PMI-ACP Practice Questions

A.  

Team B has underestimated scope compared to team

A.  

B.  

Team A is more confident in delivering velocity than team

B.  

C.  

Both teams need to indicate their proposed technology before the estimates can be analyzed.

D.  

Both teams have estimated the project to be of same size.

A.  

Yes because the story has been tested and accepted by the business as per the definition of done (Do

B.  

Yes, because the development work is complete and quality assurance (QA) and release are external dependencies.

C.  

No. any work that is not released cannot be considered complete as per the definition of done (Do

D.  

No, because the product owner has not reviewed the release implementation checklist for potential issues.

A.  

Competitors joined forces with the team

B.  

The customer changed requirements

C.  

Project team members obtained additional certifications

D.  

Technology which did not interfere with the final product

A.  

Review the quality assurance and control processes with the team to ensure that even new team members understand the service level agreement (SLA) made with the customer.

B.  

Suggest the team commit to a 2-month trial using Kanban. Focus on delivering value to the customer using pull criteria before advancing work. The team will have planning meetings as needed with no special meetings about the process.

C.  

Hire a consultant team to perform a root cause analysis, which will determine the fundamental issues from both perspectives, then meet with the team to determine the best method to get the project back on track.

D.  

Work with the team to create a spike story for the next iteration to investigate the issue. Create a plan to get the project back on track and present it at the next status meeting to gain stakeholder acceptance.

A.  

Suggest the product owner start by focusing on the next 2 sprints instead of 10.

B.  

Spend the first few sprints to develop detailed schedules and budgets.

C.  

Invite the product owner to the retrospective to explain the team's approach to schedule and budget.

D.  

Explain that detailed project schedules and budgets are not artifacts in agile projects.

A.  

Perform analysis and development work, but no testing because that should be managed by another specialized team.

B.  

Master available technology and tools to provide informative dashboards to the stakeholders.

C.  

Work with product owners and turn product backlog items into potentially shippable product increments.

D.  

Complete projects by their deadlines and share the budgets upfront with project sponsors.

A.  

Help the team to remove impediments that stall project progress.

B.  

Work with the development team to adjust the work plan.

C.  

Ask the product owner to assign more resources to the project.

D.  

Command and control the team to achieve plan goals.

A.  

Focus on performance in the retrospective, then present performance indices and validate with the team.

B.  

Start using feedback loops in every sprint to reevaluate project and team performance.C Emphasize business requirements and investigate the pair-programming approach

C.  

Run a spike at the end of the sprint to investigate the issue and reduce project risk.

A.  

Solutions to project problems that were built into the last sprint

B.  

Problems that arose

C.  

Solutions that saved the organization the most time and money

D.  

Problems that were solved

A.  

Agree on requirements with all stakeholders

B.  

Begin planning every four iterations

C.  

Consider previous sprint demo feedback when planning the next sprint

D.  

Include the reasons for the project in the contract