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APMG-International AgilePM-Practitioner Exam Syllabus Topics:

Topic
Details

Topic 1

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 2

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 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

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.

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APMG-International Agile Project Management (AgilePM) Practitioner Exam Sample Questions (Q18-Q23):

NEW QUESTION # 18
Which 2 statements represent appropriate entries for the plan for Post-Project activities?

A. 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.
B. The Project Manager will attend Daily Stand-up meetings to observe
progress.
C. The Sales Manager will create a company-wide email showing the
number of policies sold weekly by each of the sales assistants.
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. A report showing the number of application forms completed online
through the website for coffee shop insurance policies will be produced weekly.

Answer: A,E

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.
Topic 2, 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 # 19
Awareness of the new processes in the Customer Services department is good, but so far there has been little progress on implementation with the majority of staff.
Which approach is LEAST likely to build momentum for the changes?

A. Share the initial successes when providing mobile solutions to the Utility company.
B. Increase the number of newsletters issued covering the strategy and delivery plans.
C. Delegate responsibility for implementation to the line leadership in the department.
D. Assign the team who facilitate new orders to take the lead in implementing new processes.

Answer: B

Explanation:
Comprehensive and Detailed Step-by-Step Explanation:
Context from the UniCo Scenario:
The Customer Services department is aware of the change but has shown little progress in implementing the processes. Building momentum for change requires active engagement, focusing on delivering and demonstrating value while motivating teams to act. Simply providing more information (like newsletters) does not directly contribute to implementation.
Analysis of Each Option:
* A. Assign the team who facilitate new orders to take the lead in implementing new processes.
* Why Correct: Assigning responsibility to a specific team who is familiar with the operations ensures direct ownership of the processes. This approach helps create role clarity and demonstrates action to others.
* B. Delegate responsibility for implementation to the line leadership in the department.
* Why Correct: Empowering line leaders aligns with AgilePM's principles of delegating decision- making to individuals who are close to the operations, ensuring accountability and progress.
* C. Share the initial successes when providing mobile solutions to the Utility company.
* Why Correct: Sharing success stories is an effective way to build confidence and momentum.
AgilePM recommends celebrating quick wins to motivate teams and show the value of change.
* D. Increase the number of newsletters issued covering the strategy and delivery plans.
* Why Incorrect (Answer): While communication is critical, simply issuing more newsletters does not actively engage staff or address implementation challenges. Newsletters are passive forms of communication that do not drive action or momentum.
Why D Is Correct (LEAST Likely):
* Lack of Active Engagement:
* Increasing newsletters only adds more information but does not address staff reluctance or encourage active participation.
* Momentum Requires Action, Not Just Awareness:
* Awareness is already present; the focus now should shift to tangible steps, like assigning responsibilities or showcasing early wins.
* Limited Impact on Implementation:
* AgilePM advocates active involvement, like delegating roles or leveraging pilot teams, rather than relying on one-way communication.
References to AgilePM Framework:
* Empowered Teams:
* AgilePM stresses the importance of empowering teams and leaders to take ownership of changes.
(AgilePM Practitioner Guide, Chapter 6: Empowered Teams)
* Celebrating Successes:
* Sharing quick wins reinforces the benefits of change and motivates others to follow suit.
(AgilePM Practitioner Guide, Chapter 9: Delivering Value Early)
* Active Stakeholder Engagement:
* AgilePM emphasizes that communication should drive engagement and actions, rather than be limited to information sharing. (AgilePM Practitioner Guide, Chapter 8: Stakeholder Engagement)

NEW QUESTION # 20
Using the project timeline given in the Project Scenario, answer the following question about application of Timeboxing on the Hoy Hall project.
Lines 1 to 5 in the table below consist of an assertion statement and a reason statement. For each line identify the appropriate option, from options A to E, that applies.
Each option can be used once, more than once or not at all.

Assertion :
1. All internal works to be assigned to Timber Tigers throughout the project should be consolidated into one Structured Timebox.
BECAUSE
The Investigation step within each Structured Timebox requires everyone working within the team to jointly agree how the requirements of the Timebox will be met.
2. Acceptance criteria for the front rooms to be developed in Timebox A should be described in detail and agreed during the Timebox Kick-Off BECAUSE The aim of the Investigation step within each Timebox is to complete as much of the development work as possible.
3. It is appropriate that both the Evolutionary Development phase and Deployment phase are shown in the first Project Increment.
BECAUSE
Each Timebox should comprise an Evolutionary Development phase and
Deployment phase.
4. It is appropriate that the outputs of Timebox C are scheduled for deployment at the end of the first Project Increment.
BECAUSE
A typical Timebox Plan should provide a schedule of high-level activities for the imminent Project Increment.
5. It is appropriate that Earth Excavations create a detailed plan of activities they will complete during Timebox C.
Reason
BECAUSE
The Solution Development Team is responsible for planning the detail of all the work of each Timebox.

Answer:

Explanation:

Explanation:
For each line, here is the appropriate option from A to E that applies:
* All internal works to be assigned to Timber Tigers throughout the project should be consolidated into one Structured Timebox.
* E. False (Assertion) False (Reason)
* Rationale: It is not practical or in line with Agile principles to consolidate all internal works into one Structured Timebox, as the work will likely need to be spread over multiple Timeboxes.
Additionally, the Investigation step involves agreeing on how to meet the requirements of the Timebox, not necessarily consolidating all work into one.
* Acceptance criteria for the front rooms to be developed in Timebox A should be described in detail and agreed during the Timebox Kick-Off
* B. True (Assertion) True (Reason) BUT the reason does not explain the assertion
* Rationale: While it is true that acceptance criteria should be agreed upon during the Timebox Kick-Off, the reason given is incorrect because the aim of the Investigation step is not necessarily to complete as much development work as possible but to plan and understand the work that will be carried out.
* It is appropriate that both the Evolutionary Development phase and Deployment phase are shown in the first Project Increment.
* A. True (Assertion) True (Reason) AND the reason explains the assertion
* Rationale: Each Timebox should indeed include both Evolutionary Development and a Deployment phase. This assertion and reason correctly align with the concept of Timeboxing in Agile.
* It is appropriate that the outputs of Timebox C are scheduled for deployment at the end of the first Project Increment.
* A. True (Assertion) True (Reason) AND the reason explains the assertion
* Rationale: The typical Timebox Plan does provide a schedule of high-level activities for the imminent Project Increment, which would include planning for deployment.
* It is appropriate that Earth Excavations create a detailed plan of activities they will complete during Timebox C.
* C. True (Assertion) False (Reason)
* Rationale: While it is true that Earth Excavations should create a detailed plan for their activities in Timebox C, the reason is incorrect as the Solution Development Team is not solely responsible for planning all work details within a Timebox. This task would typically be a collaborative effort involving all relevant parties.

NEW QUESTION # 21
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 # 22
Which statement should be recorded under the Lessons from previous change initiatives heading?

A. A new software development platform is needed to integrate the new services into operational processes.
B. The renewal of the lease for the office housing Selco staff is due in fifteen months' time.
C. UniCo has always successfully used customer journey mapping for educating staff in customer needs.
D. UniCo has always been seen in the marketplace as being traditional and cautious.

Answer: C

Explanation:
Comprehensive and Detailed Step-by-Step Explanation:
The question focuses on identifying a statement that qualifies as a lesson from previous change initiatives. Let's analyze each option against this requirement:
1. What defines a "Lesson from Previous Change Initiatives"?
* In Agile and change management contexts, "lessons learned" are insights gained from earlier initiatives, particularly about what worked well and what could be improved.
* These lessons typically highlight practices or strategies that were successful or problematic in past efforts, serving as guidelines for current and future initiatives.
2. Option Analysis:
* Option A: UniCo has always been seen in the marketplace as being traditional and cautious.
* This statement is a general observation about UniCo's market reputation, not a lesson from a specific change initiative. It does not reflect a strategy or practice learned from past experiences.
* Eliminate.
* Option B: UniCo has always successfully used customer journey mapping for educating staff in customer needs.
* This statement references a specific practice (customer journey mapping) that UniCo has successfully employed in previous initiatives to address customer needs. It aligns with the concept of a lesson learned.
* Correct Answer.
* Option C: A new software development platform is needed to integrate the new services into operational processes.
* This is a current requirement or task for the ongoing initiative, not a reflection of past experiences. It does not fit under the "lessons learned" heading.
* Eliminate.
* Option D: The renewal of the lease for the office housing Selco staff is due in fifteen months' time.
* This is a logistical fact about the current situation, unrelated to any lessons from previous change efforts. It does not provide guidance or insights for future actions.
* Eliminate.
3. Relevance in UniCo's Scenario:
* UniCo is undergoing significant organizational change, including integrating Selco and rebranding. Learning from previous successful practices, such as customer journey mapping, can help address challenges like resistance to change and understanding customer needs in the new context.
* Capturing and applying this lesson ensures continuity and builds on proven methods.
4. Agile Practitioner Documentation References:
* Lessons Learned Practices: Agile emphasizes continuous improvement through retrospectives and learning from past efforts to refine processes and strategies.
* Stakeholder Management: Customer journey mapping is an established tool in Agile practices for improving customer focus and aligning team efforts with stakeholder needs.

NEW QUESTION # 23
......

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