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| Section | Objectives |
|---|---|
| Leadership | - Servant Leadership
|
| Product | - Value-Driven Delivery
|
| Mindset | - Agile Mindset and Values
|
| Delivery | - Project Planning and Execution
|
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NEW QUESTION # 406
Which of the following is not true of how burn up charts that also track total scope differ from burn down charts?
Answer: C
NEW QUESTION # 407
An agile team member from a cross-functional team has been unable to complete assignments due to tasks assigned by the functional manager. What should the Scrum Master do?
Answer: B
NEW QUESTION # 408
This artifact contains release names with expected dates and includes major features, client-side impacts, server-side applications, platform support and markets served:
Answer: B
Explanation:
Explanation
NEW QUESTION # 409
Based on the backlog metrics in the chart, what can explain the jump in points at the end of iteration 4?
Answer: C
Explanation:
The correct answer is C - The team realized that some stories were underestimated relative to other stories and reestimated as needed.
According to the data in the chart:
* Backlog started at 500 points.
* Points steadily decreased by 25 points per iteration for the first 3 iterations, reflecting normal velocity.
* At the end of iteration 4, the backlog increased from 425 to 450 points (a 25-point jump), which indicates an increase in estimated remaining work.
In Agile, backlog point totals can increase when work is reestimated-typically because items were originally underestimated or new complexity is discovered. Reestimation reflects the evolving understanding of requirements and is a core principle of adaptive planning.
From the PMI Agile Practice Guide:
"Estimates may change as the team learns more. Agile teams inspect and adapt their understanding of the work during iteration planning and refinement. Story reestimation is normal and may result in backlog point increases." (PMI Agile Practice Guide, Section 5.3 - Adaptive Planning and Estimation) Mike Griffiths writes:
"Backlogs are dynamic. Teams may reestimate stories during grooming or retrospectives if they find that original estimates were off. This helps maintain planning accuracy and backlog integrity." (Mike Griffiths, PMI-ACP Exam Prep, Chapter 5 - Estimation and Backlog Refinement) Incorrect options:
* A refers to external factors not reflected in the backlog points.
* B would be better handled by new backlog items, not inflating prior estimates.
* D suggests increased scope/output, which would add stories but not necessarily reestimate existing ones.
####################################
NEW QUESTION # 410
While planning, what prioritization factors need to be considered for a minimally marketable feature (MMF)?
Answer: B
Explanation:
The correct answer is B - How much money the organization will earn or save by having the MMF.
Minimally Marketable Features (MMFs) are the smallest set of functionality that deliver value and can be released to generate revenue or realize benefits. Prioritization of MMFs is typically done based on expected business value-such as cost savings, revenue potential, or customer satisfaction.
From the PMI Agile Practice Guide:
"MMFs help teams focus on delivering value early and frequently. They are prioritized based on expected value to the customer or organization, return on investment (ROI), and business impact." (PMI Agile Practice Guide, Section 3.4 - Delivering Value Frequently) Mike Griffiths also emphasizes:
"MMFs should be prioritized based on business value-how much benefit they bring to the customer or organization. Value-based prioritization ensures the right features are built first." (Mike Griffiths, PMI-ACP Exam Prep Book, Chapter 3 - Value-Driven Delivery) Why the other options are incorrect:
* A refers to risk but doesn't address business value.
* C addresses stakeholder involvement, not delivery prioritization.
* D refers to development time, which is considered but secondary to value.
NEW QUESTION # 411
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