Free Practice Questions for APMG-International AgilePM-Foundation Exam

AgilePM distinguishes clearly between internal delivery roles (the project team and its immediate governance) and the wider set of external stakeholders who affect, constrain, or benefit from the solution. Developers are part of the internal Solution Development Team—hence not external stakeholders. By contrast, Regulatory Authorities are external parties that impose compliance obligations and quality constraints; they influence acceptance and release but are outside the project team structure. Customers (and users) are also external stakeholders: they receive value, validate usability, and provide feedback, yet they are not members of the delivery team itself. Employees who sit outside the formal project team (e.g., business staff impacted by change, operational personnel, support and sales teams) are treated as external stakeholders because they are affected by the solution and provide input, but they don’t hold delivery roles. AgilePM’s organization model embeds active business involvement through defined roles inside the team, while also recognizing a broader environment of external interests that must be engaged and managed. Therefore, the items that best fit the “external stakeholder” classification are 1 (Regulatory Authorities), 3 (Customers), and 4 (Employees); 2 (Developers) belong to the internal delivery team.

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: Correct. Force Field Analysis identifies driving and restraining forces for change, helping to address barriers and resistance.

Statement 2: Incorrect. The analysis should be a collaborative effort involving stakeholders, not solely created by the change manager.

Key AgilePM Concepts Referenced:

Force Field Analysis as a Tool: AgilePM Handbook, Chapter 7, Section 7.2.

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

AgilePM’s MoSCoW prioritization is always applied within a defined timeframe (e.g., a release or timebox). A requirement can be a Must Have for a specific delivery window while being a Should/Could when viewed across the whole product roadmap. Timeboxing, dependency considerations, and the need to deliver a coherent, usable increment by a certain date mean that priority is inherently time-contextual. While budget and resources influence overall planning, AgilePM fixes time and cost to provide predictability and flexes scope to protect quality; thus, the most legitimate driver for a requirement’s priority to change is the timeframe to which MoSCoW is applied. As delivery horizons shift (e.g., near-term release vs. later release), the same requirement’s priority may be re-appraised to ensure the Business Case and Product/Release Goals are met. Therefore, Different timeframe is the correct reason that explains variations in backlog priority.

The Project Manager is responsible for the delivery of the project from Foundations through to Deployment1. This role involves high-level coordination of the project, ensuring that both business and technical delivery aspects are managed effectively from the initial phases through to the final deployment1.

A Facilitated Workshop provides an interactive environment where all key players can contribute to the outcome3. It is a practice within Agile and DSDM that encourages collaboration and active participation from all stakeholders to shape the project’s direction and solutions.

The Foundations phase is when it is established how quality will be assured4. This phase builds upon the preliminary investigation from the Feasibility phase to establish a fundamental understanding of the business rationale for the project and how the development and delivery of the solution will be managed, including quality assurance measures4.

DSDM acknowledges that change is inevitable and that projects operate within a changing world5. The methodology is designed to embrace change and harness its benefits, rather than resist it.

Actively Involve Line Managers: Change management frameworks highlight the importance of involving line managers to support individuals through the emotional phases of the change curve. Line managers can offer guidance, listen to concerns, and provide the reassurance needed to navigate uncertainty.

Why the Other Options Are Incorrect:

B: Negative emotions are a normal part of the change curve and should not automatically be seen as mismanagement.

C: Discouraging discussion can create further resistance and disengagement.

D: Assuming individuals will adapt over time neglects the need for proactive engagement and support.

Key AgilePM Concepts Referenced:

Navigating the Change Curve: AgilePM Handbook, Chapter 6, Section 6.3

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.