PMI-ACP practice questions 221–230

1. Question 221 · 341 in bank

   The agile team has failed to meet their iteration goal, and contention has developed between members. The agile leader would like to determine how to improve the team's productivity and morale. How should the agile leader address this?

   • AStandup meeting
   • BRetrospective meeting
   • CDemo of the new features to energize the team
   • DOffsite meeting with stakeholders

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   Answer: B

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2. Question 222 · 341 in bank

   An agile team has received several new features to be added to the product backlog. The team is struggling to provide a reasonable estimate for feature development due to a lack of experience. How should an experienced agile practitioner assist the team?

   • AAdd a task to the product backlog to allow the team time to investigate and experiment prior to estimating.
   • BAdd a task to the product backlog to allow the team to apply a wideband Delphi estimation technique.
   • CAdd a task to the product backlog to allow the team to apply planning poker to estimate the effort.
   • DAdd a task to the product backlog to allow the team to apply a three-point estimation technique.

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   Answer: A

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3. Question 223 · 341 in bank

   During the iteration planning of a newly on boarded agile team, the product owner adds a set of high priority user stories into the iteration backlog. What should the team do first to define the tasks need to implement the user stories?

   • ASelf-organize
   • BAssign tasks to each team member
   • CMeet with the customer
   • DIdentify the scrum master

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   Answer: A

   Explanation

   I think A is the right answer, and in the exam we should not overthinking to figure out about the answer is clearly mentioned !

   Source: Adapted from community discussion — snow5

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4. Question 224 · 341 in bank

   The team is refining user stories during the backlog grooming session and confused on the acceptance criteria and level of details. What should the agile practitioner do?

   • AComplete the test cases before creating the story in the backlog
   • BDefine the detailed business requirements so that the team can continue with development
   • CDefine the user stories with just enough details so the team can collaborate continuously
   • DEnsure the acceptance criteria includes testing scenarios, so the team can do through testing

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   Answer: C

   Explanation

   The agile practitioner should define the user stories with just enough details so the team can collaborate continuously. This approach aligns with the principles of Agile methodologies, which emphasize collaboration, flexibility, and iterative development.

   Source: Adapted from community discussion — thewalker

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5. Question 225 · 341 in bank

   A company is planning to launch a new service to improve the customer checkout experience. What should the project manager do to meet the objective of reducing time to market to gain a competitive advantage in the industry?

   • AEngage the project stakeholders to assess the best practices to apply and plan the deliverables before implementation.
   • BRecommend an agile delivery approach and provide information to the stakeholders on agile values and principles.
   • CEducate the team about scrum and ensure that all members are aligned to the roles required.
   • DConsult executive leadership for the most appropriate method for delivery using existing organizational practices.

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   Answer: B

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6. Question 226 · 341 in bank

   The project manager has requested that the customer participate in the requirements gathering session for the next release. A conflict comes up regarding the requirements between the customer and team. What should the project manager do?

   • ABased on value to the organization, the project manager should decide what can be included or not in the final requirements.
   • BThe customer is the end user of the product and should have the authority to decide about the product requirements.
   • CThe project manager should discuss the requirements with the customer alone so that the team can deliver the prioritized requirements.
   • DEncourage self-organization by communicating the importance of a collaborative approach in decision making about the requirements.

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   Answer: D

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7. Question 227 · 341 in bank

   A project is to be started with a team of nine existing and nine new members. The scrum master feels that the team is too large and wants to break it into three teams. The scrum master sets a constraint that each team have an equal number of existing team members for knowledge sharing and experience. What should the scrum master do to accomplish this?

   • AAsk the team members' functional managers for guidance on how to group the team members.
   • BObserve which team members are comfortable working together, then assign accordingly.
   • CEnsure that members begin to self-organize as small teams with efficiently distributed skills.
   • DAssign team members to their respective teams based on the skills known to the scrum master.

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   Answer: C

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8. Question 228 · 341 in bank

   A key stakeholder feels they do not understand the project at a comprehensive level. What should the agile practitioner do?

   • ASend daily status emails to let stakeholders know what progress is being made.
   • BInvite stakeholders to attend daily Scrum meetings to get feedback.
   • CShare information via interactive methods such as a brainstorming session.
   • DBuild the feature backlog and then solicit stakeholder feedback.

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   Answer: C

   Explanation

   I think none of the offered options are valid. Maybe C is the only "logical" option if I had to choose, but it doesn't seem correct in my opinion. A - not an Agile approach B - Daily Scrum is intended only for the team C - Iterative brainstorming session as a method for sharing information? I don't think so. The Sprint Review meeting is excellent for aging stakeholders' feedback. D - It is not an option, at all

   Source: Adapted from community discussion — Petrevski

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9. Question 229 · 341 in bank

   A team member does not understand what the project risks are or the impact that they could have. How should an agile leader communicate risks in a way that the team will understand?

   • ACreate a RACI chart (responsible, accountable, consulted, informed) that identifies who is accountable for each risk.
   • BCreate a Gantt chart that includes slack to accommodate for unknowns.
   • CCreate a communications management plan that details who is responsible for communicating risks.
   • DCreate a risk burndown chart showing the reduction of risks over time.

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   Answer: D

   Explanation

   A = note related to risk. RACI chart is a responsibility assignment matrix— a simple diagram used in project management to map task roles and responsibilities. RACI stands for Responsible, Accountable, Consulted and Informed. B = note related to risk. The Gantt chart is not an Agile tool. C = note related to risk.

   Source: Adapted from community discussion — Petrevski

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10. Question 230 · 341 in bank

    A large, corporate organization is forced to hire new team members in a geographically remote location from the current team. The manager of the department is concerned about the team not being colocated. What behavior would indicate the team is not working well together?

    • ATeam members are sending more emails to the team.
    • BThe duration of feedback cycles has increased.
    • CThe velocity has increased by having the new team work on items.
    • DNew team members requested to move meetings due to time differences.

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    Answer: B

    Explanation

    Delayed communication: An increase in feedback cycle duration points to potential communication delays and bottlenecks. This could be due to asynchronous interactions, lack of clear communication channels, or time zone differences impacting collaboration. Reduced iteration speed: Longer feedback cycles slow down the development process, hindering the team's ability to iterate quickly and deliver value efficiently. This can lead to frustration and a sense of disconnect between the remote and co-located team members. Risk of misunderstandings: Delayed feedback increases the risk of misunderstandings and misinterpretations, especially in asynchronous communication. This can lead to rework, frustration, and ultimately, project delays.

    Source: Adapted from community discussion — chlaithem

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PMI-ACP practice, question 221. 341 questions available.