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PMI_ACP_01-60

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Title of test:
PMI_ACP_01-60

Description:
Acp test from number 01 to 60

Creation Date: 2025/07/07

Category: Others

Number of questions: 60

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A newly formed development team experienced difficulty with accurately estimating product backlog items. As a result, the team failed to deliver all of the features in the sprint backlog for the past two iterations. What should the team do to improve the accuracy of their estimates?. A. Decrease the sprint time box until the team is able to deliver the entire agreed-upon sprint backlog in a single sprint. B. Discuss estimating techniques in the daily scrum meeting. C. Increase the size of the development team until the team is able to deliver the entire agreed-upon sprint backlog in a single sprint. D. Begin tracking estimated effort metrics as an input to performance evaluation.

Midway through a sprint, the scrum master identifies that reassigning a certain task could help the team meet its sprint's goals. What should the scrum master do next?. A. Alert the team that sprint goals might not be met and create an alternative plan. B. Obtain team buy-in to perform modifications to the sprint backlog. C. Have the sprint proceed as planned. D. Ask the team to decide if the task should be reassigned.

During the iteration planning of a newly on boarded agile team, the product owner adds a set of high priority user stories into the iteration backlog. What should the team do first to dene the tasks needed to implement the user stories?. A. Self-organize. B. Assign tasks to each team member. C. Meet with the customer. D. Identify the scrum master.

A project's first iteration contains item A, and its second iteration contains item B. The first iteration is behind schedule, which will impact the second iteration. Since items A and B are similar, a team member suggests beginning the design of item B. What should the agile practitioner do?. A. Defer starting the design of item B until the second iteration is being planned. B. Proceed with the design of item B, since it will hasten the second iteration. C. Escalate the issue to the customer, and obtain their approval before starting the design of item B. D. Log the issue in the risk register, and request change control board (CCB) approval.

An Agile team is under pressure to deliver an application. The product owner anticipates many change requests from customers once the product is released. What should the agile team do?. A. Demand frequent product reviews by the product owner. B. Continuously work with the product owner to do backlog refinement and product reviews. C. Have the product owner provide detailed requirement specifications to ensure the proper features are delivered. D. During the planning session, ensure the team is committed to deliver within the specifications.

During iteration planning, it was determined that an epic should be decomposed. What was the determining factor?. A. Size and priority. B. Minimum marketable features. C. Release plan. D. Sprint mapping.

What should a scrum master do when one team member falls behind in their tasks?. A. Move the task to another team member who has spare capacity in the sprint. B. Ask the team for suggestions. C. Privately offer the team member encouragement to meet task commitments. D. Notify the product owner.

A newly formed scrum team wants to foster an environment for transparency and experimentation. The team decides to use a Kanban board to record and track encountered impediments. Emphasis is placed on how issues are resolved and the strategies for preventing them in the future. Over time, what will be the result of this approach?. A. Kaizen. B. Specific, measurable, assignable, realistic, and time-based (SMART) goals. C. Key performance indicators (KPIs). D. Muda.

A mature agile team welcomes a new member. Due to poor experiences with a previous team, the new member is reluctant to communicate. What should be the agile project leader do? (cần cân nhắc đáp án). A. Bring up the new member's impediments at the next meeting to demonstrate team support of input. B. Assure the new member that inputs on impediments are valued, and demonstrate this at the next meeting. C. Have a senior leader work with the new member to avoid a negative impact on team productivity. D. Privately work with the new member to address any impediments.

During a sprint, the team encounters a technical problem that becomes an impediment to completing two stories. What should the scrum master do?. A. Ask the lead developer to identify a solution, and then share the details with the team. B. Ask a technical manager or architect to determine a solution to the problem. C. Work with the product owner to add a spike to the next sprint to identify a solution. D. Create a collaborative team environment so that the team can explore a solution together.

A new team member asks what changes could accelerate a change to the project plan. What should be the proper response?. A. Competitors joined forces with the team. B. The customer changed requirements. C. Project team members obtained additional certifications. D. Technology which did not interfere with the final product.

Midway through an iteration, an agile team learns that a team member will be unavailable for the next two iterations. As a high-performance team, what should the team do?. A. Raise an impediment that resource tasks will be blocked and notify the product owner. B. Ask the delivery manager for a temporary resource. C. Ask the scrum master to assign that team member's tasks to the next available resource. D. Assume the team member's tasks to meet iteration goals, and notify the product owner.

An agile practitioner wants to ensure that stakeholders have current information about a project's progress. What should the agile practitioner do?. A. Regularly circulate an updated, detailed version of the project plan. B. Frequently update the online project management office (PMO) repository site. C. Invite the stakeholders to daily stand-ups. D. Post a project board in an area where all can view it.

A company has decided to combine two similar products consisting of multiple teams into one product. Engaged customers want to know how the company is looking at re-organizing its teams. What strategy should be employed to re-organize the teams?. A. All the teams from both products should be simultaneously called together and allowed to completely self-manage. B. Teams that worked on similar components in the separate products should be combined to minimize disruption and capitalize on synergies. C. After grouping individuals by role, multi-discipline teams should be created that are comprised of one member from each role. D. Features should be prioritized and then teams should be organized around those priorities.

A client states that a product is not being built as requested. How should the agile team address this?. A. Conduct an internal review to validate functionality before shipping. B. Audit the quality control process to ensure that the product adheres to requirements. C. Lengthen iterations to ensure there is sufficient time to build functionality. D. Hold product review sessions with the client to obtain product acceptance.

A new product owner shares the product vision during the team launch event. The team asks for clarification on the product roadmap and its high- level features. What should the product owner do?. A. Determine the required tasks for implementing the high-level features. B. Identify the detailed design for the high-level features. C. Prioritize the product backlog for the upcoming release. D. Estimate the user stories in the iteration backlog.

An agile practitioner wants to communicate the effect of technical debt on the project. What should the practitioner do? (cần cân nhắc đáp án). A. Post and discuss rises in the burn down chart. B. Adjust story points to account for technical debt. C. Log technical debt as an impediment. D. Add refactoring tasks to all stories.

An agile coach realizes that a team responsible for a major release is a few months behind schedule. The marketing department is unaware of this delay, and is planning to start the marketing campaign and announce the release. What should the agile coach do? (cần cân nhắc đáp án). A. Meet with the agile team lead to discuss ways to improve the team velocity and get back on track. B. Use this as a learning opportunity and allow the team to handle the situation when the marketing campaign begins. C. In the upcoming retrospective, discuss ways to improve sharing project status information. D. Meet with the marketing stakeholders to explain that the team will miss the planned release date.

The product owner of an agile project is frustrated because the team is unable to deliver as many features as expected. The product owner asks the team to reduce test-automation levels, since the quality assurance team will test the product at project completion. The product owner expects that more features will be delivered in each iteration using this approach. What should the agile practitioner do?. A. Ask the opinion of key stakeholders and the client to ensure the correct approach is being used. B. Work with the team to use this approach, and request a quality assurance iteration after every three iterations. C. Propose to completely eliminate test automation, since this is a quality assurance function. D. Suggest merging the quality assurance and delivery teams to enhance each iteration's test-automation levels and redundancy.

How can an agile practitioner ensure that all key stakeholders are properly engaged in planning?. A. Collect stakeholder requirements. B. Conduct an iteration planning meeting. C. Communicate product backlog items to the stakeholders. D. Facilitate a product development roadmap workshop.

What should an agile practitioner do to ensure that the end product meets business requirements?. A. Invite the team to iteration review meetings. B. Obtain agreement from the product owner on business requirements. C. Request that regular reports are sent to stakeholders. D. Confirm managers and stakeholders are invited to product review meetings.

Based on the backlog metrics in the chart, what can explain the jump in points at the end of iteration 4?. A. The team neglected to account for support and maintenance costs associated with other support products. B. The team discovered that previously accepted work could be greatly improved and added story points associated with that work. C. The team realized that some stories were underestimated relative to other stories and re-estimated as needed. D. The team learned that the product owner needed to increase the output in the next release.

A technical problem arises that will likely impact the stories planned for delivery in the current sprint. What should the scrum master do?. A. Consider adding a story to the next sprint to seek resolution. B. Immediately solve the problem on behalf of the team. C. Ask the team to collaboratively work out a solution. D. Engage a technical manager to assist with finding a solution.

How should an agile project leader interact with the product owner?. A. Conduct regular one-on-one meetings to review development features and trace them back to the product roadmap. B. Ensure the they attend regular sprint meetings to provide product-feature feedback. C. Share any new versions of the project plan with them, including updated statuses for tasks and project milestones. D. Schedule meetings where they can provide team direction regarding new-feature priorities and upcoming sprints.

Midway through a sprint, a team member discovers that the product design fails to adhere to the organization's enterprise architecture standards. Since this required escalation to the architecture team for further analysis and resolution, the team was unable to deliver its sprint goal and the sprint was cancelled. What should the team have done to avoid this?. A. Escalated the issue to management. B. Ensured the early engagement of key stakeholders. C. Provided feedback to the architecture team to change the enterprise architecture standards. D. Raised an exception for non-adherence to the enterprise architecture standards for this product.

A team is transitioning from a predictive approach to an agile approach. Historically, the team has delivered work products that did not meet customer expectations. What agile practice can help the team to alleviate this?. A. Test-driven development (TDD). B. Clear definition of done and regular demos. C. Collaborative team planning games. D. Consistent team velocity.

A team member on a scrum project previously provided support to another application. Due to this with that application, the team member's former supervisor continues assigning them tasks related to that project. The new project's scrum master includes these issues in the risk register. What should the scrum master do next?. A. Monitor the threats and risks while allowing the team member to multitask on both projects. B. Assign more resources to the sprints to compensate for the absence of the team member. C. Ensure that the threats and risks are communicated and addressed. D. Assign fewer stories to the sprints so that the team member can still meet sprint goals.

An organization initiates a pilot project to introduce agile methodology for the successful delivery of projects. What should the project manager do to share this project's knowledge and learning with wider organizational business groups?. A. Invite people from across the organization to attend daily stand ups. B. Invite people from across the organization to attend retrospectives. C. Invite people from across the organization to attend the release meeting and project retrospectives. D. Regularly meet with people across the organization to share the project's lessons learned and best practices.

A project team identifies a number of technical challenges with features in the next sprint. What should they do?. A. Request direction from the technical manager. B. Encourage that product owner to reallocate the features to another sprint. C. Determine who is best qualified to address the challenges. D. Ask the product owner to assign the tasks to the most appropriately skilled resources.

The team is refining user stories during the backlog grooming session and confused on the acceptance criteria and level of details. What should the agile practitioner do? (cần cân nhắc đáp án). A. Complete the test cases before creating the story in the backlog. B. Define the detailed business requirements so that the team can continue with development. C. Define the user stories with just enough details so the team can collaborate continuously. D. Ensure the acceptance criteria includes testing scenarios, so the team can do through testing.

When prioritizing features to be delivered in an iteration, on what should an agile team defer work? (cần cân nhác đáp án). A. High-risk and high-value. B. High-risk and low-value. C. Low-risk and low-value. D. Low-risk and high-value.

On an agile project, some of the development team is struggling to understand how the tasks and user stories fit into the overall product. How should this be addressed?. A. Review the iteration goals and have the team each describe the work to create shared understanding. B. Create a story map for the minimal viable product (MVP) functionality. C. Capture this as a task in the retrospective and ensure there is more details provided at the next planning session. D. Have the product owner explain the product vision and review the release plan with the team.

The customer needs assistance in determining the efficiency of a set of process activities within the solution. What should the agile team do?. A. Discuss the efficiency at the next iteration retrospective. B. Review the process value stream to determine potential improvements. C. Review the value the customer receives from the user story to determine backlog priority. D. Discuss the performance of the solution at the next sprint review.

A new agile project manager accepts an assignment to manage a well-established team. Many team members have worked together on this product for several years. During a meeting, the project manager notices that team members offer little vocal interaction, yet all required tasks are completed on time. What type of behaviour does this describe?. A. Synchronous. B. Collaborative. C. Passive-aggressive. D. Random.

Following a successful product release, senior management asks an agile team how to improve the value of the product for the next release. What should the team do?. A. Conduct frequent demos and obtain feedback from users throughout the development of the next release. B. Inform senior management that since the product was successfully released, the project is considered delivered and should be closed. C. Request additional budget to implement a Scrum of Scrums approach to scale the teams and add capacity. D. Implement a better definition of done to ensure that continuous integration processes are managed effectively.

A team using Kanban identifies that their cycle time has significant variation. After brainstorming, the team determines that the root cause is the stories' varying sizes and risks. What should the team do?. A. Reduce work in progress (WIP) limits to accommodate slack for riskier stories. B. Create a triage step on the Kanban board to pre-identify risky stories. C. Set a policy to break down stories larger than a specified complexity, then adjust the WIP. D. Create a dedicated overflow swim lane on the Kanban board for stories that are too large.

Two similar stories, A and B, are estimated at 3 story points. Story C, estimated at 8 points. After an iteration in which A and C were completed, it is found that story A took much longer than story C. What should the agile practitioner do?. A. Assign story B more than 8 story points so to provide a better estimate. B. Add points to story B's iteration to account for the error but keep story B at 3 points. C. Assign more resources to story B to bring it in line with the estimate. D. Re-estimate all stories including values for A, B and C.

The product owner of a team starts the iteration review with a quick walkthrough of the iteration goal, the list of planned stories with status, and a demo of all the stories to the business. What should the product owner have done differently?. A. Demonstrated only the completed stories and seek stakeholder feedback. B. Presented the budget situation and review the cost variance. C. Reviewed the test results to gain confidence from the stakeholders. D. Presented a demo of all the stories including the work in progress stories.

The risk profile of a project has increased beyond the upper threshold of tolerance. The product owner and project leader meet to discuss an approach for dealing with this. What should the team do next?. A. Add risk mitigation tasks to the backlog, then prioritize in current and upcoming sprints. B. Add risk mitigation time to each requirement. C. Apply the 80/20 rule, reserving 20 percent of each sprint's capacity for risk mitigation. D. Hold all risks until they become issues, then add issue resolution tasks to the product backlog.

What should a team do when they complete all sprint goals earlier than expected?. A. Begin working on an item in the backlog. B. Ask the scrum master to select an item from the backlog on which to work. C. Ask the product owner to select an item from the backlog on which to work. D. Jointly decide with the scrum master on an item from the backlog on which to work.

A product owner asks a newly formed scrum team how many story points will be completed in a sprint. What should the scrum master do? (cần cân nhắc đáp án). A. Engage the team to determine the sprint velocity based on previous agile projects. B. Average the sprint velocity based on input from team members. C. Share the sprint velocity obtained from the sponsor with the team. D. Run multiple sprints before determining the sprint velocity with the team.

A development team for a small company experiences long delays between product completion and release for validation and testing. The company is concerned that this will impact its ability to complete in the market place. What analysis should the team use to understand the issues?. A. Risk management. B. Variance and trend. C. Kano model. D. Fishbone-diagram.

Toward the end of a project, the product owner discovers that the project has a high probability of failure due to a critical feature not functioning as expected. What should the product owner do?. A. Terminate the project to cut losses. B. Review possible options and make an informed decision to cut losses based on delivered business value. C. Bring in experts to increase the probability of success. D. Continue the project, release the product without the failing feature, and fix the feature in a subsequent release.

An agile coach is assigned to help a project team that was recently co-located close to a very popular business. Many team members visit this business during working hours which affects team performance. What should the agile coach do to mitigate this issue?. A. Speak with the functional managers and come to an agreement that will resolve the issue. B. Explain to functional managers that too much control will inversely impact team morale. C. Meet with the team to discuss the issue and identify specific actions to reduce or eliminate the issue. D. Inform the team there will be penalties to anyone who visits that business during working hours.

After completing the release plan, the team realizes that the project is very likely to have a negative ROI. What should the team do?. A. Prioritize the backlog, and remove low-priority stories from the release plan to ensure a positive ROI. B. Replace some team embers to reduce the release costs and minimize a negative ROI. C. Perform a root-cause analysis to remove waste from the delivery process and increase the ROI. D. Communicate the risk of a negative ROI to the stakeholders, and update the release plan.

During planning for the next iteration, an agile team identifies most of the story points that are expected to be delivered. How should an agile practitioner work with the team to help identify the iteration's remaining scope?. A. Convince the team to stop planning and keep the size small. B. Identify the technically minimal and achievable tasks. C. Refer to the remaining prioritized backlog items. D. Select some of the smallest items from the backlog.

During a project meeting, a team is faced with a difficult decision. After discussion and deliberation, the project leader makes the final decision and ends the discussion. This causes a team member to withdraw from future collaboration. How could the project leader have avoided this?. A. Led by example by encouraging the team to engage in consensus-driven decision making. B. Iterated the need for agile teams to make quick decisions, then followed up with that team member. C. Empowered a team member to facilitate decision making, then made a final decision on behalf of the team. D. Refrained from participating in the team's decision-making process, except to document and communicate results.

During sprint planning the product owner wants the team to prioritize and deliver a number of features which have the highest business value. Due to technical dependencies, the team does not agree with the prioritization. What should the project leader do?. A. Encourage the product owner and team to reprioritize the features and select ones which can be delivered without any dependencies. B. Encourage the team to continue with the current plan, do what they can, and carry forward the work not done to the next iteration. C. Ensure the team captures the technical dependencies as issues within the backlog optimization. D. Ensure that the required subject matter experts (SMEs) are engaged by the product owner to help with backlog prioritization.

During a project review, the team discovers customer feedback that would add scope. The project leader is concerned that the team will be unable to incorporate this feedback and still meet the product launch date. What should the project leader do?. A. Finalize the feedback in the form of a change request. B. Limit the scope of the feedback to only those changes that the team can feasibly accommodate. C. Encourage all feedback, then work with the customer to prioritize work for future sprints. D. Allow the team to decide what feedback to incorporate.

An agile team is preparing a release plan for a project. What information will the team need to complete this plan?. A. Amount of work needed to complete a single user story. B. Amount of work that can be accomplished by each team member. C. Amount of work that can be accomplished in an iteration. D. Amount of work that can be accomplished by the entire team.

Why should a project team reduce the work in progress?. A. It indicates poor project quality. B. It represents team member's utilization. C. It represents unrealized value. D. It shows that the project is behind schedule.

During a review session, a customer representative is concerned that a story fails to satisfy the scope of work. However, the product owner declares that the scope of work is complete. What should be done with this story?. A. Mark it as incomplete and prioritize it for the next sprint. B. Mark it as complete, since the product owner has the final say. C. Discard it and create a new story for the remaining scope of work. D. Mark it as complete, since the team completed the scope of work.

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? (cần cân nhắc đáp án). A. It ensures a consistent level of detail is available in the project schedule. B. It prevents a wasteful build-up of requirements inventory that may never be processes. C. It provides a concrete definition of product scope, cost and duration. D. It allows the team to lock down the stories to be included in a release.

A team member is stressed due to a heavy workload, while other team members have some slack in their schedules. How should the team lead address this? (cần cân nhắc đáp án). A. Inform management, and suggest that additional resources may be required. B. Discuss the issue with the team in the daily stand up meetings. C. Meet personally with the stressed team member to brainstorm ways to better manage their time. D. Begin tracking the stressed team member's tasks in a separate backlog for additional analysis and reporting.

A seven-member agile team's composition varies considerably in age, gender, culture, personality type, and professional background. When planning a team-building event, what type of interpersonal skills should the project leader use?. A. Networking. B. Social awareness. C. Communication. D. Leadership.

Due to its complexity, a new team member struggles with developing a concise user story. What advice should the agile practitioner give to assist with developing the story?. A. Hand the story over to a more experienced team member. B. Break the story up and focus on the most valuable parts. C. Discuss the story at the retrospective. D. Pick another story from the product backlog.

Trend analysis shows that velocity is significantly higher than predicted and the release can be completed one month ahead of schedule. The team recommends changing the end date to reflect this. What should the agile practitioner do?. A. Jointly meet with the team and product owner to discuss options and determine the end date. B. Announce that the team has exceeded the predicted velocity, and that the end date will be earlier than planned. C. Ask the product owner to include additional features in the product backlog, then re-plan subsequent iterations. D. Ask the team to decrease velocity to meet contractual obligations and document this decision.

A product owner for two highly visible projects spends a great deal of time meeting with and reporting to senior stakeholders. The product owner is overwhelmed because both project teams request clarification on the requirements and the overall priorities. What should the agile project manager do?. A. Provide both project teams with the highest priority needs. B. Request the project team's questions in writing prior to the next meeting. C. Facilitate a meeting with each team and the product owner to find a solution. D. Provide both teams with each project's documentation.

A team's technical lead believes that manual testing tasks should be conducted by junior team members below their level. The junior team members think it is unfair and refuse the tasks. What should the scrum master do? (cần cân nhắc đáp án). A. Tell the technical lead to do the testing. B. Facilitate an open and focused team discussion that reinforces team agreements. C. Ask the team manager to advise the technical lead that all tasks are important. D. Encourage the team to take ownership of the delivery.

Midway through a project, the product owner learns from the sponsor that a major component, which is already 20 percent complete, is unimportant to users. The component was part of the approved scope and a key selling point for the project. What should the product owner do next?. A. Obtain approval from the change control board to discontinue the component. B. Ask the team to continue developing the component. C. Ask the team to discontinue developing the component. D. Request the sponsor's formal approval to discontinue the component.

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