Pass the PMI PMI Agile PMI-ACP Questions and answers with CertsForce

The correct answer is B – How much money the organization will earn or save by having the MMF.

Minimally Marketable Features (MMFs) are the smallest set of functionality that deliver value and can be released to generate revenue or realize benefits. Prioritization of MMFs is typically done based on expected business value—such as cost savings, revenue potential, or customer satisfaction.

From the PMI Agile Practice Guide:

“MMFs help teams focus on delivering value early and frequently. They are prioritized based on expected value to the customer or organization, return on investment (ROI), and business impact.”

(PMI Agile Practice Guide, Section 3.4 – Delivering Value Frequently)

Mike Griffiths also emphasizes:

“MMFs should be prioritized based on business value—how much benefit they bring to the customer or organization. Value-based prioritization ensures the right features are built first.”

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

Why the other options are incorrect:

A refers to risk but doesn’t address business value.

C addresses stakeholder involvement, not delivery prioritization.

D refers to development time, which is considered but secondary to value.

Answer: B

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The first priority for the Scrum Master should be to ensure the project has a dedicated, cross-functional team. Scrum teams are self-organizing and cross-functional, meaning they have all the skills needed to complete the work without relying on external resources. The Scrum Master should focus on forming a team that can collaboratively work on the product development, ensuring they are committed to the project and understand their roles and responsibilities within the Scrum framework. This is essential for the team to be effective and aligned with the Scrum principles, ensuring that they can deliver value in iterative cycles.

Step 1: Identify Total Story Points in the Backlog

From the backlog table:

Total story points = 6 + 4 + 8 + 4 + 21 + 7 + 5 + 9 + 3 + 5 = 72

Step 2: Determine the Team ' s Velocity

The risk register mentions a burn reduction of 1 story point per sprint from sprint 4 to sprint 6 due to a holiday schedule. However, assuming a normal velocity of 5 story points per sprint, we can estimate sprint completion.

Normal sprint velocity: 5 story points per sprint

Reduced velocity for sprints 4-6: 4 story points per sprint

Step 3: Calculate Total Sprints Needed

First 3 sprints: 5 points per sprint → 5 × 3 = 15 story points completed

Sprints 4-6: 4 points per sprint → 4 × 3 = 12 story points completed

Remaining story points after sprint 6: 72 - (15 + 12) = 45 story points

Remaining sprints needed at normal velocity (5 story points per sprint): 45 ÷ 5 = 9 sprints

Total Sprints Required

Sprints 1-6: Already planned.

Additional 9 sprints needed.

Total sprints to complete the backlog: 6 + 9 = 15 sprints.

When comparing total scope (story points) and velocity, you can calculate the number of sprints each team expects:

Team A: 420 / 30 = 14 sprints

Team B: 280 / 20 = 14 sprints

Even though the story points are different, both teams estimate the same number of sprints, which means they estimate similar effort and duration relative to their own internal baselines. This aligns with the concept that story points are relative and not comparable across teams.

PMI Agile Practice Guide (Section 5.4: Velocity and Relative Estimation) and Mike Griffiths’ PMI-ACP Exam Prep Book (Chapter 6: Adaptive Planning) explain that velocity is a team-specific measure and cannot be directly compared between teams.

Option D is correct: both teams have estimated the same project size in their own context.

Options A and B incorrectly compare velocity between teams.

Option C is irrelevant; velocity is based on team experience, not technology assumptions.

The correct answer is D – Communicate the risk of a negative ROI to the stakeholders, and update the release plan. Agile values transparency and collaboration. When the team identifies risks to business outcomes such as ROI, they must promptly inform stakeholders and work collaboratively to reassess scope, value, and strategy.

From the PMI Agile Practice Guide:

“Agile teams provide ongoing visibility to stakeholders. If delivery metrics reveal financial concerns, the product owner and stakeholders evaluate whether to pivot, persevere, or stop.”

(PMI Agile Practice Guide, Section 3.4 – Value-Driven Delivery and Transparency)

Mike Griffiths adds:

“Agile planning is value-based. If ROI is unlikely to be achieved, stakeholders must be informed early so informed decisions can be made.”

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

Incorrect options:

A assumes trimming scope is sufficient without stakeholder input.

B contradicts team stability and morale principles.

C helps identify inefficiencies but doesn’t replace transparency.

Answer: D

In Kanban, one of the most effective ways to reduce variability in cycle time is by ensuring a consistent size of work items. According to the PMI 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 the PMI-ACP Exam Prep Book (Chapter 6: Value-Driven Delivery) recommends splitting large user stories and maintaining size thresholds for items on the board to ensure flow efficiency.

Option C aligns best with this practice: establishing a policy for breaking down large stories and adjusting WIP accordingly will help standardize flow, minimize cycle time variation, and improve predictability.

The correct answer is A — Communicate the importance of the business need to the team and refine the product backlog.

One of Agile’s core strengths is responding to change. The product owner owns the product backlog and should adjust it when external factors shift priorities. Transparent communication about the business need ensures that the development team understands the context and can support the new direction.

PMI Agile Practice Guide states:

“The product owner is responsible for maintaining and adjusting the product backlog to reflect new information and changes in business needs. Agile welcomes changing requirements, even late in development, to provide competitive advantage.”

(PMI Agile Practice Guide, Section 2.2 — Agile Manifesto Principles)

Mike Griffiths supports this:

“When market or customer needs change, the product owner refines the backlog and communicates the business context to the team so priorities are adjusted accordingly.”

(PMI-ACP Exam Prep, Chapter 5 — Adaptive Planning)

Other options:

B and C shift product owner responsibilities elsewhere.

D involves the team but omits the critical first step — communicating business rationale and refining the backlog accordingly.

Answer: A

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A value stream map is an effective tool for identifying and visualizing the flow of work and the associated delays or handoffs in a process. By mapping out the entire value stream, the team can identify inefficiencies, waste, and bottlenecks, which helps them target areas for improvement. This allows the team to optimize the workflow by reducing unnecessary handovers and delays, which is in line with their goal of improving efficiency.

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.