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

The correct answer is C – The team should discuss their definition of done (DoD) and make changes to ensure there is common understanding of the acceptance criteria.

A shared understanding of what “done” means ensures consistent quality across team members. When this understanding is missing, defects and inconsistencies arise. The Definition of Done (DoD) should be reviewed and updated collaboratively to set a clear standard for completeness and quality.

From the PMI Agile Practice Guide:

“The Definition of Done provides a shared understanding of when work is complete. This includes quality criteria, testing, and documentation. It should be revisited regularly to maintain alignment.”

(PMI Agile Practice Guide, Section 5.2 – Definition of Done)

Mike Griffiths emphasizes:

“Quality issues often result from unclear or inconsistent DoD. Revisiting and refining it ensures consistent expectations across the team.”

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

Why the other options are incorrect:

A (TDD) may help, but won’t solve the fundamental alignment issue.

B accepts a problem without resolving it.

D imposes a process without team collaboration, which is not agile.

Answer: C

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The correct answer is C — Ask the team to determine how to adapt to this increase in the next retrospective.

The retrospective is the ideal agile forum to inspect and adapt. It allows the team to identify root causes of issues (such as rising defects), reflect on their quality practices, and collaboratively propose solutions like adding more testing, refining definitions of done, or changing working agreements.

PMI Agile Practice Guide:

“Teams should use retrospectives to analyze quality issues, adapt processes, and commit to continuous improvement.”

(PMI Agile Practice Guide, Section 5.8 – Retrospectives)

Mike Griffiths:

“Quality issues like increasing defect rates should be addressed through team introspection and adaptation in retrospectives, not by command-style fixes.”

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

Incorrect options:

A is reactive and bypasses team collaboration.

B encourages unsustainable practices.

D disrupts the team’s current sprint focus and contradicts agile flow.

Answer: C

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Based on the velocity chart, the team has completed 43, 42, 44, and 46 story points in previous sprints. The average number of completed story points is 43.75, and committing to 44 story points for the upcoming sprint aligns closely with this average. It offers a realistic target that takes into account the team's capacity while providing a reasonable chance of completing the planned work within the sprint.

According to thePMI Agile Practice Guide (Section 5.3 Sprint Review and Acceptance)andMike Griffiths’ PMI-ACP Exam Prep Book (Chapter 6: Value-Driven Delivery), stories areonly marked complete if they meet the Definition of Done (DoD) and are accepted by the product owner and stakeholders. If the customer (or their representative) raises a legitimate concern during the review, the story should be treated asincompleteuntil consensus is reached or it meets expectations.

Option Ais correct: if the story does not meet customer expectations, it should be reprioritized for the next sprint or refined.

Option BandDincorrectly assume that product owner or team authority overrides customer feedback.

Option Csuggests discarding the story, which is inappropriate if the customer still needs the functionality.

Stakeholder feedback is critical in agile, and the goal isdelivering value, not simply completing a checklist.

Security features are typically considerednon-functional requirements (NFRs), which should be captured in theproduct backlogand prioritized accordingly. As per thePMI Agile Practice Guide (Section 5.1: Product Backlog)andMike Griffiths’ PMI-ACP Exam Prep Book (Chapter 6: Value-Driven Delivery), any requested functionality—whether business- or system-level—must beclearly defined as a backlog itemso the team can plan for it.

Option Ais correct: security requirements should beadded to the backlog and prioritizedlike other features.

Option Bmay come later if implementation is unclear, but first, the work must be defined and logged.

Option CandDrepresent clarification steps but don’t directlysupport implementationas backlog management does.

When the team determines that the highest-priority item will take longer than expected in the current sprint, it is essential to engage the product owner. The product owner is responsible for maintaining the product backlog and defining the priority of work items. By scheduling a meeting with the product owner, the team can collaboratively reassess the priorities and make adjustments based on the evolving understanding of the work required.

The product owner can help determine if the current high-priority item should be moved to the next sprint or if other adjustments to the backlog are needed. This ensures that the team is always focused on delivering the most valuable work within the given sprint time frame. Engaging with the product owner fosters collaboration and ensures alignment between the team and stakeholders, maintaining flexibility and focus on delivering customer value.

When the client needs to release the product earlier than planned to start receiving revenue, the best way to accommodate this request is by focusing on delivering a minimum viable product (MVP). The MVP allows the team to prioritize the most essential features that provide value to the customer, ensuring that the product can be launched quickly, while still addressing the core needs of the business.

By focusing on the MVP, the product can still be launched on time, and the client can start receiving revenue sooner without waiting for the full product to be completed. This aligns with agile principles of delivering valuable, incremental releases.

Agile teams areself-organizingand should strive forconsensus-based decision making. ThePMI Agile Practice Guide (Section 4.3.1 Team Empowerment)supports facilitative leadership where leadersguide decision-making, not override it. Mike Griffiths in thePMI-ACP Exam Prep Book (Chapter 3: Team Performance)emphasizes that leaders shouldfoster collaboration and respectdiverse views to prevent disengagement.

Option Ais correct: encouraging consensus builds ownership, trust, and engagement.

Option BandCstill place control with the leader, reducing team empowerment.

Option Dis too passive; agile leaders participate actively as facilitators.