AGILEPM-PRACTITIONER EXAM TESTS | AGILEPM-PRACTITIONER NEW DUMPS

AgilePM-Practitioner Exam Tests | AgilePM-Practitioner New Dumps

AgilePM-Practitioner Exam Tests | AgilePM-Practitioner New Dumps

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APMG-International AgilePM-Practitioner Exam Syllabus Topics:

TopicDetails
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
  • 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 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
  • 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.

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APMG-International Agile Project Management (AgilePM) Practitioner Exam Sample Questions (Q49-Q54):

NEW QUESTION # 49
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 # 50
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 # 51
The Sales Manager is excited by the challenge to lead a pilot to upskill the sales team in the new capabilities. They will particularly enjoy coaching and spending time with team members.
Which preference does this behavior BEST display?

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

Answer: D

Explanation:
Comprehensive and Detailed Explanation:
This question uses the Myers-Briggs Type Indicator (MBTI) framework, which identifies personality preferences based on four dichotomies. In this scenario, the Sales Manager's behavior reflects traits that align most closely with the Extraversion preference.
1. Why the Answer is Extravert (A):
* Extraverts gain energy from interacting with others and are motivated by teamwork, coaching, and engaging in group activities.
* The Sales Manager's enjoyment of spending time with team members and their enthusiasm for leading a pilot clearly demonstrates extraverted qualities.
* Extraverts typically thrive in environments where collaboration and communication are emphasized, which matches the described behavior.
2. Analysis of Other Options:
* Option B: Introvert
* Introverts are more reflective and gain energy from time spent alone or in quieter settings. They tend to prefer solitary work over group activities.
* The Sales Manager's enjoyment of coaching and team interaction does not align with introverted traits.
* Eliminate.
* Option C: Thinking
* The Thinking preference in MBTI is about making decisions based on logic and objective criteria. It does not directly relate to the enjoyment of coaching or spending time with team members.
* The scenario describes behavior that is more about interaction and energy from others rather than logical decision-making.
* Eliminate.
* Option D: Feeling
* The Feeling preference relates to decision-making that prioritizes values and empathy. While this could be partially relevant in a coaching context, the primary focus of the description is on enthusiasm for interaction and collaboration, which are hallmarks of extraversion.
* Eliminate.
3. Practical Example:
* An extraverted leader might enjoy hosting team workshops, facilitating discussions, or mentoring colleagues. Their energy comes from the collaborative process, just as the Sales Manager enjoys coaching and working directly with their team.
4. Reference to MBTI:
* Extraversion (E):
* Focused on the external world and interactions with others.
* Energized by group activities and collaboration.
* Introversion (I):
* Prefers reflection and solitary work.


NEW QUESTION # 52
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.
One aim of the relocation is to develop a less hierarchical culture. The relocation team hear that staff believe managers are still getting special treatment in the allocation of desks. To mitigate this concern, they have planned for groups to move separately over a few weeks and have communicated details with each group independently.
Is this an appropriate approach to reward the brain in the need for 'fairness,' and why?

  • A. No, because 'fairness' relies on providing appropriate access to all relevant change information.
  • B. Yes, because frequent communications will help discourage emotional responses.
  • C. Yes, because small change steps will focus staff on changes that relate only to them.
  • D. No, because 'fairness' should be based on establishing equality across all staff.

Answer: D

Explanation:
Comprehensive and Detailed Step-by-Step Explanation:
The SCARF framework emphasizes the importance of fairness, defined as treating people equitably and ensuring transparency in processes and decisions. In this scenario, staff are concerned that managers are receiving preferential treatment, undermining the sense of fairness during the relocation.
1. Why Fairness is Key in the SCARF Framework
* Fairness is a critical driver of motivation, fostering trust and reducing resistance to change.
* Perceived inequality or favoritism, such as managers receiving "special treatment," creates resentment and disengagement.
To maintain fairness, the relocation plan should ensure equality and avoid actions that reinforce perceived hierarchies or favoritism.
2. Why Option B is Correct
* Fairness should be based on establishing equality across all staff.
* Addressing concerns about special treatment requires ensuring that all staff, including managers, are treated equitably in desk allocations.
* Communicating independently with groups or implementing staggered moves does not address the core issue of perceived inequality.
3. Analysis of Other Options
* Option A: No, because 'fairness' relies on providing appropriate access to all relevant change information.
* While transparency is important, fairness is primarily about ensuring equality. Merely providing information does not resolve the perception of inequality in desk allocations.
* Eliminate.
* Option C: Yes, because small change steps will focus staff on changes that relate only to them.
* Focusing on smaller steps or individual groups might improve clarity and reduce resistance, but it does not directly address concerns about fairness. The root issue-perceived favoritism-remains unaddressed.
* Eliminate.
* Option D: Yes, because frequent communications will help discourage emotional responses.
* Communication is valuable in managing change, but fairness depends on equitable treatment, not just communication. If staff perceive inequality, frequent communication alone will not resolve their concerns.
* Eliminate.
4. Practical Implications
* To address fairness concerns, the relocation team should take visible steps to ensure that desk allocations are equitable for all employees, including managers.
* A transparent decision-making process, involving staff input, can further enhance perceptions of fairness.
5. Reference to SCARF Framework
* Fairness: Fairness is about ensuring everyone is treated equitably and that decisions are perceived as just and transparent. Failure to address perceived inequalities can lead to disengagement and demotivation.


NEW QUESTION # 53
Which 2 statements explain why the Architecture Angels' Marketing Director would be an appropriate Business Visionary?

  • A. Is one of the original four founders of the company.
  • B. As a Director, will ensure that the project is NOT driven by the cost-consciousness of the Finance Director in the role of Business Sponsor.
  • C. Is fully committed to changing the company's strategic direction to include hotel renovation.
  • D. Is a friend of the Architecture Angels' Chief Executive.
  • E. Has a passion for old buildings and can see the potential for business opportunity.

Answer: C,E

Explanation:
The two statements that explain why the Architecture Angels' Marketing Director would be an appropriate Business Visionary are:
*B. Is fully committed to changing the company's strategic direction to include hotel renovation. This shows that the Marketing Director is aligned with the project's goals and is invested in its success.
*E. Has a passion for old buildings and can see the potential for business opportunity. This passion and vision are key characteristics of a Business Visionary, who is responsible for guiding the project towards delivering value for the business.


NEW QUESTION # 54
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