Free Practice Questions for PMI PMI-ACP Exam

The MoSCoW method (Must have, Should have, Could have, Won’t have) is a prioritization technique commonly used in agile to determine which stories deliver the most value. The PMI Agile Practice Guide (Section 5.1: Prioritization Techniques) lists MoSCoW as one of the methods used by product owners and teams to prioritize backlog items.

Option A is correct: MoSCoW is a proven agile prioritization method.

Option B is used for estimation, not prioritization.

Option C is not a standard agile prioritization method.

The correct answer is B — Establish a live video feed between the dispersed teams to enable spontaneous engagement and collaboration on issues.

Agile encourages face-to-face communication as the most effective form of knowledge sharing. For distributed teams, this means using video conferencing, virtual whiteboards, and real-time collaboration tools to replicate co-located team dynamics. This improves clarity, reduces misinterpretation, and accelerates problem-solving.

PMI Agile Practice Guide states:

“For distributed teams, using video conferencing, shared tools, and real-time collaboration platforms helps bridge communication gaps and maintains team cohesion. Face-to-face communication, even via video, remains the most effective method.”

(PMI Agile Practice Guide, Section 4.2 — Stakeholder Engagement)

Mike Griffiths also notes:

“Distributed teams must invest in communication technologies to reduce barriers. Real-time, visual communication enables faster resolution of issues and a shared understanding of tasks.”

(Mike Griffiths, PMI-ACP Exam Prep, Chapter 4 — Team Performance)

Incorrect Options:

A involves centralized control and status reporting — not Agile.

C demands co-location, which may not be feasible.

D accepts poor performance instead of addressing root causes.

Answer: B

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The daily standup is focused on ensuring the team stays synchronized on their commitments for the sprint, and it is meant to be a short meeting where team members quickly discuss what they did the previous day, what they plan to do today, and any blockers they are facing. It is not a forum for external stakeholders to ask detailed questions about the sprint backlog or delivery timelines, as this can disrupt the team ' s focus and hinder the meeting ' s efficiency.

By explaining that the standup is about synchronizing commitments, the project manager helps the business partners understand the purpose of the meeting and suggests an appropriate time and place for discussing more detailed or strategic topics.

The correct answer is D – Provide a delivery range based on the team ' s estimated velocity.

In Agile, planning is iterative and inherently uncertain. Rather than committing to a fixed schedule, it is best practice to provide a forecasted delivery window based on the team’s actual measured velocity. This reflects the inspect-and-adapt mindset of Agile.

From the PMI Agile Practice Guide:

“Agile teams forecast delivery using velocity ranges derived from completed work. Ranges reflect uncertainty and promote realistic expectations with stakeholders.”

(PMI Agile Practice Guide, Section 5.4 – Adaptive Planning)

Mike Griffiths affirms:

“Planning with ranges rather than fixed commitments respects the uncertainty of estimates and the empirical nature of Agile delivery. Forecasts should be based on velocity trends and updated iteratively.”

(Mike Griffiths, PMI-ACP Exam Prep Book, Chapter 5 – Adaptive Planning)

Why the other options are less suitable:

A suggests triangulating data but wrongly implies a precise commitment.

B is more of a work preparation activity, not a planning technique.

C (analogous estimation) is better suited for initial planning, not for an in-progress agile project with real velocity data.

Answer: D

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In this situation, the Scrum Master observes that the developer is confused about a business rule during the daily coordination meeting. The best approach is to address the issue directly with the developer after the meeting. This ensures that the developer receives the clarification they need without disrupting the flow of the meeting or drawing unnecessary attention to the issue during the daily standup.

The correct answer is C — During the retrospective, discuss the issue and create an action plan to avoid it in the future.

When teams misestimate or experience incomplete work, it’s important to reflect during the retrospective and create action items. This is a fundamental aspect of agile: continuous inspection, adaptation, and team-driven improvement.

PMI Agile Practice Guide:

“Retrospectives help identify opportunities for improvement. The team reviews its estimation accuracy and adjusts processes or practices based on patterns observed.”

(PMI Agile Practice Guide, Section 5.8 — Retrospectives)

Mike Griffiths elaborates:

“Estimating complexity is an area for ongoing learning. Teams use retrospectives to improve their sizing, identify knowledge gaps, and refine their planning techniques.”

(PMI-ACP Exam Prep, Chapter 5 — Adaptive Planning)

Other options:

A unnecessarily involves a project manager (non-agile).

B assumes one-size-fits-all rules, which limits team agility.

D ignores the structured opportunity the retrospective provides for team learning.

Answer: C

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When the team is not confident that the solution will work, delivering the minimum marketable feature (MMF) to customers for feedback is the best approach. The MMF represents the smallest, functional version of the product that can provide value to customers. By delivering this early and obtaining feedback, the team can validate assumptions, identify potential issues, and make necessary adjustments before committing to further development. This approach allows for early course correction and ensures the solution aligns with customer expectations and business needs.

The correct answer is D – Encourage the team member to use experimentation/spikes for continuous improvement and help the team understand why it is important. Agile encourages learning and experimentation through techniques like spikes (time-boxed research or exploration activities).

From the PMI Agile Practice Guide:

“Agile encourages teams to experiment and learn continuously. Time-boxed spikes can be used to investigate alternative designs, reduce uncertainty, and support informed decisions.”

(PMI Agile Practice Guide, Section 5.3 – Spikes and Uncertainty Reduction)

Mike Griffiths supports this:

“Spikes are short, time-limited investigations into a design or technical approach. They are a vital part of agile development for reducing risk, exploring alternatives, and enabling innovation.”

(Mike Griffiths, PMI-ACP Exam Prep, Chapter 7 – Continuous Improvement)

Incorrect options:

A and C discourage innovation and agility.

B defers action rather than enabling real-time learning.

Answer: D

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The correct answer is C — Facilitate team brainstorming of the risks resulting from complexity for the risk register.

Technical complexity introduces risks that must be identified and managed early. Agile leaders support teams by facilitating collaborative risk identification, not by dictating solutions. Brainstorming sessions help surface concerns and lead to proactive mitigation strategies.

PMI Agile Practice Guide:

“Risks are best identified through team collaboration. Facilitated risk identification sessions encourage broad participation and lead to better awareness and ownership of potential issues.”

(PMI Agile Practice Guide, Section 7.3 – Risk Management)

Mike Griffiths:

“In agile projects, technical risks are treated early. Collaborative identification and visibility are key to creating a risk-adjusted delivery plan.”

(PMI-ACP Exam Prep, Chapter 6 – Problem Detection and Resolution)

Incorrect options:

A is valid long-term, but brainstorming comes first for awareness.

B limits risk planning to a fixed period (Sprint 0), which may not be enough.

D promotes innovation but not structured risk identification.

Answer: C

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The Scrum Master should act as a facilitator and protect the team from unnecessary distractions that do not add value. By attending the meetings in place of the team members, the Scrum Master can assess the meetings ' value and determine if they are essential to the team ' s progress. If the meetings are unnecessary or inefficient, the Scrum Master can work with stakeholders to improve or remove them, ensuring that the team’s time is used productively and that they can focus on delivering value.