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Which 2 actions should the Technical Coordinator take to implement the new
Must Have requirement?
To implement the new Must Have requirement for financial transaction functionality on the coffee shop insurance product website, the Technical Coordinator should focus on actions that align with their role in overseeing the technical aspects of the project. The following actions are most appropriate for the Technical Coordinator:
Selected Actions for the Technical Coordinator:
A . Ensure that the latest version of the website design in the Solution Architecture Definition is provided to all members of the Solution Development Team.
Several of the web developers working on the project have no Agile
experience. When answering the questions in the Project Approach
Questionnaire (PAQ), the Project Manager could not agree with the statement
'all members of the project understand and accept the DSDM approach'.
What action should the Project Manager take?
Which 2 statements represent appropriate entries for the Prioritised
Requirements List?
Mira Bachar has spoken with a guest who wanted an aromatherapy scent to remember their holiday. Inspired by this, Mira suggested creating a unique aromatherapy oil for spa treatments and guest sales, which could also serve as a marketing tool.
Brinda Vyas supports exploring the idea, but Sukra Aroon notes that selling products is not in scope and could introduce complexities.
(Mira Bachar is running a workshop with Sukra Aroon and Developers, to create an initial Product Backlog.
Which 2 of the following actions will help shape the Backlog?)
The correct answers are B and D.
An initial Product Backlog in AgilePM should be:
value-oriented,
manageable,
visible,
and adaptable.
Why B is correct
''Capture dependencies between Product Backlog items to proactively prevent blockers in development.''
This is useful and practical. Dependencies matter because they can affect sequencing, feasibility, and delivery flow. Identifying them early helps reduce surprises.
Why D is correct
''Allow Product Backlog flexibility so it evolves based on feedback and business needs.''
This is a core AgilePM concept. The backlog is not static. It should evolve as:
business needs become clearer,
feedback is received,
priorities shift,
and learning emerges through delivery.
Why the other options are incorrect
A is too rigid and over-specified.
C is wrong because prioritization should be based on business value and need, not merely speed of completion.
E is unhelpful because separating business and technical backlog items too rigidly can damage alignment and visibility.
So the best answers are B, D.
(Hira discovers that material costs are exceeding initial supplier estimates, leading to a 5--10% budget overspend.)
The correct answer is D.
This is a VUCA-based risk because the primary driver of the problem is external market fluctuation in material costs. In AgilePM, VUCA-based risks come from volatility, uncertainty, complexity, and ambiguity in the wider environment rather than from misuse of the method itself.
Here, the overspend is happening because supplier estimates have been overtaken by changing market prices, which is an external factor outside the direct control of the project team. That fits VUCA very well, especially the volatility element.
Why D is correct:
Material prices are influenced by external market conditions.
Those conditions can change after planning estimates are made.
The resulting budget pressure is therefore caused by environmental uncertainty, not primarily by a flaw in AgilePM practice.
AgilePM expects teams to stay responsive when such external conditions shift.
This means the project should now inspect impact, reassess options, and adapt delivery decisions accordingly.
Why the other options are incorrect:
A . Approach-based, because cost estimates weren't properly validated or reviewed in the Foundations phase leading to inaccuracies.
This could be true in some situations, but the scenario points to material costs exceeding initial supplier estimates, which strongly suggests a market-driven change rather than simply poor validation. The main source of risk is external cost movement.
B . Approach-based, because Agile avoids detailed early planning to focus on iterative development, making estimates vague.
This is incorrect and reflects a misunderstanding of AgilePM. AgilePM does not mean careless estimating. It balances planning with adaptability and does not make estimates vague by default.
C . VUCA-based, because internal constraints prevent Delivery Teams adjusting budgets to external changes.
This is weaker than D because it focuses on internal budget adjustment constraints rather than the actual source of the risk. The question is asking what type of risk is impacting the project, and the most direct cause is the external fluctuation in material costs.
AgilePM perspective:
AgilePM recognizes that projects operate in changing environments. External price movements are a classic case where teams must:
reassess financial impact,
review priorities,
explore alternatives,
and make informed trade-offs while protecting business value.
Since the risk comes from unpredictable external market conditions, the correct classification is VUCA-based.
Therefore, the best answer is D.
