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APMG-International AgilePM-Practitioner Exam Overview:

Certification Vendor:	APMG-International
Exam Name:	Agile Project Management (AgilePM) Practitioner Exam
Exam Number:	AgilePM-Practitioner
Certificate Validity Period:	5 years
Related Certifications:	Agile Project Management (AgilePM) Practitioner Agile Project Management (AgilePM) Foundation
Passing Score:	40 out of 80 (50%)
Exam Format:	Objective Testing (complex multiple-choice, matching, sequencing)
Available Languages:	English
Exam Duration:	150 minutes
Real Exam Qty:	4
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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APMG-International AgilePM-Practitioner Exam Syllabus Topics:

Topic	Details
Topic 1	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 2	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.
Topic 3	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 4	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.

APMG-International Agile Project Management (AgilePM) Practitioner Exam Sample Questions (Q116-Q121):

NEW QUESTION # 116
How should the Project Manager assist the electricians to deliver the wiring?

A. Encourage the Business Ambassador to be available to discuss location of electrical sockets.
B. Hold a weekly meeting for electricians so they can report on progress.
C. Produce a detailed design of all electrical socket locations, to be approved by the Technical Co-ordinator.
D. Provide separate electricians' rooms so they can focus on their work.

Answer: A

NEW QUESTION # 117
Using the information provided in the additional information, answer the following question on building a change analytics strategy.
Do the measures to be monitored by the Sales Director represent appropriate measures for assessing change readiness?

A. Yes, because the Sales Director has identified measures that require new data sources.
B. Yes, because these metrics provide opinions collected via mostly qualitative methods.
C. No, because change readiness should be monitored using the change programme plan.
D. No, because change readiness measures should consist of mostly quantitative measures.

Answer: A

Explanation:
Comprehensive and Detailed Step-by-Step Explanation:
Context from the UniCo Scenario:
The Sales Director's metrics focus on assessing the readiness of the sales team to adapt to new systems, such as their confidence levels and ability to demonstrate mobile application features. This ensures that the team is prepared for the transformation UniCo is undertaking. Change readiness is often a combination of quantitative and qualitative insights, especially for understanding how prepared and skilled staff are to adopt the new processes.
Analysis of the Answer Options:
* A. No, because change readiness measures should consist of mostly quantitative measures.
* Why Incorrect:Change readiness measures are not limited to quantitative methods. Qualitative measures, such as surveys and confidence levels, are essential for evaluating readiness in transformation programs. By relying on both, the organization gets a more holistic understanding.
* B. No, because change readiness should be monitored using the change programme plan.
* Why Incorrect:The change program plan provides an overarching structure, but it is not the sole method for monitoring readiness. The Sales Director has appropriately identified new data sources and targeted measures (e.g., surveys), which are crucial for assessing readiness directly.
* C. Yes, because the Sales Director has identified measures that require new data sources.
* Why Correct:The Sales Director's plan involves surveys to gather fresh data, such as confidence levels and proficiency in new systems. These are leading indicators for change readiness and provide actionable insights into team preparedness. Using new data sources ensures the measures are tailored to the transformation objectives, making them appropriate for assessing readiness.
* D. Yes, because these metrics provide opinions collected via mostly qualitative methods.
* Why Incorrect:While qualitative methods such as surveys are used, this answer implies an over- reliance on qualitative data. Effective change readiness strategies should balance both qualitative (e.g., confidence levels) and quantitative (e.g., percentage of staff trained) insights.
Why C Is the Best Answer:
* Focus on Leading Indicators:
* The Sales Director's identified measures focus on readiness and forward-looking insights, such as proficiency and confidence, which are key aspects of preparing staff for the change.
* Incorporating New Data Sources:
* The use of surveys as new data sources ensures that the metrics are specific to the change initiative and capture real-time readiness levels, making them highly relevant.
* Alignment with AgilePM Principles:
* AgilePM emphasizes the importance of gathering real-time, actionable data to monitor progress and adapt strategies. The Sales Director's approach aligns with this principle by introducing targeted metrics for readiness.
References to AgilePM Framework:
* Change Readiness Assessment:
* AgilePM highlights the importance of continuously assessing readiness to ensure teams can adapt and contribute effectively to change programs. (AgilePM Practitioner Guide, Chapter 7:
Governance and Control)
* Combining Data Sources:
* Balancing qualitative and quantitative methods is a best practice for ensuring that readiness measures are comprehensive and actionable. (AgilePM Practitioner Guide, Chapter 11:
Measuring Success)

NEW QUESTION # 118
During Refinement in Timebox B, a Review Session was scheduled for the Business Visionary to review the products completed during this Timebox, and to agree what needed to be done before these would be acceptable.
Is this an appropriate application of Agile Project Management for this project?

A. Yes, because this allows each team member working in the Timebox to provide a short progress report and raise any issues that hinder their progress.
B. No, because early and frequent visibility of the product features will maintain engagement with the stakeholders.
C. No, because only members of the Solution Development Team are permitted to attend Review Sessions.
D. Yes, because this will enable the Solution Development Team to ensure they are on track to deliver a viable solution.

Answer: D

NEW QUESTION # 119
Using the Project Scenario and the additional information provided for
this question in the Scenario Booklet, answer the following questions
about Feasibility.
Remember to limit your answers to the number of selections requested in each question.
Which 2 statements describe the appropriate application of Agile Project Management when developing the Feasibility Assessment?

A. The Architecture Angels' Finance Director should approve the final
Business Case as part of the Feasibility Assessment.
B. The new Project Manager should NOT be involved in finalising the
Feasibility Assessment.
C. The different options should be presented to the 'Hoy for Hoy Hall' Action Group for their feedback before the chosen outline solution is finalised.
D. The Earth Excavations' Head Gardener should contribute to the outline solutions considered for the gardens.
E. The Timber Tigers' Site Manager should be the sole approver of the finalised Feasibility Assessment before development commences.

Answer: A,C

Explanation:
In Agile Project Management, it's important to involve key stakeholders and to ensure that there's a collaborative approach to project decisions. Considering the Agile principles and the given scenario, the appropriate application of Agile to the Feasibility Assessment would likely involve the following statements:
B: The Architecture Angels' Finance Director should approve the final Business Case as part of the Feasibility Assessment. In Agile, it's crucial to ensure that the business aspect of any project aligns with the financial feasibility. The Finance Director's approval would be significant in validating the economic viability of the project.
D: The different options should be presented to the 'Hoy for Hoy Hall' Action Group for their feedback before the chosen outline solution is finalised. Agile encourages stakeholder engagement and iterative feedback.
Presenting options to the action group aligns with the Agile value of customer collaboration over contract negotiation, allowing for community input that could be vital due to the building's heritage status and the community's interest.

NEW QUESTION # 120
When preparing for the workshop, which 2 items should the Workshop Facilitator be provided with?

A. Hints and tips on how to influence and persuade others.
B. Background to the disagreement and the reasons for this.
C. Empowerment to discuss any wider project issues that may arise during the workshop.
D. An understanding of the decision-making process.
E. A step-by-step guide to running an effective workshop.

Answer: B,D

Explanation:
The two items that the Workshop Facilitator should be provided with when preparing for the workshop are:
*B. An understanding of the decision-making process. This will help the facilitator guide the discussion and help the group reach a consensus.
*C. Background to the disagreement and the reasons for this. This will help the facilitator understand the context of the disagreement and facilitate a more effective discussion.
Please note that while hints and tips on how to influence and persuade others (option A), empowerment to discuss any wider project issues that may arise during the workshop (option D), and a step-by-step guide to running an effective workshop (option E) could be helpful, they are not as crucial as understanding the decision-making process and the background to the disagreement for this specific workshop.

NEW QUESTION # 121
......

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