PMI PMI-ACP Online Practice Questions and Exam Preparation

PMI PMI-ACP Online Questions & Answers

• Question 911:

  A project team's manager is responsible for delivering a specific initiative for the organization. They are preparing for a monthly meeting where the manager will present on the current state of this initiative. The agile project lead sends the manager the following email with the current initiative status (see Exhibit A). At the end of which sprint will the minimum viable product (MVP) be completed?

  A. 7
  B. 8
  C. 9
  D. 10
  C. 9

• Question 912:

  How can a scrum team obtain more feedback from a minimally responsive outside stakeholder?

  A. Keep sprints short.
  B. Invite the stakeholder to the daily stand ups.
  C. Ask the stakeholder for estimates for each user story.
  D. Schedule more demos during each sprint.
  A. Keep sprints short.

• Question 913:

  Your team is running three-week Sprints. How much time should you schedule for Sprint Review sessions?

  A. 1 hour, 15 minutes
  B. 45 minutes
  C. 3 hours
  D. 6 hours
  C. 3 hours

• Question 914:

  Based upon this Burndown chart, is this project ahead of schedule or behind schedule?

  

  A. Ahead of schedule
  B. Behind schedule
  B. Behind schedule

• Question 915:

  A team member has made a mistake on a project. How should the scrum master address the mistake?

  A. Encourage all team members to follow existing processes.
  B. Require team members to complete a peer review of work and deliverables.
  C. Facilitate a retrospective to identify areas of improvement.
  D. Reward those who have the lowest occurrences of mistakes.
  C. Facilitate a retrospective to identify areas of improvement.

• Question 916:

  Agile uses a number sequence for estimating. The series of numbers begin with 0, 1, 1 and are calculated by adding the previous two numbers to get the next number. This number sequence is called:

  A. Sashimi
  B. Velocity
  C. Capacity
  D. Fibonacci
  D. Fibonacci

• Question 917:

  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?

  A. Establish pair programming partners, and regularly perform peer reviews.
  B. Perform demos at the end of each iteration.
  C. Send coding to the quality assurance (QA) team upon completion.
  D. Demonstrate each feature to the client as soon as coding is complete.
  B. Perform demos at the end of each iteration.

• Question 918:

  Which layer of the product planning structure defines details at the capability or feature level?

  A. Iteration
  B. Roadmap
  C. Release
  D. Wave
  C. Release

• Question 919:

  When is Planning Poker used?

  A. During backlog prioritization
  B. As part of Pareto Analysis
  C. During User Story sizing and estimating
  D. As part of the Daily Stand-up
  C. During User Story sizing and estimating

• Question 920:

  In several recent agile team status meetings, there have been discussions about increases in costly bugs and late product deliveries, resulting in lower quality and higher costs. Team members feel they spend too much time in planning and process meetings, then feel rushed to complete their work. How should the agile lead implement an effective and efficient solution?

  A. Review the quality assurance and control processes with the team to ensure that even new team members understand the service level agreement (SLA) made with the customer.
  B. Suggest the team commit to a 2-month trial using Kanban. Focus on delivering value to the customer using pull criteria before advancing work. The team will have planning meetings as needed with no special meetings about the process.
  C. Hire a consultant team to perform a root cause analysis, which will determine the fundamental issues from both perspectives, then meet with the team to determine the best method to get the project back on track.
  D. Work with the team to create a spike story for the next iteration to investigate the issue. Create a plan to get the project back on track and present it at the next status meeting to gain stakeholder acceptance.
  B. Suggest the team commit to a 2-month trial using Kanban. Focus on delivering value to the customer using pull criteria before advancing work. The team will have planning meetings as needed with no special meetings about the process.