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Guide for PMI-ACP: PMI Agile Certified Practitioner

Quiz PMI-ACP: PMI Agile Certified Practitioner

Updated on 2026/08/25

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Guide for PMI-ACP: PMI Agile Certified Practitioner

Updated on 2026/08/25

Randomized | 10 Questions per Test | 20 Minutes | 70% to pass

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Question: / 10

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Quiz

Question 1/101/10

Early in a project stakeholder analysis is performed: however, an organizational restructure redefines
key roles What should the project team do?

Select the answer:Select the answer

1 correct answer

Note the changes to the restructure and roles that affect team activities

Use direct engagement and two-way conversation to update the stakeholder analysis for any new stakeholder requirements.

Email a copy of the project vision to those redefined for key roles and ask if they need to be involved in the project

Obtain a copy of the redefined key roles to update the stakeholder analysis

The correct answer is B. Use direct engagement and two-way conversation to update the stakeholder analysis for any new stakeholder requirements.
Stakeholder analysis is not a one-time activity. It should be reviewed and updated whenever there is a significant change in the organization or project environment. An organizational restructure can change:
- who the stakeholders are
- their authority and influence
- their interests and expectations
- their level of impact on the project
- new requirements or concerns they may have
Why B is correct:
- It emphasizes direct engagement with the affected stakeholders.
- Two-way conversation helps the team understand new needs, expectations, and concerns.
- Stakeholder analysis should be updated based on current, accurate information gathered from the stakeholders themselves, not just from documents or assumptions.
- This aligns with good stakeholder management practice: identify changes, engage the right people, and revise the analysis accordingly.
Why the other options are not best:
A. Note the changes to the restructure and roles that affect team activities
- This is too passive.
- Simply noting the changes does not ensure the stakeholder analysis is updated or that new requirements are discovered.
C. Email a copy of the project vision to those redefined for key roles and ask if they need to be involved in the project
- Email alone is not enough for proper stakeholder analysis.
- It is a one-way communication and may miss important concerns or changes in expectations.
- The question specifically calls for stakeholder analysis updates, which require active engagement.
D. Obtain a copy of the redefined key roles to update the stakeholder analysis
- This may help identify changes, but it is not sufficient by itself.
- A role description does not reveal stakeholder attitudes, concerns, influence, or requirements.
- Stakeholder analysis requires more than an organizational chart or list of roles.
Key takeaway:
When organizational changes occur, the project team should re-engage stakeholders directly and update the stakeholder analysis based on two-way communication. This makes B the best answer.

Right Answer: B

Quiz

Question 2/102/10

An experienced product owner presents the epics and corresponding stones during a release
planning session with the established team. The executive sponsor asks the team when the features
will be delivered.
What should the agile team do?

Select the answer:Select the answer

1 correct answer

Evaluate how much can be delivered based on the Scrum Master's estimation

Identify a set of user stones based on the team's velocity

Initiate an estimation session

Consult historical data for project completion

Quiz

Question 3/103/10

While struggling to take ownership of delivery an agile team fails to keep up with its sprint
commitments What should the agile coach do?

Select the answer:Select the answer

1 correct answer

Work with the sponsor to develop team expectations

Provide the customer with a list of deliverables and obtain agreement

Encourage the team to more frequently interact with all stakeholders

Work on finishing upfront product design rather than comprehensive documentation

The correct answer is C. Encourage the team to more frequently interact with all stakeholders.
When an agile team is struggling to take ownership of delivery and is not meeting sprint commitments, the agile coach should focus on improving collaboration, communication, and stakeholder engagement. Agile teams work best when they have frequent feedback from stakeholders, which helps them clarify priorities, identify misunderstandings early, and adapt quickly.
Why C is correct:
- Agile emphasizes regular interaction with stakeholders over relying on detailed upfront plans.
- If the team is missing sprint commitments, one likely issue is poor alignment with business needs, unclear priorities, or lack of timely feedback.
- Encouraging more frequent stakeholder interaction helps the team:
- better understand expectations,
- improve commitment planning,
- adjust work based on feedback,
- take greater ownership of delivery.
Why the other options are incorrect:
A. Work with the sponsor to develop team expectations
- This is too management-focused and does not directly help the team improve its agile delivery behavior.
- Agile teams should be empowered to own their commitments rather than have expectations imposed primarily through the sponsor.
B. Provide the customer with a list of deliverables and obtain agreement
- This sounds more like a traditional project-management approach than an agile one.
- Agile teams do not typically rely on fixed deliverable lists upfront; instead, they use ongoing collaboration and adaptation.
D. Work on finishing upfront product design rather than comprehensive documentation
- Agile values just enough design and documentation, but the issue described is not about documentation.
- Emphasizing upfront design can reduce agility and does not address the team’s lack of delivery ownership or sprint commitment issues.
Summary:
The coach should help the team improve communication and collaboration with stakeholders so they can better understand priorities, gain feedback faster, and take stronger ownership of delivery. That is why C is the best answer.

Right Answer: C

Quiz

Question 4/104/10

A development team and product owner disagree on a user story in the product backlog What
should the agile practitioner do?

Select the answer:Select the answer

1 correct answer

Have the development team follow the product owner's direction

Openly challenge the product owner in an effort to poke holes in their approach

Facilitate a conversation about the user story between the development team and the product owner

Serve as a nonpartisan evaluator of each option, and provide direction to the development team and product owner

Quiz

Question 5/105/10

Toward the end of a project the product owner discovers that the project has a high probability of
failure due to a critical feature not functioning as expected What should the product owner do?

Select the answer:Select the answer

1 correct answer

Terminate the project to cut losses

Review possible options and make an informed decision to cut losses based on delivered business value

Bring in experts to increase the probability of success

Continue the project release the product without the failing feature and fix the feature in a subsequent release

The correct answer is D. Continue the project, release the product without the failing feature, and fix the feature in a subsequent release.
Why this is correct
In an agile or product-focused environment, the product owner’s main responsibility is to maximize value delivery. If a critical feature is not functioning as expected near the end of a project, the best response is often to assess whether the product can still provide usable value without that feature. If it can, the product can be released in a reduced or partial form, and the missing or broken feature can be addressed later in a follow-up release.
This approach aligns with these principles:
- Deliver value as early as possible
- Avoid unnecessary delay
- Adapt to changing conditions
- Make decisions based on business value, not just completion of scope
Why the other options are not the best answer
A. Terminate the project to cut losses
This is too extreme and premature. A project with one failing feature is not automatically a failed project. If the remaining product still has value, ending the project would waste useful work and potentially miss an opportunity to deliver something worthwhile.
B. Review possible options and make an informed decision to cut losses based on delivered business value
This sounds reasonable in general, but it implies stopping the project if value is insufficient. The question asks what the product owner should do toward the end of the project when one critical feature is failing. The better agile response is to consider releasing what works and postponing the problematic feature if that still provides value.
C. Bring in experts to increase the probability of success
This may help, but it is not necessarily the best action at the end of a project. At that stage, the key question is whether the product can still deliver value in its current state. Bringing in experts may delay release and does not directly address the product owner’s decision about value.
Key idea
The product owner should focus on maximizing business value and making pragmatic release decisions. If the product can still be useful without the failing feature, releasing it now and fixing the feature later is often the best choice.
If you'd like, I can also explain why this is the best answer from a Scrum perspective specifically.

Right Answer: D

Quiz

Question 6/106/10

During planning for the next iteration an agile team identifies most of the story points that are
expected to be delivered How should an agile practitioner work with the team to help identify the
iteration's remaining scope?

Select the answer:Select the answer

1 correct answer

Convince the team to stop planning and keep the size small

Identify the technically minimal and achievable tasks

Refer to the remaining prioritized backlog items

Select some of the smallest items from the backlog

Quiz

Question 7/107/10

The risk profile of a project has increased beyond the upper threshold of tolerance. The product
owner and project leader meet to discuss an approach for dealing with this.
What should the team do next?

Select the answer:Select the answer

1 correct answer

Add risk mitigation tasks to the backlog, then prioritize in current and upcoming sprints

Add risk mitigation time to each requirement

Apply the 80/20 rule, reserving 20 percent of each sprint’s capacity for risk mitigation

Hold all risks until they become issues, then add issue resolution tasks to the product backlog

The correct answer is A. Add risk mitigation tasks to the backlog, then prioritize in current and upcoming sprints.
When a project’s risk profile rises above the agreed tolerance threshold, the team should respond proactively. In an Agile environment, that means treating risk mitigation work as planned work and making it visible in the backlog. The product owner and project leader should discuss the risk, decide on appropriate mitigation actions, and then have those actions added to the backlog so they can be prioritized against other work.
Why A is correct:
- It makes risk response explicit and visible.
- It allows the product owner to prioritize mitigation based on business value and urgency.
- It fits Agile planning, where work is managed through the backlog and reprioritized as conditions change.
- It can be addressed in the current sprint if the risk is urgent, or in future sprints if appropriate.
Why the other options are not correct:
B. Add risk mitigation time to each requirement
- This is too broad and not very practical.
- Risk mitigation should be handled based on actual risks, not automatically embedded into every requirement.
- It does not provide a clear prioritization mechanism.
C. Apply the 80/20 rule, reserving 20 percent of each sprint’s capacity for risk mitigation
- This is not a standard Agile or risk management practice.
- Reserving a fixed percentage of capacity regardless of actual risk is arbitrary.
- Risk response should be based on current risk exposure, not a preset capacity rule.
D. Hold all risks until they become issues, then add issue resolution tasks to the product backlog
- This is reactive, not proactive.
- Good risk management aims to reduce the chance or impact of risks before they become actual problems.
- Waiting until risks become issues can lead to delays, higher costs, and more disruption.
Summary:
Because the risk level has exceeded tolerance, the team should actively respond by adding risk mitigation tasks to the backlog and prioritizing them appropriately. That is why A is the best answer.

Right Answer: A

Quiz

Question 8/108/10

An agile team is planning the next iteration for a product release that has accumulated technical debt
What should the team do?

Select the answer:Select the answer

1 correct answer

Add code cleanup activities to the product backlog and request prioritization by the product owner

Add code cleanup activities to the next iteration and request clarification from the product owner

Add code cleanup activities to the next iteration and ask the product owner to end the current iteration

Add code cleanup activities to the next release backlog and request documentation from the product owner

Quiz

Question 9/109/10

How can an agile team working on a new product ensure alignment with external stakeholders?

Select the answer:Select the answer

1 correct answer

Ask the product owner to provide a detailed product specification document

Conduct story-mapping exercises to clarify deliverables and release priorities

Hold a kick-off meeting to assign roles and responsibilities.

Work with the scrum master and stakeholders to ensure agile principles are followed

Quiz

Question 10/1010/10

An agile project manager is planning the initial scope, schedule and cost range estimates on a new
project. The team will be using Kanban to control work.
What metrics should the team use to measure performance?

Select the answer:Select the answer

1 correct answer

Lead time, throughput and due date performance

Work in progress limits Kanban board, and time boxes

Work item types, sprint cadences, and defect classes

Burndown charts, scatter diagrams, and throughput

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