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

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

The DSDM product that reflects the approach to the management of the project as a whole, considering how the project will be organized and planned from a management perspective, is the Management Approach Definition2. This product outlines the overall strategy for managing the project, including aspects such as roles, responsibilities, and processes, ensuring that the project is aligned with its objectives and can be delivered successfully2.

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.

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.

Both statements about the Technical Coordinator role in AgilePM are true. The Technical Coordinator provides the same function from a technical perspective as the Business Ambassador does from a business perspective, ensuring that the technical aspects of the project align with the overall business objectives. Additionally, the Technical Coordinator is responsible for ensuring that the solution conforms to the requested technical standards, overseeing the technical integrity and quality of the product throughout the development process.

References:

DSDM Agile Project Framework Handbook

"Agile Architecture: Strategies for Scaling Agile Development" by James O. Coplien and Gertrud Bjørnvig

Statement 1: Correct. The change curve describes typical emotional responses to change, including denial, resistance, exploration, and commitment.

Statement 2: Incorrect. The change curve applies to both positive and negative changes, as it reflects the adjustment process regardless of the perceived nature of the change.

Key AgilePM Concepts Referenced:

Emotional Responses to Change: AgilePM Handbook, Chapter 6, Section 6.3.

The MoSCoW technique is used for understanding and managing priorities3. It helps teams prioritize features, user stories, and requirements by categorizing them into Must have, Should have, Could have, and Won’t have, ensuring that the most critical items are addressed first4.

Celebrating Short-Term Wins: Demonstrating early achievements builds confidence and reduces resistance by showing tangible progress. This is a key step in Kotter's model for leading change.

Other Options:

A: Building a coalition involves leadership but not reducing doubt.

B: Creating urgency addresses the need for change, not achievements.

C: Accelerating movement focuses on overall momentum.

Key AgilePM Concepts Referenced:

Kotter’s Change Model: AgilePM Handbook, Chapter 6, Section 6.2.

Statement 1: Incorrect. Diverse teams tend to take longer to make decisions due to differing perspectives and approaches. However, this trade-off leads to more thorough and creative decision-making, which is a recognized strength of diverse teams.

Statement 2: Incorrect. Members of diverse teams often require time to align on communication styles, goals, and processes. Effective collaboration in diverse teams is developed through trust-building and active engagement, as outlined in Agile team practices.

Why Diverse Teams Matter in Agile:Agile emphasizes collaboration and innovation, which are enhanced by diverse teams. However, the process of building trust and understanding takes time. AgilePM recommends fostering inclusivity and addressing conflicts constructively to harness the strengths of diverse teams.

Key AgilePM Concepts Referenced:

Building Effective Teams: AgilePM Handbook, Chapter 5, Section 5.3.

Trust and Transparency in Teams: Chapter 4, Section 4.6.

Certainty in Neuroscience: The brain seeks predictability and stability, which is supported by delivering change in small, incremental stages. This approach aligns with Agile's iterative and incremental delivery, providing clarity and reducing stress for individuals undergoing change.

Other Options:

B: Delegated decision-making relates to empowerment but does not directly address certainty.

C: Group social events foster connection, not certainty.

D: Public praise boosts morale but doesn’t satisfy the need for predictability.

Key AgilePM Concepts Referenced:

Iterative and Incremental Delivery: AgilePM Handbook, Chapter 3, Section 3.6.