PMI-200 Exam Dumps - PMI ACP Questions and Answers

The most important principle in Scrum is reducing work in process (WIP). The lower the number of items, the lower the risk of items getting blocked. Based on the team’s capacity, they should set the lowest WIP limits possible.

The team should look at all the blockers, determine the reason behind them, group them, and determine if there is a pattern. They should then determine what and how they can make relevant changes.

The team should discuss the issue with their scrum master because it is their responsibility to remove impediments, such as blockers, in cooperation with other teams.

Blockers are a result of bottlenecks. The team should ask for more resources to prevent bottlenecks from arising and reduce the risk of long lead times.

To participate in establishing a shared vision as a member of the team

To provide the acceptance criteria for the delivered items

To propose implementation methods to the development team

To evaluate the performance of the development team

Encourage all team members to participate, and have them type their retrospective feedback into the agile lifecycle management tool.

Ask more specific questions during the retrospectives.

Use retrospective techniques, such as silent writing, clustering, and dot voting to field feedback prior to discussion by the team.

Ask team members to email feedback that can be summarized in a spreadsheet for the team.

Ensure that the product owner reviews the acceptance criteria for delivered user stories.

Augment the quality assurance and continuous integration processes for delivery.

Approach the relevant developers and testers regarding quality issues in upcoming iterations.

Ask the product owner to define the entire scope of delivery two to three iterations in advance.

Analyze the process efficiency, cycle time, and lead time of the entire process.

Estimate in story points and pull in new work per the team's capacity

Add limits to all columns and only pull work in when the queue is not full.

Create a cumulative flow diagram and start looking for bottlenecks.

Invite the executive to the standup.

Direct the executive to the information radiator.

Personally meet with the executive.

Email the requested information to the executive.

Bring up the new member's impediments at the next meeting to demonstrate team support of input

Assure the new member that inputs on impediments are valued and demonstrate this at the next meeting

Have a senior lead work with the new member to avoid a negative impact on team productivity

Privately work with the new member to address any impediments

Ask the product owner how upper management's comments can be redirected.

Direct the developer team to ignore the phone calls and emails.

Ask the product owner to enter the requests into the product backlog as high priority.

Personally respond to upper management's phone calls and emails.

Conduct a workshop for all key stakeholders to analyze the case and decide on the proper approach.

Suggest an approach that was successful in a previous project.

Accept the manager's suggestion and avoid unnecessary conflicts and delays.

Work with the team to analyze the market opportunity and create a tailored agile approach if needed

They do not have enough information to estimate a date range yet but can provide the number of 3-week iterations required.

They can provide an anticipated date with the assumption that conditions will be ideal.

They can provide a broad range but cannot realistically set a target release date until the team's velocity stabilizes.

They will send an update when all of the stories are estimated and prioritized in the backlog.