AGILEPM-PRACTITIONER EXAMS TRAINING - AGILEPM-PRACTITIONER LEARNING MODE

AgilePM-Practitioner Exams Training - AgilePM-Practitioner Learning Mode

AgilePM-Practitioner Exams Training - AgilePM-Practitioner Learning Mode

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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
  • 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
  • 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.

APMG-International Agile Project Management (AgilePM) Practitioner Exam Sample Questions (Q128-Q133):

NEW QUESTION # 128
The Web Content Manager has provided the Web Developer with a mock up
of the 'Contact Us' page, to be created for the new coffee bar insurance product. When producing the code, the Web Developer has created a button that reads 'Delete' instead of 'Cancel'.
What action should the Web Content Manager take?

  • A. Raise an issue to the Project Manager when the solution is deployed.
  • B. Prepare a defence for when the problem is identified, ensuring the
    responsibility is with the Web Developer.
  • C. Discuss the issue with the Web Developer and decide what action is required to change this detail.
  • D. Hide the problem and hope that this detail can be changed at a later date.

Answer: C

Explanation:
The most constructive and collaborative action the Web Content Manager should take is:
D: Discuss the issue with the Web Developer and decide what action is required to change this detail.
Direct communication and collaboration between the Web Content Manager and the Web Developer are essential in Agile environments to promptly address misunderstandings or mistakes. Discussing the issue openly allows for a quick resolution and ensures that the final product aligns with the project's requirements.
This approach fosters a positive working relationship, encourages shared responsibility for the project's success, and avoids unnecessary delays or conflicts.


NEW QUESTION # 129
Which participant characteristic is likely to be the MOST appropriate to the success of a workshop to design a process?

  • A. They have a good history of change implementation.
  • B. They understand the culture of the organization.
  • C. They are confident in discussing ideas with others.
  • D. They are willing to be involved and enthusiastic.

Answer: D

Explanation:
Comprehensive and Detailed Step-by-Step Explanation:
Facilitating a workshop to design a process in a scenario like UniCo's, where organizational change and integration are critical, requires participants with specific traits that align with Agile Project Management (AgilePM) principles. Here's why D is the best choice:
1. Alignment with Agile Values:
* AgilePM emphasizes engagement, collaboration, and enthusiasm among participants. These attributes are critical for fostering a constructive environment where innovative and practical solutions can emerge.
* Participants who are willing to be involved and enthusiastic bring energy to discussions and are more likely to engage fully in brainstorming and problem-solving, which is essential in designing effective processes.
2. Analysis of the Options:
* Option A: Understanding the culture of the organization
* While this is important for creating relevant and realistic solutions, it is not the most critical trait. Participants who lack enthusiasm or willingness to engage may not contribute effectively even if they understand the culture.
* Option B: A good history of change implementation
* Having a history of successful change implementation is a valuable trait, but it is less critical in the context of process design. This characteristic focuses on past actions rather than current engagement and collaboration.
* Option C: Confidence in discussing ideas with others
* Confidence is helpful, but enthusiasm and willingness to participate are foundational traits that often foster confidence during the workshop.
* Option D: Willingness to be involved and enthusiastic
* This characteristic ensures that participants are actively engaged and contribute constructively, which is vital for the success of any workshop. Enthusiasm also promotes collaboration and positivity, aligning with Agile principles.
3. Importance in UniCo's Scenario:
* UniCo's challenges, such as resistance to change and the integration of Selco staff, require participants who are ready to engage with new ideas and adapt to new approaches. Enthusiasm and willingness help overcome resistance and drive collaborative efforts.
* For UniCo to realign its business processes effectively, participants must actively contribute to discussions and be open to learning from their new Selco colleagues.
4. Agile Practitioner Documentation References:
* Collaboration Over Hierarchy: AgilePM emphasizes fostering collaboration among team members with diverse skill sets and attitudes.
* People Over Processes: The Agile Manifesto highlights the importance of individuals and interactions, focusing on their willingness to engage over their technical or organizational knowledge.
* Facilitating Workshops in AgilePM: The handbook stresses the role of positive energy and active participation in workshops as drivers of innovation and process design success.
References:
* Agile Project Management Handbook, Chapter 7: Workshops and Team Dynamics
* Agile Manifesto Principle: "Build projects around motivated individuals."
* AgilePM Practitioner Framework: Section on Effective Facilitation


NEW QUESTION # 130
There are several tests planned throughout the project to ensure the solution is fit for purpose and to validate the business solution as it evolves.
Column 1 is a list of tests. For each test in Column 1, select from Column 2 the testing concept that it represents. Each selection from Column 2 can be used once, more than once or not at all.
Column 1
1) In order to get an objective
view, the financial transaction
function is to be tested by
someone from Finance who
has had no involvement in its
development.
2) Before the developer works on
the printing function for the
policy documents, the Sales
Manager will review a prototype
of the online application form
for the new coffee shop
insurance product with the
solution tester.
3) Security test scripts have been
provided by the company's
bank. These scripts will be used
to test the link from the
company's website to the
banking system, which is to be
developed specifically to achieve these tests
4.
The addition of the new coffee
shop insurance product may
threaten the stability of the
existing website. As a primary
route to market this is
unacceptable. The website's
capacity to run additional pages
is to be verified before any
other tests are performed.
5.
The Must Have and Should
Have requirements are to be
tested before the Could Have
requirements.
Column 2
* Collaborative Testing
* Repeatable Testing
* Independent Testing
* Prioritised Testing
* Test-Driven Development

Answer:

Explanation:

Explanation:
* C. Independent Testing
* A. Collaborative Testing
* B. Repeatable Testing
* D. Prioritised Testing
Short Comprehensive Explanation:
* Independent Testing is appropriate when someone from a different department (Finance) with no involvement in the development process conducts the testing to ensure an objective view.
* Collaborative Testing involves various stakeholders, in this case, the Sales Manager and the solution tester, working together to review and test a prototype, promoting early feedback and shared understanding.
* Repeatable Testing is used for security testing where predefined test scripts (provided by the bank) are applied to ensure the system meets specific security standards and can be repeated as needed.
* Prioritised Testing is essential when the project's stability and core functionality, such as the website's capacity to handle new features, must be confirmed before other tests are conducted to ensure the most critical aspects are addressed first.
* Again, Prioritised Testing is used to ensure that the essential requirements (Must Haves and Should Haves) are tested and validated before moving on to less critical ones (Could Haves), aligning with prioritization in Agile methodologies.
References:The Agile Project Management (AgilePM) framework and principles, as detailed in the AgilePM Practitioner documents and learning resources, guide the application of these testing concepts within an Agile project environment. These resources emphasize the importance of iterative development, stakeholder collaboration, and prioritization of work to ensure project success and alignment with business needs. Specific references to testing approaches and their application within Agile projects can be found in the official AgilePM handbook and practitioner-level training materials available through APMG International and affiliated training providers.


NEW QUESTION # 131
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 CEO represent appropriate 'leading', result-oriented measures for the effectiveness of the change interventions?

  • A. Yes, because these indicators will identify if UniCo sales continue to decline.
  • B. Yes, because these metrics monitor benefits realization at senior management level.
  • C. No, because 'leading' metrics must be based on quantitative data.
  • D. No, because these metrics are lagging, output-focused indicators.

Answer: D

Explanation:
Comprehensive and Detailed Step-by-Step Explanation:
Context from the UniCo Scenario:
The CEO is tasked with overseeing the change analytics strategy to assess the effectiveness of the transformation program at UniCo. The focus on market share, customer awareness, and sales performance represents metrics primarily indicative of past outcomes rather than predictive trends. These are "lagging indicators" because they measure results that have already occurred rather than helping to predict future performance.
Analysis of the Answer Options:
* A. No, because 'leading' metrics must be based on quantitative data.
* Why Incorrect:While leading indicators are often quantitative, this is not a definitive requirement. Leading indicators can include qualitative metrics, such as customer sentiment or readiness for change, which forecast future outcomes.
* B. No, because these metrics are lagging, output-focused indicators.
* Why Correct:The CEO's metrics-market share, customer awareness, and sales of mobile applications-are retrospective and assess the outcomes of past strategies rather than providing actionable insights for proactive decision-making. This makes them lagging indicators that are unsuitable as "leading, result-oriented measures." Leading indicators would include forward- looking metrics, such as staff readiness, customer pre-orders, or app engagement metrics.
* C. Yes, because these indicators will identify if UniCo sales continue to decline.
* Why Incorrect:While these metrics may identify declining sales, they are not suitable for preempting or preventing such issues. They lack predictive value and fail to inform actions needed to drive improvements proactively.
* D. Yes, because these metrics monitor benefits realization at senior management level.
* Why Incorrect:Although these metrics are useful for benefits realization, they are not sufficient as "leading" indicators. They reflect past performance rather than informing management on whether the change program is on track to achieve its intended future benefits.
Why B Is the Best Answer:
* Distinction Between Leading and Lagging Indicators:
* Leading indicators provide predictive insights to guide decision-making and corrective actions, while lagging indicators assess outcomes already achieved. The CEO's metrics fall into the latter category, as they focus on market share and customer awareness, which reflect results of past efforts.
* Relevance to Change Analytics Strategy:
* A robust change analytics strategy must include metrics that enable proactive adjustments. For example, measuring customer engagement during app trials or employee training completion rates would offer actionable insights into the program's progress.
* Alignment with AgilePM and Change Management Practices:
* AgilePM emphasizes continuous monitoring and adaptation using predictive metrics to guide successful delivery. The CEO's reliance on lagging indicators does not align with this proactive approach.
References to AgilePM Framework:
* Metrics in Change Programs:
* The AgilePM framework recommends using KPIs that drive decisions, emphasizing early indicators of potential issues. This ensures that leadership can take corrective actions during the program rather than after its completion. (AgilePM Practitioner Guide, Chapter 7: Governance and Control)
* Benefits Realization and Leading Indicators:
* Leading indicators are essential for tracking progress toward benefits realization. Focusing on lagging metrics risks missing early warning signs of misalignment. (AgilePM Practitioner Guide, Chapter 11: Measuring Success)


NEW QUESTION # 132
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. No, because 'fairness' should be based on establishing equality across all staff.
  • C. Yes, because frequent communications will help discourage emotional responses.
  • D. Yes, because small change steps will focus staff on changes that relate only to them.

Answer: B

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 # 133
......

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