PMI-ACP Delivery Practice Test 3 — 15 Questions

Question 1

What is the purpose of a 'Daily Stand-up'?

Accepted Answer

To synchronize team efforts and surface blockers.. The Daily Stand-up is a time-boxed event where team members synchronize their work, discuss progress toward the Sprint Goal, and surface any impediments. Its primary purpose is to inspect progress and adapt the plan, not to report status to a manager or assign tasks.

Answer

To assign tasks to team members.

Answer

To perform a technical design review.

Answer

To update the project manager on status.

Question 2

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.

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Mandatory silent reading.

Answer

Annual performance reviews.

Question 3

A project is failing to deliver value because the features are too large. What is the recommended strategy?

Accepted Answer

Decompose epics into smaller, investable user stories.. When features are too large to deliver value, the recommended agile strategy is to decompose epics into smaller, investable user stories that can be completed and delivered incrementally. Smaller stories enable faster feedback, reduce risk, and allow the team to deliver value continuously rather than in large, infrequent batches.

Answer

Stop the project.

Answer

Hire more testers.

Answer

Keep the features large to avoid complexity.

Question 4

An agile team is experiencing a high number of defects after release. What process should they implement?

Accepted Answer

Implement automated testing and continuous integration practices.. Implementing automated testing and continuous integration directly addresses the root cause of post-release defects by catching regressions early, running tests on every commit, and providing fast feedback to the team. CI ensures code is integrated and validated frequently, while automated tests (unit, integration, regression) reduce reliance on late-stage manual testing. This is a core agile engineering practice that improves quality sustainably.

Answer

Increase the time spent on manual testing at the end.

Answer

Ignore minor defects.

Answer

Outsource all coding.

Question 5

Which artifact helps the team track progress towards the sprint goal?

Accepted Answer

Sprint Burndown chart.. The Sprint Burndown chart is the artifact specifically designed to track the team's progress toward the sprint goal. It plots the remaining work (typically in story points or hours) against time within the sprint, showing whether the team is on track to complete the sprint backlog by the end of the sprint. This makes it the primary empirical tool for inspecting and adapting daily progress toward the sprint goal.

Answer

Financial report.

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Product Backlog.

Answer

Project Charter.

Question 6

What does the 'P' in INVEST stand for?

Accepted Answer

The question contains a trick; P is not part of INVEST.. INVEST is an acronym for Independent, Negotiable, Valuable, Estimable, Small, and Testable. The letter 'P' does not appear in INVEST, so the correct answer is that the question contains a trick. This is a knowledge-check question testing whether candidates actually know the acronym rather than guessing a plausible-sounding word.

Answer

Prioritized.

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Precise.

Answer

Productive.

Question 7

How can a practitioner best support a team that is feeling overwhelmed by 'agile ceremonies'?

Accepted Answer

Facilitate discussions to streamline and ensure the value of each ceremony is clear.. The practitioner's role in agile is to serve the team, not to impose process. When a team feels overwhelmed by ceremonies, the root cause is usually that the ceremonies have lost their purpose or are poorly facilitated. Facilitating a discussion to streamline the ceremonies and clarify their value directly addresses the team's pain point while preserving the agile framework's intent. This approach respects the team's autonomy and self-organization, which are core agile principles.

Answer

Mandate attendance without explanation.

Answer

Increase the frequency of meetings.

Answer

Cancel all ceremonies.

Question 8

A team is having difficulty estimating task sizes. What activity should the practitioner facilitate?

Accepted Answer

Planning Poker.. Planning Poker is a collaborative estimation technique where team members use cards (often Fibonacci numbers) to simultaneously estimate user story effort, discuss differences, and converge on a consensus estimate. It directly addresses estimation difficulty by leveraging team knowledge and reducing anchoring bias.

Answer

Individual guessing.

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Expert estimation by the manager.

Answer

Using historical data from different projects.

Question 9

The team is struggling with 'decision paralysis'. What approach should the practitioner take?

Accepted Answer

Facilitate time-boxed decision-making sessions to drive consensus.. Time-boxed decision-making sessions, such as those using consent-based or fist-of-five techniques, help teams overcome decision paralysis by imposing a deadline and a structured process. This empowers the team to reach a decision without endless debate, aligning with agile principles of self-organization and incremental delivery. The practitioner facilitates rather than dictates, ensuring the team retains ownership.

Answer

Remove the team members involved.

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Make all decisions for the team.

Answer

Delay the decision indefinitely.

Question 10

What is the goal of 'Continuous Improvement' in Agile?

Accepted Answer

To enhance processes and delivery efficiency over time.. Continuous improvement in agile aims to enhance processes and delivery efficiency over time, enabling the team to deliver more value with less waste. It is a core principle of agile and is operationalized through regular retrospectives where the team identifies and implements process improvements.

Answer

To work longer hours.

Answer

To increase the number of managers.

Answer

To reduce the team size.

Question 11

A stakeholder wants to change the project priority halfway through the project. What is the practitioner's role?

Accepted Answer

Help the Product Owner assess the impact and update the product backlog.. In Agile, the Product Owner owns the product backlog and its prioritization. When a stakeholder requests a priority change, the practitioner's role is to help the Product Owner assess the impact (on scope, schedule, value) and update the backlog accordingly, preserving the PO's authority and the team's focus.

Answer

Immediately implement the change.

Answer

Refuse the change.

Answer

Tell the stakeholder to wait until the project ends.

Question 12

Which TWO elements are essential for an effective sprint goal?

Accepted Answer

It should be clear and concise.. Option A is correct because an effective sprint goal must be clear and concise so the Scrum team and stakeholders can easily understand the single objective of the sprint and use it to guide daily decisions. Option B is correct because the sprint goal should express the business value or purpose the sprint intends to deliver, aligning the team's work with customer and organizational outcomes rather than just a list of tasks. Options C, D, and E are incorrect: a 50-page goal is neither concise nor usable, the CEO alone should not dictate the sprint goal since it is crafted collaboratively by the Scrum team during sprint planning, and a goal that is impossible to achieve undermines focus, motivation, and the empirical nature of Scrum.

Answer

It should be 50 pages long.

Answer

It should be determined by the CEO only.

Answer

It should be impossible to achieve.

Question 13

Which TWO techniques are effective for managing cross-team dependencies in a scaled agile environment?

Accepted Answer

Scrum of Scrums.. Option B, Scrum of Scrums, is correct because it is a scaled-agile technique in which representatives (often called ambassadors) from multiple Scrum teams meet regularly to coordinate inter-team work, surface cross-team impediments, and synchronize deliveries, directly managing dependencies across teams. Option E, visual dependency mapping boards, is correct because making dependencies explicit on a shared board (physical or digital) lets teams see who depends on whom, sequence work, and resolve blockers before they cascade, which is a proven dependency-management practice in scaled agile. Option A, adding more middle managers, is not a recognized agile scaling technique and tends to add coordination overhead rather than empower teams to manage dependencies. Option C, increasing sprint lengths, does not address cross-team dependencies and can reduce feedback frequency and adaptability. Option D, individual performance reviews, focuses on evaluating individuals rather than fostering the team-level collaboration and transparency needed to manage dependencies.

Answer

Adding more middle managers.

Answer

Increasing sprint lengths.

Answer

Individual performance reviews.

Question 14

Which THREE items are typically discussed during a sprint retrospective?

Accepted Answer

Action items for the next sprint.. The sprint retrospective is a Scrum ceremony focused on inspecting the team's process and identifying improvements, so option C (Action items for the next sprint) is correct because the retrospective concludes by producing concrete, owned improvement actions to carry into the next sprint. Option D (What could be improved) is correct because examining problems, impediments, and process weaknesses is a core purpose of the retrospective. Option E (What went well) is correct because recognizing successful practices and strengths helps the team reinforce what works. Option A (Individual salary negotiations) is not part of any Scrum event and belongs to HR/management, and option B (Product design details) is a product/refinement concern handled in backlog refinement or design discussions, not the retrospective's process-improvement focus.

Answer

Individual salary negotiations.

Answer

Product design details.

Question 15

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.