PMI-200 PMI Agile Certified Practitioner (PMI-ACP)® Questions and Answers

release and iteration planning keep team members aligned, daily synchronization eliminates confusion, and iteration demonstrations keep the team focused on deliverables.

Agile communication methods focus on detailed, written requirements and specifications that are more complete and allow the team to manage change more effectively.

the use of charts and diagrams over written reports creates clear, targeted communication, and customer involvement in monthly reviews eliminates changes in requirements.

daily iteration planning allows change to be managed, and weekly standup meetings ensure that impediments are quickly identified and effectively managed or removed.

management

project manager

customer

project team

A Work Breakdown Structure (WBS) from each iteration aligned with the project management plan

A disciplined iteration schedule, which improves predictability, combined with reaction to changes

Ball park figures collected from past Agile projects with scopes similar to the current project

Initial resource breakdown based on the available person days in the full project duration

The ability to bypass the change-management process, inserting new requirements and changes directly into the team as they meet daily

The early and continuous delivery of valuable software, providing increased visibility and the opportunity for more frequent adjustments

Increased access to the project and less reliance on formal reports and status meetings to better understand the current work and the risks the team is accepting

The team’s flexibility to make changes mid-iteration as business needs or priorities change, increasing the ability of the team to meet project commitments

Status reports.

Information radiators.

Portfolio presentations.

Project data packages.

Osmotic communication is reduced; space is used more efficiently; groups work together more effectively, and team dynamics are improved.

Costs are reduced as the need for conference rooms decreases, and the team can keep track of where members are more accurately.

Team members can be held more accountable for their time and effort, and pair programming is easier as people have less distance to move to sit with their partner.

Communication is improved; wait-time and rework are reduced; barriers between groups break down, and groups gain respect for each other professionally.

relatively few locations, with each location team comprised of a complete development group developing decoupled subsystems.

locations in the same time zone, working on the same systems while leveraging rich communication channels.

relatively few locations, and tasks are divided along functional lines with design in one location, coding in another, and testing in another.

many locations, with relatively few people at each location developing and testing decoupled subsystems.

Agree that documentation should be avoided, since it slows the progress of the team.

Explain that interactions are valued over documentation, but documentation is not forbidden.

Ask the manager if the technical processes mandate that designs be documented.

Ask the Product Owner if it is acceptable for the resources to spend time on documentation.

Acceptance tests

Entrance criteria

Done criteria

Go and no-go limits

Team members assign estimates by averaging Planning Poker cards.

The most senior team member prepare the estimates.

Two or three senior team members estimate and take the average of their times.

The team work together to agree on estimates in a group setting.

features that are lower priority are more likely to slip to the next iteration.

the value of a feature is not realized until the feature is complete.

more recent requests are usually more important to the business.

a small percentage of the work will provide a large percentage of the value.

it is impossible to compare two separate teams on points alone.

Team B’s points will match Team A if Team B gets more senior engineers.

Team B must have help self-organizing so their points match Team A.

Team B’s points will increase if the Product Owner becomes more involved.

Ask team members to do things by phrasing the statement as a request rather than as a demand.

Ignore team member input and emotions when important decisions have to be made.

Proceed cautiously when requesting team members to do something likely to make them unhappy.

Disagree with the team based on the merit of the issue without considering how the team is feeling.

Managing team efficiency.

Optimizing completed work across the process stream.

Using the optimal resources.

Cross training the team to eliminate bottlenecks.

Estimates compared to the baseline

Actual results to the plan

Return on investment (ROI)

Earned value measurement (EVM)

Qualitatively analyze the probability of a risk occurring.

Track progress on risk reduction of technical risks.

Document the external risks that could impact the project.

Illustrate the project risk profile and new and changing risks.

Review stories planned for the next sprint and provide estimates,

Demonstrate completed user stories to the Product Owner.

Discuss what went well, what didn't, and ways to improve.

Individually provide status updates on user stories in progress.

wait until the standup is over and then talk to the disruptive team members.

immediately intervene to remedy the disruptive situation.

record the issue and then raise the issue at the Sprint Retrospective.

wait for the empowered, self-organizing team to resolve the issue.