AgilePM-Practitioner APMG-International Agile Project Management (AgilePM) Practitioner Exam Free Practice Exam Questions (2026 Updated)

Comprehensive and Detailed Step-by-Step Explanation:

Context from UniCo Scenario:

The Sales staff at UniCo are resistant to changes related to the company ' s new strategic focus on mobile applications. The concern raised here involves Customer Services staff feeling overburdened and Sales staff perceiving the changes as impacting customer experience negatively. This type of resistance reflects miscommunication, lack of engagement, and uncertainty —key elements that require addressing.

Analysis of Each Option:

A. Do nothing and allow the informal view to circulate, knowing it will eventually be proved wrong.

This is not appropriate as it fails to address resistance proactively, which may lead to low morale , increased misunderstandings , and further negativity among teams. The AgilePM framework emphasizes collaboration and communication over passive approaches to resistance management.

Rejected.

B. Include the member of Customer Services in the planning of the sales process changes to reduce disruption.

This approach directly engages the affected parties (Customer Services staff) by involving them in planning. It fosters ownership , reduces resistance, and creates solutions that are practical and inclusive. Aligning this action with AgilePM principles ensures engagement of stakeholders in the change process, which is key to minimizing disruption.

Selected.

C. Invite Sales staff to help with planning the next phase of internal Sales training for the process changes.

While involving Sales staff is useful, the issue here centers around Customer Services staff concerns about disruption and added workload. This option fails to address the root cause of the resistance.

Rejected.

D. Counter the informal views by inviting the Change Manager to explain the changes at the next Sales staff meeting.

This action ensures that informal resistance is addressed through formal communication channels. By providing clarity and transparency about the Sales process changes , this approach prevents misunderstanding and builds alignment across teams. AgilePM emphasizes the importance of clear communication to manage resistance.

Selected.

E. Revisit the Stakeholder mapping work to ensure that the engagement of parties affected by the Sales changes is accurate.

Stakeholder mapping is a strategic action but may not immediately address the informal resistance in question. The issue at hand requires immediate communication and engagement rather than long-term structural adjustments.

Rejected.

Why B and D Are Correct:

Inclusion in Planning (B):

Including Customer Services staff in planning ensures their concerns are heard and integrated into the solutions. This aligns with AgilePM’s focus on stakeholder collaboration and engagement to reduce resistance.

Clear Communication via the Change Manager (D):

Inviting the Change Manager provides an authoritative and transparent explanation of the changes. This aligns with AgilePM’s emphasis on using regular communication to manage resistance and mitigate informal, negative narratives.

References to AgilePM Framework:

Stakeholder Engagement:

AgilePM highlights involving stakeholders in planning as essential for building trust and reducing resistance to change. (AgilePM Practitioner Guide, Chapter 9: Stakeholder Engagement)

Transparent Communication:

AgilePM emphasizes clarity and frequent communication to manage resistance effectively. Using formal channels ensures alignment and prevents misinformation from spreading. (AgilePM Practitioner Guide, Chapter 11: Managing People)

Proactive Resistance Management:

AgilePM promotes proactive actions (like engaging affected staff and using formal communication) rather than passive approaches to manage resistance. (AgilePM Practitioner Guide, Chapter 12: Change Management)

Comprehensive and Detailed Step-by-Step Explanation:

Context from the UniCo Scenario:

The Customer Services department is aware of the change but has shown little progress in implementing the processes. Building momentum for change requires active engagement , focusing on delivering and demonstrating value while motivating teams to act. Simply providing more information (like newsletters) does not directly contribute to implementation.

Analysis of Each Option:

A. Assign the team who facilitate new orders to take the lead in implementing new processes.

Why Correct: Assigning responsibility to a specific team who is familiar with the operations ensures direct ownership of the processes. This approach helps create role clarity and demonstrates action to others.

B. Delegate responsibility for implementation to the line leadership in the department.

Why Correct: Empowering line leaders aligns with AgilePM’s principles of delegating decision-making to individuals who are close to the operations, ensuring accountability and progress.

C. Share the initial successes when providing mobile solutions to the Utility company.

Why Correct: Sharing success stories is an effective way to build confidence and momentum. AgilePM recommends celebrating quick wins to motivate teams and show the value of change.

D. Increase the number of newsletters issued covering the strategy and delivery plans.

Why Incorrect (Answer): While communication is critical, simply issuing more newsletters does not actively engage staff or address implementation challenges. Newsletters are passive forms of communication that do not drive action or momentum.

Why D Is Correct (LEAST Likely):

Lack of Active Engagement:

Increasing newsletters only adds more information but does not address staff reluctance or encourage active participation.

Momentum Requires Action, Not Just Awareness:

Awareness is already present; the focus now should shift to tangible steps, like assigning responsibilities or showcasing early wins.

Limited Impact on Implementation:

AgilePM advocates active involvement, like delegating roles or leveraging pilot teams, rather than relying on one-way communication.

References to AgilePM Framework:

Empowered Teams:

AgilePM stresses the importance of empowering teams and leaders to take ownership of changes. (AgilePM Practitioner Guide, Chapter 6: Empowered Teams)

Celebrating Successes:

Sharing quick wins reinforces the benefits of change and motivates others to follow suit. (AgilePM Practitioner Guide, Chapter 9: Delivering Value Early)

Active Stakeholder Engagement:

AgilePM emphasizes that communication should drive engagement and actions, rather than be limited to information sharing. (AgilePM Practitioner Guide, Chapter 8: Stakeholder Engagement)

Comprehensive and Detailed Step-by-Step Explanation

The size and scope of a change agent network must be tailored to the needs of the specific workstream it is supporting. In the case of the Operational delivery processes workstream , the focus is on integrating systems and processes across both the UniCo and Selco locations.

1. Why C (Agents Covering Both Applications and IT Support) is Correct

Broad Coverage: Selecting change agents from both the Applications and IT Support areas ensures that the network addresses the full range of changes required, including technical systems, applications, and IT processes.

Dual Location Focus: The operational delivery workstream spans both the UniCo and Selco locations. Having representation from both locations ensures that changes are implemented effectively and address the unique challenges of each site.

Balance of Expertise: IT Support staff are critical for process-related changes, while Applications staff bring expertise in mobile application development, which aligns with UniCo’s strategic goals.

2. Analysis of Incorrect Options

Option A (Assign Two Agents):

Assigning only two change agents is overly restrictive and would not provide sufficient coverage for a large-scale integration of operational processes across multiple departments and locations.

Eliminate.

Option B (Recruit Mainly IT Support Staff):

While IT Support staff are experiencing significant changes, focusing solely on this group excludes other important areas, such as Applications, which are critical to UniCo’s strategy of integrating mobile applications.

Eliminate.

Option D (Involve Only Selco Staff):

Although Selco staff bring valuable expertise in mobile applications, relying exclusively on them could alienate UniCo staff and hinder buy-in for the change. A balanced network incorporating both UniCo and Selco staff is more effective.

Eliminate.

3. Practical Implications

Selecting change agents from both Applications and IT Support ensures that the network is comprehensive and aligned with the goals of the operational delivery processes workstream.

This approach also promotes collaboration between UniCo and Selco staff, which is essential for successful integration and cultural alignment.

Comprehensive and Detailed Step-by-Step Explanation:

The question focuses on identifying a statement that qualifies as a lesson from previous change initiatives. Let ' s analyze each option against this requirement:

1. What defines a " Lesson from Previous Change Initiatives " ?

In Agile and change management contexts, " lessons learned " are insights gained from earlier initiatives, particularly about what worked well and what could be improved.

These lessons typically highlight practices or strategies that were successful or problematic in past efforts, serving as guidelines for current and future initiatives.

2. Option Analysis:

Option A: UniCo has always been seen in the marketplace as being traditional and cautious.

This statement is a general observation about UniCo’s market reputation, not a lesson from a specific change initiative. It does not reflect a strategy or practice learned from past experiences.

Eliminate.

Option B: UniCo has always successfully used customer journey mapping for educating staff in customer needs.

This statement references a specific practice (customer journey mapping) that UniCo has successfully employed in previous initiatives to address customer needs. It aligns with the concept of a lesson learned.

Correct Answer.

Option C: A new software development platform is needed to integrate the new services into operational processes.

This is a current requirement or task for the ongoing initiative, not a reflection of past experiences. It does not fit under the " lessons learned " heading.

Eliminate.

Option D: The renewal of the lease for the office housing Selco staff is due in fifteen months’ time.

This is a logistical fact about the current situation, unrelated to any lessons from previous change efforts. It does not provide guidance or insights for future actions.

Eliminate.

3. Relevance in UniCo’s Scenario:

UniCo is undergoing significant organizational change, including integrating Selco and rebranding. Learning from previous successful practices, such as customer journey mapping, can help address challenges like resistance to change and understanding customer needs in the new context.

Capturing and applying this lesson ensures continuity and builds on proven methods.

4. Agile Practitioner Documentation References:

Lessons Learned Practices: Agile emphasizes continuous improvement through retrospectives and learning from past efforts to refine processes and strategies.

Stakeholder Management: Customer journey mapping is an established tool in Agile practices for improving customer focus and aligning team efforts with stakeholder needs.

Using Schein ' s Concept of Survival and Learning Anxieties

Instructions:

Column 1 contains messages about the change communicated to the sales staff. For each message, select the appropriate element from Column 2.

Detailed Explanation

Schein ' s concept of survival and learning anxieties provides a framework for understanding how organizations can manage the discomfort (anxiety) associated with change while fostering readiness to adopt new behaviors.

1. " It may take longer than expected to learn... further training courses and support will be available. "

Answer: C. Creation of psychological safety

Psychological safety is established when individuals feel supported and reassured, reducing fear of failure or being overwhelmed. Offering additional training and support creates a safe environment for learning new processes.

2. " The new roles are quite different... staff lose their place if unable to adjust. "

Answer: B. Creation of guilt or anxiety

This message induces learning anxiety , as it implies a fear of losing one ' s role unless adjustments are made. Schein identifies this as a driver of motivation to change but cautions that it must be balanced with psychological safety to avoid resistance.

3. " Sales related to large-scale computer systems are declining... selling solutions within the mobile application environment. "

Answer: A. Disconfirmation

Disconfirmation occurs when individuals realize that their current behaviors, practices, or assumptions are no longer effective. Highlighting declining sales forces staff to question existing approaches and prepares them for change.

4. " Each member of staff will be measured... linked to individuals. "

Answer: B. Creation of guilt or anxiety

By associating performance metrics with individual accountability, this message creates survival anxiety or guilt, pushing staff to align with organizational expectations to avoid negative outcomes.

Summary of Schein’s Concepts:

Disconfirmation : Challenges existing assumptions and highlights the need for change.

Creation of Guilt or Anxiety : Introduces discomfort that motivates individuals to act.

Creation of Psychological Safety : Provides support and reassurance, ensuring individuals feel secure enough to embrace change.

Comprehensive and Detailed Explanation:

This question refers to Gagné ' s Nine Events of Instruction, a model for designing effective learning activities. One of the steps in this model is to activate learners ' prior knowledge, which serves as a foundation for new learning. Here ' s why C is the best answer:

1. Activating Prior Knowledge in Gagné’s Model:

In Gagné’s Nine Events of Instruction, reminding learners of related knowledge or skills is part of the event “Stimulating recall of prior learning.”

This step is crucial as it helps learners connect what they already know to the new content, making the learning process smoother and more meaningful.

2. Why Option C is Correct:

Reminding learners of related knowledge or skills increases their understanding of what the new learning will enable them to do by providing context and relevance.

It helps bridge the gap between existing knowledge and new concepts, allowing learners to see the practical value and application of the new material.

3. Analysis of Other Options:

Option A: Enables learners to understand how they learn.

While activating prior knowledge might give some insight into learning processes, this is not the primary reason for reminding learners of what they already know.

Option B: Helps learners plan to use immediately what they learn.

Planning for immediate application is a valid outcome of effective learning but not the primary reason for recalling prior knowledge.

Option D: Reduces learners’ concerns about new learning.

While recalling prior knowledge may ease anxiety, this is not the main purpose in Gagné’s model. The focus is on understanding and connecting prior knowledge to new concepts.

4. Practical Example:

If a learner is being introduced to a new software tool, reminding them of their previous experience with similar tools helps them relate to the new content and understand how the new tool will expand their capabilities.

5. Reference to Gagné’s Model:

Event 3: Stimulate Recall of Prior Learning

This step facilitates the integration of prior knowledge with new material, which enhances comprehension and retention.

Comprehensive and Detailed Explanation:

Gagné ' s Nine Events of Instruction provide a framework for designing learning activities. When connecting learning to a broader change initiative, the focus should be on guidance and context that ties the learning objectives to real-life applications and organizational goals.

1. Why Guidance is Critical in Change Initiatives:

Providing real-life examples, stories, and discussions enables learners to:

See how the instruction aligns with the organizational changes.

Understand the practical relevance of their learning.

Connect new skills or knowledge to the broader goals of the organization, ensuring alignment with the change initiative.

This corresponds to Event 4: Provide Learning Guidance in Gagné ' s model, which emphasizes the use of supportive elements to enhance understanding and contextualize learning.

2. Why Option B is Correct:

By incorporating real-life examples and stories, the instruction becomes relatable and directly linked to the learner’s role in the change initiative.

For example, during a training session on new software, discussing how it will streamline workflows within the organization provides clarity and motivation.

3. Analysis of Other Options:

Option A: Assess performance, testing whether the instruction has been effective.

Assessment ensures learning effectiveness but does not inherently connect the learning to the broader change initiative. It focuses on evaluating outcomes rather than providing context.

Eliminate.

Option C: Remind the learners of what they already know that is relevant to the current instruction.

While activating prior knowledge is valuable (Event 3), it focuses on linking new learning to existing knowledge rather than to the broader organizational changes.

Eliminate.

Option D: Provide good learning feedback that allows learners to evaluate their practice.

Feedback helps refine understanding and improve performance (Event 5), but it does not necessarily provide the connection to the wider change initiative.

Eliminate.

4. Practical Example:

Suppose UniCo is training its staff to adopt new processes for mobile applications. The facilitator might include real-life success stories from similar industries, showing how adopting these practices helped achieve growth and customer satisfaction. This ties learning to the organizational change goals.

5. Reference to Gagné’s Model:

Event 4: Provide Learning Guidance emphasizes supporting learners with tools and context that deepen understanding and relevance.

Comprehensive and Detailed Step-by-Step Explanation:

When identifying a statement under the High-level change approach heading, it is essential to focus on strategies or methods that outline how the organization plans to execute the change initiative.

1. Key Elements of a " High-Level Change Approach " :

A high-level change approach provides a broad overview of how the organization intends to implement and guide the change.

It typically involves strategic actions, leadership initiatives, and examples of how similar challenges have been overcome, serving as guiding principles for the change initiative.

2. Option Analysis:

Option A: Existing UniCo staff only have skills in providing the installation of large-scale computer systems.

This statement identifies a current limitation in staff capability. While it is relevant to the context of the change, it does not describe an approach or methodology for driving the change.

Eliminate.

Option B: Fast-track training of the Sales staff means taking a member of staff away from the sales operational work.

This statement highlights a logistical issue related to training but does not reflect an overarching change approach. It focuses on operational impact rather than the strategic method of driving change.

Eliminate.

Option C: The senior management will be asked to share examples of other companies undertaking, and successfully overcoming, similar challenges.

This statement describes a strategic element of the change approach. Leveraging examples from similar challenges provides a learning framework and aligns with the Agile principle of " learning from experience. " It represents a high-level strategy to guide the change process.

Correct Answer.

Option D: All four Change Initiative elements will be required to produce a monthly formal report for the CEO.

This statement outlines a reporting requirement rather than a strategic or high-level approach. While reporting is a necessary part of governance, it does not describe a method for driving change.

Eliminate.

3. Relevance in UniCo’s Scenario:

Sharing examples of other companies ' successes aligns with the need for strategic leadership and provides inspiration for overcoming challenges.

In UniCo’s case, senior management can use these examples to drive cultural acceptance of change and adapt proven strategies to their specific context.

4. Agile Practitioner Documentation References:

Leadership in Change Management: Agile principles emphasize the role of leadership in providing strategic guidance and leveraging external examples to inform decisions.

Continuous Learning: The Agile approach encourages learning from previous experiences and external examples to refine strategies for successful change implementation.

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.

Comprehensive and Detailed Step-by-Step Explanation:

The SCARF framework identifies five key domains of social experience that influence motivation: Status, Certainty, Autonomy, Relatedness, and Fairness. This question asks if the action taken by the Change Manager appropriately addresses the autonomy domain.

1. Why Autonomy is Not Addressed

Autonomy refers to an individual’s sense of control over their choices and environment.

In this scenario, UniCo employees feel powerless due to the loss of leisure space without consultation . Autonomy could have been addressed by giving staff more control or input during the decision-making process, such as asking for their preferences or involving them in discussions about how the space could be used.

Arranging a social lunch does not restore autonomy, as it does not give employees more control or decision-making power.

2. Why Relatedness is Addressed

Relatedness refers to the sense of connection and belonging among individuals in a group.

By organizing a social lunch for UniCo employees and Selco staff, the Change Manager is fostering social interaction and relationship-building , which addresses the need for relatedness rather than autonomy.

This helps improve relationships between the two groups but does not resolve concerns related to autonomy.

3. Analysis of Each Option

Option A: No, because ' autonomy ' is best rewarded by establishing clear change expectations.

While setting clear expectations can help alleviate uncertainty, it does not directly address autonomy. Restoring autonomy requires giving employees more input or control.

Eliminate.

Option B: No, because encouraging social interactions rewards the brain’s need for ' relatedness. '

Correct. The lunch encourages connection and collaboration, which aligns with the relatedness domain, not autonomy.

Correct Answer.

Option C: Yes, because ' autonomy ' is best rewarded by listening and supporting affected staff.

While listening to concerns is important, this action does not directly give staff more autonomy. Instead, it addresses relatedness by fostering relationships through social interactions.

Eliminate.

Option D: Yes, because inviting colleagues to interact will make staff feel less powerless.

Interactions may improve social cohesion, but they do not resolve the sense of powerlessness tied to autonomy. Autonomy requires giving individuals more choice or control.

Eliminate.

4. Practical Implications

To better address autonomy , the Change Manager could have involved UniCo employees in discussions about how to accommodate Selco staff or given them options for how leisure space could be managed collaboratively.

Social lunches, while helpful, are better suited for addressing relatedness by creating bonds and reducing friction between teams.

5. Reference to SCARF Framework

Relatedness: Actions that promote connection and collaboration among team members.

Autonomy: Actions that empower individuals with choices and control over their environment or decisions.

Comprehensive and Detailed Step-by-Step Explanation:

Context from the UniCo Scenario:

The Human Resources and Facilities Manager is responsible for tracking data related to the upskilling of staff in mobile applications, as well as analyzing training progress across departments. For effective change analytics, timely and accurate data is critical to enable actionable insights. Delays in reporting and inaccuracies can hinder real-time adjustments to training programs and resource allocation.

Analysis of the Answer Options:

A. No, because reporting on staff data should only be carried out by Human Resources.

Why Incorrect: This statement is irrelevant to the limitations of data analytics. While HR typically oversees reporting on staff data, the issue lies in the ability to provide real-time, accurate data for decision-making, not which department oversees the process.

B. No, because internal processes are likely to ensure a good data quality.

Why Incorrect: While internal processes might improve data quality, they do not guarantee timely or real-time accuracy. The issue highlighted in this scenario is the lag in data reporting, which limits its usefulness in dynamic change management.

C. Yes, because the volume of the source data is likely to be unmanageable.

Why Incorrect: There is no evidence in the scenario suggesting that the volume of data being collected for staff training is unmanageable. The challenge described pertains to the timeliness and accuracy of the data, not its scale.

D. Yes, because the source data is unlikely to provide ‘real-time’ accuracy.

Why Correct: Effective change analytics requires real-time data to monitor progress and make adjustments dynamically. In this case, the HR and Facilities Manager’s reliance on data that is not timely or accurate limits the ability to intervene effectively during training or skill development.

Why D Is the Best Answer:

Real-Time Data Is Crucial for Change Analytics:

AgilePM emphasizes the need for actionable insights derived from up-to-date information. Data that is delayed or inaccurate prevents quick responses to emerging issues.

Alignment with Agile Principles:

In change programs, especially those involving skill development, real-time feedback is critical for iterative improvements. Lagging or retrospective data fails to align with this principle.

Practical Challenges:

The scenario implies limitations in data collection or reporting processes, which prevent real-time monitoring. This hinders the Human Resources and Facilities Manager from accurately tracking progress and making timely interventions.

References to AgilePM Framework:

Iterative Monitoring and Feedback:

AgilePM advocates for frequent and timely feedback to ensure continuous alignment with project goals. (AgilePM Practitioner Guide, Chapter 8: Quality Management)

Importance of Data-Driven Decision-Making:

Data must enable proactive, real-time adjustments to processes. Delayed or inaccurate data undermines this approach. (AgilePM Practitioner Guide, Chapter 11: Measuring Success)

Agile Practitioner

For each line, here is the appropriate option from A to E that applies:

The rooms and facilities must be deployed into live use at the end of each Timebox.

D. False (Assertion) True (Reason)

Rationale: While Evolutionary Development and Deployment can be combined in a timebox, it is not necessary that the rooms and facilities must be deployed into live use at the end of each timebox. Deployment into live use typically occurs after several timeboxes when the product is ready for release.

The tasks associated with each Solution Development Timebox should be included in the Delivery Plan.

A. True (Assertion) True (Reason)

Rationale: The Delivery Plan should outline the schedule of timeboxes and include the high-level activities planned for the upcoming project increment, which encompasses the tasks for each Solution Development Timebox.

The development approach should have been agreed during Foundations.

A. True (Assertion) True (Reason)

Rationale: The development approach is indeed something that should be agreed upon during the Foundations phase, as the Development Approach Definition sets the stage for how Evolutionary Development will proceed.

The resources from Timber Tigers and Earth Excavations should have been engaged before the start of Evolutionary Development.

C. True (Assertion) False (Reason)

Rationale: It is true that resources should be engaged before Evolutionary Development starts to ensure commitment and resource availability. However, the commitment is typically based on the detailed planning and agreements made during Foundations, not solely on pre-agreed resource levels at the project level.

A final Deployment phase should be held after Timebox C has completed.

E. False (Assertion) False (Reason)

Rationale: Deployment phases are usually not a one-time, final phase but occur incrementally as part of the timeboxed development. Additionally, the assessment of whether the expected benefits have been achieved is part of the benefits realization process and not necessarily the sole reason to have a final Deployment phase post-Timebox C.

A. Provision of a secondary exit from the upstairs of the building will ensure compliance with national fire safety regulations.

Rationale:

Compliance with national fire safety regulations is non-negotiable and would be a legal requirement for the operation of the hotel. Therefore, any features required to meet these regulations would automatically be classified as " Must Have " due to their mandatory nature for safety and legal operation.

In the context of Agile Project Management when developing the Prioritised Requirements List during Feasibility, the two statements that align with Agile principles are:

B. The re-laying of the driveway and a landscaping solution should be listed as Must Have requirements.

E. Regulatory obligations associated with the redevelopment of Hoy Hall should be recorded as Must Have requirements.

Here ' s the rationale:

• B: In Agile, requirements are often categorized by priority such as " Must Have " , " Should Have " , " Could Have " , and " Won ' t Have for now " (the MoSCoW method). The re-laying of the driveway and a landscaping solution are essential for the project ' s success and thus should be classified as " Must Have " .

• E: Regulatory requirements are non-negotiable constraints that the project must adhere to. These should always be prioritized in the requirements list to ensure compliance and to avoid legal issues, making them " Must Have " items as well.

The two individuals most suitable for the role of Workshop Facilitator would be:

A. Team Leader E. Project Manager

The rationale for choosing these individuals is that both the Team Leader and the Project Manager are likely to have the necessary skills to facilitate a workshop effectively. They are typically trained to manage team dynamics, guide discussions, remain neutral, and drive towards a resolution. The IT Operations Manager and the Marketing Director are parties to the disagreement and thus would not be appropriate as facilitators due to the potential for bias. The Software Developer is likely to be more involved in the technical aspects rather than facilitation.