The strategy for Iterative Development should be considered during the Foundations phase. This phase establishes a firm foundation for the project, ensuring that only the right projects are started and that they are set up correctly, considering aspects such as feasibility and business case1. It’s crucial to have a clear strategy for Iterative Development at this stage to guide the subsequent phases of the project effectively. 

In DSDM, it is true that one DSDM role does not necessarily mean one person. This allows for flexibility in assigning roles based on the project’s needs and the individuals’ skills and capacities. It is possible for one person to hold multiple roles or for a role to be shared among several people, depending on what is most effective for the project. 

Principle 1 – Focus on the Business Need suggests that every decision taken during a project should be viewed in light of the overriding project goal. This principle ensures that all decisions align with the main objective of delivering what the business needs, thus maintaining a clear focus on achieving the project’s goals.

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.

When initially creating MoSCoW priorities in AgilePM, the primary focus is on Timebox priorities. This approach ensures that each Timebox (a fixed period during which specific tasks must be completed) has clear and prioritized objectives. The MoSCoW method (Must have, Should have, Could have, Won't have this time) helps the team to deliver the most critical features within the given timeframe, thereby optimizing the value delivered in each iteration. This prioritization ensures that essential functionalities are completed first, making the project adaptable and resilient to changes. Reference: AgilePM Foundation Handbook "Agile Project Management with Scrum" by Ken Schwaber

DSDM differs from most other Agile approaches because it focuses on the entire project lifecycle 4 5 6 . This includes pre-project, feasibility, foundations, development, and deployment phases, ensuring a comprehensive approach to project management.

gilePM 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.”

In a DSDM project, contingency is typically managed by varying the features to be delivered 6 . This approach aligns with the DSDM principle of delivering the most critical work first and using the MoSCoW prioritization to adjust the scope of delivery as needed.

Minimum Viable Product (MVP) : An MVP allows early customers to use a product and provide valuable feedback, which is then incorporated into subsequent iterations. This is central to Agile practices, emphasizing incremental delivery and responsiveness to user needs.

Other Options :

B : Full transparency relates to visibility into processes and progress, not product development.

C and D : These refer to team dynamics, not product delivery.

Key AgilePM Concepts Referenced :

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

Statement 1 : Correct . The change curve describes typical emotional responses to change, including denial, resistance, exploration, and commitment.

Statement 2 : Incorrect . The change curve applies to both positive and negative changes, as it reflects the adjustment process regardless of the perceived nature of the change.

Key AgilePM Concepts Referenced :

Emotional Responses to Change : AgilePM Handbook, Chapter 6, Section 6.3.