APMG-International AgilePM-Foundation Dumps

Dialogue: The ability to talk about anything while maintaining relationships and achieving a good outcome is a clear demonstration of effective dialogue. Dialogue is essential for fostering mutual understanding and collaboration, especially during change. AgilePM emphasizes open communication and rich interaction to address concerns and align stakeholders.

Other Options:

Inclusivity: Focuses on ensuring diverse perspectives are included but doesn’t inherently emphasize open conversations.

Connectivity: Refers to fostering connections among team members and stakeholders, which is a broader concept.

Transparency: While important, it primarily relates to openly sharing information rather than fostering dialogue.

Key AgilePM Concepts Referenced:

Engagement and Communication Principles: AgilePM Handbook, Chapter 4, Section 4.2.

Statement 1: Correct. Force Field Analysis identifies driving and restraining forces for change, helping to address barriers and resistance.

Statement 2: Incorrect. The analysis should be a collaborative effort involving stakeholders, not solely created by the change manager.

Key AgilePM Concepts Referenced:

Force Field Analysis as a Tool: AgilePM Handbook, Chapter 7, Section 7.2.

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.

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.

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.

A DSDM team should measure progress: B. Based on what has been delivered at the end of a Timebox5.

The Business Consortium’s description of Business Agility emphasizes a progressive, people-centric approach. While tools and technology matter, agile ways of working prioritize empowered people, fast feedback, learning, and adaptive leadership across all business functions—not just IT. A people-centric stance enables rapid sensing and responding to change, closer customer collaboration, and continuous improvement of value streams. It underpins practices such as cross-functional teams, decentralized decision-making, iterative planning, and outcome-based metrics. Options like “strategic focused,” “technology focused,” and “collaborative” reflect important aspects of agility, but the defining adjective used in the Consortium’s phrasing is people-centric, capturing the primacy of culture, leadership behaviors, and human interactions in achieving genuine business agility.

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.”

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

In AgilePM (DSDM), the Team Leader role closely aligns with the facilitative, servant-leadership responsibilities commonly associated with a Scrum Master in Scrum. The Team Leader is accountable for enabling collaborative working, removing impediments, fostering continuous improvement, and protecting the team’s focus within timeboxes—all hallmarks of Scrum Mastery. While titles differ across frameworks, AgilePM explicitly positions Team Leader as the day-to-day lead for the Solution Development Team, emphasizing facilitation, coaching, and ensuring adherence to agreed practices (e.g., MoSCoW prioritization, Definition of Done/quality criteria). By contrast, a Project Manager in AgilePM is a project-level role focused on governance and business case stewardship; a Product Owner (AgilePM’s Business Visionary/Business Ambassador combination) prioritizes value and backlog—this is not a facilitation role; and a Developer focuses on building the solution. Therefore, when mapping roles between Scrum and AgilePM, the Team Leader most naturally substitutes for, or corresponds to, the Scrum Master responsibilities, ensuring servant leadership without shifting into command-and-control behavior.

Statement 1: Incorrect. Engaging people in change is complex and requires tailored strategies. It’s not a simple or routine task.

Statement 2: Incorrect. Change situations vary greatly, and no single formula works universally. Agile emphasizes context-specific approaches.

Key AgilePM Concepts Referenced:

Engagement Strategies: AgilePM Handbook, Chapter 4, Section 4.2.

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

Scrum defines a small set of events within the Sprint to implement empiricism: Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective. Additionally, the Sprint itself is the overarching event—a fixed-length container that sets the cadence for inspection and adaptation, culminating in a usable Increment. By contrast, Sprint Goal is a commitment associated with the Sprint, guiding focus and coherence; Sprint Backlog is an artifact representing the plan for the Sprint; and Product Increment is an artifact representing the latest integrated outcome meeting the Definition of Done. Therefore, among the options, only Sprint is a Scrum Event.

The PAQ is a living risk and alignment aid used to expose approach-based risks—culture, leadership, governance expectations, stakeholder availability, decision latency, technical readiness—and to agree mitigations. AgilePM positions the PAQ for early use and for periodic re-use at key checkpoints. As the Foundations phase completes, the project has clarified goals, governance, roles, and planning baselines; revisiting the PAQ then helps validate that the agreed approach actually fits the now-explicit context and that residual risks have owners and responses. If Foundations is later revisited (for example, after significant change in scope, funding, or organization), the PAQ should be revisited as well to re-check assumptions and tune mitigations. Treating the PAQ as a one-off document would miss its purpose: to sustain a fit-for-purpose approach as conditions evolve. Therefore, both statements are true.

Emotional Process: Transition, as per Bridges’ model, refers to the psychological adjustment individuals go through when adapting to change. It’s not about the change itself but how people internally process the transition.

Other Options:

A and D: These relate to the external processes of implementing change.

C: This overlaps with transition but is incomplete as a definition.

Key AgilePM Concepts Referenced:

Bridges’ Transition Model: AgilePM Handbook, Chapter 6, Section 6.3.

Principle 8 - Demonstrate Control requires the transparency of all work being performed by the team5. This principle ensures that plans and progress are visible to all and that progress is measured through the delivery of products rather than completed activities5.

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: Correct. Identifying stakeholders involves analyzing who will be impacted by the change and their level of influence.

Statement 2: Correct. Stakeholder mapping is a tool used to visualize and prioritize stakeholders based on their influence and interest.

Key AgilePM Concepts Referenced:

Stakeholder Mapping and Identification: AgilePM Handbook, Chapter 5, Section 5.5.

Statement 1: Incorrect. Non-verbal communication refers to gestures, facial expressions, and body language, which cannot be captured in written form.

Statement 2: Correct. Actions, such as behavior during change or leading by example, can convey powerful messages without verbal communication.

Key AgilePM Concepts Referenced:

Non-Verbal Communication in Engagement: AgilePM Handbook, Chapter 4, Section 4.4.

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.

AgilePM is designed for environments where change and learning are expected. First, assumptions are often flawed; short, empirical cycles expose errors quickly, reducing waste and rework. Second, flexibility—via timeboxing, MoSCoW prioritization, and incremental delivery—enables organizations to pivot faster than competitors as market and stakeholder insights emerge, creating competitive advantage. Third, the statement “uncertainty leads to reduced ambiguity” is incorrect—uncertainty increases ambiguity; agile practices counter this by making work and progress visible and by validating value early. Fourth, deferring decisions to the last responsible moment is advantageous when it avoids premature commitment and keeps options open until better information is available. That balance preserves adaptability without causing decision paralysis. Together, (1), (2), and (4) capture why agility consistently helps organizations navigate complexity and volatility while safeguarding time, cost, and quality through scope flexibility.

Dissatisfaction with the Status Quo: The change formula includes dissatisfaction as a key driver for change. Without sufficient dissatisfaction, the motivation to change is diminished.

Other Options:

B, C, and D: These factors, while important, are not explicitly part of the Beckhard and Harris change formula.

Key AgilePM Concepts Referenced:

Change Formula Framework: AgilePM Handbook, Chapter 6, Section 6.5.

Statement 1: Incorrect. Diverse teams tend to take longer to make decisions due to differing perspectives and approaches. However, this trade-off leads to more thorough and creative decision-making, which is a recognized strength of diverse teams.

Statement 2: Incorrect. Members of diverse teams often require time to align on communication styles, goals, and processes. Effective collaboration in diverse teams is developed through trust-building and active engagement, as outlined in Agile team practices.

Why Diverse Teams Matter in Agile:

Agile emphasizes collaboration and innovation, which are enhanced by diverse teams. However, the process of building trust and understanding takes time. AgilePM recommends fostering inclusivity and addressing conflicts constructively to harness the strengths of diverse teams.

Key AgilePM Concepts Referenced:

Building Effective Teams: AgilePM Handbook, Chapter 5, Section 5.3.

Trust and Transparency in Teams: Chapter 4, Section 4.6.

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.

Feedback and Coaching: Sponsors play a critical role in change, and change managers support them by providing feedback and coaching to help them lead effectively. This builds their confidence and ensures alignment with the change vision.

Other Options:

A: Sponsors should prepare the vision themselves.

B: Sponsors themselves lead commitment-building efforts.

D: Protecting sponsors isn’t an effective strategy; engaging them is key.

Key AgilePM Concepts Referenced:

Sponsor Engagement: AgilePM Handbook, Chapter 6, Section 6.2.

The Terms of Reference is identified as a governance product in DSDM because it may be used for purposes such as the prioritization of a project within a portfolio2. It provides a high-level definition of the overarching business driver and top-level objectives of the project.

In Scrum, a Product Backlog Item (PBI) is considered “ready” when it is sufficiently understood, appropriately sized, and clear enough that the Developers believe they can complete it within a single Sprint. PBIs that meet this threshold are suitable for selection during Sprint Planning because they have enough clarity of value, acceptance criteria, and implementation approach to be forecast as “Done” by the end of the Sprint. Readiness is typically achieved through ongoing Product Backlog refinement, where the Product Owner and Developers collaborate to add detail, order, and size. The key test is not whether an item appears on the backlog, is captured as a user story, or is merely chosen in the meeting; rather, it is whether the item is small and transparent enough to be completed within the Sprint’s timebox and to meet the Definition of Done. Therefore, option B best reflects the standard: a PBI is ready when it is small enough—and clear enough—to be completed (“Done”) within one Sprint.

In Agile Project Management (AgilePM/DSDM), the control philosophy recognizes that you cannot fix time, cost, quality, and features simultaneously. Governance is achieved by fixing time and cost (and protecting quality through standards and the Definition of Done) while flexing scope using MoSCoW prioritization. This ensures predictability of delivery cadence and budget, while allowing the team to vary the amount of functionality delivered to meet the agreed constraints. Hence, some contingency must exist in at least one of the four variables—most commonly features—so that the project can respond to emerging information without compromising delivery dates or overspending. The AgilePM Handbook explicitly states: “It is unrealistic to expect all four… can be fixed and controlled… allow flexibility in at least one.” This approach enables incremental delivery, continuous negotiation of scope, and controlled change, ensuring that value is maximized within the agreed time and cost boundaries while maintaining quality. Therefore, the correct completion is “at least one of these variables.”

Qualitative Measures: These provide insight into the underlying reasons, motivations, and emotions behind behaviors. Examples include interviews, open-ended surveys, and focus groups.

Other Options:

B: Quantitative measures focus on numerical data but lack context.

C: Leading indicators predict future performance but don’t explain behavior.

D: Lagging indicators reflect past performance, not the reasons behind it.

Key AgilePM Concepts Referenced:

Measurement and Analysis: AgilePM Handbook, Chapter 7, Section 7.5.

Fairness: The SCARF model highlights the importance of perceived fairness in fostering trust and collaboration. Change managers must ensure that processes and decisions are perceived as just and equitable.

Other Options:

B: Faith is not a part of the SCARF model.

C and D: Fear and fight are reactions to stress, not SCARF elements.

Key AgilePM Concepts Referenced:

SCARF Model Application in Change: AgilePM Handbook, Chapter 5, Section 5.2.

Comprehensive and Detailed 150–300 words Explanation (paraphrased from Agile Manifesto & AgilePM alignment):

The Agile Manifesto states four value pairings that guide agile delivery. Three relevant to this question are: “Individuals and interactions over processes and tools,” “Customer collaboration over contract negotiation,” and “Responding to change over following a plan.” These emphasize people-centric collaboration, close partnership with customers, and adaptability through iterative inspection and adaptation. The fourth statement in the options is incorrect: the Manifesto values “working software over comprehensive documentation,” not the reverse. AgilePM aligns with these values by encouraging active business involvement, timeboxing, incremental delivery, and MoSCoW prioritization—mechanisms that maximize collaboration, transparency, and the ability to change course based on real feedback. Documentation, plans, and contracts still exist but are framed to enable collaboration and change rather than constrain them. Therefore, the correct set of values among the options is 1, 2, and 3, making A correct.

Statement 1: Correct. Actively responding to contributions fosters a sense of inclusion and appreciation, which is crucial for engagement and trust during change.

Statement 2: Incorrect. Decisions during change often involve emotional as well as rational considerations, as people’s behaviors and attitudes are not purely logical.

Key AgilePM Concepts Referenced:

Engaging Stakeholders Emotionally: AgilePM Handbook, Chapter 4, Section 4.3.

Storming Stage: During this stage, team members test and challenge assumptions, roles, and processes. This is essential for resolving conflicts and building stronger foundations for collaboration.

Other Stages:

Forming: Initial stage with minimal conflict.

Performing: High-functioning stage with clear roles.

Adjourning: Focuses on reflection and closure.

Key AgilePM Concepts Referenced:

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

Statement 1: Incorrect. Agile is rooted in adaptability and tailoring practices to fit the specific needs of a project. Taking a single framework and applying it persistently reflects rigidity, which contradicts the Agile principles of flexibility and continuous improvement. AgilePM advocates selecting and combining frameworks (e.g., Scrum, Kanban) based on the project environment rather than sticking to one rigidly.

Statement 2: Correct. Resilience, flexibility, and a willingness to learn are central to Agile practitioners. They must adapt to challenges and new information to ensure continuous delivery of value. This aligns with Agile values of embracing change over following strict plans and the AgilePM philosophy of iterative improvement.

Key AgilePM Concepts Referenced:

Flexibility over Rigidity: AgilePM Handbook, Chapter 1, Section 1.4 ("The Agile Mindset").

Iterative Development and Learning: Chapter 3, Section 3.5 (Iterative Principles).

Phased Approach: Rolling out change one department at a time reflects a phased delivery strategy, which allows for controlled implementation and adjustment before wider deployment.

Other Options:

A: Big Bang involves simultaneous rollout across the organization.

C: Voluntary Adoption allows individuals to opt in.

D: Incremental/Iterative applies to feature or solution delivery rather than departmental rollout.

Key AgilePM Concepts Referenced:

Delivery Strategies: AgilePM Handbook, Chapter 3, Section 3.7.

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.

The role that should ideally be independent of the outcome to be achieved in a Facilitated Workshop is the Workshop Facilitator4. This role manages the processes and dynamics of the workshop and should remain neutral and impartial4.

The DSDM philosophy emphasizes that the best business value emerges when projects are aligned to clear business goals, deliver frequently, and involve the collaboration of motivated and empowered people1. The eight principles of DSDM support this philosophy and are brought to life by guiding the team in the attitude it must take and the mindset it must adopt to deliver consistently while remaining flexible1. These principles are supported by process, people, products, and practices, which enable organizations to deliver best value business solutions collaboratively1.

AgilePM distinguishes between increments in terms of what is actually delivered to stakeholders. The emphasis is on a Solution—the integrated outcome that delivers business value—not merely isolated technical outputs. As delivery progresses, teams create Solution Increments that accumulate into a releasable Product (the broader, user-facing capability). This distinction helps align day-to-day development with business outcomes: every increment should be a cohesive slice of the evolving solution that is demonstrably usable or verifiable, while the Product view ensures that increments collectively support release goals and benefits realization. AgilePM’s focus on MoSCoW prioritization and timeboxing supports this by ensuring each Solution Increment contains the right mix of Must/Should/Could features to satisfy acceptance and maintain momentum. In practice, reviews showcase the Solution Increment’s usability to business representatives, while release planning considers how these increments roll up into Product evolution. Therefore, the two types associated with what is delivered are best captured by Solution and Product, making option A the fit with AgilePM terminology and intent.

AgilePM advocates collaboration as a core value, stressing “working together towards a shared goal.” Competence in collaboration grows in cultures that remove fear, encourage learning, and align on purpose. A no-blame culture fosters psychological safety so issues surface early and teams can inspect and adapt without defensiveness. Asking for help is encouraged through active business involvement and empowered, multi-disciplinary teams; it reduces decision latency and improves quality. Setting clear goals—e.g., business outcomes, Definition of Done, and prioritized objectives—creates shared focus, enabling constructive cooperation and trade-offs. By contrast, rewarding individual efforts tends to optimize locally, fragment accountability, and discourage knowledge sharing; AgilePM favors team-based achievement and collective ownership. Agile guidance repeatedly links effective collaboration with facilitation, frequent reviews/demonstrations, and visible progress measures that are team-centered, not individualized. Therefore, the options that genuinely build collaboration are 2, 3, and 4, making D correct.

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.

Financial: A measurable increase in sales reflects improved financial performance, making it a financial metric. Financial views in a change delivery scorecard often include profitability, revenue growth, and ROI—all of which are influenced by sales increases.

Customer, Internal, Learning & Growth: These are equally important views but do not directly relate to sales performance. For instance:

Customer View: Focuses on customer satisfaction and loyalty.

Internal View: Addresses process efficiency.

Learning & Growth View: Pertains to employee development and organizational innovation.

Key AgilePM Concepts Referenced:

Scorecard and Value Metrics: AgilePM Handbook, Section 2.5.3.

Comprehensive and Detailed 150–300 words Explanation (paraphrased from AgilePM/DSDM guidance):

In AgilePM, the Business Sponsor is the project’s ultimate decision-maker and the role accountable for ensuring continued business justification. This includes owning the investment decision, securing and sustaining funding, and maintaining senior-level commitment to the business opportunity. A lack of commitment represents a threat to the viability of the Business Case; managing and mitigating that risk sits squarely with the Sponsor. The Sponsor establishes clear objectives, champions the initiative across the organization, removes high-level impediments, and ensures that governance supports timely decisions. While the Business Visionary articulates and safeguards the solution vision and value outcomes, that role does not control organizational commitment or funding at the enterprise level. Similarly, Business Advisors provide specialist input but do not own commitment or investment risk. Therefore, where commitment to the business opportunity is wavering or unclear, the Business Sponsor is responsible for intervening—reconfirming the Business Case, rallying stakeholder support, and aligning investment, scope and timescales—so the project remains justified and deliverable.

Timeboxing: Fixed time periods, such as sprints, are used to focus efforts and deliver outcomes within a predefined timeframe. This helps teams remain disciplined and maintain momentum while working iteratively.

Other Options:

A: Minimum viable product relates to the initial version of a product with essential features.

C: Full transparency refers to visibility into the process.

D: Frequent delivery is broader and does not imply fixed time periods.

Key AgilePM Concepts Referenced:

Timeboxing: AgilePM Handbook, Chapter 3, Section 3.4.

Assessing Effectiveness: The measurement methodology helps determine whether communication efforts are achieving their intended goals. Metrics such as engagement levels and feedback are used to refine strategies.

Other Options:

B: Focuses on testing rather than communication.

C: Relates to impact assessment, not methodology.

D: Ensuring understanding is an objective, not a methodology.

Key AgilePM Concepts Referenced:

Communication Effectiveness: AgilePM Handbook, Chapter 4, Section 4.5.

The Pre-Project phase is the stage where it is decided which projects are started, based on a clearly defined objective1. This phase ensures that only the right projects are initiated and that they are set up correctly, aligning with the DSDM philosophy that the best business value emerges when projects are aligned to clear business goals1.

Key Performance Indicators (KPIs): KPIs are agreed-upon metrics that measure progress against desired outcomes. These indicators are crucial for tracking the effectiveness of change efforts.

Other Options:

A: Islands of stability refer to elements unaffected by change.

C: Incremental milestones are checkpoints but not specific measures of outcomes.

D: Transition tranches are phases of change implementation.

Key AgilePM Concepts Referenced:

Outcome Measurement: AgilePM Handbook, Chapter 7, Section 7.5.