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

The initial action to deal with the lack of provision of a fire escape from the upstairs of the building in Timebox B should be:

•C. The Architect, in the role of Technical Co-ordinator, should escalate the issue to Architecture Angels’ Senior Management Team.

This is because the lack of a fire escape is a significant safety concern that could have legal and regulatory implications. It’s important that the Senior Management Team is aware of this issue so they can make informed decisions about how to address it. The Architect, in the role of Technical Co-ordinator, is well-positioned to understand the technical implications of this issue and communicate them to the Senior Management Team.

While revising the Timebox Plans (option A) or commencing understanding and delivering the new requirement (option B) could be part of the solution, these actions should be taken after the issue has been escalated and discussed with the Senior Management Team. Escalating the issue to the Marketing Director (option D) may not be the most effective course of action, as this is primarily a technical and safety issue, not a marketing one.

A. Yes, because this will allow the Solution Development Team to focus on the quality of the Solution Development Timebox's deliverable as a whole, in order to keep focus on the business need.

Rationale:

Setting acceptance criteria for the overall deliverables of a timebox is a key practice in Agile to ensure that the work meets the business objectives and quality expectations. It helps the Solution Development Team to understand what is required for the deliverables to be considered complete and acceptable. This aligns with the Agile principle of delivering quality and maintaining a constant pace of development. It also ensures that all team members are aligned on the goals and can focus on delivering value in line with business needs.

The Senior Management Team, which includes the roles of the Sales, Marketing, and Finance Directors, and the Chief Executive, is typically responsible for steering the project and making decisions that reflect the overall scope and objectives of the project. They would be the appropriate body to approve changes in the project scope as represented in the Prioritised Requirements List, especially for a requirement that has legal and safety implications, such as a secondary fire exit. This team would ensure that such a change aligns with the strategic goals and compliance requirements of the project.

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

All internal works to be assigned to Timber Tigers throughout the project should be consolidated into one Structured Timebox.

E. False (Assertion) False (Reason)

Rationale: It is not practical or in line with Agile principles to consolidate all internal works into one Structured Timebox, as the work will likely need to be spread over multiple Timeboxes. Additionally, the Investigation step involves agreeing on how to meet the requirements of the Timebox, not necessarily consolidating all work into one.

Acceptance criteria for the front rooms to be developed in Timebox A should be described in detail and agreed during the Timebox Kick-Off

B. True (Assertion) True (Reason) BUT the reason does not explain the assertion

Rationale: While it is true that acceptance criteria should be agreed upon during the Timebox Kick-Off, the reason given is incorrect because the aim of the Investigation step is not necessarily to complete as much development work as possible but to plan and understand the work that will be carried out.

It is appropriate that both the Evolutionary Development phase and Deployment phase are shown in the first Project Increment.

A. True (Assertion) True (Reason) AND the reason explains the assertion

Rationale: Each Timebox should indeed include both Evolutionary Development and a Deployment phase. This assertion and reason correctly align with the concept of Timeboxing in Agile.

It is appropriate that the outputs of Timebox C are scheduled for deployment at the end of the first Project Increment.

A. True (Assertion) True (Reason) AND the reason explains the assertion

Rationale: The typical Timebox Plan does provide a schedule of high-level activities for the imminent Project Increment, which would include planning for deployment.

It is appropriate that Earth Excavations create a detailed plan of activities they will complete during Timebox C.

C. True (Assertion) False (Reason)

Rationale: While it is true that Earth Excavations should create a detailed plan for their activities in Timebox C, the reason is incorrect as the Solution Development Team is not solely responsible for planning all work details within a Timebox. This task would typically be a collaborative effort involving all relevant parties.

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.

In applying Agile Project Management to the creation of an Outline Business Case in support of the Feasibility Assessment, the following two statements are most appropriate:

B. Enough description of the required refurbishment work should be provided to enable the Architecture Angels' Finance Director to decide whether the project should proceed.

Agile approaches favor providing just enough detail to make informed decisions without going into unnecessary depth at early stages. This allows for flexibility and adaptation as more information becomes available.

C. During Feasibility, potential beneficiaries of the project should be involved when the Outline Business Case for the refurbishment is created.

Agile methodologies emphasize stakeholder engagement and user involvement early and throughout the project. This ensures that the project delivers value and meets the needs of those it is intended to benefit.

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 Explanation:

This question uses the Myers-Briggs Type Indicator (MBTI) framework. The behavior described aligns most closely with the Judging preference, which is associated with organization, structure, and a desire for clear plans and deadlines.

1. Why the Answer is Judging (C):

The Legal Specialist is focused on establishing deadlines and ensuring their input is scheduled. These traits are characteristic of the Judging preference.

People with a Judging preference prefer:

Planning and structure.

Clarity in schedules and deadlines.

Order and predictability in tasks.

Pressing for specific deadlines and schedules reflects a strong inclination toward structured, organized work.

2. Analysis of Other Options:

Option A: Thinking

The Thinking preference is about decision-making based on logic and objectivity. While the Legal Specialist's assessment of contract impacts involves analysis, their behavior in this scenario focuses on planning and organization rather than logical evaluation.

Eliminate.

Option B: Feeling

The Feeling preference relates to decision-making based on empathy and values. This behavior is not motivated by emotional considerations or interpersonal dynamics but by a focus on task management and structure.

Eliminate.

Option D: Perceiving

The Perceiving preference is characterized by flexibility, adaptability, and a preference for keeping options open. The Legal Specialist’s push for deadlines and structure contrasts with the more fluid, spontaneous approach associated with Perceiving.

Eliminate.

3. Practical Example of Judging Behavior:

A Judging individual might request a clear project timeline with milestone dates to ensure they can prioritize their work effectively. They value predictability and dislike ambiguity, which aligns with the described behavior of the Legal Specialist.

4. Reference to MBTI:

Judging (J):

Focuses on order, structure, and planned decision-making.

Prefers defined timelines and organized approaches to work.

Perceiving (P):

Prefers flexibility, spontaneity, and keeping options open.

Comprehensive and Detailed Step-by-Step Explanation

A Change Agent plays a pivotal role in ensuring the success of a change initiative. Their responsibilities typically include fostering collaboration, addressing resistance, and facilitating the implementation of the change. The IT Support Manager is a suitable choice for this role because of their network across the organization and their ability to connect different leaders and departments.

1. Why B (Bringing Leaders Together) is Correct

The IT Support Manager, through their role, is positioned to work across multiple departments.

They are likely familiar with similar challenges faced by other line leaders due to their experience in supporting IT systems and processes organization-wide.

This ability to act as a connector between leaders makes them well-suited to facilitate collaboration and ensure alignment across the organization during the change initiative.

2. Why C (Strong Network Organization-Wide) is Correct

By supporting staff at all levels of the organization, the IT Support Manager has built a robust network.

This network enables them to influence and communicate effectively with individuals across various teams, which is crucial for overcoming resistance and promoting the change program.

Their established relationships can also help them gather feedback and identify concerns early, making them an effective change agent.

3. Analysis of Incorrect Options

Option A:

Quietly implementing directions without challenging decisions does not align with the proactive and collaborative nature of a change agent’s role. Change agents must actively engage with stakeholders and advocate for the change, rather than passively implementing instructions.

Eliminate.

Option D:

While direct authority can be useful, the change agent’s role is more focused on influence and collaboration across the organization, rather than control over specific teams.

The IT Support Manager’s authority over IT staff is secondary to their ability to work across organizational boundaries.

Eliminate.

Option E:

Wanting to gain experience in change management is not a key qualification for being a change agent. The role requires demonstrated skills in influence, collaboration, and facilitating change rather than a desire to learn.

Eliminate.

4. Practical Implications

A strong network and the ability to connect leaders are critical for fostering alignment during a change program.

The IT Support Manager’s role and experience position them to address cross-departmental challenges and encourage collaboration, making them an ideal choice for the change agent role.

Comprehensive and Detailed Step-by-Step Explanation

Understanding Inclusivity in Change Management

Inclusivity involves ensuring that all individuals impacted by the change feel included, valued, and heard. It requires active engagement, participation, and consideration of diverse perspectives and needs. As per Hodges' principles for building engagement, inclusivity fosters collaboration and reduces resistance by addressing emotional and cultural barriers.

Option Analysis

A. Consider providing everyone at the next staff event with pens and notebooks with the UniCo logo and an image representing this change programme

While distributing branded items helps promote a sense of identity and connection, this action does not directly foster inclusivity. It is more of a promotional activity than one aimed at active participation or involvement.

Incorrect.

B. Define in early key messages how the inclusion of Selco links to the strategic repositioning of UniCo in the marketplace

While this action is important for clear communication, it focuses on alignment with strategic goals rather than creating an inclusive environment. Inclusivity requires active engagement of individuals, which this option does not fully address.

Incorrect.

C. Encourage the team from Selco to continue to use their old logo as a way of maintaining some familiar symbolism they can identify with

Allowing Selco to retain their old logo might help preserve some sense of identity, but it creates a division rather than fostering integration. True inclusivity would involve bringing teams together under a shared vision or brand.

Incorrect.

D. Provide opportunities for staff who had volunteered to act as mentors during the Change Programme to meet to resolve resistance issues

This action fosters inclusivity by actively involving staff members in resolving issues collaboratively. Mentors can bridge gaps between teams, address concerns, and ensure that everyone feels included in the change process.

Correct.

E. Invite those staff who are asking questions about the Change Programme proposals to suggest what might work for them

This demonstrates inclusivity by giving staff a platform to voice their concerns and contribute to solutions. By involving them in decision-making, it ensures that their perspectives are considered, fostering ownership and reducing resistance.

Correct.

Why D and E are the Correct Answers (Scenario Alignment)

Both options emphasize participation, collaboration, and addressing individual concerns. These actions align with Hodges' principles for inclusivity by enabling direct involvement and empowering stakeholders in the change process.

References (AgilePM and Scenario Alignment):

UniCo Scenario: "Staff concerns must be addressed to build alignment and reduce resistance to change."

AgilePM Handbook, Chapter 6: Building Stakeholder Engagement and Inclusivity.

Agile Business Consortium – Managing Cultural and Emotional Barriers During Change.

Comprehensive and Detailed Step-by-Step Explanation:

Facilitating a productive workshop requires careful planning and management of participant interaction and focus. Option D is the most effective approach because it sets the tone for collaboration and alignment early in the workshop.

1. Importance of Establishing Principles for Interaction:

Establishing basic principles for interaction ensures that participants understand the expectations, goals, and structure of the workshop.

It helps create a positive environment where participants are encouraged to collaborate, contribute ideas freely, and stay on track.

This aligns with AgilePM principles, which stress the importance of clear communication, collaboration, and shared understanding.

2. Analysis of the Options:

Option A: Work through items without any limitations on the solution

Allowing unlimited exploration may lead to unproductive discussions, scope creep, or a lack of focus. Agile workshops require time-boxing and prioritization to maintain direction and ensure results.

Option B: Postpone discussion on practical changes until after the workshop has finished

Deferring discussions on practical implementation undermines the purpose of the workshop, which is to co-design actionable solutions. Agile encourages iterative discussions and addressing practicalities in real-time.

Option C: Place a time-limited focus onto the delivery of the workshop's outputs

While time-limiting focus is a good practice, this option overlooks the critical role of setting expectations and fostering collaboration. Without clear principles for interaction, time limits alone may not lead to productive outcomes.

Option D: Establish and discuss basic principles for interaction at the start of the workshop (Correct Answer)

Setting ground rules ensures participants remain aligned with the goals and are motivated to contribute productively. It minimizes potential conflicts, distractions, and misaligned expectations, fostering a collaborative atmosphere.

3. Application in UniCo’s Scenario:

In the UniCo case, where integration and cultural shifts are key, establishing principles such as respect for diverse viewpoints (Selco vs. UniCo staff) and focusing on actionable outputs would encourage productive discussions.

Discussing principles ensures buy-in from participants and helps reduce resistance to change.

4. Agile Practitioner Documentation References:

Workshops in AgilePM: AgilePM emphasizes creating structured workshops with defined roles, expectations, and interaction principles to maximize productivity.

Agile Values - Individuals and Interactions: Clear guidelines for collaboration are foundational to achieving meaningful results in workshops.

Facilitation Techniques: Best practices include setting principles such as time-boxing, respecting all inputs, and focusing on actionable outputs.

References:

Agile Project Management Handbook, Chapter 7: Facilitation and Workshop Best Practices

Agile Manifesto Principle: Individuals and Interactions Over Processes and Tools

Agile Facilitation Guidelines: Establishing Ground Rules for Effective Workshops

Comprehensive and Detailed Step-by-Step Explanation:

In Agile Project Management and collaborative workshop settings, choosing the right tool is essential to summarize and interpret staff or customer reactions. Here's a breakdown of why B (Empathy map) is the most suitable answer:

1. Relevance of Empathy Maps in Co-Design Workshops:

Empathy maps are visual tools used to gain deeper insights into individuals or groups, such as customers or staff. They help capture reactions, emotions, and behaviors in a structured way.

The tool focuses on what individuals:

Say (verbal feedback),

Think (internal feelings),

Do (actions), and

Feel (emotions).

This makes it ideal for understanding and summarizing reactions during a co-design workshop, especially when exploring how stakeholders perceive a given situation.

2. Analysis of the Options:

Option A: Project plan

A project plan is a tool for structuring the work and managing timelines, resources, and deliverables. It does not capture or summarize reactions and would not be suitable in a workshop context for this purpose.

Option B: Empathy map (Correct Answer)

Specifically designed to document reactions and emotions, the empathy map helps identify what stakeholders are experiencing and provides actionable insights. This aligns with AgilePM’s emphasis on understanding and addressing stakeholder needs.

Option C: McKinsey 7s Model

This strategic framework analyzes organizational alignment across seven dimensions (strategy, structure, systems, shared values, skills, staff, style). While useful for identifying systemic organizational issues, it is less effective for capturing individual or group reactions during a workshop.

Option D: Establish and discuss basic principles for interaction at the start of the workshop

Setting ground rules can help structure the workshop itself but does not directly contribute to summarizing reactions or gaining insights into staff or customer perceptions.

3. Importance in UniCo’s Scenario:

UniCo's organizational change and integration efforts depend heavily on understanding reactions from both Selco and UniCo staff.

Since UniCo staff may resist the shift towards innovative solutions and mobile applications, an empathy map can effectively document and analyze these reactions to shape actionable strategies.

4. Agile Practitioner Documentation References:

Stakeholder Engagement in AgilePM: Empathy maps are highlighted as key tools for understanding and managing stakeholder expectations and ensuring alignment with project goals.

Agile Manifesto Principle: Focuses on "individuals and interactions" and emphasizes the need for tools that capture human perspectives.

Agile Workshops Best Practices: Empathy maps are recommended for capturing reactions and feedback in co-creative sessions.

References:

Agile Project Management Handbook, Chapter 7: Stakeholder Engagement and Feedback Tools

Agile Manifesto: Customer Collaboration Over Contract Negotiation

Design Thinking in Agile: Empathy Mapping Techniques