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

Prepare effectively for your PMI PMI-200 PMI Agile Certified Practitioner (PMI-ACP) certification with our extensive collection of free, high-quality practice questions. Each question is designed to mirror the actual exam format and objectives, complete with comprehensive answers and detailed explanations. Our materials are regularly updated for 2025, ensuring you have the most current resources to build confidence and succeed on your first attempt.

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Total 482 questions

An agile project leader is delivering a team kick-off session. The first exercise is a "Life Timeline" - a story-telling exercise where each team member tells their life story, explains how they experienced the highs and lows of their journey, and identifies their fears and hopes.

What is the project leader trying to create?

A.

A safe space for team members to learn to trust one another, leading to collaborative relationships.

B.

A safe space for team members to learn to be vulnerable, leading to high performance relationships.

C.

A safe space for team members to learn to share, leading to collaborative relationships.

D.

A safe space for team members to learn about each other's weaknesses and strengths.

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?

A.

Leverage continuous feedback from customers to seamlessly align delivery with requirements.

B.

Define software functionality by relying on the developers' experience designing similar system

C.

Engage end users in user acceptance testing to ensure the product meets their expectations.

D.

Educate end users and other stakeholders to understand desired outcomes through user stories.

When introducing agile processes to a company, a quality assurance (QA) manager resists and believes that the switch to agile will remove quality controls and documents How should the agile practitioner address this concern?

A.

Educate the QA manager that in agile quality is integrated from the beginning to end of the project

B.

Write backlog items that include QA as part of the description

C.

Ask for the current QA documents and incorporate them into the technical debt backlog

D.

Ask the product owner to write tests and QA controls into the acceptance criteria

An agile coach is guiding a team across multiple locations. They need a united communication approach that involves task-oriented communications and discussion boards with effectiveness.

Which method of communication would be most effective?

A.

Interactive communication

B.

Pull communication

C.

Interpersonal communication

D.

Push communication

An agile practitioner becomes a Scrum Master on an established Scrum team. After introductions, what should the agile practitioner do?

A.

Coach team members to improve functional specialties and increase overall velocity.

B.

Identify where team processes misalign with accepted Scrum practices.

C.

Facilitate the identification of problems or issues and help the team resolve them.

D.

Review the backlog to ensure that it is prioritized, refined, and properly tasked.

An agile project has three more iterations before the release. There is a lot of report functionality to be created and defects to be cleared. During a daily scrum, a team member suggests a timebox spike to find a more efficient way to deliver reports.

What should the project leader do?

A.

Encourage the team to self-organize and determine how to best complete their existing work and this spike.

B.

Encourage the team to complete their just existing work since the team velocity indicates they are already struggling to meet the release goal.

C.

Direct the team to defer the spike until the next release and add the action on the backlog for prioritization.

D.

Direct the team to work on the spike immediately given the importance of reporting functionality to complete the iteration.

An agile practitioner notices that a project is increasing open defect counts after every subsequent iteration. What should the agile practitioner do?

A.

Create an issue on the backlog to investigate the root cause and assign a team resource to resolve the issue immediately.

B.

Request increased velocity from the development team to clear off some defects and stay on track with the current iteration's work.

C.

Ask the team to determine how to adapt to this increase in the next retrospective.

D.

Stop work on in-progress user stories to clear defects from the product owner and increase velocity on defect resolution.

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.

7

B.

8

C.

9

D.

10

Stakeholders are unhappy because they have not been consulted on a user interface (UI) for a project that will have a significant impact on end users once it is launched. How should this situation be handled?

A.

The agile team should engage stakeholders regarding the proposed designs and ensure that sufficient engagement occurs throughout the project in an adaptive way.

B.

The agile practitioner should inform the stakeholders that the Ul has already been approved by the project team and the project sponsor, so the team is committed to staying the course.

C.

All stakeholders should go through the approved project charter and the business requirements document to reduce the number of late changes or requests.

D.

The stakeholders should contact the project sponsor to get the project halted until new requirements are agreed upon.

An agile facilitator is helping a team. The team is taking too long in each daily coordination meeting, and the facilitator is beginning to view the time as unproductive.

What should the agile facilitator do to help the team?

A.

Reduce the number of participants in the daily coordination meeting so only one representative for each user story or area of expertise can participate each day.

B.

Change the structure of the daily coordination meetings so team members only comment on the blockers they face during the day.

C.

Let team members decide how to execute the meeting because they are self-organized and should know what works for them.

D.

Pay attention to the comments of each team member during the meeting and intervene every time they deviate from the objective of the meeting.

A backlog for a project has been prioritized and a sprint has begun. A security issue has been revealed that needs to be addressed or large security vulnerabilities will be exposed.

How should the project manager proceed?

A.

Consult with the product owner to prioritize the new work at a higher level.

B.

Consult with the project sponsor and project team to resolve the issue.

C.

Consult with the project team to rework the existing estimates.

D.

Consult with the product owner and project team.

More details for a story are required before the upcoming sprint planning meeting What should the scrum master do?

A.

Email the product owner requesting detailed story specifications and wait for a response

B.

Gather the details from the team members before sprint planning

C.

Schedule a story grooming session with the product owner before sprint planning

D.

Conduct a planning poker session with the team

A team member has made a mistake on a project. How should the scrum master address the mistake?

A.

Encourage all team members to follow existing processes.

B.

Require team members to complete a peer review of work and deliverables.

C.

Facilitate a retrospective to identity areas of improvement.

D.

Reward those who have the lowest occurrences of mistakes.

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 how many scope changes were requested by the product owner and how many hours the team dedicated to unplanned tasks.

B.

Explain that initial estimates help measure project feasibility but the real estimates depend on how much the team learns in each sprint.

C.

Explain some features and requirements made aspects of the project unique and are not comparable to previous experiences.

D.

Explain the list of materialized risks not considered at the beginning of the project ted to extra work hours and costs.

After a successful product deployment, a key stakeholder informs an agile team member that an implemented feature is failing to deliver its expected business value. The team member replies that the requirement was provided by the customer, and that the scope was clearly met.

If the problem were an issue of requirement elicitation rather than delivery, what should have been done to avoid this situation?

A.

Stakeholders should have regularly been engaged to obtain feedback and reduce the functionality risk.

B.

The team should have used the lean principle of delay, so that actual facts could be considered rather than assumptions and predictions.

C.

Interdependent teams should have been engaged using a collaborative approach to identify and leverage the best support.

D.

An owner should have been identified to obtain timely stakeholder feedback.

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

A project team is currently working on sprint seven of a release that is estimated to require twelve sprints to complete. The team has reviewed the stories for this sprint and discovered that it will require rework from previous sprints.

What should the scrum master do?

A project team is currently working on sprint seven of a release that is estimated to require twelve sprints to complete. The team has reviewed the stories for this sprint and discovered that it will require rework from previous sprints.

What should the scrum master do?

A.

Ask the product owner to revisit the scope of the release and revise it so that the team can keep the current commitment schedule.

B.

Ask the team to find a workaround so that they can continue with the current project management plan.

C.

Advise the team to continue working on the sprints as the release plan has been set.

D.

Ask the team to estimate the amount of rework needed so that adjustments can be made to both the project and release plan.

A project is to be started with a team of nine existing and nine new members. The scrum master feels that the team is too large and wants to break it into three teams. The scrum master sets aconstraint that each team have an equal number of existing team members for knowledge sharing and experience.

What should the scrum master do to accomplish this?

A.

Ask the team members' functional managers for guidance on how to group the team members.

B.

Observe which team members are comfortable working together, then assign accordingly.

C.

Ensure that members begin to self-organize as small teams with efficiently distributed skills.

D.

Assign team members to their respective teams based on the skills known to the scrum master.

There is a database feature requiring three members of a seven person team. A meeting is scheduled at the beginning of the sprint to go over technical needs to complete the story. Who should the Scrum Master invite to the meeting?

A.

The core team and the customer

B.

The product owner and key stakeholders

C.

The customer and the sponsor

D.

The core team and the product owner

A product owner feels that the last sprint failed to sufficiently deliver what was valuable to their organization's overall project goals. What should the scrum master mention at the next retrospective?

A.

Solutions to project problems that were built into the last sprint

B.

Problems that arose

C.

Solutions that saved the organization the most time and money

D.

Problems that were solved

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