APMG-International Agile Project Management (AgilePM) Practitioner AgilePM-Practitioner Exam Questions

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Question 1

Which information could be recorded on an 'empathy map' for the marketing staff?

A. The Promotions Team Leader has noted that staff have raised concerns about how the change may reduce their sales during the seasonal promotions. B. The Marketing Manager has identified potential stakeholders, drawn symbolic figures of each of them and positioned them on a visual diagram. C. The Marketing analyst staff have made a list of potential stakeholders and plan to share this with everyone else at the next sales meeting. D. During a meeting of Brand Team Leaders, each participant created a list of stakeholders and then compared these lists in small groups.

AConcerns raised by the Promotions Team Leader about reduced sales
Empathy maps are designed to capture emotional and practical concerns of individuals or teams. In this case, the concerns raised by the staff about sales reductions during seasonal promotions align perfectly with the 'Think and Feel' dimension of empathy mapping.
This information helps the Marketing team identify and address emotional or motivational barriers to the change.
Correct.

BVisual diagram of potential stakeholders with symbolic figures
While visualizing stakeholders on a diagram is a useful exercise, it relates more to stakeholder mapping (e.g., influence-interest grids) than to empathy mapping. This activity does not address the emotional or perceptual aspects that empathy mapping focuses on.
Incorrect.

CA list of stakeholders made by the Marketing analysts
Creating a list of stakeholders and sharing it in a meeting is another stakeholder analysis activity. However, this process does not delve into the emotions, perceptions, or motivations of the marketing staff, which is the purpose of an empathy map.
Incorrect.

DComparing lists of stakeholders during a Brand Team meeting
This activity relates to collaborative stakeholder identification and analysis but does not involve capturing the emotional or perceptual data required for empathy mapping.
Incorrect.
Why A is the Correct Answer (Scenario Alignment)
The Promotions Team Leader's insights directly reflect the type of emotional and motivational data required for an empathy map. This information can help address staff concerns, ensuring the marketing staff are supported and aligned with the change.
Reference (UniCo Scenario and AgilePM Alignment):
UniCo Scenario: Marketing staff concerns about sales impact align with emotional mapping needs.
AgilePM Handbook, Chapter 7: Stakeholder Engagement and Empathy Mapping Tools.
Agile Business Consortium -- Empathy Map Use for Change Management.

Answer : A

Comprehensive and Detailed Step-by-Step Explanation

Understanding Empathy Mapping

An empathy map is a tool used to understand the feelings, concerns, motivations, and perceptions of individuals or groups impacted by change. It focuses on what stakeholders:

Think and feel: Emotional concerns or motivations.

Hear: Feedback from others.

See: Observations in their environment.

Say and do: Observable actions or behaviors.

Empathy maps help uncover concerns or barriers that might affect engagement or alignment with change initiatives.

Option Analysis (UniCo-Specific)

Question 2

Answer the following questions about the acceptance criteria within the project.

Decide whether the approach to setting and using acceptance criteria has been applied appropriately and select the response that supports your decision.

At the beginning of Solution Development Timebox A, the Timebox is being

planned in detail. Although Foundations was conducted at a high level, the

Prioritised Requirements List was baselined. Now the Solution Development

Team is setting detailed acceptance criteria against each requirement.

Is this an appropriate approach to setting detailed acceptance criteria?

AYes, because acceptance criteria can only be understood at a high level during Foundations and will always need further investigation.

BYes, because the Solution Development Team members will be setting acceptance criteria for the first time during Solution Development Timebox A.

CNo, because the Solution Development Team should NOT be involved in setting acceptance criteria.

DNo, because acceptance criteria should be set in detail against each requirement during Foundations.

Answer : A

A . Yes, because acceptance criteria can only be understood at a high level during Foundations and will always need further investigation.

Rationale:

In Agile Project Management, while the Foundations phase does involve setting high-level expectations and a prioritized requirements list, the detailed acceptance criteria are often refined during the actual Solution Development iterations or timeboxes. This is because, as the work progresses, the team's understanding of the product grows, and they are better equipped to define detailed acceptance criteria that align closely with the customer's needs and the project's evolving context. It's a collaborative and iterative process, allowing for greater precision in defining what will make a particular feature or requirement acceptable.

Question 3

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 producing an Outline Business Case to support the Feasibility Assessment?

AThe Feasibility Assessment should contain a detailed description of costs and benefits associated with the refurbishment.

BEnough description of the required refurbishment work should be provided to enable the Architecture Angels' Finance Director to decide whether the project should proceed.

CDuring Feasibility, potential beneficiaries of the project should be involved when the Outline Business Case for the refurbishment is created.

DThe Outline Business Case should demonstrate the mitigation of all business risks associated with the refurbishment.

EThe Outline Business Case should describe the full team structures to be engaged for the later phases of the project.

Answer : B, C

In applying Agile Project Management to the creation of an Outline Business Case in support of the Feasibility Assessment, the following two statements are most appropriate:

B . Enough description of the required refurbishment work should be provided to enable the Architecture Angels' Finance Director to decide whether the project should proceed.

Agile approaches favor providing just enough detail to make informed decisions without going into unnecessary depth at early stages. This allows for flexibility and adaptation as more information becomes available.

C . During Feasibility, potential beneficiaries of the project should be involved when the Outline Business Case for the refurbishment is created.

Agile methodologies emphasize stakeholder engagement and user involvement early and throughout the project. This ensures that the project delivers value and meets the needs of those it is intended to benefit.

Question 4

The project is now in the second week of Timebox C. This is the final Timebox of Project Increment 1 and is scheduled to take one month. The plan is to open

Hoy Hall to the public at the end of this Increment. A Must Have requirement of Timebox C is the implementation of a hotel reservation system.

At the Daily Stand-up, the Software Developer working on the reservation system reported that the framework for the system is now complete and ready for content.

However, this work cannot progress further due to a disagreement over the content. The Marketing Director insists the system is to hold professional photos and video

tours of the facilities and grounds. These require a lot of storage space and regular updates. The IT Operations Manager insists the system is to take less than 5GB of

storage space on the company server and require minimal maintenance.

The Team Leader has arranged a Facilitated Workshop to discuss the content and agree the way forward.

Remember to limit your answers to the number of selections requested in each question.

Which 2 individuals should the Facilitator invite to participate in the Workshop?

AChief Executive (Steering Group)

BRepresentative for Earth Excavations (Solution Developer)

CRepresentative for Timber Tigers (Solution Developer)

DIT Operations Manager (Solution Development Team)

EMarketing Director (Business Visionary)

Answer : D, E

The Facilitator should invite the following two individuals to participate in the Workshop:

D . IT Operations Manager (Solution Development Team) E. Marketing Director (Business Visionary)

The rationale for this selection is that the disagreement is between the Marketing Director, who wants the reservation system to have professional photos and video tours (which impacts how the system will be used by potential customers and affects marketing strategy), and the IT Operations Manager, who is concerned with the system's technical limitations and maintenance. Both of these individuals are key to resolving the issue at hand, as they represent the conflicting requirements that need to be reconciled for the project to move forward.

Question 5

The Sales Manager is excited by the challenge to lead a pilot to upskill the sales team in the new capabilities. They will particularly enjoy coaching and spending time with team members.

Which preference does this behavior BEST display?

AExtravert.

BIntrovert.

CThinking.

DFeeling.

Answer : A

Comprehensive and Detailed Explanation:

This question uses the Myers-Briggs Type Indicator (MBTI) framework, which identifies personality preferences based on four dichotomies. In this scenario, the Sales Manager's behavior reflects traits that align most closely with the Extraversion preference.

1. Why the Answer is Extravert (A):

Extraverts gain energy from interacting with others and are motivated by teamwork, coaching, and engaging in group activities.

The Sales Manager's enjoyment of spending time with team members and their enthusiasm for leading a pilot clearly demonstrates extraverted qualities.

Extraverts typically thrive in environments where collaboration and communication are emphasized, which matches the described behavior.

2. Analysis of Other Options:

Option B: Introvert

Introverts are more reflective and gain energy from time spent alone or in quieter settings. They tend to prefer solitary work over group activities.

The Sales Manager's enjoyment of coaching and team interaction does not align with introverted traits.

Eliminate.

Option C: Thinking

The Thinking preference in MBTI is about making decisions based on logic and objective criteria. It does not directly relate to the enjoyment of coaching or spending time with team members.

The scenario describes behavior that is more about interaction and energy from others rather than logical decision-making.

Eliminate.

Option D: Feeling

The Feeling preference relates to decision-making that prioritizes values and empathy. While this could be partially relevant in a coaching context, the primary focus of the description is on enthusiasm for interaction and collaboration, which are hallmarks of extraversion.

Eliminate.

3. Practical Example:

An extraverted leader might enjoy hosting team workshops, facilitating discussions, or mentoring colleagues. Their energy comes from the collaborative process, just as the Sales Manager enjoys coaching and working directly with their team.

4. Reference to MBTI:

Extraversion (E):

Focused on the external world and interactions with others.

Energized by group activities and collaboration.

Introversion (I):

Prefers reflection and solitary work.

Question 6

The Solution Development Team are progressing through the first Structured

Timebox.

What should the Project Manager do to lead the team at this time?

AMaintain a tight control on progress, recording all discussions and making
all decisions.

BThe Project Manager should do nothing during a Timebox.

CAttend the Daily Stand-up and discuss any problems at the end.

DUpdate the Team Board with a summary of team progress and the current
status of work.

Answer : C

To lead the Solution Development Team effectively during the first Structured Timebox, the Project Manager should:

C . Attend the Daily Stand-up and discuss any problems at the end.

Attending the Daily Stand-up meetings allows the Project Manager to stay informed about the team's progress, challenges, and any blockers they might be facing. It offers an opportunity for the Project Manager to provide support, guidance, and decision-making where necessary, without disrupting the team's autonomy and self-organization. This approach encourages open communication, quick resolution of issues, and maintains the Agile principle of collaboration and continuous improvement. Discussing problems at the end of the meeting ensures that any issues are addressed promptly, keeping the Timebox on track.

Question 7

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?

APrepare a defence for when the problem is identified, ensuring the
responsibility is with the Web Developer.

BHide the problem and hope that this detail can be changed at a later date.

CRaise an issue to the Project Manager when the solution is deployed.

DDiscuss the issue with the Web Developer and decide what action is
required to change this detail.

Answer : D

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.