PMI-ACP Sample Questions Answers

It ensures a consistent level of detail is available in the project schedule

It prevents a wasteful buildup of requirements inventory that may never be processed

It provides a concrete definition of project scope, cost and duration

It allows the team to lock down the stories to be included in a release

Teach the team the appropriate agile principle, obtain consensus, and drive adoption.

Allow another team member to prepare those documents that do not appear to bring value.

Notify the project manager about other documentation techniques, and identify which documents bring value and which do not.

Follow the existing process to avoid conflicts.

Ask the team if they would like to adopt alternative techniques

Create a team norms document to set participation guidelines

Ask the scrum master to resolve the issue at the stand up meeting

Capture feedback during lessons learned at the end of the iteration

Refer to the values of the agile framework and the team

Review the signed customer contract

Check the sprint priority list

Submit the problem to the product owner

Establish and keep an active risk register that includes mitigation strategies and a cost-benefit analysis.

Establish and keep an active risk register based on qualitative risk analysis and expected losses.

Have each development team post the highest risk development items on the information radiator.

Avoid risk by splitting development teams into two locations to ensure knowledge continuity.

Influence the customer

Mention the idea at the next retrospective

Show the customer how much time and money would be saved

Present the idea at the next ceremony attended by stakeholders to obtain their input

Arrange the office space to allow co-location of development teams and centrally located information radiators

Isolate each development team to reduce all outside distractions

Ensure management understands the need for isolation to allow for concentration.

Define the agile method the company will be using, and implement the office configuration based upon that method

Ensure that the spikes identify the risks early in the project to increase the chances of success

Ensure that the business sponsor accepts the proposal and agrees to fund the additional spike sprints.

Recommend that, in the first sprint, user stories with higher priority be executed in addition to the spike

Support the decision because release planning will be improved, and the product backlog can be better groomed after all

spikes are executed

Provide both project teams with the highest priority needs.

Request the project teams' questions in writing prior to the next meeting.

Facilitate a meeting with each team and the product owner to find a solution.

Provide both teams with each project's documentation.

Meet with the agile team lead to discuss ways to improve team velocity and get back on track

Use this as a learning opportunity and allow the team to handle the situation when the marketing campaign begins

In the upcoming retrospective, discuss ways to improve sharing project status information

Meet with the marketing stakeholders to explain that the team will miss the planned release date

Defer starting the design of item B until the second iteration is being planned

Proceed with the design of item B; since it will hasten the second iteration

Escalate the issue to the customer, and obtain their approval before starting the design of item B

Log the issue in the risk register, and request change control board (CCB) approval

Include security concerns on the agenda for every meeting.

Request that a security expert be added to the team.

Add security as a non-functional requirement to the risk register, and review regularly.

Ensure that planning and prioritizing includes consideration of security requirements.

All the teams from both products should be simultaneously called together and allowed to completely self-manage

Teams that worked on similar components in the separate products should be combined to minimize disruption and

capitalize on synergies

After grouping individuals by role multi-discipline teams should be created that are comprised of one member from each

role

Features should be prioritized and then teams should be organized around those priorities

Estimate only functional requirements that will impact product quality

Add team resources

Refer the issue to the product owner

Break non-functional requirements into those that can be delivered in the given sprint

Point out that the team chose to work on other requirements to speed up the project

Ensure that the product owner reviews the contents of the information radiator

Ensure that the next sprint planning meeting reviews the satisfaction histogram

Point out that it is the responsibility of the product owner to clarify requirements

Hold a meeting with the team and the product owner to develop the team charter working agreement, guiding principles and product vision

Ask the product owner to create the project vision and charter, and then discuss the guiding principles with the team

Hold a meeting during which the team can present the project charter high-level project plan, and team values to the product owner

Send the product owner to formal product-owner training where the product owner can learn how to create a product vision

Notify the product owner and begin resolution.

Communicate the issue to the team in the next stand up meeting.

Immediately begin resolution, and communicate it to the team during the retrospective.

Work on the next activity, and communicate it to the team during the retrospective.

Agree on requirements with all stakeholders

Begin planning every four iterations

Consider previous sprint demo feedback when planning the next sprint

Include the reasons for the project in the contract

Terminate the project to cut losses

Review possible options and make an informed decision to cut losses based on delivered business value

Bring in experts to increase the probability of success

Continue the project release the product without the failing feature and fix the feature in a subsequent release

Work with the agile team and product owner to agree on the definition of done

Ask the project sponsor to determine whether the product is completed

Plan another review after the product has been tested

Add testing to the backlog, and have the product owner reprioritize

Hand the story over to a more experienced team member

Break the story up and focus on the most valuable parts

Discuss the story at the next retrospective

Pick another story from the product backlog

Stop the current iteration to discuss defect quality issues and explore solutions.

Discuss and explore solutions in the next planning meeting and take corrective actions as required.

Generate insights at the next retrospective and adjust processes as decided by the team.

Assign corrective actions to the backlog for the team to identify the mandatory defect information.

Create a new team to deliver the dependencies, and bring team B under performance management.

Conduct a vision-sharing session with the teams to communicate the project's overall goals.

Swap team members from both teams so that deliveries are better supported.

Discuss negotiating the delivery timelines with team A.

Discuss and address this in the iteration retrospective.

Let the product owner know it is the project manager's responsibility to drive a team's tasks.

Discuss the roles and responsibilities of the project team with the product owner

Ask the product owner to work extra hours to answer the team's questions

Remove the second half of the backlog, and communicate their decision in the next backlog grooming meeting

Reprioritize backlog items to future iterations

Work with the team to deploy the first half of the backlog to ensure that value is realized

Meet with project stakeholders to review the backlog and determine if the scope should be adjusted

Move the task to another team member who has spare capacity in the sprint

Ask the team for suggestions

Privately offer the team member encouragement to meet task commitments

Notify the product owner.

Team B has underestimated scope compared to team A.

Team A is more confident in delivering velocity than team B.

Both teams need to indicate their proposed technology before the estimates can be analyzed.

Both teams have estimated the project to be of same size.

Present opportunities in order to be supportive and grow that team member's talents.

Encourage the team member to fit in more with the established team norms.

Bring this to management's attention so they don't disrupt the team.

Ask team member to respect defined roles on the project to avoid confusion with the team.

Collaborate with the product owner to reprioritize the product backlog, thus ensuring that more features will be completed before the release.

Ask the team lead to calculate the team's target velocity according to the project plan, and assign additional resources to increase capacity.

Focus on velocity and schedule concerns during the retrospective to inspect, adapt, and improve the process and plans.

Reestimate the backlog items from the release, ensuring that contingency is included to set stakeholder expectations.