PMI  PMI-ACP Exam Dumps & Practice Test Questions

Question 1:

A newly formed development team has had difficulty producing accurate estimates for product backlog items, resulting in incomplete sprint backlogs over the last two iterations. 

What should the team do to improve the accuracy of future estimations?

A. Shorten the sprint length until the team can fully deliver on sprint commitments
B. Use the daily scrum to discuss estimation techniques
C. Expand the team until it can complete the entire sprint backlog
D. Track effort estimates and use them for team performance evaluations

Correct Answer: B

Explanation:

New Agile teams often struggle with estimation, which is a common developmental hurdle. These inaccuracies typically stem from a lack of shared understanding about the complexity or effort required for backlog items. When a team consistently fails to complete its sprint backlog, the best way to improve is through open discussions and refinement of estimation methods—something that can happen gradually through regular team conversations.

Option B—using the daily scrum to discuss estimation techniques—is the most effective approach among the listed choices. Although estimation is traditionally addressed during backlog refinement sessions or sprint retrospectives, the daily scrum can still serve as a platform for quickly identifying patterns or misunderstandings in estimation. These insights can then be escalated to more structured discussions during the appropriate Scrum ceremonies.

Agile estimation relies heavily on team collaboration and consensus-driven techniques like Planning Poker, story points, or relative sizing. These approaches require calibration over time. By regularly discussing the disconnect between planned and actual effort, the team can develop a common understanding of what different complexity levels really mean. This fosters better alignment and gradually enhances estimation accuracy.

Now, examining the other options:

• A. Shortening the sprint time box as a reaction to estimation issues may create more stress and reduce the team's ability to adapt. The length of a sprint should remain consistent to provide predictability and support continuous improvement.

• C. Increasing the team size to solve an estimation issue conflates capacity with estimation accuracy. Adding more team members might not improve estimates and could actually reduce productivity due to onboarding and communication overhead.

• D. Tracking effort estimates for performance evaluation introduces a culture of blame and metric manipulation. It may lead to inflated estimates and discourage risk-taking. Agile promotes trust, transparency, and continuous learning, not punitive tracking of estimates.

Ultimately, estimation should be a shared learning journey. Regular dialogue, especially in daily or retrospective settings, helps the team build a reliable baseline and promotes sustainable improvement. That’s why B is the correct answer.

Question 2:

During the midpoint of a sprint, the Scrum Master notices that reassigning a specific task might increase the team's chances of meeting the sprint goal. What should the Scrum Master do next?

A. Warn the team that the sprint goal may not be achieved and prepare a backup plan
B. Secure the team’s agreement to adjust the sprint backlog
C. Continue with the sprint as originally planned
D. Let the team independently decide on whether to reassign the task

Correct Answer: B

Explanation:

In Scrum, the team is collectively responsible for delivering the sprint goal, and the Scrum Master’s role is to facilitate, guide, and remove impediments. When the Scrum Master identifies that reassigning a task could benefit sprint outcomes, they should take proactive steps—but always with the team's consent and collaboration.

Option B—obtaining the team’s buy-in to make adjustments to the sprint backlog—is the most appropriate action. While the Scrum Master may recognize a potential improvement, the team is empowered to make changes to how work is done. Any modification to the sprint backlog should be collective and transparent, ensuring alignment and commitment across the team.

Scrum encourages adaptability. If new insights emerge mid-sprint—such as the realization that a task reassignment could improve delivery—those changes are acceptable as long as the team agrees and the sprint goal remains intact. The Scrum Master can initiate this conversation but must ensure that it results in a consensus-driven decision.

Now, reviewing the other choices:

• A. Alerting the team of a potential sprint failure without proposing a clear, team-backed solution can be demotivating and counterproductive. It places focus on the problem, not the resolution. Instead, the Scrum Master should guide the team toward actionable solutions like rebalancing workload.

• C. Continuing as planned ignores valuable insights. Agile is built on inspect and adapt principles. If an improvement opportunity exists, and it’s within scope of the sprint goal, it should be considered with the team’s involvement.

• D. While involving the team is the right spirit, simply “asking the team to decide” without proper facilitation can lead to indecision or misalignment. The Scrum Master is responsible for coaching and leading discussions to ensure sound decision-making, not merely delegating without support.

In summary, the Scrum Master should act as a servant leader, facilitating team discussions and securing agreement before any mid-sprint changes. This collaborative approach respects team autonomy while ensuring effective guidance. That’s why the best answer is B—obtain team buy-in to perform modifications to the sprint backlog.

Question 3:

During a sprint planning meeting, a newly formed Agile team receives several top-priority user stories from the product owner to include in the upcoming sprint. 

What should the team do first to figure out how to implement these user stories?

A. Self-organize
B. Assign tasks to each team member
C. Meet with the customer
D. Identify the Scrum Master

Correct Answer: A

Explanation:

In Agile, especially in frameworks like Scrum, self-organization is a foundational practice. Once the product owner presents high-priority user stories during the sprint (or iteration) planning session, the development team’s first responsibility is to self-organize in order to break those user stories down into specific technical or functional tasks. Self-organization means that the team takes initiative to plan how the work will be done, identify dependencies, and assign responsibilities—without external direction or micromanagement.

This process supports one of the core values of Agile: empowering teams to own their work. Instead of being told how to proceed, the team collaborates to decide how to deliver the user stories. The idea is that those who are closest to the work (the developers) are best positioned to determine how to execute it. This typically involves discussing each user story, asking clarifying questions, and collectively breaking it into manageable, actionable tasks.

Now, let’s look at why the other options are incorrect:

• B. Assign tasks to each team member – In Agile, tasks are not assigned by a manager or team leader. Instead, team members volunteer for tasks based on their skills, availability, and interest. Assigning tasks immediately implies a top-down approach, which conflicts with Agile’s emphasis on team autonomy.

• C. Meet with the customer – While involving the customer is an important Agile principle, it typically happens during backlog grooming or through the product owner. At this point in the sprint planning process, the focus is on task definition, not gathering new requirements. The team should already have the necessary context from the product owner.

• D. Identify the Scrum Master – By the time sprint planning occurs, the Scrum Master should already be assigned. Their role is to facilitate the meeting, not to determine how the team executes the work. Identifying this person now would be too late and irrelevant to the task decomposition step.

In summary, the best first step once stories are selected is for the team to self-organize. This fosters collaboration, allows for better task planning, and aligns with Agile principles of shared ownership and autonomy. Therefore, the correct answer is A.

Question 4:

A development team is working through their first sprint, which includes item A. The second sprint is scheduled to include item B, which is similar to item A. However, due to delays in completing item A, the team realizes that the second sprint may also be affected. 

A developer suggests starting the design for item B early. What should the Agile practitioner do?

A. Defer starting the design of item B until the second sprint is being planned
B. Begin designing item B to stay ahead for the next sprint
C. Seek customer approval before starting the design of item B
D. Record the issue in the risk register and ask the change control board for approval

Correct Answer: A

Explanation:

In Agile, each sprint or iteration is timeboxed and focused. The team is expected to fully concentrate on delivering the user stories that were planned for that specific sprint. Agile promotes the concept of just-in-time planning and discourages working ahead unless the items are formally included in the current sprint. Given that item A is delayed, the team’s full attention should be on finishing that work before turning their focus to the next iteration.

Option A is correct because it aligns with Agile’s value of focus and avoids diluting the team’s attention across sprints. Starting work on item B before it’s planned introduces risk: the context or requirements for item B could change, leading to wasted effort or rework. Also, premature work may disrupt the current sprint, delay item A further, or create confusion within the team.

The other options introduce approaches that conflict with Agile principles:

• B. Begin designing item B to stay ahead – This may seem efficient but goes against the principle of timeboxed iteration focus. Agile encourages responding to change, and designing item B now may not be worthwhile if priorities shift during the second sprint planning session. It also jeopardizes the team’s ability to finish item A.

• C. Seek customer approval – In Agile, the product owner serves as the customer's voice. There’s no need to escalate minor planning decisions externally. This would unnecessarily complicate team autonomy and introduce delay.

• D. Record the issue and ask the change control board – Formal change control boards and risk registers are typical of traditional (waterfall) project management, not Agile. Agile teams address changes within sprint planning and retrospectives. Raising the issue to a CCB would be overly bureaucratic and misaligned with Agile’s lightweight processes.

Ultimately, deferring the design of item B until its appropriate planning session keeps the team aligned, focused, and flexible. It respects Agile’s iterative nature and the goal of minimizing waste and context switching. Therefore, the best course of action is A.

Question 5:

An Agile development team is under pressure to deliver a product quickly, and the product owner anticipates that numerous changes will be requested once users interact with the initial release. 

What is the most effective way for the Agile team to manage this situation?

A. Require the product owner to conduct frequent product reviews
B. Collaborate continuously with the product owner through backlog refinement and product reviews
C. Ask the product owner to write detailed requirement specifications upfront
D. Ensure during planning that the team strictly commits to the original specifications

Answer: B

Explanation:

In Agile, flexibility and responsiveness are key to success, especially in environments where change is expected or even welcomed. The scenario describes a team that knows in advance the likelihood of post-release change requests, which is not unusual in dynamic industries. Rather than resist this possibility, the Agile approach is to embrace change through continuous collaboration and adaptive planning.

The best response is to engage regularly with the product owner in backlog refinement sessions and product reviews (option B). These two activities form the backbone of Agile's iterative, customer-focused model. Backlog refinement allows the team and the product owner to evaluate and update user stories based on feedback, evolving priorities, and technical considerations. By doing so continuously, the team ensures that upcoming work remains relevant, clear, and feasible.

Similarly, product reviews—usually held at the end of each sprint—enable stakeholders to see working software and provide early feedback. This ensures the product evolves in alignment with user expectations, reducing the likelihood of large-scale rework after release.

Now let's examine why the other options are less appropriate:

• A, asking only for frequent reviews, lacks the critical ongoing conversation that happens during backlog grooming. Reviews without refinement can lead to misaligned priorities and incomplete understanding of feature intent.

• C, requiring detailed specifications at the outset, reflects a waterfall mindset. Agile deliberately avoids exhaustive documentation upfront because it locks the team into a rigid plan that may become irrelevant as requirements shift.

• D, insisting the team deliver exactly what's planned, contradicts the Agile value of responding to change over following a plan. Such rigidity can cause the team to deliver features no longer needed or miss valuable opportunities for improvement.

In summary, Agile teams thrive by staying close to the product owner and embracing an iterative cycle of feedback and refinement. By continuously collaborating and reviewing work, teams stay aligned with changing business needs, enhance customer satisfaction, and reduce risk. Therefore, B is the best approach for this scenario.

Question 6:

During an iteration planning meeting, your Agile team realizes that a particular epic is too broad and needs to be broken down. What prompted this decision?

A. Its size and urgency
B. Its alignment with minimum marketable features
C. The release strategy
D. The stories mapped for the sprint

Answer: A

Explanation:

In Agile practices, an epic is a large, high-level requirement that typically cannot be completed within a single sprint. Epics are intentionally vague at the start and are refined over time. The decision to decompose an epic generally stems from its size—meaning it’s too large to complete in a single iteration—and its priority, indicating its importance to stakeholders or its urgency for delivery.

Therefore, the correct answer is A: Size and priority. When an epic is considered too complex or time-consuming, breaking it into smaller, actionable user stories enables the team to understand, estimate, and deliver value incrementally. Additionally, if the epic is high-priority, decomposing it allows the team to identify the most critical parts and start work sooner on the highest-value items.

The Agile principle of "deliver working software frequently" is made possible by ensuring that backlog items are small enough to be delivered within a sprint. When a team encounters a large epic, they use techniques such as slicing by functionality, workflow, or user interaction to turn it into manageable stories. Prioritization helps ensure the most valuable features are developed first.

Let’s examine why the other options do not apply:

• B: Minimum marketable features (MMFs) refer to the smallest collection of features that provide value and can be released. While MMFs influence delivery decisions, they are product-level concepts rather than criteria for decomposing an epic. Decomposition is about feasibility, not just deliverability.

• C: Release plan provides a high-level view of when features will be available, but it doesn't drive decomposition directly. While a release plan might influence prioritization, it doesn’t address the practical need to make work manageable within a sprint.

• D: Sprint mapping involves assigning stories to sprints, but this process follows decomposition, not the other way around. If the epic hasn't been broken down, it can’t yet be mapped effectively to a sprint.

In conclusion, the decision to decompose an epic during planning stems primarily from its size, which makes it unfit for a sprint, and its priority, which dictates how soon it needs to be tackled. These factors ensure the work is both actionable and aligned with business value. Hence, the correct answer is A.

Question 7:

During a sprint, one of the team members begins to lag behind on their assigned tasks. As a Scrum Master, how should you respond to this situation?

A. Reassign the delayed task to a different team member who has bandwidth
B. Engage the team in a discussion to generate possible solutions
C. Provide one-on-one motivational support to the struggling team member
D. Alert the product owner about the issue

Correct Answer: B

Explanation:

In the Scrum framework, the Scrum Master serves as a facilitator, not a traditional manager. Their primary responsibility is to ensure the team operates effectively within Agile principles. When a team member falls behind, the best course of action is to enable team-driven problem solving, which reinforces the value of self-organization—a key pillar of Scrum.

Option B, which involves inviting the team to suggest how they can help resolve the issue, is the most aligned with Scrum values. This promotes transparency and collaboration. Instead of prescribing a solution, the Scrum Master encourages the team to engage in collective ownership of the sprint goal. Team members may decide to help with the delayed task, re-prioritize other items, or find ways to assist more efficiently.

Let’s explore why the other choices are less appropriate:

• A. Although reallocating tasks might become part of the solution, the Scrum Master should not act as a task controller. Any redistribution should come from the team’s consensus during discussions, such as a Daily Scrum or a retrospective, not as a top-down directive.

• C. Offering private encouragement may be well-intentioned, but it does little to resolve the issue transparently. It could also isolate the individual or prevent the team from recognizing and learning from the challenge. Scrum thrives on open communication, not behind-the-scenes nudges.

• D. Informing the product owner at this stage is unnecessary unless the problem impacts delivery or stakeholder expectations. In general, the product owner is concerned with backlog priorities and should not manage internal team issues unless escalated as an impediment beyond the team's control.

By engaging the team in a discussion, the Scrum Master is facilitating growth, mutual accountability, and cross-functional collaboration. Over time, this cultivates a culture where team members naturally support each other, identify blockers early, and proactively adjust their workload for shared success.

Therefore, B is the correct answer because it upholds the principles of self-management, transparency, and collaborative problem-solving.

Question 8:

A new Scrum team is focused on building a transparent, learning-oriented environment. They choose to log all encountered impediments on a Kanban board and track how these were resolved, emphasizing lessons learned and preventive strategies. 

What long-term outcome does this approach encourage?

A. Kaizen
B. SMART goals
C. KPIs
D. Muda

Correct Answer: A

Explanation:

The situation described involves the team making a deliberate effort to reflect on and continuously improve their work process by logging impediments, understanding how they were resolved, and applying preventative strategies. This practice embodies the Kaizen philosophy—a Japanese concept that translates to "continuous improvement."

Kaizen encourages teams to make small, incremental changes that enhance efficiency, reduce waste, and improve overall quality. It is often used in Lean and Agile methodologies, including Scrum, to develop an environment where feedback loops drive better outcomes over time.

By visualizing impediments on a Kanban board and examining them regularly, the team enhances transparency, one of Scrum’s core pillars. Additionally, by evaluating how issues were resolved and identifying ways to prevent them, the team is nurturing a mindset of learning and adaptability. This not only benefits the current project but strengthens the team’s performance in future sprints as well.

Let’s examine why the other options are not suitable:

• B. SMART goals are useful for setting clear, actionable objectives (Specific, Measurable, Assignable, Realistic, Time-bound). However, this scenario is not about goal setting; it is about process reflection and iterative improvement, which aligns more with Kaizen.

• C. KPIs (Key Performance Indicators) measure performance over time but do not inherently drive change. While tracking impediments may indirectly improve KPIs, the team is not measuring metrics but focusing on behavioral and process improvements through reflection and adaptation.

• D. Muda refers to waste in Lean practices—tasks or processes that do not add value. Although eliminating waste is beneficial, the scenario is about learning from problems, not merely cutting inefficiencies. Muda reduction could be an effect of Kaizen, but the focus here is broader and more proactive.

In conclusion, the team's actions represent a structured, reflective approach that aligns with Kaizen’s continuous improvement mindset. Their emphasis on transparency, learning from setbacks, and improving team processes aligns with Agile values and builds long-term team resilience and efficiency.

Therefore, the correct answer is A.

Question 9:

A new team member joins a well-established Agile team but is hesitant to communicate due to negative experiences in a previous role. 

How should the Agile project leader address this situation to promote engagement?

A. Bring up the new member’s impediments at the next meeting to demonstrate team support of input
B. Assure the new member that inputs on impediments are valued, and demonstrate this at the next meeting
C. Have a senior leader work with the new member to avoid a negative impact on team productivity
D. Privately work with the new member to address any impediments

Answer: B

Explanation:

In an Agile environment, open communication and psychological safety are foundational values that drive team performance and collaboration. When a new team member joins and appears reluctant to engage—particularly due to past negative experiences—the Agile project leader must take an empathetic and proactive approach to ensure successful integration into the team.

Option B, which involves assuring the new member that their input on impediments is valued and then demonstrating this at the next meeting, is the most effective and aligned with Agile principles. This approach not only encourages the new member to participate but also models transparency, inclusivity, and psychological safety. By publicly showing support and valuing team member contributions during meetings, the leader reinforces a culture of openness and respect, which can help dispel any lingering fear or apprehension that the new member may feel.

Let’s consider why the other options fall short:

Option A suggests bringing up the new member’s impediments in front of the entire team. Although this might seem like a way to show support, doing so without the new member’s consent risks embarrassing them or making them feel exposed, especially if they are already hesitant to speak up. This action can further alienate the new member and erode trust rather than build it.

Option C recommends involving a senior leader to work with the new member. This approach might seem supportive, but it introduces hierarchy and external influence into what should ideally be an organic, team-based solution. Agile thrives on servant leadership and team empowerment. Involving a senior leader too early may reinforce the new member's fears about authority and team dynamics, making them feel even more distanced.

Option D involves working privately with the new member, which can be beneficial as a first step to understand their concerns. However, solely handling the issue in private does not demonstrate to the broader team that their input is valued. Furthermore, it does not help build the new member’s confidence in participating in group discussions. While private conversations can complement a broader strategy, they are not sufficient alone.

In summary, assuring the new member that their contributions are welcomed, and then demonstrating this value in a team setting, strikes the right balance between empathy, leadership, and Agile team norms. It sends a powerful signal to both the new member and the rest of the team that communication is safe, encouraged, and appreciated.

Question 10:

Midway through a sprint, the development team encounters a complex technical issue that is preventing the completion of two user stories. 

What is the best action the Scrum Master should take?

A. Ask the lead developer to identify a solution, and then share the details with the team
B. Ask a technical manager or architect to determine a solution to the problem
C. Work with the product owner to add a spike to the next sprint to identify a solution
D. Create a collaborative team environment so that the team can explore a solution together

Answer: D

Explanation:

In Scrum, the team is self-organizing and responsible for solving the technical and implementation challenges it faces. When a significant technical issue arises during a sprint, it is the Scrum Master’s responsibility to facilitate an environment in which the team can collaboratively resolve it. This is where option D shines—by fostering a collaborative atmosphere, the Scrum Master enables the team to leverage their collective knowledge, skills, and creativity to tackle the issue together.

The Scrum Master is not meant to solve technical problems directly or dictate solutions. Instead, their role is to remove barriers, guide the team through Agile best practices, and ensure that collaboration and communication are effective. Creating a supportive, psychologically safe environment where all team members feel empowered to contribute ideas is critical. This process encourages team ownership and growth, both individually and collectively.

Let’s evaluate the shortcomings of the other options:

Option A suggests tasking the lead developer to find a solution and then inform the team. While experienced developers can play a key role in problem-solving, relying solely on one individual contradicts Scrum’s emphasis on collective ownership and collaboration. It also creates a bottleneck and may disincentivize broader team participation.

Option B involves asking a technical manager or architect outside the Scrum team to determine the solution. While external consultation may be useful in some cases, handing off the responsibility undermines the team’s autonomy. Scrum encourages internal problem-solving so the team can learn and grow together. Overreliance on external figures can also slow down the process and reduce accountability.

Option C proposes working with the Product Owner to schedule a spike for the next sprint. Spikes are indeed useful for research-heavy or unknown tasks, but in this case, the team is already impeded. Deferring the investigation to the next sprint delays progress unnecessarily and goes against the goal of removing impediments quickly during the current sprint.

Therefore, option D is the most effective and Agile-aligned approach. Encouraging a team-based effort not only accelerates problem resolution but also strengthens team cohesion and promotes the principle of shared responsibility. This approach also builds long-term capability, as the team becomes more adept at handling challenges together.