AgilePM-Foundation Exam Dumps - APMG-International AgilePM Questions and Answers

According to the DSDM principle ‘Never Compromise Quality,’ the overall level of quality to be delivered within the solution should be agreed at the start of the project5. This principle ensures that quality is not compromised to recover from deviations; instead, the scope of the project will be dynamic6.

Active Listening: The change curve requires empathetic and effective communication to understand concerns, address resistance, and guide individuals through emotional responses to change. Active listening is a vital skill in this process.

Other Options:

Time management: Important but not specific to the emotional aspects of change.

Negotiation: Relevant for resolving conflicts but secondary to listening during change.

Decision-making: Necessary for leadership but not for guiding individuals emotionally.

Key AgilePM Concepts Referenced:

Engagement and Support: AgilePM Handbook, Chapter 6, Section 6.4.

Statement 1: Incorrect. Engaging people in change is complex and requires tailored strategies. It’s not a simple or routine task.

Statement 2: Incorrect. Change situations vary greatly, and no single formula works universally. Agile emphasizes context-specific approaches.

Key AgilePM Concepts Referenced:

Engagement Strategies: AgilePM Handbook, Chapter 4, Section 4.2.

Statement 1: Correct. Diverse teams bring varied perspectives, which enhances creativity and innovation. AgilePM highlights the importance of leveraging diversity for better outcomes.

Statement 2: Correct. Diverse teams approach problems from multiple angles, resulting in more thorough decision-making. However, this often requires additional time to align perspectives.

Key AgilePM Concepts Referenced:

Team Collaboration: AgilePM Handbook, Chapter 5, Section 5.3.

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.

Comprehensive and Detailed 150 to 300 words Explanation From Exact Extract of Agile Project Management (paraphrased):

Agile principles highlight a contrast with traditional governance, which frequently centers on adherence to a predetermined plan. The Agile Manifesto instead values responding to change over following a plan. AgilePM operationalizes this by fixing time and cost, protecting quality, and flexing scope using MoSCoW prioritization. Planning remains essential, but it is lightweight, iterative, and continuously refined through empirical feedback from delivered increments. Governance, therefore, is reframed around evidence of value and outcomes rather than strict conformance to upfront schedules and documents. The statement points to the non-agile tendency to prioritize following a plan, which AgilePM deliberately rebalances with timeboxing, frequent review, and collaborative decision-making that allows teams to incorporate learning and change while keeping projects on track. Hence, the missing words are “Following a plan.”

AgilePM distinguishes clearly between internal delivery roles (the project team and its immediate governance) and the wider set of external stakeholders who affect, constrain, or benefit from the solution. Developers are part of the internal Solution Development Team—hence not external stakeholders. By contrast, Regulatory Authorities are external parties that impose compliance obligations and quality constraints; they influence acceptance and release but are outside the project team structure. Customers (and users) are also external stakeholders: they receive value, validate usability, and provide feedback, yet they are not members of the delivery team itself. Employees who sit outside the formal project team (e.g., business staff impacted by change, operational personnel, support and sales teams) are treated as external stakeholders because they are affected by the solution and provide input, but they don’t hold delivery roles. AgilePM’s organization model embeds active business involvement through defined roles inside the team, while also recognizing a broader environment of external interests that must be engaged and managed. Therefore, the items that best fit the “external stakeholder” classification are 1 (Regulatory Authorities), 3 (Customers), and 4 (Employees); 2 (Developers) belong to the internal delivery team.

Adjourning: This stage occurs when a team disbands after achieving its objectives. Members reflect on their accomplishments and prepare to move on, often with a sense of closure and satisfaction.

Other Stages:

Forming: Initial stage where the team is being established.

Storming: Involves conflict as roles and expectations are clarified.

Performing: High-functioning stage focused on productivity.

Key AgilePM Concepts Referenced:

Team Development Stages: AgilePM Handbook, Chapter 5, Section 5.4.

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.

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.