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

The correct answer is D – Features should be prioritized and then teams should be organized around those priorities. In agile scaling and reorganization, forming feature teams allows for the creation of cross-functional, end-to-end value delivery units. This reduces dependencies and promotes customer-focused outcomes.

From the PMI Agile Practice Guide:

“Teams are best organized around delivering customer value. When scaling or merging efforts, restructuring around features or customer priorities improves flow, minimizes handoffs, and supports agility at scale.”

(PMI Agile Practice Guide, Section 5.5 – Agile Scaling Considerations)

Mike Griffiths notes:

“Agile scaling favors organizing teams around features and capabilities rather than components. Feature teams are cross-functional and able to deliver end-to-end slices of functionality with minimal dependencies.”

(Mike Griffiths, PMI-ACP Exam Prep, Chapter 4 – Scaling Agile and Team Formation)

Incorrect options:

A can lead to chaos without structure.

B reinforces siloed, component-based teams which increase integration risk.

C recreates functional silos rather than cross-functional teams.

Answer: D

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The role of a servant leader focuses on serving the team by removing obstacles, providing support, and ensuring that the team has what it needs to be successful. The agile coach is advising the project manager to adopt this mindset, which is central to Agile leadership. In this role, the project manager focuses on enabling the team’s success rather than taking a directive or authoritative approach.

The correct answer is A — Capture risks and make them visible, and use a burndown chart to focus on reducing risks early in the project.

Technical uncertainty is a key area of risk in Agile projects. These risks should be clearly communicated, visualized, and prioritized early in the project to allow timely mitigation. Agile teams are empowered to make decisions and highlight blockers rather than delay work or seek hierarchical intervention.

PMI Agile Practice Guide states:

“Agile teams actively manage risk through transparency and continuous feedback. Risks should be made visible on information radiators and addressed early in the project to prevent impact on value delivery.”

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

Mike Griffiths adds:

“Teams facing uncertainty must surface risks openly and early. Using charts such as risk burndown and dashboards helps keep focus on managing these risks iteratively.”

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

Incorrect options:

B contradicts the time-boxing principle of sprints.

C raises awareness but lacks proactive risk mitigation.

D introduces a command-and-control dynamic, which is not agile.

Answer: A

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The correct answer is D – Create a collaborative team environment so that the team can explore a solution together. Agile emphasizes self-organization, teamwork, and collective ownership of problem-solving. The Scrum Master facilitates, not dictates, and enables the team to resolve impediments through collaboration.

From the PMI Agile Practice Guide:

“The Scrum Master helps the team identify, address, and remove impediments. This is often done by fostering an environment of open communication and team problem-solving.”

(PMI Agile Practice Guide, Section 6.5 – Problem Detection and Resolution)

Mike Griffiths elaborates:

“Rather than escalate or assign responsibility, the Scrum Master enables the team to work together to solve problems. This builds trust, increases team capability, and supports agile values.”

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

Incorrect options:

A and B promote a command-and-control approach, which violates agile values.

C defers the solution to a future sprint, rather than solving it now.

Answer: D

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The correct answer is D – Write tests that will be used to know when a story has been correctly developed. This practice aligns with Test-Driven Development (TDD) and Acceptance Test-Driven Development (ATDD), which are common in agile environments. Agile promotes defining “done” through clear acceptance criteria and tests before coding begins.

From PMI Agile Practice Guide:

“Agile teams use test-first practices, such as TDD or ATDD, where acceptance tests are written before development begins. This ensures that functionality is built to meet agreed expectations.”

(PMI Agile Practice Guide, Section 5.5 – Agile Testing and Quality Strategies)

From Mike Griffiths’ PMI-ACP Exam Prep Book:

“Defining acceptance criteria or tests before development is a core agile practice. It ensures the team understands what success looks like and builds quality in from the start.”

(Mike Griffiths, Chapter 6 – Problem Detection and Resolution)

Option A may be useful but is unrelated to the new requirements.

Option B is not standard—customers help define acceptance criteria but rarely write tests.

Option C skips an important quality control step and doesn’t align with test-first practices.

Answer: D

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The correct answer is C – Ask the team to discontinue developing the component. Agile empowers the product owner to make real-time scope decisions based on changing customer needs. If a feature no longer delivers value, continuing it violates agile's principle of maximizing value and minimizing waste—even if partially complete.

From the PMI Agile Practice Guide:

“Agile welcomes changing requirements—even late in development. The product owner’s role is to ensure that the team focuses on work that delivers the most business value.”

(PMI Agile Practice Guide, Section 3.4 – Value Prioritization and Scope Management)

Mike Griffiths affirms:

“If a component is deemed unnecessary, even mid-development, the product owner has the authority to reprioritize the backlog and halt the work. Agile values responding to change over following a fixed plan.”

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

Incorrect options:

A suggests unnecessary bureaucracy; agile favors decentralized, empowered decision-making.

B ignores the updated feedback and would create waste.

D is redundant since the sponsor already communicated disinterest; the product owner can act.

Answer: C

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The correct answer is C — Training in areas of weakness.

Velocity can be improved when the team removes skill-based bottlenecks. If some members struggle due to lack of knowledge or technical gaps, their productivity—and the team's velocity—will be impacted. Targeted training helps the team overcome these weaknesses and deliver more efficiently.

PMI Agile Practice Guide:

“Improving technical and team skills through training and mentoring increases team performance and agility. Learning is a continuous improvement activity that directly impacts delivery capacity.”

(PMI Agile Practice Guide, Section 6.4 – Developing People and Teams)

Mike Griffiths adds:

“Velocity is driven by team capabilities. When teams address their weakest areas—through training, pairing, or knowledge sharing—they improve quality and throughput.”

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

Other options:

A supports communication but doesn’t directly impact skill-based bottlenecks.

B helps with planning but not necessarily performance.

D describes the work cadence, not a practice that enhances velocity.

Answer: C

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The correct answer is C — Call an onsite meeting where ground rules will be discussed and agreed upon.

When multiple distributed teams begin working together, the first priority is to establish common ground rules, expectations, and working agreements. This sets the foundation for effective communication and collaboration. An initial face-to-face (or virtual face-to-face) meeting is often critical for forming trust and shared norms.

PMI Agile Practice Guide:

“Teams should establish working agreements early in the project. These define expectations for communication, decision-making, and collaboration—especially critical for distributed or cross-functional teams.”

(PMI Agile Practice Guide, Section 4.2 – Collaboration and Communication)

Mike Griffiths:

“Setting ground rules helps build team cohesion, especially in distributed teams. It ensures that all members agree on protocols for meetings, updates, and decision-making.”

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

Incorrect options:

A is important but typically follows after agreements are in place.

B is routine communication—not the first foundational step.

D supports cohesion but does not establish operational alignment.

Answer: C

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