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

The in-person demonstration meeting is crucial because it allows the team to directly engage with the product owner, ask clarifying questions, and immediately address any feedback or concerns. This fosters better communication, understanding, and collaboration between the team and the product owner. Being able to have a real-time conversation helps the team ensure they are building the right product, and it allows the product owner to provide nuanced feedback that might not be as clear through asynchronous communication (like sending a link).

The face-to-face interaction provides an opportunity for both parties to align more effectively on the product vision, avoid misunderstandings, and prevent misalignment on priorities, ultimately ensuring that the product being developed meets expectations.

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 team lead should facilitate a constructive discussion by restating both perspectives clearly, which can help ensure that all team members understand each other's viewpoints. Asking for more details about both approaches allows the team to analyze each method's pros and cons, fostering a collaborative, solution-focused discussion. Creating a chart of similarities and differences can provide a visual representation that helps the team make an informed decision, highlighting which elements from both approaches might be beneficial. This approach encourages open communication, avoids escalation, and leads to a productive exploration of options without dismissing either side.

The correct answer is B — Balance risk reduction and value-adding activities in the next iteration.

Agile recommends actively managing risks as part of iteration planning. While delivering customer value remains a top priority, severe risks should be mitigated as early as possible. The team should consider allocating capacity in the next sprint to reduce risk while still maintaining delivery focus.

PMI Agile Practice Guide states:

“Agile teams incorporate risk mitigation work into iteration planning. Teams should prioritize high-impact risks early and balance risk management with delivering customer value.”

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

Mike Griffiths supports this:

“Agile does not separate risk management into a different process—it is embedded within backlog prioritization. Addressing risk early can prevent downstream impacts, and teams must weigh risk vs. value regularly.”

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

Incorrect options:

A disrupts current iteration goals and contradicts agile time-boxing.

C ignores the severity of the risk.

D escalates unnecessarily—agile promotes team-level decision-making first.

Answer: B

—

The project lead should focus on creating a safe environment where all team members feel comfortable expressing their opinions without fear of judgment or repercussions. This can be achieved by encouraging open communication, showing appreciation for diverse perspectives, and actively ensuring that everyone's voice is heard. A safe environment fosters trust and collaboration, which is essential for the team's success. While other options may help in certain contexts, building a culture of safety and trust is the most effective long-term strategy to encourage team members to speak up.

To calculate cycle time, we use Little’s Law, which states:

Where:

WIP (Work in Progress) = 50 tickets

Throughput = 200 tickets per 8-hour shift

Now, applying the formula:

A product roadmap is a strategic plan that outlines the vision for the product, the business objectives that need to be achieved, and the timeframes for delivering key milestones or features. It provides a high-level overview of the product's development, aligning the team and stakeholders on the product's direction and the expected delivery timeline.

Product vision defines what the product aims to achieve and the value it will deliver to customers or the business.

Business objectives outline what the product aims to accomplish in terms of business impact, like increasing revenue or improving customer satisfaction.

Timeframes indicate when key milestones or releases are planned to occur, ensuring that progress can be tracked and expectations set.

This high-level structure is essential for guiding product development and keeping stakeholders aligned, without delving into the specific details of design or project management, which are more suited for other planning documents.

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.