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PMI PMI-200 - PMI Agile Certified Practitioner (PMI-ACP)

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Total 482 questions

A project team for a local government is transitioning from a predictive development life cycle to an iterative development life cycle. The project sponsor has informed the team lead that the subject matter expert (SME) for the financial functions of the solution is overallocated, so the team needs to convert the previously gathered requirements into user stories.

What should the agile lead do?

A.

Explain that the testable acceptance criteria are included in each story and it is necessary for the expert to collaborate with the developers, testers, and product owner for common understanding of the solution.

B.

Agree, and ask the developers to explain to the testers how the solution should perform for quality assurance. The testers will demonstrate to the stakeholders how the system should perform to gain acceptance.

C.

Agree, because the developers can copy and paste the requirements and include the technical specifications and performance criteria while writing the stories to save time.

D.

Explain to the project sponsor that the user stories should be assigned to the analysts, because they helped write the requirements and better understand them.

A project manager is managing a large complex project with cross-functional teams using an adaptive approach. Frequent communication among the team leads of these cross-functional teams is crucial for the project to stay on track and deliver value according to the project plan.

Which agile communication practice should the project manager implement to ensure the cross-functional teams interact frequently?

A.

Empower each cross-functional team lead to manage their team's issues and impediments.

B.

Post the daily coordination meetings and discuss impediments raised by the teams.

C.

Ask the project management office (PMO) to work on the communications management plan for the cross-functional teams.

D.

Set up additional meetings to handle additional communications if necessary.

An executive sponsor asks a team when a specific feature will be ready for release. A team member states the feature will be ready by the end of release 3 because it is not a core feature. The team member directs the sponsor to an information radiator, where the sponsor sees several notes grouped by release numbers and posted on the wall.

What is the sponsor looking at?

A.

Project management plan

B.

Product backlog

C.

Gantt chart

D.

Product roadmap

During backlog refinement, the team uses an online planning poker tool for estimation. The junior developers change their number of story points after they see the estimations provided by the developers. The junior developers state that the reason for this is that they do not have enough experience and do not want to be blamed for sizing it wrong.

What should the scrum master do?

A.

Ask the developers to keep their estimation so that the team is transparent with their level of understanding of work.

B.

Agree with the team to keep their estimation as the final number of story points will be the average of all team members.

C.

Propose to consider the estimations of only senior developers and have the junior developers learn from them.

D.

Encourage the team to keep their estimation as this will help surface different constraints and assumptions that others might have missed.

A Scrum team has worked hard to reach their sprint goal, but impediments have prevented them from succeeding. The team needed help from a specialist on another team, but the specialist was on a 2-week vacation.

What should the scrum master do?

A.

At the sprint retrospective, the scrum master and development team should discuss why the team did not know the specialist was unavailable during the sprint. The scrum master should then set clear rules so situations like these can be avoided in the future.

B.

It can be very distressing for a Scrum team not to reach its sprint goals. The scrum master should hold an evaluation meeting to discuss who in the team was responsible for discovering the specialist was not available, then make an improvement task for the next sprint.

C.

The scrum master, as a servant leader, should always try to remain positive about the team's work. Even when team members’ make mistakes, there should be trust that everyone is doing their best. Engaged team members work more efficiently, and a sustainable pace is important for project success.

D.

At the sprint retrospective, the Scrum team should reflect on how the past sprint has worked out. The scrum master should facilitate an open discussion to discover the root causes for the missed sprint goals and find a way to avoid similar situations in future sprints.

An event management team is following an agile approach to prepare for an upcoming conference. The regional sales manager, from where the conference is to be held, contacts the team with a number of questions about the company's booth.

What should the team do?

A.

Inform the sponsor about the regional sales manager's disruptiveness and ask that all questions be diverted to the weekly meetings.

B.

Stay focused on the current iteration and let the project manager deal with the regional sales manager's questions.

C.

Invite the regional sales manager to the next iteration review to share the progress.

D.

Create a risk on the risk register to account for some potentially new requirements from the regional sales manager.

During a project review, the team discovers customer feedback that would add scope. The project leader is concerned that the team will be unable to incorporate this feedback and still meet the product launch date.

What should the project leader do?

A.

Finalize the feedback in the form of a change request

B.

Limit the scope of the feedback to only those changes that the team can feasibly accommodate

C.

Encourage all feedback then work with the customer to prioritize work for future sprints

D.

Allow the team to decide what feedback to incorporate

During the fourth sprint retrospective for an IT project, the team members develop a series of actions to improve problem solving in the next sprint. However, many team members are concerned that these actions will not be implemented, since there was no follow-up from the last retrospective meeting.

What should the scrum master do to improve team commitment to the recommendations from the retrospective meeting?

A.

Lead the team and help them to constantly improve the processes in the project.

B.

Be aggressive when working with the team to identity the root cause of the problems.

C.

Ensure each team member follows through all the improvement actions.

D.

Perform as a servant leader and let the team resolve the impediments of the project themselves.

A large project team is assigned to a complex technical project with many interdependent epics. The team starts to experience problems in the second sprint as the technical leads are independently unable to determine the needed solutions.

What should the project lead do to help the team?

A.

Coordinate a collaboration session so all the team members are involved in the solution process.

B.

Plan a minimum viable product (MVP) in collaboration with the product owner to reduce technical complexity and move issues to the next release.

C.

Provide training for all team members to enable higher technical skills and the ability to resolve complex issues.

D.

Hire external consultants to advise on solution options and train team members in any technical gaps.

The customer asked the IT project manager to change a few specifications for the software being developed, which will affect the project budget. The financial sponsor is having difficulty approving changes to the budget that was already allocated to the project.

What should the project manager do next?

A.

Explain that agile principles mandate that there should be a contingency budget for agile projects.

B.

Request the team work overtime to get the work done on time and within the allocated budget.

C.

Encourage the product owner and team to analyze the impact of the changes and prioritize the backlog.

D.

Review the contract documentation with the customer to clarity the specific agreed upon budget amount.