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| Section | Weight | Objectives |
|---|---|---|
| Governance, Quality and Risk | 15% | - Configuration management - Agile governance and control - Quality management in Agile - Risk management |
| Techniques and Practices | 25% | - MoSCoW prioritization - Timeboxing - Iterative development - Estimation and planning - Facilitated workshops - Modelling and user stories |
| Roles and Responsibilities | 15% | - Team and specialist roles - Governance roles - Role interactions and accountabilities - Project-level roles |
| Tailoring and Application | 10% | - Scaling AgilePM for large/complex projects - Adapting AgilePM to project size and complexity - Combining with other Agile methods (Scrum, Kanban) |
| AgilePM Lifecycle | 20% | - Feasibility - Foundation - Pre-Project - Deployment - Engineering - Exploration - Post-Project |
| AgilePM Principles and Philosophy | 15% | - Agile philosophy and mindset - Eight core principles of AgilePM - Differences from traditional project management |
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NEW QUESTION # 51
(Lee Tan, General Manager of EPR Southeast Asia, is serving as a Business Advisor during Project Increment
4. He has not attended any Sprint Reviews, calling them " project meetings " and " a waste of time. " He later complains to Sarah about the lack of project awareness.
Which of the following actions reflects an AgilePM approach?)
Answer: C
Explanation:
The correct answer is A .
In AgilePM, stakeholder engagement is a core success factor. When an important business stakeholder such as Lee Tan , acting as a Business Advisor , is disengaged from review events and then complains about lack of visibility, the right response is not to bypass the problem with more reporting or to escalate immediately into command-and-control behavior. The AgilePM approach is to re-engage the stakeholder through communication, education, and collaboration .
That is why meeting with Lee to explain the value of Sprint Reviews and planning his engagement is the best answer.
Sprint Reviews, or their AgilePM equivalent collaborative review points, are not merely "project meetings." They are key opportunities to:
* inspect progress,
* review delivered value,
* gather feedback,
* align stakeholders,
* validate evolving needs,
* and improve the solution based on real input.
Lee's absence means he has missed the primary forum where transparency, feedback, and shared understanding are built. If he now feels unaware, the issue is not that Agile ceremonies failed him; it is that he has not been effectively engaged in them. Hira should therefore address the root cause by helping him understand their purpose and agreeing a practical way for him to participate.
Why A is correct:
This option reflects AgilePM because it:
* promotes active stakeholder involvement ,
* uses collaboration rather than authority ,
* addresses misunderstanding through communication and coaching ,
* treats engagement as a shared responsibility,
* and supports better ongoing participation instead of just compensating for disengagement.
It is also pragmatic. Hira can explore why Lee sees the reviews as a waste of time, clarify what decisions or insights he can gain from attending, and tailor his involvement so it is meaningful and efficient. That is consistent with agile leadership: remove barriers, improve understanding, and increase effective collaboration.
Why the other options are incorrect:
B). Provide Lee with Sprint summaries to keep him informed without wasting his time.
This is weaker because it accepts disengagement instead of improving it. Written summaries may help supplement communication, but AgilePM does not favor passive reporting as a substitute for active collaboration when stakeholder participation is important. Lee's role as Business Advisor means his input is valuable, not just his awareness.
C). Ask Sarah to require Lee ' s attendance at all Sprint Reviews.
This is not the best AgilePM response because it relies on authority and escalation rather than facilitation and engagement. AgilePM encourages commitment and collaboration, not forced participation as the first solution. Compelled attendance may create compliance, but not meaningful contribution.
D). Schedule briefings with Lee before each Sprint using Project Planning insights.
This is also not the best answer because it shifts communication into a more one-way briefing model and focuses before the Sprint rather than on review of actual outcomes. The main issue is Lee's lack of participation in the review and feedback loop. Pre-Sprint briefings do not replace the value of seeing increments, discussing results, and shaping next steps.
AgilePM perspective:
AgilePM places strong emphasis on:
* continuous and active business involvement ,
* collaborative reviews ,
* transparency of progress ,
* frequent feedback ,
* and empowered, informed stakeholders .
A Business Advisor is expected to contribute specialist business insight. If that role disengages, the Project Manager should work to restore useful participation, not simply route around it with more documents or top- down enforcement.
In this case, Lee's complaint about awareness is actually a sign that he needs better engagement with the agile process. Hira should respond by helping him understand that Sprint Reviews are valuable business touchpoints where he can see progress, influence direction, and remain informed in real time.
Therefore, from an AgilePM standpoint, A is the best answer because it reflects facilitative leadership, stakeholder engagement, and the agile principle of improving collaboration rather than replacing it with reports or mandates.
During the Foundations phase, Brinda Vyas organized a workshop that Hira facilitated. It was attended by Sukra Aroon, Mira, Lee Tan, and Developers from the two Delivery Teams. The goal was to define and align on what would be available for guests at the end of Project Increment 4.
NEW QUESTION # 52
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 # 53
Which 2 statements describe the appropriate application of Agile Project Management when developing the Prioritised Requirements List during Feasibility?
Answer: C,E
Explanation:
In the context of Agile Project Management when developing the Prioritised Requirements List during Feasibility, the two statements that align with Agile principles are:
B; The re-laying of the driveway and a landscaping solution should be listed as Must Have requirements.
E: Regulatory obligations associated with the redevelopment of Hoy Hall should be recorded as Must Have requirements.
Here's the rationale:
*B: In Agile, requirements are often categorized by priority such as "Must Have", "Should Have", "Could Have", and "Won't Have for now" (the MoSCoW method). The re-laying of the driveway and a landscaping solution are essential for the project's success and thus should be classified as "Must Have".
*E: Regulatory requirements are non-negotiable constraints that the project must adhere to. These should always be prioritized in the requirements list to ensure compliance and to avoid legal issues, making them
"Must Have" items as well.
NEW QUESTION # 54
A difference of opinion on the outcome of an earlier project has created a
'them and us' culture between the Sales Department and the Operations
Department.
What action should the Project Manager take to resolve this?
Answer: B
Explanation:
The most effective action the Project Manager should take to resolve the 'them and us' culture between the Sales Department and the Operations Department is:
B: Brief the team and the Business Visionary on the use of an Agile Project Management approach and the requirement to collaborate.
Addressing the cultural divide requires fostering an environment of collaboration and mutual respect. By educating all team members and the Business Visionary about Agile Project Management principles, which emphasize teamwork, collaboration, and collective ownership of project outcomes, the Project Manager can help shift the team's mindset towards a more unified approach. This briefing should highlight the value of diverse perspectives and the importance of working together towards common goals, thus addressing the underlying issues contributing to the 'them and us' culture. Encouraging open communication and collaboration as fundamental components of the Agile approach can help break down barriers and build a more cohesive team.
NEW QUESTION # 55
(Brinda believes that a meditation garden is essential for the holistic wellness experience, but Sukra, the Solution Architect, warns of risk associated with cultivating and maintaining the required plants.
How should Hira resolve this?)
Answer: D
Explanation:
The correct answer is A .
In AgilePM, when there is a disagreement between business value and solution risk , the best response is not to immediately side with one party, nor to force a premature decision. Instead, the Project Manager should facilitate collaborative decision-making so that the relevant roles can assess value, feasibility, risks, and trade-offs together.
That is exactly what Option A does.
Brinda, as the Business Visionary , is focused on ensuring that the Eco-spa experience delivers the intended holistic wellness value. From her perspective, the meditation garden may be an important part of the guest experience and brand promise.
Sukra, as the Solution Architect , is responsible for ensuring the integrity, quality, and feasibility of the solution. His concern about cultivating and maintaining the required plants is legitimate because it relates to delivery feasibility, sustainability, operational burden, and long-term viability.
Hira, as the Project Manager , should not resolve this by taking sides too early. Her role is to create the conditions for an informed decision by bringing the right people together, clarifying the issue, and helping them assess both:
* the business value of including the garden, and
* the delivery and operational risks associated with it.
Why A is correct:
A facilitated workshop is the most AgilePM-aligned response because it:
* encourages collaboration between business and technical roles ,
* supports shared understanding of benefits, constraints, and risks ,
* enables informed decision-making based on evidence and discussion,
* allows stakeholders to explore alternatives or compromises,
* and reflects agile leadership through facilitation rather than command-and-control.
In a workshop, the group could discuss questions such as:
* Is the meditation garden truly essential for minimum usable business value?
* Are there lower-risk alternatives that still achieve the same wellness outcome?
* Can plant selection, design changes, or maintenance plans reduce the risk?
* Does the value justify the cost and complexity?
* Should it be deferred, simplified, or prototyped first?
This is exactly the sort of balanced evaluation AgilePM encourages.
Why the other options are incorrect:
B). Support Sukra ' s perspective to minimize any additional architectural and maintenance risks.
This is incorrect because it means Hira would be prematurely siding with the technical perspective without properly considering the business value. AgilePM requires balance between feasibility and business need.
Risk matters, but so does value.
C). Prioritize the garden as a Must Have, allocating resources to manage the risks.
This is incorrect because it assumes the garden should automatically be treated as a Must Have. In AgilePM, prioritization should be based on agreed business value, urgency, and feasibility, not on one stakeholder's preference alone. Also, making it a Must Have before evaluating the risks properly would be poor governance.
D). Remind Brinda and Sukra of their roles, Brinda defines needs, Sukra decides how to deliver them.
This option contains a partial truth about role boundaries, but it is not the best way to resolve the conflict.
While Brinda does represent business needs and Sukra advises on solution design, this is too simplistic for a situation involving risk, value, and potential trade-offs. AgilePM encourages collaboration, not rigid role- based separation as the primary conflict resolution mechanism.
AgilePM perspective:
AgilePM places strong emphasis on:
* active business involvement
* collaborative decision-making
* fitness for business purpose
* iterative exploration of value and risk
* facilitative leadership
When tension arises between a desired feature and implementation risk, the right response is to evaluate the issue collaboratively rather than allowing either business ambition or technical caution to dominate without discussion.
In this scenario, the meditation garden may indeed add significant value to the guest wellness experience, but it may also introduce environmental, operational, and sustainability concerns. The best AgilePM response is therefore to explore the trade-off through structured collaboration.
So, from an AgilePM standpoint, A is the best answer because Hira should facilitate a discussion that assesses both potential value and associated risks before deciding how to proceed.
NEW QUESTION # 56
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