APMG-International AgilePM-Practitioner Questions - Pass Exam and Get Career Benefits

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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	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.
Topic 4	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.

APMG-International Agile Project Management (AgilePM) Practitioner Exam Sample Questions (Q125-Q130):

NEW QUESTION # 125
Which 2 statements describe the appropriate application of Agile Project Management when developing the Prioritised Requirements List during Feasibility?

A. Details of which areas will require seeding in order to become lawn, and which are to become planted borders, should be captured.
B. The responsibility for setting the priority of each of the requirements identified should be assigned to the Project Manager.
C. The re-laying of the driveway and a landscaping solution should be listed as Must Have requirements.
D. Regulatory obligations associated with the redevelopment of Hoy Hall should be recorded as Must Have requirements.
E. The scope of the project should be agreed before moving into the Foundations phase.

Answer: C,D

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 # 126
The Marketing Director has insisted that detailed requirements for the new coffee bar insurance web pages should be clearly defined in the early phases of the project.
What action should the Project Manager take?

A. Agree to document the finite details of each requirement to ensure the web developers can accurately estimate the effort required to fulfil them.
B. Refuse to discuss any detailed requirements in the early phases.
C. Capture the Marketing Director's requirements in detail but leave the input of others until later in the project.
D. Hold an early discussion to the level of detail necessary to establish a shared understanding of what is required.

Answer: D

NEW QUESTION # 127
The Change Manager is discussing the relocation of the Selco staff to the UniCo office with the Operations Director. They are using the SCARF framework of people's social experience to guide management actions.
Answer the following questions about the use of David Rock's SCARF framework to increase the motivation for change.
The founder of Selco, now the Applications Manager, is moving from an individual office to a desk in the shared area for the Operations Director's leadership team in the UniCo building. At the last Operations' group meeting, the Operations Director thanked the Applications Manager for cooperating fully with the relocation.
Is this an appropriate approach to reward the brain in the need for 'status', and why?

A. Yes, because praising people publicly helps to improve a person'sinformal importance in the organization.
B. Yes, because highlighting cooperation provides an opportunity for the Applications Manager to learn and develop.
C. No, because 'status' should be rewarded by ensuring open, two-way
communication using rich channels.
D. No, because the Application Manager's knowledge and skills are still relevant and there no threat to 'status'.

Answer: A

Explanation:
This question examines the application of David Rock's SCARF framework, which identifies five social drivers influencing motivation: Status, Certainty, Autonomy, Relatedness, and Fairness. In this scenario, the focus is on status, which refers to the perception of one's standing or importance relative to others in a group.
1. Understanding the Status Domain in SCARF
* Status is one of the core social needs in the SCARF framework.
* It is linked to how individuals perceive their importance or recognition within an organization.
* Acknowledging contributions publicly enhances status by signaling respect and appreciation, which motivates individuals to engage and cooperate.
2. Why Option D is Correct
* In this scenario, the Operations Director's public praise of the Applications Manager acknowledges their cooperation in relocating to a shared workspace.
* This public acknowledgment improves the Applications Manager's informal status within the group by:
* Showing that their efforts are valued.
* Positioning them as a cooperative and contributing member of the leadership team.
* Enhancing status in this way fosters motivation and strengthens engagement in the change process.
3. Analysis of Other Options
* Option A: No, because 'status' should be rewarded by ensuring open, two-way communication using rich channels.
* While two-way communication is important for building relatedness or addressing concerns, it does not directly address the brain's need for status, which is driven by recognition and acknowledgment.
* Eliminate.
* Option B: No, because the Application Manager's knowledge and skills are still relevant and there is no threat to 'status'.
* This misinterprets the concept of status. The relevance of skills is unrelated to the need for recognition. Status can still be boosted even when skills are intact, especially in a new environment where informal recognition is key.
* Eliminate.
* Option C: Yes, because highlighting cooperation provides an opportunity for the Applications Manager to learn and develop.
* While cooperation can contribute to learning and development, the focus here is on public acknowledgment of contributions to improve status, not on skill-building or development.
* Eliminate.
4. Practical Implications
* The public acknowledgment at the Operations group meeting serves to:
* Reinforce positive behavior (cooperation during relocation).
* Increase the Applications Manager's informal standing within the leadership team.
* Such actions align with the SCARF framework by addressing social motivations and fostering collaboration.
5. Reference to SCARF Framework
* Status: Enhancing motivation by recognizing contributions publicly, which boosts an individual's perceived value.
* Threats to status (e.g., moving to a shared workspace) can be mitigated by public praise, maintaining the individual's perception of importance.

NEW QUESTION # 128
The Applications Manager agreed to the acquisition by UniCo because they knew that growing Selco needed more investment than they could raise and that they personally didn't have the skill set to move from technical leader to business leader.
Which preference does this behavior BEST display?

A. Introvert.
B. Thinking.
C. Extravert.
D. Feeling.

Answer: B

Explanation:
Comprehensive and Detailed Explanation:
This question uses the Myers-Briggs Type Indicator (MBTI) framework. The Applications Manager's behavior aligns most closely with the Thinking preference, which is characterized by logical decision-making and an objective assessment of facts and limitations.
1. Why the Answer is Thinking (C):
* The Applications Manager made a decision based on:
* Objective evaluation of facts: They recognized the need for more investment than they could raise independently.
* Self-assessment of skills: They identified their personal limitations in transitioning from a technical role to a business leadership role.
* These actions reflect a logical, analytical approach to problem-solving, which is the hallmark of the Thinking preference.
2. Analysis of Other Options:
* Option A: Extravert
* Extraversion describes a focus on energy derived from external interactions and collaboration.
While this may apply in some leadership contexts, the Applications Manager's decision was based on self-analysis and logical reasoning, not social tendencies.
* Eliminate.
* Option B: Introvert
* Introversion involves a preference for introspection and focusing on inner thoughts. While there is an element of self-reflection in the manager's actions, the emphasis on logical decision-making aligns more with Thinking than Introversion.
* Eliminate.
* Option D: Feeling
* The Feeling preference emphasizes decision-making based on values and empathy. While the manager may have considered the impact of their limitations, the decision was based on objective facts rather than personal or emotional values.
* Eliminate.
3. Practical Example of Thinking Behavior:
* A Thinking-oriented leader might decide to step aside from a leadership role if they objectively determine that another leader would better serve the organization's goals, as shown in the Applications Manager's decision.
4. Reference to MBTI:
* Thinking (T):
* Decisions are guided by logic, objectivity, and the analysis of facts.
* Focuses on practical outcomes and realistic self-assessment.
* Feeling (F):
* Decisions are guided by empathy and values, prioritizing relationships over objectivity.

NEW QUESTION # 129
Which 'event' BEST offers the opportunity to connect learning to the wider change initiative?

A. Assess performance, testing whether the instruction has been effective.
B. Provide guidance to support the learning process, such as real-life examples, stories, and discussion.
C. Provide good learning feedback that allows learners to evaluate their practice.
D. Remind the learners of what they already know that is relevant to the current instruction (facts, rules, procedures, or skills).

Answer: B

Explanation:
Comprehensive and Detailed Explanation:
Gagne's Nine Events of Instruction provide a framework for designing learning activities. When connecting learning to a broader change initiative, the focus should be on guidance and context that ties the learning objectives to real-life applications and organizational goals.
1. Why Guidance is Critical in Change Initiatives:
* Providing real-life examples, stories, and discussions enables learners to:
* See how the instruction aligns with the organizational changes.
* Understand the practical relevance of their learning.
* Connect new skills or knowledge to the broader goals of the organization, ensuring alignment with the change initiative.
* This corresponds to Event 4: Provide Learning Guidance in Gagne's model, which emphasizes the use of supportive elements to enhance understanding and contextualize learning.
2. Why Option B is Correct:
* By incorporating real-life examples and stories, the instruction becomes relatable and directly linked to the learner's role in the change initiative.
* For example, during a training session on new software, discussing how it will streamline workflows within the organization provides clarity and motivation.
3. Analysis of Other Options:
* Option A: Assess performance, testing whether the instruction has been effective.
* Assessment ensures learning effectiveness but does not inherently connect the learning to the broader change initiative. It focuses on evaluating outcomes rather than providing context.
* Eliminate.
* Option C: Remind the learners of what they already know that is relevant to the current instruction.
* While activating prior knowledge is valuable (Event 3), it focuses on linking new learning to existing knowledge rather than to the broader organizational changes.
* Eliminate.
* Option D: Provide good learning feedback that allows learners to evaluate their practice.
* Feedback helps refine understanding and improve performance (Event 5), but it does not necessarily provide the connection to the wider change initiative.
* Eliminate.
4. Practical Example:
* Suppose UniCo is training its staff to adopt new processes for mobile applications. The facilitator might include real-life success stories from similar industries, showing how adopting these practices helped achieve growth and customer satisfaction. This ties learning to the organizational change goals.
5. Reference to Gagne's Model:
* Event 4: Provide Learning Guidance emphasizes supporting learners with tools and context that deepen understanding and relevance.

NEW QUESTION # 130
......

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APMG-International AgilePM-Practitioner Questions - Pass Exam and Get Career Benefits

Quiz 2025 APMG-International AgilePM-Practitioner Updated New Test Pass4sure

APMG-International AgilePM-Practitioner Exam Syllabus Topics:

APMG-International Agile Project Management (AgilePM) Practitioner Exam Sample Questions (Q125-Q130):

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