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APMG-International Agile Project Management (AgilePM) Practitioner Exam AgilePM-Practitioner Prüfungsfragen mit Lösungen (Q101-Q106):

101. Frage
Most of the Customer Services staff are working with the new processes. However, there are a number of remaining staff who don't want to be trained in the new technologies and wish to continue supporting the old business areas.
Which is the MOST appropriate intervention from the Customer Service Director?

A. Identify workarounds for those staff who resist the new processes so that they can remain operating within the new structure.
B. Shock staff into action by telling them that some staff will lose their place in the organization if they are unable to make adjustments.
C. Maintain a listening stance, showing interest in understanding the reasons for the discomfort that many are feeling over the changes.
D. Consider leaving some of the existing structure unchanged so that those who may not find the change workable can be accommodated.

Antwort: C

Begründung:
Comprehensive and Detailed Step-by-Step Explanation:
Context from the UniCo Scenario:
The Customer Services staff are grappling with resistance to new technologies and processes due to discomfort or attachment to older methods. The Customer Services Director must intervene in a manner that minimizes resistance, builds trust, and encourages adoption of the changes. Understanding the root cause of the resistance is key to managing and addressing it effectively.
Analysis of Each Option:
* A. Identify workarounds for those staff who resist the new processes so that they can remain operating within the new structure.
* Why Incorrect:While workarounds may provide short-term relief, they compromise the change initiative by creating inconsistencies and preventing full integration of the new processes. It risks undermining the strategic goals of moving to innovative solutions.
* B. Maintain a listening stance, showing interest in understanding the reasons for the discomfort that many are feeling over the changes.
* Why Correct:Maintaining a listening stance demonstrates empathy and fosters psychological safety, encouraging staff to openly share their concerns. This allows the Director to identify and address specific barriers to change. Engaging staff in this way builds trust and aligns with Agile principles of stakeholder collaboration.
* C. Shock staff into action by telling them that some staff will lose their place in the organization if they are unable to make adjustments.
* Why Incorrect:Using fear or intimidation may temporarily force compliance but is likely to backfire by increasing resistance, damaging morale, and eroding trust. It goes against AgilePM's emphasis on maintaining a supportive and collaborative environment during change.
* D. Consider leaving some of the existing structure unchanged so that those who may not find the change workable can be accommodated.
* Why Incorrect:This approach contradicts the strategic objectives of integrating Selco and transitioning to new technologies. Allowing parts of the old structure to remain undermines the long-term success and sustainability of the change initiative.
Why B Is the Best Option:
* Encourages Engagement and Trust:
* By listening to staff concerns, the Director shows respect for their opinions, fostering a culture of collaboration and inclusion. This aligns with AgilePM's principles of empowering individuals and teams to participate in the change process.
* Targets the Root Cause of Resistance:
* Resistance often stems from fear of the unknown or lack of understanding. A listening stance helps uncover these root causes, allowing tailored interventions to address them.
* Aligns with Change Management Best Practices:
* Kotter's Change Model and AgilePM both emphasize the importance of effective communication and stakeholder engagement to reduce resistance and build momentum for change.
References to AgilePM Framework:
* Stakeholder Collaboration:
* AgilePM promotes collaboration and open communication with stakeholders to address concerns and ensure their involvement in the change process. (AgilePM Practitioner Guide, Chapter 8:
Stakeholder Engagement)
* Empathy in Leadership:
* Effective change leaders understand and address the emotional and practical concerns of their teams. Maintaining a listening stance is a key behavior outlined in change management best practices. (AgilePM Practitioner Guide, Chapter 9: Empowering Teams)

102. Frage
Answer the following questions about the use of the Agile principles.
Final checks carried out on the rooms delivered in Timebox A show that two of the items do NOT meet the required Must Have standards related to the use of traditional wall coverings and paints. These items have therefore been recognised as NOT delivered and will have to be re-planned.
Which Agile principle MOST influences this course of action?

A. Communicate continuously and clearly.
B. Collaborate.
C. Build incrementally from firm foundations.
D. Never compromise quality.

Antwort: D

103. Frage
The Solution Development Team are progressing through the first Structured Timebox.
What should the Project Manager do to lead the team at this time?

A. Attend the Daily Stand-up and discuss any problems at the end.
B. The Project Manager should do nothing during a Timebox.
C. Update the Team Board with a summary of team progress and the current status of work.
D. Maintain a tight control on progress, recording all discussions and making all decisions.

Antwort: A

104. Frage
Which 2 statements explain why the Contract Architect would be an appropriate Technical Co-ordinator?

A. Has a good, technical understanding of the work of the other professionals engaged in the project.
B. Is an authority on local planning applications.
C. Has good leadership skills.
D. Is an external consultant.
E. Has experience of working with the company previously.

Antwort: A,C

Begründung:
The two statements that explain why the Contract Architect would be an appropriate Technical Coordinator are:
B: Has good leadership skills. D. Has a good, technical understanding of the work of the other professionals engaged in the project.
Rationale:
*B: Good leadership skills are essential for a Technical Coordinator, as they must lead the technical aspects of the project, manage the work of other professionals, and ensure that all technical activities are aligned with the project goals.
*D: A deep technical understanding of the work of other professionals involved in the project is crucial for a Technical Coordinator. This knowledge allows them to effectively coordinate various technical disciplines and ensure that the technical solutions meet the project's needs.
Being an external consultant (A) or an authority on local planning applications (E) might be beneficial but do not inherently qualify someone for the role of Technical Coordinator. Previous experience with the company (C) can be helpful but is not a defining reason for suitability in the Technical Coordinator role within an Agile team.

105. Frage
The Sales Manager is excited by the challenge to lead a pilot to upskill the sales team in the new capabilities. They will particularly enjoy coaching and spending time with team members.
Which preference does this behavior BEST display?

A. Extravert.
B. Introvert.
C. Thinking.
D. Feeling.

Antwort: A

Begründung:
Comprehensive and Detailed Explanation:
This question uses the Myers-Briggs Type Indicator (MBTI) framework, which identifies personality preferences based on four dichotomies. In this scenario, the Sales Manager's behavior reflects traits that align most closely with the Extraversion preference.
1. Why the Answer is Extravert (A):
* Extraverts gain energy from interacting with others and are motivated by teamwork, coaching, and engaging in group activities.
* The Sales Manager's enjoyment of spending time with team members and their enthusiasm for leading a pilot clearly demonstrates extraverted qualities.
* Extraverts typically thrive in environments where collaboration and communication are emphasized, which matches the described behavior.
2. Analysis of Other Options:
* Option B: Introvert
* Introverts are more reflective and gain energy from time spent alone or in quieter settings. They tend to prefer solitary work over group activities.
* The Sales Manager's enjoyment of coaching and team interaction does not align with introverted traits.
* Eliminate.
* Option C: Thinking
* The Thinking preference in MBTI is about making decisions based on logic and objective criteria. It does not directly relate to the enjoyment of coaching or spending time with team members.
* The scenario describes behavior that is more about interaction and energy from others rather than logical decision-making.
* Eliminate.
* Option D: Feeling
* The Feeling preference relates to decision-making that prioritizes values and empathy. While this could be partially relevant in a coaching context, the primary focus of the description is on enthusiasm for interaction and collaboration, which are hallmarks of extraversion.
* Eliminate.
3. Practical Example:
* An extraverted leader might enjoy hosting team workshops, facilitating discussions, or mentoring colleagues. Their energy comes from the collaborative process, just as the Sales Manager enjoys coaching and working directly with their team.
4. Reference to MBTI:
* Extraversion (E):
* Focused on the external world and interactions with others.
* Energized by group activities and collaboration.
* Introversion (I):
* Prefers reflection and solitary work.

106. Frage
......

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