PMI-ACP Practice Test 4 — 10 Questions

Question 1

Which THREE metrics should a practitioner focus on to measure end-to-end delivery performance?

Accepted Answer

Cycle Time.. Cycle Time (B) is correct because it measures the elapsed time from when work actually starts on an item until it is completed, capturing the efficiency of the delivery process itself. Throughput (C) is correct because it quantifies the number of work items completed per unit of time, directly reflecting the delivery rate of the team or system. Lead Time (D) is correct because it measures the total elapsed time from when a request is made (or an item enters the backlog) until it is delivered to the customer, which is the definitive end-to-end delivery performance metric. The unmarked options do not belong: the number of coffee breaks (A) is an irrelevant personal habit with no bearing on delivery flow, and employee age (E) is a demographic attribute that has no causal or measurable relationship to end-to-end delivery performance.

Answer

Number of coffee breaks taken.

Answer

Employee age.

Question 2

A stakeholder is providing feedback directly to the developers, bypassing the PO. What should you do?

Accepted Answer

Coach the stakeholder on the importance of the PO's role and redirect them to the PO.. The Product Owner is the single point of accountability for the product backlog and its prioritization, so feedback that bypasses the PO undermines that role and risks the team building unprioritized work. Coaching the stakeholder on why the PO exists and redirecting them preserves the PO's authority while keeping the stakeholder engaged through the correct channel.

Answer

Encourage the developers to follow the stakeholder's instructions.

Answer

Tell the developers to ignore the stakeholder entirely.

Answer

Ask the developers to report the stakeholder to HR.

Question 3

Which THREE strategies can a leader use to empower a self-organizing team? (Choose THREE)

Accepted Answer

Trust the team to make their own technical and process decisions.. Option A is correct because empowering a self-organizing team requires the leader to trust the team to make their own technical and process decisions, which builds ownership and autonomy rather than dependence on the leader. Option C is correct because setting clear objectives and constraints while letting the team decide how to meet them gives direction without prescribing the method, which is the essence of empowerment in self-organizing teams. Option D is correct because providing necessary resources and removing organizational impediments creates the supportive environment the team needs to self-organize effectively, a core servant-leadership behavior. Option B is incorrect because dictating schedule and daily working hours imposes control and reduces the team's autonomy. Option E is incorrect because approving every task assignment is micromanagement that undermines self-organization and team ownership.

Answer

Dictate the team's schedule and daily working hours.

Answer

Approve every task assignment to ensure it is handled correctly.

Question 4

What is the best way to handle a team member who is not adhering to the agile values?

Accepted Answer

Provide consistent, private feedback and coaching to help them understand and adopt the values.. Providing consistent, private feedback and coaching is the most constructive way to help a team member understand and adopt agile values. This approach respects the individual, fosters psychological safety, and aligns with the servant-leader role of an agile practitioner. It addresses the behavior directly while supporting the team member's growth.

Answer

Shame them in the daily stand-up.

Answer

Ignore the behavior, as everyone has their own way of working.

Answer

Remove them from the team immediately.

Question 5

Why do we value 'individuals and interactions over processes and tools'?

Accepted Answer

People are more important than the tools they use.. The Agile Manifesto values individuals and interactions over processes and tools because working software and customer collaboration depend on people communicating effectively, and no process or tool can substitute for that. It does not mean processes and tools are worthless; it means when there is a conflict, prioritize people and direct communication. This principle underpins self-organizing teams and face-to-face conversation as the most efficient way to convey information.

Answer

Processes are useless.

Answer

Individuals should ignore processes.

Answer

We don't need tools.

Question 6

A practitioner wants to improve team engagement during the retrospective. What technique should they use?

Accepted Answer

'Start, Stop, Continue' activity.. 'Start, Stop, Continue' is a structured retrospective activity that actively engages team members by having them brainstorm and discuss what they should start doing, stop doing, and continue doing. It promotes participation and ownership, directly improving engagement during the retrospective.

Answer

Strict time-keeping by a manager.

Answer

Mandatory silent reading.

Answer

Annual performance reviews.

Question 7

Which of the following describes the 'INVEST' model for user stories?

Accepted Answer

Independent, Negotiable, Valuable, Estimable, Small, Testable.. The INVEST model is a widely used acronym in agile for evaluating user story quality: Independent, Negotiable, Valuable, Estimable, Small, and Testable. These six criteria ensure stories are self-contained, flexible in implementation, deliver business value, can be sized, fit within an iteration, and have clear acceptance criteria.

Answer

Important, Notable, Validated, Explicit, Scalable, Technical.

Answer

Internal, New, Visible, Executable, Simple, Thorough.

Answer

Integrated, Necessary, Verified, Efficient, Structured, Tactical.

Question 8

A large agile project requires coordinating work across four teams. How should the practitioner handle dependency management?

Accepted Answer

Require all teams to participate in a daily Scrum of Scrums.. For a large agile project with four teams, the standard scaling mechanism for dependency management is a Scrum of Scrums, where representatives from each team meet daily (or frequently) to coordinate cross-team dependencies, integrate work, and resolve impediments. This creates a communication network that surfaces and resolves dependencies without halting work or centralizing control.

Answer

Stop all work until the dependencies are resolved.

Answer

Assign a single manager to direct all four teams.

Answer

Merge all teams into one large team to simplify communication.

Question 9

Which metric is most useful for measuring the team's ability to deliver consistent value per iteration?

Accepted Answer

Velocity.. Velocity measures the amount of work (typically in story points) a team completes per iteration, making it the standard metric for gauging consistent value delivery across sprints. Tracking velocity over time reveals whether the team's throughput is stable, improving, or erratic, which directly reflects their ability to deliver predictably each iteration. It is a team-level metric, not an individual one, aligning with agile principles.

Answer

Individual task duration.

Answer

Team morale survey scores.

Answer

Number of meetings attended.

Question 10

How can a leader best promote self-organization within an agile team?

Accepted Answer

Define the objective and let the team decide how to achieve it.. Self-organization means the team decides how to accomplish its work. A leader best promotes it by clearly defining the objective (the 'what' and 'why') and then delegating the 'how' to the team, giving them autonomy, mastery, and purpose. This shifts the leader's role from directing tasks to removing impediments and coaching.

Answer

Attend every technical meeting to provide guidance.

Answer

Require all decisions to be approved by the leadership team.

Answer

Create detailed task lists for every team member.