The Business Sponsor threatened to stop funding if there was no evidence of tangible progress. To reduce this risk, the Business Sponsor was invited to several walk- rounds of the new bedroom and en-suite bathroom facilities throughout the project.
Is this an appropriate application of Agile Project Management for this project?

• A. Yes, because the early and frequent demonstration of product features to the Business Sponsor increases the visibility of the project and keeps the business engaged.
• B. Yes, because the project ' s budget holder is the only person who can approve project products.
• C. No, because the Daily Stand-up meetings should have allowed the key representatives to review and discuss the evolving solution.
• D. No, because products should be handed over at the end of the project, during Post-Project.

Sales staff are unhappy that they have been told that they will lose the Sales relaxation area completely to make space for the new Selco staff. The Sales staff are considering consulting their Union about escalating their discontent.
Which 2 actions by the Sales Director are the MOST appropriate when responding to this type of resistance?

• A. Delay information on the impact of the Selco relocation on Sales staff until just before the relocation move occurs.
• B. Organize a Sales discussion group to look at alternative relaxation facilities that could be provided to the Sales staff.
• C. Arrange joint workshops for Sales and Selco staff to develop ideas and comment on layout options.
• D. Exert pressure on the Sales management team to make sure any resistance is kept 'quiet'.
• E. Provide a farewell gathering in the relaxation area to enable staff to remember past stories about the area.

Most of the Customer Services staff are working with the new processes. However, there are a number of remaining staff who don't want to be trained in the new technologies and wish to continue supporting the old business areas.
Which is the MOST appropriate intervention from the Customer Service Director?

• A. Consider leaving some of the existing structure unchanged so that those who may not find the change workable can be accommodated.
• B. Shock staff into action by telling them that some staff will lose their place in the organization if they are unable to make adjustments.
• C. Identify workarounds for those staff who resist the new processes so that they can remain operating within the new structure.
• D. Maintain a listening stance, showing interest in understanding the reasons for the discomfort that many are feeling over the changes.

Using the additional information provided for this question in the
Scenario Booklet, answer the following question about using Kotter ' s
eight-processes cyclical model. This model is being used for planning
and leading the change required to rebrand and reposition UniCo in the
market place.
Lines 1 to 4 in the table below consist of an assertion statement and a reason statement. For each line identify the appropriate option, from options A to E, that applies. Each option can be used once, more than once or not at all.

(At the Sprint Review for Sprint 3, it became clear that the Spa infrastructure will not support hydrotherapy treatments. The equipment is unable to chill the plunge pool, making these treatments ineffective.
Demonstrating Agile Leadership and Collaboration, what action should have taken place during the Project Sprint Planning Event to prevent this?)

• A. Hira should have ensured transparency of the Delivery Plan so each Delivery Team could plan the remainder of their Sprints accordingly.
• B. Brinda Vyas should have worked with the Treatments Team to ensure hydrotherapy-related treatments are feasible within constraints.
• C. 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.
• D. Sukra Aroon and Mira Bachar should have collaborated to prioritize and communicate hydrotherapy requirements to the Infrastructure Team.
• E. Brinda Vyas and Hira should have ensured hydrotherapy treatments were align with business strategy.
• F. Mira Bachar and Lee Tan should have worked together to integrate stakeholder feedback into the Product Backlogs before the next Sprint.
• G. Mira Bachar should have amended the Product Backlogs to include explicit hydrotherapy infrastructure requirements for both Delivery Teams.
• H. Sukra Aroon should have documented hydrotherapy infrastructure requirements in the Solution Architecture Definition so the two Delivery Teams were aligned.