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

The correct answer is B — Organize training and development workshops to help all stakeholders form a shared understanding of agile practices.

Agile transformation requires not only role assignment but a cultural shift and shared mindset. Providing training and development for all stakeholders—including team members, managers, and leadership—builds a common understanding of agile principles, frameworks, and expectations.

PMI Agile Practice Guide:

“Agile adoption requires training, mentoring, and coaching. It is critical that all team members and stakeholders share an understanding of agile principles and practices to foster alignment and collaboration.”

(PMI Agile Practice Guide, Section 6.5 – Organizational Change and Culture)

Mike Griffiths:

“Effective adoption of agile requires both technical and cultural onboarding. Training everyone—not just technical team members—is essential for creating a cohesive, aligned agile environment.”

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

Incorrect options:

A focuses only on assigning roles, which is insufficient without foundational understanding.

C is a good long-term step but doesn’t directly support the immediate team-level transition.

D limits agile adoption and fails to support holistic team capability-building.

Answer: B

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When the team isuncertain about a technical solution, aspike—a timeboxed research task—is used to explore possible approaches. ThePMI Agile Practice Guide (Section 5.2: Spikes)andMike Griffiths’ PMI-ACP Exam Prep Book (Chapter 6: Adaptive Planning)recommend spikes as aformal way to explore unknowns and reduce riskin the backlog.

Option Bis correct: spikes provide structure for resolving uncertainty.

Option Aignores the technical risk.

Option Cdisrupts team structure and ownership.

Option Ddefers the problem without seeking resolution.

Continuous delivery is a key practice in DevOps, ensuring that code is always in a deployable state. This practice allows for faster, more reliable releases, promoting automation and consistent feedback loops in the development process. It helps teams to iterate quickly and deploy changes frequently, which is a hallmark of DevOps.

To identify the features that offer the maximum value, the product owner should focus on understanding the needs and priorities of the product's end users. By identifying the users and their key activities, the product owner can ensure that the features included in the roadmap directly address the most important user needs and deliver the highest value. This user-centric approach ensures that the product delivers tangible benefits to its intended audience and aligns with their requirements.

In Agile, one of the key principles is to provide continuous feedback and integration throughout the development process, ensuring that components are tested, integrated, and iterated upon regularly. By separating the work into three teams that work independently and only integrate at the end, the strategy risks delaying feedback and potentially causing integration problems. This approach could lead to significant issues when the components are eventually integrated, as they may not work together as expected due to lack of ongoing collaboration and integration. Therefore, working in parallel with proper continuous feedback and integration is crucial in Agile to minimize risks and ensure smooth delivery.

The correct answer is C – Work with product owners and turn product backlog items into potentially shippable product increments.

Agile is grounded in the principle of delivering value early and often. Agile teams deliver value by continuously converting high-priority product backlog items into working software or product increments. These increments are potentially shippable, meaning they meet the Definition of Done and could be released at any point if the business chooses. Collaboration with the product owner ensures that the most valuable features are prioritized and refined before development begins.

From PMI Agile Practice Guide:

“Agile teams focus on delivering small, valuable, and potentially shippable increments of working product on a regular basis. This allows for frequent feedback and ensures that teams are always working on the most valuable features.”

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

From Mike Griffiths’ PMI-ACP Exam Prep Book:

“Working software is the primary measure of progress in agile projects. Agile teams collaborate with product owners to break down backlog items into increments that can be developed, tested, and delivered within a single iteration.”

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

Option A contradicts agile principles, which emphasize cross-functional teams capable of analysis, development, and testing.

Option B is a supporting activity but does not directly increase value delivery.

Option D reflects traditional project management thinking and does not align with the iterative, adaptive nature of agile.

Answer: C

The correct answer is C — Ask the team member to update daily progress on the information radiators.

In Agile, transparency and self-organization are key. Information radiators (e.g., task boards, digital dashboards) allow all team members and stakeholders to see the current state of work at any time. If a team member cannot attend stand-ups, they should still update their tasks on the board so that others are informed.

PMI Agile Practice Guide:

“Information radiators ensure transparent communication of progress, risks, and blockers to all team members and stakeholders. These should be updated in real-time or daily by those responsible.”

(PMI Agile Practice Guide, Section 5.6 – Information Radiators)

Mike Griffiths:

“Task boards and progress charts allow anyone to see project status without waiting for meetings. Team members must take responsibility for keeping them current.”

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

Incorrect options:

A punishes the team for one member’s lack of participation and doesn’t solve the communication issue.

B reintroduces a command-and-control model, reducing team ownership.

D is dishonest and violates agile principles of transparency.

Answer: C

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The correct answer is A — Provide feedback for completed user stories.

Stakeholder involvement in Agile is ongoing. Their primary role is to give timely and actionable feedback on delivered product increments to ensure alignment with their expectations and business value goals. This feedback is then used to refine the product backlog and guide future iterations.

PMI Agile Practice Guide:

“Stakeholders should engage regularly to inspect product increments and provide feedback to guide value delivery.”

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

Mike Griffiths:

“In agile projects, stakeholders ensure their needs are met by actively reviewing completed work and providing feedback to influence upcoming work.”

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

Incorrect options:

B is the team's responsibility; stakeholders should focus on the “what,” not the “how.”

C is the product owner's responsibility.

D is a collaborative task but not solely a stakeholder responsibility.

Answer: A

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When an agile team's velocity is slowing down, it is essential to regularly evaluate and adjust how the team is performing. By using feedback loops in every sprint, the team lead can continuously assess the team's progress, identify bottlenecks, and address issues early on. These feedback loops, typically discussed in sprint retrospectives, provide an opportunity for the team to identify the root causes of challenges, such as miscommunications, and make improvements to ensure better performance in future iterations. This approach promotes ongoing reflection and adaptation, which are core principles of Agile.

The correct answer is D – Increase the opportunities to confirm common understanding with the client.

The rise in defects and change requests indicates a disconnect between what the team is delivering and what the customer expects. Agile emphasizes constant feedback and collaboration. Ensuring shared understanding through frequent interaction and validation reduces misunderstandings and rework.

From the PMI Agile Practice Guide:

“Frequent interactions with customers and stakeholders help teams build a shared understanding and reduce the risk of misaligned expectations and defects.”

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

Mike Griffiths explains:

“A high defect rate often results from unclear requirements. Teams should improve communication loops with stakeholders to confirm understanding before development begins.”

(Mike Griffiths, PMI-ACP Exam Prep Book, Chapter 6 – Problem Detection and Resolution)

Why the other options are suboptimal:

A doesn’t address the root cause: misalignment with the client.

B is reactive and temporary, not a sustainable solution.

C may help but should be preceded by improving collaboration and understanding.

Answer: D

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A psychologically safe environment is essential for aproductive retrospective, especially in the presence of team conflict. ThePMI Agile Practice Guide (Section 5.6 Retrospectives)recommends reviewingworking agreements or ground rulesto remind the team of respectful behavior and to promote openness. This helps reset expectations and encourages participation without fear of judgment.

Mike Griffiths in thePMI-ACP Exam Prep Book (Chapter 7: Continuous Improvement)emphasizes that retrospectives are abouttrust and transparency, and setting the tone properly enables team learning and resolution.

Option Ais correct: reviewing ground rules reinforces team norms and supports safety.

Option Bmay make individuals feel singled out.

Option Cignores the interpersonal issue and postpones resolution.

Option Descalates unnecessarily and bypasses team ownership.

The correct answer is D — Create a space on the board to prioritize the threats, along with an update on the actions that are in progress and what still needs to be done.

Agile promotes visual management and transparency. By using a dedicated section on the team board (information radiator), risks can be prioritized, tracked, and made visible to the entire team, enabling ongoing awareness and proactive response.

PMI Agile Practice Guide:

“Information radiators can be used to display risk burndown charts, prioritization, and mitigation plans, allowing teams to manage and address risk openly.”

(PMI Agile Practice Guide, Section 7.3 – Risk Management)

Mike Griffiths:

“Making risks visible and tracking them alongside features fosters collective ownership and ensures proactive handling.”

(PMI-ACP Exam Prep, Chapter 6 – Problem Detection and Resolution)

Incorrect options:

A is reactive and lacks persistent visibility.

B may create fatigue and be seen as micromanagement.

C involves the sponsor unnecessarily and doesn’t address day-to-day risk management.

Answer: D

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Velocity is a measure of the amount of work a team can handle during a sprint, typically measured in story points. While it can fluctuate slightly from sprint to sprint, the goal is to have velocity stabilize over time, as this helps in forecasting future sprints and planning. An increase in velocity from 27 to 35 could indicate an improvement in the team's capacity to deliver, which should be celebrated if it aligns with the team's capabilities. However, a stable velocity over time is what typically matters for predictability and planning.

The correct answer is A – Be transparent with all the stakeholders and make them aware of the issues encountered and the current project's status.

Agile encourages transparency and regular stakeholder engagement to ensure alignment and avoid surprises. Even if a stakeholder prefers minimal involvement, it is the team’s responsibility to raise issues that could impact delivery, especially if they introduce risk or require input.

From the PMI Agile Practice Guide:

“Agile promotes transparency and ongoing stakeholder engagement. Teams should proactively communicate risks and emerging issues to build trust and enable timely decision-making.”

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

Mike Griffiths notes:

“Transparency is one of the pillars of Agile. Teams must keep stakeholders informed—even those who prefer limited involvement—to ensure that value is continuously delivered.”

(Mike Griffiths, PMI-ACP Exam Prep Book, Chapter 3 – Stakeholder Engagement)

Other options explained:

B is a secondary action; transparency should come first.

C risks late discovery and undermines agile values.

D removes responsibility from the team, which contradicts self-management.

Answer: A

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A cumulative flow diagram (CFD) is a powerful tool to visualize the flow of work across different stages of the process and identify where bottlenecks are occurring. By using a CFD, the team can see the buildup of work in specific columns, such as the "Ready to be tested" queue, and determine where delays are happening. Identifying bottlenecks is the first step in improving flow and addressing the slower delivery. Once the bottleneck is identified, the team can make adjustments to improve speed, such as optimizing the testing process or redistributing workload.

The correct answer is B – Retrospective meeting.

The retrospective is a key Agile ceremony dedicated to continuous improvement. It provides a safe space for the team to reflect on what went well, what didn’t, and how to improve. When morale is low or conflicts arise, retrospectives help surface issues and co-create solutions.

From the PMI Agile Practice Guide:

“Retrospectives are a vital part of continuous improvement. They are used to inspect team processes, relationships, and interactions to find ways to work more effectively.”

(PMI Agile Practice Guide, Section 3.7 – Continuous Improvement)

Mike Griffiths emphasizes:

“The retrospective is the heartbeat of improvement. It is where the team reflects, adjusts, and grows. Conflict and low morale are ideal triggers for a meaningful retrospective.”

(Mike Griffiths, PMI-ACP Exam Prep Book, Chapter 7 – Continuous Improvement)

Other options explained:

A (Standup) is for daily coordination, not reflection.

C (Demo) is customer-facing and not a morale tool.

D (Offsite) may help later, but is not a formal Agile method for resolving internal team issues.

Answer: B

The correct answer is B — The stakeholder who can prevent the project from achieving its goals.

Stakeholder prioritization is based on power and influence. Those who can significantly impact or block project success (positively or negatively) should be prioritized. This ensures their concerns are addressed and their support is cultivated early.

PMI Agile Practice Guide:

“Stakeholder engagement is critical in agile. The team must identify those who have the most influence over project outcomes and ensure early and frequent communication.”

(PMI Agile Practice Guide, Section 4.1 – Stakeholder Engagement)

PMBOK® Guide:

“Stakeholder prioritization involves assessing who has the greatest influence on project success.”

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The correct answer is A — Suggest the product owner start by focusing on the next 2 sprints instead of 10.

Agile embraces progressive elaboration — planning is done in detail only for the near term, while long-term plans remain high level and flexible. By encouraging short-term focus, the Scrum Master helps the product owner shift from a predictive mindset to an adaptive one.

PMI Agile Practice Guide:

“Agile projects plan at multiple levels (release, iteration, and daily), focusing on near-term commitments while allowing flexibility for change. Planning multiple sprints in detail violates the principle of adaptability.”

(PMI Agile Practice Guide, Section 5.3 — Progressive Elaboration)

Mike Griffiths adds:

“Detailed long-term estimates reduce agility. The product owner should learn to prioritize work based on value, and accept that estimates beyond the next sprint or two are rough forecasts.”

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

Other options:

B undermines agile principles by reverting to waterfall planning.

C misuses the retrospective, which is team-focused.

D may alienate the product owner rather than encourage a mindset shift.

Answer: A

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The requirement for the home button to be recognizable is subjective and requires clarification from a design perspective. The team should consult the design team or subject matter experts (SMEs) who have expertise in user experience (UX) and interface design. These experts can provide specific guidelines or criteria for what constitutes a recognizable home button, such as color, shape, placement, or icons. This ensures that the team can create an appropriate, measurable test for the requirement.