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

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.

Emotional Process: Transition, as per Bridges’ model, refers to the psychological adjustment individuals go through when adapting to change. It’s not about the change itself but how people internally process the transition.

Other Options:

A and D: These relate to the external processes of implementing change.

C: This overlaps with transition but is incomplete as a definition.

Key AgilePM Concepts Referenced:

Bridges’ Transition Model: AgilePM Handbook, Chapter 6, Section 6.3.

The Terms of Reference is identified as a governance product in DSDM because it may be used for purposes such as the prioritization of a project within a portfolio2. It provides a high-level definition of the overarching business driver and top-level objectives of the project.

A Facilitated Workshop provides an interactive environment where all key players can contribute to the outcome3. It is a practice within Agile and DSDM that encourages collaboration and active participation from all stakeholders to shape the project’s direction and solutions.

Autonomy, Mastery, and Purpose: As outlined by Daniel Pink, these three factors drive motivation in knowledge work, which relies on creativity and engagement. Agile practices support autonomy through self-organizing teams, mastery through continuous learning, and purpose through shared goals.

Other Options: These reflect traditional or outdated models of motivation and do not align with Pink’s framework.

Key AgilePM Concepts Referenced:

Motivating Teams: AgilePM Handbook, Chapter 5, Section 5.7.

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.

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.

Timeboxing: Fixed time periods, such as sprints, are used to focus efforts and deliver outcomes within a predefined timeframe. This helps teams remain disciplined and maintain momentum while working iteratively.

Other Options:

A: Minimum viable product relates to the initial version of a product with essential features.

C: Full transparency refers to visibility into the process.

D: Frequent delivery is broader and does not imply fixed time periods.

Key AgilePM Concepts Referenced:

Timeboxing: AgilePM Handbook, Chapter 3, Section 3.4.

The strategy for Iterative Development should be considered during the Foundations phase. This phase establishes a firm foundation for the project, ensuring that only the right projects are started and that they are set up correctly, considering aspects such as feasibility and business case1. It’s crucial to have a clear strategy for Iterative Development at this stage to guide the subsequent phases of the project effectively.