PMI-ACP practice questions 261–270

1. Question 261 · 341 in bank

   Toward the end of a project, the product owner discovers that the project has a high probability of failure due to a critical feature not functioning as expected. What should the product owner do?

   • ATerminate the project to cut losses
   • BReview possible options and make an informed decision to cut losses based on delivered business value
   • CBring in experts to increase the probability of success
   • DContinue the project, release the product without the failing feature, and fix the feature in a subsequent release

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   Answer: B

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2. Question 262 · 341 in bank

   An agile coach is assigned to help a project team that was recently co-located close to a very popular business. Many team members visit this business during working hours which affects team performance. What should the agile coach do to mitigate this issue?

   • ASpeak with the functional managers and come to an agreement that will resolve the issue
   • BExplain to functional managers that too much control will inversely impact team morale
   • CMeet with the team to discuss the issue and identify specific actions to reduce or eliminate the issue
   • DInform the team there will be penalties to anyone who visits that business during working hours

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   Answer: C

   Explanation

   the answer should be C. the question is relevant to "working agreements". we have to discuss with team about working agreements

   Source: Adapted from community discussion — zvasanth1

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3. Question 263 · 341 in bank

   After completing the release plan, the team realizes that the project is very likely to have a negative ROI. What should the team do?

   • APrioritize the backlog, and remove low-priority stories from the release plan to ensure a positive ROI
   • BReplace some team embers to reduce the release costs and minimize a negative ROI
   • CPerform a root-cause analysis to remove waste from the delivery process and increase the ROI
   • DCommunicate the risk of a negative ROI to the stakeholders, and update the release plan

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   Answer: C

   Explanation

   I believe C is the correct answer: Please note that the question is talking about the TEAM and not just the DEVELOPMENT TEAM. The team includes everyone. C. Perform a root-cause analysis to remove waste from the delivery process and increase the ROI: Why the team thinks the project will not have a positive ROI? That is the question the team needs to ask and figure out the root cause for the project not being successful. There could be many reasons, for instance: The project itself may not bring in any value to the organization, or too many unnecessary features have been added to the project and etc...The team needs to find out the problem and figure out the solutions to propose to the stakeholders before anything (like; reaching out to the stakeholders and re-prioritizing the backlog).

   Source: Adapted from community discussion — InvisibleBeing

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4. Question 264 · 341 in bank

   During planning for the next iteration, an agile team identifies most of the story points that are expected to be delivered. How should an agile practitioner work with the team to help identify the iteration's remaining scope?

   • AConvince the team to stop planning and keep the size small
   • BIdentify the technically minimal and achievable tasks
   • CRefer to the remaining prioritized backlog items
   • DSelect some of the smallest items from the backlog

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   Answer: C

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5. Question 265 · 341 in bank

   During a project meeting, a team is faced with a difficult decision. After discussion and deliberation, the project leader makes the final decision and ends the discussion. This causes a team member to withdraw from future collaboration. How could the project leader have avoided this?

   • ALed by example by encouraging the team to engage in consensus-driven decision making
   • BIterated the need for agile teams to make quick decisions, then followed up with that team member
   • CEmpowered a team member to facilitate decision making, then made a final decision on behalf of the team
   • DRefrained from participating in the team's decision-making process, except to document and communicate results

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   Answer: A

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6. Question 266 · 341 in bank

   During sprint planning the product owner wants the team to prioritize and deliver a number of features which have the highest business value. Due to technical dependencies, the team does not agree with the prioritization. What should the project leader do?

   • AEncourage the product owner and team to reprioritize the features and select ones which can be delivered without any dependencies
   • BEncourage the team to continue with the current plan, do what they can, and carry forward the work not done to the next iteration
   • CEnsure the team captures the technical dependencies as issues within the backlog optimization
   • DEnsure that the required subject matter experts (SMEs) are engaged by the product owner to help with backlog prioritization

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   Answer: C

   Explanation

   C is correct. The team should capture all risks and dependencies in the product backlog, and then prioritize the risk /dependencies based on the sprint goal in every sprint. It cannot be A, because doing work without dependencies is not the priority in Agile, the priority is the most valuable feature/stories. What if all highly valuable features have dependencies? In this case the team needs to capture and manage risks/dependencies as per the Sprint Goal.

   Source: Adapted from community discussion — InvisibleBeing

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7. Question 267 · 341 in bank

   During a project review, the team discovers customer feedback that would add scope. The project leader is concerned that the team will be unable to incorporate this feedback and still meet the product launch date. What should the project leader do?

   • AFinalize the feedback in the form of a change request
   • BLimit the scope of the feedback to only those changes that the team can feasibly accommodate
   • CEncourage all feedback, then work with the customer to prioritize work for future sprints
   • DAllow the team to decide what feedback to incorporate

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   Answer: C

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8. Question 268 · 341 in bank

   An Agile team is under pressure to deliver an application. The product owner anticipates many change requests from customers once the product is released. What should the agile team do?

   • ADemand frequent product reviews by the product owner
   • BContinuously work with the product owner to do backlog refinement and product reviews
   • CHave the product owner provide detailed requirement specifications to ensure the proper features are delivered
   • DDuring the planning session, ensure the team is committed to deliver within the specifications

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   Answer: B

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9. Question 269 · 341 in bank

   An agile team is preparing a release plan for a project. What information will the team need to complete this plan?

   • AAmount of work needed to complete a single user story
   • BAmount of work that can be accomplished by each team member
   • CAmount of work that can be accomplished in an iteration
   • DAmount of work that can be accomplished by the entire team

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   Answer: C

   Explanation

   A. Individual user story effort: Knowing the effort required for individual user stories helps with backlog prioritization within each iteration, but it doesn't directly determine the overall iteration capacity. B. Team member individual work: Understanding individual team member capacity is helpful for resource allocation and workload balancing within the team, but it doesn't provide the whole picture of the team's collective capacity in an iteration. D. Entire team work: Knowing the total team capacity across all iterations can be helpful for long-term planning, but it's too broad for building the specific iteration-based release plan.

   Source: Adapted from community discussion — chlaithem

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10. Question 270 · 341 in bank

    Why should a project team reduce the work in progress?

    • AIt indicates poor project quality
    • BIt represents team member's utilization
    • CIt represents unrealized value
    • DIt shows that the project is behind schedule

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    Answer: C

    Explanation

    WIP limits improve throughput and reduce the amount of work "nearly done", by forcing the team to focus on a smaller set of tasks

    Source: Adapted from community discussion — Edgarrt

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PMI-ACP practice, question 261. 341 questions available.