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PMI Agile Certified Practitioner (PMI-ACP) Questions and Answers

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Questions # 31:

A project team realizes that an important task on the iteration backlog will take more time than originally estimated What should the project team do?

Options:

Continue working on the task until it is completed

Remove the task owner from the project team

Add resources to reduce time to task completion

Stop working on the task and include it in the next iteration

Answer

Questions # 32:

The product owner wants to build security firewalls into the product. How can the team members support this?

Options:

Add new security features to the backlog and prioritize.

Execute a spike to research security features for the project.

Ask questions to determine where and how the product owner wants to use the product.

Ask questions to determine if the product owner can define the desired level of security.

Answer

Questions # 33:

Which agile practice would most significantly increase a team's velocity?

Options:

Daily standups

Iteration and release planning

Training in areas of weakness

Iteration

Answer

Questions # 34:

Why should an agile coach model agile principles and behaviors, become self-aware, and be present?

Options:

To better listen, serve and help the team grow their strengths individually and as a team

To convince people what they need to do

To help better disguise the command and control approach

To understand team dynamics and develop a high performing team

Answer

Questions # 35:

A new product owner needs to manage the backlog of a high-visibility fast-moving project that is consuming a considerable amount of time What should the product owner do?

Options:

Schedule regular meetings with the scrum team to write, groom and size user stories

Focus on stories based on the highest number of story points to first address those items with the highest value

Seek regular input from project stakeholders, and reflect this input in the backlog's priorities

Schedule in-person monthly meetings with key stakeholders to review the project's progress

Answer

Questions # 36:

A servant leader is leading a high-visibility project to deliver a new product. The servant leader has been able to build a cross-functional team and create a team space where the team is collocated. The servant leader started receiving frequent visits from a company director, who continually asks a specific team member questions about project progress. The conversations are distracting the team from their goal.

What should the servant leader do?

Options:

Coach the company director on agile approaches and good practices.

Ask the product owner to speak to the director because their visits are delaying the project.

Ask the director and team member to leave the room so they can have a private conversation.

Coach the team member on how to report progress to directors and executives.

Answer

Explanation

As a servant leader, it is important to address the root cause of the disruption, which in this case is the director's repeated visits and distracting conversations. Coaching the company director on agile practices and good communication helps them understand the need to minimize interruptions and foster a productive environment for the team. This approach will help align the director's behavior with Agile principles, ensuring that the team can focus on delivering value without unnecessary distractions. By educating the director, the servant leader can improve overall team dynamics and project efficiency.

Questions # 37:

While working on a sprint for a software development project, the team is unsure of how the feature should be designed. The project sponsor recommends developing a prototype of the user interface to discover more about this feature.

Why is the project sponsor making this suggestion?

Options:

The information gathered will help the team improve the allocation of resources in developing the most important features.

The project sponsor believes that the agile team is not adding in the most important features during this sprint.

The users can help the team understand if the feature adds value, avoiding the risk of building the wrong product.

The users will start using the software sooner, and the team can start working on the next iteration.

Answer

Questions # 38:

A seven-member agile team's composition varies considerably in age. gender, culture, personality type, and professional background. When planning a team-building event, what type of interpersonal skills should the project leader use?

Options:

Networking

Social awareness

Communication

Leadership

Answer

Questions # 39:

A new stakeholder has recently joined a project. During a meeting with the scrum master, the new stakeholder tries to understand the status of the project and the remaining tasks for completion.

How should the scrum master inform the new stakeholder?

Options:

Show the stakeholder the latest release breakdown for the project.

Invite the stakeholder to attend the next sprint review meeting.

Show the stakeholder the progress radiators for the project.

Invite the stakeholder to attend the next sprint planning meeting.

Answer

Questions # 40:

A manufacturing shop is using Kanban to plan, visualize workflow, and limit work in process (WIP). Which productivity key performance indicator (KPI) should the team lead be monitoring on a regular basis?

Options:

Lead time

Team velocity

Burndown rate

Earned value (EV)

Answer

Explanation

In Kanban, lead time is a key performance indicator (KPI) that should be regularly monitored. Lead time measures the amount of time it takes for a work item to move from the start of the process to its completion. By monitoring lead time, the team lead can assess how efficiently work is flowing through the system and identify areas where bottlenecks or delays may be occurring. Reducing lead time is one of the primary goals in Kanban to improve overall process efficiency and delivery speed.

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