The statement that does NOT comply with AgilePM is H .
In AgilePM, the Project Manager does play an important coordination and leadership role, but reviewing Sprint Backlogs each Sprint to check and focus priorities is not the right expression of that responsibility. Prioritization is primarily driven by the business roles , and the detailed Sprint-level backlog is typically managed much closer to the Delivery Team level.
Why H is incorrect:
Priorities are not owned by the Project Manager alone. They are shaped by business need and value, usually through the relevant business ownership roles.
The Sprint Backlog is a detailed delivery artifact used by the team to organize and execute work during the Sprint.
Hira can support coordination, visibility, dependency management, and escalation, but she should not be positioned as the person who reviews Sprint Backlogs in order to “focus priorities” each Sprint as though that were her core responsibility.
That wording shifts too much control toward the Project Manager and away from the empowered team and business-led prioritization model that AgilePM supports.
Why the other options are compliant:
A. Brinda Vyas owns and communicates the project vision, ensuring everyone understands how they contribute to the business goals.
This aligns well with the Business Visionary role. AgilePM expects the vision to be clearly owned and communicated.
B. Brinda Vyas resolves business-related conflicts and needs to be sufficiently available so Delivery Teams can move forward without delay.
This is also aligned. Business leadership must be engaged and available enough to avoid delays in clarification and decision-making.
C. Developers collaborate with each other and Sukra Aroon who ensures technical integrity of the solution, that it meets agreed priorities.
This is broadly aligned. Developers collaborate on delivery, and the Solution Architect safeguards technical coherence and integrity. The “agreed priorities” part is driven by the wider project context, but the statement is still generally consistent with AgilePM collaboration.
D. Developers provide consensus-based estimates to support effective planning and prioritization.
This fits AgilePM well. Delivery teams are closely involved in estimating because they are best placed to judge effort and feasibility.
E. Mira Bachar ensures business needs are clear and prioritized so the Delivery Teams can deliver maximum value.
This is consistent with the Product Owner-style responsibility of clarifying and prioritizing business needs.
F. Mira Bachar collaborates with Brinda Vyas, Sukra Aroon, and Hira to balance business priorities, technical feasibility and delivery constraints.
This strongly aligns with AgilePM’s collaborative approach across business, technical, and management roles.
G. Hira ensures effective collaboration between everyone and removes blockers.
This is a good AgilePM description of the Project Manager’s facilitative role.
AgilePM perspective:
AgilePM promotes:
business-led prioritization
empowered delivery teams
facilitative project management
collaborative dependency handling
clear role boundaries
A Project Manager should support transparency and coordination, but not take over detailed Sprint backlog control in a way that weakens team empowerment or business ownership of priorities.
Therefore, the statement that does not comply with AgilePM is H .
