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APMG-International Agile Project Management (AgilePM) Practitioner Exam Sample Questions (Q36-Q41):

NEW QUESTION # 36
How should the Project Manager assist the plumbers to deliver the plumbing?

A. Split the entire Solution Development Team into smaller teams covering specific locations of the house.
B. Establish an inter-team competition to see which team can complete first.
C. Decide on the location of the radiators on behalf of Architecture Angels.
D. Approve each Timebox before work continues in the next.

Answer: A

NEW QUESTION # 37
Which 2 individuals would be suitable for the role of Workshop Facilitator?

A. IT Operations Manager
B. Project Manager
C. Team Leader
D. Marketing Director
E. Software Developer

Answer: B,C

Explanation:
The two individuals most suitable for the role of Workshop Facilitator would be:
A: Team Leader E. Project Manager
The rationale for choosing these individuals is that both the Team Leader and the Project Manager are likely to have the necessary skills to facilitate a workshop effectively. They are typically trained to manage team dynamics, guide discussions, remain neutral, and drive towards a resolution. The IT Operations Manager and the Marketing Director are parties to the disagreement and thus would not be appropriate as facilitators due to the potential for bias. The Software Developer is likely to be more involved in the technical aspects rather than facilitation.

NEW QUESTION # 38
Two Sales staff members appear to have lost energy for the change process and did not attend recent change meetings. When questioned, they said they were so overwhelmed by the number of changes in systems, materials, technical knowledge, and processes that they couldn't deal with any more.
Which 2 actions by the Sales Director are the MOST appropriate when responding to this type of resistance from staff?

A. Assign the staff members to projects outside of this change, to prevent them undermining the changes needed.
B. Add personal staff targets to ensure that the changes in the sales operations are continued.
C. Find out which elements could remain unchanged so that future sales are unaffected.
D. Ensure these staff members are rewarded for raising issues with the implementation.
E. Consider limiting the changes to those that are related to each other during each iteration of change in sales.

Answer: C,E

Explanation:
Comprehensive and Detailed Step-by-Step Explanation:
1. Analysis of the Scenario: The staff members are experiencing change fatigue due to the overwhelming number of adjustments in systems, processes, and technical knowledge. This fatigue often arises during significant organizational transformations like the one UniCo is undergoing, where staff members feel unprepared or unsupported to handle multiple changes.
Agile Project Management (AgilePM) emphasizes adaptive change management, where incremental changes are planned and staff are supported throughout transitions. The Agile approach also recommends prioritizing manageable changes to prevent burnout.
2. Option Evaluation:
A: Find out which elements could remain unchanged so that future sales are unaffected.
* Explanation: Maintaining some consistency during the change process can help overwhelmed staff feel less stressed. By preserving elements that do not directly need alteration, employees can focus on critical areas that need improvement without feeling they are losing their entire work foundation.
* Reference from AgilePM: Agile emphasizes incremental delivery and the need to protect stability where possible during change efforts. This is key to balancing innovation with operational continuity.
* Why Correct: This approach reduces unnecessary change and helps staff focus on priority areas, reducing resistance and fatigue.
B: Add personal staff targets to ensure that the changes in the sales operations are continued.
* Explanation: While setting targets can be a motivational tool, introducing personal targets during a period of resistance or overwhelm can exacerbate stress and lead to further disengagement.
* Why Incorrect: AgilePM advocates for team empowerment and reducing pressure during resistance phases. Adding personal targets does not address the root cause of change fatigue.
C: Assign the staff members to projects outside of this change, to prevent them undermining the changes needed.
* Explanation: Removing staff from the process entirely may appear to prevent further resistance, but it also excludes them from adapting to and learning the new processes. Such an action can lead to further disengagement and even attrition.
* Why Incorrect: AgilePM encourages collaboration and engagement rather than sidelining staff during organizational changes.
D: Consider limiting the changes to those that are related to each other during each iteration of change in sales.
* Explanation: By grouping related changes, staff can focus on cohesive elements rather than being overwhelmed by disjointed changes. This iterative approach aligns with AgilePM principles, which emphasize breaking down tasks into smaller, manageable chunks.
* Reference from AgilePM: The iterative and incremental approach in Agile ensures that teams manage workload effectively while focusing on high-priority changes.
* Why Correct: Limiting and organizing changes into related areas ensures clarity, reduces cognitive load, and builds confidence among the sales staff.
E: Ensure these staff members are rewarded for raising issues with the implementation.
* Explanation: Rewarding staff for raising concerns is a positive reinforcement tactic. However, it does not address the root issue of change fatigue. While this could encourage openness, it does not reduce the overwhelming workload or clarify processes.
* Why Incorrect: Although AgilePM emphasizes transparency, this approach does not mitigate the resistance caused by change overload.
3. Final Recommendation:
* Correct Actions: A and D effectively address the root causes of resistance (overwhelm and fatigue) by maintaining stability where possible and grouping related changes into iterations.
* These solutions align with AgilePM's focus on iterative change, manageable workloads, and staff engagement.
* Incorrect Actions (B, C, E): These options either fail to address the root problem or risk disengagement further.
References:
* AgilePM Practitioner Guide, Chapter on Stakeholder Engagement and Managing Change.
* AgilePM Principles: Incremental Delivery and Focus on the Business Need.
* Agile Change Management Strategies for Overcoming Resistance.

NEW QUESTION # 39
Using the Project Scenario and the additional information provided for
this question in the Scenario Booklet, answer the following questions
about Feasibility.
Remember to limit your answers to the number of selections requested in each question.
Which 2 statements describe the appropriate application of Agile Project Management when developing the Delivery Plan?

A. The approach to the project should be based on the Project Approach Questionnaire responses.
B. The Project Manager should include any known constraints associated with planning permission.
C. The Architecture Angels' Marketing Director should be involved in the development of the Delivery Plan.
D. The Earth Excavations' Head Gardener should be excluded from discussions related to deliverables since contracts are NOT yet signed.
E. The Project Manager should NOT need to identify any risks this early in the project.

Answer: B,C

Explanation:
In the context of Agile Project Management, when developing the Delivery Plan during the Feasibility phase, the two statements that best align with Agile principles are:
A: The Project Manager should include any known constraints associated with planning permission.
E: The Architecture Angels' Marketing Director should be involved in the development of the Delivery Plan.
Here's the rationale:
*A: Recognizing and accounting for known constraints such as planning permission is a key aspect of Agile. It allows for better adaptability and planning around these constraints. Including them early in the Delivery Plan helps ensure that they are considered throughout the project.
*E: Agile emphasizes cross-functional collaboration and stakeholder engagement. The Marketing Director would provide valuable insights into customer needs and market conditions, which are crucial for a successful delivery plan.

NEW QUESTION # 40
Using the information provided in the additional information, answer the following question on building a change analytics strategy.
Do the measures to be monitored by the Sales Director represent appropriate measures for assessing change readiness?

A. No, because change readiness should be monitored using the change programme plan.
B. Yes, because the Sales Director has identified measures that require new data sources.
C. Yes, because these metrics provide opinions collected via mostly qualitative methods.
D. No, because change readiness measures should consist of mostly quantitative measures.

Answer: B

Explanation:
Comprehensive and Detailed Step-by-Step Explanation:
Context from the UniCo Scenario:
The Sales Director's metrics focus on assessing the readiness of the sales team to adapt to new systems, such as their confidence levels and ability to demonstrate mobile application features. This ensures that the team is prepared for the transformation UniCo is undertaking. Change readiness is often a combination of quantitative and qualitative insights, especially for understanding how prepared and skilled staff are to adopt the new processes.
Analysis of the Answer Options:
* A. No, because change readiness measures should consist of mostly quantitative measures.
* Why Incorrect:Change readiness measures are not limited to quantitative methods. Qualitative measures, such as surveys and confidence levels, are essential for evaluating readiness in transformation programs. By relying on both, the organization gets a more holistic understanding.
* B. No, because change readiness should be monitored using the change programme plan.
* Why Incorrect:The change program plan provides an overarching structure, but it is not the sole method for monitoring readiness. The Sales Director has appropriately identified new data sources and targeted measures (e.g., surveys), which are crucial for assessing readiness directly.
* C. Yes, because the Sales Director has identified measures that require new data sources.
* Why Correct:The Sales Director's plan involves surveys to gather fresh data, such as confidence levels and proficiency in new systems. These are leading indicators for change readiness and provide actionable insights into team preparedness. Using new data sources ensures the measures are tailored to the transformation objectives, making them appropriate for assessing readiness.
* D. Yes, because these metrics provide opinions collected via mostly qualitative methods.
* Why Incorrect:While qualitative methods such as surveys are used, this answer implies an over- reliance on qualitative data. Effective change readiness strategies should balance both qualitative (e.g., confidence levels) and quantitative (e.g., percentage of staff trained) insights.
Why C Is the Best Answer:
* Focus on Leading Indicators:
* The Sales Director's identified measures focus on readiness and forward-looking insights, such as proficiency and confidence, which are key aspects of preparing staff for the change.
* Incorporating New Data Sources:
* The use of surveys as new data sources ensures that the metrics are specific to the change initiative and capture real-time readiness levels, making them highly relevant.
* Alignment with AgilePM Principles:
* AgilePM emphasizes the importance of gathering real-time, actionable data to monitor progress and adapt strategies. The Sales Director's approach aligns with this principle by introducing targeted metrics for readiness.
References to AgilePM Framework:
* Change Readiness Assessment:
* AgilePM highlights the importance of continuously assessing readiness to ensure teams can adapt and contribute effectively to change programs. (AgilePM Practitioner Guide, Chapter 7:
Governance and Control)
* Combining Data Sources:
* Balancing qualitative and quantitative methods is a best practice for ensuring that readiness measures are comprehensive and actionable. (AgilePM Practitioner Guide, Chapter 11:
Measuring Success)

NEW QUESTION # 41
......

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