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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.

References:

DSDM Agile Project Framework Handbook

"Agile Project Management: Best Practices and Methodologies" by Eric Brechner

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.

Referent Power: This form of power is derived from the personal qualities of the leader, such as charisma, integrity, or ability to inspire, making them a role model for others. AgilePM values leaders who lead by influence rather than authority.

Other Options:

Legitimate: Based on a formal position or title.

Reward: Tied to the ability to offer incentives.

Coercive: Involves using fear or threats, which is not ideal in Agile environments.

Key AgilePM Concepts Referenced:

Leadership Styles: AgilePM Handbook, Chapter 4, Section 4.5.

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.

Communicating the Danger of Inaction: Highlighting risks of not changing amplifies dissatisfaction with the status quo, creating urgency and driving motivation for change.

Other Options:

A: Performance targets align with accountability, not dissatisfaction.

C: Clarifying steps supports action but doesn’t address dissatisfaction.

D: Benefits focus on the positive outcome, not dissatisfaction.

Key AgilePM Concepts Referenced:

Change Formula Framework: AgilePM Handbook, Chapter 6, Section 6.5.

Performing Stage: In this stage, team members work cohesively towards achieving results. Roles and processes are clear, and collaboration is at its peak.

Other Stages:

Forming: Initial setup with limited collaboration.

Storming: Characterized by conflict and role clarification.

Adjourning: Focused on disbanding after tasks are completed.

Key AgilePM Concepts Referenced:

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

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.

Statement 1: Correct. Identifying stakeholders involves analyzing who will be impacted by the change and their level of influence.

Statement 2: Correct. Stakeholder mapping is a tool used to visualize and prioritize stakeholders based on their influence and interest.

Key AgilePM Concepts Referenced:

Stakeholder Mapping and Identification: AgilePM Handbook, Chapter 5, Section 5.5.

The application of Principle 8, Demonstrate Control, is collectively applied by the whole team4. This principle ensures that there are proper levels of planning, progress measurement, and reporting in place.

DSDM acknowledges that change is inevitable and that projects operate within a changing world5. The methodology is designed to embrace change and harness its benefits, rather than resist it.