PMI Agile Certified Practitioner (PMI-ACP)

Last checked October 22, 2026 against the official PMI exam page.

1. Question 1Mindset

   A team has been told to 'be agile' and has adopted every ceremony from a framework, but its members still wait for instructions before deciding anything. Which principle is most clearly being missed?

   1. ADelivering working software frequently, with the shortest feasible time between one release and the next
   2. BUsing a fixed set of practices exactly as written, so that the team can prove it follows the framework
   3. CKeeping the scope fixed at the start of the project so that the schedule and the budget stay predictable
   4. DBuilding trust through self-organization, so that the people doing the work make decisions together
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   Correct answer: D

   Agile values self-organizing teams that take ownership of decisions, so ceremonies without that ownership miss the point. Frequent delivery, rigid practice adherence, and fixed scope each address other aspects of agile work, but none of them explains the passive behaviour described.

2. Question 2Delivery

   A Scrum team has a sprint goal that it will not meet by the sprint review. What is the most appropriate action?

   1. AExtend the sprint by a week so that the goal can be met without any change to the team or the scope
   2. BDiscuss with the product owner what can be delivered, and adjust the remaining scope with the next planning
   3. CMark the sprint as successful anyway, because the team completed most of the individual stories it planned
   4. DAdd more developers to the sprint midway through, so that the remaining work can be finished before the review
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   Correct answer: B

   Discussing the realistic outcome with the product owner and adjusting scope at the next planning keeps the team transparent and respects the timebox. Extending the sprint, declaring success regardless, and adding people midway each break the timebox or misrepresent the result.

3. Question 3Leadership

   During a retrospective, the team consistently describes conflicts that are never resolved between two senior developers. What should the Scrum Master or agile coach do first?

   1. ARemove the two developers from the team so that the remaining members can work without the tension
   2. BAsk the product owner to resolve the conflict by deciding which of the two developers is technically right
   3. CFacilitate a structured conversation between them, focused on the impact on the team and shared goals
   4. DRecord the conflict in the impediment log and leave it until the next scheduled performance review cycle
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   Correct answer: C

   Facilitating a structured conversation addresses the conflict directly and keeps the focus on shared goals and team impact. Removing people, having the product owner adjudicate technical disputes, and deferring to a performance review each avoid the facilitation the situation needs.

4. Question 4Product

   Which technique is commonly used to prioritize a product backlog by business value and risk?

   1. AOrdering items alphabetically by their title so that every stakeholder can find each item quickly in the list
   2. BRanking items by the seniority of the person who requested them, so that the requests of leaders come first
   3. CPlacing the items in the order that they were first entered into the backlog tool by the product team
   4. DAssessing each item's value, cost, and risk, and reprioritizing the backlog as new information comes in
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   Correct answer: D

   Value, cost, and risk assessment, revisited as information changes, is the basis for prioritizing a backlog in agile products. Alphabetical order, requester seniority, and entry order are not measures of value.

5. Question 5Mindset

   Which statement about the Agile Manifesto's value of working software over comprehensive documentation is most accurate?

   1. ADocumentation is still valued, but the working product is the primary measure of progress for the team
   2. BDocumentation is kept only for auditors, and developers never refer to it when they design or build features
   3. CDocumentation has no value at all, so the team should stop writing it entirely from the first sprint onwards
   4. DWorking software should be delivered only after every document is complete, so that nothing is missed later
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   Correct answer: A

   The manifesto values documentation but places working software first as the main evidence of progress. Stopping documentation entirely, keeping documents for auditors only, or waiting for complete documents before delivery each misread the intent of the value.