PMI-ACP PMI Agile Certified Practitioner (PMI-ACP) Question and Answers

Implement a burnup chart and add the issue resolution as a task to the product backlog for the customer to prioritize.

Add the issue to the kanban board and assign the it to the team member who has made the most progress on resolving it.

Conduct a root-cause analysis on the issue and identify related risks and risk response owners at the next retrospective.

Document all project issues in a common space and ask the team members to decide on task allocation principles.

Decrease the sprint time box until the team is able to deliver the entire agreed-upon sprint backlog in a single sprint

Discuss estimating techniques in the daily scrum meeting

Increase the size of the development team until the team is able to deliver the entire agreed-upon sprint backlog in a single sprint.

Begin tracking estimated effort metrics as an input to performance evaluation

Provide all information requested by the stakeholder

Set expectations regarding the appropriate level of details requested during this stage

Inform the stakeholder that no detailed documents are provided using agile practices

Ask the team to supply the information to the stakeholder

Educate the QA manager that in agile quality is integrated from the beginning to end of the project

Write backlog items that include QA as part of the description

Ask for the current QA documents and incorporate them into the technical debt backlog

Ask the product owner to write tests and QA controls into the acceptance criteria

Add more user stories.

Use sprint retrospectives.

Update current user stories.

Update new tasks in the project plan.

Consider adding a story to the next sprint to seek resolution

Immediately solve the problem on behalf of the team

Ask the team to collaboratively work out a solution.

Engage a technical manager to assist with finding a solution

Collect stakeholder requirements

Conduct an iteration planning meeting

Communicate product backlog items to the stakeholders

Facilitate a product development roadmap workshop

Develop and document a detailed architectural design: peer review with the development team and implement/test

Develop the functional requirements of the solution first before any non-functional requirement, as they provide more

customer value

Discuss the integration requirement with the product owner and negotiate it to be lower on the backlog to focus on the minimal marketable feature

Develop and test the implementation approach and demonstrate it at the next sprint review to collect feedback

Arrange the office space to allow co-location of development teams and centrally located information radiators

Isolate each development team to reduce all outside distractions

Ensure management understands the need for isolation to allow for concentration.

Define the agile method the company will be using, and implement the office configuration based upon that method

Break down the feature into smaller parts, and commit to completing the minimum viable product.

Complete the iteration to which they have already committed, and include the feature in the next release.

Change the planned features lo include only the vitally important one.

Extend the iteration to complete the feature.

Conduct frequent demos and obtain feedback from users throughout the development of the next release

Inform senior management that since the product was successfully released, the project is considered delivered and should be closed

Request additional budget to implement a Scrum of Scrums approach to scale the teams and add capacity

Implement a better definition of done to ensure that continuous integration processes are managed effectively

Provide both project teams with the highest priority needs.

Request the project teams' questions in writing prior to the next meeting.

Facilitate a meeting with each team and the product owner to find a solution.

Provide both teams with each project's documentation.

Emphasize to the stakeholder that a common, detailed vision will better ensure team understanding of the project.

Personally meet with the stakeholder to understand their requirements, and then share the vision with the team.

Work with the team to create a vision from the stakeholder's supplied requirements.

Explain to the team that creating a vision is not critical in agile projects, as requirements may change over time.

Building openness and transparency on the project's health and status

Facilitating conflict resolution among executive team members

Using active stakeholder involvement to build features in an incremental and iterative approach

Seeking continuous feedback from executive team members

The core team and the customer

The product owner and key stakeholders

The customer and the sponsor

The core team and the product owner

Arrange the office space to allow co-location of development teams and centrally located information radiators.

Isolate each development team to reduce all outside distractions.

Ensure management understands the need for isolation to allow for concentration.

Define the agile method the company will be using, and implement the office configuration based upon that method.

Prioritize the backlog, and remove low-priority stories from the release plan to ensure a positive ROI

Replace some team members to reduce the release costs and minimize a negative ROI

Perform a root-cause analysis to remove waste from the delivery process and increase the ROI.

Communicate the risk of a negative ROI to the stakeholders, and update the release plan

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

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

Accept responsibility for the product's delay.

Ensure that the project sponsor's priorities are in the product backlog.

Negotiate with the project sponsor for increased funding.

Empower the project sponsor to manage the product backlog.

Meet with the team to gain alignment with the legal department's need to stay within the contracted time and scope

Work with the customer to narrow the scope

Share the project's trajectory with the legal department

Meet with the legal department to help them understand that the customer and the team are satisfied with the time and deliverables

Require the team to try only those ideas that will ensure success.

Allow the team to try ideas, but remind them that results will be reviewed by high-ranking executives.

Associate idea successes and failures with the team's incentive plan to ensure accountability.

Encourage the team to try the ideas, even if failure may be the outcome.

Invited subject matter experts (SMEs)

Conducted problem detection to determine root causes

Measured and reported the outcome of improvement actions to the team

Kept track of all current issues in a log. and then reviewed their progress at the end of every iteration

Defer starting the design of item B until the second iteration is being planned

Proceed with the design of item B; since it will hasten the second iteration

Escalate the issue to the customer, and obtain their approval before starting the design of item B

Log the issue in the risk register, and request change control board (CCB) approval

Cross-train some members in the automation framework to broaden their capacity with that skill

Ask the product owner to add team members to boost this particular skill set

Send a member to automation framework training when funds are available

Avoid using test automation by swarming on the testing tasks and using manual testing

Team B has underestimated scope compared to team A.

Team A is more confident in delivering velocity than team B.

Both teams need to indicate their proposed technology before the estimates can be analyzed.

Both teams have estimated the project to be of same size.

Estimate the project team's capacity.

Determine how much work can be delivered.

Calculate how much work will fit into the next iteration.

Estimate items in the product backlog.

Log the risk in the risk register, and share the information with impacted stakeholders at the next monthly review meeting.

Create a spike story to determine what needs to be done to use the new interface.

Lower the epic's priority so that it can be deferred, and analyze it during backlog refinement meetings.

Move the work to the vendor, since they have better knowledge of interface implementation.

Dismiss the team member

Discuss the situation with the functional manager

Report the functional manager to the project sponsor

Demand that the functional manager respect the project charter