PMI-ACP practice questions 51–60

1. Question 51 · 341 in bank

   An agile team has been in place for five years and the customer is satisfied with the team's performance and deliverables. Now that the product is built and delivered, the customer is considering the future role of the Scrum Master. What should the customer do?

   • AExpand the Scrum Master's role to other projects, while allowing them to support the current project
   • BRelease the Scrum Master, since the team is adequately skilled with agile practices
   • CExpand the product owner's role to serve as the Scrum Master, while providing additional product knowledge
   • DIncrease the functional manager's role to act as the Scrum Master, while providing additional information about functional areas

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   Answer: A

   Explanation

   I thingk A is the better option. This reference is from Scalade. That could kill the transformation before it even gets started, and before the teams have had a chance to prove the value of the role. Therefore, SAFe takes a pragmatic approach and assumes, in general, that the Scrum Master is a part-time role. During initial SAFe adoption, however, the job may be more intensive. At this stage, the organization may find it beneficial to bring external consultants on board to coach the teams while they become experienced in Scrum and SAFe. These outside consultant Scrum Masters will often coach multiple teams in the organization

   Source: Adapted from community discussion — Kajaro

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2. Question 52 · 341 in bank

   A product owner with experience in a predictive approach wants the team to develop very detailed schedules and cost estimates for the next 10 sprints. What should the Scrum Master do?

   • ASuggest the product owner start by focusing on the next 2 sprints instead of 10
   • BSpend the first few sprints to develop detailed schedules and budgets
   • CInvite the product owner to the retrospective to explain the team's approach to schedule and budget
   • DExplain that detailed project schedules and budgets are not artefacts in agile projects

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   Answer: D

   Explanation

   I'll go with D. It is the job of the SM do make the team including the PO aware of the Agile principles and mindset. Option A doesn't really communicate the agile principles to the PO but is merely an authoritative way of communicating ( not recommended in Agile). Option B is against the Agile principles since there are no detailed budgets and schedules and these are artifacts of the predictive project management. Option C leaves the resolution to the issues on hand to the retro which is done after the sprint, leaves it too late so incorrect. Option D is a direct and most suitable option without wasting any time. I would go with D.

   Source: Adapted from community discussion — saponazureguy

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3. Question 53 · 341 in bank

   An agile team identifies that their velocity is lower than predicted, and that their previous forecasts in the product roadmap are wrong. The team is worried that they will be unable to meet a critical release date without corrective action. What should the team do?

   • ACollaborate with the product owner to reprioritize the product backlog, thus ensuring that more features will be completed
   • BAsk the team lead to calculate the team's target velocity according to the project plan, and assign additional resources to increase the capacity
   • CFocus on velocity and schedule concerns during the retrospective to inspect, adapt, and improve the process and plans
   • DReestimate the backlog items from the release, ensuring that contingency is included to set stakeholder expectations

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   Answer: D

   Explanation

   A = wrong. The velocity is an issue, not no. of features B = wrong. There's no target velocity C = seems to be correct, BUT cannot improve the velocity if you just focus on velocity since - it is a process. This is definitely a step that has to be taken but after D D = correct. If the velocity is an issue, then reestimation (as a corrective action) is a must and consequently needs an update to stakeholders to manage their expectations.

   Source: Adapted from community discussion — Petrevski

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4. Question 54 · 341 in bank

   A product owner adds a 21-point, high-priority story to a sprint backlog. The team is concerned that it cannot be completed during the current sprint. What should the team do?

   • AAdvise the product owner that the story will have to wait until the next sprint
   • BWork extra hours to complete the story and satisfy the customer's requirements
   • CBreak down the story into smaller increments and negotiate other stories on the sprint backlog
   • DIncrease the length of the sprint to accommodate the story

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   Answer: C

   Explanation

   A. No, it's a high priority story, it should not be simply rejected like that B. No C. Best answer - negotiate with PO, try to find solution that will work for both team and customer/PO D. No

   Source: Adapted from community discussion — Michaela0015

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5. Question 55 · 341 in bank

   A senior team member feels underutilized. What should the agile practitioner do?

   • ATransfer the senior member to another team that will more fully utilize their skill set
   • BConduct a performance evaluation to determine whether or not this member is a team player
   • CEncourage the project team to involve the senior member in more project activities
   • DAsk the functional manager to determine the best course of action

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   Answer: C

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6. Question 56 · 341 in bank

   A product that recently went to market is receiving a great deal of attention from upper management who expresses interest by directly emailing and calling the developer team. The team expresses frustration during a standup. What should the Scrum Master do?

   • AAsk the product owner how upper management's comments can be redirected
   • BDirect the developer team to ignore the phone calls and emails
   • CAsk the product owner to enter the requests into the product backlog as high priority
   • DPersonally respond to upper management's phone calls and emails

   Show answer

   Answer: A

   Explanation

   A - Correct - Stakeholders’ engagements should be routed through the product owner before reaching the scrum team. From The Scrum Guide: “The Product Owner may represent the needs of many stakeholders in the Product Backlog. Those wanting to change the Product Backlog can do so by trying to convince the Product Owner.”

   Source: Adapted from community discussion — HTTPS

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7. Question 57 · 341 in bank

   A client states that a product is not being built as requested. How should the agile team address this?

   • AConduct an internal review to validate functionality before shipping
   • BAudit the quality control process to ensure that the product adheres to requirements
   • CLengthen iterations to ensure there is sufficient time to build functionality
   • DHold product review sessions with the client to obtain product acceptance

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   Answer: D

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8. Question 58 · 341 in bank

   What estimation technique is an agile team using when collectively estimating the relative size of its stories using story points?

   • AParametric
   • BOne-to-one comparison
   • CAffinity
   • DPlanning poker

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   Answer: D

   Explanation

   C = wrong. Affinity = grouping stories by similar complexity. D = correct. Planning poker = collectively estimation. It is a consensus-based planning and estimating technique used to assess product backlogs, guessing how much time and effort is needed to complete each of the backlog's initiatives.

   Source: Adapted from community discussion — Petrevski

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9. Question 59 · 341 in bank

   The product owner wants to build security firewalls into the product. How can the team members support this?

   • AAdd new security features to the backlog and prioritize
   • BExecute a spike to research security features for the project
   • CAsk questions to determine where and how the product owner wants to use product
   • DAsk questions to determine if the product owner can define the desired level of security

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   Answer: B

   Explanation

   D - Correct - this is the only option that fosters collaboration and sets the stage for further decomposition. From PMI’s Agile Practice Guide, Page 58: “Bring the team and product owner together to clarify the expectations and value of a requirement. Progressively decompose roadmap into backlog of smaller, concrete requirements.”

   Source: Adapted from community discussion — HTTPS

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10. Question 60 · 341 in bank

    An agile practitioner becomes a Scrum Master on an established Scrum team. After introductions, what should the agile practitioner do?

    • ACoach team members to improve functional specialties and increase overall velocity
    • BIdentify where team processes misalign with accepted Scrum practices
    • CFacilitate the identification of problems or issues and help the team resolve them
    • DReview the backlog to ensure that it is prioritized, refined, and properly tasked

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    Answer: B

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PMI-ACP practice, question 51. 341 questions available.