APMG-International AgilePM-Foundation Dumps

The DSMD (Dynamic Systems Development Method) principle of “Build incrementally from firm foundations” emphasizes the importance of having a solid understanding of the project’s foundation before proceeding with incremental development. This principle ensures that each increment is built upon a stable base, which supports the overall project integrity and success.

Statement 1: Incorrect. Non-verbal communication refers to gestures, facial expressions, and body language, which cannot be captured in written form.

Statement 2: Correct. Actions, such as behavior during change or leading by example, can convey powerful messages without verbal communication.

Key AgilePM Concepts Referenced:

Non-Verbal Communication in Engagement: AgilePM Handbook, Chapter 4, Section 4.4.

DSDM acknowledges that change is inevitable and that projects operate within a changing world5. The methodology is designed to embrace change and harness its benefits, rather than resist it.

Statement 1: Incorrect. While accountability is important, it should be addressed constructively, not by drawing attention to failures in a punitive way.

Statement 2: Incorrect. Constructive conflict is essential for innovation and problem-solving. Avoiding conflict entirely can lead to unresolved issues and reduced performance.

Key AgilePM Concepts Referenced:

Team Dynamics and Conflict Management: AgilePM Handbook, Chapter 5, Section 5.5.

When initially creating MoSCoW priorities in AgilePM, the primary focus is on Timebox priorities. This approach ensures that each Timebox (a fixed period during which specific tasks must be completed) has clear and prioritized objectives. The MoSCoW method (Must have, Should have, Could have, Won't have this time) helps the team to deliver the most critical features within the given timeframe, thereby optimizing the value delivered in each iteration. This prioritization ensures that essential functionalities are completed first, making the project adaptable and resilient to changes.

References:

AgilePM Foundation Handbook

"Agile Project Management with Scrum" by Ken Schwaber

The DSDM process can indeed be configured and calibrated to cater for a range of projects, from those requiring light governance to those needing stronger governance1. This flexibility allows the DSDM process to be tailored to the specific needs of the project, ensuring that the right balance between control and agility is achieved1.

Principle 8 - Demonstrate Control requires the transparency of all work being performed by the team5. This principle ensures that plans and progress are visible to all and that progress is measured through the delivery of products rather than completed activities5.

Statement 1: Correct. Identifying stakeholders involves analyzing who will be impacted by the change and their level of influence.

Statement 2: Correct. Stakeholder mapping is a tool used to visualize and prioritize stakeholders based on their influence and interest.

Key AgilePM Concepts Referenced:

Stakeholder Mapping and Identification: AgilePM Handbook, Chapter 5, Section 5.5.

When using the Iterative Development technique, each cycle should include Thought, Action, and Control. These components ensure that the development process is systematic and reflective. Thought involves planning and considering the next steps, Action is the implementation of those plans, and Control is the evaluation and adjustment based on feedback and results. This iterative cycle helps in refining the product incrementally and ensures continuous improvement.

References:

AgilePM Foundation Handbook

"The Art of Agile Development" by James Shore and Shane Warden

In DSDM, it is true that one DSDM role does not necessarily mean one person. This allows for flexibility in assigning roles based on the project’s needs and the individuals’ skills and capacities. It is possible for one person to hold multiple roles or for a role to be shared among several people, depending on what is most effective for the project.

Actively Involve Line Managers: Change management frameworks highlight the importance of involving line managers to support individuals through the emotional phases of the change curve. Line managers can offer guidance, listen to concerns, and provide the reassurance needed to navigate uncertainty.

Why the Other Options Are Incorrect:

B: Negative emotions are a normal part of the change curve and should not automatically be seen as mismanagement.

C: Discouraging discussion can create further resistance and disengagement.

D: Assuming individuals will adapt over time neglects the need for proactive engagement and support.

Key AgilePM Concepts Referenced:

Navigating the Change Curve: AgilePM Handbook, Chapter 6, Section 6.3

The purpose of the Foundations Summary in AgilePM is to provide enough information to decide whether the project is likely to deliver a return on investment. This document serves as a comprehensive overview of the project's viability, including a high-level understanding of the business case, objectives, scope, and risks. It ensures that all stakeholders have a clear understanding of the project's potential value and feasibility before significant resources are committed.

References:

AgilePM Foundation Handbook

"Agile Project Management: Creating Innovative Products" by Jim Highsmith

Feedback and Coaching: Sponsors play a critical role in change, and change managers support them by providing feedback and coaching to help them lead effectively. This builds their confidence and ensures alignment with the change vision.

Other Options:

A: Sponsors should prepare the vision themselves.

B: Sponsors themselves lead commitment-building efforts.

D: Protecting sponsors isn’t an effective strategy; engaging them is key.

Key AgilePM Concepts Referenced:

Sponsor Engagement: AgilePM Handbook, Chapter 6, Section 6.2.

The Pre-Project phase is the stage where it is decided which projects are started, based on a clearly defined objective1. This phase ensures that only the right projects are initiated and that they are set up correctly, aligning with the DSDM philosophy that the best business value emerges when projects are aligned to clear business goals1.

Instrumental Success Factors (ISFs) in DSDM are crucial as they position projects for a successful outcome. ISFs are the critical elements that must be in place for a DSDM project to succeed. They provide a foundation for effective project management and delivery, ensuring that all necessary conditions are met to support the project's objectives and deliverables.

References:

DSDM Agile Project Framework Handbook

"Agile Project Management with Scrum" by Ken Schwaber

Focus on Benefits: Highlighting the benefits of the change makes the desired end state more attractive, increasing buy-in and reducing resistance. This aligns with the Beckhard and Harris change formula, where the perceived benefits of change must outweigh the dissatisfaction with the status quo and the cost of change.

Other Options:

B: Burning platforms address urgency but don’t directly enhance desirability.

C and D: These are practical measures but don’t necessarily increase desirability.

Key AgilePM Concepts Referenced:

Change Formula Framework: AgilePM Handbook, Chapter 6, Section 6.5.

Statement 1: Correct. Force Field Analysis identifies driving and restraining forces for change, helping to address barriers and resistance.

Statement 2: Incorrect. The analysis should be a collaborative effort involving stakeholders, not solely created by the change manager.

Key AgilePM Concepts Referenced:

Force Field Analysis as a Tool: AgilePM Handbook, Chapter 7, Section 7.2.

Statement 1: Correct. Offering supportive feedback after moments of insight reinforces learning and helps individuals process change more effectively.

Statement 2: Incorrect. While talks from experts may inform, they are less impactful than engaging individuals directly.

Key AgilePM Concepts Referenced:

Neuroscience in Change Management: AgilePM Handbook, Chapter 6, Section 6.2.

Simple: The Cynefin framework classifies situations where cause and effect are obvious as "simple," requiring straightforward solutions based on best practices.

Other Options:

Multifaceted: Not a recognized category in Cynefin.

Complex: Refers to situations where cause and effect are not immediately apparent.

Chaotic: Refers to situations with no apparent relationship between cause and effect.

Key AgilePM Concepts Referenced:

Cynefin Framework for Complexity: AgilePM Handbook, Chapter 3, Section 3.3.

Within the Solution Development team, it is not required for all members to be multi-skilled experts1. While a diverse set of skills is beneficial, DSDM emphasizes collaboration and the effective use of individual strengths rather than expecting every team member to be an expert in all areas1.

Dissatisfaction with the Status Quo: The change formula includes dissatisfaction as a key driver for change. Without sufficient dissatisfaction, the motivation to change is diminished.

Other Options:

B, C, and D: These factors, while important, are not explicitly part of the Beckhard and Harris change formula.

Key AgilePM Concepts Referenced:

Change Formula Framework: AgilePM Handbook, Chapter 6, Section 6.5.

Financial: A measurable increase in sales reflects improved financial performance, making it a financial metric. Financial views in a change delivery scorecard often include profitability, revenue growth, and ROI—all of which are influenced by sales increases.

Customer, Internal, Learning & Growth: These are equally important views but do not directly relate to sales performance. For instance:

Customer View: Focuses on customer satisfaction and loyalty.

Internal View: Addresses process efficiency.

Learning & Growth View: Pertains to employee development and organizational innovation.

Key AgilePM Concepts Referenced:

Scorecard and Value Metrics: AgilePM Handbook, Section 2.5.3.

Maintenance is not one of the interest groups into which each DSDM role is grouped1. The recognized interest groups are Business, Solution/Technical, and Management1. These groups represent the different areas of focus within a DSDM project.

In DSDM, each role is grouped into interests such as Business, Solution/Technical, and Management. Maintenance is not one of the interests into which DSDM roles are grouped. The primary focus of DSDM roles is to ensure that the project is delivered successfully by balancing business needs, technical feasibility, and effective management practices.

References:

DSDM Agile Project Framework Handbook

"Agile Project Management: Best Practices and Methodologies" by Eric Brechner

Engagement: Defined as the process of increasing employee and stakeholder involvement in organizational change, engagement ensures commitment and minimizes resistance. It is a key responsibility of change managers to foster this involvement, as outlined in AgilePM principles.

Other Options:

Change Agent: Refers to individuals or teams driving the change process, not the process itself.

Sponsor: Represents leadership roles advocating for change but is not a mechanism for involvement.

Line Leader: Plays a supportive role in change but does not define engagement itself.

Key AgilePM Concepts Referenced:

Employee Engagement: AgilePM Handbook, Chapter 3, Section 3.2.

The phase in the DSDM process that aims to understand the scope of work and, in broad terms, how it will be carried out, by whom, when, and where is.

Statement 1: Incorrect. Having more data doesn’t guarantee better results; quality and relevance of data matter more.

Statement 2: Correct. External data can provide fresh perspectives and reduce internal biases.

Key AgilePM Concepts Referenced:

Using Data for Insights: AgilePM Handbook, Chapter 7, Section 7.6.

Business roles are critical in a DSDM project as they guide the evolution of the solution at a detailed level6. They provide day-to-day business direction and ensure that the solution being developed aligns with the business needs and objectives.

The missing word in the sentence is “Champion”. The Business Sponsor is known as the project Champion because they are committed to the solution and the delivery approach34. This role is crucial as it provides the strategic direction and controls the funding/budget for the project1.

Productivity Dip: A temporary drop in productivity is common when employees are being trained on new processes or systems. This cost is critical to account for in planning and managing change effectively.

Other Options:

Safety & Wellbeing: Relates to physical and emotional health, not productivity.

Reputational: Refers to external perception of the organization.

Opportunity: Refers to lost potential from alternative courses of action.

Key AgilePM Concepts Referenced:

Assessing Change Impact: AgilePM Handbook, Chapter 7, Section 7.3.

The role that normally facilitates the Daily Stand-up in AgilePM is the Team Leader5. The Team Leader ensures that the meeting is focused on progress toward the iteration goal and facilitates effective decision-making during the stand-up.