Using the information provided in the additional information, answer the following question on building a change analytics strategy.
Is the measure requested by the Customer Services Director likely to be affected by any of the practical considerations of data analytics?

• A. Yes, because the measure is not providing feedback on progress when action can be taken.
• B. No, because the data would be collected by Customer Services' operations after the changes.
• C. Yes, because the measure may be inaccurate through restricting the data source to one area.
• D. No, because customer feedback should be prioritized over internal analysis.

(At a meeting, Hira reminded all project participants of their role responsibilities.
Which statement does NOT comply with AgilePM?)

• A. Hira ensures effective collaboration between everyone and removes blockers.
• B. Developers provide consensus-based estimates to support effective planning and prioritization.
• C. Developers collaborate with each other and Sukra Aroon who ensures technical integrity of the solution, that it meets agreed priorities.
• D. Mira Bachar ensures business needs are clear and prioritized so the Delivery Teams can deliver maximum value.
• E. Brinda Vyas owns and communicates the project vision, ensuring everyone understands how they contribute to the business goals.
• F. Hira reviews Sprint Backlogs each Sprint to check and focus priorities and dependencies.
• G. Mira Bachar collaborates with Brinda Vyas, Sukra Aroon, and Hira to balance business priorities, technical feasibility and delivery constraints.
• H. Brinda Vyas resolves business-related conflicts and needs to be sufficiently available so Delivery Teams can move forward without delay.

During the Foundations phase for Project Increment 4, Sukra Aroon held a meeting with Hira, Mira Bachar, andWanida Anong, to ensure alignment and compliance with EPR company policies, local regulations, and international standards. The meeting also clarified how financial and investment decisions would be made for Project Increment 4, ensuring alignment with EPR business priorities, and how this information will be tracked, controlled and evidenced.
Wanida Anong, who works across multiple sites worldwide, attended the meeting in person but has limited availability throughout the Project Increment.

(During the meeting, Hira shared concern that the fixed end date for Project Increment 4, aligned with the start of next season, creates a risk as elements of the Eco-spa may not be ready in time. Based on AgilePM guidance, which of the following is an appropriate response to managing this risk?)

• A. Focus first on completing all compliance-related work to avoid late-stage regulatory issues, deferring guest experience features if necessary.
• B. Extend the Project Increment deadline beyond the start of next season if necessary, ensuring that all planned deliverables meet the original quality expectations.
• C. Use MoSCoW prioritization to ensure that Must Have features are delivered first, while lower-priority features can be deferred or adjusted if time runs out.
• D. Increase Delivery Team capacity by hiring additional temporary resources to ensure all planned features are completed before the deadline.

As Sprint 5 comes to an end, the Infrastructure Delivery Team is facing delays due to:
. Heavy rainfall affecting the Wellness Garden.
. Local supplier issues causing material delivery delays.
Dependency on external contractors for hydrotherapy equipment.
The Operations Delivery Team is unable to finalize details of the hydrotherapy treatments without testing them in the context of the facilities being constructed. The marketing materials cannot be generated until this work is complete.
In addition to the Developers, the teams include:

(Sarah Lark is concerned that delays will mean lots of work but no measurable progress.
Is it appropriate for Hira to change progress reports to focus on the Delivery Teams effort instead of delivered features?)

• A. Yes, because AgilePM values commitment and workload tracking.
• B. No, because effort-based reporting misleads stakeholders on actual progress.
• C. Yes, because tracking effort ensures transparency and stakeholder confidence.
• D. No, because effort-based reporting measure value generated instead of time elapsed.

Using the Project Scenario and the additional information provided for
this question in the Scenario Booklet, answer the following questions
about Feasibility.
Remember to limit your answers to the number of selections requested in each question.
Which 2 statements describe the appropriate application of Agile Project Management when developing the Feasibility Assessment?

• A. The different options should be presented to the ' Hoy for Hoy Hall ' Action Group for their feedback before the chosen outline solution is finalised.
• B. The Architecture Angels ' Finance Director should approve the final
  Business Case as part of the Feasibility Assessment.
• C. The new Project Manager should NOT be involved in finalising the
  Feasibility Assessment.
• D. The Timber Tigers ' Site Manager should be the sole approver of the finalised Feasibility Assessment before development commences.
• E. The Earth Excavations ' Head Gardener should contribute to the outline solutions considered for the gardens.