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

Midway through Project Increment 4, a joint Sprint Retrospective is held with Developers from both Delivery Teams.
Some members from Marketing and IT, based in India, join via video conferencing.
Issues raised:
. Dependency management challenges
Concerns about AgilePM principle ' Demonstrate Control '
To address this, Mira Bachar and the Developers invite Hira and Sukra Aroon to help Delivery Teams understand the issues, assess the consequences, and collaborate on solutions that align with AgilePM and Scrum.
In addition to the Developers, the teams include:

(Another of the EPR Eco-spa ' s commissioned in India experienced major quality issues, causing a three- week shutdown. Stakeholders are now worried about similar problems in Project Increment 4.
Which 2 of the following actions would appropriately reassure stakeholders that the same quality issues will not arise in this project?)

• A. Engage stakeholders in Sprint Reviews and encourage detailed quality discussions on delivered increments.
• B. Define and make visible quality criteria for Backlog items, and ensure the Delivery Teams collectively confirm compliance before declaring ' Done ' .
• C. Explain to stakeholders that AgilePM prevents quality issues through iterative development, incremental delivery, and continuous improvement.
• D. Appoint an independent Quality Manager to approve completed work before it is released.
• E. Review the India project ' s issues with stakeholders and demonstrate how Project Increment 4 addresses them differently.

Sales staff are unhappy that they have been told that they will lose the Sales relaxation area completely to make space for the new Selco staff. The Sales staff are considering consulting their Union about escalating their discontent.
Which 2 actions by the Sales Director are the MOST appropriate when responding to this type of resistance?

• A. Arrange joint workshops for Sales and Selco staff to develop ideas and comment on layout options.
• B. Provide a farewell gathering in the relaxation area to enable staff to remember past stories about the area.
• C. Exert pressure on the Sales management team to make sure any resistance is kept 'quiet'.
• D. Delay information on the impact of the Selco relocation on Sales staff until just before the relocation move occurs.
• E. Organize a Sales discussion group to look at alternative relaxation facilities that could be provided to the Sales staff.

As Sprint 5 comes to an end, the Infrastructure Delivery Team is facing delays due to:
. Heavy rainfall affecting the Wellness Garden.
. Local supplier issues causing material delivery delays.
Dependency on external contractors for hydrotherapy equipment.
The Operations Delivery Team is unable to finalize details of the hydrotherapy treatments without testing them in the context of the facilities being constructed. The marketing materials cannot be generated until this work is complete.
In addition to the Developers, the teams include:

(The Wellness Garden (a Should Have) is delayed. Sukra Aroon suggests a workaround, using the River Pool Patio instead, and classifying the Garden as a ' Won ' t Have this time ' .
Is this an appropriate suggestion?)

• A. Yes, because unresolved dependencies justify removing requirements to prevent disruption.
• B. No, because a Should Have requirement should NOT be removed unless it threatens the delivery of a Must Have.
• C. No, because workarounds reduce quality and undermine the business case.
• D. Yes, because reclassifying the garden reduces risk while maintaining an outdoor option.

The Marketing Director has insisted that detailed requirements for the new coffee bar insurance web pages should be clearly defined in the early phases of the project.
What action should the Project Manager take?

• A. Refuse to discuss any detailed requirements in the early phases.
• B. Capture the Marketing Director ' s requirements in detail but leave the input of others until later in the project.
• C. Agree to document the finite details of each requirement to ensure the web developers can accurately estimate the effort required to fulfil them.
• D. Hold an early discussion to the level of detail necessary to establish a shared understanding of what is required.

Brinda Vyas and Mira Bachar have agreed to use content from a marketing brochure to describe guest-centric Product Goals for the Eco-Spa. These goals describe specific treatments that the Spa might offer and will be used to identify prioritizable Product Backlog items that could contribute to that treatment. One such Product Goal is described as:
Hydrotherapy in Mineral-Rich Spring Pools
Immerse yourself in mineral-rich hydrotherapy pools designed to soothe muscies, improve circulation, and promote deep relaxation. Experience the gentle power of temperature-controlled waters and therapeutic massage jets in a lush and tranquil tropical garden setting and let nature ' s healing embrace rejuvenate both your body and your mind.
In addition to the Developers, the teams include:

(Which of the following actions is appropriate when defining prioritizable Product Backlog items for the ' Hydrotherapy in Mineral-Rich Spring Pools ' Product Goal?)

• A. Use MoSCoW to prioritize Product Backlog items based on technical feasibility and cost of delivery each feature described.
• B. Break the Product Goal into smaller Backlog items, each justified by the value it contributes to the hydrotherapy experience described.
• C. Create a Backlog item for every infrastructure need to ensure nothing is missed from the range of features to be prioritized.
• D. Defer the prioritization of Product Backlog items until Sprint Planning so that the Delivery Teams can decide what is achievable at that time.