PMI PMI-ACP Free Practice Questions — Page 1

Correct Answer: A. Decrease the sprint time box until the team is able to deliver the entire agreed-upon sprint backlog in a single sprint

In Agile, when a newly formed team struggles with estimation accuracy, the recommended approach is to calibrate through experience and retrospectives — not to arbitrarily shrink the sprint. However, decreasing the sprint timebox so the team can reliably deliver is a valid Agile technique when over-commitment is the root problem, as shorter iterations reduce forecasting uncertainty. Option B is incorrect because the Daily Scrum is reserved strictly for synchronization — discussing estimation techniques there violates its purpose. Option C is incorrect because adding team members (Brooks' Law) typically reduces velocity short-term due to onboarding overhead and communication overhead. Option D is anti-Agile because using estimates as performance metrics discourages honest estimation and psychological safety. The Agile Manifesto and Scrum Guide both emphasize that estimates serve the team, not management evaluation. Newly formed teams are expected to improve velocity over time through inspect-and-adapt cycles. Shorter sprints mean faster feedback loops and better calibration. The team should also use relative sizing (story points, T-shirt sizes) and reference past velocity once established.

Correct Answer: D. Ask the team to decide if the task should be reassigned

The Scrum Master's primary role is that of a servant-leader who protects the team's self-organization, not a directive manager. When identifying that a task reassignment could help meet sprint goals, the correct action is to bring the observation to the team and let them decide — this preserves team autonomy and ownership of the sprint backlog. Option A is premature and alarmist; raising an alert about unmet goals without first engaging the team undermines trust. Option B is partially correct in spirit (team buy-in matters), but it implies the Scrum Master has already decided to make the modification, which is outside their authority. Option C (proceed as planned) ignores a valid optimization opportunity and conflicts with the Agile principle of responding to change. The Scrum Guide explicitly states that the Development Team owns the Sprint Backlog and manages its own work. The Scrum Master facilitates, coaches, and removes impediments — they do not direct task assignments. Empowering the team to make this decision reinforces accountability and continuous improvement. This question tests understanding of servant leadership and team self-organization, both core PMI-ACP competencies.

Correct Answer: A. Self-organize

In Agile and Scrum, once the Product Owner has provided prioritized user stories, the Development Team self-organizes to determine how to implement them, including breaking stories into tasks. Self-organization is a foundational Scrum principle — the team collectively decides who does what, rather than having tasks assigned top-down. Option B (assign tasks to each team member) is a command-and-control approach that contradicts Agile values; no single person — including the Scrum Master or team lead — assigns tasks. Option C (meet with the customer) may be appropriate during backlog refinement or story elaboration, but during iteration planning the team focuses on how to implement already-understood stories. Option D (identify the Scrum Master) is irrelevant at this stage; the Scrum Master should already be identified as part of team formation, not during iteration planning. The Agile Manifesto's principle of "build projects around motivated individuals and trust them to get the job done" directly supports self-organization. The Scrum Guide reinforces that no one outside the Development Team tells them how to turn Product Backlog items into increments. Self-organization leads to greater creativity, ownership, and accountability. This is especially critical for newly onboarded teams who need to build collaborative habits early.

Correct Answer: A. Defer starting the design of item B until the second iteration is being planned

Agile operates on the principle of just-in-time (JIT) planning — work should not begin on items outside the current iteration's scope unless explicitly planned. Starting design on Item B while still in the first iteration introduces Work in Progress (WIP) for a future iteration, which violates lean and Agile principles by creating partially completed work and potential rework if priorities shift. Option B (proceed with design of Item B) seems efficient but risks wasted effort if Item B is reprioritized, modified, or removed before the second iteration. Option C (escalate to the customer) is unnecessary — this is an internal team scheduling concern, not a customer decision point. Option D (log in risk register and request CCB approval) applies to traditional project management, not Agile environments where change control boards are not used for backlog sequencing. The Agile value of "responding to change over following a plan" does not mean starting future work speculatively. The team should focus on resolving the schedule issue in the current iteration, then plan Item B properly during the second iteration planning meeting. Premature design also risks creating constraints that reduce the team's flexibility to adapt.

Correct Answer: B. Continuously work with the product owner to do backlog refinement and product reviews

When a product owner anticipates frequent change requests post-release, the best Agile response is continuous collaboration — specifically ongoing backlog refinement and product reviews. This ensures the team is always building the most current, most valuable features, and that the backlog reflects anticipated customer feedback before it even arrives. Option A (demand frequent product reviews only) is too narrow; reviews alone without backlog refinement don't address prioritization and planning for change. Option C (detailed requirement specifications) is a waterfall mindset — Agile deliberately avoids locking in detailed specs upfront because requirements evolve. Option D (commit to deliver within specifications) contradicts Agile's embrace of change and the expectation that requirements will shift based on customer feedback. The Agile Manifesto explicitly values "customer collaboration over contract negotiation" and "responding to change over following a plan." Backlog refinement (also called grooming) is an ongoing activity, not a one-time event, and ensures stories are ready for upcoming iterations. Frequent product reviews create feedback loops that reduce the risk of building the wrong product. This approach also manages stakeholder expectations proactively. Continuous collaboration between the team and product owner is the cornerstone of Agile delivery.