PMI-ACP : PMI Agile Certified Practitioner : Part 01

PMI-ACP : PMI Agile Certified Practitioner : Part 01

1. What key benefits might stakeholders realize from an Agile approach?

   • The ability to bypass the change-management process, inserting new requirements and changes directly into the team as they meet daily
   • The early and continuous delivery of valuable software, providing increased visibility and the opportunity for more frequent adjustments
   • Increased access to the project and less reliance on formal reports and status meetings to better understand the current work and the risks the team is accepting
   • The team’s flexibility to make changes mid-iteration as business needs or priorities change, increasing the ability of the team to meet project commitments

2. What is the first thing that a team should do to estimate user stories for a project?

   • Sort the user stories according to priority.
   • Schedule a team meeting to understand them.
   • Define the story points measure.
   • Estimate through function point analysis.

3. A story point is the:

   • Relative measure of the size of a user story.
   • Duration it takes to complete a user story.
   • Priority of the user story in the backlog.
   • Business value of the user story.

4. According to the Agile Manifesto, which of the following describes the more valued items?

   • Customer collaboration, following a plan, working software, and individual interactions
   • Working software, individual interactions, responding to change, and comprehensive documentation
   • Individual interactions, working software, customer collaboration, and responding to change
   • Responding to change, individual interactions, processes and tools, and customercollaboration

5. On a particular project, product quality is being measured at regular intervals and is consistently below the acceptable level. In a Lean environment, how should this problem be addressed?

   • The team should implement more rigorous testing at the end of each development cycle.
   • Management should direct the team on specific actions that they should take to improve quality.
   • Management should guide the team as it seeks to improve itself and reduce errors in the system.
   • The Project Champion should review the acceptable quality threshold to ensure that it is realistic.

6. In reference to Scrum, each sprint should produce:

   • An increment of potentially shippable product functionality.
   • A set of documented product requirements and specifications.
   • A release with testable and measurable functionality.
   • An increment of potentially testable product functionality.

7. The primary purpose of a Sprint Review is for the team to:

   • Demonstrate what was accomplished during the sprint.
   • Discuss what went well, what didn’t, and ways to improve.
   • Prioritize and estimate stories planned for the next sprint.
   • Individually provide status updates on user stories in progress.

8. On what should Agile estimates be based?

   • A Work Breakdown Structure (WBS) from each iteration aligned with the project management plan
   • A disciplined iteration schedule, which improves predictability, combined with reaction to changes
   • Ball park figures collected from past Agile projects with scopes similar to the current project
   • Initial resource breakdown based on the available person days in the full project duration

9. A value stream map is a tool used to identify the:

   • Waste across the entire process.
   • Highest value product features.
   • Most valuable team interactions.
   • Most likely flow of project risks.

10. When estimating initial velocity, the team should most likely:

    • Discuss among the team their expectations of how many story points they can address.
    • Use a Kanban workflow to identify steps and calculate velocity.
    • Use velocity of past iterations or make a calculated guess.
    • Discuss with the customer their expectation for the velocity of producing the product.

11. After three iterations, the problems impeding an Agile team appear to be similar in nature to problems faced in earlier iterations. Inspection of the retrospectives for past iterations reveals information organized into columns entitled “What worked for us” and “What did not work for us. ” Based on this information, one can infer that the team did not capture:

    • user stories
    • milestones
    • action items
    • requirements

12. Which is the best option to improve project velocity?

    • Shield programmers from interruptions
    • Minimize customer involvement
    • Shorten the iteration length
    • Increase project team size

13. A company is starting to introduce Agile practices, and the project manager has been asked to identify how to introduce the new process. The project manager’s initial plan should be to:

    • Institute daily standup meetings immediately.
    • Communicate the Agile Manifesto to the team.
    • Balance teaching principles with Agile practices.
    • Rate the team’s progress in learning new methods.

14. A project team is distributed across multiple countries, and they are having issues agreeing on what is being delivered and how it should be developed. Which of the following should the project manager do to alleviate some of the tension between team members, break down cultural barriers, and improve communication?

    • Ask the team to communicate only through email to clearly document issues.
    • Discuss this issue with senior management and recommend that the team be co-located.
    • Monitor performance and discuss the issues in detail at the next retrospective.
    • Hold daily standup meetings with the two teams at a time that works best for everyone.

15. Based on the following figure, during Iteration 5, there was an increase in story point value (shown on the graph); however, the team completed all of the work it promised to deliver in the iteration and existing estimates were not changed. From this information, one can infer that:

    

    • Work was removed from the Product Backlog.
    • Work was added to the Product Backlog.
    • The team’s velocity increased.
    • The team’s velocity decreased.

16. Continuous integration ensures that a product is:

    • Ready to ship when all features are complete.
    • Delivered for testing at the end of each day.
    • Technologically ready to deploy at any time.
    • Deployed after final business approvals.

17. Which tool allows the Product Owner to focus on providing the greatest value and Return on Investment (ROI) to the organization?

    • Burn up chart
    • Product Backlog
    • Affinity estimate
    • Cost Benefit Analysis (CBA)

18. The best description of the purpose of the daily standup in Agile projects is to:

    • Resolve the key issues and risks that are likely to hinder project progress.
    • Provide insight and reassurance to the Product Owner to strengthen that relationship.
    • Inform the project lead of project status for reporting to stakeholders.
    • Raise the visibility of each person’s work and to ensure the work is integrated.

19. Which are some of the most important benefits of an Agile team sitting together in a co-located, open environment?

    • Osmotic communication is reduced; space is used more efficiently; groups work together more effectively, and team dynamics are improved.
    • Costs are reduced as the need for conference rooms decreases, and the team can keep track of where members are more accurately.
    • Team members can be held more accountable for their time and effort, and pair programming is easier as people have less distance to move to sit with their partner.
    • Communication is improved; wait-time and rework are reduced; barriers between groups break down, and groups gain respect for each other professionally.

20. Which of the following is a list of capabilities, features, and stories that the Product Owner has identified?

    • Burndown chart
    • Story card
    • Vision document
    • Backlog