PMI-200 PMI Agile Certified Practitioner (PMI-ACP) Free Practice Exam Questions (2025 Updated)

Based on value to the organization, the project manager should decide what can be included or not in the final requirements.

The customer is the end user of the product and should have the authority to decide about the product requirements.

The project manager should discuss the requirements with the customer alone so that the team can deliver the prioritized requirements.

Encourage self-organization by communicating the importance of a collaborative approach in decision making about the requirements.

The scrum master assigns someone on the team to handle the budget, and the product owner is responsible for release plans

The finance department is responsible for budget, and the product owner is responsible for release plans

The scrum team as a whole, as they are self-organizing and share accountability

The product owner is responsible for both the budget and the release plans

Schedule regular meetings with the scrum team to write, groom and size user stories

Focus on stories based on the highest number of story points to first address those items with the highest value

Seek regular input from project stakeholders, and reflect this input in the backlog's priorities

Schedule in-person monthly meetings with key stakeholders to review the project's progress

Proceed with the work only after the contract is amended.

Discuss the value of the change for the project with the customer.

Evaluate effort and impact and ask for steering committee and shareholder approval.

Stick with the contract terms and agree to review the requirement if time allows.

The purpose of the daily coordination meeting is for the scrum master to be able to follow up on the sprint plan. The team should explain what may be impeding them from reaching the sprint goal.

According to the Scrum guide, the daily coordination meeting is part of the Scrum framework. The purposes of this meeting are to enable the scrum master to verify the team is on track and to escalate impediments.

The daily coordination meeting is an effective way for the development team to follow up on progress toward the sprint goal and discuss anything that may hinder their work. It is a way to actively manage risks and dependencies.

The daily coordination meeting is held to verify that people are working on the right things. The whole Scrum team should be able to answer these questions: What did I do yesterday, what will I do today, and what can stop me from making progress?

Work overtime to meet the customer request and the iteration commitments.

Ask another team that is less busy to handle the situation.

Work with the product owner to assess the impact for reprioritization.

Work on the customer request in the next iteration as a top priority.

Make sure the project owner is fully embedded into the project team so that they are readily available to make quick decisions.

Establish collaborative behaviors among all members of the organization through a group decision-making process.

Ensure all decisions are routed as quickly as possible to the project sponsor and have the rules of engagement visibly posted.

Reduce the number of required approvals and expand the decision-control limits to the scrum master.

Take a few minutes to speak with the developer after the daily coordination meeting and provide clarification.

Follow the appropriate channels by contacting the product owner and asking them to address the issue with the team.

Wait until the sprint review to explain how the product increment needs to be changed to be acceptable.

Speak up immediately during the daily coordination meeting and clarity the issue to avoid any further confusion.

Escalated the issue to management

Ensured the early engagement of key stakeholders

Provided feedback to the architecture team to change the enterprise architecture standards

Raised an exception for non-adherence to the enterprise architecture standards for this product

Inform the product owner's manager so that corrective action may be taken.

Communicate this to the product owner, and offer to help facilitate discussions with the team.

Encourage a team member to raise this during the retrospective to ensure that the product owner is aware.

Escalate this issue to the sponsor so that corrective action may be taken.

Add the releases into a roadmap with milestones and activities.

Identity dedicated tasks and activities with regular feedback loops.

Deliver in small and continuous iterative releases.

Identify the requirements' schedule within set time scales.

Capacity planning will not be accurate.

Inaccurate pressure on customers.

Quality increases while output decreases.

Delivery speed increases while morale decreases.

Request additional resources to prevent compliance issues while still fostering a collaborative workplace.

Escalate the concern to the product owner and request that they prioritize the development work.

Designate a single team member to attend the meetings and establish a capacity buffer for each sprint.

Reject all external meetings for the development team so they can fully focus on their sprint tasks.

Meet individually with each team member to identify the issues and relay information to the remaining members through status reports.

Establish a live video feed between the dispersed teams to enable spontaneous engagement and collaboration on issues.

Request that the customer co-locate the team to overcome the communication issues, as this is the only method to ensure agility.

Inform the customer of the challenges and lower velocity of the project to accommodate for the slower delivery pace.

The information gathered will help the team improve the allocation of resources in developing the most important features.

The project sponsor believes that the agile team is not adding in the most important features during this sprint.

The users can help the team understand if the feature adds value, avoiding the risk of building the wrong product.

The users will start using the software sooner, and the team can start working on the next iteration.

Review the iteration goals and have the team each describe the work to create shared understanding

Create a story map for the minimal viable product (MVP) functionality

Capture this as a task in the retrospective and ensure there is more detail provided at the next planning session

Have the product owner explain the product vision and review the release plan with the team

Require the team to try only those ideas that will ensure success.

Allow the team to try ideas, but remind them that results will be reviewed by high-ranking executives.

Associate idea successes and failures with the team's incentive plan to ensure accountability.

Encourage the team to try the ideas, even if failure may be the outcome.

Create a user story for this new improvement and put it in the product backlog for prioritization and validation by the customer

Create a user story for this new improvement and prioritize it for the next sprint

Document it as a requirement creep

Ask the team to take on additional story points to improve the UI

Work with the team to establish goals for the product at the beginning of each scheduled iteration.

Send the team the latest version of the release plan so they can provide feedback.

Invite the customer to the sprint planning meeting to explain what is deemed most critical to their business.

Ensure all iteration goals are fully developed at the beginning of the project.

Refine the product backlog and identify the Minimum Viable Product