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

Knowledge sharing and organizational learning are core elements of scaling agile. According to thePMI Agile Practice Guide (Section 8.4 Organizational Change Management)and thePMBOK® Guide (6th Edition, Section 10.2 Manage Communications), the project manager shouldactively disseminate lessons learned, best practices, and project outcomesto promote agile adoption across the organization.

Mike Griffiths reinforces in thePMI-ACP Exam Prep Book (Chapter 7: Continuous Improvement)thatcontinuous feedback loops and transparent communicationare essential to agile transformation success.

Option D is correct because regular meetings specifically focused onsharing outcomes and learningfrom the pilot project helpembed agile valuesand improve future implementations.

Velocity is a tool forinternal team improvement and forecasting, not external benchmarking. According to thePMI Agile Practice Guide (Section 5.4: Velocity and Estimation)andMike Griffiths’ PMI-ACP Exam Prep Book (Chapter 3: Team Performance), tracking velocity over time helps teams assess theimpact of process changes, refine estimates, and validate theircontinuous improvement efforts.

Option Cis correct: it focuses onteam-level improvement.

Option Auses velocity inappropriately for performance review, which goes against agile principles.

Option Bpromotes unhealthy comparisons across teams.

Option Dis partially true, but stakeholder communication is secondary to internal use.

The correct answer is B – The entire team is responsible for quality, but each team member's role may vary as stated in the definition of done (DoD).

In Agile, quality is a shared responsibility. While specialists like QA may have defined roles, all team members are expected to contribute to maintaining and improving product quality. The Definition of Done (DoD) captures shared criteria for acceptance and completion.

From the PMI Agile Practice Guide:

“Agile teams are cross-functional and collectively accountable for quality. Specific roles may perform different tasks, but everyone contributes to ensuring the product meets the agreed-upon standards.”

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

Mike Griffiths clarifies:

“Quality is everyone’s responsibility. Teams should define what 'done' means and ensure that all members understand and uphold those standards during development.”

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

Why other options fall short:

A implies all members must be involved in every component, which may not be efficient or realistic.

C incorrectly assigns surprises or gaps solely to QA.

D misrepresents the Product Manager's role and overemphasizes top-down functionality.

Answer: B

In agile environments, planning should be flexible and adaptable to changing circumstances. Just-in-time (JIT) refinement refers to the practice of refining the backlog and details of the product features as they become more relevant, rather than attempting to plan everything upfront. This allows the team to respond to changes and new information as they emerge, which aligns with agile principles of iterative development and adaptability.

When a team reports that user stories are unclear or lack sufficient detail, the correct agile response is to fostercollaborative refinement and shared understanding. Auser story workshopis a well-recognized practice that involves the team and product owner collaborating to write, clarify, and refine stories. This is supported by thePMI Agile Practice Guide (Section 5.2: User Stories and Backlog Refinement), which recommends story-writing workshops as a proactive way to clarify requirements.

Mike Griffiths in thePMI-ACP Exam Prep Book (Chapter 6: Adaptive Planning)notes that good agile teams collaboratively refine stories in grooming sessions or workshops to ensure shared clarity and alignment.

Option Cis correct: a workshop enables both the team and product owner to collaborate in improving story clarity.

Option Aoversimplifies the solution—acceptance criteria alone don’t fully define a story.

Option Bmisuses the retrospective, which is for process improvement, not story editing.

Option Descalates prematurely and undermines team ownership and collaboration.

The Scrum Master’s role as a servant leader is to support the team, not to resolve conflicts for them. It is important for the team to work through their disagreements themselves, as this fosters collaboration and improves their problem-solving skills. The Scrum Master should encourage open communication and guide the team toward healthy conflict resolution, ensuring that the disagreements are addressed constructively. This approach helps the team build trust, improves their cohesion, and strengthens their ability to handle challenges in the future.

Step 1: Identifying Remaining MVP Story Points

From the backlog, the MVP-related stories that are not started include:

Accessibility – color blind (4 story points)

Increase security (21 story points)

Add AI chatbot (5 story points)

Total remaining MVP story points = 4 + 21 + 5 = 30

Step 2: Projected Sprint Completion

MVP Completion: The risk register mentions a burn reduction for sprints 4-6 due to holiday schedules.

If the burn rate is consistent after sprint 6, the MVP will be completed by sprint 9.

The entire backlog is projected to complete by sprint 16 assuming no further deviations.

In the context of the chatbot's post-release complaints about edge cases in query responses, User Acceptance Testing (UAT) is the most critical step to avoid such situations. UAT ensures that the chatbot meets the stakeholder's needs and expectations, which would have included verifying its behavior with real users under real-world scenarios. This step would identify any edge case issues and make sure the chatbot is aligned with business goals before going live.

The correct answer is B – Discuss the value of the change for the project with the customer.

Agile encourages ongoing collaboration with the customer, even if changes occur late in development. The contractor should not immediately reject or escalate the request. Instead, the first step is to assess the value of the requested change, collaborate on its importance, and then determine the best path forward—whether through backlog reprioritization or contractual adjustment.

From the PMI Agile Practice Guide:

“Agile welcomes changes in requirements, even late in development. Collaborate with the customer to explore the value of the change and its impact on schedule, cost, and scope.”

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

Mike Griffiths emphasizes:

“Before resorting to contract changes or governance processes, teams should talk with the customer to understand the reason behind the change and its value.”

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

Why the other options are suboptimal:

A assumes the change must go through legal channels without exploring its business value.

C may be necessary later but not as a first step.

D passively ignores the change and risks stakeholder dissatisfaction.

Answer: B

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The correct answer is A – Hold a meeting with the team and the Product Owner to develop the team charter, working agreement, guiding principles, and product vision. This collaborative approach fosters shared understanding, ownership, and alignment early in the project.

From the PMI Agile Practice Guide:

“The team chartering process includes developing working agreements, clarifying the product vision, defining team norms, and establishing the team's mission. Early alignment builds trust and commitment.”

(PMI Agile Practice Guide, Section 4.3 – Team Charter and Working Agreements)

Mike Griffiths elaborates:

“A strong start includes co-creating team values, the product vision, and working agreements. Doing this together builds a strong foundation for delivery.”

(Mike Griffiths, PMI-ACP Exam Prep, Chapter 2 – Agile Principles and Chapter 4 – Team Formation)

Incorrect options:

B separates the Product Owner from the team early on.

C reverses the roles—vision should be owned by the Product Owner.

D is helpful, but not a prerequisite for team alignment and success.

Answer: A