Latest Agile Project Management (AgilePM) Practitioner Exam real exams, AgilePM-Practitioner vce dumps

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APMG-International AgilePM-Practitioner Exam Syllabus Topics:

TopicDetails
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
  • 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 3
  • 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 4
  • 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.

APMG-International Agile Project Management (AgilePM) Practitioner Exam Sample Questions (Q153-Q158):

NEW QUESTION # 153
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 # 154
A three-month timeframe has been specified to catch the seasonal sales window.
Which Agile principle MOST influences this course of action?

Answer: B


NEW QUESTION # 155
What action should the Project Manager take during the Close-Out of Timebox C?

Answer: D


NEW QUESTION # 156
Answer the following question about Schein's concept of survival and learning anxieties.
Column 1 is a list of messages about the change given to Sales staff. For each message in Column 1, select from Column 2 the appropriate element of Schein's concept of survival and learning anxieties. Each selection from Column 2 can be used once, more than once or not at all.

Answer:

Explanation:

Explanation:
Using Schein's Concept of Survival and Learning Anxieties
Instructions:Column 1 contains messages about the change communicated to the sales staff. For each message, select the appropriate element from Column 2.
A screenshot of a computer Description automatically generated

Detailed Explanation
Schein's concept of survival and learning anxieties provides a framework for understanding how organizations can manage the discomfort (anxiety) associated with change while fostering readiness to adopt new behaviors.
1. "It may take longer than expected to learn... further training courses and support will be available."
* Answer: C. Creation of psychological safety
* Psychological safety is established when individuals feel supported and reassured, reducing fear of failure or being overwhelmed. Offering additional training and support creates a safe environment for learning new processes.
2. "The new roles are quite different... staff lose their place if unable to adjust."
* Answer: B. Creation of guilt or anxiety
* This message induces learning anxiety, as it implies a fear of losing one's role unless adjustments are made. Schein identifies this as a driver of motivation to change but cautions that it must be balanced with psychological safety to avoid resistance.
3. "Sales related to large-scale computer systems are declining... selling solutions within the mobile application environment."
* Answer: A. Disconfirmation
* Disconfirmation occurs when individuals realize that their current behaviors, practices, or assumptions are no longer effective. Highlighting declining sales forces staff to question existing approaches and prepares them for change.
4. "Each member of staff will be measured... linked to individuals."
* Answer: B. Creation of guilt or anxiety
* By associating performance metrics with individual accountability, this message creates survival anxiety or guilt, pushing staff to align with organizational expectations to avoid negative outcomes.
Summary of Schein's Concepts:
* Disconfirmation: Challenges existing assumptions and highlights the need for change.
* Creation of Guilt or Anxiety: Introduces discomfort that motivates individuals to act.
* Creation of Psychological Safety: Provides support and reassurance, ensuring individuals feel secure enough to embrace change.


NEW QUESTION # 157
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?

Answer: A

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 # 158
......

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