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| Section | Objectives |
|---|---|
| Topic 1: Delivering on Time – Timeboxing and Prioritisation | - Apply MoSCoW prioritisation to manage requirements and ensure on-time delivery - Apply timeboxing techniques in a given scenario |
| Topic 2: People, Teams and Interactions | - Identify the people-related factors for successful Agile projects
|
| Topic 3: Lifecycle and Products | - Understand and apply the AgilePM lifecycle phases to a project scenario
|
| Topic 4: Project Planning and Control | - Apply AgilePM planning principles and control mechanisms in a given scenario
|
| Topic 5: Roles and Responsibilities | - Apply the AgilePM roles and responsibilities in a project situation
|
| Topic 6: Requirements and User Stories | - Define and refine requirements using AgilePM techniques
|
| Topic 7: Preparation and Techniques | - Identify and apply appropriate AgilePM techniques for a given scenario
|
| Topic 8: Agile Project Management – Fundamentals and Principles | - Distinguish between the AgilePM lifecycle and a traditional project lifecycle - Apply the underpinning philosophy and principles of AgilePM in a project situation |
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NEW QUESTION # 145
Answer the following question about how risks will be reduced on the Hoy Hall Hotel project through successful application of the DSDM Principles.
Column 1 lists a selection of project risks identified on the Hoy Hall Hotel project. Column 2 is a list of the DSDM Principles. For each risk in Column 1, select from Column
2 the DSDM Principle which, if applied appropriately, would MOST help to reduce or mitigate that risk.
Each selection from Column 2 can be used once, more than once or not at all.
Answer:
Explanation:
Explanation:
Here are the DSDM Principles that would most help to reduce or mitigate the listed risks:
* The 'Hoy for Hoy Hall' Action Group may cause delay to the project if they are not kept updated on how the finished rooms are going to look.
* G. Communicate continuously and clearly
* Timber Tigers will ensure that the front rooms are finished and approved by the end of Timebox A.
* E. Build incrementally from firm foundations
* The Architecture Angels IT support team may require more detail up front in order to approve the initial design for the new online reservation system.
* A. Focus on the business need
* The morale of the Solution Development Team may be adversely affected if the external web design specialist is not a team player.
* C. Collaborate
* Empowering the Solution Development Team to manage themselves on a day-to-day basis may result in the Project Manager losing sight of what activities are being carried out, by whom and when.
* H. Demonstrate control
NEW QUESTION # 146
Which 2 statements represent appropriate entries for the plan for Post-Project activities?
Answer: D,E
NEW QUESTION # 147
Which 2 statements represent appropriate entries for the plan for Post-Project activities?
Answer: D,E
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 2, 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 # 148
(At a meeting, Hira reminded all project participants of their role responsibilities.
Which statement does NOT comply with AgilePM?)
Answer: E
Explanation:
The statement that does NOT comply with AgilePM is H .
In AgilePM, the Project Manager does play an important coordination and leadership role, but reviewing Sprint Backlogs each Sprint to check and focus priorities is not the right expression of that responsibility.
Prioritization is primarily driven by the business roles , and the detailed Sprint-level backlog is typically managed much closer to the Delivery Team level.
Why H is incorrect:
* Priorities are not owned by the Project Manager alone. They are shaped by business need and value, usually through the relevant business ownership roles.
* The Sprint Backlog is a detailed delivery artifact used by the team to organize and execute work during the Sprint.
* Hira can support coordination, visibility, dependency management, and escalation, but she should not be positioned as the person who reviews Sprint Backlogs in order to "focus priorities" each Sprint as though that were her core responsibility.
That wording shifts too much control toward the Project Manager and away from the empowered team and business-led prioritization model that AgilePM supports.
Why the other options are compliant:
A). Brinda Vyas owns and communicates the project vision, ensuring everyone understands how they contribute to the business goals.
This aligns well with the Business Visionary role. AgilePM expects the vision to be clearly owned and communicated.
B). Brinda Vyas resolves business-related conflicts and needs to be sufficiently available so Delivery Teams can move forward without delay.
This is also aligned. Business leadership must be engaged and available enough to avoid delays in clarification and decision-making.
C). Developers collaborate with each other and Sukra Aroon who ensures technical integrity of the solution, that it meets agreed priorities.
This is broadly aligned. Developers collaborate on delivery, and the Solution Architect safeguards technical coherence and integrity. The "agreed priorities" part is driven by the wider project context, but the statement is still generally consistent with AgilePM collaboration.
D). Developers provide consensus-based estimates to support effective planning and prioritization.
This fits AgilePM well. Delivery teams are closely involved in estimating because they are best placed to judge effort and feasibility.
E). Mira Bachar ensures business needs are clear and prioritized so the Delivery Teams can deliver maximum value.
This is consistent with the Product Owner-style responsibility of clarifying and prioritizing business needs.
F). Mira Bachar collaborates with Brinda Vyas, Sukra Aroon, and Hira to balance business priorities, technical feasibility and delivery constraints.
This strongly aligns with AgilePM's collaborative approach across business, technical, and management roles.
G). Hira ensures effective collaboration between everyone and removes blockers.
This is a good AgilePM description of the Project Manager's facilitative role.
AgilePM perspective:
AgilePM promotes:
* business-led prioritization
* empowered delivery teams
* facilitative project management
* collaborative dependency handling
* clear role boundaries
A Project Manager should support transparency and coordination, but not take over detailed Sprint backlog control in a way that weakens team empowerment or business ownership of priorities.
Therefore, the statement that does not comply with AgilePM is H .
NEW QUESTION # 149
Which 2 actions demonstrate empathy?
Answer: A,D
Explanation:
Comprehensive and Detailed Step-by-Step Explanation
Understanding Empathy in Change Management
Empathy involves understanding and addressing the emotions, perspectives, and concerns of stakeholders during a change initiative. It focuses on emotional intelligence and actively supporting individuals to adapt to change in a way that respects their feelings and needs.
Option Analysis
* A. Allow people to think independently and plan for themselves how this Change Programme could be incorporated
* While independence is valuable, this option emphasizes autonomy rather than empathy. Empathy focuses on actively understanding and addressing emotional needs, which is not reflected here.
* Incorrect.
* B. Hold a weekly progress meeting with key UniCo and Selco staff dedicated to the delivery of the new contract
* Progress meetings are about operational efficiency and project management rather than emotional engagement. This action does not specifically address the emotional or empathetic needs of staff.
* Incorrect.
* C. Provide statistical data on the general trends in the mobile application industry to help people rationalize why this change is necessary
* Offering statistical data focuses on rationalization and logical understanding rather than emotional support. It does not demonstrate empathy.
* Incorrect.
* D. Reschedule plans to allow extra time for those IT support staff who are finding it difficult to try out the new processes
* By rescheduling and accommodating the needs of staff who are struggling, this action demonstrates empathy. It acknowledges their challenges and provides support to help them adjust to the changes.
* Correct.
* E. Encourage the CEO to discuss their previous concerns about the new company direction with staff who feel uncertain
* This action encourages the CEO to openly share their own experiences of uncertainty, fostering an emotional connection with staff. It helps to reduce apprehension and demonstrate that their concerns are understood.
* Correct.
Why D and E are the Correct Answers (Scenario Alignment)
* D: Rescheduling plans reflects understanding and support for those finding it hard to adapt, which aligns with empathetic leadership principles.
* E: Encouraging the CEO to share their journey of overcoming uncertainty provides emotional reassurance and demonstrates relatability, a key element of empathy.
References (AgilePM and Scenario Alignment):
* AgilePM Handbook, Chapter 6: Empathy and Emotional Intelligence in Stakeholder Engagement.
* UniCo Scenario: "UniCo staff must develop new attitudes, and the CEO's openness has been a subject of positive informal discussions."
* Hodges' Principles of Engagement: Empathy as a cornerstone for addressing emotional challenges during organizational change.
NEW QUESTION # 150
......
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