Pass the APMG-International AgilePM AgilePM-Foundation Questions and answers with CertsForce

The Business Visionary is responsible for interpreting the needs of the Business Sponsor and communicating these to the team1. This role represents the Business Sponsor by communicating the vision of the project and ensuring that the team understands the sponsor’s requirements1.

Cognitive Rigidity: This represents a fixed mindset, where individuals resist new ways of thinking or acting. Neuroscience highlights that flexibility is key to adapting to change.

Other Options:

A: Routine seeking reflects comfort in familiarity but isn’t a fixed mindset.

B: Emotional reactions are part of normal responses to change.

D: Short-term focus relates to decision-making, not fixed thinking.

Key AgilePM Concepts Referenced:

Managing Resistance Through Neuroscience: AgilePM Handbook, Chapter 6, Section 6.7.

Storming Stage: During this stage, team members test and challenge assumptions, roles, and processes. This is essential for resolving conflicts and building stronger foundations for collaboration.

Other Stages:

Forming: Initial stage with minimal conflict.

Performing: High-functioning stage with clear roles.

Adjourning: Focuses on reflection and closure.

Key AgilePM Concepts Referenced:

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

Statement 1: Correct. Rich communication channels, such as face-to-face conversations or video calls, are necessary for active engagement as they allow for two-way interaction and emotional connection.

Statement 2: Correct. Leaner channels, like emails or memos, are appropriate when the message is straightforward and unlikely to be misinterpreted.

Key AgilePM Concepts Referenced:

Effective Communication Channels: AgilePM Handbook, Chapter 4, Section 4.3.

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.

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 Solution Architecture Definition is an evolutionary product that provides a high-level design framework for the solution2. It is intended to cover both business and technical aspects of the solution to a level of detail that makes the scope of the solution clear but does not constrain evolutionary development2. This ensures that the solution architecture supports the business direction and the solution under development will be fit for its intended purpose3

The responsibility of the Business Ambassador in AgilePM is to provide day-to-day detail of the requirements during Timeboxes. This role involves representing the interests of the business within the project team, ensuring that the evolving product meets the business needs. The Business Ambassador works closely with the development team to clarify requirements, provide feedback, and make decisions promptly to keep the project on track.

References:

AgilePM Foundation Handbook

"Agile Project Management for Dummies" by Mark C. Layton

Solution increments are created during the Evolutionary Development phase. This phase is where the solution is developed iteratively, building on the firm foundations laid out in the previous phases1. It involves creating increments of the product through time-boxed iterations, ensuring that the solution evolves in line with the project’s objectives and business needs.

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.