AgilePM-Foundation APMG-International Agile Project Management (AgilePM) Foundation Exam Free Practice Exam Questions (2025 Updated)

Instrumental Success Factors (ISFs) in DSDM are crucial as they position projects for a successful outcome. ISFs are the critical elements that must be in place for a DSDM project to succeed. They provide a foundation for effective project management and delivery, ensuring that all necessary conditions are met to support the project's objectives and deliverables.

References:

DSDM Agile Project Framework Handbook

"Agile Project Management with Scrum" by Ken Schwaber

A Timebox Plan is updated at the Daily Start-ups. These daily meetings allow the team to review progress, discuss any issues, and make necessary adjustments to the plan. Regular updates ensure that the project stays on track and that any deviations are addressed promptly, facilitating smooth and efficient progress towards the Timebox objectives.

References:

AgilePM Foundation Handbook

"Scrum: The Art of Doing Twice the Work in Half the Time" by Jeff Sutherland

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.

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 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

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.

Qualitative Measures: These provide insight into the underlying reasons, motivations, and emotions behind behaviors. Examples include interviews, open-ended surveys, and focus groups.

Other Options:

B: Quantitative measures focus on numerical data but lack context.

C: Leading indicators predict future performance but don’t explain behavior.

D: Lagging indicators reflect past performance, not the reasons behind it.

Key AgilePM Concepts Referenced:

Measurement and Analysis: AgilePM Handbook, Chapter 7, Section 7.5.

Statement 1: Incorrect. Agile is rooted in adaptability and tailoring practices to fit the specific needs of a project. Taking a single framework and applying it persistently reflects rigidity, which contradicts the Agile principles of flexibility and continuous improvement. AgilePM advocates selecting and combining frameworks (e.g., Scrum, Kanban) based on the project environment rather than sticking to one rigidly.

Statement 2: Correct. Resilience, flexibility, and a willingness to learn are central to Agile practitioners. They must adapt to challenges and new information to ensure continuous delivery of value. This aligns with Agile values of embracing change over following strict plans and the AgilePM philosophy of iterative improvement.

Key AgilePM Concepts Referenced:

Flexibility over Rigidity: AgilePM Handbook, Chapter 1, Section 1.4 ("The Agile Mindset").

Iterative Development and Learning: Chapter 3, Section 3.5 (Iterative Principles).

Simple: The Cynefin framework classifies situations where cause and effect are obvious as "simple," requiring straightforward solutions based on best practices.

Other Options:

Multifaceted: Not a recognized category in Cynefin.

Complex: Refers to situations where cause and effect are not immediately apparent.

Chaotic: Refers to situations with no apparent relationship between cause and effect.

Key AgilePM Concepts Referenced:

Cynefin Framework for Complexity: AgilePM Handbook, Chapter 3, Section 3.3.