Pass Using AgilePM-Practitioner Exam Dumps

Comprehensive and Detailed Step-by-Step Explanation:

1. Assertion: The Sales Director’s plan is an appropriate way to address the team dysfunction exhibited in Point (1).

Reason: Having a clear shared commitment to the outputs required of them is necessary for a team to be truly effective.

Analysis:Patrick Lencioni's first dysfunction is the absence of trust. Point (1) outlines issues of commitment due to internal conflicts and lack of alignment. The Sales Director’s plan addresses these issues by bringing the team together for a shared vision and commitment. This ensures clarity of expectations and alignment.

Since the assertion and reason are true and explain the behavior, the correct answer is A.

2. Assertion: The Sales Director’s plan is an appropriate way to address the team dysfunction exhibited in Point (2).

Reason: Team working is enhanced by taking constructive action to avoid debates that risk damaging team relationships.

Analysis:Dysfunction (2) addresses fear of conflict. The Sales Director plans to clarify individual roles and responsibilities. This proactive action avoids unnecessary debates about overlapping work and ensures constructive conflict resolution, essential for building relationships.

Since the assertion and reason are true and explain the behavior, the correct answer is A.

3. Assertion: The Sales Director’s plan is an appropriate way to address the team dysfunction exhibited in Point (3).

Reason: Team leaders should define the problem-solving and decision-making processes for their teams to support commitment to change tasks.

Analysis:Point (3) highlights a lack of accountability, one of the dysfunctions. The Sales Director’s plan acknowledges unfulfilled tasks and seeks joint agreement on future actions. This creates structured accountability by defining processes and ensuring follow-through on commitments.

Since the assertion and reason are true and explain the behavior, the correct answer is A.

4. Assertion: The Sales Director’s plan is an appropriate way to address the team dysfunction exhibited in Point (4).

Reason: Teams that have trust amongst the members when collaborating, tend to make more efforts to avoid letting other team members down.

Analysis:Dysfunction (4) is inattention to results. Point (4) highlights resistance to adopting the required changes for selling mobile applications. The plan to cross-collaborate with other departments builds trust and understanding among team members, ensuring shared accountability for results.

Since the assertion and reason are true and explain the behavior, the correct answer is A.

References:

Patrick Lencioni's Five Dysfunctions of a Team: A Leadership Fable.

Analysis of team collaboration and management strategies applied to organizational development.

Comprehensive and Detailed Explanation:

Practical skill acquisition focuses on hands-on practice to ensure learners achieve mastery and consistency. This is central to Gagné's Nine Events of Instruction, which emphasize active learning strategies.

1. Relevance of Practice in Gagné’s Model:

Gagné's Event 6: Elicit Performance (Practice) highlights that learners must perform the skills themselves to solidify learning.

Practical application is critical to achieving competence, especially for motor or procedural skills. It allows learners to identify gaps and refine their performance through repetition.

2. Why Option A is Correct:

Practicing skills ensures that learners can consistently perform the task correctly. Repeated application:

Reinforces memory.

Builds muscle memory for physical tasks.

Promotes confidence and accuracy.

Consistency is the key indicator of mastery for practical skills.

3. Analysis of Other Options:

Option B: Observing repeated demonstrations of the skill by the instructor.

Observing demonstrations is useful for understanding, but it does not substitute for hands-on practice. Learners must engage actively to develop the skills themselves.

Option C: Group discussion of how to learn the new skills.

Discussion may help learners understand the steps or importance of the skill but does not directly contribute to skill mastery.

Option D: Presentation of how the new skills relate to the organizational change.

While this provides context, it does not help learners physically or cognitively practice the skill.

4. Practical Example:

In a training session for operating new machinery, learners achieve the best outcomes by practicing with the equipment until they can operate it confidently and consistently.

5. Reference to Gagné’s Model:

Event 6: Elicit Performance (Practice) emphasizes the importance of active learner participation to reinforce learning and ensure skill mastery.

Comprehensive and Detailed Step-by-Step Explanation

Stakeholder Segmentation in the UniCo Scenario

In stakeholder analysis, external stakeholders are individuals or entities outside the organization but whose involvement is critical for achieving specific outcomes. They contrast with internal stakeholders, who are part of the organization and influence or execute the change.

The relocation of Selco staff to UniCo requires contributions from both internal and external stakeholders, as detailed in the Operational Delivery Processes workstream.

Option Analysis (UniCo-Specific)

A. The staff coordinating user input and working with designers

These staff members are internal stakeholders responsible for ensuring user input and amendments align with organizational needs. They are directly involved with UniCo's design processes, making them part of the internal team.

Incorrect.

B. The UniCo security staff arranging physical access

These security staff are part of UniCo’s internal operations. Their role is critical to operational success but does not classify them as external stakeholders.

Incorrect.

C. The staff communicating the timetable for Selco integration

This group is part of UniCo’s internal change management process, ensuring clear communication during integration. While important, they remain internal stakeholders.

Incorrect.

D. The contracted staff moving furniture and equipment

This group consists of external contractors who are not part of UniCo's workforce but are engaged for specific relocation tasks. Their involvement is temporary and project-specific, aligning them with the external segment of stakeholders.

Correct.

Why D is the Correct Answer (Scenario Alignment)

In the context of UniCo’s relocation workstream, external stakeholders include contractors who facilitate logistical aspects, such as moving furniture. This role is distinct from internal stakeholders responsible for communication or operations.

References (UniCo Scenario and AgilePM Alignment):

UniCo Scenario: The relocation process includes external contractors for moving and setup tasks.

AgilePM Handbook, Chapter 5: Stakeholder Engagement in Change Initiatives.

Agile Business Consortium – Stakeholder Categories and Definitions.

Comprehensive and Detailed Step-by-Step Explanation:

When identifying a statement that fits under the Change Management Team and Relationships heading, it is crucial to focus on relationships, interactions, and dynamics within the team and between stakeholders.

1. Key Elements of the "Change Management Team and Relationships" Heading:

This heading relates to how the change management team interacts, communicates, and builds relationships with other stakeholders to address concerns or resistance.

It emphasizes understanding team dynamics, addressing concerns, and fostering collaboration.

2. Option Analysis:

Option A: The training available to UniCo staff needs to be realigned to include mobile application technology, so that the necessary skills are developed to support customers.

This is related to capability building rather than relationships or team dynamics. It focuses on skills alignment, which falls under training and development, not the Change Management Team and Relationships heading.

Eliminate.

Option B: The CEO seems to be a little concerned about taking the company in a different direction and his reservations need to be addressed.

This directly relates to the dynamics between the change management team and a key stakeholder (the CEO). Addressing the CEO’s concerns is essential for fostering trust and alignment, which is a core aspect of managing relationships within a change initiative.

Correct Answer.

Option C: The Project Management Office has offered to provide support in planning, scheduling, monitoring, and control.

While this statement highlights an offer of assistance, it pertains to project governance and support functions rather than team dynamics or relationship management. It does not directly address relationships or concerns.

Eliminate.

Option D: The Sales staff need to understand how the changes will lead to greater opportunities for increased commissions before they are likely to participate.

This is related to motivating the sales staff and aligning them with the change initiative but does not address team dynamics or relationships within the change management team itself.

Eliminate.

3. Relevance in UniCo’s Scenario:

The CEO’s concern about the strategic direction of the company is a potential risk to the success of the change initiative. Addressing his reservations is crucial for securing executive sponsorship, which is a key factor in successful change management.

Building trust and fostering alignment with the CEO ensures that the change management team has the support and resources needed to execute the change effectively.

4. Agile Practitioner Documentation References:

Stakeholder Management in Agile: Managing relationships with key stakeholders, including executives, is critical for ensuring alignment and addressing concerns.

Change Management Best Practices: Emphasizes addressing resistance and building strong relationships with all stakeholders involved in the change.