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APMG-International AgilePM-Practitioner Exam Syllabus Topics:

Topic
Details

Topic 1

• 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.

Topic 2

• 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 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

• 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.

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APMG-International Agile Project Management (AgilePM) Practitioner Exam Sample Questions (Q126-Q131):

NEW QUESTION # 126
Using the information provided in the additional information, answer the following question on building a change analytics strategy.
Are the measures and source data to be monitored by the Human Resources and Facilities Manager likely to have any of the limitations of data analytics?

• A. Yes, because the source data is unlikely to provide 'real-time' accuracy.
• B. No, because reporting on staff data should only be carried out by Human Resources.
• C. No, because internal processes are likely to ensure a good data quality.
• D. Yes, because the volume of the source data is likely to be unmanageable.

Answer: A

Explanation:
Comprehensive and Detailed Step-by-Step Explanation:
Context from the UniCo Scenario:
The Human Resources and Facilities Manager is responsible for tracking data related to the upskilling of staff in mobile applications, as well as analyzing training progress across departments. For effective change analytics, timely and accurate data is critical to enable actionable insights. Delays in reporting and inaccuracies can hinder real-time adjustments to training programs and resource allocation.
Analysis of the Answer Options:
* A. No, because reporting on staff data should only be carried out by Human Resources.
* Why Incorrect:This statement is irrelevant to the limitations of data analytics. While HR typically oversees reporting on staff data, the issue lies in the ability to provide real-time, accurate data for decision-making, not which department oversees the process.
* B. No, because internal processes are likely to ensure a good data quality.
* Why Incorrect:While internal processes might improve data quality, they do not guarantee timely or real-time accuracy. The issue highlighted in this scenario is the lag in data reporting, which limits its usefulness in dynamic change management.
* C. Yes, because the volume of the source data is likely to be unmanageable.
* Why Incorrect:There is no evidence in the scenario suggesting that the volume of data being collected for staff training is unmanageable. The challenge described pertains to the timeliness and accuracy of the data, not its scale.
* D. Yes, because the source data is unlikely to provide 'real-time' accuracy.
* Why Correct:Effective change analytics requires real-time data to monitor progress and make adjustments dynamically. In this case, the HR and Facilities Manager's reliance on data that is not timely or accurate limits the ability to intervene effectively during training or skill development.
Why D Is the Best answer:
* Real-Time Data Is Crucial for Change Analytics:
* AgilePM emphasizes the need for actionable insights derived from up-to-date information. Data that is delayed or inaccurate prevents quick responses to emerging issues.
* Alignment with Agile Principles:
* In change programs, especially those involving skill development, real-time feedback is critical for iterative improvements. Lagging or retrospective data fails to align with this principle.
* Practical Challenges:
* The scenario implies limitations in data collection or reporting processes, which prevent real-time monitoring. This hinders the Human Resources and Facilities Manager from accurately tracking progress and making timely interventions.
References to AgilePM Framework:
* Iterative Monitoring and Feedback:
* AgilePM advocates for frequent and timely feedback to ensure continuous alignment with project goals. (AgilePM Practitioner Guide, Chapter 8: Quality Management)
* Importance of Data-Driven Decision-Making:
* Data must enable proactive, real-time adjustments to processes. Delayed or inaccurate data undermines this approach. (AgilePM Practitioner Guide, Chapter 11: Measuring Success)

NEW QUESTION # 127
One member of the Customer Services team has been chatting informally to some Sales co-workers. They felt that the Sales process changes are causing more work for Customer Services and that the whole customer experience has now been compromised.
Which 2 actions by the Sales Director are the MOST appropriate when responding to this type of resistance?

• A. Include the member of Customer Services in the planning of the sales process changes to reduce disruption.
• B. Revisit the Stakeholder mapping work to ensure that the engagement of parties affected by the Sales changes is accurate.
• C. Invite Sales staff to help with planning the next phase of internal Sales training for the process changes.
• D. Counter the informal views by inviting the Change Manager to explain the changes at the next Sales staff meeting.
• E. Do nothing and allow the informal view to circulate, knowing it will eventually be proved wrong.

Answer: A,D

Explanation:
Comprehensive and Detailed Step-by-Step Explanation:
Context from UniCo Scenario:
The Sales staff at UniCo are resistant to changes related to the company's new strategic focus on mobile applications. The concern raised here involves Customer Services staff feeling overburdened and Sales staff perceiving the changes as impacting customer experience negatively. This type of resistance reflects miscommunication, lack of engagement, and uncertainty-key elements that require addressing.
Analysis of Each Option:
* A. Do nothing and allow the informal view to circulate, knowing it will eventually be proved wrong.
* This is not appropriate as it fails to address resistance proactively, which may lead to low morale, increased misunderstandings, and further negativity among teams. The AgilePM framework emphasizes collaboration and communication over passive approaches to resistance management.
* Rejected.
* B. Include the member of Customer Services in the planning of the sales process changes to reduce disruption.
* This approach directly engages the affected parties (Customer Services staff) by involving them in planning. It fosters ownership, reduces resistance, and creates solutions that are practical and inclusive. Aligning this action with AgilePM principles ensures engagement of stakeholders in the change process, which is key to minimizing disruption.
* Selected.
* C. Invite Sales staff to help with planning the next phase of internal Sales training for the process changes.
* While involving Sales staff is useful, the issue here centers around Customer Services staff concerns about disruption and added workload. This option fails to address the root cause of the resistance.
* Rejected.
* D. Counter the informal views by inviting the Change Manager to explain the changes at the next Sales staff meeting.
* This action ensures that informal resistance is addressed through formal communication channels.
By providing clarity and transparency about the Sales process changes, this approach prevents misunderstanding and builds alignment across teams. AgilePM emphasizes the importance of clear communication to manage resistance.
* Selected.
* E. Revisit the Stakeholder mapping work to ensure that the engagement of parties affected by the Sales changes is accurate.
* Stakeholder mapping is a strategic action but may not immediately address the informal resistance in question. The issue at hand requires immediate communication and engagement rather than long-term structural adjustments.
* Rejected.
Why B and D Are Correct:
* Inclusion in Planning (B):
* Including Customer Services staff in planning ensures their concerns are heard and integrated into the solutions. This aligns with AgilePM's focus on stakeholder collaboration and engagement to reduce resistance.
* Clear Communication via the Change Manager (D):
* Inviting the Change Manager provides an authoritative and transparent explanation of the changes. This aligns with AgilePM's emphasis on using regular communication to manage resistance and mitigate informal, negative narratives.
References to AgilePM Framework:
* Stakeholder Engagement:
* AgilePM highlights involving stakeholders in planning as essential for building trust and reducing resistance to change. (AgilePM Practitioner Guide, Chapter 9: Stakeholder Engagement)
* Transparent Communication:
* AgilePM emphasizes clarity and frequent communication to manage resistance effectively. Using formal channels ensures alignment and prevents misinformation from spreading. (AgilePM Practitioner Guide, Chapter 11: Managing People)
* Proactive Resistance Management:
* AgilePM promotes proactive actions (like engaging affected staff and using formal communication) rather than passive approaches to manage resistance. (AgilePM Practitioner Guide, Chapter 12: Change Management)

NEW QUESTION # 128
Which 2 statements represent appropriate entries for the plan for Post-Project activities?

• A. The Sales Manager will create a company-wide email showing the
  number of policies sold weekly by each of the sales assistants.
• B. A report showing the number of application forms completed online
  through the website for coffee shop insurance policies will be produced weekly.
• C. 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. Before the product is deployed, the Sales Manager will circulate a copy of the revised sales procedure for processing coffee shop insurance sales.
• E. The Project Manager will attend Daily Stand-up meetings to observe
  progress.

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.

NEW QUESTION # 129
The Change Manager is looking to develop the change agent network that will support the changes related to the Operational delivery processes workstream.
Which approach is MOST likely to be relevant when deciding on the size of the change network for the Operational delivery processes workstream?

• A. Involve as many agents as possible from the Selco staff to utilize their experience.
• B. Select change agents in the Applications and IT Support areas to cover both locations.
• C. Immediately assign two change agents as the fulfillment of the new contract will focus the change.
• D. Recruit change agents mainly from the IT support staff experiencing the most change.

Answer: B

Explanation:
Comprehensive and Detailed Step-by-Step Explanation
The size and scope of a change agent network must be tailored to the needs of the specific workstream it is supporting. In the case of the Operational delivery processes workstream, the focus is on integrating systems and processes across both the UniCo and Selco locations.
1. Why C (Agents Covering Both Applications and IT Support) is Correct
* Broad Coverage: Selecting change agents from both the Applications and IT Support areas ensures that the network addresses the full range of changes required, including technical systems, applications, and IT processes.
* Dual Location Focus: The operational delivery workstream spans both the UniCo and Selco locations.
Having representation from both locations ensures that changes are implemented effectively and address the unique challenges of each site.
* Balance of Expertise: IT Support staff are critical for process-related changes, while Applications staff bring expertise in mobile application development, which aligns with UniCo's strategic goals.
2. Analysis of Incorrect Options
* Option A (Assign Two Agents):
* Assigning only two change agents is overly restrictive and would not provide sufficient coverage for a large-scale integration of operational processes across multiple departments and locations.
* Eliminate.
* Option B (Recruit Mainly IT Support Staff):
* While IT Support staff are experiencing significant changes, focusing solely on this group excludes other important areas, such as Applications, which are critical to UniCo's strategy of integrating mobile applications.
* Eliminate.
* Option D (Involve Only Selco Staff):
* Although Selco staff bring valuable expertise in mobile applications, relying exclusively on them could alienate UniCo staff and hinder buy-in for the change. A balanced network incorporating both UniCo and Selco staff is more effective.
* Eliminate.
3. Practical Implications
* Selecting change agents from both Applications and IT Support ensures that the network is comprehensive and aligned with the goals of the operational delivery processes workstream.
* This approach also promotes collaboration between UniCo and Selco staff, which is essential for successful integration and cultural alignment.

NEW QUESTION # 130
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.
During Solution Development Timebox A, a new Health and Safety requirement arises: the front door is required to have wheelchair access. This is a legal requirement and is a Must Have before any staff or general public access can be allowed. The Solution Development Team will work with the Local Planning Authority Officer, the specialist who identified the requirement, to identify further acceptance criteria for Solution Development Timebox A.
Is this an appropriate action related to acceptance criteria?

• A. Yes, because the new requirement needs to be understood, built and delivered in this Timebox.
• B. No, because the Business Visionary is responsible for defining acceptance criteria.
• C. Yes, because the Local Planning Authority Officer owns the justification for the new requirement.
• D. No, because this new requirement would NOT be included in the original Prioritised Requirements List and therefore does NOT need acceptance criteria to be defined.

Answer: A

Explanation:
A: Yes, because the new requirement needs to be understood, built and delivered in this Timebox.
Rationale:
Agile Project Management is adaptable to changes, even late in the development process. The introduction of a new Health and Safety requirement, such as wheelchair access, which is a legal and must-have requirement, needs to be incorporated into the project as soon as it is identified. Working with the Local Planning Authority Officer to define acceptance criteria ensures that the requirement is clearly understood and that the solution developed meets the necessary legal standards. This approach ensures that the team can immediately address the new requirement and integrate it into the current work cycle, aligning with Agile's principle of welcoming changing requirements, even late in development, for the customer's competitive advantage.
Topic 1, 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 # 131
......

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