PMI-ACP Exam Dumps - PMI Agile Questions and Answers

Once scope and acceptance criteria are known, the next step is to estimate the size and effort of backlog items, which enables planning. The PMI Agile Practice Guide (Section 5.2: Backlog Estimation) and Mike Griffiths’ PMI-ACP Exam Prep Book (Chapter 6: Adaptive Planning) recommend using estimation techniques (e.g., story points, T-shirt sizing) to determine the relative effort of each backlog item before performing release or sprint planning.

Option D is correct: backlog estimation enables velocity-based forecasting.

Option A and B come after estimation is complete.

Option C is too narrow—iteration planning comes later.

Stated understanding of the release goal

The release goal provides clarity on the purpose and objectives of the release. It helps stakeholders understand the value the team aims to deliver.

List of the user stories that will be part of the next releases

A well-defined list of user stories ensures that stakeholders know which features and functionalities are planned for upcoming releases.

Understanding product vision and customer goals is foundational to agile. According to the PMI Agile Practice Guide (Section 2.1 Agile Mindset and Values), early engagement helps teams connect their work to real customer outcomes, which increases motivation, alignment, and value delivery.

Mike Griffiths (PMI-ACP Exam Prep Book, Chapter 2: Agile Principles and Mindset) also notes that clear understanding of business goals ensures that team members build the right thing—not just build things right.

Option A is correct: aligning the team with the product’s purpose drives value-oriented thinking.

Option B is secondary—understanding comes before acceptance.

Option C is unrealistic and not the goal of this meeting.

Option D may occur, but the main benefit is deeper alignment with value.

Given the global distribution of the stakeholders and their high interest in the project (as indicated in the stakeholder power/interest grid), a dynamic feedback platform is the most effective way to ensure consistent engagement. By leveraging collaboration tools that allow asynchronous feedback, the team can accommodate stakeholders in different time zones, reducing the delay in obtaining feedback and helping to speed up the decision-making process. This approach ensures that all stakeholders can contribute when it’s convenient for them, without the need for synchronized meetings, thus improving overall engagement and decision-making efficiency.

Pair programming is a proven agile technique for improving quality, sharing knowledge, and ramping up less experienced developers. The PMI Agile Practice Guide (Section 5.5: Quality and Engineering Practices) and Mike Griffiths’ PMI-ACP Exam Prep Book (Chapter 3: Team Performance) recommend using pair programming to improve team cohesion and performance when skill gaps are affecting velocity.

Option A is correct: pair programming supports learning and improves delivery quality.

Option B misuses the retrospective—it’s not for backlog prioritization.

Option C may be helpful, but estimation changes don’t directly address the skill gap.

Option D may reduce risk short-term but doesn’t help the team improve or grow.

In Scrum, the goal is to have open discussions during estimation, where all team members, including junior developers, can express their thoughts and assumptions. The Scrum Master should encourage the junior developers to keep their estimations because these can highlight different perspectives, constraints, or assumptions that others may not have considered. This helps create a more comprehensive understanding of the work and fosters a collaborative environment. It also builds confidence in junior team members, allowing them to contribute more effectively and learn from their peers in the process.

The product owner should work closely with the team to ensure that the most critical features are prioritized and clearly understood. Inviting the customer to the sprint planning meeting helps ensure that the team has a direct understanding of what is most important to the customer and their business needs. This fosters collaboration and ensures the team works on the most valuable features first.

Additionally, refining the product backlog and identifying the Minimum Viable Product (MVP) ensures the team knows the minimum set of features required for the product to provide value to the customer. By focusing on the MVP, the team can quickly deliver a product that addresses the core needs, enabling faster feedback and iterations.

The correct answer is A – The team will be unable to understand the iteration ' s status. Agile relies on transparency and timely updates to progress tracking tools such as task boards, burndown charts, and digital boards. Incomplete or delayed updates obscure the team ' s true progress, making it difficult to inspect and adapt.

From the PMI Agile Practice Guide:

“Visibility of progress is key to agile. Without timely updates to task boards or status indicators, teams lose the ability to inspect and adapt effectively during iterations.”

(PMI Agile Practice Guide, Section 5.2 – Information Radiators)

Mike Griffiths emphasizes:

“If user stories or tasks are not updated, burndown charts and velocity metrics become inaccurate. This compromises team transparency and decision-making.”

(Mike Griffiths, PMI-ACP Exam Prep, Chapter 6 – Problem Detection and Resolution)

Incorrect options:

B is not directly impacted by status updates.

C might result as a side effect, but A is more fundamental.

D misrepresents the problem—it is about progress tracking, not collaboration metrics.

Answer: A

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The correct answer is C — Introduce agile principles and processes, then make the change an experiment to obtain buy-in.

Agile transformation succeeds when it is driven through team engagement and experimentation, not top-down enforcement. Experimentation aligns with the principle of “failing fast” and encourages teams to experience the value of agile themselves before full adoption.

PMI Agile Practice Guide explains:

“To support organizational change, leaders should create safe-to-fail experiments to allow teams to explore and adopt agile in a non-threatening way. Buy-in emerges through shared learning, not forced compliance.”

(PMI Agile Practice Guide, Section 6.5 – Organizational Change and Culture)

Mike Griffiths reinforces:

“Effective agile leaders lead through influence and create an environment of experimentation and learning. Mandates create resistance, but pilots and feedback loops drive acceptance.”

(PMI-ACP Exam Prep, Chapter 1 – Agile Principles and Mindset)

Answer A speaks only to executive buy-in. Answer B is directive and not collaborative. Answer D imposes agile through training but skips experiential learning and feedback.

Answer: C

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Agile promotes cross-functional teams and reducing bottlenecks through knowledge sharing and skill development. The PMI Agile Practice Guide (Section 4.3.3: Cross-functional Teams) recommends that team members develop T-shaped skills to handle more types of work. Mike Griffiths in the PMI-ACP Exam Prep Book (Chapter 3: Team Performance) advocates for skill broadening to improve team throughput and resilience.

Option A is correct: cross-training removes dependencies and improves flow.

Option B delays action and prolongs the issue.

Option C reduces delivery capacity rather than addressing the root cause.

Option D arbitrarily limits scope and doesn’t resolve the underlying skill gap.