Free Practice Questions for PMI PMI-ACP Exam

The correct answer is D – Understand the impediments and facilitate issue resolution to enable the team to succeed.

The Agile Project Manager (or Scrum Master) acts as a servant leader by removing impediments and coaching the team toward improvement. Instead of dictating action or adjusting timeboxes, the right approach is to facilitate problem-solving and help the team meet its sprint goal.

From the PMI Agile Practice Guide:

“The Scrum Master works to remove impediments and support the team’s progress. They do not give commands but instead facilitate improvement.”

(PMI Agile Practice Guide, Section 5.2 – Roles and Responsibilities)

Mike Griffiths affirms:

“Agile leaders remove roadblocks and create an environment where the team can succeed. They support rather than direct.”

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

Other options are inappropriate:

A is command-and-control, not servant leadership.

B violates timebox principles of Scrum.

C misplaces responsibility for testing onto customers.

Answer: D

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Relying solely on the developers ' experience with similar systems to define functionality can be limiting and potentially result in misaligned expectations with actual user needs. Effective Agile teams should focus on understanding and addressing the needs of end users, leveraging continuous feedback from customers, and engaging stakeholders directly. This ensures the product is built to meet real user expectations and can evolve as necessary based on user input. Instead of relying on previous experience, the team should be focused on co-creating value with customers through collaboration, feedback, and agile practices like user stories and regular testing.

In Agile, changes are expected and are part of the iterative process. The product owner should take the opportunity to coach the stakeholder on agile principles, explaining how continuous feedback, flexibility, and adaptability are core to delivering value in an Agile project. Instead of pushing back on changes, the product owner can help the stakeholder understand that responding to change helps improve the product and better meet user needs. This helps align the stakeholder ' s expectations with Agile practices and fosters better collaboration throughout the project.

Planning Poker is a well-known estimation technique where team members use numbered cards (usually Fibonacci series) to estimate story point values based on relative size. It’s a consensus-based estimation method, as described in the PMI Agile Practice Guide (Section 5.2: Estimation Techniques) and Mike Griffiths’ PMI-ACP Exam Prep Book (Chapter 6: Estimating Techniques).

Option D is correct: Planning Poker is explicitly designed for estimating stories in terms of points.

Option A (Parametric) is more common in traditional (predictive) planning.

Option B (One-to-one comparison) refers to relative sizing without collaboration.

Option C (Affinity) is another agile technique but typically used for grouping stories into size buckets, not direct story point consensus estimation.

The correct answer is C – Determine who is best qualified to address the challenges. Agile teams are self-organizing and empowered to make technical decisions. When challenges arise, the team collaboratively identifies who is best suited to resolve issues, rather than relying on external direction or top-down task assignment.

From the PMI Agile Practice Guide:

“Agile teams are self-organizing. When challenges or new work arises, the team decides how to proceed, including task allocation based on skills and availability.”

(PMI Agile Practice Guide, Section 4.3 – Self-Organization)

Mike Griffiths also notes:

“Team members decide how work is divided and who tackles what. When technical complexity is involved, those with relevant expertise are encouraged to step in, with support from the rest of the team.”

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

Incorrect options:

A violates the principle of team autonomy.

B delays delivery rather than solving the problem.

D incorrectly places the Product Owner in a team management role.

Answer: C

The best answer is B because agile teams should use frequent feedback, customer data, and learning to adapt priorities. The problem is that teams are continuing to invest in low-adoption features because feedback is reviewed too late. Integrating usage analytics into prioritization creates a shorter feedback loop and supports value-based decision-making.

Option A improves review frequency but still keeps decisions at an executive review level rather than embedding feedback into the team’s prioritization process. Option C shifts decision-making to regional managers, but agile prioritization should still consider product value, customer outcomes, and team learning. Option D focuses on output rather than outcome; delivering more features does not necessarily reduce churn or improve value.

PMI-ACP topics emphasize maximizing value, adapting to feedback, engaging stakeholders early, and using empirical information to improve future increments.

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The agile lead should evaluate the team ' s capacity and help them select user stories that align with around 80% of their available capacity for the iteration. This approach takes into account potential issues or interruptions and helps ensure the team is not overcommitting. By selecting user stories based on a realistic understanding of the team’s capacity, the team is more likely to meet their commitments and avoid incomplete work. This method promotes sustainable work practices and helps the team maintain a predictable velocity over time.

When teams face conflicts about priorities or direction, they should fall back on agile values and principles. According to the Agile Manifesto and PMI Agile Practice Guide (Section 2.2 Agile Mindset), decisions should be grounded in values such as collaboration, sustainability, simplicity, and delivering customer value.

Mike Griffiths in the PMI-ACP Exam Prep Book (Chapter 2: Agile Principles and Mindset) highlights that teams should be self-organizing, and consensus should emerge from aligning decisions with core agile values—rather than defaulting to top-down directives or contractual obligations.

Option A is correct: referring to the agile framework and team values enables internal resolution in a collaborative and value-driven way.

Option B (contracts) and Option C (priority list) are more rigid and transactional.

Option D bypasses the team’s ability to self-resolve, which is not ideal for a mature agile team.