PMI-ACP practice questions 241–250

1. Question 241 · 341 in bank

   An agile team is struggling to achieve their goal during the first release due to an unstable environment beyond the authority of the product owner. Close to the end of the current sprint, the release manager resigns and a new person takes over. What should the scrum master do?

   • AReport the issue to the product owner and request help.
   • BLet the new release manager participate in the daily standup.
   • CInvite the new release manager to the sprint demo and ask for help.
   • DSend a status report to the release manager, highlighting the issue.

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   Answer: B

   Explanation

   In Agile, particularly in Scrum, the daily standup (or daily Scrum) is primarily intended for the development team, the Scrum Master, and the Product Owner. The purpose of the daily standup is to provide a quick status update, synchronize the team's efforts, and identify any impediments or blockers. It is a focused, time-boxed meeting that usually lasts around 15 minutes. the arrival of a new release manager can be considered a special circumstance that justifies their temporary attendance at daily standups. This approach ensures a smooth transition, fosters a better understanding of the team’s needs, and facilitates a quicker resolution of any environmental or external challenges affecting the team. However, it’s important to ensure that the standup remains focused and that this is not turned into a long-term practice.

   Source: Adapted from community discussion — zayn_1983

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2. Question 242 · 341 in bank

   A customer has given a project team several requests for new features on a product. The customer is upset that the requests have been placed in the backlog and are not currently being worked on by the team. What should the team do next?

   • AReview the feature requests and reject the most complex ones.
   • BOrganize the feature requests from simple to complex.
   • CPrioritize the requests for the next sprint.
   • DTurn the requests into user stories and prioritize them.

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   Answer: D

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3. Question 243 · 341 in bank

   An agile practitioner is in the process of refining requirements. The requirements keep changing based upon with whom the agile practitioner speaks. What should the agile practitioner do in this situation?

   • AAsk the scrum master to help reduce the rate of change.
   • BWork with the agile coach to document the requirements in a collaborative way.
   • CWork with the stakeholder directly rather than go through different layers of people.
   • DWork with the development team to confirm the requirements.

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   Answer: C

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4. Question 244 · 341 in bank

   An agile team is having a meeting with a customer to formulate the product requirements for the next iteration. The outcome of the meeting is a set of clear and detailed requirements. What should the team do next?

   • ARun automated tests on the legacy functionality.
   • BAsk the customer to write tests that will be used to know when a story has been correctly developed.
   • CStart coding on the selected user stories to meet the requirements.
   • DWrite tests that will be used to know when a story has been correctly developed.

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   Answer: D

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5. Question 245 · 341 in bank

   A Kanban team is struggling to prioritize and determine which tasks to handle first according to value. What should the team do to improve this situation?

   • AInvolve their product owner.
   • BReview their work in progress (WIP) limits.
   • CUse class of service.
   • DMeasure their lead time.

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   Answer: C

   Explanation

   In Kanban, classes of service (CoS) categorize tasks based on urgency and importance. Implementing CoS with clear definitions and associated workflows can prioritize high-impact, time-sensitive tasks effectively.

   Source: Adapted from community discussion — chlaithem

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6. Question 246 · 341 in bank

   On an agile project, some of the development team is struggling to understand how the tasks and user stories fit into the overall product. How should this be addressed?

   • AReview the iteration goals and have the team each describe the work to create shared understanding
   • BCreate a story map for the minimal viable product (MVP) functionality
   • CCapture this as a task in the retrospective and ensure there is more details provided at the next planning session
   • DHave the product owner explain the product vision and review the release plan with the team

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   Answer: D

   Explanation

   Please be sure it is not the vision to be asked, instead, it asked how the tasks and the stories fit into the overall product. Story Mapping or User Story Mapping is a technique used in product discovery: outlining a new product or a new feature for an existing product. Therefore, it is B. Do you know how the PO is able to explain that? Vision is more simple to explain rather than how they fit into the product. It needs more detail and the story map is ideal to explain that.

   Source: Adapted from community discussion — carfer

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7. Question 247 · 341 in bank

   The product owner is very concerned about work not being completed and tested before a hard release date. What can the agile team do to mitigate this risk?

   • AHigh-risk features can be prioritized to fit into releases with less work in progress.
   • BLow-risk, low-value features can be prioritized and completed first.
   • CHigh-risk, low-value features can be evaluated by the team early in the release.
   • DThe work in progress can be adjusted to get more reviews with high-risk features.

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   Answer: A

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8. Question 248 · 341 in bank

   A project team tasked with delivering a solution with extremely aggressive timelines is facing an issue with meeting their sprint velocity targets. To address this issue and bring the project back on track, what action should the team take?

   • APerform value stream analysis to eliminate the processes with wastage.
   • BReevaluate the minimum viable product (MVP) deliverables to remove high-risk stories and meet timelines.
   • CAdjust the story points included in each sprint to represent the actual velocity.
   • DInclude high-risk stories in earlier sprints to deliver incremental velocity.

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   Answer: B

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9. Question 249 · 341 in bank

   An organization wants to increase value delivery in its agile projects. What should the agile teams do?

   • APerform analysis and development work, but no testing because that should be managed by another specialized team.
   • BMaster available technology and tools to provide informative dashboards to the stakeholders.
   • CWork with product owners and turn product backlog items into potentially shippable product increments.
   • DComplete projects by their deadlines and share the budgets upfront with project sponsors.

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   Answer: C

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10. Question 250 · 341 in bank

    The customer needs assistance in determining the efficiency of a set of process activities within the solution. What should the agile team do?

    • ADiscuss the efficiency at the next iteration retrospective
    • BReview the process value stream to determine potential improvements
    • CReview the value the customer receives from the user story to determine backlog priority
    • DDiscuss the performance of the solution at the next sprint review

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    Answer: B

    Explanation

    B is the right answer. The goal of Value Stream Map is to optimize the flow of information or materials required to complete a process, thereby reducing the time it takes to create value and eliminating wasteful or unnecessary work. In value stream mapping, we create a visual map of a process flow, so that we can identify where delays, waste, and constraints are occurring. Once we identify the areas that could be improved in the process, we can then look for ways to remove those problems and make the process more efficient

    Source: Adapted from community discussion — snow5

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PMI-ACP practice, question 241. 341 questions available.