PMI-ACP Practice Questions

A.  

Establish and keep an active risk register that includes mitigation strategies and a cost-benefit analysis.

B.  

Establish and keep an active risk register based on qualitative risk analysis and expected losses.

C.  

Have each development team post the highest risk development items on the information radiator.

D.  

Avoid risk by splitting development teams into two locations to ensure knowledge continuity.

A.  

Suggest pair programming during the retrospective.

B.  

Ask the product owner to re-prioritize the user stories at the next retrospective.

C.  

Re-estimate the story points with team members at the next iteration planning meeting.

D.  

Assign less complex user stories to the inexperienced software engineer at the next iteration planning meeting.

A.  

How much risk is needed to develop an MMF

B.  

How much money the organization will earn or save by having the MMF

C.  

How many stakeholders are influencing the MMF

D.  

How much time does an organization need to develop an MMF

A.  

Explain to the SME the importance of being a team player, that the tasks are assigned by the Scrum Master, and work should not be refused.

B.  

Acknowledge that the SME has a valid point from an efficiency point of view and will perform better staying as a specialist.

C.  

Leverage a separate testing team altogether to assist with all testing to ensure consistent results.

D.  

Explain to the team the importance of reducing team size by reducing specializations and bottlenecks and that every team member plays an equal part.

A.  

Reduce the commitment to 40 story points to ensure a higher chance of meeting the commitment.

B.  

Maintain a commitment of 46 story points, representing the most frequently completed velocity.

C.  

Increase the commitment to 48 story points to push the team toward higher performance.

D.  

Commit to 44 story points as it aligns with the team's average velocity for completed story points.

A.  

Escalate the issue to the functional manager and request another team member with more experience.

B.  

Ask the team to refer to the team charter on how to resolve this kind of impediment and help the team member.

C.  

Coach the team by reminding them that a self-managed team requires everyone to be able to remove their impediments.

D.  

Remind them that self-managed teams require everyone to be honest and supportive of one another to resolve impediments.

A.  

Tell the team that this is unacceptable for the upcoming project.

B.  

Implement the workaround since performance issues can be addressed in the next iteration.

C.  

Calculate the cost of redoing the architecture and seek management approval.

D.  

Brainstorm with the team to identify a solution.

A.  

Amount of work needed to complete a single user story

B.  

Amount of work that can be accomplished by each team member

C.  

Amount of work that can be accomplished in an iteration

D.  

Amount of work that can be accomplished by the entire team

A.  

A comprehensive user story with all non-functional requirements should have been created

B.  

Non-functional requirements should have been added to the acceptance criteria

C.  

Non-functional requirements should have been added to the definition of done

D.  

A team review of the scope of work should have been conducted

A.  

Stop the current iteration to discuss defect quality issues and explore solutions.

B.  

Discuss and explore solutions in the next planning meeting and take corrective actions as required.

C.  

Generate insights at the next retrospective and adjust processes as decided by the team.

D.  

Assign corrective actions to the backlog for the team to identify the mandatory defect information.