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

The correct answer is D – Ask the team to decide if the task should be reassigned. In agile, the Scrum Master serves as a servant leader and facilitator, not a manager. Task decisions are made by the team through collaboration and self-organization.

From the PMI Agile Practice Guide:

“Agile teams self-organize and make decisions collaboratively. The Scrum Master facilitates discussion and decision-making but does not dictate task assignments.”

(PMI Agile Practice Guide, Section 4.3 – Team Empowerment and Self-Organization)

Mike Griffiths adds:

“The Scrum Master’s role is to empower the team to find their own solutions and make informed decisions that support sprint goals. When adjustments are needed, the team should decide how to proceed.”

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

Incorrect options:

A undermines self-management and may create fear or pressure.

B implies outside control instead of team autonomy.

C ignores opportunity for improvement and team input.

Answer: D

Effective stakeholder engagement starts withshared understanding and agreement on goals and requirements. ThePMI Agile Practice Guide (Section 7.2 Stakeholder Engagement)emphasizes the need tocollaborate with stakeholders early and often, especially on prioritization and epic-level expectations.

Mike Griffiths in thePMI-ACP Exam Prep Book (Chapter 4: Stakeholder Engagement)underscores thatmisunderstandings are reduced when all parties are aligned on what "done" means, and epics and requirements arecollaboratively defined.

Option Ais correct: agreement and shared understanding reduce misalignment and conflict.

Option Bintroduces unnecessary delays in planning.

Option Cis useful but insufficient if initial requirements are misunderstood.

Option Dmay help in contract terms but doesn’t solve day-to-day misalignment.

The correct answer is D – Break non-functional requirements into those that can be delivered in the given sprint. Agile teams apply the principle of incremental and iterative delivery not only to functional requirements but also to non-functional ones. Large or complex work—including non-functional requirements—should be decomposed into smaller, manageable items.

From the PMI Agile Practice Guide:

“Work items, including non-functional requirements, should be split to fit within a sprint’s capacity. Teams use story-splitting techniques and prioritize parts that provide the most value or enable further development.”

(PMI Agile Practice Guide, Section 5.3 – Adaptive Planning and Story Sizing)

Mike Griffiths reinforces:

“If a user story or requirement is too large for a sprint, it should be broken down. Even performance and security requirements can often be delivered incrementally.”

(Mike Griffiths, PMI-ACP Exam Prep, Chapter 5 – Adaptive Planning)

Incorrect options:

A ignores important non-functional quality attributes.

B is not in line with agile's sustainable pace and team stability.

C deflects ownership without attempting a solution.

Answer: D

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According to thePMI Agile Practice Guide (Section 7.1 Communication)andPMBOK® Guide (6th Edition, Section 13.3 Manage Stakeholder Engagement),transparency with stakeholdersis fundamental in agile environments. Delays or deviations from expected outcomes must bepromptly communicatedto affected stakeholders to adjust expectations and plans.

Mike Griffiths in thePMI-ACP Exam Prep Book (Chapter 4: Stakeholder Engagement)emphasizes that one of the key values in agile isresponding to change over following a plan, and that includes openly discussing risks and delays with impacted parties.

Thus,Option Dis correct: the agile coach shouldproactively engage marketing stakeholdersto inform them about the delay and support revised planning.

The purpose of the daily standup (or daily coordination meeting) is to help the development team stay aligned with the sprint goal and actively manage any risks or impediments that may be blocking progress. It allows the team to quickly discuss their progress, share potential issues, and identify dependencies that could affect the sprint's success. The focus is on team collaboration and ensuring that everyone is on track.

The correct answer isC – Initiate an estimation sessionbecause agile planning isiterative and collaborative. When delivery timing is in question, especially during a release planning session, the team must firstestimatethe size of the work (epics and user stories). Once estimates are made (often using story points or relative sizing techniques), velocity can be used to forecast delivery timelines.

From thePMI Agile Practice Guide:

“Estimation is typically performed at the beginning of a release or iteration planning session to determine how much work can be completed. Teams use estimation to size items and then apply their known or projected velocity to forecast completion.”

(PMI Agile Practice Guide, Section 5.3 – Estimation and Velocity)

Mike Griffiths’ PMI-ACP Exam Prep Bookalso states:

“Before making any delivery commitments, teams should first engage in collaborative estimation to understand the scope and effort of the work. These estimates then inform velocity-based forecasting.”

(Mike Griffiths, Chapter 5 – Adaptive Planning)

Why the other options are incorrect:

A– Scrum Masters do not estimate work; estimation is a team activity.

B– You cannot determine deliverables based on velocity until the work has been estimated.

D– Historical data can support forecasting but must be preceded by proper estimation of current backlog items.

Answer: C

The correct answer is A — Practicing the servant leadership style of working with an agile team.

Servant leadership is foundational to Agile. The agile project leader serves the team by removing impediments, supporting their needs, and promoting transparency. Using information radiators and being involved in team progress reflects servant leadership in action.

PMI Agile Practice Guide:

“Agile leaders act as servant leaders. They support the team, remove obstacles, and foster a transparent, collaborative environment.”

(PMI Agile Practice Guide, Section 6.2 – Coaching and Servant Leadership)

Mike Griffiths:

“Servant leadership is about enabling the team to succeed. Agile leaders serve by ensuring the team has what it needs, while maintaining visibility through information radiators.”

(PMI-ACP Exam Prep, Chapter 1 – Agile Principles and Mindset)

Incorrect options:

B and C are valid Agile behaviors but not the most specific or complete match.

D references feedback loops but not leadership style.

Answer: A

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According to thePMI Agile Practice Guide (Section 7.2.1), the Scrum Master’s role includesremoving impediments and shielding the team from outside interference. A team member being pulled into work on a different project is a classic example of an impediment. Recording the issue in a risk register is appropriate, but more importantly,the Scrum Master must communicate and resolve the issue.

Mike Griffiths in hisPMI-ACP Exam Prep Book (Chapter 3: Team Performance)emphasizes that agile teams require full dedication and protection from context switching, as multitasking reduces productivity and increases error rates. Merely documenting the issue is not enough—the Scrum Master must take steps toescalate and resolve the interference, potentially by negotiating with the former supervisor or re-clarifying role boundaries.

Therefore,Option Cis correct as it involvesactively addressing the threatrather than passively monitoring or adjusting around it.

The correct answer is A — Teach the team the appropriate agile principle, obtain consensus, and drive adoption.

Agile values “working software over comprehensive documentation.” However, this does not mean eliminating all documentation, but rather focusing on documentation that delivers value.

PMI Agile Practice Guide states:

“Agile teams should regularly question whether the work being done adds value, including documentation. If documentation does not serve a current need or stakeholder, it should be minimized or eliminated.”

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

Mike Griffiths further supports this in his exam prep book:

“Agile team members are encouraged to surface inefficiencies and suggest improvements. This is an example of continuous improvement and shared responsibility.”

Option A aligns with both the Agile Manifesto and the principle of team empowerment. Options B, C, and D either avoid accountability or introduce hierarchy that agile teams seek to minimize.

Answer: A

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In Agile and user-centered design, creating user personas is a valuable way to represent the different types of users who will interact with the application. By identifying these personas, the project manager can ensure that the development team better understands the varying needs, behaviors, and goals of different user groups. This approach helps create a more effective and tailored user experience for the application. It also provides clear guidance to the team on how to prioritize features and functionality for diverse user groups.