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APMG-International Agile Project Management (AgilePM) Practitioner Exam Sample Questions (Q97-Q102):
NEW QUESTION # 97
The Change Manager is discussing the relocation of the Selco staff to the UniCo office with the Operations Director. They are using the SCARF framework of people's social experience to guide management actions.
Answer the following questions about the use of David Rock's SCARF framework to increase the motivation for change.
The founder of Selco, now the Applications Manager, is moving from an individual office to a desk in the shared area for the Operations Director's leadership team in the UniCo building. At the last Operations' group meeting, the Operations Director thanked the Applications Manager for cooperating fully with the relocation.
Is this an appropriate approach to reward the brain in the need for 'status', and why?
Answer: D
Explanation:
This question examines the application of David Rock's SCARF framework, which identifies five social drivers influencing motivation: Status, Certainty, Autonomy, Relatedness, and Fairness. In this scenario, the focus is on status, which refers to the perception of one's standing or importance relative to others in a group.
1. Understanding the Status Domain in SCARF
* Status is one of the core social needs in the SCARF framework.
* It is linked to how individuals perceive their importance or recognition within an organization.
* Acknowledging contributions publicly enhances status by signaling respect and appreciation, which motivates individuals to engage and cooperate.
2. Why Option D is Correct
* In this scenario, the Operations Director's public praise of the Applications Manager acknowledges their cooperation in relocating to a shared workspace.
* This public acknowledgment improves the Applications Manager's informal status within the group by:
* Showing that their efforts are valued.
* Positioning them as a cooperative and contributing member of the leadership team.
* Enhancing status in this way fosters motivation and strengthens engagement in the change process.
3. Analysis of Other Options
* Option A: No, because 'status' should be rewarded by ensuring open, two-way communication using rich channels.
* While two-way communication is important for building relatedness or addressing concerns, it does not directly address the brain's need for status, which is driven by recognition and acknowledgment.
* Eliminate.
* Option B: No, because the Application Manager's knowledge and skills are still relevant and there is no threat to 'status'.
* This misinterprets the concept of status. The relevance of skills is unrelated to the need for recognition. Status can still be boosted even when skills are intact, especially in a new environment where informal recognition is key.
* Eliminate.
* Option C: Yes, because highlighting cooperation provides an opportunity for the Applications Manager to learn and develop.
* While cooperation can contribute to learning and development, the focus here is on public acknowledgment of contributions to improve status, not on skill-building or development.
* Eliminate.
4. Practical Implications
* The public acknowledgment at the Operations group meeting serves to:
* Reinforce positive behavior (cooperation during relocation).
* Increase the Applications Manager's informal standing within the leadership team.
* Such actions align with the SCARF framework by addressing social motivations and fostering collaboration.
5. Reference to SCARF Framework
* Status: Enhancing motivation by recognizing contributions publicly, which boosts an individual's perceived value.
* Threats to status (e.g., moving to a shared workspace) can be mitigated by public praise, maintaining the individual's perception of importance.
NEW QUESTION # 98
Which 2 actions demonstrate empathy?
Answer: B,D
Explanation:
Comprehensive and Detailed Step-by-Step Explanation
Understanding Empathy in Change Management
Empathy involves understanding and addressing the emotions, perspectives, and concerns of stakeholders during a change initiative. It focuses on emotional intelligence and actively supporting individuals to adapt to change in a way that respects their feelings and needs.
Option Analysis
* A. Allow people to think independently and plan for themselves how this Change Programme could be incorporated
* While independence is valuable, this option emphasizes autonomy rather than empathy. Empathy focuses on actively understanding and addressing emotional needs, which is not reflected here.
* Incorrect.
* B. Hold a weekly progress meeting with key UniCo and Selco staff dedicated to the delivery of the new contract
* Progress meetings are about operational efficiency and project management rather than emotional engagement. This action does not specifically address the emotional or empathetic needs of staff.
* Incorrect.
* C. Provide statistical data on the general trends in the mobile application industry to help people rationalize why this change is necessary
* Offering statistical data focuses on rationalization and logical understanding rather than emotional support. It does not demonstrate empathy.
* Incorrect.
* D. Reschedule plans to allow extra time for those IT support staff who are finding it difficult to try out the new processes
* By rescheduling and accommodating the needs of staff who are struggling, this action demonstrates empathy. It acknowledges their challenges and provides support to help them adjust to the changes.
* Correct.
* E. Encourage the CEO to discuss their previous concerns about the new company direction with staff who feel uncertain
* This action encourages the CEO to openly share their own experiences of uncertainty, fostering an emotional connection with staff. It helps to reduce apprehension and demonstrate that their concerns are understood.
* Correct.
Why D and E are the Correct Answers (Scenario Alignment)
* D: Rescheduling plans reflects understanding and support for those finding it hard to adapt, which aligns with empathetic leadership principles.
* E: Encouraging the CEO to share their journey of overcoming uncertainty provides emotional reassurance and demonstrates relatability, a key element of empathy.
References (AgilePM and Scenario Alignment):
* AgilePM Handbook, Chapter 6: Empathy and Emotional Intelligence in Stakeholder Engagement.
* UniCo Scenario: "UniCo staff must develop new attitudes, and the CEO's openness has been a subject of positive informal discussions."
* Hodges' Principles of Engagement: Empathy as a cornerstone for addressing emotional challenges during organizational change.
NEW QUESTION # 99
Which stakeholder should be placed within the 'primary' segment?
Answer: D
Explanation:
Comprehensive and Detailed Step-by-Step Explanation:
Understanding Stakeholder Segmentation in Agile Project Management
Stakeholders are segmented based on their level of influence, interest, and involvement in the project. The ' primary' segment consists of stakeholders who are directly impacted by the project's outcomes or who have the highest influence over its success.
The primary stakeholders often have the power to determine project requirements or outcomes and require significant attention from the project team.
Option Analysis
* A. Industry-related professional associations
* While their opinions influence industry trends, they are not directly involved in UniCo's project or operational terms. They fall under the secondary segment as their influence is indirect and focuses on broader trends rather than specific deliverables.
* Incorrect.
* B. The Utilities company
* The Utilities company is UniCo's customer, directly dictating specific requirements and operational terms. As such, they hold significant influence and impact on the project's success.
They represent a key stakeholder group in the primary segment, as satisfying their requirements is essential for UniCo's strategic goals.
* Correct.
* C. The Operations Director
* The Operations Director is an internal stakeholder involved in decision-making and execution.
While they play a crucial role, they are part of the project delivery team rather than an external primary stakeholder. Therefore, they do not belong in the 'primary' segment.
* Incorrect.
* D. The UniCo investors
* Investors are critical for funding and overall company strategy but are not directly involved in defining project requirements or operational terms for this specific initiative. They fall under the key supporting stakeholders rather than the 'primary' segment.
* Incorrect.
Why B is the Correct Answer
The Utilities company directly dictates project requirements and operational terms. Their satisfaction is crucial for the project's success and aligns with Agile principles emphasizing delivering value to the customer.
This makes them a part of the 'primary' stakeholder segment.
References:
* AgilePM Foundation Handbook, Chapter 3: Stakeholder Engagement.
* Agile Business Consortium: Stakeholder Influence and Segmentation.
* PMBOK Guide, Chapter 13: Stakeholder Management - Primary and Secondary Stakeholders.
NEW QUESTION # 100
What should be done to allow the requirement for a secondary exit from the upstairs of the building to be changed into a Must Have priority and moved into Timebox B?
Answer: B
Explanation:
C: The Business Visionary, Business Sponsor and Solution Development Team should reassess the Prioritised Requirements List and its priorities.
Rationale:
In Agile Project Management, priorities are often reassessed and reprioritized based on new information or changes in the project's context. The need for a secondary exit due to compliance with fire safety regulations would necessitate such a reassessment. The Business Visionary and Business Sponsor, who provide the vision and funding for the project, together with the Solution Development Team, who are responsible for implementing solutions, should collaboratively review the Prioritised Requirements List to reflect this new priority. This change must be agreed upon by these key stakeholders to ensure that it aligns with the business needs and project goals.
NEW QUESTION # 101
The Change Manager is looking to develop the change agent network that will support the changes related to the Operational delivery processes workstream.
Which information is MOST likely to be relevant for the change agents when being inducted into the change programme for the Operational delivery processes workstream?
Answer: C
Explanation:
Comprehensive and Detailed Step-by-Step Explanation
When inducting change agents into a change programme, it is critical to provide them with the information that will directly support their role in facilitating the specific workstream. The Operational delivery processes workstream is focused on integrating technical systems and processes, making it essential for change agents to understand the new expectations and ways of working that will arise from this integration.
1. Why A (Expected New Ways of Working) is Correct
* Relevant to the Workstream: This information is directly related to the changes being implemented, such as process integration, operational alignment, and technical system modifications.
* Preparation of Change Agents: Change agents must understand the new ways of working to effectively communicate, advocate for, and facilitate the changes among their teams.
* Focus on Operational Changes: Since this workstream involves technical delivery processes, equipping change agents with relevant knowledge ensures they are aligned with the workstream's objectives.
2. Analysis of Incorrect Options
* Option B (Staff Contact Details):
* While useful for logistical purposes, this information is not directly linked to the change programme's objectives or the responsibilities of change agents in driving operational changes.
* Eliminate.
* Option C (Staff Satisfaction Survey Results):
* Staff satisfaction data is more relevant for monitoring cultural and engagement-related impacts rather than guiding operational delivery process changes.
* It does not provide actionable insights for the change agents in this specific workstream.
* Eliminate.
* Option D (Portfolio, Programme, and Project Management Office Service Catalogue):
* This information is related to overall project management frameworks and tools but does not offer specific guidance for the change agents tasked with facilitating operational delivery changes.
* Eliminate.
3. Practical Implications
* Equipping Change Agents: Providing detailed insights into expected new ways of working ensures that the change agents can address potential resistance, clarify expectations, and serve as knowledgeable advocates for the change.
* Alignment with Strategic Goals: By focusing on the technical delivery processes, the induction program helps ensure that change agents are aligned with UniCo's broader strategy of integrating Selco and delivering innovative solutions.
NEW QUESTION # 102
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