[PMI] PMI-ACP - Agile Certified Practitioner ​ Exam Dumps & Study Guide

Free [PMI] PMI-ACP - Agile Certified Practitioner ​ Practice Questions Preview

• Question 1

  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. Decrease the sprint time box until the team is able to deliver the entire agreed-upon sprint backlog in a single sprint
  • B. Discuss estimating techniques in the daily scrum meeting
  • C. Increase the size of the development team until the team is able to deliver the entire agreed-upon sprint backlog in a single sprint
  • D. Begin tracking estimated effort metrics as an input to performance evaluation

  Correct Answer: D

  Explanation:

  The AI recommends answer D.
  Reasoning: The core problem is inaccurate estimation leading to incomplete sprints. Tracking estimated effort metrics and the team's actual velocity provides valuable data to refine future estimations. By comparing estimated effort with actual output, the team can identify patterns, biases, and areas for improvement in their estimation process. This data-driven approach is crucial for a newly formed team struggling with estimations. The discussion summary correctly identifies that tracking velocity is essential for understanding the team's capacity.
  Reasons for not choosing the other answers:

  • A: Decreasing the sprint time box is not a sustainable solution for inaccurate estimations. It might force the team to cut scope but doesn't address the root cause of the problem. A shorter sprint might also increase overhead.
  • B: Discussing estimating techniques in the daily scrum is insufficient. While communication is important, it doesn't provide concrete data for improvement. The daily scrum is primarily for discussing progress toward the sprint goal, not in-depth estimation training.
  • C: Increasing the team size is unlikely to improve estimation accuracy and could introduce communication and coordination challenges, especially in a newly formed team. Adding more members without addressing the underlying estimation issues can further complicate the process.

• Question 2

  Midway through a sprint, the scrum master identifies that reassigning a certain task could help the team meet its sprint's goals.
  What should the scrum master do next?
  

  • A. Alert the team that sprint goals might not be met and create an alternative plan
  • B. Obtain team buy-in to perform modifications to the sprint backlog
  • C. Have the sprint proceed as planned
  • D. Ask the team to decide if the task should be reassigned

  Correct Answer: D

  Explanation:

  The AI agrees with the suggested answer, which is D.
  
  Suggested Answer: D
  
  Reasoning: The Scrum Master's role is to facilitate the team's self-organization and decision-making process. Reassigning a task midway through a sprint requires the team's input and agreement, as they are responsible for achieving the sprint goals. The team should discuss the potential impact of the reassignment and collectively decide on the best course of action. This approach aligns with Agile principles of self-organization and collaboration. According to the Scrum Guide, the Development Team is responsible for figuring out how to turn the Product Backlog into an Increment during the Sprint; they are self-organizing.
  
  Reasons for not choosing other answers:

  • A: While it's important to be transparent about potential risks to the sprint goals, the Scrum Master shouldn't immediately create an alternative plan without involving the team in the decision-making process. The team should first assess the situation and explore potential solutions.
  • B: While obtaining team buy-in is essential, the option is too broad. The team should be involved in the decision of reassigning the task first before modifying the sprint backlog. The action is performed too soon.
  • C: If there is a clear indication that reassigning the task can help the team meet sprint goals, then proceeding as planned without considering the option is not the right thing to do. It neglects a potential opportunity to improve the sprint's outcome.

  • Scrum Guide, https://scrumguides.org/docs/scrumguide/v2020/2020-Scrum-Guide-US.pdf

• Question 3

  During the iteration planning of a newly on boarded agile team, the product owner adds a set of high priority user stories into the iteration backlog.
  What should the team do first to define the tasks need to implement the user stories?
  

  • A. Self-organize
  • B. Assign tasks to each team member
  • C. Meet with the customer
  • D. Identify the scrum master

  Correct Answer: A

  Explanation:

  The AI assistant agrees with the suggested answer A. The best first step for the newly onboarded agile team, after the product owner adds high-priority user stories, is to self-organize.
  Reasoning:
  According to agile principles, the team should self-organize to determine how to approach the new user stories and define the necessary tasks for implementation. Self-organization empowers the team to use their collective expertise and decide on the best course of action. This aligns with the core values of agile methodologies, which emphasize team autonomy and decentralized decision-making.

  Reasons for not choosing the other options:

  • Option B: Assigning tasks to each team member prematurely contradicts the agile principle of self-organization. Task assignment should emerge from the team's discussion and planning, not be imposed.
  • Option C: Meeting with the customer, while valuable at different points, isn't the immediate next step. The team needs to first understand the user stories and plan their approach internally.
  • Option D: Identifying the Scrum Master is usually done before iteration planning. If the team is newly onboarded, the Scrum Master should already be in place to facilitate the planning process.

  Therefore, self-organization allows the team to collaboratively analyze the user stories, break them down into tasks, and decide how to allocate the work, aligning with agile best practices.

• Question 4

  A project's first iteration contains item A, and its second iteration contains item B. The first iteration is behind schedule, which will impact the second iteration.
  Since items A and B are similar, a team member suggests beginning the design of item B.
  What should the agile practitioner do?
  

  • A. Defer starting the design of item B until the second iteration is being planned
  • B. Proceed with the design of item B, since it will hasten the second iteration
  • C. Escalate the issue to the customer, and obtain their approval before starting the design of item B
  • D. Log the issue in the risk register, and request change control board (CCB) approval.

  Correct Answer: A

  Explanation:

  The AI agrees with the suggested answer, A. Defer starting the design of item B until the second iteration is being planned.
  
  Reasoning:
  The best course of action is to focus on completing the current iteration successfully. Starting the design of item B prematurely, while item A is behind schedule, can lead to several issues:

  • Increased risk of rework: If problems are encountered with item A during the first iteration, these learnings should be applied to item B. Starting item B's design early bypasses this valuable feedback loop, potentially requiring rework later.
  • Context switching and decreased focus: Shifting focus to item B distracts the team from resolving the issues with item A, potentially further delaying the first iteration. Agile emphasizes iterative development and continuous improvement, where each iteration builds upon the learnings of the previous one.
  • Potential for misalignment with evolving requirements: Customer needs and priorities may evolve between iterations. Delaying item B's design ensures that it aligns with the most up-to-date requirements.

  
  Reasons for not choosing the other answers:
  

  • B. Proceed with the design of item B, since it will hasten the second iteration: As stated above, this approach carries a risk of rework and reduced focus on resolving issues in the current iteration. Starting on Item B early could result in wasted effort if changes are needed based on the completion of Item A.
  • C. Escalate the issue to the customer, and obtain their approval before starting the design of item B: While customer communication is important, this isn't the immediate and most effective action. The agile team should first focus on resolving the issues with item A and then plan item B accordingly. Customer input is generally integrated during sprint planning.
  • D. Log the issue in the risk register, and request change control board (CCB) approval: This option is more suited for formal project management methodologies and isn't aligned with agile principles, which emphasize self-organization and quick decision-making within the team. While logging risks is important, seeking CCB approval for a design decision within an iteration is overly bureaucratic.

  
  In summary, focusing on completing the current iteration and incorporating lessons learned into subsequent iterations is a core tenet of agile development. Starting item B's design before resolving the issues with item A is counterproductive and increases the risk of rework.
  

  Citations:

  • Agile Manifesto, https://agilemanifesto.org/

• Question 5

  An Agile team is under pressure to deliver an application. The product owner anticipates many change requests from customers once the product is released.
  What should the agile team do?
  

  • A. Demand frequent product reviews by the product owner
  • B. Continuously work with the product owner to do backlog refinement and product reviews
  • C. Have the product owner provide detailed requirement specifications to ensure the proper features are delivered
  • D. During the planning session, ensure the team is committed to deliver within the specifications

  Correct Answer: B

  Explanation:

  The AI recommends sticking with the suggested answer B.
  Reasoning:

  • The scenario highlights an Agile team facing pressure to deliver with anticipated change requests. Option B, "Continuously work with the product owner to do backlog refinement and product reviews," aligns perfectly with Agile principles. Backlog refinement allows the team to incorporate upcoming changes and feedback into the product roadmap iteratively. Frequent product reviews are essential to keep the team on track and validate assumptions.
  • Agile methodologies thrive on continuous feedback and adaptation, making continuous backlog refinement a core practice.

  Reasons for not choosing the other options:

  • A. "Demand frequent product reviews by the product owner" - While product reviews are important, simply demanding them doesn't foster collaboration and might not be the most effective way to manage change.
  • C. "Have the product owner provide detailed requirement specifications to ensure the proper features are delivered" - This contradicts the agile approach, which favors responding to change over following a rigid plan. Detailed specifications upfront hinder flexibility.
  • D. "During the planning session, ensure the team is committed to deliver within the specifications" - This approach is Waterfall-like and doesn't allow for adaptation to new requirements. Agile emphasizes responding to change, not sticking to initial specifications.

  In summary, Option B best reflects Agile's iterative and adaptive nature by emphasizing continuous collaboration and backlog refinement, ensuring the team can handle anticipated changes effectively.

  Citations:

  • Agile Backlog Refinement, https://www.agilealliance.org/glossary/backlog-refinement/
  • The Scrum Guide, https://scrumguides.org/scrum-guide.html

• Question 6

  During iteration planning, it was determined that an epic should be decomposed.
  What was the determining factor?
  

  • A. Size and priority
  • B. Minimum marketable features
  • C. Release plan
  • D. Sprint mapping

  Correct Answer: A

  Explanation:

  The suggested answer is A. The AI agrees with the suggested answer A (Size and priority).
  Here's a breakdown of why:

  • Why A is the most likely answer: During iteration planning, if an epic needs decomposition, the primary drivers are its size (complexity, effort) and priority (business value, urgency). Large epics are difficult to estimate and complete within a single iteration, and low-priority epics might be deferred. Considering both allows for better sprint planning.
  • Why the other options are less likely:
    • B. Minimum marketable features: While MMFs are important, they are more related to defining the scope of a release, not necessarily the decomposition of an epic during sprint planning. An epic might contain multiple MMFs.
    • C. Release plan: The release plan is a higher-level plan than the iteration plan. While epics contribute to the release plan, the immediate trigger for decomposing an epic during iteration planning is typically its size and priority in relation to the sprint goals.
    • D. Sprint mapping: Sprint mapping is a consequence of decomposing the epic, not the cause. The need to break down an epic arises first; sprint mapping then helps to fit the resulting user stories into the sprint.

  Therefore, considering the information, size and priority are the most direct determining factors for decomposing an epic during iteration planning.

• Question 7

  What should a scrum master do when one team member falls behind in their tasks?
  

  • A. Move the task to another team member who has spare capacity in the sprint
  • B. Ask the team for suggestions
  • C. Privately offer the team member encouragement to meet task commitments
  • D. Notify the product owner

  Correct Answer: B

  Explanation:

  The AI agrees with the suggested answer, B. Ask the team for suggestions.
  The primary reason for choosing this answer is that it aligns with the core principles of Scrum, particularly self-organization and team empowerment. The Scrum Master's role is to facilitate the team's ability to solve problems collaboratively. By asking the team for suggestions, the Scrum Master encourages them to take ownership of the situation and find a solution that works best for them. This approach fosters a sense of shared responsibility and promotes a more resilient and adaptable team.
  Here's why the other options are less suitable:

  • A. Move the task to another team member who has spare capacity in the sprint: While seemingly efficient, this approach undermines the team's self-organization. The Scrum Master should not directly intervene in task allocation but rather empower the team to decide how to best manage their workload. Directly moving tasks can create dependencies and discourage the team from developing solutions together.
  • C. Privately offer the team member encouragement to meet task commitments: While offering encouragement is generally positive, doing so privately and individually doesn't address the underlying issue within the team. It may also create a perception of favoritism or undermine the team's collaborative problem-solving abilities.
  • D. Notify the product owner: The product owner is primarily concerned with the product backlog and sprint goals, not with the day-to-day task management within the development team. Alerting the product owner to this issue would be an overreaction and would not empower the team to resolve the issue themselves. The Scrum Master should shield the product owner from such internal team challenges, allowing the team to self-manage.

  The Scrum Guide emphasizes the importance of self-organizing teams. Asking the team for suggestions aligns with this principle and helps foster a more collaborative and effective working environment.

• Question 8

  A newly formed scrum team wants to foster an environment for transparency and experimentation. The team decides to use a Kanban board to record and track encountered impediments. Emphasis is placed on how issues are resolved and the strategies for preventing them in the future.
  Over time, what will be the result of this approach?
  

  • A. Kaizen
  • B. Specific, measurable, assignable, realistic, and time-based (SMART) goals
  • C. Key performance indicators (KPIs)
  • D. Muda

  Correct Answer: A

  Explanation:

  The suggested answer is A. Kaizen.
  
  The AI agrees with the suggested answer, A (Kaizen). The scenario describes a Scrum team using a Kanban board to track and resolve impediments, emphasizing prevention strategies. This approach embodies the principles of continuous improvement, which is the core of Kaizen. Kaizen focuses on making small, incremental changes over time to improve processes and eliminate waste. The team's focus on resolving issues and preventing them in the future directly aligns with this philosophy.
  
  Reasoning for choosing A (Kaizen): The team is actively working to improve their processes by identifying, resolving, and preventing impediments. This is a direct application of continuous improvement, which is the essence of Kaizen. Kaizen is a Japanese term meaning "change for better" or "continuous improvement." It is a philosophy that focuses on making small, incremental changes over time to improve processes and eliminate waste. The Kanban board is a tool that facilitates this process by making the flow of work visible and highlighting areas for improvement. As the team consistently reflects on impediments and implements preventive strategies, they are engaging in a Kaizen approach.
  
  Reasoning for not choosing the other options:
  

  • B. Specific, Measurable, Achievable, Relevant, and Time-bound (SMART) goals: While SMART goals are valuable for setting objectives, the scenario doesn't primarily focus on defining specific goals. It focuses on the process of continuous improvement through impediment resolution.
  • C. Key performance indicators (KPIs): KPIs are metrics used to evaluate the success of an organization or activity. While the team's efforts might eventually lead to improved KPIs, the primary focus of the scenario is on the process of continuous improvement, not the measurement of performance.
  • D. Muda: Muda is a Japanese term for waste. While the team's actions might reduce waste, the primary focus is on continuous improvement, which encompasses more than just waste reduction.

• Question 9

  A mature agile team welcomes a new member. Due to poor experiences with a previous team, the new member is reluctant to communicate.
  What should be the agile project leader do?
  

  • A. Bring up the new member's impediments at the next meeting to demonstrate team support of input
  • B. Assure the new member that inputs on impediments are valued, and demonstrate this at the next meeting
  • C. Have a senior leader work with the new member to avoid a negative impact on team productivity
  • D. Privately work with the new member to address any impediments

  Correct Answer: B

  Explanation:

  The AI agrees with the suggested answer, which is B. Assure the new member that inputs on impediments are valued, and demonstrate this at the next meeting.
  
  Reasoning:
  This approach directly addresses the new member's reluctance to communicate by creating a safe and supportive environment. By assuring the new member that their input is valued and then demonstrating this value during a meeting, the agile project leader can build trust and encourage participation. This fosters a collaborative team dynamic, which is a core principle of Agile methodologies. This aligns with Agile principles of open communication, respect, and psychological safety.
  
  Reasons for not choosing other options:
  

  • A. Bring up the new member's impediments at the next meeting to demonstrate team support of input: This approach could potentially make the new member feel uncomfortable or exposed, especially given their past negative experiences. It may create unnecessary pressure and could be counterproductive.
  • C. Have a senior leader work with the new member to avoid a negative impact on team productivity: Involving a senior leader is generally not the most effective first step. It might be perceived as an escalation and could make the new member feel singled out or micromanaged. Addressing the issue directly at the team level is preferable.
  • D. Privately work with the new member to address any impediments: While individual coaching and mentoring have value, addressing the issue of communication in the group setting and assuring and demonstrating to the new team member that their inputs are valued can be more effective in building a cohesive team environment and encouraging participation. This option might not address the underlying issue of the team's culture and communication norms, especially in an Agile environment where transparency and collaboration are key.

  • Citations:
    • Agile Manifesto, https://agilemanifesto.org/

• Question 10

  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 the lead developer to identify a solution, and then share the details with the team
  • B. Ask a technical manager or architect to determine a solution to the problem
  • C. Work with the product owner to add a spike to the next sprint to identify a solution
  • D. Create a collaborative team environment so that the team can explore a solution together

  Correct Answer: D

  Explanation:

  The AI agrees with the suggested answer.
  The best course of action for the Scrum Master is to create a collaborative team environment so that the team can explore a solution together (Option D).
  Reasoning: Agile methodologies emphasize self-organizing teams and collaborative problem-solving. The Scrum Master's role is to facilitate the team's process and remove impediments, not to dictate solutions. By fostering a collaborative environment, the Scrum Master empowers the team to leverage its collective knowledge and experience to identify the best solution. This approach aligns with the core Agile principles of team empowerment and shared responsibility (Schwaber & Sutherland, 2020).
  Why other options are not suitable:

  • Option A: Asking the lead developer to identify a solution undermines the team's collective ownership and problem-solving capabilities. This is a more traditional, hierarchical approach, which is not in line with Agile principles.
  • Option B: Asking a technical manager or architect to determine the solution also goes against the self-organizing nature of Agile teams. It centralizes decision-making and prevents the team from developing its problem-solving skills.
  • Option C: Adding a spike to the next sprint delays addressing the impediment and potentially impacts the sprint goal. The Scrum Master should facilitate addressing the impediment within the current sprint if possible. While spikes can be useful for research, the initial approach should be to leverage the team's knowledge to resolve the issue immediately (Cohn, 2010).

  Therefore, empowering the team to collaborate and find a solution in the current sprint aligns best with Agile principles.

  The key is to facilitate collaboration within the current sprint to address the impediment.

  Citations:

  • Schwaber, K., & Sutherland, J. (2020). The Scrum Guide. https://scrumguides.org/scrum-guide.html
  • Cohn, M. (2010). Succeeding with Agile: Software Development Using Scrum. Addison-Wesley Professional.