Free and Premium APMG-International AgilePM-Foundation Dumps Questions Answers

The Project Approach Questionnaire (PAQ) is a diagnostic tool in AgilePM used to surface approach-based risks early and throughout the project. It examines dimensions such as organizational culture, leadership behaviors, stakeholder engagement, governance expectations, team empowerment, and technical/environmental readiness against AgilePM principles and practices. By assessing these areas, the PAQ highlights misalignments (e.g., low business involvement, decision latency, rigid change control, insufficient empowerment) that could undermine agile delivery. The output informs targeted mitigations—coaching needs, governance adjustments, facilitation plans, risk responses, and communications—embedded into the project approach. It is not a one-off retrospective instrument (contra option C); it is used iteratively to steer the approach. Nor does it “ensure agreement” and “eliminate the need” for other controls (contra option B); instead, it supports informed governance and continuous improvement. Finally, it does not focus solely on technical risks (contra option D); it explicitly covers culture and leadership alongside process and technical considerations.

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.

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.

When information changes frequently, agile favors high-bandwidth, synchronous communication (e.g., video/teleconferences, facilitated sessions) that enables rapid clarification, shared understanding, and immediate adjustment. Static written documents become quickly outdated, encourage lag between change and consumption, and invite misinterpretation without fast feedback loops. Even email, while asynchronous, can be used for rapid, lightweight updates—but it still lacks the immediacy and richness of dialogue. AgilePM stresses visible progress, collaborative workshops, and frequent reviews to keep everyone aligned as facts evolve. Therefore, in a high-change context, a written document is typically the least effective mechanism to keep stakeholders synchronized, whereas live conversations and demonstrations better support timely inspection and adaptation.

Feedback and Coaching: Sponsors play a critical role in change, and change managers support them by providing feedback and coaching to help them lead effectively. This builds their confidence and ensures alignment with the change vision.

Other Options:

A: Sponsors should prepare the vision themselves.

B: Sponsors themselves lead commitment-building efforts.

D: Protecting sponsors isn’t an effective strategy; engaging them is key.

Key AgilePM Concepts Referenced:

Sponsor Engagement: AgilePM Handbook, Chapter 6, Section 6.2.

AgilePM (based on DSDM) defines a clear set of project and solution delivery roles. At the project level: Business Sponsor (investment owner), Business Visionary (custodian of the business vision), and Project Manager (overall project management and governance). Within the Solution Development Team: Team Leader, Business Ambassador, Business Analyst, Solution Developer, Solution Tester, and technical governance via the Technical Coordinator role. Notably, AgilePM uses the title Technical Coordinator rather than “Solution Architect.” Although many organizations informally use “solution architect,” it is not an AgilePM role name; its responsibilities most closely map to the Technical Coordinator, who ensures technical coherence, manages technical risks, and upholds non-functional requirements and architectural guidelines. Therefore, among the options given, Solution Architect is the one that is not an AgilePM-defined project role, whereas Business Visionary, Project Manager, and Solution Developer are explicitly recognized roles in the AgilePM framework.

Comprehensive and Detailed 150 to 300 words Explanation From Exact Extract of Agile Project Management (paraphrased to avoid lengthy quotation):

In AgilePM (DSDM), the Team Leader role closely aligns with the facilitative, servant-leadership responsibilities commonly associated with a Scrum Master in Scrum. The Team Leader is accountable for enabling collaborative working, removing impediments, fostering continuous improvement, and protecting the team’s focus within timeboxes—all hallmarks of Scrum Mastery. While titles differ across frameworks, AgilePM explicitly positions Team Leader as the day-to-day lead for the Solution Development Team, emphasizing facilitation, coaching, and ensuring adherence to agreed practices (e.g., MoSCoW prioritization, Definition of Done/quality criteria). By contrast, a Project Manager in AgilePM is a project-level role focused on governance and business case stewardship; a Product Owner (AgilePM’s Business Visionary/Business Ambassador combination) prioritizes value and backlog—this is not a facilitation role; and a Developer focuses on building the solution. Therefore, when mapping roles between Scrum and AgilePM, the Team Leader most naturally substitutes for, or corresponds to, the Scrum Master responsibilities, ensuring servant leadership without shifting into command-and-control behavior.

Timeboxing is the technique that allows for testing the achievability of objectives. This approach involves setting a fixed period (the Timebox) during which specific tasks or objectives must be completed. By focusing on what can be achieved within the set time frame, Timeboxing helps teams test and validate whether their objectives are realistic and attainable. This iterative approach ensures continuous assessment and adaptation, promoting efficient project management.

Minimum Viable Product (MVP): An MVP allows early customers to use a product and provide valuable feedback, which is then incorporated into subsequent iterations. This is central to Agile practices, emphasizing incremental delivery and responsiveness to user needs.

Other Options:

B: Full transparency relates to visibility into processes and progress, not product development.

C and D: These refer to team dynamics, not product delivery.

Key AgilePM Concepts Referenced:

Incremental Delivery: AgilePM Handbook, Chapter 3, Section 3.7.

AgilePM’s lifecycle comprises Pre-Project, Feasibility, Foundations, Evolutionary Development (Development), Deployment, and Post-Project. Deployment is executed in the Deployment phase, but AgilePM expects deployment planning to be identified early and progressively elaborated as part of ongoing planning during Evolutionary Development. As timeboxes deliver verified increments, the team refines release content, readiness activities, and transition tasks (training, data migration, cutover, support). Embedding deployment activities into the plans during Development ensures that release preparation progresses continuously—not as a late-stage bolt-on—supporting predictable cadence and benefits enablement. While Foundations establishes the initial approach and high-level plans, the detailed, actionable deployment tasks and their scheduling are added and maintained within the Development phase planning cycles so the upcoming Deployment phase can execute smoothly. Hence, from the options provided, the correct choice is Development phase.

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.

Statement 1: Correct. Rich communication channels, such as face-to-face conversations or video calls, are necessary for active engagement as they allow for two-way interaction and emotional connection.

Statement 2: Correct. Leaner channels, like emails or memos, are appropriate when the message is straightforward and unlikely to be misinterpreted.

Key AgilePM Concepts Referenced:

Effective Communication Channels: AgilePM Handbook, Chapter 4, Section 4.3.

 The Delivery Plan defined by DSDM has a planning horizon that includes the end of the project7. This plan looks towards the future, often months or years ahead, to guide the incremental delivery of the project’s outcomes.

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: Correct. Offering supportive feedback after moments of insight reinforces learning and helps individuals process change more effectively.

Statement 2: Incorrect. While talks from experts may inform, they are less impactful than engaging individuals directly.

Key AgilePM Concepts Referenced:

Neuroscience in Change Management: AgilePM Handbook, Chapter 6, Section 6.2.

Comprehensive and Detailed Explanation (paraphrased from AgilePM/Agile standards; exact long extracts cannot be provided):

In AgilePM (and broadly across agile practice), functional requirements describe what the solution should do—capabilities, behaviors, and services. By contrast, non-functional requirements (NFRs) describe how well the solution must perform those functions. NFRs encompass performance, reliability, security, usability, accessibility, supportability, maintainability, and other quality attributes that set objective thresholds (e.g., response times, availability targets, encryption standards). They guide architectural choices, testing strategies, and acceptance criteria, and they are essential to protecting quality during timeboxed delivery and MoSCoW prioritization. Testable acceptance checks can and should be derived from NFRs, but “testable requirements” is not the category name for defining performance levels—the recognized term is Non-Functional Requirements. Therefore, the correct option is B.

Agility delivers the most benefit when uncertainty is high—when the problem is fuzzy, assumptions are unproven, stakeholders are still learning, and change is inevitable. In these contexts, iterative and incremental delivery, frequent feedback, and tight collaboration reduce risk by turning unknowns into knowns quickly. Timeboxing, continuous prioritization (e.g., MoSCoW), and demonstrable increments enable evidence-based decisions, allowing the team to pivot as understanding improves. Conversely, when the problem and solution are truly stable and well defined, predictive approaches can work adequately because variability is low. Likewise, heavy upfront research or a fully designed/contracted “optimal” solution implies a desire for certainty that may not exist; agile avoids over-investing in speculative plans by validating value early. Therefore, agility is most needed when discovery is paramount and adaptability is crucial—when the problem is unclear and change is inevitable.

Supporting and Influencing Local Staff: Line leaders play a vital role in translating the change vision into action at the team level. They understand the specific needs and concerns of their teams and can act as a bridge between staff and senior management.

Other Options:

A: Local decision-making authority is beneficial but not their primary role.

B: Leaders are often deeply impacted by change.

D: Line leaders often juggle multiple responsibilities.

Key AgilePM Concepts Referenced:

Role of Line Leaders: AgilePM Handbook, Chapter 5, Section 5.6.

Comprehensive and Detailed 150–300 words Explanation (paraphrased from Agile Manifesto & AgilePM alignment):

The Agile Manifesto states four value pairings that guide agile delivery. Three relevant to this question are: “Individuals and interactions over processes and tools,” “Customer collaboration over contract negotiation,” and “Responding to change over following a plan.” These emphasize people-centric collaboration, close partnership with customers, and adaptability through iterative inspection and adaptation. The fourth statement in the options is incorrect: the Manifesto values “working software over comprehensive documentation,” not the reverse. AgilePM aligns with these values by encouraging active business involvement, timeboxing, incremental delivery, and MoSCoW prioritization—mechanisms that maximize collaboration, transparency, and the ability to change course based on real feedback. Documentation, plans, and contracts still exist but are framed to enable collaboration and change rather than constrain them. Therefore, the correct set of values among the options is 1, 2, and 3, making A correct.

Emotional Process: Transition, as per Bridges’ model, refers to the psychological adjustment individuals go through when adapting to change. It’s not about the change itself but how people internally process the transition.

Other Options:

A and D: These relate to the external processes of implementing change.

C: This overlaps with transition but is incomplete as a definition.

Key AgilePM Concepts Referenced:

Bridges’ Transition Model: AgilePM Handbook, Chapter 6, Section 6.3.

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.

Statement 1: Incorrect. While accountability is important, it should be addressed constructively, not by drawing attention to failures in a punitive way.

Statement 2: Incorrect. Constructive conflict is essential for innovation and problem-solving. Avoiding conflict entirely can lead to unresolved issues and reduced performance.

Key AgilePM Concepts Referenced:

Team Dynamics and Conflict Management: AgilePM Handbook, Chapter 5, Section 5.5.

The DSDM product that describes how the benefits have actually accrued following a period in live operation is the Benefits Assessment3. This product is used to assess the actual benefits realized after the solution has been in use3.

Statement 1: Incorrect. Diverse teams tend to take longer to make decisions due to differing perspectives and approaches. However, this trade-off leads to more thorough and creative decision-making, which is a recognized strength of diverse teams.

Statement 2: Incorrect. Members of diverse teams often require time to align on communication styles, goals, and processes. Effective collaboration in diverse teams is developed through trust-building and active engagement, as outlined in Agile team practices.

Why Diverse Teams Matter in Agile:

Agile emphasizes collaboration and innovation, which are enhanced by diverse teams. However, the process of building trust and understanding takes time. AgilePM recommends fostering inclusivity and addressing conflicts constructively to harness the strengths of diverse teams.

Key AgilePM Concepts Referenced:

Building Effective Teams: AgilePM Handbook, Chapter 5, Section 5.3.

Trust and Transparency in Teams: Chapter 4, Section 4.6.

Statement 1: Correct. Diverse teams leverage different perspectives, leading to higher creativity and innovation, as Agile encourages collaborative solutions.

Statement 2: Incorrect. Diverse teams typically take longer to reach consensus due to varying viewpoints and styles of communication, though the decisions they make are often more robust.

Key AgilePM Concepts Referenced:

Team Collaboration and Creativity: AgilePM Handbook, Chapter 5, Section 5.3.

Comprehensive and Detailed Explanation (paraphrased from Agile Project Management guidance):

Agile leadership distributes authority and nurtures autonomy so that decisions can be made closest to the work. The principle that most clearly embodies empowerment, shared ownership, and accountability at every level is “Leadership lives everywhere in the organization.” This principle encourages leaders to create the conditions for others to lead—clarifying intent, aligning on outcomes, and then trusting teams to own decisions within clear boundaries. It contrasts with command-and-control models by fostering psychological safety, inviting initiative, and rewarding collaborative problem-solving. While feedback (B), meaning and purpose (C), and healthy engagement with emotion (D) are all important, they are supporting principles. The scenario described—empowering others and spreading accountability—maps directly to leadership as a shared organizational capability, not a title. This accelerates learning, reduces decision latency, and enables adaptive responses to change—hallmarks of agile organizations.

Discovery: The Continuous Change Management Cycle starts with understanding the current situation, challenges, and opportunities. Discovery ensures that subsequent steps are informed and targeted.

Other Options:

A: Ideas come after discovery.

B: Prioritization occurs after potential solutions are identified.

D: Action follows the planning and prioritization phases.

Key AgilePM Concepts Referenced:

Continuous Change Management Cycle: AgilePM Handbook, Chapter 6, Section 6.6.

AgilePM emphasizes lightweight but effective planning that maintains control without bureaucracy. Core planning concepts include timeboxing (fixed-duration delivery windows), MoSCoW prioritization (flexing scope to protect time/cost/quality), incremental and iterative delivery (frequent demonstrations and review), and rolling-wave planning (planning at multiple horizons). Together these techniques ensure transparency, predictable cadence, and early value while avoiding heavyweight documentation or rigid stage gates. Plans are living forecasts refined through continuous feedback and empirical evidence from delivered increments. Governance focuses on outcomes and fitness for purpose rather than exhaustive upfront detail. This is why the guidance often summarizes that AgilePM planning “keeps projects on track,” enabling teams to respond to change, surface risks early, and align stakeholders around real progress. Options A, C, and D capture fragments of agile practice, but they understate the project-level intent. The correct completion is “projects on track.”

Action Phase: Breaking change actions into smaller, manageable tasks happens during the Action step, where detailed plans are implemented. This ensures smoother execution and tracking of progress.

Other Options:

Discovery: Focuses on understanding the current situation.

Ideas: Involves generating potential solutions.

Prioritization: Helps decide which tasks or changes to focus on.

Key AgilePM Concepts Referenced:

Continuous Change Management Cycle: AgilePM Handbook, Chapter 6, Section 6.6.

In DSDM, it is true that one DSDM role does not necessarily mean one person. This allows for flexibility in assigning roles based on the project’s needs and the individuals’ skills and capacities. It is possible for one person to hold multiple roles or for a role to be shared among several people, depending on what is most effective for the project.

The Agile Manifesto explicitly values “individuals and interactions over processes and tools.” AgilePM fully aligns with this principle. While processes, tools, documentation, and contracts are important and often necessary (especially for governance, compliance, and clarity), they should not take precedence over effective collaboration, empowered teams, and rapid feedback. AgilePM’s practices—facilitated workshops, daily coordination, frequent reviews, and active business involvement—are designed to maximize human interaction to reduce waste, accelerate understanding, and improve quality. Even in regulated or contractual contexts, AgilePM recommends shaping processes and agreements to enable collaboration (e.g., clear roles, decision latency reduction, acceptance criteria, and incremental validation) rather than letting procedures dominate. Therefore, no listed circumstance justifies prioritizing processes and tools over individuals and interactions. The right choice is D. None of the above.

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.

Focus on Benefits: Highlighting the benefits of the change makes the desired end state more attractive, increasing buy-in and reducing resistance. This aligns with the Beckhard and Harris change formula, where the perceived benefits of change must outweigh the dissatisfaction with the status quo and the cost of change.

Other Options:

B: Burning platforms address urgency but don’t directly enhance desirability.

C and D: These are practical measures but don’t necessarily increase desirability.

Key AgilePM Concepts Referenced:

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

In Agile Project Management (AgilePM/DSDM), the control philosophy recognizes that you cannot fix time, cost, quality, and features simultaneously. Governance is achieved by fixing time and cost (and protecting quality through standards and the Definition of Done) while flexing scope using MoSCoW prioritization. This ensures predictability of delivery cadence and budget, while allowing the team to vary the amount of functionality delivered to meet the agreed constraints. Hence, some contingency must exist in at least one of the four variables—most commonly features—so that the project can respond to emerging information without compromising delivery dates or overspending. The AgilePM Handbook explicitly states: “It is unrealistic to expect all four… can be fixed and controlled… allow flexibility in at least one.” This approach enables incremental delivery, continuous negotiation of scope, and controlled change, ensuring that value is maximized within the agreed time and cost boundaries while maintaining quality. Therefore, the correct completion is “at least one of these variables.”

The purpose of the Consolidation phase in a structured Timebox is to tie up any loose ends related to Evolutionary Development. This phase involves finalizing all outstanding work, ensuring that the deliverables meet the required quality standards, and preparing the product for acceptance and deployment. It is a critical phase for addressing any minor issues that may have arisen during development and ensuring that the Timebox objectives have been fully achieved.

Comprehensive and Detailed Explanation (paraphrased from AgilePM governance guidance):

AgilePM’s financial governance relies on artifacts that demonstrate continuing business justification, predictable control, and informed decision-making. Core project artifacts include the Feasibility Assessment (early viability and value assessment), the Foundations Summary (establishes the Business Case, scope, approach, plans, and controls), and the Project Review Report (evidence-based assessments of progress, benefits, and risks). These directly support budget stewardship, investment decisions, and release planning. A Sprint Review Record is a Scrum team-level event output focused on inspecting increments and adapting the Product Backlog; it is not a defined AgilePM project artifact nor specifically a financial governance instrument. While insights from reviews inform governance, the formal artifacts tied to AgilePM’s project-level financial control are exemplified by options A, C, and D—hence B is the correct “NOT” choice.

Statement 1: Correct. Diverse teams bring varied perspectives, which enhances creativity and innovation. AgilePM highlights the importance of leveraging diversity for better outcomes.

Statement 2: Correct. Diverse teams approach problems from multiple angles, resulting in more thorough decision-making. However, this often requires additional time to align perspectives.

Key AgilePM Concepts Referenced:

Team Collaboration: AgilePM Handbook, Chapter 5, Section 5.3.

AgilePM distinguishes between increments in terms of what is actually delivered to stakeholders. The emphasis is on a Solution—the integrated outcome that delivers business value—not merely isolated technical outputs. As delivery progresses, teams create Solution Increments that accumulate into a releasable Product (the broader, user-facing capability). This distinction helps align day-to-day development with business outcomes: every increment should be a cohesive slice of the evolving solution that is demonstrably usable or verifiable, while the Product view ensures that increments collectively support release goals and benefits realization. AgilePM’s focus on MoSCoW prioritization and timeboxing supports this by ensuring each Solution Increment contains the right mix of Must/Should/Could features to satisfy acceptance and maintain momentum. In practice, reviews showcase the Solution Increment’s usability to business representatives, while release planning considers how these increments roll up into Product evolution. Therefore, the two types associated with what is delivered are best captured by Solution and Product, making option A the fit with AgilePM terminology and intent.

The Post-Project phase in AgilePM is crucial for evaluating the project’s success in terms of the business benefits realized3. It is conducted after the project is completed and focuses on assessing whether the expected benefits outlined at the start of the project have been achieved

Comprehensive and Detailed Explanation (concise, policy-compliant):

Scrum is built on five explicit values that guide behavior and decisions: Commitment, Focus, Openness, Respect, and Courage. These values support Scrum’s empirical foundations—transparency, inspection, and adaptation—by fostering trust, candor, and accountability within the team and with stakeholders. “Commitment” underscores owning goals and the Definition of Done; “Focus” directs effort toward Sprint and Product Goals; “Openness” encourages visibility of work and issues; “Respect” sustains a collaborative, professional environment; and “Courage” enables tackling hard problems and being transparent about progress and impediments. “Drive” is not one of the five Scrum values. While individual motivation matters, Scrum emphasizes collective commitment and sustainable pace over generic notions of “drive.” Therefore, among the options provided, Drive is the one that is not a Scrum value.

Statement 1: Incorrect. Engaging people in change is complex and requires tailored strategies. It’s not a simple or routine task.

Statement 2: Incorrect. Change situations vary greatly, and no single formula works universally. Agile emphasizes context-specific approaches.

Key AgilePM Concepts Referenced:

Engagement Strategies: AgilePM Handbook, Chapter 4, Section 4.2.

Assessing Effectiveness: The measurement methodology helps determine whether communication efforts are achieving their intended goals. Metrics such as engagement levels and feedback are used to refine strategies.

Other Options:

B: Focuses on testing rather than communication.

C: Relates to impact assessment, not methodology.

D: Ensuring understanding is an objective, not a methodology.

Key AgilePM Concepts Referenced:

Communication Effectiveness: AgilePM Handbook, Chapter 4, Section 4.5.

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 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.

The Agile Manifesto values “working software over comprehensive documentation,” but does not reject documents; it promotes fit-for-purpose documentation that adds value. AgilePM echoes this with lightweight, high-value artifacts (e.g., Business Case, Foundations summary, acceptance criteria) to support clarity and governance “without excessive bureaucracy.” Therefore (1) is true: create documents when they add value. (3) is true: documents must be visible and understood by those who use them to collaborate and decide; transparency is essential. (4) is also true: high-level documents early (vision, scope boundaries, approach) support planning, alignment, and later refinement. (2) is false: agile does not prohibit contracts; it values customer collaboration over contract negotiation, yet recognizes contracts may be necessary and useful when framed to enable change. Consequently, the correct set is 1, 3, and 4, i.e., C.