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Who should take the PMI-ACP exam
The PMI-Agile Certified Practitioner certification is an internationally-recognized validation that identifies persons who earn it as possessing skilled as an PMI-Agile Certified Practitioner. If a candidate wants significant improvement in career growth needs enhanced knowledge, skills, and talents. The PMI-Agile Certified Practitioner certification provides proof of this advanced knowledge and skill. If a candidate has knowledge and skills that are required to pass PMI PMI-ACP Exam then he should take this exam.
What is the duration of the PMI-ACP Exam
- Length of Examination: 4 hours
- Format: Multiple choices, multiple answers
- Number of Questions: 120
The students will have to go through seven domains and their subtopics within the PMI-ACP certification exam. They are the following:
- Agile Principles & Mindsets (16%)
The first task within this domain is designed to help the candidates understand different concepts of being Agile as well as develop a common understanding across the team. The second one is to ensure that every member of the team is conversant with the Agile principles. The third task covers changes in the organization through processes, behaviors, and people to make operations more efficient. The fourth part concerns showing the metrics of Agile practices and building openness and trust among the team members. The fifth section focuses on allowing every member to make mistakes and learn from them while feeling safe at the workplace. The sixth one is about encouraging experimentation at the workplace for the team members to learn new things. The seventh subtopic is encouraging the team members to share knowledge, encouraging the growth of leaders among the team, and practicing servant leadership within the team.
- Problem Detection & Resolution (10%)
The sixth area will help the test takers learn how to deal with problems in the project once they are identified. You will learn how to create an environment that encourages all the team members to report the emerging problems and communicate with the relevant persons on how to mitigate them.
- Value-Driven Delivery (20%)
The second topic of the exam is divided into four sections. The first one covers defining positive value. This involves three tasks, including defining the project deliverables, refining the requirements to deliver value, and organizing the team to achieve the deliverables. The second area captures avoiding of negatives on the project and covers such tasks as planning for small and manageable increments for the team to identify their importance in delivering value, limiting increment size to identify risks early enough, and asking for customer feedback by reviewing the increments. The third section concentrates on prioritizing the most important parts of the project, maintaining the quality of the project through constant reviews, and continuously marking the factors that affect performance. The fourth part is incremental development where the stakeholders are consulted to give reviews, requirements get prioritized, non-functional requirements are tabled and prioritized, and work products are constantly reviewed.
- Stakeholder Engagement (17%)
The third subject area is divided into three subdomains. The first one is understanding the needs of the stakeholders by engaging them through sharing information. The second module is ensuring the stakeholders’ involvement by forming work relationships with them, maintaining their involvement, and initiating and maintaining collaboration with them all through the project. The third section is managing the stakeholders’ expectations. This covers sharing a vision with them, continuously keeping them informed about the progress, transparency with them, and extending forecasts at all levels of the project.
- Team Performance (16%)
The fourth objective captured by the PMI-ACP certification exam focuses on team formation, empowerment & collaboration, and commitment. In the framework of this domain, the students will learn how to collaborate with other team members to get the project completed while applying the Agile principles.
NEW QUESTION 78
Which technique is used by a project team to estimate the amount of work that can be done per iteration?
- A. Planning Poker
- B. Release planning
- C. Relative prioritization
- D. Velocity measurement
Answer: D
NEW QUESTION 79
Who is NOT part of the Scrum Team?
- A. Product Owner
- B. Scrum Master
- C. Development Team
- D. Customer
Answer: D
NEW QUESTION 80
When is the ideal time to hold a retrospective?
- A. During the iteration review/demo
- B. Right after iteration planning
- C. Just before iteration planning
- D. At the start of the next release
Answer: C
NEW QUESTION 81
DSDM uses MoSCoW technique to create the prioritized requirements list. In MoSCoW technique, 'M' stands for:
- A. Must have
- B. Minimum marketable feature
- C. Most useful
- D. Must not have
Answer: A
Explanation:
Explanation
NEW QUESTION 82
A product owner adds a 21-point. high-priority story to a sprint backlog. The team is concerned that it cannot be completed during the current sprint. What should the team do?
- A. Advise the product owner that the story will have to wait until the next sprint.
- B. Work extra hours to complete the story and satisfy the customer's requirements.
- C. Break down the story into smaller increments and negotiate other stories on the sprint backlog.
- D. Increase the length of the sprint to accommodate the story.
Answer: A
NEW QUESTION 83
Which of the following is part of the 12 practices defined in eXtreme Programming (XP)?
- A. Small releases
- B. Project management
- C. Project charter
- D. Risk management
Answer: A
NEW QUESTION 84
The three questions asked at every Daily Scrum should be: "What have you accomplished since the last Daily Scrum?";"What are you planning to accomplish between now and the next Daily Scrum?"; and:
- A. What is yourcurrent performance velocity?
- B. Are you on track to complete assigned story points?
- C. What is preventing you from completing your work effectively?
- D. How many story pointswill you complete this sprint?
Answer: C
Explanation:
Explanation/Reference:
Explanation:
NEW QUESTION 85
When are acceptance tests typically written for a user story?
- A. After writing the story, but before coding begins
- B. At the start of Product Backlog prioritization planning
- C. After estimating the Product Backlog, but before Sprint planning begins
- D. After coding the story, but before user acceptance testing begins
Answer: B
NEW QUESTION 86
Which artifact is useful for seeing total project risk increasing or decreasing over time?
- A. Risk Map
- B. Risk Burndown Graph
- C. Risk Burn-Up chart
- D. Burndown bar chart
Answer: B
NEW QUESTION 87
What happens if the customer no longer wants the feature that the Sprint Goal intended to meet?
- A. The Executive Stakeholders should determine if the Sprint should continue
- B. The Development Team should determine if there is value in the Sprint
- C. The Product Owner should cancel the Sprint
- D. The Scrum Master should cancel the Sprint
Answer: C
NEW QUESTION 88
When does Inspection occur?
- A. Only at the end of the Sprint
- B. Whenever the Product Owner wishes
- C. Throughout the Sprint
- D. Frequently, but not so often that it gets in the way of work
Answer: D
NEW QUESTION 89
A team member has spent 5 days on a spike and the first set of experiments has not been successful The issue is the development team member has determined a short-term rather than a long-term solution.
What should the project leader do?
- A. Re-establish the spike, encourage experimentation and collaborate with the team.
- B. Stop experimentation and negotiate the short-term solution with the customer.
- C. Schedule a root-cause analysis with the development team on the mam issues with the spike
- D. Assign the spike to another resource to continue research for the long-term solution
Answer: A
NEW QUESTION 90
The ScrumMaster notices repeated friction between two team members in the Daily Scrum meetings. The next step should be to:
- A. Attempt to resolve the problem directly and immediately during a Daily Scrum meeting.
- B. Ask for new resources to replace them before the friction undermines the team's productivity.
- C. Ignore the friction because a self-organizing team must sort out team conflict issues.
- D. Schedule a meeting with them after a Daily Scrum meeting to explore and resolve the issue.
Answer: D
Explanation:
Explanation:
NEW QUESTION 91
When interacting with team members, the Agile project manager should:
- A. Disagree with the team based on the merit of the issue without considering how the team is feeling.
- B. Ignore team member input and emotions when important decisions have to be made.
- C. Proceed cautiously when requesting team members to do something likely to make them unhappy.
- D. Ask team members to do things by phrasing the statement as a request rather than as a demand.
Answer: D
Explanation:
Explanation/Reference:
Explanation:
NEW QUESTION 92
If the Development Team does not have all the skills to accomplish the Sprint Goal, the Scrum Master should:
- A. Cancel the Sprint
- B. Remove the impacted stories from the Sprint backlog
- C. Stop using Scrum
- D. Have the development team determine the definition of "Done" and work through the Sprint backlog
Answer: D
NEW QUESTION 93
Following an upgrade, a software support team is overwhelmed by the number of tickets being submitted by end users. The team's manager is pushing the team to "work smart" by focusing on activities that deliver the most value in the least amount of time.
What should the team do?
- A. Place tickets on hold until the team completes an analysis of the backlog to identify and resolve systemic issues.
- B. Work longer hours to complete more of the support backlog.
- C. Work support tickets in the order in which they were received.
- D. Add members to the support team.
Answer: C
NEW QUESTION 94
Which of the following techniques best encourages osmotic communication?
- A. Inviting the customer to attend every iteration demo
- B. Having the Product Owner attend daily standups
- C. Reviewing requirements frequently with the Product Owner
- D. Seating the team members together in a work area
Answer: D
NEW QUESTION 95
Drag and Drop Question
What is the order the hierarchy of product definition?
Answer:
Explanation:
NEW QUESTION 96
Which of the following is an example of a visual aid used in Lean-Agile software development?
- A. Business value delivered chart
- B. Product technical specifications
- C. Automated code coverage report
- D. Scrum-of-Scrum report
Answer: A
NEW QUESTION 97
A business analyst has identified a new risk in an Agile project.
What is the best first step the business analyst should take regarding this risk?
- A. Call a meeting with the project manager and senior management to determine how the risk will be managed.
- B. Call an immediate meeting with all team members to discuss the newly identified risk.
- C. Add the risk in a clearly visible location and ensure it is discussed after the next daily stand up.
- D. Email the project manager and add it to the risk register so that it is discussed during the next daily standup.
Answer: C
NEW QUESTION 98
An executive requests information regarding a sprint status. What action should the product owner take?
- A. Direct the executive to the information radiator.
- B. Personally meet with the executive.
- C. Invite the executive to the standup.
- D. Email the requested information to the executive.
Answer: A
NEW QUESTION 99
Match each component of the Agile Triangle (on the left) to its associated description (on the right)
Answer:
Explanation:
NEW QUESTION 100
A value stream map is a tool used to identify the:
- A. Highest value product features.
- B. Most valuable team interactions.
- C. Most likely flow of project risks.
- D. Waste across the entire process.
Answer: D
Explanation:
Explanation/Reference:
NEW QUESTION 101
Drag and Drop Question
While managing the Agile Product Lifecycle, Match the frequency with which you update the five Agile plans.
Answer:
Explanation:
NEW QUESTION 102
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