PMI-ACP Practice Test 10 — 10 Questions

Question 1

A team is struggling with technical debt. What is the most Agile way to handle it?

Accepted Answer

Incorporate technical debt reduction into the product backlog.. The most Agile way to handle technical debt is to make it visible and incorporate it into the product backlog, where it can be prioritized alongside other work based on business value and risk. This allows the team and Product Owner to make informed trade-offs and address debt incrementally. It ensures technical debt is not ignored or treated as a separate, low-priority project.

Answer

Wait for a dedicated 'refactoring' project.

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Blame the developers.

Answer

Ignore it.

Question 2

Which TWO of the following are benefits of an Agile mindset?

Accepted Answer

Improved team collaboration and satisfaction. Option A is correct because an Agile mindset emphasizes self-organizing, cross-functional teams that collaborate closely through practices like daily standups and retrospectives, which measurably improves team morale and satisfaction. Option E is correct because Agile prioritizes delivering working, valuable increments to the customer in short iterations, enabling faster realization of business value compared with sequential waterfall delivery. The unmarked options do not belong: B is wrong because Agile increases, not reduces, communication through frequent ceremonies and feedback loops; C is wrong because Agile embraces emergent, evolving scope rather than fixed-scope predictability; and D is wrong because Agile values working software over comprehensive documentation but still requires sufficient documentation, not its elimination.

Answer

Less need for communication

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More predictable, fixed-scope projects

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Elimination of all documentation

Question 3

During a multi-team project, teams are frequently blocked by infrastructure delays. What is the most effective way to address this at the organizational level?

Accepted Answer

Establish a dedicated 'Enabler' team or service-level agreement for infrastructure support.. When multiple teams are repeatedly blocked by infrastructure delays, the most effective organizational response is to create a dedicated enabler team or establish a service-level agreement (SLA) for infrastructure support. This removes the systemic bottleneck and allows delivery teams to focus on value-adding work, which is a core Agile scaling principle.

Answer

Escalate to the CEO.

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Ask each team to build their own infrastructure.

Answer

Stop all infrastructure improvements.

Question 4

An agile team is using 'Story Points' for estimation. Why is this preferred over 'Hours' for backlog items?

Accepted Answer

It accounts for complexity, effort, and uncertainty without needing precise time forecasting.. Story points are a relative, unitless measure that captures complexity, effort, and uncertainty together, which is why they are preferred over hours for backlog estimation. Because humans are better at comparing items than forecasting absolute durations, relative sizing produces more reliable estimates and avoids false precision. Story points also decouple estimation from individual time tracking, supporting team-based planning.

Answer

It is required by the project management office.

Answer

It makes it easier to track individual performance.

Answer

It ensures that every story takes exactly the same amount of time.

Question 5

Which TWO of the following are signs of a healthy Agile culture?

Accepted Answer

High level of transparency and honest communication. Option D is correct because a healthy Agile culture depends on transparency and honest communication: information radiators, visible backlogs, and open discussion of progress and impediments let the team inspect and adapt, which is the foundation of empirical process control. Option E is correct because psychological safety — team members feeling comfortable admitting mistakes — enables early problem surfacing, blameless retrospectives, and continuous improvement rather than hiding defects or risks. The unmarked options describe unhealthy or anti-Agile patterns: avoiding disagreements (A) suppresses the constructive conflict needed for better decisions, top-down management decisions (B) contradict Agile self-organizing teams, and measuring primarily individual output (C) undermines team accountability and encourages local optimization over delivering value.

Answer

Disagreements are avoided at all costs

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Decisions are made top-down by management

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Performance is measured primarily by individual output

Question 6

Which of the following is a sign of a healthy team?

Accepted Answer

Team members feel safe to voice concerns.. A healthy agile team is characterized by psychological safety — members feel safe to raise concerns, admit mistakes, and challenge ideas without fear of retribution. This is a prerequisite for transparency, continuous improvement, and self-organization, and it is a well-documented predictor of team performance. The other options describe compliance or perfection rather than health.

Answer

The team always completes 100% of the work.

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No one ever disagrees.

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The team follows the manager's instructions.

Question 7

When should a team perform risk management in an agile project?

Accepted Answer

Continuously throughout the project.. In agile projects, risk management is a continuous activity performed throughout the project lifecycle, not a one-time event. Agile teams inspect and adapt regularly, identifying and addressing risks in every iteration through ceremonies like daily standups, retrospectives, and sprint reviews. This continuous approach aligns with agile's empirical nature.

Answer

It is the responsibility of the project sponsor only.

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Only when a crisis occurs.

Answer

Only at the start of the project.

Question 8

Which THREE of the following are hallmarks of an Agile mindset?

Accepted Answer

Valuing collaboration over individual silos. Option A is correct because an Agile mindset prioritizes collaboration and cross-functional teamwork over individual silos, reflecting the Agile value of individuals and interactions over processes and tools. Option B is correct because Agile embraces changing requirements and uncertainty, responding to change rather than rigidly resisting it. Option D is correct because Agile relies on empiricism—transparency, inspection, and adaptation—and encourages learning through experimentation and data rather than assumptions. Option C is incorrect because strict top-down hierarchy contradicts Agile's emphasis on self-organizing teams and distributed decision-making. Option E is incorrect because blindly following an initial plan despite feedback conflicts with Agile's iterative, feedback-driven approach.

Answer

Relying on strict top-down hierarchy for execution

Answer

Staying committed to an initial plan regardless of feedback

Question 9

Which TWO of the following would a servant leader do?

Accepted Answer

Focus on removing impediments that stop the team from working. Option A is correct because a servant leader's core responsibility is to clear obstacles and impediments that block the team's progress, ensuring the team can deliver value without unnecessary friction. Option B is correct because servant leadership in agile contexts emphasizes coaching and developing the team so it becomes increasingly self-organizing, cross-functional, and mature over time. Option C is incorrect because making all technical choices is a command-and-control behavior that undermines team autonomy and self-organization. Option D is incorrect because avoiding team meetings removes the leader from the team's context and prevents the coaching, facilitation, and support a servant leader provides. Option E is incorrect because monitoring individual time logs is a micromanagement and surveillance practice that contradicts the trust-based, people-first nature of servant leadership.

Answer

Make all technical choices for the team

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Avoid attending team meetings

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Monitor individual time logs to check productivity

Question 10

A team is using cumulative flow diagrams to identify bottlenecks. The chart shows a widening gap between the 'In Progress' and 'Done' states. What does this indicate?

Accepted Answer

There is a bottleneck preventing work from moving to 'Done'.. A cumulative flow diagram (CFD) plots the count of work items in each workflow state over time. When the band representing 'In Progress' widens while 'Done' stays flat or grows slowly, work is entering the active state faster than it is being completed. This accumulation of work-in-progress (WIP) is the classic visual signature of a bottleneck downstream of 'In Progress' — typically in review, testing, or deployment — that is throttling the flow of items into 'Done'.

Answer

The team is highly efficient.

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The sprint is ahead of schedule.

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The team has stopped working.