PMI-ACP® Practice Exam 2026: 40 Agile Questions with Detailed Explanations

Organize a pre-kickoff sprint planning meeting to get a head start.

Work with the product owner to create a stakeholder map to understand influence and interest.

Identify and engage key stakeholders to ensure their alignment and expectations are understood from the outset.

Draft a detailed project plan covering the first six months of development.

End the meeting immediately and let the developers resolve the issue on their own time.

Choose the option proposed by the most senior developer to maintain hierarchy.

Ask each developer to explain their position, then facilitate a discussion to find common ground and shared goals.

Wait for the problem to resolve itself, as conflict is a natural part of team formation.

To add new features to the product backlog as they hear them from stakeholders.

To estimate the size and complexity of work items and define the tasks needed to complete them.

To assess user stories against the INVEST criteria and reject those that do not comply.

To determine if the overall project demand is feasible within the given budget.

Feature-Driven Development (FDD)

Scrum

Kanban

Extreme Programming (XP)

The team's sprint backlog

A Gantt chart

The project management plan

A product roadmap

Facilitating the team's daily stand-up meeting.

Identifying the sequence for developing stories within the next iteration.

Escalating points of conflict that the team cannot resolve on their own.

Guarding the team against external distractions and removing technical impediments.

A refinement meeting to discuss the user story in more detail.

A spike to research the migration process and dependencies.

A retrospective to discuss past challenges with cloud migrations.

A daily stand-up meeting to get status updates from developers.

Request an enterprise coach to train the team on all aspects of SAFe.

Set up optional lunch-and-learn sessions to provide an overview of the new framework.

Discuss the upcoming changes with the team, establish a process to address their concerns, and co-create a transition plan.

Encourage knowledge sharing and transparency by creating a shared document folder.

Ask HR to ensure all team members have similar backgrounds to minimize conflict.

Collocate the entire team for a one-week team-building event.

Promote a team charter that establishes a shared set of working agreements, norms, and communication rules.

Promote a project charter that outlines the project vision and purpose to align everyone.

Form a separate, dedicated team to handle all technical debt.

Dedicate several consecutive sprints solely to addressing technical debt, halting all new feature development.

Ignore the technical debt for now to focus exclusively on delivering new features requested by stakeholders.

Include technical debt items in every sprint, prioritizing them alongside new features, and continuously review the impact.

Explain that the initial estimates were a forecast to gauge feasibility, but real estimates evolve as the team learns in each sprint.

Explain that the project sponsor requested too many scope changes, which caused the delay.

Explain that the team encountered several materialized risks that were not considered at the start of the project.

Explain that this project had unique requirements that made it incomparable to the previous one.

Keep the meetings because some find them valuable and assume that those not attending are working steadily and have no blockers.

Change the meeting to the end of the day ensure it lasts only 15 minutes and require all team members to attend.

Work with team members to create a wiki where they can record their current accomplishments.

Reduce the occurrence of meetings because team members regularly communicate with one another and the customer.

A mindset shift to establish controls over all development and operations processes.

Planned incremental iterations and a focus on people over processes.

A culture of collaboration, tools, and processes to support continuous delivery.

New tools that enable teams to continuously build, test, and integrate.

Value stream mapping

Long-term Lean planning

Business process modeling

Planning poker

Communication, respect, and courage.

Communication, process flow, and authoritarian structure.

Value people over processes, communication, respect disagreement, and strive for consensus.

Rapid feedback, assume simplicity, incremental change, embrace change, and quality work.

The team was proactive by discussing how to better balance demands and capacity.

The team showed respect by listening to everyone's opinions in a face-to-face meeting.

The team provided fast feedback to find who was responsible for the mistakes.

The team eliminated waste by applying the plan-do-check-act (PDCA) method.

Develop a reward system related to position and years of experience.

Clarify project goals and project contract constraints.

Promote cross-training and mentoring among team members.

Introduce performance standards and evaluation methods.

Share the information radiator.

Email the latest release plan.

Invite them to the next retrospective.

Send the latest project report.

Help the team identify and remove impediments that are stalling their progress.

Work with the development team to adjust their work plan.

Ask the product owner to assign more resources to the project.

Command and control the team to ensure they achieve their plan's goals.

Help the team identify and remove impediments that are stalling their progress.

Work with the development team to adjust their work plan.

Ask the product owner to assign more resources to the project.

Command and control the team to ensure they achieve their plan's goals.