AgilePM-Foundation Agile Project Management (AgilePM v3) Foundation Exam v3 update Questions and Answers

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.

Comprehensive and Detailed Explanation (paraphrased from DSDM/AgilePM principles):

One of AgilePM’s eight guiding principles is “Never compromise quality.” Quality is fixed and protected: teams define the required level up-front via acceptance criteria, Definition of Done, and non-functional requirements, then manage scope with MoSCoW prioritization to ensure the agreed quality bar is always met. Time and cost are typically fixed through timeboxing and team sizing, while scope flexes to safeguard quality and predictability. This principle prevents trading away essential quality under delivery pressure and ensures increments are genuinely “fit for purpose.” Options A and C are good values but are not stated AgilePM principles, and D contradicts the ethos—agile does commit to quality by making it explicit, measurable, and non-negotiable. Therefore, B is correct.

The Business Consortium’s description of Business Agility emphasizes a progressive, people-centric approach. While tools and technology matter, agile ways of working prioritize empowered people, fast feedback, learning, and adaptive leadership across all business functions—not just IT. A people-centric stance enables rapid sensing and responding to change, closer customer collaboration, and continuous improvement of value streams. It underpins practices such as cross-functional teams, decentralized decision-making, iterative planning, and outcome-based metrics. Options like “strategic focused,” “technology focused,” and “collaborative” reflect important aspects of agility, but the defining adjective used in the Consortium’s phrasing is people-centric, capturing the primacy of culture, leadership behaviors, and human interactions in achieving genuine business agility.

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.

Within the Solution Development team, it is not required for all members to be multi-skilled experts1. While a diverse set of skills is beneficial, DSDM emphasizes collaboration and the effective use of individual strengths rather than expecting every team member to be an expert in all areas1.

Dissatisfaction with the Status Quo: The change formula includes dissatisfaction as a key driver for change. Without sufficient dissatisfaction, the motivation to change is diminished.

Other Options:

B, C, and D: These factors, while important, are not explicitly part of the Beckhard and Harris change formula.

Key AgilePM Concepts Referenced:

Change Formula Framework: AgilePM Handbook, Chapter 6, Section 6.5.

When using the Iterative Development technique, each cycle should include Thought, Action, and Control. These components ensure that the development process is systematic and reflective. Thought involves planning and considering the next steps, Action is the implementation of those plans, and Control is the evaluation and adjustment based on feedback and results. This iterative cycle helps in refining the product incrementally and ensures continuous improvement.

Line Leaders as Key Stakeholders: If line leaders are not fully engaged, they can create barriers to change implementation due to their influence on frontline staff. Providing them with privileged access ensures alignment and reduces resistance.

Other Options:

A: Seniority is irrelevant; engagement depends on roles and influence.

B: Authorization may not always be needed for every change.

C: Information access should be strategic, not indiscriminate.

Key AgilePM Concepts Referenced:

Engaging Stakeholders: AgilePM Handbook, Chapter 5, Section 5.4.

Comprehensive and Detailed 150–300 words Explanation (paraphrased from AgilePM/DSDM guidance):

In AgilePM, the Business Sponsor is the project’s ultimate decision-maker and the role accountable for ensuring continued business justification. This includes owning the investment decision, securing and sustaining funding, and maintaining senior-level commitment to the business opportunity. A lack of commitment represents a threat to the viability of the Business Case; managing and mitigating that risk sits squarely with the Sponsor. The Sponsor establishes clear objectives, champions the initiative across the organization, removes high-level impediments, and ensures that governance supports timely decisions. While the Business Visionary articulates and safeguards the solution vision and value outcomes, that role does not control organizational commitment or funding at the enterprise level. Similarly, Business Advisors provide specialist input but do not own commitment or investment risk. Therefore, where commitment to the business opportunity is wavering or unclear, the Business Sponsor is responsible for intervening—reconfirming the Business Case, rallying stakeholder support, and aligning investment, scope and timescales—so the project remains justified and deliverable.

Autonomy, Mastery, and Purpose: As outlined by Daniel Pink, these three factors drive motivation in knowledge work, which relies on creativity and engagement. Agile practices support autonomy through self-organizing teams, mastery through continuous learning, and purpose through shared goals.

Other Options: These reflect traditional or outdated models of motivation and do not align with Pink’s framework.

Key AgilePM Concepts Referenced:

Motivating Teams: AgilePM Handbook, Chapter 5, Section 5.7.

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.

In a DSDM project, contingency is typically managed by varying the features to be delivered6. This approach aligns with the DSDM principle of delivering the most critical work first and using the MoSCoW prioritization to adjust the scope of delivery as needed.

Comprehensive and Detailed 150–300 words Explanation (paraphrased from Scrum & AgilePM practice):

When multiple teams build a single product within one project, effective backlog ownership and value alignment are critical. Scrum practice—and AgilePM when combined with Scrum—supports one Product Owner for the product, even when several teams deliver increments in parallel. A single Product Owner preserves a single ordered Product Backlog, unified priorities, and consistent acceptance criteria, minimizing conflicts and dependency churn. Each team may have its own Scrum Master to optimize facilitation and impediment removal locally, but the essential management mechanism for cross-team coherence is shared product ownership (one Product Owner) paired with lightweight cross-team planning and frequent integration. Splitting into two separate projects (with separate roles) for one product typically fragments value flow and complicates governance. Likewise, mandating different Business Visionaries per team dilutes accountability for the product outcome. Hence, the preferred and most effective approach is that both teams share the same Product Owner to maintain a single value and prioritization voice.

Statement 1: Incorrect. Non-verbal communication refers to gestures, facial expressions, and body language, which cannot be captured in written form.

Statement 2: Correct. Actions, such as behavior during change or leading by example, can convey powerful messages without verbal communication.

Key AgilePM Concepts Referenced:

Non-Verbal Communication in Engagement: AgilePM Handbook, Chapter 4, Section 4.4.

Cognitive Rigidity: This represents a fixed mindset, where individuals resist new ways of thinking or acting. Neuroscience highlights that flexibility is key to adapting to change.

Other Options:

A: Routine seeking reflects comfort in familiarity but isn’t a fixed mindset.

B: Emotional reactions are part of normal responses to change.

D: Short-term focus relates to decision-making, not fixed thinking.

Key AgilePM Concepts Referenced:

Managing Resistance Through Neuroscience: AgilePM Handbook, Chapter 6, Section 6.7.

The role that should ideally be independent of the outcome to be achieved in a Facilitated Workshop is the Workshop Facilitator4. This role manages the processes and dynamics of the workshop and should remain neutral and impartial4.

Certainty in Neuroscience: The brain seeks predictability and stability, which is supported by delivering change in small, incremental stages. This approach aligns with Agile's iterative and incremental delivery, providing clarity and reducing stress for individuals undergoing change.

Other Options:

B: Delegated decision-making relates to empowerment but does not directly address certainty.

C: Group social events foster connection, not certainty.

D: Public praise boosts morale but doesn’t satisfy the need for predictability.

Key AgilePM Concepts Referenced:

Iterative and Incremental Delivery: AgilePM Handbook, Chapter 3, Section 3.6.

 Quality during Evolutionary Development is ensured by continuous verification2. This involves iterative development, where all development processes, including testing, are repeated to ensure the output is complete and able to generate useful feedback2.

Statement 1: Correct. Diverse teams leverage different perspectives, leading to higher creativity and innovation, as Agile encourages collaborative solutions.

Statement 2: Incorrect. Diverse teams typically take longer to reach consensus due to varying viewpoints and styles of communication, though the decisions they make are often more robust.

Key AgilePM Concepts Referenced:

Team Collaboration and Creativity: AgilePM Handbook, Chapter 5, Section 5.3.

Referent Power: This form of power is derived from the personal qualities of the leader, such as charisma, integrity, or ability to inspire, making them a role model for others. AgilePM values leaders who lead by influence rather than authority.

Other Options:

Legitimate: Based on a formal position or title.

Reward: Tied to the ability to offer incentives.

Coercive: Involves using fear or threats, which is not ideal in Agile environments.

Key AgilePM Concepts Referenced:

Leadership Styles: AgilePM Handbook, Chapter 4, Section 4.5.

In an agile context, the Scrum Master embodies servant leadership, coaching the team and the organization to apply Scrum effectively. Their accountability is to establish and uphold Scrum’s empirical approach—transparency, inspection, and adaptation—by ensuring events, artifacts, and values are understood and used as intended. They remove impediments that hinder flow, facilitate collaboration with stakeholders, and help the team focus on outcomes guided by the Sprint and Product Goals. Crucially, the Scrum Master does not manage scope, schedule, or approve the technical solution; those duties lie with product ownership and technical leadership. Nor do they “maximize value” directly—that accountability belongs to the Product Owner. Instead, the Scrum Master improves the system of work so the team can deliver value predictably and sustainably, fostering continuous improvement and adherence to agreed quality standards (e.g., Definition of Done). This aligns with option A and distinguishes it from the governance or authority-centric responsibilities implied by the other options.

Comprehensive and Detailed Explanation (concise, policy-compliant):

Scrum rests on empiricism and lean thinking. Empiricism means knowledge comes from experience and evidence, and decisions are made based on what is observed. Scrum implements empiricism through iterative and incremental delivery: short Sprints create frequent opportunities to inspect a usable Increment and adapt the plan based on real results rather than speculation. Iteration reduces risk by enabling rapid learning, early validation of assumptions, and continuous refinement of the Product Backlog. Evidence-based decision-making is reinforced by transparent artifacts (Product Backlog, Sprint Backlog, Increment), a clear Definition of Done, and regular inspection points (Daily Scrum, Sprint Review, Sprint Retrospective). Together, these ensure that planning and prioritization are continuously informed by what has actually been delivered and learned. Therefore, both statements—Scrum is iterative and decisions are evidence-based—are true.

The phase in the DSDM process that aims to understand the scope of work and, in broad terms, how it will be carried out, by whom, when, and where is.

Statement 1: Incorrect. While accountability is important, it should be addressed constructively, not by drawing attention to failures in a punitive way.

Statement 2: Incorrect. Constructive conflict is essential for innovation and problem-solving. Avoiding conflict entirely can lead to unresolved issues and reduced performance.

Key AgilePM Concepts Referenced:

Team Dynamics and Conflict Management: AgilePM Handbook, Chapter 5, Section 5.5.

DSDM differs from most other Agile approaches because it focuses on the entire project lifecycle456. This includes pre-project, feasibility, foundations, development, and deployment phases, ensuring a comprehensive approach to project management.

Comprehensive and Detailed Explanation (paraphrased from Agile Project Management guidance):

AgilePM treats risk management as an intrinsic, continuous activity rather than a siloed function. It reduces uncertainty through short timeboxes, early and frequent validation, empowered cross-functional teams, and active business involvement. Collaborative practices—facilitated workshops, visible backlogs, daily coordination, and regular reviews—surface risks early and promote rapid mitigation through transparency. MoSCoW prioritization and incremental delivery protect time and quality, containing exposure while enabling trade-offs when new information emerges. Formal artifacts and governance still exist, but they are lightweight and outcome-oriented, supporting timely decisions instead of creating bureaucracy. Options B and C conflict with AgilePM’s integrated, collaborative stance by proposing rigid or separated processes. Option D contradicts agile values by elevating contracts over customer collaboration. Consequently, the accurate description is A: integrate risk thinking into everyday work, leveraging collaboration and transparency to manage uncertainty.

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

The DSDM process can indeed be configured and calibrated to cater for a range of projects, from those requiring light governance to those needing stronger governance1. This flexibility allows the DSDM process to be tailored to the specific needs of the project, ensuring that the right balance between control and agility is achieved1.

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.

The quality of the evolving solution should be tested as part of the iterative development process4. This approach allows for continuous integration and testing of the solution, ensuring that quality is built into the product from the beginning and maintained throughout the development cycle.

Statement 1: Incorrect. Having more data doesn’t guarantee better results; quality and relevance of data matter more.

Statement 2: Correct. External data can provide fresh perspectives and reduce internal biases.

Key AgilePM Concepts Referenced:

Using Data for Insights: AgilePM Handbook, Chapter 7, Section 7.6.

The DSMD (Dynamic Systems Development Method) principle of “Build incrementally from firm foundations” emphasizes the importance of having a solid understanding of the project’s foundation before proceeding with incremental development. This principle ensures that each increment is built upon a stable base, which supports the overall project integrity and success.

Storming Stage: During this stage, team members test and challenge assumptions, roles, and processes. This is essential for resolving conflicts and building stronger foundations for collaboration.

Other Stages:

Forming: Initial stage with minimal conflict.

Performing: High-functioning stage with clear roles.

Adjourning: Focuses on reflection and closure.

Key AgilePM Concepts Referenced:

Team Development Models: AgilePM Handbook, Chapter 5, Section 5.4.

Financial: A measurable increase in sales reflects improved financial performance, making it a financial metric. Financial views in a change delivery scorecard often include profitability, revenue growth, and ROI—all of which are influenced by sales increases.

Customer, Internal, Learning & Growth: These are equally important views but do not directly relate to sales performance. For instance:

Customer View: Focuses on customer satisfaction and loyalty.

Internal View: Addresses process efficiency.

Learning & Growth View: Pertains to employee development and organizational innovation.

Key AgilePM Concepts Referenced:

Scorecard and Value Metrics: AgilePM Handbook, Section 2.5.3.

When initially creating MoSCoW priorities in AgilePM, the primary focus is on Timebox priorities. This approach ensures that each Timebox (a fixed period during which specific tasks must be completed) has clear and prioritized objectives. The MoSCoW method (Must have, Should have, Could have, Won't have this time) helps the team to deliver the most critical features within the given timeframe, thereby optimizing the value delivered in each iteration. This prioritization ensures that essential functionalities are completed first, making the project adaptable and resilient to changes.

Phased Approach: Rolling out change one department at a time reflects a phased delivery strategy, which allows for controlled implementation and adjustment before wider deployment.

Other Options:

A: Big Bang involves simultaneous rollout across the organization.

C: Voluntary Adoption allows individuals to opt in.

D: Incremental/Iterative applies to feature or solution delivery rather than departmental rollout.

Key AgilePM Concepts Referenced:

Delivery Strategies: AgilePM Handbook, Chapter 3, Section 3.7.

In Scrum, a Product Backlog Item (PBI) is considered “ready” when it is sufficiently understood, appropriately sized, and clear enough that the Developers believe they can complete it within a single Sprint. PBIs that meet this threshold are suitable for selection during Sprint Planning because they have enough clarity of value, acceptance criteria, and implementation approach to be forecast as “Done” by the end of the Sprint. Readiness is typically achieved through ongoing Product Backlog refinement, where the Product Owner and Developers collaborate to add detail, order, and size. The key test is not whether an item appears on the backlog, is captured as a user story, or is merely chosen in the meeting; rather, it is whether the item is small and transparent enough to be completed within the Sprint’s timebox and to meet the Definition of Done. Therefore, option B best reflects the standard: a PBI is ready when it is small enough—and clear enough—to be completed (“Done”) within one Sprint.

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

Agile principles highlight a contrast with traditional governance, which frequently centers on adherence to a predetermined plan. The Agile Manifesto instead values responding to change over following a plan. AgilePM operationalizes this by fixing time and cost, protecting quality, and flexing scope using MoSCoW prioritization. Planning remains essential, but it is lightweight, iterative, and continuously refined through empirical feedback from delivered increments. Governance, therefore, is reframed around evidence of value and outcomes rather than strict conformance to upfront schedules and documents. The statement points to the non-agile tendency to prioritize following a plan, which AgilePM deliberately rebalances with timeboxing, frequent review, and collaborative decision-making that allows teams to incorporate learning and change while keeping projects on track. Hence, the missing words are “Following a plan.”

The Post-Project phase in AgilePM is crucial for evaluating the project’s success in terms of the business benefits realized3. It is conducted after the project is completed and focuses on assessing whether the expected benefits outlined at the start of the project have been achieved

Encourages Users: Change management focuses on equipping people to adopt and use new ways of working effectively, which maximizes the realization of benefits.

Other Options:

B: Avoiding dis-benefits is part of risk management.

C: Accountability lies with the sponsor, not change management alone.

D: Change management supports outcomes but doesn’t directly produce them.

Key AgilePM Concepts Referenced:

Role of Change Management in Benefits Realization: AgilePM Handbook, Chapter 7, Section 7.4.

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.

AgilePM (based on DSDM) defines a clear set of project and solution delivery roles. At the project level: Business Sponsor (investment owner), Business Visionary (custodian of the business vision), and Project Manager (overall project management and governance). Within the Solution Development Team: Team Leader, Business Ambassador, Business Analyst, Solution Developer, Solution Tester, and technical governance via the Technical Coordinator role. Notably, AgilePM uses the title Technical Coordinator rather than “Solution Architect.” Although many organizations informally use “solution architect,” it is not an AgilePM role name; its responsibilities most closely map to the Technical Coordinator, who ensures technical coherence, manages technical risks, and upholds non-functional requirements and architectural guidelines. Therefore, among the options given, Solution Architect is the one that is not an AgilePM-defined project role, whereas Business Visionary, Project Manager, and Solution Developer are explicitly recognized roles in the AgilePM framework.