[2026年02月]更新のAgilePM-Foundation問題集には100%厳密検証された問題と解答で合格保証もしくは全額返金
合格させるAPMG-International AgilePM-Foundation試験には練習テスト問題集豪華お試しセット
AGILEPM-Foundation試験では、AGILEPM哲学、原則、プロセスなど、アジャイルプロジェクト管理のさまざまな側面をカバーしています。この試験では、AGILEPMチームリーダー、製品所有者、開発チームなど、アジャイルプロジェクトのさまざまなチームメンバーの役割と責任も対象となります。さらに、この試験では、優先順位付け、タイムボックス化、モスクワの優先順位付けなどの重要なAGILEPM技術をカバーしています。全体として、AGILEPM-Foundation試験は、アジャイルプロジェクト管理の方法論について学び、プロジェクト管理スキルを向上させたい専門家にとって不可欠な認証です。
AgilePM-Foundation 認定試験は、アジャイルプロジェクト管理の知識とスキルを向上させたい個人にとって有益な認定資格です。また、アジャイルプロジェクト管理方法論をプロジェクトに採用したい組織にとっても有益です。この認定資格により、協力、柔軟性、持続的な改善を促進することで、個人や組織はプロジェクトの提供を改善することができます。
質問 # 37
What role normally facilitates the Daily Stand.up?
- A. Business Advisor
- B. Team Leader
- C. Technical Advisor
- D. Project manager
正解：B
解説：
The role that normally facilitates the Daily Stand-up in AgilePM is the Team Leader5. The Team Leader ensures that the meeting is focused on progress toward the iteration goal and facilitates effective decision-making during the stand-up.
質問 # 38
In what phase is it first established whether further investigation of the project is justified?
- A. Pre-Project
- B. Feasibility
- C. Foundations
- D. Evolutionary Development
正解：B
質問 # 39
Which is NOT a Scrum Value?
- A. Commitment
- B. Focus
- C. Drive
- D. Openness
正解：C
解説：
Comprehensive and Detailed Explanation (concise, policy-compliant):
Scrum is built on five explicit values that guide behavior and decisions: Commitment, Focus, Openness, Respect, and Courage. These values support Scrum's empirical foundations-transparency, inspection, and adaptation-by fostering trust, candor, and accountability within the team and with stakeholders. "Commitment" underscores owning goals and the Definition of Done; "Focus" directs effort toward Sprint and Product Goals; "Openness" encourages visibility of work and issues; "Respect" sustains a collaborative, professional environment; and "Courage" enables tackling hard problems and being transparent about progress and impediments. "Drive" is not one of the five Scrum values. While individual motivation matters, Scrum emphasizes collective commitment and sustainable pace over generic notions of "drive." Therefore, among the options provided, Drive is the one that is not a Scrum value.
質問 # 40
What is the purpose of the Foundations Summary?
- A. To document how stakeholders will be engaged and standards that will be applied.
- B. To define the tools, techniques, customer, practices and standards that will be applied
- C. To provide enough information to decide whether the project is likely to deliver return on investment
- D. To define the scope of the requirements that the project needs to address
正解：C
質問 # 41
Which of the following is a stated benefit of using DSDM?
1. The business is better able to direct development
2. Designs are based on predicted
3. The risk of building the wrong solution Is reduced
4. Deployment is more likely to go smoothly
- A. 1, 3, 4
- B. 2, 3, 4
- C. 1, 2, 4
- D. 1, 2, 3
正解：A
解説：
The stated benefits of using DSDM include the business being better able to direct development, the reduced risk of building the wrong solution, and a smoother deployment process2. These benefits stem from DSDM's iterative approach and close collaboration with stakeholders2.
質問 # 42
Which responsibility relates to the role of the Business Ambassador?
- A. Resolve business issues and make financial decisions
- B. Responsible for the Business Case and project budget.
- C. Provide day-to-day detail of the requirements during timeboxes
- D. Provide the team with strategic direction.
正解：C
解説：
The responsibility of the Business Ambassador in AgilePM is to provide day-to-day detail of the requirements during Timeboxes. This role involves representing the interests of the business within the project team, ensuring that the evolving product meets the business needs. The Business Ambassador works closely with the development team to clarify requirements, provide feedback, and make decisions promptly to keep the project on track.
References:
* AgilePM Foundation Handbook
* "Agile Project Management for Dummies" by Mark C. Layton
質問 # 43
When would stopping a project demonstrate good financial governance?
- A. When the Solution Architect thinks the business solution has been optimized
- B. When the Business Sponsor cannot justify further funding in business terms
- C. When the Scrum Teams are failing to collaborate effectively and productivity declines
- D. When the Project Manager reports a predicted overspend or late completion
正解：B
解説：
AgilePM requires continued business justification. The Business Sponsor owns the investment decision and ensures funding remains warranted by expected benefits, value, and risk. If, at any point, the Sponsor cannot justify further funding in business terms-for example, the benefits have diminished, risk has escalated beyond tolerance, or opportunity costs are too high-stopping the project (or pivoting) is sound financial governance. Reports of overspend, lateness, or team dysfunction (options C and D) are important signals, but they trigger re-planning and decision-making; they are not, by themselves, the governance criterion. Architectural opinions (A) do not substitute for business justification. The decisive governance action is to halt funding when the Business Case no longer holds, safeguarding organizational resources.
質問 # 44
According to Tuckman, in what stage of the team development model will members of the team be 'working collectively to achieve results'?
- A. Storming.
- B. Forming.
- C. Adjourning.
- D. Performing.
正解：D
解説：
* Performing Stage: In this stage, team members work cohesively towards achieving results. Roles and processes are clear, and collaboration is at its peak.
* Other Stages:
* Forming: Initial setup with limited collaboration.
* Storming: Characterized by conflict and role clarification.
* Adjourning: Focused on disbanding after tasks are completed.
Key AgilePM Concepts Referenced:
* Team Development Models: AgilePM Handbook, Chapter 5, Section 5.4.
質問 # 45
How are the business roles critical to the success of a DSDM project?
- A. Guide the evolution of the solution at the detailed level
- B. Provide formal progress reporting
- C. Make all decisions
- D. Lead Solution Developer demonstrations
正解：A
解説：
Business roles are critical in a DSDM project as they guide the evolution of the solution at a detailed level6. They provide day-to-day business direction and ensure that the solution being developed aligns with the business needs and objectives.
質問 # 46
To show the change is on track, Change Managers must define and agree on a set of measures that reflect the desired outcomes. What are these often called?
- A. Key performance indicators.
- B. Islands of stability.
- C. Incremental milestones.
- D. Transition tranches.
正解：A
解説：
* 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.
質問 # 47
Which phase in the DSDM process aims to understand the scope of work and, in broad terms, how it will carried out, by whom, when and where?
- A. Pre-Project
- B. Feasibility
- C. Foundations
- D. Evolutionary Development
正解：C
質問 # 48
Which of the following is NOT a Project role?
- A. Project Manager
- B. Business Visionary
- C. Solution Architect
- D. Solution Developer
正解：C
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 # 49
How should DSDM team measure progress?
- A. Based on what has been delivered at the end of a Timebox.
- B. Based on the completion of activities rather than the delivery of products
- C. Through a project dashboard
- D. Through an analysis of the Instrumental Success Factors.
正解：A
解説：
A DSDM team should measure progress: B. Based on what has been delivered at the end of a Timebox5.
質問 # 50
Which of the following is a DSMD principle?
- A. Build incrementally in Timeboxes
- B. Build incrementally
- C. Build incrementally from Feasibility onwards
- D. Build incrementally from firm foundations
正解：D
解説：
The DSMD (Dynamic Systems Development Method) principle of "Build incrementally from firm foundations" emphasizes the importance of having a solid understanding of the project's foundation before proceeding with incremental development. This principle ensures that each increment is built upon a stable base, which supports the overall project integrity and success.
質問 # 51
Which approach is recommended for helping people through the 'change curve'?
- A. Assume that everyone will eventually move on in time to deal with the change.
- B. Recognize negative emotions as a sign that the change is being managed badly.
- C. Actively involve line managers in listening and providing support.
- D. Advise people not to discuss their problems with colleagues.
正解：C
解説：
* Actively Involve Line Managers: Change management frameworks highlight the importance of involving line managers to support individuals through the emotional phases of the change curve. Line managers can offer guidance, listen to concerns, and provide the reassurance needed to navigate uncertainty.
* Why the Other Options Are Incorrect:
* B: Negative emotions are a normal part of the change curve and should not automatically be seen as mismanagement.
* C: Discouraging discussion can create further resistance and disengagement.
* D: Assuming individuals will adapt over time neglects the need for proactive engagement and support.
Key AgilePM Concepts Referenced:
* Navigating the Change Curve: AgilePM Handbook, Chapter 6, Section 6.3
質問 # 52
Which of the following is an important way a change manager supports sponsors in their role?
- A. Protect them from the demands of line leaders.
- B. Gain the commitment of other executive leaders.
- C. Prepare the change vision for them.
- D. Offer them feedback and coaching.
正解：D
解説：
* 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.
質問 # 53
Identify the missing words in the following sentence.
AgilePM planning concepts help keep [?] without excessive bureaucracy.
- A. Scrum work progressing
- B. projects on track
- C. commitments in place
- D. Backlog items arranged
正解：B
解説：
AgilePM emphasizes lightweight but effective planning that maintains control without bureaucracy. Core planning concepts include timeboxing (fixed-duration delivery windows), MoSCoW prioritization (flexing scope to protect time/cost/quality), incremental and iterative delivery (frequent demonstrations and review), and rolling-wave planning (planning at multiple horizons). Together these techniques ensure transparency, predictable cadence, and early value while avoiding heavyweight documentation or rigid stage gates. Plans are living forecasts refined through continuous feedback and empirical evidence from delivered increments. Governance focuses on outcomes and fitness for purpose rather than exhaustive upfront detail. This is why the guidance often summarizes that AgilePM planning "keeps projects on track," enabling teams to respond to change, surface risks early, and align stakeholders around real progress. Options A, C, and D capture fragments of agile practice, but they understate the project-level intent. The correct completion is "projects on track."
質問 # 54
According to Tuckman, in what stage of the team development model are team members likely to want to test and challenge assumptions?
- A. Storming.
- B. Forming.
- C. Adjourning.
- D. Performing.
正解：A
解説：
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.
質問 # 55
What does DSDM refer to the Minimum Usable Subset?
- A. The Must Have requirements
- B. All requirements in the functional specification
- C. Those requirements that have passed user acceptance testing
- D. The Must, Should and Could have requirements
正解：A
質問 # 56
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. Accelerating movement towards the vision.
- B. Celebrating visible, significant short-term wins.
- C. Building and maintaining a guiding coalition.
- D. Creating a sense of urgency around a single big opportunity.
正解：B
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 # 57
Which of the following are recognized DSDM styles of Timebox?
1. Unstructured
2. Consolidated
- A. Both 1 and 2 are true
- B. Only 1 is true
- C. Neither 1 or 2 is true
- D. Only 2 is true
正解：A
質問 # 58
During what phase should a baseline of the Evolving Solution be put into operational use?
- A. Deployment
- B. Post-Project
- C. Foundations
- D. Evolutionary Development
正解：A
解説：
A baseline of the Evolving Solution should be put into operational use during the Deployment phase7. This phase is when the latest increment of the product is put into live use, marking the transition from development to real-world operation.
質問 # 59
Which of the common Agile concepts, behaviors, and techniques composes fixed periods of time, at the end of which an objective has been met?
- A. Focus on frequent delivery.
- B. Timeboxes (also known as sprints).
- C. Minimum viable product.
- D. Full transparency.
正解：B
解説：
* 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.
質問 # 60
Which of the key principles, for building and maintaining engagement throughout change, is demonstrated when we are able to talk about anything, maintain the relationship, and reach a good outcome?
- A. Dialogue.
- B. Inclusivity.
- C. Transparency.
- D. Connectivity.
正解：A
解説：
* 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.
質問 # 61
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APMG-International AgilePM-Foundation（Agile Project Management（AGILEPM）Foundation）認定試験は、プロジェクト管理の専門家にアジャイルプロジェクトを効果的に管理するために必要なスキルと知識を装備するために設計された世界的に認められた認定です。この認定は、プロジェクト管理分野でのキャリアを前進させ、アジャイル方法論の理解を高めたいと考えている個人に最適です。
2026年最新の有効なAgilePM-Foundationテスト解答APMG-International試験PDF：https://www.goshiken.com/APMG-International/AgilePM-Foundation-mondaishu.html
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