PMI-Agile Certified Practitioner (PMI-ACP)
Question: 1 / 55
What can help you integrate the PMI Code of Ethics and Professional Conduct?
A. Ensure each team member has a copy of the PMI Code of Ethics and Professional Conduct
B. Adhere to and model behavior based on the PMI ethical standards
C. Discuss any potentially unethical behavior you have noticed with colleagues
D. Inform stakeholders of the PMI Code of Ethics and Professional Conduct
When is the best time to establish continuous integration architecture?
A. Iteration Spike
B. Post mortem
D. Iteration Zero
Adam is in a meeting where management and the project team is included. They want to review the successes and failures over the last 6 months. What type of meeting does this represent?
When learning a new skill, you start imitating the skills, then understand how to apply the skills, and finally have self-directed innovation to learn from one’s own experience. What developmental mastery model is represented?
A. Shu Ha Ri
Susan is working alongside another developer. She codes while her teammate watches. They work through pieces of developing the code and testing. What approach is Susan implementing?
A. Release planning
B. Pair rotation
C. Acceptance testing
D. Pair programming
You have 200 points left in the backlog. The first 3 iterations had a velocity of 10, 15, 14 points. Based on this velocity, how many iterations would it take to complete the project?
The system upgrade process must roll back all related updates if the upgrade fails. What type of requirement does this represent?
If you were aligning to the Agile Manifesto, which aspect would you value?
A. Contract negotiation over customer collaboration
B. Processes and tools over individuals and interactions
C. Working software over comprehensive documentation
D. Following a plan over responding to change
What conclusions can you draw from this |h %5coutput%5ct14%5cmisc%5cp125.html burn up chart?
A. All planned work is complete
B. The project will be complete when the red line meets the blue line
C. New features have been added
D. The first user story was completed in week 3
Mary notices an increase number of bottlenecks in the team. The developers are waiting on the testers, and the QA folks. She wants to avoid bottlenecks and create a high-functional team. What should Mary do?
A. Add another project manager
B. Include more generalists
C. Use IRR
D. Include more specialists
Niles lead an Agile team. They worked on a highly complex project which derailed at the last minute. They are in a Sprint retrospective and individuals are blaming others. The stakeholders were not kept informed. What approach should Niles take to maximize value to the customer, on a similar size project next time around?
A. Release less frequently
B. Increase the increment size
C. Maximize resource utilization
D. Periodic retrospectives
The stakeholder is looking for the trends of the current risks of the project. They want to see the exposure of the risk, its impact and response. They also want to see how the team is doing in controlling the risk. What should you suggest?
A. Create a risk census
B. Review the risk burn down chart
C. Review the risk prioritization
D. Review the risk board
During an initial brainstorming session, the customer to see a visual prototype, which tool would best help visualize the product?
A. Story maps
C. User stories
You’ve built an Agile team that resolves their differences, appreciate colleague's strengths, and respect the team. They accept their roles and responsibilities. Which stage is next is next in the Tuckman’s Model of Team Development?
You find out the team was creating a product feature that was not requested or required by the customer. After reviewing it with the customer, they are not happy. What happened, and what should you do?
A. Prioritization, use contingency reserves
B. Scope creep, request for additional financial support
C. Agile discovery, use Agile sizing and estimating
D. Gold plating, use pair programming
You’re close to the end of a project and you are reviewing the risk burn down chart. You continue to communicate the status of threats and issues. One stakeholder questions the why the risk contingency reserve are still at the same levels the start of the project. What is the most common cause?
A. All the risks were transferred
B. Risk-adjusted items in the backlog were not updated
C. ScrumMaster didn’t hold enough meetings
D. Inappropriate risks were logged
What are the four types of risk response actions?
A. Communicate, disregard, embrace, review
B. Analyze, control, process, define
C. Identify, mitigate, test, accept
D. Avoid, mitigate, transfer, accept
During a sprint review, a customer identifies a small new feature that would be useful. Both the product owner and customer believe the value of this new feature outweighs the effort in developing it, significantly. What should be done?
A. Add it to the next release of the product
B. Add it to the current iteration
C. Add it to the prioritized backlog
D. Do not add the feature
Which approach to reviewing user stories considers if stories are negotiable?
A. T-shirt sizing
B. The 3 Cs
C. Daily standups
Mark has set the goals for the product roadmap. He’s been communicating and align the high-level strategy. He’s considered the available resources and constraints. What other aspects should he focus on when planning for the product roadmap?
A. Create a task board
B. Check-in with end users
C. Define ideal time
D. Create a burn down chart
What can you conclude with this |h %5coutput%5ct14%5cmisc%5cp126.html burn down chart?
A. The team executes a typical progress
B. The team finishes later than expected
C. Not enough information to conclude
D. The team finishes sooner than expected
You are noticing feature creep where new features are added without analyzing the relevance or need. They seem to be losing focus on delivering the most valuable work first. What would be the best approach?
A. Estimate work left to be done
B. Define the time period during which designated work is completed
C. Review the velocity of the team
D. Add small chunks of functionality that should take one to two days to finish
What is the most useful aspect of a project charter?
A. Communication plan
B. Story maps
C. Success criteria
D. WIP limits
What is true about working agreements?
A. Working agreements are created by the team
B. Working agreements are project guidelines
C. Working agreements are created by the ScrumMaster
D. Working agreements are project performance requirements
Individuals are paired up and given instructions on how to create an origami. In round 1, the pair sit back to back and one person instructs while the other folds. In round 2, they sit facing each other to fold the origami but the folder can’t see the instructions. In round 3, they sit side by side so they can both see the instructions and the progress of the origami. What tool or technique is used in this scenario?
A. Collaboration games
C. User stories
Joel’s Agile team is making little progress. They seem to be using the same approach but seeing no improvements. The ScrumMaster seems to control the outcomes of the team. The team seems to have lost sight of the end goal and have little interest in solving problems or improving their work. What should Joel do?
A. Introduce frequent retrospectives
B. Identify KPIs
C. Use groupthink
D. Use Kano analysis
You are considering different brainstorm techniques and want to maximize the number of ideas and encourage spontaneity. Which brainstorming technique is best for this scenario?
A. Collaboration games
C. Quiet writing
You are consulting the stakeholders and the product owner develops and maintains a product backlog. The stakeholders help create user stories. Which phase does this represent?
A. Development phase
B. Release planning phase
C. Review and adapt phase
D. Initiation phase
You’re on assignment and tasked to manage an Agile project in a different country. You’ve been asked to align the project and the team goals by sharing the project vision to ensure the team understands how their objective fit into the overall goals. You are having difficulty with how the team operates, how they communicate, and even the punctuality of the team for the daily Scrum. You can’t tell how the team is feeling as they have neutral facial and body expressions. They are agreeable to any suggestions and refrain from offering theirs. You’re feeling hopeless. What is this an example of?
A. Culture shock
Your team needs to estimate the effort of coding a new feature but has zero experience with the size and scope of the new feature. What should the team do?
A. Architectural spike
B. Risk-based spike
C. Release spike
D. Visioning spike
Your team has found a defect. What should you do next to create value to the customer?
A. Use slicing or disaggregation
B. Add the issue to the current iteration
C. Add the issue to the product backlog
D. Calculate the defect rate
A couple of your team members are out on sick leave. Even though your team have run through the standard automated tests, the rest of your team doesn’t have time to test everything in the system. You want to be sure any critical bugs are identified and fixed. Which type of testing would be most appropriate in this scenario?
A. Usability testing
B. Load testing
C. Exploratory testing
D. Regression testing
A new hire has only experience with traditional project management. You are asked to discuss the Agile values in order to develop a shared mindset across the team. What would you tell her about Agile project management?
A. Focus on highest-value items first
B. Documentation is clear and complete
C. All issues should be identified at the start of the project
D. Feedback is obtained at the end each project cycle
What is a principle of DSDM?
A. Eliminate waste
B. Collective code ownership
C. Business need is the primary goal
D. Develop an overall model
Your team starts a project 4 weeks after the request from a customer. Your team takes 3 weeks to design and prototype a new photo app, 2 weeks to create process documentation for the team, and another 3 weeks to develop, test, and release it. What is process cycle efficiency (PCE)?
What’s one reason you’d choose a quantitative analysis over qualitative analysis?
A. Quantitative analysis helps increase WIP
B. Quantitative analysis takes more time
C. Quantitative analysis is more reliable
D. Quantitative analysis prevents secondary risks
Which meeting should not be attended by the stakeholders?
A. Sprint planning
B. Daily standups
C. Sprint review
D. Sprint retrospective
Dave is a ScrumMaster and aims to provide transparency regarding work status by communicating team progress, work quality, impediments, and risks in order to help the primary stakeholders make informed decisions. He wants to keep the stakeholders aware of how the increased scope has impacted the goals of the project. Which information radiator should be used?
A. Burn down chart
B. Burn up chart
C. Story maps
D. Project charter
David is working on home food delivery system for vendors and restaurants. The customer is happy with app interface but wants to leverage Google Maps to show all the vendors in the region. The stakeholders agree that this adds value to the customer and needs to be part of the project. David and her team are working on the next iteration. What should David do?
A. Increase the frequency of reviews
B. Minimize project cost overrun
C. Consult the product owner
D. Increase the team size
As you’re discussing and prioritizing the backlog items during a backlog refinement meeting, the ScrumMaster reminds everyone to welcome change and strive technical excellence. What other reminders would help encourage the Agile mindset?
A. Fluctuate pace in development, as required
B. Create sophisticated features
C. Deliver software, in its entirety
D. Working software is a measure of progress
What is used in trend analysis?
A. Lagging metrics
B. Customer metrics
C. Profiting metrics
D. Leading metrics
Your evolving project is consistently changing in scope and requirements. There are several uncertainties. What are the reasons adaptive planning is the best approach in this project?
A. Caters to known risks
B. Plans the future in detail
C. Creates a more consistent final product
D. Planning is an ongoing activity
Your Agile team continuously adds new features. It’s always well received by the customer. The product backlog is growing. What is happening in this scenario?
B. Theory of constraints
C. Feature-driven development
D. Crystal development
You want to display visual information to customers and project stakeholders. Ideally, you see work to be done, work-in-progress, and completed work. What tool would be best in this scenario?
A. Story maps
B. Kanban boards
D. Product roadmap
You’ve done well creating and shaping a self-led Agile team. But in a sprint review, two team members have a heated discussion on the approach of their development. What should you do?
A. Make a decision for them
B. Let them work out the differences
C. Use the fist of five approach
D. Request a separate meeting
What’s is another term for secondary risk?
A. Residual risk
B. Prime risk
C. Common cause risk
D. Special cause risk
You are the lead in a project. How would you explain the difference between traditional/waterfall project management and Agile project management?
A. Traditional project management has high customer involvement, where Agile has low
B. Traditional project management focuses more on product, Agile focuses on process
C. Traditional project management has fixed scope, Agile has fixed schedule and costs
D. Traditional project management has fixed schedule and costs, Agile has fixed scope
An Agile team continues to introduce errors in the code because they are not following coding conventions, even though they know and have been reminded of the standard procedures. The velocity of the team is decreasing. What type of cause is this?
A. Exploratory cause
B. Common cause
C. Special cause
D. Kaizen cause
Raheem’s Agile team is making a final group decision. With a synchronized vote, he sees the bulk of the votes with one finger. Which decision making method is Raheem’s team using?
A. Thumbs up/thumbs down
B. Fist of Five
C. Highsmith Decision Spectrum
D. Simple voting
The lead time in the current project is significantly longer than other projects you’ve worked on. You’ve removed bottlenecks and delays, but you and your team can’t seem get on track. What can Manny do?
A. Set control limits
B. Complete a variance analysis
D. Identify project trends
During a Scrum meeting, Chen is listening and paying attention to the speaker’s perspective. He can empathize and picking up on facial expressions and gestures, as well as the pitch and tone. Which level of listening does this scenario represent?
A. Level zero, productive listening
B. Level one, internal listening
C. Level three, global listening
D. Level two, focused listening
What can negatively impact stakeholder engagement?
A. Adaptive leadership
C. Irregular availability
D. Informal communication
Why is it important to keep the stakeholders involved in the project?
A. To monitor the product owner’s decisions
B. To intervene team issues
C. To confirm commitment to decisions
D. To identify risk
During a sprint retrospective, the team notices there was time spent in unnecessary meetings. Which Scrum event should you focus on to improvement the communications?
A. The sprint
B. The sprint review
C. Sprint planning
D. The daily Scrum
After the customer adds new features, you’ve completed the value-based analysis of prioritization for the next few iterations. You are estimating how long each iteration will take. What should you do next?
A. Break down the requirements in to chunks of work, estimate how long it will take
B. Identify the available resources and the required tasks, and balance the workload
C. Ask customer to define the velocity of the team
D. Anticipate roadblocks
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