PMI-ACP practice questions 31–40

1. Question 31 · 341 in bank

   Throughout the project, an agile practitioner notices that one team member is becoming an emergent leader. What should an agile practitioner do?

   • APresent opportunities in order to be supportive and grow that team member's talents
   • BEncourage the team member to fit in more with the established team norms
   • CBring this to management's attention so they don't disrupt the team
   • DAsk team member to respect defined roles on the project to avoid confusion with the team

   Show answer

   Answer: A

   Next question

2. Question 32 · 341 in bank

   A product's scope and acceptance criteria have been detailed, and the product is planned for release at the end of the next quarter. What should the project team do next?

   • AEstimate the project team's capacity
   • BDetermine how much work can be delivered
   • CCalculate how much work will fit into the next iteration
   • DEstimate items in the product backlog

   Show answer

   Answer: D

   Explanation

   Steps to Planning a Release 1. Determine condition of satisfaction 2. Estimate user stories 3. select an iteration length 4. estimate velocity 5. Proritize US 6. select stories and release date D is correct

   Source: Adapted from community discussion — thuha1704

   Next question

3. Question 33 · 341 in bank

   At the retrospective, the burndown chart shows that the project is slightly behind schedule. The project team identifies an inexperienced software engineer as the source of reduced velocity. How should the project team address this issue?

   • ASuggest pair programming during the retrospective
   • BAsk the product owner to re-prioritize the user stories at the next retrospective
   • CRe-estimate the story points with team members at the next iteration planning meeting
   • DAssign less complex user stories to the inexperienced software engineer at the next iteration planning meeting

   Show answer

   Answer: A

   Next question

4. Question 34 · 341 in bank

   How should a project leader manage stakeholder expectations in an agile project?

   • AEstablish a common vision and success criteria and involve all the stakeholders in the iteration reviews
   • BInvite stakeholders for the iteration reviews but do not include new stakeholders which may limit project success
   • CInvolve all the stakeholders in iteration reviews but do not entertain all expectations of all stakeholders
   • DCommunicate issues to all stakeholders via email and only communicate risks to internal stakeholders

   Show answer

   Answer: A

   References

   • pmi.org documentation

   Next question

5. Question 35 · 341 in bank

   An agile practitioner wants to ensure that stakeholders have current information about a project's progress. What should the agile practitioner do?

   • ARegularly circulate an updated, detailed version of the project plan
   • BFrequently update the online project management office (PMO) repository site
   • CInvite the stakeholders to daily stand ups
   • DPost a project board in an area where all can view it

   Show answer

   Answer: D

   Next question

6. Question 36 · 341 in bank

   A scrum master would like to provide information to key stakeholders on the daily resource and project activities. Which tool should the Scrum master use to provide these updates?

   • AShared vision statement and sprint goal
   • BRelease burnup chart
   • CVelocity metrics
   • DIteration burndown chart

   Show answer

   Answer: D

   Next question

7. Question 37 · 341 in bank

   After a successful product deployment, a key stakeholder informs an agile team member that an implemented feature is failing to deliver its expected business value. The team member replies that the requirement was provided by the customer, and that the scope was clearly met. If the problem were an issue of requirement elicitation rather than delivery, what should have been done to avoid this situation?

   • AStakeholders should have regularly been engaged to obtain feedback and reduce the functionality risk
   • BThe team should have used the lean principle of delay, so that actual facts could be considered rather than assumptions and predictions
   • CInterdependent teams should have been engaged using a collaborative approach to identify and leverage the best support
   • DAn owner should have been identified to obtain timely stakeholder feedback

   Show answer

   Answer: A

   Next question

8. Question 38 · 341 in bank

   During a project's last few sprints, an agile practitioner notices an increase in defects. A rootcause analysis indicates that a poor understanding of the requirements was caused by the inability of the product owner to communicate clearly. What should the agile practitioner do?

   • AInform the product owner's manager so that corrective action may be taken
   • BCommunicate this to the product owner, and offer to help facilitate discussion with the team
   • CEncourage a team member to raise this during the retrospective to ensure that the product owner is aware
   • DEscalate this issue to the sponsor so that corrective action may be taken

   Show answer

   Answer: B

   Explanation

   Bcz S.M. don't have to encourage smbd to raise this question - he/she can do it him/herself. And corrective action is clear - to coach P.O. about speeching :) So B. looks like the best answer.

   Source: Adapted from community discussion — srv3

   Next question

9. Question 39 · 341 in bank

   An agile team lead is assigned to a project that must ensure data security. What should the team lead do to guarantee that security, as a non-functional requirement, is managed throught the project?

   • AInclude security concerns on the agenda for every meeting
   • BRequest that a security expert be added to the team
   • CAdd security as a non-functional requirement to the risk register, and review regularly
   • DEnsure that planning and prioritizing includes consideration of security requirements

   Show answer

   Answer: D

   Next question

10. Question 40 · 341 in bank

    During a backlog refinement meeting, a senior team member raises a concern about an epic sizing that requires the use of a new interface for a vendor product. The product owner acknowledges this as a risk. What should the product owner do now?

    • ALog the risk in the risk register, and share the information with impacted stakeholders at the next monthly review meeting
    • BCreate a spike story to determine what needs to be done to use the new interface
    • CLower the epic's priority so that it can be deferred, and analyze it during backlog refinement meetings
    • DMove the work to the vendor, since they have better knowledge of interface implementation

    Show answer

    Answer: B

    Explanation

    A. Log the risk in the risk register, and share the information with impacted stakeholders at the next monthly review meeting. = no such artifact. B. Create a spike story to determine what needs to be done to use the new interface. = The best solution to clarify the size of the work to be done C. Lower the epic's priority so that it can be deferred, and analyze it during backlog refinement meetings. = we don't have any inputs about priorities. Only about sizing. D. Move the work to the vendor, since they have better knowledge of interface implementation. = It's too early to make decision since we are not sure about size.

    Source: Adapted from community discussion — srv3

    Next question

Keyboard:J Kmove between questionsA–Dselect an answerRshow or hide the answer← →change page

PMI-ACP practice, question 31. 341 questions available.