At ValidExamDumps, we consistently monitor updates to the APMG-International AgilePM-Practitioner exam questions by APMG-International. Whenever our team identifies changes in the exam questions,exam objectives, exam focus areas or in exam requirements, We immediately update our exam questions for both PDF and online practice exams. This commitment ensures our customers always have access to the most current and accurate questions. By preparing with these actual questions, our customers can successfully pass the APMG-International Agile Project Management (AgilePM) Practitioner exam on their first attempt without needing additional materials or study guides.
Other certification materials providers often include outdated or removed questions by APMG-International in their APMG-International AgilePM-Practitioner exam. These outdated questions lead to customers failing their APMG-International Agile Project Management (AgilePM) Practitioner exam. In contrast, we ensure our questions bank includes only precise and up-to-date questions, guaranteeing their presence in your actual exam. Our main priority is your success in the APMG-International AgilePM-Practitioner exam, not profiting from selling obsolete exam questions in PDF or Online Practice Test.
The building has had all the old utility services removed and new wiring and plumbing is being installed during Evolutionary Development. On average there are
four electrical and six plumbing contractors who are engaged for between a few days and a few weeks. They are finding it difficult to work round each other and
to know who should be where. Some of the contractors have started to turn up late to the site.
Many floor boards have been lifted in preparation but it is not clear where the radiators are being situated or when each room is going to be worked on by the plumbers. The
Chief Accountant, acting as Business Ambassador, is also alarmed that the electrical sockets are being installed in rooms in inaccessible locations.
Answer the following questions about motivating the contractor teams according to Agile Project Management.
How should the Project Manager encourage the resources to operate more successfully?
The Web Content Manager has provided the Web Developer with a mock up
of the 'Contact Us' page, to be created for the new coffee bar insurance
product. When producing the code, the Web Developer has created a button
that reads 'Delete' instead of 'Cancel'.
What action should the Web Content Manager take?
The most constructive and collaborative action the Web Content Manager should take is:
D . Discuss the issue with the Web Developer and decide what action is required to change this detail.
Direct communication and collaboration between the Web Content Manager and the Web Developer are essential in Agile environments to promptly address misunderstandings or mistakes. Discussing the issue openly allows for a quick resolution and ensures that the final product aligns with the project's requirements. This approach fosters a positive working relationship, encourages shared responsibility for the project's success, and avoids unnecessary delays or conflicts.
Review sessions have been scheduled at end of Investigation, Refinement and Consolidation for the later Timeboxes to ensure that the mistakes made in Timebox A do not
happen again.
Which Agile principle MOST influences this course of action?
Sales staff failed to achieve last month's sales targets when training in the mobile products and supporting sales systems and processes was first started. This month the sales team is working after hours and weekends to try to meet the current targets while developing the new skills needed. It is generally felt that this situation is unsustainable.
Which 2 actions by the Sales Director are the MOST appropriate when responding to this type of resistance?
A. Visibly celebrate examples of the Sales staff using the new skills and systems. B. Allow those Sales staff with opposing attitudes to use the old systems in parallel. C. Identify the options available for moving people out of the Sales area to other jobs. D. Assign some of the sales team to work exclusively on developing the necessary skills. E. Provide a clear timetable of change to those Sales staff preparing for future operations.
Comprehensive and Detailed Step-by-Step Explanation:
Context from the UniCo Scenario:
The sales team is struggling with the transition to mobile products and new supporting systems, resulting in missed sales targets and unsustainable work practices. This resistance stems from change fatigue, lack of skills, and a perceived lack of support during the transition period. The Sales Director must address this resistance by providing motivation, clear guidance, and practical solutions.
Analysis of Each Option:
The Change Manager is discussing the relocation of the Selco staff to the UniCo office with the Operations Director. They are using the SCARF framework of people's social experience to guide management actions. Answer the following questions about the use of David Rock's SCARF framework to increase the motivation for change.
One aim of the relocation is to develop a less hierarchical culture. The relocation team hear that staff believe managers are still getting special treatment in the allocation of desks. To mitigate this concern, they have planned for groups to move separately over a few weeks and have communicated details with each group independently.
Is this an appropriate approach to reward the brain in the need for 'fairness,' and why?
Comprehensive and Detailed Step-by-Step Explanation:
The SCARF framework emphasizes the importance of fairness, defined as treating people equitably and ensuring transparency in processes and decisions. In this scenario, staff are concerned that managers are receiving preferential treatment, undermining the sense of fairness during the relocation.
1. Why Fairness is Key in the SCARF Framework
Fairness is a critical driver of motivation, fostering trust and reducing resistance to change.
Perceived inequality or favoritism, such as managers receiving 'special treatment,' creates resentment and disengagement.
To maintain fairness, the relocation plan should ensure equality and avoid actions that reinforce perceived hierarchies or favoritism.
2. Why Option B is Correct
Fairness should be based on establishing equality across all staff.
Addressing concerns about special treatment requires ensuring that all staff, including managers, are treated equitably in desk allocations.
Communicating independently with groups or implementing staggered moves does not address the core issue of perceived inequality.
3. Analysis of Other Options
Option A: No, because 'fairness' relies on providing appropriate access to all relevant change information.
While transparency is important, fairness is primarily about ensuring equality. Merely providing information does not resolve the perception of inequality in desk allocations.
Eliminate.
Option C: Yes, because small change steps will focus staff on changes that relate only to them.
Focusing on smaller steps or individual groups might improve clarity and reduce resistance, but it does not directly address concerns about fairness. The root issue---perceived favoritism---remains unaddressed.
Eliminate.
Option D: Yes, because frequent communications will help discourage emotional responses.
Communication is valuable in managing change, but fairness depends on equitable treatment, not just communication. If staff perceive inequality, frequent communication alone will not resolve their concerns.
Eliminate.
4. Practical Implications
To address fairness concerns, the relocation team should take visible steps to ensure that desk allocations are equitable for all employees, including managers.
A transparent decision-making process, involving staff input, can further enhance perceptions of fairness.
5. Reference to SCARF Framework
Fairness: Fairness is about ensuring everyone is treated equitably and that decisions are perceived as just and transparent. Failure to address perceived inequalities can lead to disengagement and demotivation.
