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Comprehensive and Detailed Explanation (paraphrased from AgilePM/Agile standards; exact long extracts cannot be provided):

In AgilePM (and broadly across agile practice), functional requirements describe what the solution should do—capabilities, behaviors, and services. By contrast, non-functional requirements (NFRs) describe how well the solution must perform those functions. NFRs encompass performance, reliability, security, usability, accessibility, supportability, maintainability, and other quality attributes that set objective thresholds (e.g., response times, availability targets, encryption standards). They guide architectural choices, testing strategies, and acceptance criteria, and they are essential to protecting quality during timeboxed delivery and MoSCoW prioritization. Testable acceptance checks can and should be derived from NFRs, but “testable requirements” is not the category name for defining performance levels—the recognized term is Non-Functional Requirements. Therefore, the correct option is B.

Maintenance is not one of the interest groups into which each DSDM role is grouped1. The recognized interest groups are Business, Solution/Technical, and Management1. These groups represent the different areas of focus within a DSDM project.

In DSDM, each role is grouped into interests such as Business, Solution/Technical, and Management. Maintenance is not one of the interests into which DSDM roles are grouped. The primary focus of DSDM roles is to ensure that the project is delivered successfully by balancing business needs, technical feasibility, and effective management practices.

The quality of the evolving solution should be tested as part of the iterative development process4. This approach allows for continuous integration and testing of the solution, ensuring that quality is built into the product from the beginning and maintained throughout the development cycle.

In a DSDM project, contingency is typically managed by varying the features to be delivered6. 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.

Both statements about the Technical Coordinator role in AgilePM are true. The Technical Coordinator provides the same function from a technical perspective as the Business Ambassador does from a business perspective, ensuring that the technical aspects of the project align with the overall business objectives. Additionally, the Technical Coordinator is responsible for ensuring that the solution conforms to the requested technical standards, overseeing the technical integrity and quality of the product throughout the development process.

A DSDM team should measure progress: B. Based on what has been delivered at the end of a Timebox5.

Agility delivers the most benefit when uncertainty is high—when the problem is fuzzy, assumptions are unproven, stakeholders are still learning, and change is inevitable. In these contexts, iterative and incremental delivery, frequent feedback, and tight collaboration reduce risk by turning unknowns into knowns quickly. Timeboxing, continuous prioritization (e.g., MoSCoW), and demonstrable increments enable evidence-based decisions, allowing the team to pivot as understanding improves. Conversely, when the problem and solution are truly stable and well defined, predictive approaches can work adequately because variability is low. Likewise, heavy upfront research or a fully designed/contracted “optimal” solution implies a desire for certainty that may not exist; agile avoids over-investing in speculative plans by validating value early. Therefore, agility is most needed when discovery is paramount and adaptability is crucial—when the problem is unclear and change is inevitable.

In a free format Timebox, reviews should take place: B. Throughout the body of the Timebox3.

It is during the Feasibility phase that it is first established whether further investigation of the project is justified3. This phase aims to determine if the proposed project is likely to be feasible from both a technical and business perspective.

The PAQ is a living risk and alignment aid used to expose approach-based risks—culture, leadership, governance expectations, stakeholder availability, decision latency, technical readiness—and to agree mitigations. AgilePM positions the PAQ for early use and for periodic re-use at key checkpoints. As the Foundations phase completes, the project has clarified goals, governance, roles, and planning baselines; revisiting the PAQ then helps validate that the agreed approach actually fits the now-explicit context and that residual risks have owners and responses. If Foundations is later revisited (for example, after significant change in scope, funding, or organization), the PAQ should be revisited as well to re-check assumptions and tune mitigations. Treating the PAQ as a one-off document would miss its purpose: to sustain a fit-for-purpose approach as conditions evolve. Therefore, both statements are true.