PMI-ACP PMI Agile Certified Practitioner (PMI-ACP) Free Practice Exam Questions (2026 Updated)

In Agile, continuous integration and regression testing should be part of every iteration to ensure that the product is always in a potentially shippable state. These practices help catch issues early in the development process, preventing defects from accumulating and becoming harder to fix later. By integrating and testing frequently, the team ensures that new code works with existing code and that the product maintains its quality throughout the development lifecycle. This approach aligns with Agile principles of delivering working software regularly and maintaining high-quality standards throughout each iteration.

To estimate the project ' s conclusion using velocity, we use the formula:

Given:

Velocity = 40 story points per sprint

Remaining Work = 240 story points

Sprint Duration = 2 weeks

Since each sprint is 2 weeks, the total duration will be:

6 × 2 weeks = 12 weeks = 3 months

The correct answer is D – Break non-functional requirements into those that can be delivered in the given sprint. Agile teams apply the principle of incremental and iterative delivery not only to functional requirements but also to non-functional ones. Large or complex work—including non-functional requirements—should be decomposed into smaller, manageable items.

From the PMI Agile Practice Guide:

“Work items, including non-functional requirements, should be split to fit within a sprint’s capacity. Teams use story-splitting techniques and prioritize parts that provide the most value or enable further development.”

(PMI Agile Practice Guide, Section 5.3 – Adaptive Planning and Story Sizing)

Mike Griffiths reinforces:

“If a user story or requirement is too large for a sprint, it should be broken down. Even performance and security requirements can often be delivered incrementally.”

(Mike Griffiths, PMI-ACP Exam Prep, Chapter 5 – Adaptive Planning)

Incorrect options:

A ignores important non-functional quality attributes.

B is not in line with agile ' s sustainable pace and team stability.

C deflects ownership without attempting a solution.

Answer: D

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The correct answer is A — Establish and keep an active risk register that includes mitigation strategies and a cost-benefit analysis.

Risk management is essential to identifying and mitigating threats such as natural disasters. While Agile teams do not typically use traditional risk registers extensively, at the enterprise level (especially in regulated or high-risk environments), maintaining a risk register aligned with Agile values is appropriate. It should include mitigation options and their associated cost-benefit to guide decision-making.

PMI Agile Practice Guide states:

“Agile risk management practices include establishing lightweight mechanisms such as risk-adjusted backlog prioritization, risk registers (in high-risk or large programs), and risk mitigation strategies.”

(PMI Agile Practice Guide, Section 7.3 – Managing Risk in Agile Projects)

PMBOK® Guide (6th Edition) supports this:

“The risk register is a critical project artifact that includes identified risks, their analysis, mitigation or response plans, and cost-benefit considerations for managing risks.”

Incorrect options:

B lacks the inclusion of mitigation strategies and full cost analysis.

C refers to surface-level risk visibility, not comprehensive risk planning.

D assumes avoidance is the only mitigation strategy, which is not always feasible or optimal.

Answer: A

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Kanban is an approach that focuses on visualizing and managing work in process (WIP) to ensure that there is minimal waste and that teams only work on what they can handle at any given time. It provides a flexible framework for continuous improvement, without the overhead of time-boxed iterations like in Scrum. Kanban allows teams to focus on limiting work in process, streamlining workflows, and improving efficiency while avoiding waste. This approach aligns with the organization ' s desire to minimize overhead and control WIP to maximize flow and productivity.

The correct answer is B — They most likely discussed the best approach for this project with the team and will adapt and tailor the approach periodically by reviewing and verifying the scope with the customer.

In Agile, tailoring and adaptiveness are key. Agile projects are not " one-size-fits-all " — teams assess the context and collaboratively select and continuously tailor the best-fit practices. Agile also emphasizes engaging stakeholders frequently and iteratively refining scope.

PMI Agile Practice Guide:

“Agile teams tailor their processes and continually adapt to changing needs. The decision to use agile practices should be based on the nature of the work and team collaboration.”

(PMI Agile Practice Guide, Section 2.1 – Tailoring Agile)

Mike Griffiths:

“Agile promotes adaptive planning and continuous stakeholder engagement to ensure alignment and responsiveness to change.”

(PMI-ACP Exam Prep, Chapter 1 – Agile Principles and Mindset)

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The correct answer is D – Advise the team of the risks and invite them to change.

Agile teams are encouraged to self-organize, but this should not result in the formation of silos, which can hinder collaboration and shared knowledge. As a servant leader, the Agile practitioner or Scrum Master should coach the team by facilitating discussions about the risks of silos (e.g., dependency bottlenecks, reduced flexibility) and encourage cross-functional collaboration.

From the PMI Agile Practice Guide:

“Agile leaders help teams reflect and improve. When silos form, the coach facilitates awareness of the impacts and invites the team to adopt knowledge sharing practices.”

(PMI Agile Practice Guide, Section 6.2 – Coaching the Agile Team)

Mike Griffiths states:

“Silos reduce adaptability and team learning. A coach should raise awareness and help the team find new behaviors that support agility and collaboration.”

(Mike Griffiths, PMI-ACP Exam Prep Book, Chapter 4 – Team Performance)

Why other options fall short:

A escalates prematurely and undermines team self-management.

B enforces rules instead of fostering understanding.

C imposes a solution instead of empowering the team to solve its own issues.

Answer: D

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The correct answer is B – Review possible options and make an informed decision to cut losses based on delivered business value. In agile, decisions are continuously evaluated based on value delivery, inspect-and-adapt principles, and business justification.

From the PMI Agile Practice Guide:

“Agile projects emphasize delivering the highest value features early and frequently. When new information emerges—such as the high risk of failure of a critical feature—the product owner must evaluate the cost-benefit, assess remaining value, and make a business-based decision.”

(PMI Agile Practice Guide, Section 3.4 – Value-Driven Delivery)

“The agile mindset embraces failure as a learning opportunity but also encourages continuous evaluation of whether a project should continue. It is better to stop a project early based on value delivery assessments than to continue wasteful efforts.”

(PMI Agile Practice Guide, Section 2.3 – Fail Fast to Learn Quickly)

Mike Griffiths’ PMI-ACP Exam Prep Book notes:

“Agile teams reassess business value frequently. If remaining features do not justify additional investment due to technical, market, or cost concerns, the product owner may decide to stop the project and preserve resources. This decision should always be informed by the value already delivered versus expected benefits.”

(Mike Griffiths, Chapter 3 – Value-Driven Delivery)

Why the other options are incorrect:

A is a possible outcome, but prematurely terminating without analyzing value delivery is hasty.

C (bringing in experts) may increase costs and still not solve the fundamental issue of failing value.

D ignores the significance of the critical feature and assumes it can be deferred without impact—this may not be viable.

Answer: B

When considering an increase in scope, it ' s important to first align with the organization ' s higher-level objectives. Seeking executive approval on the approach ensures that the change is in line with organizational priorities and gets the necessary buy-in from key stakeholders. Additionally, determining the purpose and value proposition helps clarify the benefits of the new scope, ensuring the team focuses on delivering value that is clear and beneficial to the organization. These actions are critical before making any further decisions or changes.

To prevent the issue of the customer declining to accept the final deliverable after the demo, the project manager should prioritize frequent releases and feedback loops. By releasing new features or updates frequently, customers have the opportunity to provide feedback earlier in the process, which allows for adjustments to be made during development rather than at the end. This iterative process ensures that the final product better aligns with the customer ' s expectations and requirements.

The correct answer is D — Help establish the next sprint ' s goal.

The sprint goal provides a shared objective and guides the selection and execution of user stories. It is established collaboratively between the product owner and the development team at the start of sprint planning and precedes task decomposition or estimation.

PMI Agile Practice Guide:

“The team collaborates with the product owner during sprint planning to define a sprint goal. The sprint goal gives the team clarity and focus on what it intends to achieve during the sprint.”

(PMI Agile Practice Guide, Section 5.5 – Iteration Planning)

Mike Griffiths reinforces:

“Effective planning starts with understanding the desired outcome of the sprint. The sprint goal aligns the team and informs prioritization and task breakdown.”

(PMI-ACP Exam Prep, Chapter 5 – Adaptive Planning)

Incorrect options:

A prematurely assigns tasks, which goes against Agile’s collaborative ethos.

B and C happen later in the sprint planning process after defining the sprint goal.

Answer: D

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The correct answer is D – Meet with project stakeholders to review the backlog and determine if the scope should be adjusted. Agile emphasizes continuous stakeholder collaboration and delivering maximum value. If the remaining backlog may not contribute significant value, it’s prudent for the Product Owner to reassess scope and validate changes with stakeholders.

From the PMI Agile Practice Guide:

“Engage stakeholders continuously to review priorities and business value. If the product delivers sufficient value earlier than anticipated, the scope may be reduced or the project closed.”

(PMI Agile Practice Guide, Section 3.4 – Value-Driven Delivery)

Mike Griffiths adds:

“Early delivery of value allows teams to stop work that no longer serves business objectives. This requires transparent communication with stakeholders to validate scope adjustments.”

(Mike Griffiths, PMI-ACP Exam Prep, Chapter 3 – Value-Driven Delivery)

Incorrect options:

A assumes authority without consulting stakeholders.

B doesn’t address the possible need for scope reduction.

C skips stakeholder validation before deployment decisions.

Answer: D

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The correct answer is B because agile approaches prioritize continuous stakeholder engagement, collaboration, and adaptive communication strategies. When stakeholder roles are redefined due to an organizational restructure, the agile team should proactively and directly engage with the newly impacted stakeholders to clarify expectations, responsibilities, and to maintain alignment with evolving needs.

The PMI Agile Practice Guide states:

“Engaging stakeholders directly and frequently fosters a shared understanding of objectives and priorities. Two-way communication, such as conversations and collaboration sessions, is preferred over one-way communication such as reports or status updates.”

(PMI Agile Practice Guide, Section 4.2 – Stakeholder Engagement)

In addition, Mike Griffiths’ PMI-ACP Exam Prep Book supports this approach by highlighting:

“An agile team should regularly revisit and refresh stakeholder analysis. When changes occur in the stakeholder landscape, it ' s essential to revalidate stakeholder needs through open, two-way communication, rather than assuming static roles.”

(Mike Griffiths, Chapter 3 – Value-Driven Delivery / Stakeholder Engagement)

Options A, C, and D fail to incorporate agile’s emphasis on direct engagement and collaboration. Option D, while partially correct, lacks the proactive communication component that agile requires. Option C suggests a passive communication method (email), which is discouraged in agile practices for important stakeholder interactions.

Therefore, the best agile-aligned choice is: B

The correct answer is D – Ask QA team members experienced with the new automation framework to cross-train the other QA members. Agile emphasizes shared ownership, continuous learning, and eliminating skill silos. Cross-training is an effective way to improve team capability and reduce dependencies.

From the PMI Agile Practice Guide:

“Agile encourages cross-functional teams and skills sharing. When skill gaps are discovered, team members with the knowledge are encouraged to cross-train others to increase the team’s flexibility and productivity.”

(PMI Agile Practice Guide, Section 4.3 – Team Performance and Learning)

Mike Griffiths adds:

“Cross-training improves team resilience and reduces bottlenecks. When expertise is limited to a few people, risks increase. Agile teams overcome this by mentoring and shared learning.”

(Mike Griffiths, PMI-ACP Exam Prep, Chapter 4 – Team Performance)

Incorrect options:

A and C are reactive and delay resolution.

B encourages overwork and can lead to burnout.

Answer: D

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The correct answer is A – Refocus the sprint review meetings to demonstrate working software and seek feedback on the product.

Sprint reviews are designed to showcase the completed product increment to stakeholders and receive feedback. The primary goal is to validate that the work delivered provides value to the customer—not to present technical details. Demonstrating working software is one of the core tenets of Agile.

From the PMI Agile Practice Guide:

“Sprint reviews are working sessions designed to elicit feedback and foster collaboration. Teams demonstrate completed work and adjust the backlog based on stakeholder input.”

(PMI Agile Practice Guide, Section 5.3 – Value Delivery)

Mike Griffiths confirms:

“The output of every iteration should be potentially shippable product. The sprint review is for stakeholders to see that output and provide feedback to inform future development.”

(Mike Griffiths, PMI-ACP Exam Prep Book, Chapter 2 – Value-Driven Delivery)

Other options explained:

B may be helpful, but it doesn’t solve the immediate issue of misaligned sprint reviews.

C misunderstands the purpose of the sprint review—it’s not about architecture.

D changes the audience instead of correcting the approach.

Answer: A

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Even if a team is high-performing and stable, the Scrum Master’s role remains valuable in facilitating continuous improvement, removing impediments, and protecting agile principles. However, in mature teams, a Scrum Master can support other teams or initiatives while still offering guidance to the original team.

The PMI Agile Practice Guide (Section 3.3: Agile Roles) and Mike Griffiths’ PMI-ACP Exam Prep Book (Chapter 3: Team Performance) both emphasize that Scrum Masters evolve into more strategic, cross-team roles as teams mature.

Option A is correct: it reflects a strategic redeployment of a seasoned Scrum Master while maintaining light support to the current team.

Option B risks losing agile momentum and undermines continuous improvement.

Option C and D confuse roles—Scrum Master and Product Owner must remain distinct.

In this situation, the Scrum Master observes that the developer is confused about a business rule during the daily coordination meeting. The best approach is to address the issue directly with the developer after the meeting. This ensures that the developer receives the clarification they need without disrupting the flow of the meeting or drawing unnecessary attention to the issue during the daily standup.

In Scrum, velocity is a metric that measures the amount of work a team can complete in a given sprint, usually measured in story points or work units. However, velocity is not a metric for team efficiency or quality. It primarily reflects the team ' s capacity to complete work within a sprint and can help forecast future work delivery once the team becomes stable. A team may have a stable velocity, but that does not necessarily mean they are producing higher-quality or more efficient deliverables.

Before the workshop, the team members should read and identify relevant user stories from the product backlog that directly contribute to the goal of developing the feature for receiving and resolving customer complaints. This ensures that the stories being worked on are well-understood and aligned with the release goal.

The team should also consider the possible risks associated with each selected user story, such as technical challenges or dependencies. Additionally, they should evaluate the value each story adds to the final user (customer), ensuring that the team focuses on delivering maximum value in the release.