APMG-International AgilePM-Foundation Agile Project Management (AgilePM) Foundation Exam Exam Practice Test

Maintenance is not one of the interest groups into which each DSDM role is grouped1. The recognized interest groups are Business, Solution/Technical, and Management1. These groups represent the different areas of focus within a DSDM project.

In DSDM, each role is grouped into interests such as Business, Solution/Technical, and Management. Maintenance is not one of the interests into which DSDM roles are grouped. The primary focus of DSDM roles is to ensure that the project is delivered successfully by balancing business needs, technical feasibility, and effective management practices.

References:

DSDM Agile Project Framework Handbook

"Agile Project Management: Best Practices and Methodologies" by Eric Brechner

Actively Involve Line Managers: Change management frameworks highlight the importance of involving line managers to support individuals through the emotional phases of the change curve. Line managers can offer guidance, listen to concerns, and provide the reassurance needed to navigate uncertainty.

Why the Other Options Are Incorrect:

B: Negative emotions are a normal part of the change curve and should not automatically be seen as mismanagement.

C: Discouraging discussion can create further resistance and disengagement.

D: Assuming individuals will adapt over time neglects the need for proactive engagement and support.

Key AgilePM Concepts Referenced:

Navigating the Change Curve: AgilePM Handbook, Chapter 6, Section 6.3

Statement 1: Correct. Force Field Analysis identifies driving and restraining forces for change, helping to address barriers and resistance.

Statement 2: Incorrect. The analysis should be a collaborative effort involving stakeholders, not solely created by the change manager.

Key AgilePM Concepts Referenced:

Force Field Analysis as a Tool: AgilePM Handbook, Chapter 7, Section 7.2.

In DSDM, the Minimum Usable Subset refers to the “Must Have” requirements as defined by the MoSCoW prioritization1. This subset ensures that the project delivers the core functionalities that are critical for the system to be considered useful and viable2.

The quality of the evolving solution should be tested as part of the iterative development process4. This approach allows for continuous integration and testing of the solution, ensuring that quality is built into the product from the beginning and maintained throughout the development cycle.

Key Performance Indicators (KPIs): KPIs are agreed-upon metrics that measure progress against desired outcomes. These indicators are crucial for tracking the effectiveness of change efforts.

Other Options:

A: Islands of stability refer to elements unaffected by change.

C: Incremental milestones are checkpoints but not specific measures of outcomes.

D: Transition tranches are phases of change implementation.

Key AgilePM Concepts Referenced:

Outcome Measurement: AgilePM Handbook, Chapter 7, Section 7.5.

It is during the Feasibility phase that it is first established whether further investigation of the project is justified3. This phase aims to determine if the proposed project is likely to be feasible from both a technical and business perspective.

Action Phase: Breaking change actions into smaller, manageable tasks happens during the Action step, where detailed plans are implemented. This ensures smoother execution and tracking of progress.

Other Options:

Discovery: Focuses on understanding the current situation.

Ideas: Involves generating potential solutions.

Prioritization: Helps decide which tasks or changes to focus on.

Key AgilePM Concepts Referenced:

Continuous Change Management Cycle: AgilePM Handbook, Chapter 6, Section 6.6.

Feedback and Coaching: Sponsors play a critical role in change, and change managers support them by providing feedback and coaching to help them lead effectively. This builds their confidence and ensures alignment with the change vision.

Other Options:

A: Sponsors should prepare the vision themselves.

B: Sponsors themselves lead commitment-building efforts.

D: Protecting sponsors isn’t an effective strategy; engaging them is key.

Key AgilePM Concepts Referenced:

Sponsor Engagement: AgilePM Handbook, Chapter 6, Section 6.2.

Celebrating Short-Term Wins: Demonstrating early achievements builds confidence and reduces resistance by showing tangible progress. This is a key step in Kotter's model for leading change.

Other Options:

A: Building a coalition involves leadership but not reducing doubt.

B: Creating urgency addresses the need for change, not achievements.

C: Accelerating movement focuses on overall momentum.

Key AgilePM Concepts Referenced:

Kotter’s Change Model: AgilePM Handbook, Chapter 6, Section 6.2.

Statement 1: Incorrect. Agile is rooted in adaptability and tailoring practices to fit the specific needs of a project. Taking a single framework and applying it persistently reflects rigidity, which contradicts the Agile principles of flexibility and continuous improvement. AgilePM advocates selecting and combining frameworks (e.g., Scrum, Kanban) based on the project environment rather than sticking to one rigidly.

Statement 2: Correct. Resilience, flexibility, and a willingness to learn are central to Agile practitioners. They must adapt to challenges and new information to ensure continuous delivery of value. This aligns with Agile values of embracing change over following strict plans and the AgilePM philosophy of iterative improvement.

Key AgilePM Concepts Referenced:

Flexibility over Rigidity: AgilePM Handbook, Chapter 1, Section 1.4 ("The Agile Mindset").

Iterative Development and Learning: Chapter 3, Section 3.5 (Iterative Principles).

Timeboxing is the technique that allows for testing the achievability of objectives. This approach involves setting a fixed period (the Timebox) during which specific tasks or objectives must be completed. By focusing on what can be achieved within the set time frame, Timeboxing helps teams test and validate whether their objectives are realistic and attainable. This iterative approach ensures continuous assessment and adaptation, promoting efficient project management.

References:

AgilePM Foundation Handbook

"Agile Project Management with Scrum" by Ken Schwaber

Statement 1: Incorrect. Communication plans should be tailored to the specific context of each change initiative, as a one-size-fits-all approach does not work.

Statement 2: Correct. The scale and complexity of change will dictate the content and level of detail in the communication plan.

Key AgilePM Concepts Referenced:

Tailored Communication Plans: AgilePM Handbook, Chapter 4, Section 4.3.

The application of Principle 8, Demonstrate Control, is collectively applied by the whole team4. This principle ensures that there are proper levels of planning, progress measurement, and reporting in place.

A Timebox Plan is updated at the Daily Start-ups. These daily meetings allow the team to review progress, discuss any issues, and make necessary adjustments to the plan. Regular updates ensure that the project stays on track and that any deviations are addressed promptly, facilitating smooth and efficient progress towards the Timebox objectives.

References:

AgilePM Foundation Handbook

"Scrum: The Art of Doing Twice the Work in Half the Time" by Jeff Sutherland

Statement 1: Correct. Leading by example is crucial for inspiring trust and alignment with the change vision. Symbolic actions by leaders play a significant role in fostering engagement.

Statement 2: Incorrect. Change influence is not limited to leaders; team members and change agents can also drive and inspire change.

Key AgilePM Concepts Referenced:

Role of Leadership in Change: AgilePM Handbook, Chapter 6, Section 6.2.

When initially creating MoSCoW priorities in AgilePM, the primary focus is on Timebox priorities. This approach ensures that each Timebox (a fixed period during which specific tasks must be completed) has clear and prioritized objectives. The MoSCoW method (Must have, Should have, Could have, Won't have this time) helps the team to deliver the most critical features within the given timeframe, thereby optimizing the value delivered in each iteration. This prioritization ensures that essential functionalities are completed first, making the project adaptable and resilient to changes.

References:

AgilePM Foundation Handbook

"Agile Project Management with Scrum" by Ken Schwaber

The Solution Architecture Definition is an evolutionary product that provides a high-level design framework for the solution2. It is intended to cover both business and technical aspects of the solution to a level of detail that makes the scope of the solution clear but does not constrain evolutionary development2. This ensures that the solution architecture supports the business direction and the solution under development will be fit for its intended purpose3

 The Delivery Plan defined by DSDM has a planning horizon that includes the end of the project7. This plan looks towards the future, often months or years ahead, to guide the incremental delivery of the project’s outcomes.

Statement 1: Incorrect. Having more data doesn’t guarantee better results; quality and relevance of data matter more.

Statement 2: Correct. External data can provide fresh perspectives and reduce internal biases.

Key AgilePM Concepts Referenced:

Using Data for Insights: AgilePM Handbook, Chapter 7, Section 7.6.

Solution increments are created during the Evolutionary Development phase. This phase is where the solution is developed iteratively, building on the firm foundations laid out in the previous phases1. It involves creating increments of the product through time-boxed iterations, ensuring that the solution evolves in line with the project’s objectives and business needs.

Simple: The Cynefin framework classifies situations where cause and effect are obvious as "simple," requiring straightforward solutions based on best practices.

Other Options:

Multifaceted: Not a recognized category in Cynefin.

Complex: Refers to situations where cause and effect are not immediately apparent.

Chaotic: Refers to situations with no apparent relationship between cause and effect.

Key AgilePM Concepts Referenced:

Cynefin Framework for Complexity: AgilePM Handbook, Chapter 3, Section 3.3.

Discovery: The Continuous Change Management Cycle starts with understanding the current situation, challenges, and opportunities. Discovery ensures that subsequent steps are informed and targeted.

Other Options:

A: Ideas come after discovery.

B: Prioritization occurs after potential solutions are identified.

D: Action follows the planning and prioritization phases.

Key AgilePM Concepts Referenced:

Continuous Change Management Cycle: AgilePM Handbook, Chapter 6, Section 6.6.

The Pre-Project phase is the stage where it is decided which projects are started, based on a clearly defined objective1. This phase ensures that only the right projects are initiated and that they are set up correctly, aligning with the DSDM philosophy that the best business value emerges when projects are aligned to clear business goals1.

Statement 1: Correct. Rich communication channels, such as face-to-face conversations or video calls, are necessary for active engagement as they allow for two-way interaction and emotional connection.

Statement 2: Correct. Leaner channels, like emails or memos, are appropriate when the message is straightforward and unlikely to be misinterpreted.

Key AgilePM Concepts Referenced:

Effective Communication Channels: AgilePM Handbook, Chapter 4, Section 4.3.

DSDM acknowledges that change is inevitable and that projects operate within a changing world5. The methodology is designed to embrace change and harness its benefits, rather than resist it.

The role that should ideally be independent of the outcome to be achieved in a Facilitated Workshop is the Workshop Facilitator4. This role manages the processes and dynamics of the workshop and should remain neutral and impartial4.

Productivity Dip: A temporary drop in productivity is common when employees are being trained on new processes or systems. This cost is critical to account for in planning and managing change effectively.

Other Options:

Safety & Wellbeing: Relates to physical and emotional health, not productivity.

Reputational: Refers to external perception of the organization.

Opportunity: Refers to lost potential from alternative courses of action.

Key AgilePM Concepts Referenced:

Assessing Change Impact: AgilePM Handbook, Chapter 7, Section 7.3.

Statement 1: Incorrect. Diverse teams tend to take longer to make decisions due to differing perspectives and approaches. However, this trade-off leads to more thorough and creative decision-making, which is a recognized strength of diverse teams.

Statement 2: Incorrect. Members of diverse teams often require time to align on communication styles, goals, and processes. Effective collaboration in diverse teams is developed through trust-building and active engagement, as outlined in Agile team practices.

Why Diverse Teams Matter in Agile:Agile emphasizes collaboration and innovation, which are enhanced by diverse teams. However, the process of building trust and understanding takes time. AgilePM recommends fostering inclusivity and addressing conflicts constructively to harness the strengths of diverse teams.

Key AgilePM Concepts Referenced:

Building Effective Teams: AgilePM Handbook, Chapter 5, Section 5.3.

Trust and Transparency in Teams: Chapter 4, Section 4.6.

In a free format Timebox, reviews should take place: B. Throughout the body of the Timebox3.