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| Certification Vendor: | APMG-International |
|---|---|
| Exam Name: | Agile Project Management (AgilePM) Practitioner Exam |
| Exam Number: | AgilePM-Practitioner |
| Passing Score: | 40 out of 80 (50%) |
| Exam Format: | Objective Testing (complex multiple-choice, matching, sequencing) |
| Related Certifications: | Agile Project Management (AgilePM) Foundation Agile Project Management (AgilePM) Practitioner |
| Certificate Validity Period: | 5 years |
| Exam Duration: | 150 minutes |
| Available Languages: | English |
| 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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NEW QUESTION # 99
During the Foundations phase for Project Increment 4, Sukra Aroon held a meeting with Hira, Mira Bachar, andWanida Anong, to ensure alignment and compliance with EPR company policies, local regulations, and international standards. The meeting also clarified how financial and investment decisions would be made for Project Increment 4, ensuring alignment with EPR business priorities, and how this information will be tracked, controlled and evidenced.
Wanida Anong, who works across multiple sites worldwide, attended the meeting in person but has limited availability throughout the Project Increment.
(During the meeting, Mira Bachar shared a query raised by Lee Tan. Lee has questioned how a business case can exist without a detailed understanding of exactly what will be delivered.
Which of the following is an appropriate explanation?)
Answer: B
Explanation:
The correct answer is A .
In AgilePM, the business case does not depend on having a fully fixed and detailed scope from the start.
Instead, it is based on:
* the business need ,
* expected benefits ,
* viability,
* and confidence that sufficient value can be delivered within agreed constraints.
Why A is correct:
* It correctly explains that AgilePM focuses on goals and benefits , not exhaustive detail upfront.
* It also correctly brings in MoSCoW prioritization , which helps ensure that the most important value is delivered first within fixed time and cost.
* This allows flexibility in lower-priority scope while maintaining investment control.
Why the other options are incorrect:
* B introduces incremental funding in a way that is not the core explanation here.
* C describes a predictive, fixed-scope model rather than AgilePM.
* D is too vague and does not directly explain how a business case can exist without detailed delivery certainty.
So the best answer is A .
NEW QUESTION # 100
(In the Ecolodge Panthera Resort (EPR) Project, answer the following questions about risk management.
In addition to the Developers, the teams include:
Mira Bachar (Guest Services Manager) - Product Owner for both Delivery Teams Lee Tan (General Manager) - Business Advisor Brinda Vyas - Business Visionary Hira - Project Manager Sukra Aroon - Solutions Architect Wanida Anong - Regulatory Compliance Manager Sarah Lark - Business Sponsor Priya - Business Advisor Select 2 answers to each question.
Which 2 statements describe the application of AgilePM ' s approach to managing risk?)
Answer: A,C
Explanation:
The correct answers are C and D .
AgilePM treats risk management as a continuous, embedded, and collaborative activity , not as a one-time exercise done only at the beginning of the project. Risks are identified, discussed, reviewed, and responded to throughout the lifecycle using iterative planning, stakeholder engagement, feedback loops, and frequent inspection points.
Why C is correct
"AgilePM embeds risk management in processes, proactively addressing risks at multiple levels." This is a core AgilePM concept. Risk is not handled separately from delivery. Instead, it is built into the way the project works through:
* iterative planning,
* prioritization,
* collaboration between business and technical roles,
* incremental delivery,
* frequent reviews,
* and ongoing reassessment of assumptions and dependencies.
AgilePM recognizes that risks may emerge from both:
* the external environment such as regulation, price changes, or market shifts, and
* the project approach such as weak communication, poor alignment, or misunderstood priorities.
Because of this, risk management must happen at multiple levels across the project, not only in formal risk logs.
Why D is correct
"AgilePM leverages Sprint Reviews and feedback loops to surface and mitigate risks." This also strongly aligns with AgilePM. Reviews, demonstrations, and feedback events are important mechanisms for exposing:
* misalignment with business goals,
* technical integration problems,
* missing requirements,
* stakeholder concerns,
* and benefit realization issues.
AgilePM relies on iterative feedback because it helps the team identify risks early enough to respond before they become major failures. A Sprint Review, for example, may reveal that a feature is not fit for purpose, that dependencies were missed, or that stakeholder expectations were misunderstood. That is exactly how AgilePM uses feedback to reduce risk progressively.
Why the other options are not the best answers
A). AgilePM allows Mira Bachar to adjust Backlog priorities with advice from Sukra Aroon and Hira to address risks.
This is plausible in practice , because reprioritization can indeed be used to respond to risk. However, it is more of a specific situational example than a broad statement of AgilePM's overall risk approach. Since the question asks for the two statements that describe the approach itself, C and D are stronger and more directly aligned.
B). AgilePM removes all risks before execution, prioritizing avoidance over mitigation.
This is incorrect. AgilePM does not assume all risks can be removed before work begins. In fact, AgilePM accepts uncertainty as normal and focuses on:
* early visibility,
* continuous adaptation,
* mitigation,
* and learning through iteration.
Trying to eliminate all risk upfront would be unrealistic and contrary to agile thinking.
E). AgilePM assigns risk management solely to the Project Manager, Hira.
This is incorrect. In AgilePM, risk management is a shared responsibility . The Project Manager plays an important coordinating role, but risks are also surfaced and addressed by:
* business roles,
* technical roles,
* delivery teams,
* and stakeholders.
For example:
* Mira may reprioritize work to reduce value risk,
* Sukra may identify architectural or feasibility risks,
* Brinda may highlight business alignment risks,
* Hira may coordinate mitigation and escalation.
AgilePM perspective
AgilePM manages risk by making the project:
* visible,
* collaborative,
* iterative,
* feedback-driven,
* and adaptable.
Rather than depending only on formal reporting or one person's control, AgilePM spreads risk awareness across the project and uses regular events and evolving plans to keep risk under active management.
Therefore, the best two answers are:
C, D
NEW QUESTION # 101
How should the lack of provision of a fire escape from the upstairs of the building in Timebox B initially be dealt with?
Answer: A
Explanation:
The initial action to deal with the lack of provision of a fire escape from the upstairs of the building in Timebox B should be:
*C. The Architect, in the role of Technical Co-ordinator, should escalate the issue to Architecture Angels' Senior Management Team.
This is because the lack of a fire escape is a significant safety concern that could have legal and regulatory implications. It's important that the Senior Management Team is aware of this issue so they can make informed decisions about how to address it. The Architect, in the role of Technical Co-ordinator, is well-positioned to understand the technical implications of this issue and communicate them to the Senior Management Team.
While revising the Timebox Plans (option A) or commencing understanding and delivering the new requirement (option B) could be part of the solution, these actions should be taken after the issue has been escalated and discussed with the Senior Management Team. Escalating the issue to the Marketing Director (option D) may not be the most effective course of action, as this is primarily a technical and safety issue, not a marketing one.
NEW QUESTION # 102
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.
When specifying high-level prioritised requirements during Foundations, the Business Visionary has suggested that acceptance criteria for the requirement to "temporarily weatherproof the roof" should NOT be set until Solution Development Timebox A.
Is this an appropriate approach to setting high-level acceptance criteria?
Answer: D
Explanation:
C: No, because by the end of Foundations the quality expectations and overall acceptance criteria for at least the first increment should have been set, and high-level acceptance criteria set for later increments.
Rationale:
In Agile Project Management, it's important to establish high-level acceptance criteria early in the project to guide development and ensure that the solution meets the business needs and quality expectations. The Foundations phase is when the project's scope, objectives, and methods are defined, including the acceptance criteria for the first increment and at a high level for subsequent increments. This ensures that everyone has a clear understanding of what "done" looks like before development begins, reducing the risk of misalignment and rework.
NEW QUESTION # 103
The Change Manager has read Goleman ' s articles on the Hay-McBer six dimension model of organization climate. This gives leaders practical ways that leadership style can improve organizational culture and performance as measured by staff surveys.
Answer the following question about recommendations a change manager could make to the CEO applying these six dimensions to improve climate across the organization.
Column 1 is a list of recommendations the Change Manager has made to the CEO seeking to initiate or support a change in the organizational culture. For each recommendation in Column 1, select from Column 2 the ' dimension ' in organizational climate MOST likely to improve as a result. Each selection from Column 2 can be used once, more than once or not at all.
Answer:
Explanation:
Explanation:
The Hay-McBer six dimensions of organizational climate provide a framework for analyzing and improving work environments. The six dimensions are:
* Clarity: Employees understand their roles, goals, and the direction of the organization.
* Responsibility: Employees feel empowered to make decisions and take ownership of their work.
* Standards: There is a focus on high-performance expectations.
* Rewards: Contributions are recognized and rewarded.
* Flexibility: Employees feel that the organization is adaptable and open to new ideas.
* Commitment: Employees feel a strong sense of belonging and loyalty to the organization.
1. Joint Meetings to Discuss UniCo's Strategic Focus (Clarity)
* Reason: These meetings aim to communicate the organization's strategic direction, providing employees with a clear understanding of goals and expectations.
* This directly improves clarity , as employees gain insight into the company's vision and how their roles align with it.
2. Internal Marketing Campaign on New Contract (Rewards)
* Reason: Highlighting the success of the new contract through an internal campaign boosts employee pride and morale. This is a form of recognition, aligning with the rewards dimension.
* Employees feel their contributions are acknowledged and celebrated, motivating further engagement.
3. Shared Leadership Workshops for Decision-Making (Responsibility)
* Reason: Empowering staff by delegating decision-making responsibilities enhances their sense of ownership and accountability.
* This supports the responsibility dimension, as it shifts decision-making closer to those executing the work, increasing engagement and confidence.
4. Engaging Staff to Define Service Levels (Flexibility)
* Reason: Involving staff in shaping service levels fosters adaptability and innovation. This shows the organization values employee input, improving flexibility by encouraging open-mindedness and collaboration.
Summary of Dimensions Applied
The recommendations align with specific dimensions to address identified gaps in organizational climate, improving overall engagement and performance:
* Clarity: Joint meetings to communicate strategy.
* Rewards: Internal campaigns celebrating achievements.
* Responsibility: Delegating decision-making through leadership workshops.
* Flexibility: Involving staff in defining processes.
NEW QUESTION # 104
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