PMI-200 Exam Dumps - PMI Agile Certified Practitioner (PMI-ACP)

Estimates compared to the baseline

Actual results to the plan

Return on investment (ROI)

Earned value measurement (EVM)

Creating a project charter, documenting roles and responsibilities of each member, and sending it to the team members.

Taking the team offsite for icebreaker sessions and other activities to ensure team members get to know each other.

Assembling the team and discussing roles and responsibilities of each member on the team.

Assembling the team and asking the members to achieve a milestone in a small iteration.

The development team’s use of pair programming.

Quality assurance’s daily collaboration with the development team.

More frequent inspection after each iteration.

Feedback gathered during iteration retrospectives.

team lacks domain knowledge.

business needs are prioritized over the system design.

developers do not understand the tasks related to the story.

team has no experience in estimating.

What is preventing you from completing your work effectively?

What is yourcurrent performance velocity?

Are you on track to complete assigned story points?

How many story pointswill you complete this sprint?

Story

Timebox

Iteration

Burndown

A well-planned and well-documented process is documented for each of the iterations in the project.

Users including project team members participate in the planning process for the project plan.

End users participate and assist in the design process from the beginning of the project.

A high level brainstorming process is conducted for the project team and the project sponsor.

Using the most highly visible method possible

On a need-to-know basis depending on role

According to the project communications plan

Through a series of stakeholder meetings

features that are lower priority are more likely to slip to the next iteration.

the value of a feature is not realized until the feature is complete.

more recent requests are usually more important to the business.

a small percentage of the work will provide a large percentage of the value.

Sort the user stories according to priority.

Schedule a team meeting to understand them.

Define the story points measure.

Estimate through function point analysis.

Ask team members to do things by phrasing the statement as a request rather than as a demand.

Ignore team member input and emotions when important decisions have to be made.

Proceed cautiously when requesting team members to do something likely to make them unhappy.

Disagree with the team based on the merit of the issue without considering how the team is feeling.

Split the stories into smaller ones to allow the customer to choose the pieces that they want.

Have the team provide guidance into where their priorities lie to the customer.

Provide additional technical details to give the customer insight into technical challenges.

Have the team rewrite the stories with additional details to clarify requirements.

user stories

milestones

action items

requirements

Stories A, C, and D

Stories A, B, and C

Stories A, B, and D

Stories B, C, and D

Regression

Pareto

Qualitative

Monte Carlo

Maximizing the amount of work not done

Delivering early and continuously

Welcoming changing requirements

Deciding at the last responsible moment

Call a meeting with the project manager and senior management to determine how the risk will be managed.

Email the project manager and add it to the risk register so that it is discussed during the next daily standup.

Add the risk in a clearly visible location and ensure it is discussed after the next daily stand up.

Call an immediate meeting with all team members to discuss the newly identified risk.

Testing the daily increments of the software developed

Writing the stories and acceptance tests for each story

Planning and task allocation for the developer and tester

Interacting closely with users and representing the XP team