AgilePM-Practitioner出題範囲 & AgilePM-Practitioner復習対策書

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>> AgilePM-Practitioner出題範囲 <<

真実的なAgilePM-Practitioner出題範囲試験-試験の準備方法-ハイパスレートのAgilePM-Practitioner復習対策書

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APMG-International AgilePM-Practitioner 認定試験の出題範囲：

トピック出題範囲
トピック 1
  • Techniques: In this section, the topics covered various techniques that can be utilized including iterative development. Candidates are tested for their know-how of agile techniques and timeboxing.
トピック 2
  • People and Roles: In this section, the topics covered include various roles involved in an Agile project and how they relate to each other. The topics covered include the responsibilities of the Agile Project Manager, agile teams, and business owners.
トピック 3
  • Planning and Control: In this section, the exam covers planning and control of the project and vital concepts such as estimation and iterative strategy. It also covers how to utilize MoSCoW prioritization and mitigate any risks.
トピック 4
  • Lifecycle and Products: This section of the exam covers topics such as Agile project lifecycle, various stages of the lifecycle, agile products, Vision Documents, and Prototypes.

APMG-International Agile Project Management (AgilePM) Practitioner Exam 認定 AgilePM-Practitioner 試験問題 (Q52-Q57):

質問 # 52
A
* Explanation: Both the assertion and reason are true, and the reason explains the assertion.
Kotter's model identifies celebrating early wins as a critical step to sustain momentum and mitigate resistance.
Assertion 4:
The CEO's openness will help to make the vision more 'sellable' to the 'volunteer army' when
'communicating the vision and the strategy'.Reason:It is important to institutionalize the strategic changes into the culture so that implementation of the vision becomes second nature to staff.

正解：

解説：
B
* Explanation: Both the assertion and reason are true, but the reason does not directly explain the assertion. The CEO's openness is more about inspiring and aligning the volunteer army, while institutionalizing change into culture is a separate step in Kotter's model.
Final Answer Table
Assertion Line
Answer
1
A
2
A
3
A
4
B


質問 # 53
(Wanida Anong, working on some compliance issue in India, has limited availability to work with the Southeast Asia Delivery Teams.
Which 2 statements describe how this risk should be handled within the AgilePM framework?)

正解：D、E

解説：
The correct answers are A and D .
This scenario is about a specialist availability risk . Wanida has important compliance expertise, but her limited availability creates a risk that the Southeast Asia Delivery Teams may not get timely answers on compliance-sensitive work.
In AgilePM, the best response is usually to:
* adapt communication and collaboration mechanisms ,
* plan access to scarce expertise carefully ,
* and help the team work efficiently without creating avoidable waiting time or risky assumptions .
That is exactly what A and D describe.
Why A is correct
"Hira should coordinate a communication plan to ensure the Delivery Team has timely access to Wanida ' s expertise based on her availability." This aligns very well with AgilePM and with Hira's role as Project Manager. Hira is responsible for enabling coordination, reducing blockers, and helping the right people collaborate effectively. When a key expert has limited availability, a communication plan is a practical and agile response.
This could include:
* agreed contact windows,
* prioritization of urgent questions,
* scheduled compliance touchpoints,
* response expectations,
* and visibility of when Wanida is available.
This is exactly the kind of facilitative coordination AgilePM expects.
Why D is correct
"The Delivery Team should compile key compliance questions in advance and send in batches to Wanida Anong to minimize real-time communication needs." This is also strongly aligned with AgilePM because it is:
* practical,
* collaborative,
* proactive,
* and efficient.
Rather than interrupting Wanida repeatedly or waiting until blockers pile up, the team should organize its questions thoughtfully and make the best use of her limited time. That reduces communication overhead and improves the quality of the interaction.
It also reflects mature agile behavior:
* identify what information is truly needed,
* consolidate it,
* ask early,
* and reduce dependency friction.
Why the other options are incorrect
B). Hira should escalate to Sarah Lark, the Business Sponsor, to allocate more compliance resources and protect the projects integrity.
This may become necessary if the risk becomes serious enough , but it is not the best immediate AgilePM response based on the scenario as stated. AgilePM prefers managing the issue at the lowest appropriate level first through coordination and practical adaptation before escalating for additional sponsorship intervention.
C). Hira should use the Risk Log to record risks and delay compliance-sensitive features until Wanida Anong is available.
Recording the risk may be sensible, but automatically delaying compliance-sensitive features is too rigid and not the best AgilePM answer. AgilePM favors finding adaptive ways to keep work moving safely rather than defaulting to delay when better communication planning may solve the problem.
E). The Delivery Team should proceed with assumptions and review with Wanida Anong at the end of the increment to minimize delays.
This is not AgilePM-aligned because it creates unnecessary compliance risk. Proceeding on unvalidated assumptions in a compliance-sensitive area can lead to rework, governance problems, or regulatory failure.
AgilePM supports iterative learning, but not careless deferral of essential expert input.
AgilePM perspective
AgilePM encourages:
* proactive risk handling,
* strong communication,
* collaboration across roles,
* efficient use of specialist availability,
* and escalation only when needed.
When a key expert is only partly available, the first response should be to structure access intelligently and help the team interact with that expert in the most effective way.
Therefore, the best two answers are:
A, D


質問 # 54
Brinda Vyas and Mira Bachar have agreed to use content from a marketing brochure to describe guest-centric Product Goals for the Eco-Spa. These goals describe specific treatments that the Spa might offer and will be used to identify prioritizable Product Backlog items that could contribute to that treatment. One such Product Goal is described as:
Hydrotherapy in Mineral-Rich Spring Pools
Immerse yourself in mineral-rich hydrotherapy pools designed to soothe muscies, improve circulation, and promote deep relaxation. Experience the gentle power of temperature-controlled waters and therapeutic massage jets in a lush and tranquil tropical garden setting and let nature ' s healing embrace rejuvenate both your body and your mind.
In addition to the Developers, the teams include:

(Which one of the following statements does NOT align with AgilePM ' s MoSCoW prioritization?)

正解：A

解説：
B does not align with AgilePM's MoSCoW prioritization.
In AgilePM, Must Have requirements are the ones that are absolutely essential. If a Must Have is missing, the solution is not viable because it may be unusable, unsafe, non-compliant, or fail to deliver its core purpose.
A Should Have requirement is important, but it is not mandatory for the increment to be considered successful . It adds significant value, and the team aims to deliver it if reasonably possible, but the solution can still be successful without every Should Have being included.
Why the other options align:
* A is correct because it accurately describes a Must Have.
* C is correct because Could Haves are desirable but only delivered if time and capacity permit.
* D is correct because Won't Have this time items are deliberately excluded from the current increment and may be revisited later.
AgilePM perspective:
MoSCoW is used to protect delivery confidence and business clarity. It helps teams and stakeholders distinguish between:
* what is essential,
* what is important,
* what is desirable,
* and what is deferred.
The error in B is that it treats Should Have as if it were equivalent to Must Have , which is not how AgilePM defines the category.
So the correct answer is B .


質問 # 55
Which item is MOST likely to be considered as a pain point for a 'Sales team member' stakeholder?

正解：C

解説：
Comprehensive and Detailed Step-by-Step Explanation
Understanding Stakeholder Pain Points in the UniCo Scenario
A "pain point" refers to challenges, concerns, or additional efforts that stakeholders perceive during a change process. For the Sales team members, these challenges would most likely relate to adapting to new processes and requirements resulting from the rebranding and strategic shift.
Option Analysis
* A. Rebranding gives the company a modern look that has been missing historically
* This statement highlights a positive aspect of the change rather than a "pain point." While rebranding may indirectly impact the Sales team, it is unlikely to be perceived as a primary concern or challenge.
* Incorrect.
* B. Comprehensive training is required to broaden skills, that are recognized as best practice
* While training is an important component of change, the statement frames it positively (broadening skills recognized as best practices). Training may be challenging, but it is not likely the most significant pain point for Sales team members in this scenario.
* Incorrect.
* C. Increased effort will be needed initially to learn the new supporting business processes
* The UniCo scenario indicates that Sales team members are already facing disruptions to their normal processes. Learning and adapting to new supporting business processes (e.g., systems and practices introduced to align with Selco's expertise) requires significant effort and is a clear "pain point." This aligns directly with the operational challenges described for the Sales staff.
* Correct.
* D. This gives an opportunity for all staff to be involved and engaged in shaping the change
* Similar to A, this option reflects a positive engagement opportunity rather than a pain point.
While involvement in shaping change is beneficial, it does not directly address the challenges faced by Sales team members.
* Incorrect.
Why C is the Correct Answer (Scenario Alignment)
The Sales staff at UniCo are already facing disruptions and challenges due to the rebranding and integration of Selco. Adapting to new business processes, particularly those supporting mobile applications and innovation, represents a pain point as it demands additional effort and adjustment during the change process.
References (UniCo Scenario and AgilePM Alignment):
* UniCo Scenario: "Sales staff have faced disruption due to changes in sales processes and must adapt to new supporting processes."
* AgilePM Handbook, Chapter 8: Addressing Stakeholder Needs and Managing Change Impacts.
* Agile Business Consortium - Stakeholder Pain Points and Impact Assessment.


質問 # 56
Answer the following question about how risks will be reduced on the Hoy Hall Hotel project through successful application of the DSDM Principles.
Column 1 lists a selection of project risks identified on the Hoy Hall Hotel project. Column 2 is a list of the DSDM Principles. For each risk in Column 1, select from Column
2 the DSDM Principle which, if applied appropriately, would MOST help to reduce or mitigate that risk.
Each selection from Column 2 can be used once, more than once or not at all.

正解：

解説：

Explanation:
Here are the DSDM Principles that would most help to reduce or mitigate the listed risks:
* The 'Hoy for Hoy Hall' Action Group may cause delay to the project if they are not kept updated on how the finished rooms are going to look.
* G. Communicate continuously and clearly
* Timber Tigers will ensure that the front rooms are finished and approved by the end of Timebox A.
* E. Build incrementally from firm foundations
* The Architecture Angels IT support team may require more detail up front in order to approve the initial design for the new online reservation system.
* A. Focus on the business need
* The morale of the Solution Development Team may be adversely affected if the external web design specialist is not a team player.
* C. Collaborate
* Empowering the Solution Development Team to manage themselves on a day-to-day basis may result in the Project Manager losing sight of what activities are being carried out, by whom and when.
* H. Demonstrate control


質問 # 57
......

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