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?

Place tickets on hold until the team completes an analysis of the backlog to identify and resolve systemic issues.

Work longer hours to complete more of the support backlog.

Work support tickets in the order in which they were received.

Place tickets on hold until the team completes an analysis of the backlog to identify and resolve systemic issues.

Add members to the support team.

A scrum team has eight developers, but only two are database engineers. During the last few retrospectives, the team identified that most sprint stories are dependent upon database engineers.This has created a bottleneck in completing stories.What should be proposed to the team?

Plan fewer stories for the sprint to reduce the database engineers' workload.

Have other team developers attend training to learn database skills.

Monitor the retrospectives of two additional sprints before taking action.

Plan fewer stories for the sprint to reduce the database engineers' workload.

Ask the scrum master to work with the product owner to remove backlog stories that have database dependency.

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?

Advise the product owner that the story will have to wait until the next sprint.

Work extra hours to complete the story and satisfy the customer's requirements.

Break down the story into smaller increments and negotiate other stories on the sprint backlog.

Increase the length of the sprint to accommodate the story.

A team is creating a highly marketed, time-sensitive product. The agile coach is concerned that anything other than exceptional quality will result in bad publicity for the company.What should the agile coach ensure that developers do?

Demonstrate each feature to the client as soon as coding is complete.

Establish pair programming partners, and regularly perform peer reviews.

Perform demos at the end of each iteration.

Send coding to the quality assurance (QA) team upon completion.

Demonstrate each feature to the client as soon as coding is complete.

The agile practitioner has determined that two different team members are working on addressing the same major issue on the project. How should the agile practitioner address this?

Document all project issues in a common space and ask the team members to decide on task allocation principles.

Implement a burnup chart and add the issue resolution as a task to the product backlog for the customer to prioritize.

Add the issue to the kanban board and assign the it to the team member who has made the most progress on resolving it.

Conduct a root-cause analysis on the issue and identify related risks and risk response owners at the next retrospective.

Document all project issues in a common space and ask the team members to decide on task allocation principles.

Toward the end of a project, the product owner discovers that the project has a high probability of failure due to a critical feature not functioning as expected. What should the product owner do?

Continue the project, release the product without the failing feature, and fix the feature in a subsequent release.

Terminate the project to cut losses.

Review possible options and make an informed decision to cut losses based on delivered business value.

Bring in experts to increase the probability of success.

Continue the project, release the product without the failing feature, and fix the feature in a subsequent release.

During mid-sprint changes, an agile facilitator meets with the executive and development teams.During the meeting, executive team members resolve conflicts, and on their own initiative, review the iteration charts to discuss changes to the iteration's functional goal.What practice is the agile facilitator implementing?

Building openness and transparency on the project's health and status

Facilitating conflict resolution among executive team members

Using active stakeholder involvement to build features in an incremental and iterative approach

Seeking continuous feedback from executive team members

A product owner for two highly visible projects spends a great deal of time meeting with and reporting to senior stakeholders. The product owner is overwhelmed because both project teams request clarification on the requirements and the overall priorities. What should the agile project manager do?

Facilitate a meeting with each team and the product owner to find a solution.

Provide both project teams with the highest priority needs.

Request the project teams' questions in writing prior to the next meeting.

Facilitate a meeting with each team and the product owner to find a solution.

Provide both teams with each project's documentation.

An agile team is preparing a release plan for a project. What information will the team need to complete this plan?

Amount of work that can be accomplished by the entire team

Amount of work needed to complete a single user story

Amount of work that can be accomplished by each team member

Amount of work that can be accomplished in an iteration

Amount of work that can be accomplished by the entire team

How can an agile practitioner ensure that all key stakeholders are properly engaged in planning?

Facilitate a product development roadmap workshop.

Collect stakeholder requirements.

Conduct an iteration planning meeting.

Communicate product backlog items to the stakeholders.

Facilitate a product development roadmap workshop.

A team's technical lead believes that manual testing tasks should be conducted by junior team members below their level. The junior team members think it is unfair and refuse the tasks.What should the scrum master do?

Facilitate an open and focused team discussion that reinforces team agreements.

Tell the technical lead to do the testing.

Facilitate an open and focused team discussion that reinforces team agreements.

Ask the team manager to advise the technical lead that all tasks are important.

Encourage the team to take ownership of the delivery.

A new project starts and team members are pooled together to execute it. The team works together and moves from the forming stage into the storming stage. However, potentially destructive conflicts are now arising.What should the agile coach do to develop members into a high-performance team?

Provide strong facilitation and conflict-resolution guidance.

Teach the team how to work comfortably in chaos.

Provide strong facilitation and conflict-resolution guidance.

Allow the team to resolve issues on their own.

Observe each team member and advise them on team relationships.

An agile team identifies that their velocity is lower than predicted, and that their previous forecasts in the product roadmap are wrong. The team is worried that they will be unable to meet a critical release date without corrective action.What should the team do?

Collaborate with the product owner to reprioritize the product backlog, thus ensuring that more features will be completed before the release.

Ask the team lead to calculate the team's target velocity according to the project plan, and assign additional resources to increase capacity.

Focus on velocity and schedule concerns during the retrospective to inspect, adapt, and improve the process and plans.

Reestimate the backlog items from the release, ensuring that contingency is included to set stakeholder expectations.

How should a project leader manage stakeholder expectations in an agile project?

Establish a common vision and success criteria and involve all the stakeholders in the iteration reviews.

Invite stakeholders for the iteration reviews but do not include new stakeholders which may limit project success.

Involve all the stakeholders in iteration reviews but do not entertain all expectations of all stakeholders.

Communicate issues to all stakeholders via email and only communicate risks to internal stakeholders.

During a retrospective, team members suggest process improvement ideas. The agile team lead knows that, while many of these ideas are different from standard practices, a few of them are good.What should the agile team lead do?

Encourage the team to try the ideas, even if failure may be the outcome.

Require the team to try only those ideas that will ensure success.

Allow the team to try ideas, but remind them that results will be reviewed by high-ranking executives.

Associate idea successes and failures with the team's incentive plan to ensure accountability.

Encourage the team to try the ideas, even if failure may be the outcome.

Stakeholders have conflicting requirements, and the product owner is struggling to decide which user stories to write. What should the product owner do?

Ask subject matter experts (SMEs) to help write the user stories.

Ask the agile practitioner to help write the user stories.

Ask the agile team to facilitate a story-writing workshop.

Ask subject matter experts (SMEs) to help write the user stories.

Ask the agile practitioner to facilitate a story-writing workshop.

An agile team and a traditional development team are working together on a project. Each team exceeds expectations regarding deliverables; however, issues arise when the deliverables are integrated.What should the agile practitioner do?

Foster stronger communication by hosting cross-organizational meetings between the two teams.

Suggest merging the teams to avoid misunderstandings.

Create stories from full technical specifications to avoid ambiguity.

Co-locate the teams to encourage osmotic communication.

There is a database feature requiring three members of a seven person team. A meeting is scheduled at the beginning of the sprint to go over technical needs to complete the story.Who should the Scrum Master invite to the meeting?

The core team and the product owner

The product owner and key stakeholders

The core team and the product owner

Midway through a sprint, a team member discovers that the product design fails to adhere to the organization's enterprise architecture standards. Since this required escalation to the architecture team for further analysis and resolution, the team was unable to deliver its sprint goal and the sprint was cancelled.What should the team have done to avoid this?

Ensured the early engagement of key stakeholders

Escalated the issue to management

Ensured the early engagement of key stakeholders

Provided feedback to the architecture team to change the enterprise architecture standards

Raised an exception for non-adherence to the enterprise architecture standards for this product

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

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

What is the first thing an agile development team should do when planning an iteration?

Assign the tasks to one team member.

Separate the stories into tasks.

Help establish the next sprint's goal.

An agile team delivered a feature in the last iteration. The product owner, who missed the planning and review meetings, was dissatisfied with the feature. The team conducted a retrospective and reviewed the user stories related it.What should the agile team do next?

Ensure that the product owner reviews the acceptance criteria for delivered user stories.

Augment the quality assurance and continuous integration processes for delivery.

Approach the relevant developers and testers regarding quality issues in upcoming iterations.

Ask the product owner to define the entire scope of delivery two to three iterations in advance.

A new agile team member notices that the team's current process involves excessive documentation.What should the new team member do?

Teach the team the appropriate agile principle, obtain consensus, and drive adoption.

Allow another team member to prepare those documents that do not appear to bring value.

Notify the project manager about other documentation techniques, and identify which documents bring value and which do not.

Follow the existing process to avoid conflicts.

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

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

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.

During a Kanban team's daily stand up, an agile coach observes that the team seems disinterested in the work status. While it appears that there are no issues with flow, there is a marked lack of attention to team effort. When the agile coach queries the team for reasons, members explain that work continues to be scheduled with no end in sight.What should the agile coach do?

Work with the team to determine points at which to celebrate its work.

Provide the team with a break by scheduling a team event.

Have the team increase work in progress (WIP) levels to more quickly complete the flow.

Rejuvenate the team by temporarily reducing WIP levels.

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?

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

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.

During backlog refinement meeting, the new developer on the team asks the product owner to discuss a new performance threshold requirement and how it impacts the stories in the backlog.What should the team do?

Create a spike story to analyze the impact of the threshold requirement on current stories

Add this threshold requirement request as acceptance criteria in all impacted stories

Create a spike story to analyze the impact of the threshold requirement on current stories

Conduct design planning session to review the performance threshold requirement

Identify the tasks for the new performance threshold requirement

A development team, new to scrum, questions the need to collect metrics on team performance.While team members understand velocity and burn down, they feel that once velocity becomes settled it is needless to keep track.What should the agile coach tell the team?

Tracking velocity will provide a baseline for the team to see how their continuous improvement efforts are working.

Continuing to track velocity allows functional managers to assess whether or not the team is performing at the desired rate.

The trends will show how the team performs against other scrum teams in the organization.

Tracking velocity will provide a baseline for the team to see how their continuous improvement efforts are working.

Tracking velocity will document and communicate team health to the stakeholders.

During an iteration planning meeting, the team suggests changes to add product value that will require extra work and impact the schedule. What should the agile project leader do?

Ask the product owner for approval to proceed.

Finish the product as it was initially planned.

Try to include as many changes as possible.

Ask the product owner for approval to proceed.

During an iteration, an agile team discovers infrastructure requirements that were not initially considered. What should the team do to effectively manage this?

Add these requirements into the product backlog for future consideration.

Rework the iteration scope to accommodate these requirements.

Add these requirements into the product backlog for future consideration.

Raise the discovery of these requirements as an issue, and escalate to management.

Immediately start working on these requirements.

The scrum master for a large project must provide an estimate of what can be delivered in six months. What should the scrum master do?

Use the team's historical velocity to calculate a range of features that can be delivered.

Commit to a specific feature set for delivery.

Explain that a commitment will be provided after planning.

Have the team estimate in story points to commit to a specific set of features.

Use the team's historical velocity to calculate a range of features that can be delivered.

An agile team has been in place for five years and the customer is satisfied with the team's performance and deliverables. Now that the product is built and delivered, the customer is considering the future role of the Scrum Master.What should the customer do?

Increase the functional manager's role to act as the Scrum Master, while providing additional information about functional areas.

Expand the Scrum Master's role to other projects, while allowing them to support the current project.

Release the Scrum Master, since the team is adequately skilled with agile practices.

Expand the product owner's role to serve as the Scrum Master, while providing additional product knowledge.

Increase the functional manager's role to act as the Scrum Master, while providing additional information about functional areas.

A product that recently went to market is receiving a great deal of attention from upper management who expresses interest by directly emailing and calling the developer team. The team expresses frustration during a standup.What should the Scrum Master do?

Ask the product owner how upper management's comments can be redirected.

Direct the developer team to ignore the phone calls and emails.

Ask the product owner to enter the requests into the product backlog as high priority.

Personally respond to upper management's phone calls and emails.

A scrum team has conducted regular retrospectives to discuss immediate concerns and the implementation of improvement actions. Despite this, after a few iterations, the same concerns resurface.What should the team have done to improve retrospective outcomes?

Invited subject matter experts (SMEs)

Conducted problem detection to determine root causes

Measured and reported the outcome of improvement actions to the team

Kept track of all current issues in a log, and then reviewed their progress at the end of every iteration

During a six-week iteration, an issue is identified by a team member. After analysis, the team member determines that it will take at least two weeks to resolve. What should the team member do?

Immediately begin resolution, and communicate it to the team during the retrospective.

Notify the product owner and begin resolution.

Communicate the issue to the team in the next stand up meeting.

Immediately begin resolution, and communicate it to the team during the retrospective.

Work on the next activity, and communicate it to the team during the retrospective.

What should the agile practitioner know about tracking velocity?

A team that consistently meets its planned velocity is more efficient than a team that consistently exceeds its planned velocity.

A team with an average velocity of 50 is twice as efficient as a team with an average velocity of 25.

A team with an average velocity of 50 is equally as efficient as a team with an average velocity of 25.

A team that consistently meets its planned velocity is more efficient than a team that consistently exceeds its planned velocity.

A team that consistently meets its planned velocity is less efficient than a team that constantly exceeds its planned velocity.

After seeing the planned features for an upcoming release, a customer notes that a vitally important and complex one is missing. The team estimates that this feature significantly exceeds its average velocity.How can this issue be resolved?

Break down the feature into smaller parts, and commit to completing the minimum viable product.

Complete the iteration to which they have already committed, and include the feature in the next release.

Change the planned features to include only the vitally important one.

Extend the iteration to complete the feature.

A company president is concerned about the impact of a natural disaster on the company. How should management identify areas to apply its resources and mitigate potential impacts?

Establish and keep an active risk register that includes mitigation strategies and a cost-benefit analysis.

Establish and keep an active risk register based on qualitative risk analysis and expected losses.

Have each development team post the highest risk development items on the information radiator.

Avoid risk by splitting development teams into two locations to ensure knowledge continuity.

As user stories are developed, what should be done to record and update acceptance criteria?

Update new tasks in the project plan.

PMI PMI-ACP Practice Test 1 - Free Online Exam Prep & Questions

A product's scope and acceptance criteria have been defined, and the product is planned for release at the end of the next quarter. What should the project team do next?

Estimate the project team's capacity.

Determine how much work can be delivered.

Calculate how much work will fit into the next iteration.

Estimate items in the product backlog.

Comment (0)

PMI PMI-ACP Practice Test 1

Question

PMI PMI-ACP Practice Tests

Practice Tests