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アジャイルプロジェクト管理は、特にソフトウェア開発業界で近年急速に普及している手法です。これは、継続的な改善、協力、および顧客フィードバックを通じて顧客に価値を提供する柔軟で反復的なプロジェクト管理アプローチです。アジャイルプロジェクト管理は、アジャイルソフトウェア開発のための4つのコアバリューと12の原則を概説したアジャイルマニフェストに基づいています。
AgilePM Foundation試験は、グローバルで認められており、アジャイルプロジェクト管理の知識とスキルを示すための優れた方法です。この認定は、プロジェクト管理、ソフトウェア開発、またはアジャイルメソドロジーを使用する組織で働く個人にとって特に有価値です。この認定は、個人がアジャイルプロジェクト管理の原則をしっかり理解し、この分野での継続的な学習と改善に取り組んでいることを雇用主に示すためにも使用できます。
質問 # 82
When using the Iterative Development technique, which of the following should each cycle include?
1. Though
2. Action
3. Control
4. Conversation
- A. 1, 3, 4
- B. 1, 2, 3
- C. 2, 3, 4
- D. 1, 2, 4
正解：B
解説：
When using the Iterative Development technique, each cycle should include Thought, Action, and Control.
These components ensure that the development process is systematic and reflective. Thought involves planning and considering the next steps, Action is the implementation of those plans, and Control is the evaluation and adjustment based on feedback and results. This iterative cycle helps in refining the product incrementally and ensures continuous improvement.
References:
* AgilePM Foundation Handbook
* "The Art of Agile Development" by James Shore and Shane Warden
質問 # 83
Which of the following statements about diverse teams are true?
* Provide greater creativity.
* Reach consensus sooner than teams of 'similars.'
- A. Both 1 and 2 are true.
- B. Only 2 is true.
- C. Neither 1 nor 2 is true.
- D. Only 1 is true.
正解：D
解説：
* Statement 1: Correct. Diverse teams leverage different perspectives, leading to higher creativity and innovation, as Agile encourages collaborative solutions.
* Statement 2: Incorrect. Diverse teams typically take longer to reach consensus due to varying viewpoints and styles of communication, though the decisions they make are often more robust.
Key AgilePM Concepts Referenced:
* Team Collaboration and Creativity: AgilePM Handbook, Chapter 5, Section 5.3.
質問 # 84
Which statement applies to the DSDM process?
- A. Does not require the elaboration of supporting products for complex projects
- B. DSDM projects can deliver the phases in the DSDM process in any order
- C. Can be configured and calibrated to cater for light or strong governance
- D. Provides an approach that can be used for all projects without change
正解：C
解説：
The DSDM process can indeed be configured and calibrated to cater for a range of projects, from those requiring light governance to those needing stronger governance1. This flexibility allows the DSDM process to be tailored to the specific needs of the project, ensuring that the right balance between control and agility is achieved1.
質問 # 85
Which of the following statements about the MoSCoW rules for the ratio of prioritized Requirements are true?
The minimum Usable Subset must not exceed 60% of the total number of requirement It is recommended that around 20% of available effort should be allocated to Could requirements.
- A. Only 2 is true
- B. Neither 1 or 2 true
- C. Both 1 and 2 are true
- D. Only 1 is true
正解：A
解説：
AgilePM's MoSCoW guidance sets effort-based guardrails, not simple counts of requirements. A common rule of thumb is: Must Haves ≤ ~60% of available effort, Should Haves ≤ ~20%, and Could Haves ≤ ~20%, with Won't Haves excluded from the current delivery timeframe. This ensures sufficient contingency (mainly in Coulds) to absorb change while protecting time, cost, and quality. Statement 2 aligns with that guidance: allocating around 20% of the available effort to Could requirements provides the "give" needed inside timeboxes and releases. Statement 1 is misstated: it refers to the number of requirements and equates the Minimum Usable Subset with a percentage of items; AgilePM speaks in terms of effort, not item count. Hence, only statement 2 is true.
質問 # 86
Which of the following statements about diverse teams are true?
* Increased creativity and innovation.
* Thorough problem-solving and decision-making.
- A. Both 1 and 2 are true.
- B. Only 2 is true.
- C. Neither 1 nor 2 is true.
- D. Only 1 is true.
正解：A
解説：
* Statement 1: Correct. Diverse teams bring varied perspectives, which enhances creativity and innovation. AgilePM highlights the importance of leveraging diversity for better outcomes.
* Statement 2: Correct. Diverse teams approach problems from multiple angles, resulting in more thorough decision-making. However, this often requires additional time to align perspectives.
Key AgilePM Concepts Referenced:
* Team Collaboration: AgilePM Handbook, Chapter 5, Section 5.3.
質問 # 87
Which statement about DSDM roles is true?
- A. All DSDM roles should be shared
- B. DSDM roles should NOT be split between two people
- C. One DSDM roles does NOT necessarily mean one person
- D. In DSDM, one person must hold several roles
正解：C
解説：
In DSDM, it is true that one DSDM role does not necessarily mean one person. This allows for flexibility in assigning roles based on the project's needs and the individuals' skills and capacities. It is possible for one person to hold multiple roles or for a role to be shared among several people, depending on what is most effective for the project.
質問 # 88
How does DSDM differ from most other Agile approaches?
- A. It focuses on the development of products
- B. It focuses on the collaborative working of teams
- C. It focuses on the delivery of products
- D. It focuses on the entire project lifecycle
正解：D
質問 # 89
In the Process for Leading Change (Kotter), which of the 8 processes (or accelerators) aims to reduce the impact of doubters by demonstrating early achievements against the vision?
- A. Celebrating visible, significant short-term wins.
- B. Creating a sense of urgency around a single big opportunity.
- C. Accelerating movement towards the vision.
- D. Building and maintaining a guiding coalition.
正解：A
解説：
* Celebrating Short-Term Wins: Demonstrating early achievements builds confidence and reduces resistance by showing tangible progress. This is a key step in Kotter's model for leading change.
* Other Options:
* A: Building a coalition involves leadership but not reducing doubt.
* B: Creating urgency addresses the need for change, not achievements.
* C: Accelerating movement focuses on overall momentum.
Key AgilePM Concepts Referenced:
* Kotter's Change Model: AgilePM Handbook, Chapter 6, Section 6.2.
質問 # 90
Which of the following statements about neuroscience research, relevant to helping people learn and embrace change, are true?
* Following moments of insight, offer supportive feedback.
* Positive informative talks from experts.
- A. Both 1 and 2 are true.
- B. Only 2 is true.
- C. Neither 1 nor 2 is true.
- D. Only 1 is true.
正解：D
解説：
* Statement 1: Correct. Offering supportive feedback after moments of insight reinforces learning and helps individuals process change more effectively.
* Statement 2: Incorrect. While talks from experts may inform, they are less impactful than engaging individuals directly.
Key AgilePM Concepts Referenced:
* Neuroscience in Change Management: AgilePM Handbook, Chapter 6, Section 6.2.
質問 # 91
Which of the following describes the role of the Product Owner in an Agile context?
- A. Accountable for the Scrum Teams' effectiveness, improving their practices within the Scrum framework
- B. Accountable for maximizing the value of the product or service developed by the Delivery Team
- C. Responsible for monitoring progress against the baselined Delivery Plan
- D. Responsible for approving the solution as technically fit for purpose prior to deployment
正解：B
解説：
The Product Owner is value steward and single ordering voice for the product backlog. Their accountability is to maximize value from the team's work by clarifying outcomes, ordering backlog items, and ensuring transparency of goals, acceptance criteria, and readiness. They continuously engage customers and stakeholders, translate learning into backlog adjustments, and make scope trade-offs that protect time, cost, and quality. The Product Owner does not approve technical fitness (that sits with technical leadership and agreed quality criteria) nor manage a baselined delivery plan in a command-and-control sense; plans are living forecasts shaped by empirical evidence. Team effectiveness coaching belongs to the Scrum Master. By holding outcome accountability while collaborating closely with delivery and business roles, the Product Owner ensures increments align to strategy, benefits, and the evolving Business Case-precisely what option B states.
質問 # 92
During what phase should the strategy for Iterative Development be considered?
- A. Feasibility
- B. Foundations
- C. Pre-Project
- D. Evolutionary Development
正解：B
解説：
The strategy for Iterative Development should be considered during the Foundations phase. This phase establishes a firm foundation for the project, ensuring that only the right projects are started and that they are set up correctly, considering aspects such as feasibility and business case1. It's crucial to have a clear strategy for Iterative Development at this stage to guide the subsequent phases of the project effectively.
質問 # 93
Which of the following is NOT an interest into which each DSDM role is grouped?
- A. Business
- B. Management
- C. Maintenance
- D. Solution/Technical
正解：B
質問 # 94
When using the Iterative Development technique, which of the following should each cycle include?
1. Though
2. Action
3. Control
4. Conversation
- A. 1, 2, 3
- B. 1, 3, 4
- C. 2, 3, 4
- D. 1, 2, 4
正解：B
質問 # 95
Which information is given in the Solution Architecture Definition?
- A. The strategy for testing
- B. The tools and standards to be used in Evolutionary Development
- C. A snapshot of the evolving business, solution and management products
- D. A high-level design framework for the solution.
正解：D
質問 # 96
Which of the following roles may be substituted for a Scrum Master?
- A. The optimal solution has been designed and contracted
- B. The problem is unclear and change is inevitable
- C. The problem and solution are well defined and stable
- D. There has been significant research and up front analysis
正解：B
解説：
Agility delivers the most benefit when uncertainty is high-when the problem is fuzzy, assumptions are unproven, stakeholders are still learning, and change is inevitable. In these contexts, iterative and incremental delivery, frequent feedback, and tight collaboration reduce risk by turning unknowns into knowns quickly. Timeboxing, continuous prioritization (e.g., MoSCoW), and demonstrable increments enable evidence-based decisions, allowing the team to pivot as understanding improves. Conversely, when the problem and solution are truly stable and well defined, predictive approaches can work adequately because variability is low. Likewise, heavy upfront research or a fully designed/contracted "optimal" solution implies a desire for certainty that may not exist; agile avoids over-investing in speculative plans by validating value early. Therefore, agility is most needed when discovery is paramount and adaptability is crucial-when the problem is unclear and change is inevitable.
質問 # 97
Which of the following is NOT a Project role?
- A. Solution Developer
- B. Solution Architect
- C. Business Visionary
- D. Project Manager
正解：B
解説：
AgilePM (based on DSDM) defines a clear set of project and solution delivery roles. At the project level: Business Sponsor (investment owner), Business Visionary (custodian of the business vision), and Project Manager (overall project management and governance). Within the Solution Development Team: Team Leader, Business Ambassador, Business Analyst, Solution Developer, Solution Tester, and technical governance via the Technical Coordinator role. Notably, AgilePM uses the title Technical Coordinator rather than "Solution Architect." Although many organizations informally use "solution architect," it is not an AgilePM role name; its responsibilities most closely map to the Technical Coordinator, who ensures technical coherence, manages technical risks, and upholds non-functional requirements and architectural guidelines. Therefore, among the options given, Solution Architect is the one that is not an AgilePM-defined project role, whereas Business Visionary, Project Manager, and Solution Developer are explicitly recognized roles in the AgilePM framework.
質問 # 98
Why is it appropriate to give Line Leaders privileged access to the thinking behind a change?
- A. Everyone should see this information.
- B. They have seniority within the organization.
- C. Their authorization is needed to progress.
- D. They may block change if not fully engaged.
正解：D
解説：
* 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.
質問 # 99
Which purpose relates to the instrumental Success Factors?
- A. Positions DSDM projects for a successful outcome
- B. Underpins the prioritization of requirements
- C. Inform the development of the Terms of Reference
- D. Informs the development of the Business Case
正解：A
解説：
Instrumental Success Factors (ISFs) in DSDM are crucial as they position projects for a successful outcome. ISFs are the critical elements that must be in place for a DSDM project to succeed. They provide a foundation for effective project management and delivery, ensuring that all necessary conditions are met to support the project's objectives and deliverables.
Reference:
DSDM Agile Project Framework Handbook
"Agile Project Management with Scrum" by Ken Schwaber
質問 # 100
In the context of the project organization, which of the following are classed as External Stakeholders by Agile?
Regulatory Authorities
Developers
Customers
Employees
- A. 1, 2, 3
- B. 1, 3, 4
- C. 2, 3, 4
- D. 1, 2, 4
正解：B
解説：
AgilePM distinguishes clearly between internal delivery roles (the project team and its immediate governance) and the wider set of external stakeholders who affect, constrain, or benefit from the solution. Developers are part of the internal Solution Development Team-hence not external stakeholders. By contrast, Regulatory Authorities are external parties that impose compliance obligations and quality constraints; they influence acceptance and release but are outside the project team structure. Customers (and users) are also external stakeholders: they receive value, validate usability, and provide feedback, yet they are not members of the delivery team itself. Employees who sit outside the formal project team (e.g., business staff impacted by change, operational personnel, support and sales teams) are treated as external stakeholders because they are affected by the solution and provide input, but they don't hold delivery roles. AgilePM's organization model embeds active business involvement through defined roles inside the team, while also recognizing a broader environment of external interests that must be engaged and managed. Therefore, the items that best fit the "external stakeholder" classification are 1 (Regulatory Authorities), 3 (Customers), and 4 (Employees); 2 (Developers) belong to the internal delivery team.
質問 # 101
......
AGILEPMは、世界中の組織で使用されている非常に人気のあるプロジェクト管理アプローチです。 AgilePMフレームワークは、柔軟性、適応性があり、協力的であるように設計されているため、不確実性が高いか頻繁な変更が必要なプロジェクトに最適です。 AGILEPM認定は雇用主によって高く評価されており、プロジェクト管理の分野でのトップ認定の1つとして認識されています。
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