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PMI PMI-ACP Exam Syllabus Topics:

Section	Weight	Objectives
Product Management	19%	- Product vision and roadmap - Backlog management and prioritization - Value measurement and validation - Requirements elicitation and refinement
Agile Mindset	28%	- Mindset shift and culture - Value-driven delivery - Agile principles and values - Continuous improvement
Agile Delivery	28%	- Agile methodologies and frameworks (Scrum, Kanban, Lean, XP, etc.) - Iterative and incremental delivery - Planning, monitoring and adapting - Quality and continuous delivery
Agile Leadership	25%	- Stakeholder engagement - Servant leadership and team empowerment - Collaboration and communication - Adaptive leadership

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PMI Agile Certified Practitioner Sample Questions (Q323-Q328):

NEW QUESTION # 323
The product owner should spend at least 3 hours per day with the development team?

A. False
B. True

Answer: B

Explanation:
Explanation

NEW QUESTION # 324
When facilitated and managed well, the primary benefits of a project retrospective should be to:

A. Allow the team to get ahead on release planning.
B. Increase empowerment and enjoyment for the team.
C. Provide an open forum for team member complaints.
D. Identify the most important issues for the sponsors.

Answer: A

Explanation:
Explanation/Reference:
Explanation:

NEW QUESTION # 325

Based on the backlog metrics in the chart, what can explain the Jump in points at the end of iteration 4?

A. The team realized that some stories were underestimated relative to other stones and reestimated as needed
B. The team learned that the product owner needed to increase the output in the next release
C. The team discovered that previously accepted work could be greatly improved and added story points associated with that work
D. The team neglected to account for support and maintenance costs associated with other supported products

Answer: A

NEW QUESTION # 326
A servant leader is leading a high-visibility project to deliver a new product. The servant leader has been able to build a cross-functional team and create a team space where the team is collocated. The servant leader started receiving frequent visits from a company director, who continually asks a specific team member questions about project progress. The conversations are distracting the team from their goal.
What should the servant leader do?

A. Coach the team member on how to report progress to directors and executives.
B. Coach the company director on agile approaches and good practices.
C. Ask the director and team member to leave the room so they can have a private conversation.
D. Ask the product owner to speak to the director because their visits are delaying the project.

Answer: B

Explanation:
As a servant leader, it is important to address the root cause of the disruption, which in this case is the director's repeated visits and distracting conversations. Coaching the company director on agile practices and good communication helps them understand the need to minimize interruptions and foster a productive environment for the team. This approach will help align the director's behavior with Agile principles, ensuring that the team can focus on delivering value without unnecessary distractions. By educating the director, the servant leader can improve overall team dynamics and project efficiency.

NEW QUESTION # 327
After performing three sprints, the product owner and sponsor request an accurate schedule indicating when all releases will be delivered.
What should the agile practitioner do?

A. Decompose the product backlog into user stories with tasks/acceptance criteria and estimate to commit to an accurate schedule.
B. Provide a delivery range based on the team's estimated velocity.
C. Calculate velocity based on completed sprints and triangulate the remaining work on the backlog to commit to an accurate schedule.
D. Use analogous estimating techniques based on projects with a similar velocity.

Answer: B

Explanation:
The correct answer is D - Provide a delivery range based on the team's estimated velocity.
In Agile, planning is iterative and inherently uncertain. Rather than committing to a fixed schedule, it is best practice to provide a forecasted delivery window based on the team's actual measured velocity. This reflects the inspect-and-adapt mindset of Agile.
From the PMI Agile Practice Guide:
"Agile teams forecast delivery using velocity ranges derived from completed work. Ranges reflect uncertainty and promote realistic expectations with stakeholders." (PMI Agile Practice Guide, Section 5.4 - Adaptive Planning) Mike Griffiths affirms:
"Planning with ranges rather than fixed commitments respects the uncertainty of estimates and the empirical nature of Agile delivery. Forecasts should be based on velocity trends and updated iteratively." (Mike Griffiths, PMI-ACP Exam Prep Book, Chapter 5 - Adaptive Planning) Why the other options are less suitable:
* A suggests triangulating data but wrongly implies a precise commitment.
* B is more of a work preparation activity, not a planning technique.
* C (analogous estimation) is better suited for initial planning, not for an in-progress agile project with real velocity data.

NEW QUESTION # 328
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