APMG-International AgilePM-Foundation Exam Dumps

DSDM differs from most other Agile approaches because it focuses on the entire project lifecycle456. This includes pre-project, feasibility, foundations, development, and deployment phases, ensuring a comprehensive approach to project management.

The Delivery Plan defined by DSDM has a planning horizon that includes the end of the project7. This plan looks towards the future, often months or years ahead, to guide the incremental delivery of the project's outcomes.

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.

Comprehensive and Detailed Explanation (paraphrased from AgilePM/Agile standards; exact long extracts cannot be provided):

In AgilePM (and broadly across agile practice), functional requirements describe what the solution should do---capabilities, behaviors, and services. By contrast, non-functional requirements (NFRs) describe how well the solution must perform those functions. NFRs encompass performance, reliability, security, usability, accessibility, supportability, maintainability, and other quality attributes that set objective thresholds (e.g., response times, availability targets, encryption standards). They guide architectural choices, testing strategies, and acceptance criteria, and they are essential to protecting quality during timeboxed delivery and MoSCoW prioritization. Testable acceptance checks can and should be derived from NFRs, but ''testable requirements'' is not the category name for defining performance levels---the recognized term is Non-Functional Requirements. Therefore, the correct option is B.

Comprehensive and Detailed Explanation (paraphrased from Agile Project Management guidance):

Agile thinking emphasizes customer value, empirical evidence, collaboration, and transparency. Option A reflects progressive elaboration and just-in-time refinement---good agile practice. Option B suggests a typical, lightweight cadence for readiness (often the Sprint prior), which is acceptable when driven by context and team capacity rather than rigid rule. Option C captures the essence of flow through small, frequent, validated increments. Option D, however, bypasses value-based prioritization, team forecasting, and collaborative decision-making by selecting the next Sprint's work purely on sponsor preference. Agile approaches (e.g., MoSCoW prioritization, product goals, acceptance criteria) rely on shared, objective value measures, not unilateral authority, to maximize outcomes. Therefore, D does not demonstrate agile thinking.