PMI-ACP Exam Dumps - PMI Agile Certified Practitioner (PMI-ACP)

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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In Scrum, theproduct owneris the primary point of contact betweenstakeholders and the development team. According to thePMI Agile Practice Guide (Section 3.3: Roles and Responsibilities), the Scrum Master ensures thatcommunications flow properlyand protects the team from distractions.

Mike Griffiths in thePMI-ACP Exam Prep Book (Chapter 4: Stakeholder Engagement)emphasizes the importance of having asingle point of contactfor stakeholder feedback to avoid miscommunication and overload.

Option Ais correct: redirecting communication through the product owner keeps the team focused and the backlog structured.

Option Bis unprofessional and discourages stakeholder engagement.

Option Cbypasses review and prioritization—backlog management should be intentional.

Option Dcould blur roles and bypass proper channels.

In agile, theProduct Owner is the ultimate decision-makerregarding backlog prioritization and scope changes. According to thePMI Agile Practice Guide (Section 5.1: Backlog Prioritization), any changes thataffect value delivery, schedule, or scopeshould be discussed with the Product Owner, who evaluates the business impact.

Mike Griffiths in thePMI-ACP Exam Prep Book (Chapter 6: Value-Driven Delivery)reinforces that product direction and scope decisions must be handled through collaboration between the team and the Product Owner.

Option Dis correct: seeking Product Owner input ensures value-based decision-making and customer alignment.

Option A(re-estimating the entire project) is unnecessary and burdensome.

Option Brejects valuable input and ignores iterative flexibility.

Option Cgoes against agile principles of focus and sustainable pace.

Agile emphasizestransparency and team self-organization. According to thePMI Agile Practice Guide (Section 4.3.3: Self-Organizing Teams)andMike Griffiths’ PMI-ACP Exam Prep Book (Chapter 3: Team Performance), a common practice is tomake work and issues visible to everyoneand allow the team to collaboratively manage their workflow. Using ashared workspace or boardhelps prevent redundant efforts and improves efficiency.

Option Dis correct: shared visibility and self-allocation promote team ownership.

Option Amisuses the backlog—issues aren't typically prioritized by customers.

Option Bis directive and may reduce collaboration.

Option Cfocuses on analysis, not immediate resolution or coordination.

The most effective way to address and correct defects while maintaining predictability and capacity is by working with the team to establish clear coding and quality standards, as well as comprehensive testing policies. By setting these explicit rules, the team will have a shared understanding of the quality expectations and testing requirements, which will help prevent defects from escaping into production. This approach focuses on building quality into the process, rather than reacting to defects after they occur, and supports the long-term goal of improving software quality and predictability without overburdening the team.

Iteration reviews (or sprint reviews) are designed to demonstratecompleted, potentially shippable product increments. According to thePMI Agile Practice Guide (Section 5.3 Sprint Review and Acceptance), the purpose of the iteration review is toshowcase work that meets the Definition of Done (DoD)and to receivestakeholder feedback. Demonstrating incomplete or in-progress stories can mislead stakeholders about progress and reduce trust in the team.

Mike Griffiths in thePMI-ACP Exam Prep Book (Chapter 6: Value-Driven Delivery)emphasizes the importance of showing only completed work to maintain transparency and clarity in stakeholder communication.

Option Ais correct: only completed stories should be demoed to ensure expectations are managed effectively.

Option BandCare not part of the typical iteration review agenda unless explicitly required.

Option Dis incorrect, as it blurs the line between done and in-progress work.

As a servant leader, the agile coach’s role is to support and empower the team, helping them overcome obstacles that hinder their progress. In this case, the coach should focus on identifying and removing any impediments that are slowing down the work, whether they are technical, process-related, or communication-based. This approach enables the team to work more efficiently, enhances their ability to self-organize, and ensures they can deliver high-quality results. Simply adjusting the work plan or assigning more resources may not address the underlying issues, and a command-and-control approach is counterproductive in an Agile environment.

The correct answer is D — By advising the team to remain committed and focused on project goals.

Agile teams should remain focused on the sprint or iteration goals once committed. Outside demands, even from senior stakeholders, can distract the team and cause scope creep or reduced quality. The agile coach plays a vital role in protecting the team from such disruptions and reinforcing their commitment.

PMI Agile Practice Guide:

“Agile leaders help teams focus on delivering committed work. Coaches work to eliminate distractions and protect the team from external interferences.”

(PMI Agile Practice Guide, Section 6.2 – Coaching the Agile Team)

Mike Griffiths:

“One of the coach’s roles is to guard the team’s focus. When unrelated demands arise, the coach should guide the team to stay aligned with the current sprint goals.”

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

Incorrect options:

A encourages unsustainable practices.

B implies hierarchy not present in Scrum or Agile.

C misuses estimation and undermines trust.

Answer: D

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