunction (4) is inattention to results. Point (4) highlights resistance to adopting the required changes for selling mobile applications. The plan to cross-collaborate with other departments builds trust and understanding among team members, ensuring shared accountability for results.
* Since the assertion and reason are true and explain the behavior, the correct answer is A.
References:
* Patrick Lencioni's Five Dysfunctions of a Team: A Leadership Fable.
* Analysis of team collaboration and management strategies applied to organizational development.
質問 # 124
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 statements BEST explain why the CEO is appropriate for the role of Sponsor for the Change Programme?
正解：C、E
解説：
Comprehensive and Detailed Step-by-Step Explanation
A Sponsor is a critical role in any change program, tasked with providing high-level support, ensuring resources are allocated, and maintaining alignment between the change initiative and the organization's strategic priorities. The CEO is best suited for this role because they have the authority, vision, and ability to secure the necessary resources for the program.
1. Why D (Budget Allocation) is Correct
* A sponsor's primary responsibility is ensuring that the change initiative has adequate resources, including financial support.
* The CEO's ability to assign budgets promptly ensures that the program can progress without delays caused by a lack of funding.
* This aligns with the sponsor's role of prioritizing resources to avoid disruptions to the change process.
2. Why E (Commitment and Authority) is Correct
* A key attribute of a successful sponsor is their commitment to the change initiative and their authority to prioritize it across the organization.
* The CEO's position as the ultimate decision-maker and their endorsement of the change program as UniCo's future direction reinforces the legitimacy and importance of the initiative.
* By promoting the change and making it a strategic priority, the CEO ensures alignment at all levels of the organization.
3. Analysis of Incorrect Options
* Option A:
* While a thoughtful leadership style can be valuable, this alone does not align with the core responsibilities of a sponsor. The sponsor must be proactive in decision-making, resource allocation, and strategic oversight rather than focusing on creating an environment for behavior changes.
* Eliminate.
* Option B:
* While acknowledging unease about the new direction might indicate self-awareness, it does not demonstrate why the CEO is the best fit for the sponsor role. Sponsors are expected to lead with confidence and conviction, even in unfamiliar situations.
* Eliminate.
* Option C:
* Being heavily involved in operational details is not the role of a sponsor. Instead, the sponsor should focus on strategic oversight and delegating operational responsibilities to program managers or change leaders.
* Eliminate.
4. Practical Implications
* A sponsor like the CEO ensures alignment between the change initiative and organizational goals.
* Their ability to secure resources and champion the program ensures its visibility and priority within the organization, fostering commitment at all levels.
質問 # 125
(Hira is considering splitting the Developers into two Delivery Teams: one focused on Spa infrastructure and the other on guest experience. Mira Bachar, the Guest Services Manager, will be the Product Owner for both teams.
Which one of the following statements support Hira ' s proposed Delivery Team structure?)
正解：B
解説：
In AgilePM, a Delivery Team structure should support effective collaboration, clear focus, frequent delivery, and alignment to business needs . Hira's proposal to split the Developers into two Delivery Teams can be justified when that structure improves communication, coordination, and commitment around a coherent area of work.
Option D is correct because it best reflects a practical AgilePM reason for organizing teams in this way. If one team concentrates on Spa Infrastructure and the other on Guest Experience / Spa Operations , each team can build stronger collaboration around a shared purpose. Team members working toward closely related outcomes often communicate more effectively, develop stronger ownership, and stay better aligned to their immediate goals. In AgilePM, this supports the principle of creating empowered teams that can focus on delivering business value.
Why the other options are incorrect from an AgilePM perspective:
A is incorrect because one Delivery Team should not dictate another team's priorities. In AgilePM, priorities are driven by the business need and managed through appropriate roles such as the Business Visionary and especially the Product Owner / Business Ambassador-style representation of business needs , not by one team controlling another. Teams collaborate; they do not command each other.
B is incorrect because separate Delivery Teams do not eliminate the need for coordination. In this scenario, the spa infrastructure and guest experience elements are clearly connected. For example, treatment rooms, utilities, hydrotherapy capability, reservations support, and guest experience design are likely to have dependencies. AgilePM supports iterative delivery, but it also recognizes the importance of active coordination where workstreams are interdependent.
C is incorrect because although team focus is valuable, the wording suggests separation from "other skill sets" in a way that promotes silos. AgilePM favors collaborative, multi-skilled teams , not isolated specialist groups that avoid interaction. A team may have a specialization in outcome or domain, but Agile ways of working still depend on cross-functional cooperation and shared understanding.
From the case context, Hira is managing a significant initiative that combines:
* construction and sustainable infrastructure,
* wellness services,
* guest operations,
* local traditions,
* compliance,
* and business value delivery.
Because the work spans distinct but related domains, having two specialized Delivery Teams can make sense only if it improves communication and commitment within each area while still preserving overall coordination under shared product direction. That is exactly what Option D captures.
So, from an AgilePM viewpoint, D is the strongest supporting statement because it aligns with the idea that an effective team structure should enhance collaboration, ownership, and focus while contributing to successful incremental delivery.
質問 # 126
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