An agile team is unable to complete all its planned sprint user stories, which results in a decrease of its planned sprint velocity. What should the team do?

Re-estimate the incomplete stories for the next sprint because its relative size has changed.

Re-estimate the sprint's completed stories to increase and adjust the sprint's velocity.

Increase the duration of the next sprint to accommodate the incomplete user stories and maintain velocity.

Work with the product owner to create a spike with another agile team.

Re-estimate the incomplete stories for the next sprint because its relative size has changed.

During a project's last few sprints, an agile practitioner notices an increase in defects. A root-cause analysis indicates that a poor understanding of the requirements was caused by the inability of the product owner to communicate clearly.What should the agile practitioner do?

Encourage a team member to raise this during the retrospective to ensure that the product owner is aware.

Inform the product owner's manager so that corrective action may be taken.

Communicate this to the product owner, and offer to help facilitate discussions with the team.

Encourage a team member to raise this during the retrospective to ensure that the product owner is aware.

Escalate this issue to the sponsor so that corrective action may be taken.

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?

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

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.

What role should a servant leader perform to reduce team distractions and improve progress toward project goals?

Mentoring: To share their knowledge with the team

Managing; To ensure compliance with the project plan

Mentoring: To share their knowledge with the team

Controlling: To ensure compliance with the scope, budget, and schedule

Auditing; To ensure adherence to organizational compliance policies

An agile project leader is delivering a team kick-off session. The first exercise is a "Life Timeline" - a story-telling exercise where each team member tells their life story, explains how they experienced the highs and lows of their journey, and identifies their fears and hopes.What is the project leader trying to create?

A safe space for team members to learn to share, leading to collaborative relationships.

A safe space for team members to learn to trust one another, leading to collaborative relationships.

A safe space for team members to learn to be vulnerable, leading to high performance relationships.

A safe space for team members to learn to share, leading to collaborative relationships.

A safe space for team members to learn about each other's weaknesses and strengths.

Based on the chart, what is the current status of the iteration when comparing story points planned versus completed?

The iteration is ahead of schedule.

The team's velocity is constant.

An agile team is working on the first sprint, and have already planned the second and third sprints.However, market conditions now require a change to the features. What should the product owner do?

Communicate the importance of the business need to the team and refine the product backlog.

Ask the team to discuss the changes to the features with the customer.

Meet with the agile team lead to prioritize the requirements.

Discuss and prioritize the requirements with the team.

During sprint retrospectives, some team members are very vocal and tend to dominate the conversation, while others are more reserved and less likely to participate. What should the scrum master do?

Encourage all team members to participate, and have them type their retrospective feedback into the agile lifecycle management tool.

Ask more specific questions during the retrospectives.

Use retrospective techniques, such as silent writing, clustering, and dot voting to field feedback prior to discussion by the team.

Ask team members to email feedback that can be summarized in a spreadsheet for the team.

Throughout the project, an agile practitioner notices that one team member is becoming an emergent leader. What should an agile practitioner do?

Ask team member to respect defined roles on the project to avoid confusion with the team.

Present opportunities in order to be supportive and grow that team member's talents.

Encourage the team member to fit in more with the established team norms.

Bring this to management's attention so they don't disrupt the team.

Ask team member to respect defined roles on the project to avoid confusion with the team.

At the end of a product development phase, an agile project team confirms that all tests have passed. The product is released, but the customer complains that it is deficient.What should the project team have done prior to product release?

Performed a retrospective to validate project deliverables

Requested approval from the project sponsor

Undertaken a review of all requirements

Conducted an end-of-phase demonstration

Performed a retrospective to validate project deliverables

During a daily stand up meeting, a developer expresses concerns that the selected technology limits the number of concurrent users. What should the agile team lead do?

Obtain customer input on their technology requirements.

Ask the team to conduct research to find a viable solution.

Select a better technology for team implementation.

Obtain customer input on their technology requirements.

Consult the product owner about their non-functional requirements.

During a team meeting, members who are subject matter experts (SMEs) mention that they are continuously working on repetitive tasks, which has lowered motivation. What should the agile practitioner do?

Have team members work in pairs to learn from each other and develop new skills.

Organize a team-building activity to improve team morale.

Have team members work in pairs to learn from each other and develop new skills.

Ask team members to perform a value stream analysis of their activities.

Add more resources to the team to help with the tasks.

The team underestimated the complexity of a story, resulting in new decomposition of the work to be delivered in the current sprint and items to be returned to the backlog. What should the Scrum Master do next?

During the retrospective, discuss the issue and create an action plan to avoid it in the future.

Ask the project manager to work with the product owner to help generate clearer stories in the future.

Develop guidelines to prevent future occurrences.

During the retrospective, discuss the issue and create an action plan to avoid it in the future.

Allow the team to devise a corrective action without external intervention.

During planning sessions, an agile practitioner notices that some team members do not share common ideas. What should the agile practitioner do?

Capture feedback during lessons learned at the end of the iteration.

Ask the team if they would like to adopt alternative techniques.

Create a team norms document to set participation guidelines.

Ask the scrum master to resolve the issue at the stand up meeting.

Capture feedback during lessons learned at the end of the iteration.

The executive leadership wants to understand ways to better deliver on time and on budget. What can the project team do to assist in achieving the organizational goal?

Maintain and review a lessons learned repository to improve delivery of future projects.

Ask each team member to post corrective action to the backlog.

Engage the project management office (PMO) to take responsibility identifying lessons learned on projects.

Perform a root cause analysis to identify alternative approaches for performing the next project.

Midway through a project, the product owner learns from the sponsor that a major component, which is already 20 percent complete, is unimportant to users. The component was part of the approved scope and a key selling point for the project.What should the product owner do next?

Ask the team to discontinue developing the component.

Obtain approval from the change control board to discontinue the component.

Ask the team to continue developing the component.

Ask the team to discontinue developing the component.

Request the sponsor's formal approval to discontinue the component.

While struggling to take ownership of delivery, an agile team fails to keep up with its sprint commitments. What should the agile coach do?

Encourage the team to more frequently interact with all stakeholders.

Work with the sponsor to develop team expectations.

Provide the customer with a list of deliverables and obtain agreement.

Encourage the team to more frequently interact with all stakeholders.

Work on finishing upfront product design rather than comprehensive documentation.

A new CIO advocates an agile framework for new IT projects, but the team has reservations. How should the CIO ensure that the team will be aligned with this?

Introduce agile principles and processes, then make the change an experiment to obtain buy-in.

Obtain executive team buy-in by conducting a meeting to present the advantages of agile principles and processes.

Issue a memo of understanding that agile principles should be implemented for all new projects.

Introduce agile principles and processes, then make the change an experiment to obtain buy-in.

Require all staff and management to attend agile training and adhere to its principles.

An agile team has been given a complex project with a basic set of requirements which need further elaboration and review. How should the team iteratively build out the backlog of requirements with the stakeholders?

Deliver the basic requirements iteratively.

Conduct a requirements gathering workshop.

Deliver the basic requirements iteratively.

Have the product owner fill out the requirements backlog.

Have the stakeholders fill out the backlog before starting the project.

A project manager is concerned that the team has misaligned expectations with some stakeholders, and that user stories were written only from a generic user's perspective. This may lead the team to miss stories for non-generic users.What agile tools can help the team address these issues?

Information radiators and story maps

Information radiators and wireframes

Information radiators and story maps

Personas and extreme characters

A senior team member feels underutilized. What should the agile practitioner do?

Encourage the project team to involve the senior member in more project activities.

Transfer the senior member to another team that will more fully utilize their skill set.

Conduct a performance evaluation to determine whether or not this member is a team player.

Encourage the project team to involve the senior member in more project activities.

Ask the functional manager to determine the best course of action.

Midway through a two-week sprint, an agile team realizes that the features cannot be delivered within the sprint. The team determines that another week will be required to complete all committed features.What should the team do?

Identify the reason for over-commitment to the sprint and create an action plan for the following sprint.

Plan for overtime, and include the effort as part of the estimation.

Increase team velocity to deliver more story points.

Identify the reason for over-commitment to the sprint and create an action plan for the following sprint.

Add resources to assist with sprint execution.

During an iteration review, the agile team asserts that a product is complete because development and review were finished. The product owner disagrees, since the product has not been tested.What should the agile practitioner do?

Work with the agile team and product owner to agree on the definition of done.

Ask the project sponsor to determine whether the product is completed.

Plan another review after the product has been tested.

Add testing to the backlog, and have the product owner reprioritize.

A product owner obtains customer confirmation on product requirements and provides them to the team. After explaining the user stories, the product owner receives agreement for acceptance from the team.What should the team do next?

Use agile estimation techniques to create a shared understanding of when the user stories will be completed.

Agree upon development and testing activities for the user stories.

Complete the user stories, and provide a demo for the product owner and customer.

Complete the user stories, and hold a retrospective to discuss them.

An agile team has only one database administrator with the necessary knowledge of databaserelated tasks. The project manager identifies the risk that if this person leaves, team velocity will significantly decrease.What should the agile coach do?

Add another database administrator to balance the workload and aid with knowledge retention.

Start the hiring process for a new, equally skilled database administrator as a replacement.

Move this database administrator to another team so that team members learn database-related tasks.

Add another database administrator to balance the workload and aid with knowledge retention.

Obtain agreement from the team that, on upcoming sprints, the database administrator will act only in an advisory capacity.

A team working with a new technology faces a significant amount of uncertainty about its ability to deliver stories due to technical issues. What should the team do?

Place the impacted stories on the story board, and use daily stand ups to make the product owner aware of the technical issues.

Capture risks and make them visible, and use a burn down chart to focus on reducing risks early in the project.

Ask the scrum master to extend the sprint's duration to allow more time to work through technical issues.

Place the impacted stories on the story board, and use daily stand ups to make the product owner aware of the technical issues.

Seek guidance from the development manager.

A scrum master assumes a project that is essential to organizational growth. The project is expected to be in production for three years. What should the scrum master do first?

Work with the customers to build the product backlog and identify their initial requirements.

Meet with the stakeholders and enterprise architects to understand the project's vision.

Plan and execute a sprint 0 to establish the project's foundational needs.

Create a backlog, and execute a sprint 1 to quickly deliver value to the customers.

A company is considering developing a new, complex application that will require a large initial investment. However, if successful, the profit potential is high. When preparing an analysis, what should be used to encourage stakeholders who are concerned about project failure to authorize the initial investment?

Many small minimally marketable features (MMFs)

Calculated planned percent complete (PPC)

Many small minimally marketable features (MMFs)

Story points rather than cost estimates

How should an agile project leader interact with the product owner?

Share any new versions of the project plan with them, including updated statuses for tasks and project milestones.

Conduct regular one-on-one meetings to review development features and trace them back to the product roadmap.

Ensure that they attend regular sprint meetings to provide product-feature feedback.

Share any new versions of the project plan with them, including updated statuses for tasks and project milestones.

Schedule meetings where they can provide team direction regarding new-feature priorities and upcoming sprints.

An agile practitioner becomes a Scrum Master on an established Scrum team. After introductions, what should the agile practitioner do?

Review the backlog to ensure that it is prioritized, refined, and properly tasked.

Coach team members to improve functional specialties and increase overall velocity.

Identify where team processes misalign with accepted Scrum practices.

Facilitate the identification of problems or issues and help the team resolve them.

Review the backlog to ensure that it is prioritized, refined, and properly tasked.

An agile project manager notices that the product owner manages team members' day-to-day tasks in a way that distracts them from their core responsibilities. In addition, the team believes that their questions on product backlog prioritization are not being answered on time.What should the agile project manager do?

Discuss and address this in the iteration retrospective.

Let the product owner know it is the project manager's responsibility to drive a team's tasks

Discuss the roles and responsibilities of the project team with the product owner.

Ask the product owner to work extra hours to answer the team's questions.

A key stakeholder cannot attend the project vision statement development workshop. The stakeholder has emailed their requirements to the agile team lead, and believes that the vision statement is not critical.How should the agile team lead respond?

Emphasize to the stakeholder that a common, detailed vision will better ensure team understanding of the project.

Personally meet with the stakeholder to understand their requirements, and then share the vision with the team.

Work with the team to create a vision from the stakeholder's supplied requirements.

Explain to the team that creating a vision is not critical in agile projects, as requirements may change over time.

An agile team's client has been asked to expedite the delivery of the next release. By delivering one month early, the company can generate US$40,000 more than expected for the quarter.What should the agile team do?

Request additional resources to meet the expedited deadline and obtain training for the new resources.

Adhere to the new deadline and immediately advise the client that the schedule has been expedited

Advise the client that it is best to continue as planned rather than introduce unforeseen risks by expediting the schedule.

Submit a change request to the client with a 50% increase in charges due to the new potential profit.

Request additional resources to meet the expedited deadline and obtain training for the new resources.

An agile practitioner notices that team members are disengaged. As a result, the team's velocity has decreased. What should the agile practitioner do to get the team back on track?

Hold a standup to address the issue.

Escalate the issue to the project sponsor.

Remove stories to increase velocity.

Hold a standup to address the issue.

Facilitate a team retrospective.

The amount of information captured in the project's defects is varying within the development team.Team members are becoming frustrated with the defect quality inconsistencies and the frequent clarification required.What should be done to address the issue?

Generate insights at the next retrospective and adjust processes as decided by the team.

Stop the current iteration to discuss defect quality issues and explore solutions.

Discuss and explore solutions in the next planning meeting and take corrective actions as required.

Generate insights at the next retrospective and adjust processes as decided by the team.

Assign corrective actions to the backlog for the team to identify the mandatory defect information.

The project team is ahead of schedule and beginning to gold-plate the feature included in the current sprint. What should the agile project manager do?

Instruct the Scrum Master to have the team use the extra time to complete the extra feature work in the current iteration.

Since the team has extra time, notify the product owner and secure approval for the extra work on this feature.

Encourage the team to document the improvement and prioritize it for the upcoming iteration, instead of building it now.

Instruct the Scrum Master to have the team use the extra time to complete the extra feature work in the current iteration.

Notify the product owner and have the product owner verify the backlog priority, then encourage team to continue working on the backlog.

During a backlog refinement meeting, a senior team member raises a concern about an epic sizing that requires the use of a new interface for a vendor product. The product owner acknowledges this as a risk.What should the product owner do now?

Create a spike story to determine what needs to be done to use the new interface.

Log the risk in the risk register, and share the information with impacted stakeholders at the next monthly review meeting.

Create a spike story to determine what needs to be done to use the new interface.

Lower the epic's priority so that it can be deferred, and analyze it during backlog refinement meetings.

Move the work to the vendor, since they have better knowledge of interface implementation.

PMI PMI-ACP Practice Test 3 - Free Online Exam Prep & Questions

Question 1 / 40

During the implementation of a story, a scrum team notifies the scrum master of a technical challenge that is causing a delay. What should the scrum master advise the team lo do?

Implement the story since the team is running behind schedule.

Create a spike to finalize the story's technical approach.

Transfer the story to a scrum team experienced in solving similar problems.

Ask the product owner to reduce the story's priority and wait until more technical details are available.

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