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

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

In AgilePM (DSDM), the Team Leader role closely aligns with the facilitative, servant-leadership responsibilities commonly associated with a Scrum Master in Scrum. The Team Leader is accountable for enabling collaborative working, removing impediments, fostering continuous improvement, and protecting the team’s focus within timeboxes—all hallmarks of Scrum Mastery. While titles differ across frameworks, AgilePM explicitly positions Team Leader as the day-to-day lead for the Solution Development Team, emphasizing facilitation, coaching, and ensuring adherence to agreed practices (e.g., MoSCoW prioritization, Definition of Done/quality criteria). By contrast, a Project Manager in AgilePM is a project-level role focused on governance and business case stewardship; a Product Owner (AgilePM’s Business Visionary/Business Ambassador combination) prioritizes value and backlog—this is not a facilitation role; and a Developer focuses on building the solution. Therefore, when mapping roles between Scrum and AgilePM, the Team Leader most naturally substitutes for, or corresponds to, the Scrum Master responsibilities, ensuring servant leadership without shifting into command-and-control behavior.

The stated benefits of using DSDM include the business being better able to direct development, the reduced risk of building the wrong solution, and a smoother deployment process2. These benefits stem from DSDM’s iterative approach and close collaboration with stakeholders2.

Minimum Viable Product (MVP): An MVP allows early customers to use a product and provide valuable feedback, which is then incorporated into subsequent iterations. This is central to Agile practices, emphasizing incremental delivery and responsiveness to user needs.

Other Options:

B: Full transparency relates to visibility into processes and progress, not product development.

C and D: These refer to team dynamics, not product delivery.

Key AgilePM Concepts Referenced:

Incremental Delivery: AgilePM Handbook, Chapter 3, Section 3.7.

Supporting and Influencing Local Staff: Line leaders play a vital role in translating the change vision into action at the team level. They understand the specific needs and concerns of their teams and can act as a bridge between staff and senior management.

Other Options:

A: Local decision-making authority is beneficial but not their primary role.

B: Leaders are often deeply impacted by change.

D: Line leaders often juggle multiple responsibilities.

Key AgilePM Concepts Referenced:

Role of Line Leaders: AgilePM Handbook, Chapter 5, Section 5.6.

Assessing Effectiveness: The measurement methodology helps determine whether communication efforts are achieving their intended goals. Metrics such as engagement levels and feedback are used to refine strategies.

Other Options:

B: Focuses on testing rather than communication.

C: Relates to impact assessment, not methodology.

D: Ensuring understanding is an objective, not a methodology.

Key AgilePM Concepts Referenced:

Communication Effectiveness: AgilePM Handbook, Chapter 4, Section 4.5.

Dialogue: The ability to talk about anything while maintaining relationships and achieving a good outcome is a clear demonstration of effective dialogue. Dialogue is essential for fostering mutual understanding and collaboration, especially during change. AgilePM emphasizes open communication and rich interaction to address concerns and align stakeholders.

Other Options:

Inclusivity: Focuses on ensuring diverse perspectives are included but doesn’t inherently emphasize open conversations.

Connectivity: Refers to fostering connections among team members and stakeholders, which is a broader concept.

Transparency: While important, it primarily relates to openly sharing information rather than fostering dialogue.

Key AgilePM Concepts Referenced:

Engagement and Communication Principles: AgilePM Handbook, Chapter 4, Section 4.2.

A Timebox Plan is updated at the Daily Start-ups. These daily meetings allow the team to review progress, discuss any issues, and make necessary adjustments to the plan. Regular updates ensure that the project stays on track and that any deviations are addressed promptly, facilitating smooth and efficient progress towards the Timebox objectives.

Comprehensive and Detailed Explanation (paraphrased from DSDM/AgilePM principles):

One of AgilePM’s eight guiding principles is “Never compromise quality.” Quality is fixed and protected: teams define the required level up-front via acceptance criteria, Definition of Done, and non-functional requirements, then manage scope with MoSCoW prioritization to ensure the agreed quality bar is always met. Time and cost are typically fixed through timeboxing and team sizing, while scope flexes to safeguard quality and predictability. This principle prevents trading away essential quality under delivery pressure and ensures increments are genuinely “fit for purpose.” Options A and C are good values but are not stated AgilePM principles, and D contradicts the ethos—agile does commit to quality by making it explicit, measurable, and non-negotiable. Therefore, B is correct.

Comprehensive and Detailed 150–300 words Explanation (paraphrased from Agile Manifesto & AgilePM alignment):

The Agile Manifesto states four value pairings that guide agile delivery. Three relevant to this question are: “Individuals and interactions over processes and tools,” “Customer collaboration over contract negotiation,” and “Responding to change over following a plan.” These emphasize people-centric collaboration, close partnership with customers, and adaptability through iterative inspection and adaptation. The fourth statement in the options is incorrect: the Manifesto values “working software over comprehensive documentation,” not the reverse. AgilePM aligns with these values by encouraging active business involvement, timeboxing, incremental delivery, and MoSCoW prioritization—mechanisms that maximize collaboration, transparency, and the ability to change course based on real feedback. Documentation, plans, and contracts still exist but are framed to enable collaboration and change rather than constrain them. Therefore, the correct set of values among the options is 1, 2, and 3, making A correct.

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.