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PMI-ACP® certification is becoming increasingly popular as more organizations adopt Agile practices. Companies are looking for professionals who can effectively manage Agile projects and help their teams to deliver high-quality products quickly and efficiently. For professionals who are looking to advance their careers in Agile project management, the PMI-ACP® certification is an excellent option. It is a globally recognized credential that demonstrates a practitioner’s knowledge and skills in Agile methodologies, making them valuable assets to any organization.
NEW QUESTION # 277
During an iteration, an agile team discovers infrastructure requirements that were not initially considered.
What should the team do to effectively manage this?
- A. Immediately start working on these requirements.
- B. Add these requirements into the product backlog for future consideration.
- C. Raise the discovery of these requirements as an issue, and escalate to management.
- D. Rework the iteration scope to accommodate these requirements.
Answer: B
NEW QUESTION # 278
An agile project manager is planning the initial scope, schedule and cost range estimates on a new project.
The team will be using Kanban to control work.
What metrics should the team use to measure performance?
- A. Work in progress limits Kanban board, and time boxes
- B. Lead time, throughput and due date performance
- C. Burndown charts, scatter diagrams, and throughput
- D. Work item types, sprint cadences, and defect classes
Answer: B
NEW QUESTION # 279
The team underestimated the complexity of a story, resulting in new decomposition of the work to be delivered in the current sprint and items to be returned to the backlog. What should the Scrum Master do next?
- A. Ask the project manager to work with the product owner to help generate clearer stories in the future.
- B. Allow the team to devise a corrective action without external intervention.
- C. Develop guidelines to prevent future occurrences.
- D. During the retrospective, discuss the issue and create an action plan to avoid it in the future.
Answer: D
NEW QUESTION # 280
An agile team is working well together, but productivity has been flat. What can the project leader do to help them improve performance?
- A. Chair a weekly team retrospective focusing on identifying areas for continuous improvement.
- B. Ask a senior manager to initiate a root-cause analysis.
- C. Review the burndown chart to identify ways to increase efficiency.
- D. Identify team key performance indicators (KPIs) and create positive incentives when targets are achieved.
Answer: C
NEW QUESTION # 281
During a sprint, the team encounters a technical problem that becomes an impediment to completing two stories What should the scrum master do?
- A. Ask a technical manager or architect to determine a solution to the problem
- B. Work with the product owner to add a spike to the next sprint to identify a solution
- C. Create a collaborative team environment so that the team can explore a solution together
- D. Ask the lead developer to identify a solution, and then share the details with the team
Answer: C
NEW QUESTION # 282
An agile team member from a cross-functional team has been unable to complete assignments due to tasks assigned by the functional manager. What should the Scrum Master do?
- A. Demand that the functional manager respect the project charter
- B. Dismiss the team member
- C. Discuss the situation with the functional manager
- D. Report the functional manager to the project sponsor
Answer: C
NEW QUESTION # 283
An agile team's client has been asked to expedite the delivery of the next release. By delivering one month early, the company can generate USS40.000 more than expected for the quarter. What should the agile team do?
- A. Adhere to the new deadline and immediately advise the client that the schedule has been expedited.
- B. Request additional resources to meet the expedited deadline and obtain training for the new resources.
- C. Advise the client that it is best to continue as planned rather than introduce unforeseen risks by expediting the schedule.
- D. Submit a change request to the client with a 50% increase in charges due to the new potential profit.
Answer: C
NEW QUESTION # 284
During a mature agile team's planning meeting, a team member proposes a new framework that would considerably reduce implementation time. However, the team lacks the confidence to try the new framework.
To help the team gain confidence, what should the agile practitioner suggest?
- A. Create an Ishikawa diagram
- B. Perform a pre-mortem analysis.
- C. Complete a variance and trend analysis
- D. Develop a spike
Answer: D
NEW QUESTION # 285
A team lead reviews processes and identifies bottlenecks that prevent the teams from quickly delivering minimum viable products (MVPs). Which responsibility falls within the context of servant leadership?
- A. Facilitate the team's agile retrospective meeting
- B. Identify the sequence for developing stories within an iteration
- C. Guard the team against external distractions
- D. Escalate points of conflict the team cannot resolve
Answer: C
Explanation:
As a servant leader, one of the key responsibilities is to protect the team from external distractions and interruptions that could affect their ability to focus and deliver value. This allows the team to work in a productive environment and maintain their focus on the important tasks, such as delivering the minimum viable product (MVP). By removing impediments and guarding against distractions, the servant leader enables the team to be more effective and efficient.
NEW QUESTION # 286
A newly formed development team experienced difficulty with accurately estimating product backlog items.
As a result, the team failed to deliver all of the features in the sprint backlog for the past two iterations.
What should the team do to improve the accuracy of their estimates?
- A. Increase the size of the development team until the team is able to deliver the entire agreed-upon sprint backlog in a single sprint.
- B. Begin tracking estimated effort metrics as an input to performance evaluation
- C. Discuss estimating techniques in the daily scrum meeting
- D. Decrease the sprint time box until the team is able to deliver the entire agreed-upon sprint backlog in a single sprint
Answer: C
NEW QUESTION # 287
The process of reviewing, testing, and accepting implemented features is called:
- A. Retrospective.
- B. Iteration planning.
- C. Scope verification.
- D. Stakeholder review.
Answer: C
NEW QUESTION # 288
A scrum master is observing the daily coordination meeting of an agile development team. The scrum master realizes that one of the developers is confused about a business rule for the solution they are building.
How should the scrum master address this issue?
- A. Speak up immediately during the daily coordination meeting and clarity the issue to avoid any further confusion.
- B. Follow the appropriate channels by contacting the product owner and asking them to address the issue with the team.
- C. Wait until the sprint review to explain how the product increment needs to be changed to be acceptable.
- D. Take a few minutes to speak with the developer after the daily coordination meeting and provide clarification.
Answer: D
Explanation:
In this situation, the Scrum Master observes that the developer is confused about a business rule during the daily coordination meeting. The best approach is to address the issue directly with the developer after the meeting. This ensures that the developer receives the clarification they needwithout disrupting the flow of the meeting or drawing unnecessary attention to the issue during the daily standup.
NEW QUESTION # 289 
A product owner is working on a special agile project for the automobile industry. The project team is responsible for all of the issues related to vehicle electronic control units. The team hasobserved a significant backlog of items in the "In progress' column (Refer to the kanban board). This accumulation is causing delays in task completion and impacting overall project timelines. The team operates in a dynamic environment where requirements frequently change, and stakeholders demand quick turnarounds.
What should the project team adopt to address this issue and improve task flow, considering all the demands?
- A. Add more team members with varying levels of expertise to handle the increased workload, aiming to accelerate task completion and reduce the backlog in the 'In progress" column.
- B. Move tasks to the 'Done" column regardless of their completion status to give the appearance of progress and alleviate the pressure of the backlog.
- C. Limit the work in progress (WIP) and implement strict policies to encourage team members to focus on completing existing tasks before starting new ones, ensuring a balanced workload.
- D. Increase the number of items allowed in the 'In progress" column to accommodate the high volume of tasks and provide flexibility.
Answer: C
Explanation:
In Kanban, limiting work in progress (WIP) is a key practice to improve task flow and reduce bottlenecks. By restricting the number of tasks that can be worked on at any given time, the team is forced to focus on completing the tasks that are already in progress before taking on new ones. This helps reduce the accumulation of tasks in the "In Progress" column, ensures that tasks move through the workflow more efficiently, and ultimately helps to meet project timelines more effectively. It also promotes better quality, as team members can focus on fewer tasks at a time.
NEW QUESTION # 290
A newly formed team is struggling to work together and agree on how to complete tasks in the upcoming sprint. What should the scrum master do to support the team?
- A. Advise the team on the correct course of action to avoid disagreements.
- B. Remove the team members that are in disagreement to ensure unity in the team.
- C. Resolve the disagreement for the team as a servant leader.
- D. Encourage the team to continue trying to resolve their disagreements.
Answer: D
Explanation:
The Scrum Master's role as a servant leader is to support the team, not to resolve conflicts for them. It is important for the team to work through their disagreements themselves, as this fosters collaboration and improves their problem-solving skills. The Scrum Master should encourage open communication and guide the team toward healthy conflict resolution, ensuring that the disagreements are addressed constructively. This approach helps the team build trust, improves their cohesion, and strengthens their ability to handle challenges in the future.
NEW QUESTION # 291
During an iteration, an urgent customer request for support reaches the team. If they work on it, the team's commitments in this iteration are at risk.
What should the team do next?
- A. Work on the customer request in the next iteration as a top priority.
- B. Work overtime to meet the customer request and the iteration commitments.
- C. Work with the product owner to assess the impact for reprioritization.
- D. Ask another team that is less busy to handle the situation.
Answer: C
NEW QUESTION # 292
An agile coach advised a project manager to continuously improve their ability to support their team and remove any obstacles in the project's way. What role is the agile coach advising to the project manager to take on?
- A. Scrum master
- B. Servant leader
- C. People manager
- D. Squad leader
Answer: B
Explanation:
The role of a servant leader focuses on serving the team by removing obstacles, providing support, and ensuring that the team has what it needs to be successful. The agile coach is advising the project manager to adopt this mindset, which is central to Agile leadership. In this role, the project manager focuses on enabling the team's success rather than taking a directive or authoritative approach.
NEW QUESTION # 293
A Scrum Master would like to provide information to key stakeholders on the daily resource and project activities. Which tool should the Scrum Master use to provide these updates?
- A. Release burnup chart
- B. Iteration burndown chart
- C. Velocity metrics
- D. Shared vision statement and sprint goal
Answer: B
NEW QUESTION # 294
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PMI-200 (PMI Agile Certified Practitioner (PMI-ACP)®) Certification Exam is the credential for agile practitioners. It is a globally recognized certification exam that validates an individual's knowledge and skills in agile methodologies, including Scrum, Kanban, XP, and Lean. PMI Agile Certified Practitioner (PMI-ACP)® certification exam is a highly recommended option for professionals who have experience in agile project management or in working in an agile environment.
PMI-ACP certification is ideal for professionals who want to enhance their career prospects by demonstrating their expertise in agile project management. It is also suitable for organizations that are looking to adopt agile methodologies and want to ensure that their project managers have the necessary knowledge and skills to lead agile projects successfully.
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