PMI-ACP Online Practice Questions and Answers

The best description of the purpose of the daily standup in Agile projects is to:

A. Resolve the key issues and risks that are likely to hinder project progress.

B. Provide insight and reassurance to the Product Owner to strengthen that relationship.

C. Inform the project lead of project status for reporting to stakeholders.

D. Raise the visibility of each person's work and to ensure the work is integrated.

Which one is NOT a Pillar of Scrum?

A. Transparency

B. Inspection

C. Adaption

D. Empiricism

On an Agile team, the project leader works to remove impediments from blocking the team's progress. This is known as what type of leadership?

A. Servant

B. Command and control

C. Consensus-driven

D. Functional management

Similar to inspect and adapt in Scrum, this can be represented as Build, Measure, Learn.

A. Six Sigma

B. Kaizen

C. DMAIC

D. Agile Learning Cycle

This management approach is based on knowing well defined goals but not the means for a solution.

A. Traditional Project Management

B. Emertxe Project Management

C. Extreme Project Management

D. Agile Project Management

During a backlog refinement meeting, a senior team member raises a concern about an epic sizing that requires the use of a new interface for a vendor product. The product owner acknowledges this as a risk. What should the product owner do now?

A. Log the risk in the risk register, and share the information with impacted stakeholders at the next monthly review meeting.

B. Create a spike story to determine what needs to be done to use the new interface.

C. Lower the epic's priority so that it can be deferred, and analyze it during backlog refinement meetings.

D. Move the work to the vendor, since they have better knowledge of interface implementation.

A development team, new to scrum, questions the need to collect metrics on team performance. While team members understand velocity and burn down, they feel that once velocity becomes settled it is needless to keep track. What should the agile coach tell the team?

A. Continuing to track velocity allows functional managers to assess whether or not the team is performing at the desired rate.

B. The trends will show how the team performs against other scrum teams in the organization.

C. Tracking velocity will provide a baseline for the team to see how their continuous improvement efforts are working.

D. Tracking velocity will document and communicate team health to the stakeholders.

An agile team is working well together, but productivity has been flat.

What can the project leader do to help them improve performance?

A. Review the burndown chart to identify ways to increase efficiency.

B. Chair a weekly team retrospective focusing on identifying areas for continuous improvement.

C. Ask a senior manager to initiate a root-cause analysis.

D. Identify team key performance indicators (KPIs) and create positive incentives when targets are achieved.

A project sponsor is upset that an enhancement will be unavailable until next year.

What should the product owner do?

A. Accept responsibility for the product's delay.

B. Ensure that the project sponsor's priorities are in the product backlog.

C. Negotiate with the project sponsor for increased funding.

D. Empower the project sponsor to manage the product backlog.

At the retrospective, the burndown chart shows that the project is slightly behind schedule. The project team identifies an inexperienced software engineer as the source of reduced velocity.

How should the project team address this issue?

A. Suggest pair programming during the retrospective.

B. Ask the product owner to re-prioritize the user stories at the next retrospective.

C. Re-estimate the story points with team members at the next iteration planning meeting.

D. Assign less complex user stories to the inexperienced software engineer at the next iteration planning meeting.