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

Distributed or remote teams are common in modern agile environments. According to thePMI Agile Practice Guide (Section 4.4 Working with Distributed Teams)and thePMBOK® Guide (6th Edition, Section 10.1), the agile practitioner mustenable effective collaboration among all team members regardless of location. The guide recommends usingvideo conferencing, collaborative workspaces, shared boards, and communication toolsto simulate the benefits of co-location.

Mike Griffiths, in hisPMI-ACP Exam Prep Book (Chapter 3: Team Performance), supports the use ofcollaboration toolsto foster team cohesion and support agile values like communication and transparency, even when teams cannot be physically co-located.

Option Ais correct: collaboration tools bridge the gap in distributed environments.

Option BandDpromote siloing or team hierarchy, which undermines agile unity.

Option Cmoves away from agile values by emphasizing documentation over interaction.

Transparency is key in agile. ThePMI Agile Practice Guide (Section 7.1 Communications)emphasizes the use ofinformation radiators—visual displays such as task boards, burndown charts, or Kanban boards thatimmediately communicate project status. These tools make progress visible to all stakeholders without needing detailed documentation.

Mike Griffiths in thePMI-ACP Exam Prep Book (Chapter 4: Stakeholder Engagement)reinforces thatcollocated displays or shared online boardsreduce misunderstandings and keep stakeholders aligned.

Option Dis correct: a public project board offersreal-time visibilityand promotes transparency.

Option Acontradicts agile by emphasizing documentation over working software.

Option Blimits visibility to a subset of stakeholders and is passive.

Option Cdisrupts the team’s daily focus—stand-ups are not intended for stakeholder participation.

When a security issue is revealed mid-sprint, the project manager should consult with both the product owner and the project team. The product owner is responsible for prioritizing the backlog and ensuring that the most valuable features are worked on, while the team will help assess the technical implications of addressing the security issue.

The product owner needs to understand the impact of the security issue on the product's value and determine if it needs to be prioritized over other work in the sprint.

The project team should help evaluate the effort required to address the issue and ensure that the solution is feasible within the sprint’s capacity.

By collaborating with both the product owner and the team, the project manager can make an informed decision on whether to adjust the sprint plan, reprioritize the backlog, or take necessary actions to address the vulnerability. This ensures that the security issue is resolved without jeopardizing the overall sprint goals.

InKanban, one of the most effective ways to reduce variability in cycle time is by ensuring a consistent size of work items. According to thePMI Agile Practice Guide (Section 5.7 Flow-based Agile - Kanban), maintaining uniformity in work item size helps stabilize the system and supports reliable forecasts. Large or complex stories increase variability and unpredictability.

Mike Griffiths in thePMI-ACP Exam Prep Book (Chapter 6: Value-Driven Delivery)recommendssplitting large user storiesand maintaining size thresholds for items on the board to ensure flow efficiency.

OptionCaligns best with this practice:establishing a policyfor breaking down large stories and adjusting WIP accordingly will help standardize flow, minimize cycle time variation, and improve predictability.

As the project team scales and expands to build a business-critical platform, having a work collaboration platform is the most effective way to ensure that the team can work toward a common goal and communicate efficiently. Such a platform centralizes communication, document sharing, task tracking, and collaboration, which is essential for maintaining alignment, especially as the complexity of the project increases. Tools like Slack, Microsoft Teams, or similar platforms allow for seamless communication and collaboration, even across distributed teams, making it easier to manage and track progress, share knowledge, and keep everyone on the same page.

Agile promotescross-functional teamsandreducing bottlenecksthrough knowledge sharing and skill development. ThePMI Agile Practice Guide (Section 4.3.3: Cross-functional Teams)recommends that team members developT-shaped skillsto handle more types of work. Mike Griffiths in thePMI-ACP Exam Prep Book (Chapter 3: Team Performance)advocates forskill broadeningto improve team throughput and resilience.

Option Ais correct: cross-training removes dependencies and improves flow.

Option Bdelays action and prolongs the issue.

Option Creduces delivery capacity rather than addressing the root cause.

Option Darbitrarily limits scope and doesn’t resolve the underlying skill gap.

The correct answer is D – Have the Product Owner explain the product vision and review the release plan with the team. One of the Product Owner’s key responsibilities is to communicate the product vision and ensure the team understands how their work aligns with business value. This fosters alignment and motivation.

From the PMI Agile Practice Guide:

“The Product Owner is responsible for communicating the product vision and roadmap. This ensures that the team understands the ‘why’ behind the work and how each piece contributes to overall business goals.”

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

Mike Griffiths adds:

“Teams need context for their work. The product owner provides this by clearly sharing the vision and maintaining a transparent roadmap.”

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

Incorrect options:

A is useful but doesn’t address the larger product context.

B may help with story structuring but doesn’t clarify vision.

C delays resolving an immediate misunderstanding.

Answer: D

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Technical debtrefers to the accumulated cost of suboptimal design or code, often due to shortcuts or lack of refactoring. ThePMI Agile Practice Guide (Section 5.5 Quality and Technical Debt)recommends treating technical debt as animpedimentthat should be logged, tracked, and discussed openly so it can be prioritized and addressed.

Mike Griffiths in hisPMI-ACP Exam Prep Book (Chapter 7: Problem Detection and Resolution)advises teams to be transparent about technical debt and elevate its visibility so that product owners and stakeholders can make informed decisions.

Option Cis correct: logging technical debt as animpedimentbrings visibility and ensures discussion.

Option Amay indicate a problem, but it’s indirect.

Option Bdistorts estimation metrics and is not advised.

Option Dcould help but does not communicate impact explicitly.