Free Practice Questions for APMG-International AgilePM-Foundation Exam

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.

AgilePM is designed for environments where change and learning are expected. First, assumptions are often flawed; short, empirical cycles expose errors quickly, reducing waste and rework. Second, flexibility—via timeboxing, MoSCoW prioritization, and incremental delivery—enables organizations to pivot faster than competitors as market and stakeholder insights emerge, creating competitive advantage. Third, the statement “uncertainty leads to reduced ambiguity” is incorrect—uncertainty increases ambiguity; agile practices counter this by making work and progress visible and by validating value early. Fourth, deferring decisions to the last responsible moment is advantageous when it avoids premature commitment and keeps options open until better information is available. That balance preserves adaptability without causing decision paralysis. Together, (1), (2), and (4) capture why agility consistently helps organizations navigate complexity and volatility while safeguarding time, cost, and quality through scope flexibility.

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.”

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

Scrum defines a small set of events within the Sprint to implement empiricism: Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective. Additionally, the Sprint itself is the overarching event—a fixed-length container that sets the cadence for inspection and adaptation, culminating in a usable Increment. By contrast, Sprint Goal is a commitment associated with the Sprint, guiding focus and coherence; Sprint Backlog is an artifact representing the plan for the Sprint; and Product Increment is an artifact representing the latest integrated outcome meeting the Definition of Done. Therefore, among the options, only Sprint is a Scrum Event.

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. The change curve describes typical emotional responses to change, including denial, resistance, exploration, and commitment.

Statement 2: Incorrect. The change curve applies to both positive and negative changes, as it reflects the adjustment process regardless of the perceived nature of the change.

Key AgilePM Concepts Referenced:

Emotional Responses to Change: AgilePM Handbook, Chapter 6, Section 6.3.

DSDM recognizes two styles of Timebox: a structured Timebox and a free format Timebox1. The structured Timebox is the original DSDM-style Timebox, which provides a standard, repeatable internal structure to a Timebox. The free format Timebox allows more flexibility

Agile principles assert that the most efficient and effective method of conveying information within a development team is face-to-face conversation. This emphasizes rich, synchronous communication—co-location where possible, or high-fidelity remote collaboration (video, whiteboarding, pair/mob work) when not. Face-to-face dialog accelerates shared understanding, reduces rework caused by misinterpretation, and shortens feedback loops so issues are surfaced and resolved quickly. While transparency, collaboration, and continuity are vital cultural qualities, the principle specifically calls out face-to-face as the preferred communication mode. AgilePM operationalizes this through facilitated workshops, daily coordination, frequent reviews/demos, and visible artifacts that support immediate discussion. Even in distributed teams, the intent is preserved by using communication tools and practices that approximate face-to-face bandwidth, ensuring decisions are grounded in common understanding and enabling rapid inspection and adaptation.

Principle 8 - Demonstrate Control requires the transparency of all work being performed by the team5. This principle ensures that plans and progress are visible to all and that progress is measured through the delivery of products rather than completed activities5.