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PMI PMI-ACP Exam Syllabus Topics:

Section	Weight	Objectives
Domain 2: Value-Driven Delivery	25%	- Product backlog refinement and prioritization - Risk management in agile environments - Value prioritization and incremental delivery
Domain 1: Agile Principles and Mindset	28%	- Lean thinking and servant leadership - Agile values and principles application - Agile mindset adoption in teams and organizations
Domain 3: Stakeholder Engagement	25%	- Expectation management and feedback loops - Stakeholder communication and collaboration - User-centric delivery and engagement techniques
Domain 4: Team Performance	22%	- Continuous improvement and performance enhancement - Self-organizing and cross-functional teams - Conflict resolution and team dynamics

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PMI Agile Certified Practitioner Sample Questions (Q387-Q392):

NEW QUESTION # 387
How can the scrum master respond to a stakeholder who suggests using velocity as a metric to measure team efficiency in an agile project?

A. Velocity is a great way of measuring the Scrum team's efficiency, and a stable velocity means the team is predictable and efficient.
B. Velocity of a Scrum team will stop once it becomes stable and only then the team will become efficient with its deliverables.
C. Velocity will become more predictable only in stable teams and velocity should not be measured in Scrum teams until that occurs.
D. Velocity can only measure if a Scrum team has a stable and predictable run rate but not whether or not they are delivering better deliverables efficiently.

Answer: D

Explanation:
In Scrum, velocity is a metric that measures the amount of work a team can complete in a given sprint, usually measured in story points or work units. However, velocity is not a metric for team efficiency or quality. It primarily reflects the team's capacity to complete work within a sprint and can help forecast future work delivery once the team becomes stable. A team may have a stable velocity, but that does not necessarily mean they are producing higher-quality or more efficient deliverables.

NEW QUESTION # 388
One of your stakeholder is interested in viewing the project progress but he is not interested in details. Which of the following report can you share with this stakeholder?

A. Release plan
B. Burn up chart
C. Vision Statement
D. Weekly demo

Answer: B

NEW QUESTION # 389
A cross-functional team in Scrum consists of which types of team members?

A. An architect
B. Anyone with the skills to accomplish the work
C. A release manager
D. A specialist in QA

Answer: B

NEW QUESTION # 390
A product owner wants to create a release plan given the team is working in a chaotic environment. They want to set expectations about what is likely to be developed and in what timeframe for some of the stakeholders. What should the product owner include in the release plan to achieve this?

A. The key objectives and a brief description of each user story to be delivered in each iteration release timelines and release dependencies
B. The developer who will work on a specific feature and key DevOgs engineering activities to be performed during each iteration for the code integration.
C. The sequence of user stories to be developed in each iteration, along with their start and end timelines, dependencies, and responsible team.
D. The objective, iterations and underlying features, iteration timelines, other pre-release activities, dependencies, and responsible team.

Answer: D

NEW QUESTION # 391
A new project starts and team members are pooled together to execute it. The team works together and moves from the forming stage into the storming stage. However, potentially destructive conflicts are now arising.
What should the agile coach do to develop members into a high-performance team?

A. Provide strong facilitation and conflict-resolution guidance.
B. Allow the team to resolve issues on their own.
C. Teach the team how to work comfortably in chaos.
D. Observe each team member and advise them on team relationships.

Answer: A

NEW QUESTION # 392
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