PMI-ACP practice questions 231–240

1. Question 231 · 341 in bank

   A software company is developing an accounting software system to market to customers. The team has been working on the project for six weeks and has great velocity. One of the major stakeholders approached the scrum master and asked for a bi-weekly status report because they feel they are not being properly updated. How should the scrum master respond to this request?

   • AInform the stakeholder that all updates are provided in the sprint review sessions and encourage them to attend.
   • BCreate and update bi-weekly project status reports for the stakeholder who requested the report.
   • CEscalate this to the stakeholder's supervisor because this is an unreasonable request.
   • DIgnore the stakeholder's request and continue working on the project as they have been for the past six weeks.

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   Answer: A

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2. Question 232 · 341 in bank

   The project lead of a newly created agile project delivery team realizes that there are gaps in the knowledge of some team members. The lack of specific skills will add risk to the project delivery if the project becomes too dependent on specific resources for complete delivery. What should the project lead do to address the gaps and develop a high-performing team?

   • AAsk each team member to document their solutions extensively in a knowledge repository for knowledge exchange between the team.
   • BPair team members and ensure review of technical deliverables by partners in each sprint before integration of the solution.
   • CCreate an environment of continued learning by providing opportunities for team members to develop their skills as generalized specialists.
   • DReplace the team members with highly qualified individuals that have experience in the specific technologies required for completing delivery.

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   Answer: C

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3. Question 233 · 341 in bank

   Stakeholders are unhappy because they have not been consulted on a user interface (UI) for a project that will have a significant impact on end users once it is launched. How should this situation be handled?

   • AThe agile team should engage stakeholders regarding the proposed designs and ensure that sufficient engagement occurs throughout the project in an adaptive way.
   • BThe agile practitioner should inform the stakeholders that the UI has already been approved by the project team and the project sponsor, so the team is committed to staying the course.
   • CAll stakeholders should go through the approved project charter and the business requirements document to reduce the number of late changes or requests.
   • DThe stakeholders should contact the project sponsor to get the project halted until new requirements are agreed upon.

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   Answer: A

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4. Question 234 · 341 in bank

   A client has provided their requirements and deadline to the project team. The requirements are confusing, and the team is frustrated. What should the team's servant leader do?

   • ATry to motivate the team by recounting examples of their past successes.
   • BAsk the team to find user stories from similar projects for this customer.
   • CAsk the team to restate the requirements and review them with the client.
   • DAsk the team to develop user stories and build deliverables based on the requirements.

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   Answer: C

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5. Question 235 · 341 in bank

   When prioritizing features to be delivered in an iteration, on what should an agile team defer work?

   • AHigh-risk and high-value
   • BHigh-risk and low-value
   • CLow-risk and low-value
   • DLow-risk and high value

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   Answer: C

   Explanation

   B. High-risk and low-value. Explanation: The goal in Agile is to deliver the most valuable features as early as possible and to tackle risks while doing so. Thus, features that are high-risk and high-value should not be deferred but tackled head-on. On the contrary, features that are high-risk and low-value don't provide enough value to justify the associated risk, so these should be deferred or even avoided. Low-risk and high-value features (Option D) are desirable as they give the team valuable output with minimal risk. Low-risk and low-value features (Option C) could be deferred or might be tackled as time and resources allow, but they wouldn't be a first priority. Remember, the goal is to provide the maximum value with minimal risk, and the team should focus on high-value work first. The risk is considered to ensure that potential problems are dealt with sooner rather than later.

   Source: Adapted from community discussion — NorWEED

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6. Question 236 · 341 in bank

   During an agile team retrospective, some junior team members discussed an approach that could improve the overall team performance. How should the agile practitioner handle the recommendation?

   • ARecord the suggestion to be considered for future projects.
   • BInvite the team to evaluate the suggestion and measure the effectiveness of the implementation.
   • CLet the product owner consider the proposal and decide whether to adopt the suggested practice.
   • DLet the team’s senior members decide whether to adopt the suggested practice.

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   Answer: B

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7. Question 237 · 341 in bank

   A new Scrum team is struggling with the various ceremonies of Scrum. Among other things, the product owner and stakeholders find the technical architecture and design presentations during sprint reviews less than informative. What should the team do?

   • ARefocus the sprint review meetings to demonstrate working software and seek feedback on the product.
   • BReach out to other, more experienced teams to seek input as to how to present the technical details in a more informative manner.
   • CExplain the importance of the technical architecture and design presentations and improve the presentation format.
   • DInvite technical managers and architects who will be a more appropriate audience to their sprint reviews.

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   Answer: A

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8. Question 238 · 341 in bank

   Two team members are working together to deliver an asset management tool. The code delivered by team member A during this sprint is not aligning with the specifications written by team member B. Both team members do not seem to agree on the look and feel of some functionality. What should the scrum master do in this situation?

   • AUnderstand the root cause of this issue and recommend discussing their differences to find common ground.
   • BHold a team meeting to discuss these issues and help direct the whole team on how to proceed further.
   • CLet the two team members resolve the conflict on their own.
   • DAsk their functional manager to intervene and resolve the issue.

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   Answer: A

   Explanation

   A = correct. The teams are self-organized and they have to find a solution by themselves B = not correct. SM cannot direct the teams on how to collaborate, he can facilitate the collaboration process and communication between the teams C = not correct. The conflict is already there and it cannot be handled by the teams. SM involvement is mandatory D = not correct. Not an option, at all.

   Source: Adapted from community discussion — Petrevski

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9. Question 239 · 341 in bank

   An agile team is continuously interrupted by stakeholders wanting to ask product backlog questions. Distractions can have a negative impact on value delivery and quality. Who is responsible for protecting against distractions?

   • AProduct owner
   • BProject manager
   • CAgile leader
   • DDevelopers

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   Answer: C

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10. Question 240 · 341 in bank

    An organization is shifting to an agile delivery methodology. An agile project manager has been assigned to the transformation project. What should the agile project manager do to ensure a high level of adoption?

    • AFocus on not just the "what," but also the "how" of delivering projects.
    • BEnsure that there is buy-in from senior management to adopt agile.
    • CIdentify strong product owners to ensure project teams are delivering value.
    • DTrain the team on the fundamentals of the agile mindset and principles.

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    Answer: D

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PMI-ACP practice, question 231. 341 questions available.