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AgilePM-Practitioner시험대비 공부문제, AgilePM-Practitioner인기덤프자료

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최신 AgilePM AgilePM-Practitioner 무료샘플문제 (Q59-Q64):

질문 # 59
Sales staff are unhappy that they have been told that they will lose the Sales relaxation area completely to make space for the new Selco staff. The Sales staff are considering consulting their Union about escalating their discontent.
Which 2 actions by the Sales Director are the MOST appropriate when responding to this type of resistance?

• A. Arrange joint workshops for Sales and Selco staff to develop ideas and comment on layout options.
• B. Provide a farewell gathering in the relaxation area to enable staff to remember past stories about the area.
• C. Delay information on the impact of the Selco relocation on Sales staff until just before the relocation move occurs.
• D. Exert pressure on the Sales management team to make sure any resistance is kept 'quiet'.
• E. Organize a Sales discussion group to look at alternative relaxation facilities that could be provided to the Sales staff.

정답：A,E

설명：
Comprehensive and Detailed Step-by-Step Explanation:
Context from the UniCo Scenario:
The Sales staff feel their working environment is being disrupted due to the integration of Selco staff. The loss of their relaxation area has led to discontent and potential escalation through their Union. Addressing this resistance requires creating opportunities for engagement, collaboration, and exploring alternatives to ensure both parties feel valued in the change process.
Analysis of Each Option:
* A. Arrange joint workshops for Sales and Selco staff to develop ideas and comment on layout options.
* Why Correct: Joint workshops encourage collaboration and allow both Sales and Selco staff to voice their concerns and contribute to finding a mutually beneficial solution. This action aligns with AgilePM's focus on building engagement and transparency in managing resistance.
* B. Delay information on the impact of the Selco relocation on Sales staff until just before the relocation move occurs.
* Why Incorrect: Withholding information undermines transparency, erodes trust, and increases resistance. AgilePM promotes early communication and engagement to prevent escalation of issues.
* C. Exert pressure on the Sales management team to make sure any resistance is kept 'quiet'.
* Why Incorrect: Suppressing resistance is counterproductive and creates further mistrust.
AgilePM encourages open dialogue to address resistance constructively rather than avoiding or silencing it.
* D. Provide a farewell gathering in the relaxation area to enable staff to remember past stories about the area.
* Why Incorrect: While this action acknowledges staff sentiment, it does not address the root cause of resistance or provide a tangible solution to the problem. AgilePM emphasizes taking practical steps to remove barriers to acceptance.
* E. Organize a Sales discussion group to look at alternative relaxation facilities that could be provided to the Sales staff.
* Why Correct: A discussion group allows Sales staff to explore alternative solutions collaboratively. It helps them feel involved and valued in the process, reducing resistance and aligning with AgilePM's principle of stakeholder engagement.
Why A and E Are Correct:
* Workshops (A):
* Promote collaboration and shared ownership of the solution, reducing conflict and building trust between Sales and Selco staff.
* Discussion Groups (E):
* Provide an avenue for Sales staff to voice their concerns and explore practical alternatives, demonstrating that their input is valued.
References to AgilePM Framework:
* Stakeholder Engagement and Transparency:
* Encouraging open dialogue and shared decision-making reduces resistance. (AgilePM Practitioner Guide, Chapter 8: Stakeholder Engagement)
* Collaborative Problem-Solving:
* Using workshops and discussion groups aligns with AgilePM's focus on fostering collaboration and trust during change. (AgilePM Practitioner Guide, Chapter 6: Facilitating Change)
* Addressing Resistance:
* AgilePM emphasizes understanding the root causes of resistance and actively involving stakeholders in solutions. (AgilePM Practitioner Guide, Chapter 10: Preparing for Change)

 

질문 # 60
How should the lack of provision of a fire escape from the upstairs of the building in Timebox B initially be dealt with?

• A. The Solution Development Team should revise the Timebox Plans for Timeboxes B and C.
• B. The Project Manager should escalate the issue to the Marketing Director, who is in the role of Business Visionary.
• C. The Solution Development Team should commence understanding and delivering the new requirement.
• D. The Architect, in the role of Technical Co-ordinator, should escalate the issue to Architecture Angels' Senior Management Team.

정답：D

설명：
The initial action to deal with the lack of provision of a fire escape from the upstairs of the building in Timebox B should be:
*C. The Architect, in the role of Technical Co-ordinator, should escalate the issue to Architecture Angels' Senior Management Team.
This is because the lack of a fire escape is a significant safety concern that could have legal and regulatory implications. It's important that the Senior Management Team is aware of this issue so they can make informed decisions about how to address it. The Architect, in the role of Technical Co-ordinator, is well-positioned to understand the technical implications of this issue and communicate them to the Senior Management Team.
While revising the Timebox Plans (option A) or commencing understanding and delivering the new requirement (option B) could be part of the solution, these actions should be taken after the issue has been escalated and discussed with the Senior Management Team. Escalating the issue to the Marketing Director (option D) may not be the most effective course of action, as this is primarily a technical and safety issue, not a marketing one.

 

질문 # 61
Which 2 actions should the Business Visionary take to implement the new Must Have requirement?

• A. Assess the impact of the new Must Have requirement on the original
  Business Case.
• B. Send a company-wide communication to explain the implications of the business change to all interested parties.
• C. Ensure the marketing and sales teams are working together to deliver the most effective outcome.
• D. Source and hire a web developer with experience in developing online financial transaction functionality.
• E. Consolidate and circulate an agenda for the workshop.

정답：B,C

설명：
To implement the new Must Have requirement for the coffee shop insurance product website with financial transaction functionality, the Business Visionary should focus on actions that align with their role in guiding the project's vision and ensuring it meets business needs. The following actions are most appropriate for the Business Visionary:
Selected Actions for the Business Visionary:
A; Send a company-wide communication to explain the implications of the business change to all interested parties.
D: Ensure the marketing and sales teams are working together to deliver the most effective outcome.
A: As a Business Visionary, communicating the implications of significant business changes, such as the introduction of a new financial transaction functionality, is crucial. This helps in aligning all parts of the organization with the project's objectives and the strategic direction, ensuring everyone understands the change and its benefits.
D: The Business Visionary plays a key role in ensuring that different departments, such as marketing and sales, collaborate effectively to support the project's objectives. By ensuring these teams work together, the Business Visionary helps in maximizing the project's impact and effectiveness in meeting business goals.
Why Other Actions Are Less Suitable:
B: Assessing the impact of new requirements on the Business Case is important, but it's typically a responsibility shared with the Business Sponsor, who has a more direct role in managing the project's financial and strategic alignment.
C: Sourcing and hiring technical expertise is generally a task for the Project Manager or technical leads. The Business Visionary's role is more focused on strategic oversight rather than operational tasks.
E: Organizing and managing workshop details, such as circulating an agenda, might be supported by the Business Visionary, but it's often a task handled by the Project Manager or a designated coordinator to ensure efficient planning and execution of project activities.

 

질문 # 62
Which 2 statements represent appropriate entries for the plan for Post-Project activities?

• A. A report showing the number of application forms completed online
  through the website for coffee shop insurance policies will be produced weekly.
• B. The Project Manager will attend Daily Stand-up meetings to observe
  progress.
• C. Before the product is deployed, the Sales Manager will circulate a copy of the revised sales procedure for processing coffee shop insurance sales.
• D. The Sales Manager will create a company-wide email showing the
  number of policies sold weekly by each of the sales assistants.
• E. Once the new system has been deployed, the time it takes to process sales online will be compared with the time it takes to process new policies sold through telephone sales.

정답：A,E

설명：
For the XAN Insurance Company Web Project, the plan for Post-Project activities should include actions and measures that will be undertaken after the project's deliverables have been implemented to ensure sustained benefits, monitor performance, and facilitate continuous improvement.
Selected Statements for the Plan for Post-Project Activities:
D: A report showing the number of application forms completed online through the website for coffee shop insurance policies will be produced weekly.
E: Once the new system has been deployed, the time it takes to process sales online will be compared with the time it takes to process new policies sold through telephone sales.
D: Producing a weekly report on the number of application forms completed online is a clear post-project activity. It provides ongoing monitoring of the project's impact and the effectiveness of the online system in attracting coffee shop insurance policies.
E: Comparing the processing times of online sales to telephone sales after the new system's deployment is an essential post-project activity. It evaluates the efficiency and effectiveness of the new online system, offering insights into improvements and adjustments that may be needed.
Why Other Statements Are Excluded:
A: Creating a company-wide email to show the number of policies sold by each sales assistant weekly is more related to internal sales performance monitoring and motivation rather than a specific post-project activity tied to the project's objectives.
B: Circulating a copy of the revised sales procedure before product deployment is a preparation step for the transition to the new system, rather than a post-project activity.
C: The Project Manager attending Daily Stand-up meetings is part of the ongoing project management and team coordination activities during the project, not a post-project activity.
Topic 3, UniCo IT Service
The companies and people within the scenario are fictional.
UniCo
Background
UniCo is an IT Services company which offers information management services and installation of large-scale computer systems. The company has grown rapidly and has been successful. However in recent years UniCo has lost market share due to increased competition from a growing number of similar providers. There is also an increasing client demand for mobile applications and more innovative solutions.
Current situation
The Chief Executive Officer (CEO) has made a strategic decision to reposition UniCo in the market place. It will become a leading provider of innovative solutions, including mobile applications. The CEO knows that pursuing this new strategy will mean some loss of personal control in UniCo as he will no longer have the expertise to make decisions on all aspects of the technology, but believes the strategic shift is both necessary and urgent.
Two months ago, in line with the new strategy, UniCo acquired a company called Selco. Selco is a small, dynamic company that specializes in developing mobile applications. The plan is to keep the 10 Selco staff together as an intact team.
They will still be managed by the founder of Selco, who will become the Applications Manager within UniCo.
The resulting UniCo structure is shown in the Organization Chart on the next page.
In order for UniCo to achieve its new business priorities and meet the changing customer demands, UniCo staff need to learn from their new Selco colleagues.
They must develop both new capabilities and the new attitudes needed for UniCo to offer more innovative solutions to its customers. This may not happen easily, because some UniCo staff members are not enthusiastic about the change in focus of UniCo's business.
So far, very little integration has taken place. The former Selco staff still work from an office on the other side of town from the UniCo office. In order to make progress UniCo needs to realign business processes and systems, and to complete the integration of Selco.
The UniCo Sales Director has some experience of the mobile applications market and has recently won a large contract with a Utilities company to provide mobile solutions for their workforce. This is a great opportunity for UniCo to prove it can be successful in this new type of business.
Next steps
A programme has been established to manage this change. This consists of the following workstreams:
1. Operational delivery processes - The Operations Director will manage
. the integration of the Selco staff (now the Applications area) with UniCo's IT systems and work practices, and
. the relocation of the Selco staff to the UniCo office.
2. Business processes - The Customer Services Director will
manage the introduction of new processes across the business
to ensure end-to-end alignment of the new capability and
services to be offered.
3. Rebranding UniCo - The Marketing Manager will lead the work to
reposition UniCo in the market place.
4. Capability and skills development - The Human Resources (HR)
Manager will lead the work to upskill people so they are prepared and
able to take advantage of the new opportunities resulting from this
change.

Additional Information:
The Marketing Manager is reviewing what needs to be done to implement the workstream for the market repositioning and rebranding of UniCo. Marketing staff have interviewed people at all levels in the organization to identify potential ideas and barriers. Key items have been identified as follows:
. UniCo has an excellent brand perception within the market and many existing staff feel that this existing brand will be damaged by the inclusion of Selco
. Internally, the Customer Services and IT Support managers and the Corporate Services Director, are not as committed to the rebranding as the Operations and Sales Directors
. A recent positive press article about the future direction of UniCo has been promoted on social media forums and has been well received and redistributed by staff
. At a company meeting the CEO admitted to being initially apprehensive about losing some personal control over the new direction for UniCo. However, the CEO enthusiastically explained how UniCo and Selco together will be much stronger in the market, especially following successful rebranding, and why the CEO is now able to support the change. Staff have appreciated this openness and it has been the subject of many informal discussions throughout the company.
The Sales Director has noted that there is some tension amongst the Sales Director's management team, particularly between those Sales Managers who have been at UniCo a long time and two new Managers who joined recently. This is of concern as it means the team is not working as effectively as it could.
The Sales Director has held one-to-one discussions with each Sales Manager in order to:
. try to understand the underlying tensions and
put measures in place to help them become a more effective team.
The extract below is from of the Sales Director's notes on the discussions, and includes the proposed plans to address the issues:
1. The most common complaint across the whole of the Sales management team was the time spent on internal processes, territorial conflicts between sales regions and which industries should be targeted. Commitment was lacking to the change management actions needed to increase the sales value to UniCo.
Plan: Arrange a Sales management event so that the Sales Managers can share their personal vision and priorities.
2. There are underlying tensions because new Sales Managers are doing some of the work that the longer-term Sales Managers would have been doing. Nobody has wanted to raise this at the Sales management team meetings as it was felt that they would not be taken seriously and it would affect how others viewed them.
2. There are underlying tensions because new Sales Managers are doing some of the work that the longer-term Sales Managers would have been doing. Nobody has wanted to raise this at the Sales management team meetings as it was felt that they would not be taken seriously and it would affect how others viewed them.
Plan: Agree individually with each Sales Manager a list of key tasks they are expected to fulfil and share these separately with the others in Sales management.
3. It has been a while since the last Sales management team meeting and some members have not completed the actions agreed to resolve outstanding issues, which has led to delays. There is a belief that these issues will not be resolved even if they are discussed again at the next Sales management team meeting.
Plan: Acknowledge the failure to complete previous actions and get all team members to debate and jointly agree a plan to implement future actions.
4. This is the first time the Sales staff have faced major disruption to the normal sales processes.
The Sales Director learned that some sales teams are not adopting the changes needed to support the sale of the mobile applications now being developed and marketed. However, the Sales Managers have not yet discussed and resolved this failure of some to deliver on commitments between themselves.
Plan: Ask the Sales Manager team members to take it in turns to attend meetings of other functional departments to gain more understanding of the organizational processes.

 

질문 # 63
Answer the following questions about the acceptance criteria within the project.
Decide whether the approach to setting and using acceptance criteria has been applied appropriately and select the response that supports your decision.
During Solution Development Timebox A, a new Health and Safety requirement arises: the front door is required to have wheelchair access. This is a legal requirement and is a Must Have before any staff or general public access can be allowed. The Solution Development Team will work with the Local Planning Authority Officer, the specialist who identified the requirement, to identify further acceptance criteria for Solution Development Timebox A.
Is this an appropriate action related to acceptance criteria?

• A. Yes, because the new requirement needs to be understood, built and delivered in this Timebox.
• B. No, because this new requirement would NOT be included in the original Prioritised Requirements List and therefore does NOT need acceptance criteria to be defined.
• C. No, because the Business Visionary is responsible for defining acceptance criteria.
• D. Yes, because the Local Planning Authority Officer owns the justification for the new requirement.

정답：A

설명：
A: Yes, because the new requirement needs to be understood, built and delivered in this Timebox.
Rationale:
Agile Project Management is adaptable to changes, even late in the development process. The introduction of a new Health and Safety requirement, such as wheelchair access, which is a legal and must-have requirement, needs to be incorporated into the project as soon as it is identified. Working with the Local Planning Authority Officer to define acceptance criteria ensures that the requirement is clearly understood and that the solution developed meets the necessary legal standards. This approach ensures that the team can immediately address the new requirement and integrate it into the current work cycle, aligning with Agile's principle of welcoming changing requirements, even late in development, for the customer's competitive advantage.
Topic 1, Hoy Hall Hotel Refurbishment Project
Scenario:
Hoy Hall Hotel Refurbishment Project
(Note:
Hoy Hall, a historic, timber-framed building dating from the 17th century, was originally the residence of the Lords of the Manor of Hoytown. The building is registered as a Heritage Building of Special Interest and is subject to restrictions in terms of development. Used as a hotel for over a century, it has recently fallen into disrepair, and for two years it has been completely unused, accelerating its deterioration. The local community has formed the Action Group "Hoy for Hoy Hall" to save the building, and wants to be closely involved in its future success.
After much discussion Hoy Hall has been purchased by Architecture Angels (AA), a small company whose directors are experienced hoteliers. Five years ago they decided to move into the property renovation business and have recently restored two other similarly-endangered buildings for use as hotels.
Architecture Angels are keen to both support local businesses and to have local people run their hotels, giving them a significant amount of autonomy to do this.
To maintain core consistency, the hotels use Architecture Angels' Head Office services, such as IT operations, accounting, payroll, stocktaking, compliance, human resources and property management. The Head Office is based 80 miles from Hoy Hall.
Recently Architecture Angels commenced an Agile project to renovate Hoy Hall, which has a large downstairs hall and reception area, and 20 potential bedrooms upstairs. The roof requires extensive repairs and the electrical and plumbing installations require complete replacement. The 40 acres of land around the site are overgrown and need to be restored, and the driveway needs re-laying.
In the hotel industry, the trend for direct customer bookings via the internet has had a major impact on the growth of those hotels with this facility. Online booking now accounts for around 80% of room bookings, with only 20% being made via walk-in and telephone enquiries. Before Hoy Hall can open for business, a reservation system must be fully operational.
Architecture Angels use contractors to manage such work and have good
relationships with two local companies: Timber Tigers (TT) who will handle the internal works, and Earth Excavations (EE) who will handle the gardens.
A Project Manager, who has since left the company, started the Feasibility phase. This phase has been continued by the Senior Management Team, which consists of the Sales, Marketing, and Finance Directors and the Chief Executive.
This was scheduled to take a month and has almost been completed. A
Feasibility Assessment has been produced. An Outline Business Case has been completed which assessed the project as being viable.
The Architecture Angels Senior Management Team will be responsible for
Steering the project.
The table below shows the appointments planned for the project team and is subject to change.

Additional Information:
The project is approaching the end of Feasibility. The original Project Manager was involved in drafting a Delivery Plan for the project but not in the outline refurbishment options.
The Senior Management Team generated several options for the refurbishment.
All the options included a landscaping solution for the gardens and re-laying of the driveway, as the solution will not be acceptable without these. However, the best solution for the refurbishment is still under debate. The new Project Manager has suggested that a Feasibility Prototype could consist of paper-based drawings for each option. The "Hoy for Hoy Hall" Action Group thinks that a physically-built representation is mandatory for a prototype and wants a small-scale model of the recommendation for the building. The time available to produce this, however, is limited.
Contracts for resources have not yet been signed and will be postponed until the chosen outline solution has been agreed.

 

질문 # 64
......

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