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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 Duration: | 120 - 150 |
| Available Languages: | Polish, English, German, Italian |
| Related Certifications: | Agile Project Management (AgilePM) Foundation |
| Real Exam Qty: | 4 scenario-based questions |
| Certificate Validity Period: | Certification lifetime; Registered status valid 5 years |
| Exam Format: | Open book (only official AgilePM manual allowed), Objective / Scenario-based questions, No negative marking |
| Exam Price: | approx. $450 - $550 USD (varies by region) |
| 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 # 132
Using the Project Scenario answer the following question about the technical quality of the solution to be delivered. An assessment of the maintenance requirement for the new reservation system was made during Feasibility.
Column 1 describes a list of different types of hotel reservation systems considered. Column 2 lists the three DSDM maintainability objectives. For each description in Column 1, select from Column 2 the maintainability objective it would support.
Each selection from Column 2 can be used once, more than once or not at all.
Column 1:
1. Off-the-shelf software with ready-to-use templates that will need to be customised to fully meet Hoy Hall requirements, after deployment.
2. Developing a fully functioning in-house system, developed and hosted by Architecture Angels IT Operations team.
3. All-in-one web-based reservation and accommodation management system built to Hoy Hall's specification.
4. All bookings for Hoy Hall to be scheduled by one of the other two hotels within the group, until a suitable system can be implemented at the site.
5. A spreadsheet is used to capture customer details manually. Data will then be exported into a fully functional system at a later date.
Column 2
* Maintainability is a required attribute of the initial delivered solution
* Deliver first, re-engineer later
* Short-term, tactical solution
Answer:
Explanation:
Explanation:
For each of the descriptions in Column 1, the maintainability objective from Column 2 that each would support is as follows:
* Off-the-shelf software with ready-to-use templates that will need to be customised to fully meet Hoy Hall requirements, after deployment.
* A. Maintainability is a required attribute of the initial delivered solution
* Rationale: Customizing off-the-shelf software indicates a need for the solution to be maintainable from the onset to allow for these adjustments.
* Developing a fully functioning in-house system, developed and hosted by Architecture Angels IT Operations team.
* A. Maintainability is a required attribute of the initial delivered solution
* Rationale: In-house developed systems need to be maintainable to facilitate future changes and enhancements by the team that created them.
* All-in-one web-based reservation and accommodation management system built to Hoy Hall's specification.
* A. Maintainability is a required attribute of the initial delivered solution
* Rationale: A system built to specific requirements will require the ability to maintain and adjust the system as needs evolve, making maintainability a key initial attribute.
* All bookings for Hoy Hall to be scheduled by one of the other two hotels within the group, until a suitable system can be implemented at the site.
* C. Short-term, tactical solution
* Rationale: This is clearly a temporary measure until a proper system is in place, indicative of a tactical solution to address immediate needs.
* A spreadsheet is used to capture customer details manually. Data will then be exported into a fully functional system at a later date.
* C. Short-term, tactical solution
* Rationale: Using a spreadsheet is a stop-gap solution to manage information in the short term, emphasizing the tactical nature rather than long-term maintainability.
Option B is not selected for any of the descriptions as none of them imply an approach of delivering first with the intention to re-engineer later. They all suggest a need for immediate maintainability or a short-term fix, not a re-engineering approach.
NEW QUESTION # 133
Answer the following questions about the contents of the DSDM products.
Each of the following questions includes true statements about the project but only two statements are appropriate entries for the DSDM product identified.
Remember to limit your answers to the number of selections requested in each question.
Which 2 statements represent appropriate entries for the Business Case?
Answer: B,E
Explanation:
For the XAN Insurance Company Web Project and considering the Agile Project Management approach, particularly the Dynamic Systems Development Method (DSDM) framework which emphasizes business value and active user involvement, the Business Case should justify the project in terms of cost, benefit, and risk.
Selected Statements for the Business Case:
D). The Sales Manager has calculated that the new coffee shop insurance product will increase revenues by 10% each week.
E). Market research shows that the number of coffee shop patrons taking legal action against retailers has increased by 200% over the past two years.
D). This statement provides a clear financial projection for the benefits of the project, which is a critical component of a Business Case. It quantifies the expected revenue increase, offering a tangible benefit to justify the project investment.
E). This statement outlines a market trend that necessitates the project, highlighting the increased demand for insurance due to rising legal actions against coffee shops. It underscores the relevance and timeliness of the project, adding to the justification for undertaking the project.
Why Other Statements Are Excluded:
A). While high-level functional and non-functional requirements are essential for project planning, they typically belong in project requirements documentation or the Project Brief, rather than the Business Case.
B). This statement provides market insight but does not directly justify the project from a cost-benefit-risk perspective. The relevance of selling Fairtrade products and alcohol to the insurance product project is tangential.
C). The request for a report on past sales provides background information but does not in itself justify the project investment. It might be used to inform the Business Case but is not a direct component of it.
NEW QUESTION # 134
As Sprint 5 comes to an end, the Infrastructure Delivery Team is facing delays due to:
. Heavy rainfall affecting the Wellness Garden.
. Local supplier issues causing material delivery delays.
Dependency on external contractors for hydrotherapy equipment.
The Operations Delivery Team is unable to finalize details of the hydrotherapy treatments without testing them in the context of the facilities being constructed. The marketing materials cannot be generated until this work is complete.
In addition to the Developers, the teams include:
(Sarah Lark is concerned that delays will mean lots of work but no measurable progress.
Is it appropriate for Hira to change progress reports to focus on the Delivery Teams effort instead of delivered features?)
Answer: A
Explanation:
D is correct.
AgilePM emphasizes visible delivery of value , not just activity or effort. Reporting based mainly on effort can create the illusion of progress even when little usable value has actually been delivered.
Why D is correct:
* effort does not equal outcome,
* stakeholders need visibility of delivered, testable, usable features,
* and value-based reporting gives a truer picture of actual progress.
Why the others are incorrect:
* A is wrong because effort tracking alone does not create meaningful transparency.
* B is wrong because AgilePM values delivery and outcomes more than workload reporting.
* C is incorrect because the statement itself is flawed; effort-based reporting does not measure value generated.
In AgilePM, progress should be reported through delivered features, outcomes, and business value, so D is the best answer.
NEW QUESTION # 135
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?
Answer: C,D
Explanation:
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.
NEW QUESTION # 136
Which 2 statements represent appropriate entries for the plan for Post-Project activities?
Answer: B,C
Explanation:
For the XAN Insurance Company Web Project, the plan for Post-Project activities should include actions and measures that will be undertaken after the project's deliverables have been implemented to ensure sustained benefits, monitor performance, and facilitate continuous improvement.
Selected Statements for the Plan for Post-Project Activities:
D: A report showing the number of application forms completed online through the website for coffee shop insurance policies will be produced weekly.
E: Once the new system has been deployed, the time it takes to process sales online will be compared with the time it takes to process new policies sold through telephone sales.
D: Producing a weekly report on the number of application forms completed online is a clear post-project activity. It provides ongoing monitoring of the project's impact and the effectiveness of the online system in attracting coffee shop insurance policies.
E: Comparing the processing times of online sales to telephone sales after the new system's deployment is an essential post-project activity. It evaluates the efficiency and effectiveness of the new online system, offering insights into improvements and adjustments that may be needed.
Why Other Statements Are Excluded:
A: Creating a company-wide email to show the number of policies sold by each sales assistant weekly is more related to internal sales performance monitoring and motivation rather than a specific post-project activity tied to the project's objectives.
B: Circulating a copy of the revised sales procedure before product deployment is a preparation step for the transition to the new system, rather than a post-project activity.
C: The Project Manager attending Daily Stand-up meetings is part of the ongoing project management and team coordination activities during the project, not a post-project activity.
Topic 3, UniCo IT Service
The companies and people within the scenario are fictional.
UniCo
Background
UniCo is an IT Services company which offers information management services and installation of large-scale computer systems. The company has grown rapidly and has been successful. However in recent years UniCo has lost market share due to increased competition from a growing number of similar providers. There is also an increasing client demand for mobile applications and more innovative solutions.
Current situation
The Chief Executive Officer (CEO) has made a strategic decision to reposition UniCo in the market place. It will become a leading provider of innovative solutions, including mobile applications. The CEO knows that pursuing this new strategy will mean some loss of personal control in UniCo as he will no longer have the expertise to make decisions on all aspects of the technology, but believes the strategic shift is both necessary and urgent.
Two months ago, in line with the new strategy, UniCo acquired a company called Selco. Selco is a small, dynamic company that specializes in developing mobile applications. The plan is to keep the 10 Selco staff together as an intact team.
They will still be managed by the founder of Selco, who will become the Applications Manager within UniCo.
The resulting UniCo structure is shown in the Organization Chart on the next page.
In order for UniCo to achieve its new business priorities and meet the changing customer demands, UniCo staff need to learn from their new Selco colleagues.
They must develop both new capabilities and the new attitudes needed for UniCo to offer more innovative solutions to its customers. This may not happen easily, because some UniCo staff members are not enthusiastic about the change in focus of UniCo's business.
So far, very little integration has taken place. The former Selco staff still work from an office on the other side of town from the UniCo office. In order to make progress UniCo needs to realign business processes and systems, and to complete the integration of Selco.
The UniCo Sales Director has some experience of the mobile applications market and has recently won a large contract with a Utilities company to provide mobile solutions for their workforce. This is a great opportunity for UniCo to prove it can be successful in this new type of business.
Next steps
A programme has been established to manage this change. This consists of the following workstreams:
1. Operational delivery processes - The Operations Director will manage
. the integration of the Selco staff (now the Applications area) with UniCo's IT systems and work practices, and
. the relocation of the Selco staff to the UniCo office.
2. Business processes - The Customer Services Director will
manage the introduction of new processes across the business
to ensure end-to-end alignment of the new capability and
services to be offered.
3. Rebranding UniCo - The Marketing Manager will lead the work to
reposition UniCo in the market place.
4. Capability and skills development - The Human Resources (HR)
Manager will lead the work to upskill people so they are prepared and
able to take advantage of the new opportunities resulting from this
change.
Additional Information:
The Marketing Manager is reviewing what needs to be done to implement the workstream for the market repositioning and rebranding of UniCo. Marketing staff have interviewed people at all levels in the organization to identify potential ideas and barriers. Key items have been identified as follows:
. UniCo has an excellent brand perception within the market and many existing staff feel that this existing brand will be damaged by the inclusion of Selco
. Internally, the Customer Services and IT Support managers and the Corporate Services Director, are not as committed to the rebranding as the Operations and Sales Directors
. A recent positive press article about the future direction of UniCo has been promoted on social media forums and has been well received and redistributed by staff
. At a company meeting the CEO admitted to being initially apprehensive about losing some personal control over the new direction for UniCo. However, the CEO enthusiastically explained how UniCo and Selco together will be much stronger in the market, especially following successful rebranding, and why the CEO is now able to support the change. Staff have appreciated this openness and it has been the subject of many informal discussions throughout the company.
The Sales Director has noted that there is some tension amongst the Sales Director's management team, particularly between those Sales Managers who have been at UniCo a long time and two new Managers who joined recently. This is of concern as it means the team is not working as effectively as it could.
The Sales Director has held one-to-one discussions with each Sales Manager in order to:
. try to understand the underlying tensions and
put measures in place to help them become a more effective team.
The extract below is from of the Sales Director's notes on the discussions, and includes the proposed plans to address the issues:
1. The most common complaint across the whole of the Sales management team was the time spent on internal processes, territorial conflicts between sales regions and which industries should be targeted. Commitment was lacking to the change management actions needed to increase the sales value to UniCo.
Plan: Arrange a Sales management event so that the Sales Managers can share their personal vision and priorities.
2. There are underlying tensions because new Sales Managers are doing some of the work that the longer-term Sales Managers would have been doing. Nobody has wanted to raise this at the Sales management team meetings as it was felt that they would not be taken seriously and it would affect how others viewed them.
2. There are underlying tensions because new Sales Managers are doing some of the work that the longer-term Sales Managers would have been doing. Nobody has wanted to raise this at the Sales management team meetings as it was felt that they would not be taken seriously and it would affect how others viewed them.
Plan: Agree individually with each Sales Manager a list of key tasks they are expected to fulfil and share these separately with the others in Sales management.
3. It has been a while since the last Sales management team meeting and some members have not completed the actions agreed to resolve outstanding issues, which has led to delays. There is a belief that these issues will not be resolved even if they are discussed again at the next Sales management team meeting.
Plan: Acknowledge the failure to complete previous actions and get all team members to debate and jointly agree a plan to implement future actions.
4. This is the first time the Sales staff have faced major disruption to the normal sales processes.
The Sales Director learned that some sales teams are not adopting the changes needed to support the sale of the mobile applications now being developed and marketed. However, the Sales Managers have not yet discussed and resolved this failure of some to deliver on commitments between themselves.
Plan: Ask the Sales Manager team members to take it in turns to attend meetings of other functional departments to gain more understanding of the organizational processes.
NEW QUESTION # 137
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