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PMI PMI-ACP Exam Syllabus Topics:

Topic	Details
Topic 1	Leadership: This domain assesses the capabilities of Agile Leaders in leading agile teams effectively. It includes a deep understanding of agile principles and methodologies, fostering a collaborative team environment that encourages innovation and growth. Leaders should apply systems thinking to classify scenarios and interpret outputs from agile suitability tools.
Topic 2	Domain 4 Delivery: This domain focuses on the skills of Agile Delivery Managers in managing and delivering projects using agile approaches. Candidates should possess strong communication and collaboration skills necessary for working with cross-functional teams. Experience with agile project management tools like user stories, sprint planning, and retrospectives is crucial.
Topic 3	Mindset: This section measures the skills of Agile Practitioners and covers the understanding of the agile mindset and principles, emphasizing the ability to apply them in practice. Practitioners should create an environment that encourages innovation, experimentation, and continuous learning. They must promote collaboration and teamwork, establish a shared vision and working agreements, and develop high-performing teams. Additionally, they should utilize retrospective findings to improve team dynamics and break down silos while evaluating the team's understanding of agile methodologies to tailor their approach effectively.
Topic 4	Product: This section evaluates the skills of Product Owners in applying agile methodologies such as Scrum, Kanban, and Lean to project management and product development. Practitioners should have experience in product development processes including building product roadmaps, creating user stories, managing product backlogs, and collaborating closely with development teams to understand technical requirements.

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PMI Agile Certified Practitioner Sample Questions (Q404-Q409):

NEW QUESTION # 404
Assuming all projects require the same amount of up-front investment, the project with the highest
______________ would be considered the best and undertaken first.

A. Internal Rate of Return (IRR)
B. Net Present Value (NPV)
C. Budget at Completion (BAC)
D. Earned Value Management (EVM)

Answer: A

Explanation:
Explanation

NEW QUESTION # 405
The initial roadmap and release dates for an agile project were set based on data from similar projects and some expert opinions. Halfway through the project, however, the team's estimates are different. Based on the team's velocity, two more iterations were necessary to accomplish the initial scope.
How should the agile lead explain the difference to the project sponsor?

A. Explain that initial estimates help measure project feasibility but the real estimates depend on how much the team learns in each sprint.
B. Explain some features and requirements made aspects of the project unique and are not comparable to previous experiences.
C. Explain how many scope changes were requested by the product owner and how many hours the team dedicated to unplanned tasks.
D. Explain the list of materialized risks not considered at the beginning of the project ted to extra work hours and costs.

Answer: A

Explanation:
In Agile, estimates are initially based on previous experiences or expert opinions, but as the team progresses through sprints, they gain more insight into the project's actual complexity and the team's capacity. Agile estimates evolve over time based on the team's velocity, which reflects how much work the team can realistically handle. This is why the actual scope and timelines can differ from initial estimates. The agile lead should emphasize that the initial estimates were helpful for understanding feasibility, but the true estimates are refined continuously as the team gains more experience and understanding of the work, and as complexities or dependencies become clearer during each sprint.

NEW QUESTION # 406
During project inception, an agile practitioner engages the stakeholder to ensure alignment on the project's strategy and vision. The stakeholder asks for detailed requirements, design, and delivery plans.
What should the agile practitioner do?

A. Inform the stakeholder that no detailed documents are provided using agile practices
B. Provide all information requested by the stakeholder
C. Set expectations regarding the appropriate level of details requested during this stage
D. Ask the team to supply the information to the stakeholder

Answer: C

Explanation:
The correct answer is B - Set expectations regarding the appropriate level of details requested during this stage. In Agile, early project stages are focused on vision, strategy, and high-level planning, not detailed documentation. The agile practitioner must educate stakeholders on progressive elaboration and set realistic expectations about how information is delivered over time.
From the PMI Agile Practice Guide:
"In the early stages of an agile project, requirements and plans are intentionally kept at a high level. Agile practitioners work closely with stakeholders to set appropriate expectations and explain how details will emerge iteratively." (PMI Agile Practice Guide, Section 2.4 - Agile Project Initiation and Stakeholder Expectations) Mike Griffiths reinforces this:
"During project inception, agile practitioners should clarify that detailed specifications evolve through iterative planning. Setting appropriate expectations is critical to building trust and maintaining alignment." (Mike Griffiths, PMI-ACP Exam Prep, Chapter 2 - Agile Principles and Stakeholder Engagement) Incorrect options:
* A contradicts agile principles of just-in-time elaboration.
* C is too rigid and may alienate stakeholders.
* D abdicates responsibility and doesn't help manage expectations.

NEW QUESTION # 407
An event management team is following an agile approach to prepare for an upcoming conference. The regional sales manager, from where the conference is to be held, contacts the team with a number of questions about the company's booth.
What should the team do?

A. Invite the regional sales manager to the next iteration review to share the progress.
B. Stay focused on the current iteration and let the project manager deal with the regional sales manager's questions.
C. Inform the sponsor about the regional sales manager's disruptiveness and ask that all questions be diverted to the weekly meetings.
D. Create a risk on the risk register to account for some potentially new requirements from the regional sales manager.

Answer: A

NEW QUESTION # 408

A project team ' s manager is responsible for delivering a specific initiative for the organization. They are preparing for a monthly meeting where the manager will present on the current state of this initiative. The agile project lead sends the manager the following email with the current initiative status (see Exhibit A).
At the end of which sprint will the minimum viable product (MVP) be completed?

A. 0
B. 1
C. 2
D. 3

Answer: A

Explanation:
Step 1: Identify Remaining MVP Story Points
The backlog lists the MVP-related stories that are not yet started:
Accessibility - color blind # 4 story points
Increase security # 21 story points
* Add AI chatbot # 5 story points
Total remaining MVP story points = 4 + 21 + 5 = 30
Step 2: Consider Velocity and Sprint Progress
* The risk register mentions a reduction of 1 story point per sprint from sprints 4 through 6 due to the holiday schedule.
* If we assume the team ' s normal velocity is 10 story points per sprint (hypothetically), it would drop to 9 story points per sprint for sprints 4-6.
Step 3: Calculate Completion Sprint
If the team normally completes 10 story points per sprint, they would require approximately 3 sprints (Sprint
7, Sprint 8, and Sprint 9) to complete the remaining 30 story points.

NEW QUESTION # 409
......

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