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| Section | Weight | Objectives |
|---|---|---|
| Domain 3: Stakeholder Engagement | 25% | - Expectation management and feedback loops - User-centric delivery and engagement techniques - Stakeholder communication and collaboration |
| Domain 2: Value-Driven Delivery | 25% | - Risk management in agile environments - Product backlog refinement and prioritization - Value prioritization and incremental delivery |
| Domain 1: Agile Principles and Mindset | 28% | - Agile mindset adoption in teams and organizations - Agile values and principles application - Lean thinking and servant leadership |
| Domain 4: Team Performance | 22% | - Self-organizing and cross-functional teams - Continuous improvement and performance enhancement - Conflict resolution and team dynamics |
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NEW QUESTION # 155
An organization wants to increase value delivery in its agile projects.
What should the agile teams do?
Answer: B
Explanation:
The correct answer is C - Work with product owners and turn product backlog items into potentially shippable product increments.
Agile is grounded in the principle of delivering value early and often. Agile teams deliver value by continuously converting high-priority product backlog items into working software or product increments.
These increments are potentially shippable, meaning they meet the Definition of Done and could be released at any point if the business chooses. Collaboration with the product owner ensures that the most valuable features are prioritized and refined before development begins.
From PMI Agile Practice Guide:
"Agile teams focus on delivering small, valuable, and potentially shippable increments of working product on a regular basis. This allows for frequent feedback and ensures that teams are always working on the most valuable features." (PMI Agile Practice Guide, Section 3.4 - Value-Driven Delivery) From Mike Griffiths' PMI-ACP Exam Prep Book:
"Working software is the primary measure of progress in agile projects. Agile teams collaborate with product owners to break down backlog items into increments that can be developed, tested, and delivered within a single iteration." (Mike Griffiths, Chapter 3 - Value-Driven Delivery) Option A contradicts agile principles, which emphasize cross-functional teams capable of analysis, development, and testing.
Option B is a supporting activity but does not directly increase value delivery.
Option D reflects traditional project management thinking and does not align with the iterative, adaptive nature of agile.
NEW QUESTION # 156
During product development, changes in technology and regulations require the team to reassess product architecture.
How should this technical debt be captured?
Answer: B
NEW QUESTION # 157
The length of time to recover the cost of a project investment is the:
Answer: C
Explanation:
Explanation/Reference:
NEW QUESTION # 158
Product roadmaps are more accurate the closer we get to an actual release.
Answer: A
Explanation:
Explanation/Reference:
NEW QUESTION # 159
A company is planning to launch a new service to improve the customer checkout experience.
What should the project manager do to meet the objective of reducing time to market to gain a competitive advantage in the industry?
Answer: D
Explanation:
The correct answer is B - Recommend an Agile delivery approach and provide information to the stakeholders on Agile values and principles.
Agile enables early and continuous delivery of valuable software, short feedback loops, and faster time to market. When competitive advantage and speed are critical, introducing Agile principles allows the organization to remain flexible, respond to change, and deliver increments faster.
From the PMI Agile Practice Guide:
"Agile approaches provide quicker feedback, faster time to market, and more opportunity to deliver business value early. They are ideal in dynamic environments with evolving customer needs." (PMI Agile Practice Guide, Section 1.3 - When to Use Agile) Mike Griffiths states:
"Agile emphasizes early and continuous delivery, allowing organizations to test, learn, and adjust quickly to changes-critical for achieving business agility and competitive advantage." (Mike Griffiths, PMI-ACP Exam Prep Book, Chapter 1 - Agile Mindset) Why other options are not optimal:
* A suggests a predictive mindset and planning before implementation.
* C focuses only on Scrum roles, which may be too narrow for organizational-level change.
* D relies on traditional governance structures that may resist Agile change.
NEW QUESTION # 160
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