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6

PMI – ACP Free Sample Questions ( 10 Questions)

1 / 10

Which of the following is NOT an example of Information Radiators?

2 / 10

Which of the following is one of the scrum artifacts?

3 / 10

A story estimated at one story point actually took two days to complete. How much does it contribute to velocity when calculated at the end of the iteration?

4 / 10

Which of the following is not a characteristic of an agile plan?

5 / 10

When using a Kanban board to manage work in progress, which of the following best summarizes the philosophy behind the approach?

6 / 10

An agile coach noticed that team members are afraid to ask questions, do not collaborate with each other, and avoid taking responsibility for their actions. What is the most likely reason for such behavior among the team members?

7 / 10

An agile team has worked together before. In their last project, the greatest negative criticism against them was the inaccuracy of their estimates. What should the team members do differently when preparing estimates for their new project?

8 / 10

In the planning workshop, the product owner prioritized and ranked the features by business value, and then presented the top features to the development team. What is the team’s next logical step?

9 / 10

During a retrospective meeting after a failed sprint, emotions run high as the team members blame each other for the failure. Phrases like “He always forgets to check in his code!” or “You never listen to what I have to say!” predominate this heated debate. What is the first thing that an experienced agile coach should do in such situation?

10 / 10

Agile team members reported that they were unable to complete all user stories that they had committed to deliver in the last sprint since they had worked overtime and eventually got burned out. What is wrong with the team approach?

Your score is

0

PMI – ACP Free Sample Questions ( 10 Questions )

1 / 10

What happens to user stories that are not accepted by the customer at the end of a sprint?

2 / 10

When an Agile project team member is not 100% dedicated to one project, they are referred to as?

3 / 10

Which of the following refers to the start-to-finish time required to develop a potentially shippable product increment?

4 / 10

What is considered the most effective method of communication on an Agile project?

5 / 10

An agile team used planning poker to estimate user stories. After all team members read a user story, the facilitator asks everyone to choose a card with an estimated number of ideal days to complete a user story and then reveal the card. If estimates were widely different, the facilitator would immediately ask for re-estimates until all the estimates converge. What did the facilitator do wrong?

6 / 10

Which of the following Scrum event centers on the ‘product’?

7 / 10

What is the term used to indicate the number of story points that an agile team completes in an iteration?

8 / 10

Osmotic Communication relies on which of the following in order to be most effectively practiced?

9 / 10

In terms of the decomposition of requirements on an Agile project the artifact that contains release plans as its first level of decomposition is referred to as a?

10 / 10

What is the Agile term for the technique of creating a group of rules that govern how team members interact?

Your score is

How do I get the Actual PMI-ACP Mock Exam (50 Questions) from Talk Project Management?

Talk Project Management helps with realistic PMI-ACP Online Mock exams which will help you to get ready for the PgMP Examination.

How do I get the Actual PMI-ACP Mock Exam (100 Questions) from Talk Project Management?

Talk Project Management helps with realistic PMI-ACP Online Mock exams which will help you to get ready for the PgMP Examination.

Once you complete each of the PMI-ACP Exam Mock exams you will get immediate results.

How to prepare for the PMI-ACP exam?

PMI-ACP Exam Structure

• There are 120-total multiple-choice questions that build up the PMI-ACP examination

• 20 randomly picked-questions are involved and do not figure towards the pass/fail decision

• There are 3-hours to pass the test

• The passing score is expected to be in the range of 65-70%

• Cadets may make clear “cut” papers that compose answers, such as for formula- based exam questions.

Attend Mock Tests (exam simulator)

The PMI-ACP exam is not about your education in Agile, Scrum, etc. It’s about your study and understanding skills, as well. You need to prepare before you take the real exam. It is desirable to take at least 4-5 training tests before seeming for your examination.

Design a Study Method in Advance

While planning your exam method, keep the following points in purpose:

• Put 10-12 weeks of study to improve sufficiently, while registering for the exam.

• Fulfill your professional and personal duties such that you understand the precise amount of continuous study time every day.

• Allow sufficient time with enough opportunities to experience all the crucial circumstances

• Consider up a PMI-ACP exam preparation course, which can accommodate the expected 21 hours training

• Avoid reading a lot of books when there is an insufficient amount of time to study.

• Take as several practice exams as feasible.

PMI-ACP Exam Tips

The PMI-ACP exam is a multiple-choice question that asks one to identify suitable answers for a set of four prospects. The extra advantages that are not answer called the “distracters,” and their goal is to confuse the candidate from the correct answer.

Apprentices consider multiple-choice questions as more comfortable than other types of examination; this is not necessarily accurate with the PMI-ACP exams. These reasons are:

• Most multiple-choice exams ask for easy, accurate information, unlike the PMI-ACP exam, which often requires the student to practice knowledge and gain the best experience.

• The majority of multiple-choice exams require a large number of questions – so even if you get some wrong, it’s still okay. The PMI-ACP exam includes a broad circle of stuff, frequently a more significant extent than other certification exams.

Despite whether or not the multiple-choice examination is more forgiving, in actuality, one must study immensely because of the absolute amount of information that includes.

Although 3 hours may appear enough time for a multiple-choice exam, when confronted with 180 questions, time management is one of the essential factors in achieving and performing adequately. You should perpetually try and attempt all of the answers you are sure about and then go back to those answers you are not sure about later. Always read thoroughly through the entire test paper and do your best not to drop any question blank.

Many people do excellent with learning through each question and not seeing at the options before trying to answer. This way, they can be fooled by one of the “distracter” options or get into confusion between two options that both have a good chance of being the right answer.

Never think that “all of the above” or “none of the above” answers are the right choice. Many times they are more frequently as distracter options on graded questionnaires. 

Never strive to overanalyze a question or seek and deem about how the examiner is attempting to lead possible test-takers. Keep it manageable and stay with what you know.

On-time, over-generalizations are used within acknowledgment decisions to trick test-takers. To assist guard against this, always be careful of responses/answers that use complete words like “always” or “never.” These are few likely to be the answer than phrases like “probably” or “usually” are. 

Although you should perpetually take each question independently, “none of the above” answers are ordinarily less likely to be the correct choice than “all of the above” is. Grasp this in mind with the knowledge that it is not an official rule and should analyze on a question-by-question basis.

Seeming for grammatical errors can also be a massive clue. Verbal agreements are often crucial because a reply may repeat a critical word that was in the question. 

Seldom many of question distracters will be very comparably asked to dupe you into deeming that one option is related to the other. The answer is very strongly could be performed irrelevantly, still, so stay alert.

Merely because you have finished a training test, be knowledgeable that you are not done working. After you have attempted your exam with all of the required corrections, review it, and seek to understand what occurred in the answers that you got incorrect. 

Conceivably you were driven astray by a solid distracter answer? Going back through your revised examination will give you a level up by exposing your tenors as to what you may be weak with, in terms of multiple-choice questionnaires.

It may be a lot of additional effort, but in the long run, going through your corrected multiple-choice questions will work phenomena for you in preparing for the actual exam. 

See if you possibly misread the problem or even missed it because you were inexperienced. Think of it like flash replays in trained contests. You are going back and examining what you studied on the prominent platform in the past so you can assist difficulty and solve any queries that could answer.

0

PMI – ACP Free Sample Questions ( 50 Questions )

1 / 50

What is the Agile term for the technique of creating a group of rules that govern how team members interact?

2 / 50

In terms of the decomposition of requirements on an Agile project the artifact that contains release plans as its first level of decomposition is referred to as a?

3 / 50

Osmotic Communication relies on which of the following in order to be most effectively practiced?

4 / 50

What is the term used to indicate the number of story points that an agile team completes in an iteration?

5 / 50

Which of the following Scrum event centers on the ‘product’?

6 / 50

What happens to user stories that are not accepted by the customer at the end of a sprint?

7 / 50

When an Agile project team member is not 100% dedicated to one project, they are referred to as?

8 / 50

Which of the following refers to the start-to-finish time required to develop a potentially shippable product increment?

9 / 50

What is considered the most effective method of communication on an Agile project?

10 / 50

An agile team used planning poker to estimate user stories. After all team members read a user story, the facilitator asks everyone to choose a card with an estimated number of ideal days to complete a user story and then reveal the card. If estimates were widely different, the facilitator would immediately ask for re-estimates until all the estimates converge. What did the facilitator do wrong?

11 / 50

An agile coach noticed that team members are afraid to ask questions, do not collaborate with each other, and avoid taking responsibility for their actions. What is the most likely reason for such behavior among the team members?

12 / 50

In the planning workshop, the product owner prioritized and ranked the features by business value, and then presented the top features to the development team. What is the team’s next logical step?

13 / 50

An agile team has worked together before. In their last project, the greatest negative criticism against them was the inaccuracy of their estimates. What should the team members do differently when preparing estimates for their new project?

14 / 50

During a retrospective meeting after a failed sprint, emotions run high as the team members blame each other for the failure. Phrases like “He always forgets to check in his code!” or “You never listen to what I have to say!” predominate this heated debate. What is the first thing that an experienced agile coach should do in such situation?

15 / 50

Agile team members reported that they were unable to complete all user stories that they had committed to deliver in the last sprint since they had worked overtime and eventually got burned out. What is wrong with the team approach?

16 / 50

Which of the following is NOT an example of Information Radiators?

17 / 50

Which of the following is one of the scrum artifacts?

18 / 50

A story estimated at one story point actually took two days to complete. How much does it contribute to velocity when calculated at the end of the iteration?

19 / 50

Which of the following is not a characteristic of an agile plan?

20 / 50

When using a Kanban board to manage work in progress, which of the following best summarizes the philosophy behind the approach?

Hint: Only one of the choices is related to tracking team performance.

21 / 50

Stakeholders want to understand what progress an agile team has made in their last iteration. What should stakeholders review to determine this information?

22 / 50

Being assigned as a project manager, you noticed during project execution that conflicts arise in the team on both technical and interpersonal levels. What is an appropriate way of handling conflicts?

 

23 / 50

Being assigned as a project manager, you noticed during project execution that conflicts arise in the team on both technical and interpersonal levels. What is an appropriate way of handling conflicts?

 

24 / 50

You are assigned as a Program Manager for program A that has just commenced the Program initiation activities. There is no program business case. You have been asked to perform feasibility study whether program A will be able to deliver the intended benefits and meet strategic objectives. Where will you find the required information to start the activities?

25 / 50

You are assigned as a Program Manager for program A during the Program Definition Phase. You are developing the right infrastructure for program A. Program A is tight on budget and you have received an indication from Program Governance Board to reduce overheads as much as possible. Consequently, you have to judiciously select the program infrastructure elements based on cost benefit analysis to optimise program cost without jeopardising the program success. The key areas you should consider for Infrastructure development are

26 / 50

A Program Manager, while reviewing the procurement requirements from the components finds that there are many components using one product from the same supplier and each needs product support for the component delivery. Each component is trying to procure product support from the supplier on a time and material basis negotiating different support SLAs. What should a Program Manager do?

27 / 50

You are a Program Manager of a large program going on for more than two years. The software development for the program components have been outsourced to a supplier A. The relationship with the supplier so far has been good and the delivery quality has been excellent. Off-late you have been hearing from the component managers that the software development services are available in the local market at far competitive rates. What should you do first?

28 / 50

You are a Program Manager of a large program with high visibility in the organisation. It was a conscious decision to outsource software development part to supplier A and integration testing to supplier B to enhance probability of success. However, it is found that a lot of defects had seeped into acceptance testing phase in the last two iterations. Further analysis suggested that supplier B resources lacked domain knowledge and the Program Manager had asked supplier B to take corrective action. Upon assurances from supplier B it was decided to persist with Supplier B for the integration testing in the third iteration as well. However, the situation did not improve and senior management has now expressed concerns about programs ability to deliver benefits. Supplier A has approached you with a proposal to take over integration testing from supplier B. What should you do?

29 / 50

You are Program Manager for program A having components A, B and C. How will you ensure visibility in the procurements to ensure program budget is being expended properly to obtain program benefits?

30 / 50

You are assigned as a Program Manager for program A that has just commenced the Program initiation activities. You have prepared Program Charter and sent it to the Program Governance Team for approval. However, they find that the risks involved are way beyond organisation’s threshold and disapprove the program charter. What should you do?

31 / 50

You are the program manager of Program A. The program is in Program Delivery Phase. However, the recent changes in business environment has rendered program unviable and Program Governance Board has asked you to close the program. What activities will you take up in addition to the closeout activities after successful program completion?

32 / 50

You are the program manager of program A. The program is in Program Delivery Phase. A few program components have produced outputs but none of them would be in a position to contribute to program benefits and outcomes in a standalone manner. What would you do?

33 / 50

1. Which of the following is a core program activity that is done throughout all the 3 phases of the program?

34 / 50

You are a Program Manager of a complex business transformation program for a customer. After carefully reviewing organisation’s capabilities you concluded that development of a certain critical program component may best be outsourced to a competent supplier enhance probability of success. What kind of risk response have you made use of?

35 / 50

During a review of projects within a program, the Program Manager finds that one of the projects has unused budget after successfully delivering the planned functionality. The Project Manager is planning to use this budget to deliver a few additional features to the output which are likely to enhance the project deliverable and result in project customer delight. What should a Program Manager do?

36 / 50

1. You are just appointed as the program manager for program A by Program Sponsor. Who are most likely to support you in the Program Formulation Phase?

37 / 50

You are the program manager of program A. The program is in Program Benefits Delivery Phase. One of the program components has produced outputs that contributes to program benefits and outcomes in a standalone manner. What would you do?

38 / 50

You are the program manager of program A. The program is in Program Delivery Phase. The Program projects have delivered the outputs as expected and they have been integrated into program. You have to put the delivered capabilities into service to realise the benefits. The capability replaces the existing business critical process and systems and any errors would lead to customer dissatisfaction. The senior management is keen on realising the benefits quickly and would like to rollout the functionality in a bang manner on the planned date. You are confident about the quality of the delivery. What would be your advice to the management?

39 / 50

You are the program manager of Program A. It is almost end of Program Delivery Phase. Some of the program components have already been transitioned to Operations and the program team members have also far been involved in some benefit realisation activities. The Program Governance Board has informed you that there is another program B to take care of the benefit sustainment activities that the program team is carrying out. You would like to take up Program Transition activities. What activities will you take up?

40 / 50

You are the program manager of program A. The program is in Program Delivery Phase. All the Program components have delivered the outputs as expected and they have been integrated into program and almost all the program benefits have been realised. What would you do just before recommending Program Governance Board to end the Program Delivery Phase?

41 / 50

Neither the previous End of Tranche review nor the external audit brought any stakeholder engagement concerns to front. A programme manger

42 / 50

A programme manager comes to know that a customer is upset about delivery quality and is likely to escalate it to senior management of the performing organisation immediately. What should a programme manager do?

43 / 50

A programme manager has prepared a Stakeholder Register and Stakeholder Engagement Plan and is now planning to circulate it to all stakeholders for review. Which of the following statements is most appropriate?

44 / 50

During stakeholder analysis, Mohan – the programme manager finds that there are 3 new stakeholders Rajan, Satish and Ankit to be added to the stakeholder register. The further analysis suggests that Rajan has already voiced concerns about one of the projects in the programme, Satish, although an important stakeholder is totally unaware of the programme while Ankit has been taking keen interest in the programme and took an initiative to solve the impediment. What should Mohan do on priority?

45 / 50

Which of the following statements are true w.r.t. communication with stakeholders of the projects being run as a part of a programme?

46 / 50

In Program Governance Board meetings on the last few occasions, program manager finds that all the board members are not on the same page. Some of them are not even aware of the key issues and achievements that Program manager reported in the previous highlight report. Some board members have complained about lack of decision-making information in certain areas. What should program manager look at to improve the situation?

47 / 50

You are a program manager of program A. The program is doing well for the last six months and as per program plan it is now time to initiate a new complex project with heavy demand on organisation’s key resources. What should you do?

48 / 50

You are a program manager of program A. The estimated program duration at the start is 3 years. The program is doing well for the last more than a year. The company recently got merged with another company and the new management is in the strategic planning process reviewing the portfolio. In the Program Board Governance Meeting you are informed that the program needs to be terminated so prepare for program closure. You and the program team are surprised by this sudden development. What could be possible reason for program closure?

49 / 50

1. A programme manager comes to know that a customer has raised concerns about under performance from one of the key programme resources. What should programme manager do first?

50 / 50

A programme is about to deliver a capability. During the knowledge transfer session with the operational stakeholders it is found out that one important operational unit has not been taken into consideration and the capability is likely to result into a lot of manual intervention for that operational unit thereby significantly reducing the business benefits. What should a Programme Manager do?

Your score is

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100 question mock exam to get you ready to crack the examination.
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Online Mock exams which will help you to get ready for the PMI-ACP Examination.

PMI ACP Exam fee course cost is that you pay to PMI, it’s fixed or non-negotiable. The PMI-ACP exam became more affordable! 

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PMI-ACP Exam Prep

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Try a few sample PMI-ACP questions.

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