APMG-International Agile Project Management (AgilePM) Practitioner AgilePM-Practitioner Exam Practice Test

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Question 1

To ensure that the UniCo change programme is successful, the Chief Executive Officer (CEO) knows that correctly assigning the key change roles will be essential.

Which 2 statements BEST explain why the IT Support Manager is appropriate for the role of change agent for the change programme?

AIs good at quietly implementing directions without challenging decisions at every step.

BIs well-positioned to bring together other line leaders facing similar change situations.

CHas a strong network due to supporting all staff at all levels organization-wide.

DHas direct line authority over the staff who will be changing internal IT systems.

EWants to gain experience in change management to improve future implementations of IT systems.

Answer : B, C

Comprehensive and Detailed Step-by-Step Explanation

A Change Agent plays a pivotal role in ensuring the success of a change initiative. Their responsibilities typically include fostering collaboration, addressing resistance, and facilitating the implementation of the change. The IT Support Manager is a suitable choice for this role because of their network across the organization and their ability to connect different leaders and departments.

1. Why B (Bringing Leaders Together) is Correct

The IT Support Manager, through their role, is positioned to work across multiple departments.

They are likely familiar with similar challenges faced by other line leaders due to their experience in supporting IT systems and processes organization-wide.

This ability to act as a connector between leaders makes them well-suited to facilitate collaboration and ensure alignment across the organization during the change initiative.

2. Why C (Strong Network Organization-Wide) is Correct

By supporting staff at all levels of the organization, the IT Support Manager has built a robust network.

This network enables them to influence and communicate effectively with individuals across various teams, which is crucial for overcoming resistance and promoting the change program.

Their established relationships can also help them gather feedback and identify concerns early, making them an effective change agent.

3. Analysis of Incorrect Options

Option A:

Quietly implementing directions without challenging decisions does not align with the proactive and collaborative nature of a change agent's role. Change agents must actively engage with stakeholders and advocate for the change, rather than passively implementing instructions.

Eliminate.

Option D:

While direct authority can be useful, the change agent's role is more focused on influence and collaboration across the organization, rather than control over specific teams.

The IT Support Manager's authority over IT staff is secondary to their ability to work across organizational boundaries.

Eliminate.

Option E:

Wanting to gain experience in change management is not a key qualification for being a change agent. The role requires demonstrated skills in influence, collaboration, and facilitating change rather than a desire to learn.

Eliminate.

4. Practical Implications

A strong network and the ability to connect leaders are critical for fostering alignment during a change program.

The IT Support Manager's role and experience position them to address cross-departmental challenges and encourage collaboration, making them an ideal choice for the change agent role.

Question 2

Which statement should be recorded under the Change Management Team and Relationships heading?

AThe training available to UniCo staff needs to be realigned to include mobile application technology, so that the necessary skills are developed to support customers.

BThe CEO seems to be a little concerned about taking the company in a different direction and his reservations need to be addressed.

CThe Project Management Office has offered to provide support in planning, scheduling, monitoring, and control.

DThe Sales staff need to understand how the changes will lead to greater opportunities for increased commissions before they are likely to participate.

Answer : B

Comprehensive and Detailed Step-by-Step Explanation:

When identifying a statement that fits under the Change Management Team and Relationships heading, it is crucial to focus on relationships, interactions, and dynamics within the team and between stakeholders.

1. Key Elements of the 'Change Management Team and Relationships' Heading:

This heading relates to how the change management team interacts, communicates, and builds relationships with other stakeholders to address concerns or resistance.

It emphasizes understanding team dynamics, addressing concerns, and fostering collaboration.

2. Option Analysis:

Option A: The training available to UniCo staff needs to be realigned to include mobile application technology, so that the necessary skills are developed to support customers.

This is related to capability building rather than relationships or team dynamics. It focuses on skills alignment, which falls under training and development, not the Change Management Team and Relationships heading.

Eliminate.

Option B: The CEO seems to be a little concerned about taking the company in a different direction and his reservations need to be addressed.

This directly relates to the dynamics between the change management team and a key stakeholder (the CEO). Addressing the CEO's concerns is essential for fostering trust and alignment, which is a core aspect of managing relationships within a change initiative.

Correct Answer.

Option C: The Project Management Office has offered to provide support in planning, scheduling, monitoring, and control.

While this statement highlights an offer of assistance, it pertains to project governance and support functions rather than team dynamics or relationship management. It does not directly address relationships or concerns.

Eliminate.

Option D: The Sales staff need to understand how the changes will lead to greater opportunities for increased commissions before they are likely to participate.

This is related to motivating the sales staff and aligning them with the change initiative but does not address team dynamics or relationships within the change management team itself.

Eliminate.

3. Relevance in UniCo's Scenario:

The CEO's concern about the strategic direction of the company is a potential risk to the success of the change initiative. Addressing his reservations is crucial for securing executive sponsorship, which is a key factor in successful change management.

Building trust and fostering alignment with the CEO ensures that the change management team has the support and resources needed to execute the change effectively.

4. Agile Practitioner Documentation Reference:

Stakeholder Management in Agile: Managing relationships with key stakeholders, including executives, is critical for ensuring alignment and addressing concerns.

Change Management Best Practices: Emphasizes addressing resistance and building strong relationships with all stakeholders involved in the change.

Question 3

Which Facilities stakeholder is MOST likely to be placed within the 'external' segment for the relocation work of the Operational delivery processes workstream?

A. The staff who have coordinated the user input on the layout and will be working with the designers to make amendments according to feedback. B. The UniCo security staff who will arrange the necessary physical accesses for the staff to gain entry to the new building. C. The staff who will be communicating the timetable of activities to integrate Selco staff within the UniCo building. D. The staff who have been contracted to move furniture and equipment within agreed timescales.

AThe staff coordinating user input and working with designers
These staff members are internal stakeholders responsible for ensuring user input and amendments align with organizational needs. They are directly involved with UniCo's design processes, making them part of the internal team.
Incorrect.

BThe UniCo security staff arranging physical access
These security staff are part of UniCo's internal operations. Their role is critical to operational success but does not classify them as external stakeholders.
Incorrect.

CThe staff communicating the timetable for Selco integration
This group is part of UniCo's internal change management process, ensuring clear communication during integration. While important, they remain internal stakeholders.
Incorrect.

DThe contracted staff moving furniture and equipment
This group consists of external contractors who are not part of UniCo's workforce but are engaged for specific relocation tasks. Their involvement is temporary and project-specific, aligning them with the external segment of stakeholders.
Correct.
Why D is the Correct Answer (Scenario Alignment)
In the context of UniCo's relocation workstream, external stakeholders include contractors who facilitate logistical aspects, such as moving furniture. This role is distinct from internal stakeholders responsible for communication or operations.
Reference (UniCo Scenario and AgilePM Alignment):
UniCo Scenario: The relocation process includes external contractors for moving and setup tasks.
AgilePM Handbook, Chapter 5: Stakeholder Engagement in Change Initiatives.
Agile Business Consortium -- Stakeholder Categories and Definitions.

Answer : D

Comprehensive and Detailed Step-by-Step Explanation

Stakeholder Segmentation in the UniCo Scenario

In stakeholder analysis, external stakeholders are individuals or entities outside the organization but whose involvement is critical for achieving specific outcomes. They contrast with internal stakeholders, who are part of the organization and influence or execute the change.

The relocation of Selco staff to UniCo requires contributions from both internal and external stakeholders, as detailed in the Operational Delivery Processes workstream.

Option Analysis (UniCo-Specific)

Question 4

Answer the following questions about actions to be taken by different

roles.

The Business Sponsor has decided that the new coffee shop insurance

product website pages will include the financial transaction functionality to

support the end-to-end sales process. The Business Sponsor views this as a

valuable sales tool, enabling customers to pay for insurance policies online. If

successful, this new financial transaction functionality is to be made available

across all other insurance products. This is a new Must Have requirement.

All parties are to be invited to a workshop to discuss the additional work

required to deliver the required solution including the new Must Have

requirement. The areas to be discussed include specialist skills required and

possible legal, financial and technical standards to be adhered to.

Remember to limit your answers to the number of selections requested in

each question.

Which 2 actions should the Business Sponsor take to implement the new Must

Have requirement?

ACheck for any documented standards which need to be applied to the
development of online financial transaction functionality.

BCheck the viability of the project, following the inclusion of the new Must
Have requirement.

CSource and hire a web developer with experience in developing online
financial transaction functionality.

DSend a company-wide communication to explain the implications of the
business change to all interested parties.

EAssess the impact of the new Must Have requirement on the original
Business Case.

Answer : B, E

To implement the new Must Have requirement for the coffee shop insurance product website, which includes financial transaction functionality, the Business Sponsor should take the following actions:

Selected Actions for the Business Sponsor:

B . Check the viability of the project, following the inclusion of the new Must Have requirement.

E . Assess the impact of the new Must Have requirement on the original Business Case.

B . Evaluating the project's viability after adding a significant new requirement is crucial. This involves analyzing whether the project can still meet its objectives within the given constraints, such as time, budget, and resources, especially when the new requirement could potentially add complexity and cost.

E . Understanding how the new requirement affects the original Business Case is essential. This involves reassessing the project's expected benefits, costs, and risks in light of the new functionality. It ensures that the project remains aligned with business objectives and continues to offer a viable return on investment.

Why Other Actions Are Less Suitable:

A . While ensuring adherence to relevant standards is important, it is more of a task for the technical team or a specific role such as the Technical Coordinator, rather than the primary responsibility of the Business Sponsor.

C . Sourcing and hiring specific technical expertise, such as a web developer with experience in online financial transactions, is generally a responsibility delegated to the Project Manager or relevant technical leads, not the Business Sponsor directly.

D . While communicating business changes to all interested parties is important, the specific action of explaining the implications of the business change company-wide is more likely to be a collaborative effort involving several roles, including the Business Change Manager, rather than solely the Business Sponsor's responsibility.

Question 5

To ensure that the UniCo change programme is successful, the Chief Executive Officer (CEO) knows that correctly assigning the key change roles will be essential.

Within Sales, which 2 people would be the BEST candidates to use as change agents, based on the descriptions given?

AThe Sales Director, who is keen to sell mobile applications to clients and manages the department.

BOne of the existing long-standing members of the Sales staff, who is good at getting things done across the organization.

COne of the existing members of the Sales staff, who is resistant to the change but is diligent and responsible in all tasks.

DOne of the new members of the Sales staff, who has previous experience selling mobile applications.

EThe Sales Administrator, who ensures that the sales processes run smoothly and works with all levels of Sales staff.

Answer : B, D

Comprehensive and Detailed Step-by-Step Explanation

In this question, the change agent is someone within the Sales team who can facilitate and champion the change process. An ideal change agent should possess:

Influence and credibility within the team.

A positive attitude toward the change.

Specific skills or experience relevant to the change initiative.

1. Why B (Long-Standing Staff Member) is Correct

This individual has a proven track record of getting things done across the organization, suggesting they have credibility, influence, and relationships with other teams.

Their long-standing experience makes them a trusted figure, capable of motivating their peers to engage with the change program.

2. Why D (New Member with Relevant Experience) is Correct

This person brings previous experience in selling mobile applications, which aligns directly with the change initiative's goals of transitioning to mobile applications.

Their background can help guide other team members, offering practical insights and building confidence in the new focus.

3. Analysis of Incorrect Options

Option A (Sales Director):

While the Sales Director has a strategic role in driving the change program, they are not the best fit for a change agent because they are likely focused on leadership and decision-making rather than day-to-day advocacy within the team.

Change agents are typically positioned closer to their peers.

Eliminate.

Option C (Resistant Staff Member):

Although diligent and responsible, resistance to the change indicates that this individual may not be the best advocate for the initiative.

A change agent must actively support and promote the change, which may be difficult if they are resistant.

Eliminate.

Option E (Sales Administrator):

The Sales Administrator plays a critical operational role in ensuring smooth processes but does not appear to have the influence or strategic insight necessary to serve as a change agent.

Eliminate.

4. Practical Implications

The selection of change agents like the long-standing staff member (B) ensures credibility and trust among peers.

Including a new team member with relevant expertise (D) provides fresh perspectives and demonstrates that the organization values practical knowledge in driving the change forward.

Question 6

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.

Some of the employees of UniCo are unhappy that they have been given no choice in losing additional leisure space to accommodate the transferred Selco employees. The Change Manager has arranged for affected members to meet with the Selco employees at a social lunch.

Is this an appropriate approach to reward the brain in the need for 'autonomy,' and why?

ANo, because 'autonomy' is best rewarded by establishing clear change expectations.

BNo, because encouraging social interactions rewards the brain's need for 'relatedness.'

CYes, because 'autonomy' is best rewarded by listening and supporting affected staff.

DYes, because inviting colleagues to interact will make staff feel less powerless.

Answer : B

Comprehensive and Detailed Step-by-Step Explanation:

The SCARF framework identifies five key domains of social experience that influence motivation: Status, Certainty, Autonomy, Relatedness, and Fairness. This question asks if the action taken by the Change Manager appropriately addresses the autonomy domain.

1. Why Autonomy is Not Addressed

Autonomy refers to an individual's sense of control over their choices and environment.

In this scenario, UniCo employees feel powerless due to the loss of leisure space without consultation. Autonomy could have been addressed by giving staff more control or input during the decision-making process, such as asking for their preferences or involving them in discussions about how the space could be used.

Arranging a social lunch does not restore autonomy, as it does not give employees more control or decision-making power.

2. Why Relatedness is Addressed

Relatedness refers to the sense of connection and belonging among individuals in a group.

By organizing a social lunch for UniCo employees and Selco staff, the Change Manager is fostering social interaction and relationship-building, which addresses the need for relatedness rather than autonomy.

This helps improve relationships between the two groups but does not resolve concerns related to autonomy.

3. Analysis of Each Option

Option A: No, because 'autonomy' is best rewarded by establishing clear change expectations.

While setting clear expectations can help alleviate uncertainty, it does not directly address autonomy. Restoring autonomy requires giving employees more input or control.

Eliminate.

Option B: No, because encouraging social interactions rewards the brain's need for 'relatedness.'

Correct. The lunch encourages connection and collaboration, which aligns with the relatedness domain, not autonomy.

Correct Answer.

Option C: Yes, because 'autonomy' is best rewarded by listening and supporting affected staff.

While listening to concerns is important, this action does not directly give staff more autonomy. Instead, it addresses relatedness by fostering relationships through social interactions.

Eliminate.

Option D: Yes, because inviting colleagues to interact will make staff feel less powerless.

Interactions may improve social cohesion, but they do not resolve the sense of powerlessness tied to autonomy. Autonomy requires giving individuals more choice or control.

Eliminate.

4. Practical Implications

To better address autonomy, the Change Manager could have involved UniCo employees in discussions about how to accommodate Selco staff or given them options for how leisure space could be managed collaboratively.

Social lunches, while helpful, are better suited for addressing relatedness by creating bonds and reducing friction between teams.

5. Reference to SCARF Framework

Relatedness: Actions that promote connection and collaboration among team members.

Autonomy: Actions that empower individuals with choices and control over their environment or decisions.

Question 7

Using the information provided in the additional information, answer the following question on building a change analytics strategy.

Are the measures and source data to be monitored by the Human Resources and Facilities Manager likely to have any of the limitations of data analytics?

A. No, because reporting on staff data should only be carried out by Human Resources. B. No, because internal processes are likely to ensure a good data quality. C. Yes, because the volume of the source data is likely to be unmanageable. D. Yes, because the source data is unlikely to provide 'real-time' accuracy.

ANo, because reporting on staff data should only be carried out by Human Resources.
Why Incorrect:
This statement is irrelevant to the limitations of data analytics. While HR typically oversees reporting on staff data, the issue lies in the ability to provide real-time, accurate data for decision-making, not which department oversees the process.

BNo, because internal processes are likely to ensure a good data quality.
Why Incorrect:
While internal processes might improve data quality, they do not guarantee timely or real-time accuracy. The issue highlighted in this scenario is the lag in data reporting, which limits its usefulness in dynamic change management.

CYes, because the volume of the source data is likely to be unmanageable.
Why Incorrect:
There is no evidence in the scenario suggesting that the volume of data being collected for staff training is unmanageable. The challenge described pertains to the timeliness and accuracy of the data, not its scale.

DYes, because the source data is unlikely to provide 'real-time' accuracy.
Why Correct:
Effective change analytics requires real-time data to monitor progress and make adjustments dynamically. In this case, the HR and Facilities Manager's reliance on data that is not timely or accurate limits the ability to intervene effectively during training or skill development.
Why D Is the Best Answer:
Real-Time Data Is Crucial for Change Analytics:
AgilePM emphasizes the need for actionable insights derived from up-to-date information. Data that is delayed or inaccurate prevents quick responses to emerging issues.
Alignment with Agile Principles:
In change programs, especially those involving skill development, real-time feedback is critical for iterative improvements. Lagging or retrospective data fails to align with this principle.
Practical Challenges:
The scenario implies limitations in data collection or reporting processes, which prevent real-time monitoring. This hinders the Human Resources and Facilities Manager from accurately tracking progress and making timely interventions.
Reference to AgilePM Framework:
Iterative Monitoring and Feedback:
AgilePM advocates for frequent and timely feedback to ensure continuous alignment with project goals. (AgilePM Practitioner Guide, Chapter 8: Quality Management)
Importance of Data-Driven Decision-Making:
Data must enable proactive, real-time adjustments to processes. Delayed or inaccurate data undermines this approach. (AgilePM Practitioner Guide, Chapter 11: Measuring Success)

Answer : D

Comprehensive and Detailed Step-by-Step Explanation:

Context from the UniCo Scenario:

The Human Resources and Facilities Manager is responsible for tracking data related to the upskilling of staff in mobile applications, as well as analyzing training progress across departments. For effective change analytics, timely and accurate data is critical to enable actionable insights. Delays in reporting and inaccuracies can hinder real-time adjustments to training programs and resource allocation.

Analysis of the Answer Options: