A. Has a good, technical understanding of the work of the other professionals engaged in the project.

B. Has good leadership skills.

C. Is an external consultant.

D. Has experience of working with the company previously.

E. Is an authority on local planning applications.

A. Consolidate and circulate an agenda for the workshop.

B. Add the additional tasks required to create the financial transaction functionality to the Timebox Plan.

C. Agree to de-scope Should Have and/or Could Have requirements to allow for the new Must Have functionality.

D. Source and hire a web developer with experience in developing online financial transaction functionality.

E. Discuss the development interfaces and dependencies with the Solution Development Team to ensure the associated Timebox is appropriate.

A. The Finance Systems TL, who sent a team member to replace them in early meetings of the change programme.

B. The Sales Reporting TL, who has been allowed to see the confidential figures used to justify the Selco acquisition.

C. The North Region TL, who has raised concerns about the change approach and whose feedback has been applied.

D. The South Region TL, who has continued to advocate that sales of Large Systems remain UniCo's priority.

E. The Large Systems TL, who, due to their area's complexity, is scheduled to become involved later in the programme.

A. Feeling.

B. Introvert.

C. Extravert.

D. Thinking.

A. VUCA-based, because new legislation is an external factor requiring adaptability to respond to unplanned demands.

B. Approach-based, because Sukra Aroon should have tracked evolving legislation from the start to mitigate the risk.

C. VUCA-based, because gaps in internal compliance cause uncertainty in responding to changing regulations.

D. Approach-based, because past Project Increment planning failed to account for regulatory change, causing lack of contingency and resource risks.

A. The Finance Director has requested a detailed report be produced after
12 weeks, showing costs to date and forecast cost to complete.

B. Accessibility and performance of the new online quotation area is to be tested using a tool called Sitebeam.

C. Once deployed, the number of policies sold through traditional telephone sales will be compared with the number of sales processed online through the website.

D. An easy to use web development tool called ' WebMatrix ' is to be used to develop and maintain the website extension.

E. The Sales Manager will introduce an awards or bonus scheme, designed to create competition between the sales assistants.

A. No, because realization is the Business Visionary ' s responsibility, NOT the Delivery Teams.

B. Yes, because Delivery Teams should focus on delivery until the final Sprint.

C. Yes, because realization planning can reasonably happen in the final Sprint.

D. No, because realization planning should be part of the business case before development starts.

A. Sukra Aroon and Mira Bachar should have collaborated to prioritize and communicate hydrotherapy requirements to the Infrastructure Team.

B. Hira should have worked with Sukra Aroon to adjust project timelines to give flexibility to the Infrastructure Team and Treatments Teams before the next Sprint.

C. Brinda Vyas and Hira should have ensured hydrotherapy treatments were align with business strategy.

D. Brinda Vyas should have worked with the Treatments Team to ensure hydrotherapy-related treatments are feasible within constraints.

E. Mira Bachar and Lee Tan should have worked together to integrate stakeholder feedback into the Product Backlogs before the next Sprint.

F. Mira Bachar should have amended the Product Backlogs to include explicit hydrotherapy infrastructure requirements for both Delivery Teams.

G. Sukra Aroon should have documented hydrotherapy infrastructure requirements in the Solution Architecture Definition so the two Delivery Teams were aligned.

H. Hira should have ensured transparency of the Delivery Plan so each Delivery Team could plan the remainder of their Sprints accordingly.

A. Use broad, high-level estimates only, as attempting to refine estimates beyond this at any stage of the project is unnecessary.

B. Document every possible assumption in detail, as extensive documentation ensures accuracy and prevents disputes later in the project.

C. Ensure that your estimates are accurate enough to support planning but avoid excessive refinement that delays delivery.

D. Continue refining your estimates as much as possible to eliminate uncertainty, ensuring that all potential risks and complexities are accounted for.

A. Recruit change agents mainly from the IT support staff experiencing the most change.

B. Select change agents in the Applications and IT Support areas to cover both locations.

C. Immediately assign two change agents as the fulfillment of the new contract will focus the change.

D. Involve as many agents as possible from the Selco staff to utilize their experience.

A. No, because change readiness should be monitored using the change programme plan.

B. Yes, because these metrics provide opinions collected via mostly qualitative methods.

C. No, because change readiness measures should consist of mostly quantitative measures.

D. Yes, because the Sales Director has identified measures that require new data sources.

A. Deliver on time.

B. Collaborate.

C. Never compromise quality.

D. Focus on the business need.

A. Yes, because AgilePM mandates joint decision-making between leadership and Delivery Teams.

B. No, because Team Leaders should focus on development work, not planning meetings.

C. No, because planning should be handled by project leaders, with Team Leaders informed later.

D. Yes, because Team Leaders provide real-time insights on progress, risks, and dependencies.