PMI Agile Certified Practitioner (PMI-ACP)® - PMI-200 Exam Practice Test

A. Create a Gantt chart that includes slack to accommodate for unknowns.

B. Create a communications management plan that details who is responsible for communicating risks.

C. Create a RAG chart (responsible, accountable, consulted, informed) that identifies who is accountable for each risk.

D. Create a risk burndown chart showing the reduction of risks overtime.

A. Ensure that the project sponsor's priorities are in the product backlog.

B. Negotiate with the project sponsor for increased funding.

C. Accept responsibility for the product's delay.

D. Empower the project sponsor to manage the product backlog.

A. No the feedback loops are being altered, which can result in big failures and delays

B. No, dividing the development team into three separate teams will diminish communication and result in delays.

C. Yes, this is a case of hybrid development where a product is divided into components and agile is used for component development and integration.

D. Yes, this is a case of sequential development where working in parallel is an accepted strategy in agile to gain time.

A. Ensure that QA team members who lack the appropriate skill sets sign up for training within the next few weeks

B. For upcoming sprints, have QA team members ensure that their respective skill sets are considered when acceptingstones

C. Ask QA team members experienced with the new automation framework to cross-train the other QA members

D. Have QA team members with the appropriate skill sets spend extra time to help the team succeed

A. The best architectures, requirements, and designs emerge from self-organizing teams.

B. The belief that contributions and interactions are more important to success than processes and tools.

C. The importance of customer-centric product development practices over product-centric approaches.

D. Deliver working software often with a preference for shorter timescales and changing requirements

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. Stay focused on the current iteration and let the project manager deal with the regional sales manager's questions.

B. Invite the regional sales manager to the next iteration review to share the progress.

C. Inform the sponsor about the regional sales manager's disruptiveness and ask that all questions be diverted to the weekly meetings.

D. Create a risk on the risk register to account for some potentially new requirements from the regional sales manager.

A. Break the story up and focus on the most valuable parts

B. Pick another story from the product backlog

C. Discuss the story at the next retrospective

D. Hand the story over to a more experienced team member

A. Speak to the agile lead about the concerns.

B. Speak to all team members about the concerns.

C. Follow the agile lead's instructions.

D. Increase the time worked to meet objectives.

A. Agree, because the developers can copy and paste the requirements and include the technical specifications and performance criteria while writing the stories to save time.

B. Agree, and ask the developers to explain to the testers how the solution should perform for quality assurance. The testers will demonstrate to the stakeholders how the system should perform to gain acceptance.

C. Explain to the project sponsor that the user stories should be assigned to the analysts, because they helped write the requirements and better understand them.

D. Explain that the testable acceptance criteria are included in each story and it is necessary for the expert to collaborate with the developers, testers, and product owner for common understanding of the solution.

A. Ask the product owner to include additional features in the product backlog, then replan subsequent iterations

B. Jointly meet with the team and product owner to discuss options and determine the end date

C. Announce that the team has exceeded the predicted velocity and that the end date will be earlier than planned

D. Ask the team to decrease velocity to meet contractual obligations and document this decision

A. Monitor regulatory discussions to get a head start on the upcoming regulatory changes.

B. Verify the team is building the product in increments which can be adapted at the last minute if necessary.

C. Plan for the second release to include regulatory changes and new features.

D. Hold off making changes during the current release because the regulatory changes cannot be planned for.

A. It reminds the team about who sponsors the project.

B. It provides high-level project updates to the sponsor

C. It helps to quickly resolve issues using the sponsor's Influence

D. It helps the team to focus on and meet sprint goals.

A. Ask the team to prepare the requested data in the next iteration

B. Work with the scrum master to give the stakeholder access to the related information radiator

C. Direct the stakeholder to the project team so they can provide more data

D. Invite the stakeholder to the next sprint planning session so they can ask questions of the team

A. Reduce work in progress (WIP) limits to accommodate slack for riskier stories

B. Create a dedicated overflow swimlane on the Kanban board for stories that are too large

C. Set a policy to break down stories larger than a specified complexity then adjust the WIP

D. Create a triage step on the Kanban board to pre-identify risky stones