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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Agile Mindset | 28% | - Agile principles and values - Continuous improvement - Mindset shift and culture - Value-driven delivery |
| Topic 2: Product Management | 19% | - Backlog management and prioritization - Product vision and roadmap - Requirements elicitation and refinement - Value measurement and validation |
| Topic 3: Agile Leadership | 25% | - Collaboration and communication - Adaptive leadership - Stakeholder engagement - Servant leadership and team empowerment |
| Topic 4: Agile Delivery | 28% | - Iterative and incremental delivery - Quality and continuous delivery - Agile methodologies and frameworks (Scrum, Kanban, Lean, XP, etc.) - Planning, monitoring and adapting |
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NEW QUESTION # 87
An organization strives hard to accelerate value delivery by improving product design, development, and transition activities. What ways of working should the organization discontinue to become an effective player?
Answer: D
NEW QUESTION # 88
Over the last two sprints, a number of potential problems have threatened the team's ability to hit the targeted release date.
What should the agile practitioner do?
Answer: A
Explanation:
The correct answer is C - Identify and monitor issues through a risk burndown chart.
Risk burndown charts track how risk exposure is increasing or decreasing over time. This agile artifact is used to communicate risk trends and drive conversations around risk mitigation. It's especially useful when risks threaten iteration goals or release timelines.
From the PMI Agile Practice Guide:
"Risk burndown charts are visual tools that track remaining project risk. They help identify whether risks are increasing or decreasing and enable proactive management." (PMI Agile Practice Guide, Section 3.5 - Risk Management in Agile) Mike Griffiths explains:
"Tracking risks visually, such as in a risk burndown chart, helps stakeholders understand exposure levels and fosters risk-mitigation behavior across the team." (Mike Griffiths, PMI-ACP Exam Prep Book, Chapter 6 - Risk Management) Why the other options fall short:
* A delays action and does not help real-time monitoring.
* B tracks tasks, not risk.
* D (issue log) may help but lacks the proactive visual trend tracking provided by a burndown chart.
NEW QUESTION # 89
The customer asked the IT project manager to change a few specifications for the software being developed, which will affect the project budget. The financial sponsor is having difficulty approving changes to the budget that was already allocated to the project.
What should the project manager do next?
Answer: C
Explanation:
The correct answer is C - Encourage the product owner and team to analyze the impact of the changes and prioritize the backlog.
Agile embraces change, even late in the development cycle, but it must be managed through value-driven prioritization. Instead of blindly accepting all changes or overrunning the budget, the product owner collaborates with the team and stakeholders to evaluate the impact, adjust priorities, and ensure high-value items are delivered within constraints.
From the PMI Agile Practice Guide:
"Agile teams welcome change but balance it with value delivery by continuously prioritizing the product backlog. When scope increases, the team and product owner must evaluate trade-offs and adjust delivery accordingly." (PMI Agile Practice Guide, Section 3.4 - Value-Based Prioritization) Mike Griffiths affirms:
"Backlog grooming is a key mechanism to handle change. Product owners collaborate with stakeholders and the team to evaluate new requests, weigh impacts, and reprioritize as necessary." (Mike Griffiths, PMI-ACP Exam Prep Book, Chapter 3 - Value-Driven Delivery) Other options are incorrect:
* A may be true in some organizations but is not an Agile principle.
* B contradicts Agile's emphasis on sustainable pace.
* D may help clarify budgets but doesn't resolve the issue collaboratively.
NEW QUESTION # 90
After seeing the planned features (or an upcoming release, a customer notes that a vitally important and complex one is missing. The team estimates that this feature significantly exceeds its average velocity. How can this issue be resolved?
Answer: A
NEW QUESTION # 91
Senior management is frustrated at the lack of a detailed implementation plan that shows exactly when the project will end and when all requirements will be met. The team has been using a rolling wave planning approach so far on the project.
How should the agile practitioner explain to senior management the benefits of this approach?
Answer: C
Explanation:
Thru rolling wave, downtime comprises elements which are considered as waste in product development. These elements including waiting, not using resources, overproduction etc. Rolling wave planning helps you get rid of this wasting and minimize downtime.
NEW QUESTION # 92
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