It is during the Feasibility phase that it is first established whether further investigation of the project is justified3. This phase aims to determine if the proposed project is likely to be feasible from both a technical and business perspective.

The role that normally facilitates the Daily Stand-up in AgilePM is the Team Leader5. The Team Leader ensures that the meeting is focused on progress toward the iteration goal and facilitates effective decision-making during the stand-up.

Action Phase: Breaking change actions into smaller, manageable tasks happens during the Action step, where detailed plans are implemented. This ensures smoother execution and tracking of progress.

Other Options:

Discovery: Focuses on understanding the current situation.

Ideas: Involves generating potential solutions.

Prioritization: Helps decide which tasks or changes to focus on.

Key AgilePM Concepts Referenced:

Continuous Change Management Cycle: AgilePM Handbook, Chapter 6, Section 6.6.

Qualitative Measures: These provide insight into the underlying reasons, motivations, and emotions behind behaviors. Examples include interviews, open-ended surveys, and focus groups.

Other Options:

B: Quantitative measures focus on numerical data but lack context.

C: Leading indicators predict future performance but don’t explain behavior.

D: Lagging indicators reflect past performance, not the reasons behind it.

Key AgilePM Concepts Referenced:

Measurement and Analysis: AgilePM Handbook, Chapter 7, Section 7.5.

The application of Principle 8, Demonstrate Control, is collectively applied by the whole team4. This principle ensures that there are proper levels of planning, progress measurement, and reporting in place.

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.

Statement 1: Correct. Identifying stakeholders involves analyzing who will be impacted by the change and their level of influence.

Statement 2: Correct. Stakeholder mapping is a tool used to visualize and prioritize stakeholders based on their influence and interest.

Key AgilePM Concepts Referenced:

Stakeholder Mapping and Identification: AgilePM Handbook, Chapter 5, Section 5.5.

The purpose of the Foundations Summary in AgilePM is to provide enough information to decide whether the project is likely to deliver a return on investment. This document serves as a comprehensive overview of the project's viability, including a high-level understanding of the business case, objectives, scope, and risks. It ensures that all stakeholders have a clear understanding of the project's potential value and feasibility before significant resources are committed.

References:

AgilePM Foundation Handbook

"Agile Project Management: Creating Innovative Products" by Jim Highsmith

Engagement: Defined as the process of increasing employee and stakeholder involvement in organizational change, engagement ensures commitment and minimizes resistance. It is a key responsibility of change managers to foster this involvement, as outlined in AgilePM principles.

Other Options:

Change Agent: Refers to individuals or teams driving the change process, not the process itself.

Sponsor: Represents leadership roles advocating for change but is not a mechanism for involvement.

Line Leader: Plays a supportive role in change but does not define engagement itself.

Key AgilePM Concepts Referenced:

Employee Engagement: AgilePM Handbook, Chapter 3, Section 3.2.

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.

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.

References:

AgilePM Foundation Handbook

"Agile Project Management with Scrum" by Ken Schwaber

 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.

Communicating the Danger of Inaction: Highlighting risks of not changing amplifies dissatisfaction with the status quo, creating urgency and driving motivation for change.

Other Options:

A: Performance targets align with accountability, not dissatisfaction.

C: Clarifying steps supports action but doesn’t address dissatisfaction.

D: Benefits focus on the positive outcome, not dissatisfaction.

Key AgilePM Concepts Referenced:

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

Emotional Process: Transition, as per Bridges’ model, refers to the psychological adjustment individuals go through when adapting to change. It’s not about the change itself but how people internally process the transition.

Other Options:

A and D: These relate to the external processes of implementing change.

C: This overlaps with transition but is incomplete as a definition.

Key AgilePM Concepts Referenced:

Bridges’ Transition Model: AgilePM Handbook, Chapter 6, Section 6.3.

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.

Key Performance Indicators (KPIs): KPIs are agreed-upon metrics that measure progress against desired outcomes. These indicators are crucial for tracking the effectiveness of change efforts.

Other Options:

A: Islands of stability refer to elements unaffected by change.

C: Incremental milestones are checkpoints but not specific measures of outcomes.

D: Transition tranches are phases of change implementation.

Key AgilePM Concepts Referenced:

Outcome Measurement: AgilePM Handbook, Chapter 7, Section 7.5.

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.

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.

Maintenance is not one of the interest groups into which each DSDM role is grouped1. The recognized interest groups are Business, Solution/Technical, and Management1. These groups represent the different areas of focus within a DSDM project.

In DSDM, each role is grouped into interests such as Business, Solution/Technical, and Management. Maintenance is not one of the interests into which DSDM roles are grouped. The primary focus of DSDM roles is to ensure that the project is delivered successfully by balancing business needs, technical feasibility, and effective management practices.

References:

DSDM Agile Project Framework Handbook

"Agile Project Management: Best Practices and Methodologies" by Eric Brechner

Timeboxing: Fixed time periods, such as sprints, are used to focus efforts and deliver outcomes within a predefined timeframe. This helps teams remain disciplined and maintain momentum while working iteratively.

Other Options:

A: Minimum viable product relates to the initial version of a product with essential features.

C: Full transparency refers to visibility into the process.

D: Frequent delivery is broader and does not imply fixed time periods.

Key AgilePM Concepts Referenced:

Timeboxing: AgilePM Handbook, Chapter 3, Section 3.4.

Principle 1 – Focus on the Business Need suggests that every decision taken during a project should be viewed in light of the overriding project goal. This principle ensures that all decisions align with the main objective of delivering what the business needs, thus maintaining a clear focus on achieving the project’s goals.

A DSDM team should measure progress: B. Based on what has been delivered at the end of a Timebox5.

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.

According to the DSDM principle ‘Never Compromise Quality,’ the overall level of quality to be delivered within the solution should be agreed at the start of the project5. This principle ensures that quality is not compromised to recover from deviations; instead, the scope of the project will be dynamic6.

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.

Timeboxing is the technique that allows for testing the achievability of objectives. This approach involves setting a fixed period (the Timebox) during which specific tasks or objectives must be completed. By focusing on what can be achieved within the set time frame, Timeboxing helps teams test and validate whether their objectives are realistic and attainable. This iterative approach ensures continuous assessment and adaptation, promoting efficient project management.

References:

AgilePM Foundation Handbook

"Agile Project Management with Scrum" by Ken Schwaber

Minimum Viable Product (MVP): An MVP allows early customers to use a product and provide valuable feedback, which is then incorporated into subsequent iterations. This is central to Agile practices, emphasizing incremental delivery and responsiveness to user needs.

Other Options:

B: Full transparency relates to visibility into processes and progress, not product development.

C and D: These refer to team dynamics, not product delivery.

Key AgilePM Concepts Referenced:

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