Free APMG-International AgilePM-Foundation Practice Exam with Questions & Answers | Set: 3

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.

In Agile Project Management, product development is primarily concerned with the evolving solution/product—its outcomes, user value, and the means to achieve those outcomes through iterative delivery. Guidance emphasizes shaping features, quality attributes, and acceptance criteria so each increment is fit for purpose. While product work certainly happens in timeboxes, the explicit stewardship of time-based drivers (milestones, budgets, governance checkpoints, wider stakeholder scheduling) sits mainly in project management. AgilePM distinguishes the project context (business case, governance, roadmap, release planning) from the product-focused work (defining and building valuable increments). Hence statement 2 accurately reflects the heart of product development: “focus on what the product is… and how to achieve that.” Statement 1 maps more closely to project-level planning and coordination responsibilities that ensure the environment, cadence, and constraints enable delivery. Agile practice uses timeboxing and MoSCoW prioritization to protect time/cost/quality, but these mechanisms belong to project/delivery management rather than defining the essence of product development. Therefore, only statement 2 is true.

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

Agile leadership distributes authority and nurtures autonomy so that decisions can be made closest to the work. The principle that most clearly embodies empowerment, shared ownership, and accountability at every level is “Leadership lives everywhere in the organization.” This principle encourages leaders to create the conditions for others to lead—clarifying intent, aligning on outcomes, and then trusting teams to own decisions within clear boundaries. It contrasts with command-and-control models by fostering psychological safety, inviting initiative, and rewarding collaborative problem-solving. While feedback (B), meaning and purpose (C), and healthy engagement with emotion (D) are all important, they are supporting principles. The scenario described—empowering others and spreading accountability—maps directly to leadership as a shared organizational capability, not a title. This accelerates learning, reduces decision latency, and enables adaptive responses to change—hallmarks of agile organizations.

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.

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.

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

AgilePM’s MoSCoW prioritization is always applied within a defined timeframe (e.g., a release or timebox). A requirement can be a Must Have for a specific delivery window while being a Should/Could when viewed across the whole product roadmap. Timeboxing, dependency considerations, and the need to deliver a coherent, usable increment by a certain date mean that priority is inherently time-contextual. While budget and resources influence overall planning, AgilePM fixes time and cost to provide predictability and flexes scope to protect quality; thus, the most legitimate driver for a requirement’s priority to change is the timeframe to which MoSCoW is applied. As delivery horizons shift (e.g., near-term release vs. later release), the same requirement’s priority may be re-appraised to ensure the Business Case and Product/Release Goals are met. Therefore, Different timeframe is the correct reason that explains variations in backlog priority.

Adjourning: This stage occurs when a team disbands after achieving its objectives. Members reflect on their accomplishments and prepare to move on, often with a sense of closure and satisfaction.

Other Stages:

Forming: Initial stage where the team is being established.

Storming: Involves conflict as roles and expectations are clarified.

Performing: High-functioning stage focused on productivity.

Key AgilePM Concepts Referenced:

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

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.”

Scrum supplies the core framework (roles, events, artifacts) for empirically building products, but it is intentionally lightweight. AgilePM (based on DSDM) complements Scrum by offering a well-tested pool of practices, tools, and techniques that strengthen day-to-day delivery and governance without altering Scrum’s essence. Typical enhancements include MoSCoW prioritization to manage variable scope, timeboxing to protect cadence, facilitated workshops and modeling to accelerate shared understanding, and explicit roles for business involvement to improve decision flow. AgilePM also provides guidance on project-level controls—such as business cases, incremental release planning, and benefits focus—that sit outside Scrum’s product-delivery scope. For a Scrum Master, this combination is valuable: Scrum remains the engine of iterative delivery, while AgilePM offers practical methods to refine backlog refinement, clarify acceptance criteria, manage dependencies, and support predictable delivery against time and cost constraints. Thus, the pairing gives Scrum Masters a richer toolkit to coach teams, align stakeholders, and handle real-world project contexts where governance, prioritization, and incremental release structures are needed—precisely what option B describes.

Statement 1: Incorrect. Communication plans should be tailored to the specific context of each change initiative, as a one-size-fits-all approach does not work.

Statement 2: Correct. The scale and complexity of change will dictate the content and level of detail in the communication plan.

Key AgilePM Concepts Referenced:

Tailored Communication Plans: AgilePM Handbook, Chapter 4, Section 4.3.