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APMG-International AgilePM-Practitioner Exam Syllabus Topics:

Topic
Details

Topic 1

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 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

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 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 (Q28-Q33):

NEW QUESTION # 28
The Timebox to deliver the online reservation system through the Hoy Hall website has experienced a major issue. During Timebox C a test was completed to simulate an attack on the financial element of the online reservation system, with the intention of finding security weaknesses. It was found that it was potentially possible to gain access to the system, its functionality and data. Further work is therefore needed to meet the information security elements of a customer financial transaction.
Answer the following question about the actions to be taken by each role.
Column 1 describes a list of actions related to dealing with the security issue with the hotel reservation system.
Column 2 lists the key roles. For each action in Column 1,
select from Column 2 the role that should carry out the action.
Each selection from Column 2 can be used once, more than once or not at all.
Column 1
* Advise how the legislation on the transfer of data will affect the requirements and the system.
* Agree the changes needed to the corporate technical architecture with the Architecture Angels IT support team.
* Ensure the information security vulnerability is communicated to the AA Head Office IT Director.
* Evaluate the impact of proposed security controls on the business and decide on the most suitable solution.
* Reprioritise the requirements on the Prioritised Requirements List associated with the security issue.
Column 2
* Project Manager
* Business Sponsor
* Business Visionary
* Technical Coordinator
* Business Analyst
* Team Leader
* Business Ambassador
* Solution Developer

Answer:

Explanation:

Explanation:
* Advise how the legislation on the transfer of data will affect the requirements and the system.
* E. Business Analyst
* Agree the changes needed to the corporate technical architecture with the Architecture Angels IT support team.
* D. Technical Coordinator
* Ensure the information security vulnerability is communicated to the AA Head Office IT Director.
* A. Project Manager
* Evaluate the impact of proposed security controls on the business and decide on the most suitable solution.
* B. Business Sponsor
* Reprioritise the requirements on the Prioritised Requirements List associated with the security issue.
* C. Business Visionary
Rationale:
* A Business Analyst typically has the expertise to understand and communicate how data transfer legislation impacts system requirements.
* The Technical Coordinator is usually responsible for technical decisions, including those that impact the technical architecture, and would work closely with the IT support team to agree on changes.
* The Project Manager should ensure that key information, such as security vulnerabilities, is communicated to senior management, in this case, the IT Director.
* The Business Sponsor, who is ultimately responsible for the project from a business perspective, would evaluate the impact of security measures on the business.
* The Business Visionary is often tasked with understanding the strategic view of the project requirements and would be suited to reprioritize requirements, especially those with significant implications like security issues.

NEW QUESTION # 29
Xan Insurance Company operates from one location - a large, open-plan
office in the centre of a city. Those employees that will be working within the Solution Development Team are all based in this office but work at different ends of the office in separate departments.
What action should the Project Manager suggest to ensure the most effective collaboration of the Solution Development Team?

A. No action required as these employees are located in the same office.
B. Relocate these employees to a new project area, with a number of desks where the Solution Development Team can sit together.
C. Create an email group for the Solution Development Team to collaborate on ideas.
D. Set up a telephone or video conferencing facility so that all members of the team can collaborate effectively.

Answer: B

Explanation:
The most effective action the Project Manager can suggest to ensure the most effective collaboration of the Solution Development Team is:
C: Relocate these employees to a new project area, with a number of desks where the Solution Development Team can sit together.
Co-locating team members in a shared space is a well-established practice in Agile environments to enhance communication, collaboration, and team dynamics. By having the Solution Development Team sit together, the Project Manager can facilitate more efficient face-to-face interactions, quick resolution of issues, and a better sense of team unity. This approach leverages the benefits of immediate communication and collaborative problem-solving, which are key in Agile project management. Even though the team members are currently in the same office, their separation into different ends of the office could hinder spontaneous communication and collaboration. Creating a dedicated project area for the team can significantly improve their ability to work together effectively.

NEW QUESTION # 30
The Change Manager has read Goleman's articles on the Hay-McBer six dimension model of organization climate. This gives leaders practical ways that leadership style can improve organizational culture and performance as measured by staff surveys.
Answer the following question about recommendations a change manager could make to the CEO applying these six dimensions to improve climate across the organization.
Column 1 is a list of recommendations the Change Manager has made to the CEO seeking to initiate or support a change in the organizational culture. For each recommendation in Column 1, select from Column 2 the 'dimension' in organizational climate MOST likely to improve as a result. Each selection from Column 2 can be used once, more than once or not at all.

Answer:

Explanation:

Explanation:
A screenshot of a computer Description automatically generated

The Hay-McBer six dimensions of organizational climate provide a framework for analyzing and improving work environments. The six dimensions are:
* Clarity: Employees understand their roles, goals, and the direction of the organization.
* Responsibility: Employees feel empowered to make decisions and take ownership of their work.
* Standards: There is a focus on high-performance expectations.
* Rewards: Contributions are recognized and rewarded.
* Flexibility: Employees feel that the organization is adaptable and open to new ideas.
* Commitment: Employees feel a strong sense of belonging and loyalty to the organization.
1. Joint Meetings to Discuss UniCo's Strategic Focus (Clarity)
* Reason: These meetings aim to communicate the organization's strategic direction, providing employees with a clear understanding of goals and expectations.
* This directly improves clarity, as employees gain insight into the company's vision and how their roles align with it.
2. Internal Marketing Campaign on New Contract (Rewards)
* Reason: Highlighting the success of the new contract through an internal campaign boosts employee pride and morale. This is a form of recognition, aligning with the rewards dimension.
* Employees feel their contributions are acknowledged and celebrated, motivating further engagement.
3. Shared Leadership Workshops for Decision-Making (Responsibility)
* Reason: Empowering staff by delegating decision-making responsibilities enhances their sense of ownership and accountability.
* This supports the responsibility dimension, as it shifts decision-making closer to those executing the work, increasing engagement and confidence.
4. Engaging Staff to Define Service Levels (Flexibility)
* Reason: Involving staff in shaping service levels fosters adaptability and innovation. This shows the organization values employee input, improving flexibility by encouraging open-mindedness and collaboration.
Summary of Dimensions Applied
The recommendations align with specific dimensions to address identified gaps in organizational climate, improving overall engagement and performance:
* Clarity: Joint meetings to communicate strategy.
* Rewards: Internal campaigns celebrating achievements.
* Responsibility: Delegating decision-making through leadership workshops.
* Flexibility: Involving staff in defining processes.

NEW QUESTION # 31
A
* Explanation: Both the assertion and reason are true, and the reason explains the assertion.
Kotter's model identifies celebrating early wins as a critical step to sustain momentum and mitigate resistance.
Assertion 4:
The CEO's openness will help to make the vision more 'sellable' to the 'volunteer army' when
'communicating the vision and the strategy'.Reason:It is important to institutionalize the strategic changes into the culture so that implementation of the vision becomes second nature to staff.

Answer:

Explanation:
B
* Explanation: Both the assertion and reason are true, but the reason does not directly explain the assertion. The CEO's openness is more about inspiring and aligning the volunteer army, while institutionalizing change into culture is a separate step in Kotter's model.
Final Answer Table
Assertion Line
Answer
1
A
2
A
3
A
4
B

NEW QUESTION # 32
Several of the web developers working on the project have no Agile
experience. When answering the questions in the Project Approach
Questionnaire (PAQ), the Project Manager could not agree with the statement
'all members of the project understand and accept the DSDM approach'.
What action should the Project Manager take?

A. Replace the web developers with experienced Agile practitioners.
B. Accept that the web developers are experts in their field and will be adopting their own approach throughout the project.
C. Agree with the statement in the PAQ and keep a close watch on the web developers throughout the project.
D. Organize a training workshop to brief all project-level and Solution Development Team roles in the Agile approach.

Answer: D

NEW QUESTION # 33
......

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