PMI-ACP practice questions 101–110

1. Question 101 · 341 in bank

   The product owner of an agile project is frustrated because the team is unable to deliver as many features as expected. The product owner asks the team to reduce test-automation levels, since the quality assurance team will test the product at project completion. The product owner expects that more features will be delivered in each iteration using this approach. What should the agile practitioner do?

   • AAsk the opinion of key stakeholders and the client to ensure the correct approach is being used
   • BWork with the team to use this approach, and request a quality assurance iteration after every three iterations
   • CPropose to completely eliminate test automation, since this is a quality assurance function
   • DSuggest merging the quality assurance and delivery teams to enhance each iteration's test-automation levels and redundancy

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   Answer: D

   Explanation

   Before making any decisions, the Agile practitioner should ask the opinion of key stakeholders and the client to ensure that the correct approach is being used. Stakeholders and the client have a vested interest in the quality of the product and can provide valuable feedback on the proposed approach. Based on the feedback received, the Agile practitioner can work with the team and product owner to find a solution that ensures the product's quality while delivering value to the customer in each iteration.

   Source: Adapted from community discussion — Raksim

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2. Question 102 · 341 in bank

   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?

   • APlan for overtime, and include the effort as part of the estimation
   • BIncrease team velocity to deliver more story points
   • CIdentify the reason for over-commitment to the sprint and create an action plan for the following sprint
   • DAdd resources to assist with sprint execution

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   Answer: C

   Explanation

   Any incomplete stories will be taken back to PBL, period, Adding new resources is risky and costly, and makes no sense for having timebox. So C is the most appropriate answer.

   Source: Adapted from community discussion — snow5

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3. Question 103 · 341 in bank

   On what should an agile team work to achieve predictable flow?

   • ASmall user stories
   • BSimple acceptance criteria
   • CLean features
   • DLean backlogs

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   Answer: A

   Explanation

   Have you ever met "lean features" term? Small stories make flow more predictable because small stories are more manageble then large one.

   Source: Adapted from community discussion — srv3

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4. Question 104 · 341 in bank

   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?

   • AConduct a requirement gathering workshop
   • BDeliver the basic requirements iteratively
   • CHave the product owner fill out the requirements backlog
   • DHave the stakeholders fill out the backlog before starting the project

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   Answer: A

   Explanation

   Basic set of requirements could be not the most valuable one. In Agile you should deliver most valuable first. You can miss some non-functional acceptance criteria so your "basic delivery" could be useless. A seems to be the correct answer.

   Source: Adapted from community discussion — srv3

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5. Question 105 · 341 in bank

   A scrum master is part of a project team using technologies overseen by the IT department. The IT director oversees several company initiatives and is unfamiliar with the details of each one. As an active project stakeholder, to which meeting should the IT director be invited?

   • APlanning
   • BDaily scrum
   • CSprint demo
   • DRetrospective

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   Answer: C

   Explanation

   Sprint Demo (AKA Sprint Review) is the event where the stakeholders are invited by PO. Sprint retrospective involves only the scrum team (DT, PO,SM)

   Source: Adapted from community discussion — gnc123

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6. Question 106 · 341 in bank

   A globally distributed project team is using email and phone calls as the only way to share information. Delays in resolving issues often occur due to misinterpreted communications, leading to a lower team velocity. What steps should the project leader take to improve knowledge sharing?

   • AMeet individually with each team member to identify the issues and relay information to the remaining members through status reports
   • BEstablish a live video feed between the dispersed teams to enable spontaneous engagement and collaboration on issues
   • CRequest that the customer co-locate the team to overcome the communication issues, as this is the only method to ensure agility
   • DInform the customer of the challenges and lower velocity of the project to accommodate for the slower delivery pace

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   Answer: B

   Explanation

   B - Correct From PMI’s Agile Practice Guide, Page 46: “Some techniques to consider for managing communication in dispersed teams are fishbowl windows and remote pairing: Create a fishbowl window by setting up long-lived video conferencing links between the various locations in which the team is dispersed. People start the link at the beginning of a workday, and close it at the end. In this way, people can see and engage spontaneously with each other, reducing the collaboration lag otherwise inherent in the geographical separation.”

   Source: Adapted from community discussion — HTTPS

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7. Question 107 · 341 in bank

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

   • AKeep sprints short
   • BInvite the stakeholder to the daily stand ups
   • CAsk the stakeholder for estimates for each user story
   • DSchedule more demos during each sprint

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   Answer: A

   Explanation

   yes it helps. if it is 2 weeks sprint you meet your stockholders once at the review. if it is 1 week you meet within a week.

   Source: Adapted from community discussion — zrobert

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8. Question 108 · 341 in bank

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

   • AStart the hiring process for a new, equally skilled database administrator as a replacement
   • BMove this database administrator to another team so that team members learn databaserelated tasks
   • CAdd another database administrator to balance the workload and aid with knowledge retention
   • DObtain agreement from the team that, on upcoming sprints, the database administrator will act only in an advisory capacity

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   Answer: C

   Explanation

   A. Start the hiring process for a new, equally skilled database administrator as a replacement. = if we replace one with another it'll be the same risk. B. Move this database administrator to another team so that team members learn database-related tasks. = this action make impedement and reduce velocity C. Add another database administrator to balance the workload and aid with knowledge retention. = seems to be the best action. D. Obtain agreement from the team that, on upcoming sprints, the database administrator will act only in an advisory capacity. = this action make impedement and reduce velocity

   Source: Adapted from community discussion — srv3

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9. Question 109 · 341 in bank

   An agile team is working well together, but productivity has been flat. What can the project leader do to help them improve performance?

   • AReview the burndown chart to identify ways to increase efficiency
   • BChair a weekly team retrospective focusing on identifying areas for continuous improvement
   • CAsk a senior manager to initiate a root-cause analysis
   • DIdentify team key performance indicators (KPIs) and create positive incentives when targets are achieved

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   Answer: B

   Explanation

   Best answer is B. Retros for improvement. Incentive plans can be useful, but what the team really needs is guidance, not rewards and punishments.

   Source: Adapted from community discussion — Admirable

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10. Question 110 · 341 in bank

    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?

    • AObtain executive team buy-in by conducting a meeting to present the advantages of agile principles and processes
    • BIssue a memo of understanding that agile principle should be implemented for all new projects
    • CIntroduce agile principles and processes, then make the change an experiment to obtain buy-in
    • DRequire all staff and management to attend agile training and adhere to its principles

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    Answer: C

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PMI-ACP practice, question 101. 341 questions available.