PMI-ACP Lite Mock Exam 5 Practice Questions

Test Questions
1. Calculate the return on investment of the following: Gain: $30,000; Cost: $10,000.

A. 33%
B. 200%
C. 300%
D. -50%

2. How might an agile team continuously improve?

A. By isolating team members so that they may focus on developing code

without interruption.
B. By reviewing customer feedback at the end of a project.
C. By using software techniques that are outdated but functional.
D. By keeping up with industry developments in technology.

3. For a new agile project team, what is a good next step for building a high
performance team?

A. Immediately establishing a daily standup where team members are told their
roles.
B. Holding a retrospective where the project leader can assign roles to team
members.
C. Taking the team out for lunch so that members can get to know one another
and establish trust.
D. Calling a meeting where the project leader can assign preliminary tasks to the
team.

4. During the daily scrum, Joseph, the scrum master, notices that several team members
are holding disruptive side conversations. What should Joseph do?

A. Bring up the issue in the project retrospective.

B. Extend the meeting to make up for lost time.
C. Trust that as a self-organizing team, it will notice the issue and correct the
problem.
D. Cancel the meeting.

5. Select a method used in agile for the purpose of prioritization.

A. MoSCoW
B. Cano
C. WIDETOM

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D. Cannon

6. Becky and her agile team have just performed decomposition on several user stories
and wants to prioritize them. What common technique might she and her team use to
prioritize the user stories?

A. Kano
B. Cano
C. Cannon
D. Agile

7. What is a typical scrum timebox value for a sprint review meeting?

A. 4 hours
B. 8 hours
C. 16 hours
D. 24 hours

8. What type of team uses collaboration to solve problems and decides on the path
forward?

A. Honored team
B. Empowered team
C. Integrated team
D. Certified team

9. Ethan as project leader, has been discussing the importance of 'stakeholder

management' with his team. Why is stakeholder management so important?

A. Chances of project success are inversely related to stakeholder involvement.

B. Chances of project success are independent of stakeholder involvement.
C. Chances of project success are greatly improved with engaged stakeholders.
D. Chances of project success are greatly reduced with engaged stakeholders.

10. The general translation of the lean term "Kaizen" is

A. Change through value stream mapping

B. Change though process improvement
C. Change for the better
D. Change through the elimination of waste

11. Of the following, which is NOT a phase of Highsmith's agile project management?

A. Exploring

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 PMI-ACP Lite Mock Exam 5 Practice Questions

B. Closing
C. Envisioning
D. Planning

12. Stella and her team are using a framework where the team follows a prescriptive
development process that plans and manages from the perspective of the product
features. Which framework is Stella's team incorporating into its agile effort?

A. Test driven development (TDD)

B. Defect driven development (3D)
C. Feature driven development (FDD)
D. Acceptance test driven development (ATDD)

13. Paul is explaining the agile project management method to his superiors. He must
describe the phases of agile project management. Which response has the correct
sequence of agile phases as typically introduced by Highsmith?

A. Closing, adapting, exploring, speculating, envisioning

B. Planning, executing, initiating, monitoring and controlling, closing
C. Envisioning, speculating, exploring, adapting, closing
D. Envisioning, exploring, speculating, adapting, closing

14. Select the response that has the traditional project management phases in the proper
sequence (as typically introduced).

A. Initiating, planning, executing, monitoring and controlling, closing

B. Closing, planning, initiating, executing, monitoring and controlling
C. Initiating, planning, executing, closing, monitoring and controlling
D. Planning, executing, initiating, monitoring and controlling, closing

15. Bart is using a cost-to-value matrix technique to understand the value of each feature
in the eyes of the customer. What is a cost-to-value matrix an example of?

A. An WIDETOM analysis technique

B. A priority-based analysis technique
C. A constraints-based analysis technique
D. A value-based analysis technique

16. Wendy is concerned with the recent stagnant performance of her agile team. She
believes it to be highly capable but stuck in a rut. What agile knowledge and skill
technique might Wendy consider?

A. Coaching and mechanizing

B. Crowdsourcing and mentoring
C. Symptom and solution

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D. Coaching and mentoring

17. Peter is a project leader for an agile project. He makes sure that his team always has a
non-threatening environment when it needs to brainstorm. The use of a non-
threatening environment is a…

A. Facilitation method
B. Asymmetric method
C. Capitulation method
D. Prescriptive method

18. How are NPV and IRR similar?

A. Both are used as financial metrics.

B. Both are used as refactoring metrics.
C. Both are used as reflection metrics.
D. Both are used as sprint metrics.

19. From the following, select a technique that promotes agile 'knowledge sharing.'

A. Separation
B. Collocation
C. Isolation
D. Sequestering

20. When value stream mapping it is important to identify areas of waste that exist in the
process. The pneumonic device WIDETOM may be used to remember the different
forms of muda (or waste). What does the M in WIDETOM stand for with respect to
waste?

A. Make-up WIP
B. Mirroring
C. Mistake
D. Motion

21. In agile, the "team space" is an important place that should foster effective
communication. What is a guideline for promoting such an environment?

A. Space for daily stand-up meetings

B. Separation of team members by function
C. Isolation of team members
D. Rotation of team members

22. What is the process called when an agile team subdivides user stories into

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manageable tasks?

A. Sub-tasking
B. Sub-functioning
C. Decomposition
D. Subdivision

23. What is one piece of information a stakeholder can review using a risk-based burnup
chart?

A. The amount of story points remaining to complete in an iteration.

B. The amount of remaining use stories to decompose in a release.
C. The amount of defects identified to date in a release.
D. The amount of story points that will be completed in a project in a worst-case
scenario.

24. Terry is currently negotiating the type of contract for her agile project with the
customer's financial representative. What types of contracts are suitable for agile
efforts?

A. General service for the initial phase with fixed-price contracts for successive
phases; fixed-price; not-to-exceed with fixed-fee
B. General service for the initial phase with fixed-price contracts for successive
phases; cost-reimbursable/time and materials; not-to-exceed with fixed-fee
C. General service for the initial phase with fixed-price contracts for successive
phases; cost-reimbursable/time and materials; fixed-price
D. Fixed-price; cost-reimbursable/time and materials; not-to-exceed with fixed-
fee

25. Which of the following responses is NOT a community value per the PMI agile
community of practice community charter?

A. Courage
B. Honesty
C. Confident
D. Collaboration

26. According to Highsmith and his definition of adaptive leadership, what is one item a
project leader can focus on for "doing agile?"

A. Quality
B. Integrity
C. Value
D. Model

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27. What information radiator, similar to a burnup chart, can be used on an agile project
to show total scope of items in the backlog?

A. Total scope diagram

B. Cumulative flow diagram
C. Lean flow diagram
D. Total flow diagram

28. Kyle is using a popular agile framework that emphasizes the user of information
radiators such as task boards and burndown charts and includes three major phases:
pre-game, game, and post-game. Which framework is Kyle most likely using?

A. Lean
B. Crystal
C. Scrum
D. XP

29. From the following, select a technique that promotes agile 'knowledge sharing.'

A. Extreme programming, extreme rotation

B. Couple programming, couple rotation
C. Pare programming, pare rotation
D. Pair programming, pair rotation

30. What topic area within strategic management helps with the facilitation of a
collaborative environment where stakeholders are heavily involved in a project?

A. Brainstorming management
B. Stakeholder management
C. Teamwork management
D. Collaborating management

31. Select the response that holds one of Ron Jeffries three Cs used to help define user
stories.

A. Creative
B. Collaboration
C. Customer-oriented
D. Confirmation

32. Of the following responses, which is NOT a community value per the PMI agile
community of practice community charter?

A. Collaboration
B. Honesty

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 PMI-ACP Lite Mock Exam 5 Practice Questions

C. Trust
D. Weary

33. What do the three Cs mean with respect to user stories?

A. Card, collaboration, conformance

B. Card, collaboration, confirmation
C. Card, conversation, confirmation
D. Collaboration, conformance, configurable

34. 34. Which of the following responses is a community value per the PMI agile
community of practice community charter?

A. Trust
B. Collected
C. Careful
D. Commandeering

35. Select the response that holds one of Ron Jeffries three Cs used to help define user
stories.

A. Conversation
B. Collaboration
C. Collection
D. Customer-focused

36. Having a high emotional intelligence is important to promote effective

communication in an agile team. What is one of the seven components of emotional
intelligence as defined by Higgs & Dulewicz?

A. Competitiveness
B. Introversion
C. Intuitiveness
D. Self determination

37. Randy always likes to remind himself that the agile software project he is working on
is like a CAS. What does CAS stand for?

A. Cost acquisition system

B. Complex adaptive system
C. Constructive adaptive simulation
D. Complex accrual system

38. Lisa is describing the four Agile Manifesto values to her co-workers. Which response

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lists one of its primary values?

A. Comprehensive documentation
B. Following a plan
C. Individuals and interactions
D. Contract negotiation

39. Which of the following is a key soft skill negotiation quality?

A. Conceding
B. Controlling
C. Collaboration
D. Compromise

40. Why does an agile practitioner during a stand-up meeting state current obstacles to
project progress?

A. To update the obstacle information radiator.

B. To communicate with the team obstacles that collectively it may be able to
resolve.
C. To provide rationale for project delays and false starts.
D. To place blame and let upper management know where inefficiencies exist.

Answers

1. B - Return on Investment (ROI): A metric used to evaluate the efficiency of an investment or

to compare efficiency among a number of investments. To calculate ROI, the return of an
investment (i.e., the gain minus the cost) is divided by the cost of the investment. The result
is usually expressed as a percentage and sometimes a ratio. The product owner is often said
to be responsible for the ROI. [Agile Estimating and Planning. Mike Cohn.] [Value based
prioritization]
2. D - Agile project management places strong emphasis on 'continuous improvement.'
Continuous improvement processes are built into the agile methodology, from customers
providing feedback after each iteration to the team reserving time to reflect on its
performance through retrospectives after each iteration. Ongoing unit and integration testing
and keeping up with technological/industry developments also play a part in the continuous
improvement process. Continuous improvement is also a key principle in the lean
methodology, where a focus of removing waste from the value stream is held. [The Art of
Agile Development. James Shore.] [Knowledge and Skills: Level 2]
3. C - The BEST answer is taking the team out to lunch for bonding and trust building. The
other responses include behaviors atypical of a high performance team (i.e., project leader
controlling and directing too much rather than letting the self-organizing team manage
itself). [Agile Retrospectives: Making Good Teams Great. Esther Derby, Diana Larsen, Ken
Schwaber.] [Knowledge and Skills: Level 2]

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4. C - A high-performance, self-organizing team should realize and correct the disruptive

behavior. [Coaching Agile Teams. Lyssa Adkins.] [Communications]
5. A - An agile team must always face the prioritization of product features in its product
backlog. From release planning to iteration planning, an agile team must prioritize the user
stories/features of its product to ensure that high-quality and high-value features are
developed first to help facilitate an optimized and early return on investment (ROI). An agile
team typically prioritizes requirements or user stories/features in terms of relative value and
risk; value is defined by the customer (i.e., customer-value prioritization). Two common
methods to prioritize product features are: MoSCoW and Kano. The MoSCoW method
categorizes features into 'Must have,' 'Should have,' 'Could have,' and 'Would have' features.
The Kano method categorizes features into 'Must haves (threshold),' 'Dissatisfiers,'
'Satisfiers,' and 'Delighters.' Must haves are features that are requisite. Dissatisfiers are
features that adversely impact perceived value and should be eliminated. 'Satisfiers' are
features that increase perceived value linearly, where the more you add the more the
customer is pleased, but are not required, and 'Delighters' are features that increase perceived
value exponentially to please the customer. To prioritize features based on risk, a risk-to-
value matrix can be used. A risk-to-value matrix has four quadrants, with the horizontal axis
having low and high value, and the vertical axis having low and high risk. User stories are
assigned to one of the four categories/quadrants: low-value, low-risk; low-value, high-risk;
high-value, low-risk; high-value, high-risk. A cost-to-value matrix can also be made in this
manner. All prioritization in agile is 'relative,' meaning that the priority of one user story is
relative to other user stories and not prioritized on a fixed scale. [Lean-Agile Software
Development: Achieving Enterprise Agility. Alan Shalloway, Guy Beaver, James R. Trott.]
[Knowledge and Skills: Level 1]
6. A - In iteration planning, an agile team, collaboratively with the customer, chooses user
stories to include for development. Although the user stories are prioritized in the product
backlog initially during release planning, an agile team and customer should review
prioritization based on progressive elaboration (i.e., gained knowledge and perspective).
Prioritization is often based on value and risk and can be performed using the MoSCoW or
Kano method and through the use of risk-to-value and cost-to-value matrices. An agile team
performs decomposition to subdivide user stories into more manageable tasks so that it may
estimate task time. Tasks for an iteration may also be prioritized based on value, similar to
how user stories are prioritized. [Lean-Agile Software Development: Achieving Enterprise
Agility. Alan Shalloway, Guy Beaver, James R. Trott.] [Knowledge and Skills: Level 1]
7. A - In the agile framework scrum, sprint planning and sprint review meetings are often
timeboxed at four hours. [The Art of Agile Development. James Shore.] [Planning,
monitoring, and adapting]
8. B - Empowered teams - ones that are self-organizing and know how to solve problems with
minimal management involvement - are a cornerstone of the agile methodology. This is the
antithesis to the classic viewpoint of the traditional project manager who is seen as someone
that controls all decisions and delegates tasks to a team with little feedback. An agile team
must include all members and stakeholders to make decisions, and make decisions
expediently. Because it is essential that the user/customer be involved with development, it is
encouraged that the user/customer is closely integrated with the agile team with
collocation/on-site support being ideal. An agile team feels empowered when it collectively

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assumes responsibility for the delivery of the product (i.e., taking ownership). [Coaching
Agile Teams. Lyssa Adkins.] [Knowledge and Skills: Level 1]
9. C - Stakeholder management is a growing topic area within strategic management that brings
awareness to the importance of managing stakeholders (i.e., facilitating active participation
of stakeholders and fostering a strong collaborative environment) for a project's success.
Stakeholder management is typically defined in the context of guiding principles and values.
R. E. Freeman's 'Managing for Stakeholders' includes 10 principles: 1) Stakeholder interests
need to go together over time. 2) We need a philosophy of volunteerism – to engage
stakeholders and manage relationships ourselves rather than leave it to government. 3) We
need to find solutions to issues that satisfy multiple stakeholders simultaneously. 4)
Everything that we do serves stakeholders. We never trade off the interests of one versus the
other continuously over time. 5) We act with purpose that fulfills our commitment to
stakeholders. We act with aspiration towards fulfilling our dreams and theirs. 6) We need
intensive communication and dialogue with stakeholders – not just those who are friendly.
7)Stakeholders consist of real people with names and faces and children. They are complex.
8)We need to generalize the marketing approach. 9) We engage with both primary and
secondary stakeholders. 10) We constantly monitor and redesign processes to make them
better serve our stakeholders. Because stakeholder involvement is critical for the success of a
project, where projects without active participation from stakeholders are prone to failure,
stakeholder management should be a topic that every agile team knows well. [The Art of
Agile Development. James Shore.] [Knowledge and Skills: Level 1]
10. C - The Japanese word "kaizen" means change for the better. [Lean-Agile Software
Development: Achieving Enterprise Agility. Alan Shalloway, Guy Beaver, James R. Trott.]
[Knowledge and Skills: Level 2]
11. D - The agile project management phases, in sequence, are: Envisioning, speculating,
exploring, adapting, closing. [Manifesto for Agile Software Development. Agile Alliance.]
[Knowledge and Skills: Level 1]
12. C - Feature driven development (FDD) uses a prescriptive model where the software
development process is planned, managed, and tracked from the perspective of individual
software features. FDD uses short iterations of two weeks or less to develop a set amount of
features. The five step FDD process is: 1. Develop overall model; 2. Create the features list;
3. Plan by feature; 4. Design by feature; 5 Build by feature. [Agile Software Development:
The Cooperative Game – 2nd Edition. Alistair Cockburn.] [Knowledge and Skills: Level 2]
13. C - The agile project management phases, in sequence of introduction, are: Envisioning,
speculating, exploring, adapting, closing. It is important to note that these phases can occur
simultaneously and iteratively. [Agile Project Management: Creating Innovative Products –
2nd Edition. Jim Highsmith.] [Knowledge and Skills: Level 1]
14. A - The traditional project management phases are typically introduced in the following
sequence: Initiating, planning, executing, monitoring and controlling, and closing. It is
important to note that monitoring and controlling happen concurrently and throughout the
project life-cycle with other phases. [Agile Project Management: Creating Innovative
Products – 2nd Edition. Jim Highsmith.] [Knowledge and Skills: Level 1]
15. D - Value-based analysis strives to understand how value, as defined by the customer, relates
to various components of the product, like features and tasks. Features are often prioritized
with prioritization based on value and risk. Prioritization can be performed using the

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MoSCoW or Kano method and through the use of risk-to-value and cost-to-value matrices.
[Lean-Agile Software Development: Achieving Enterprise Agility. Alan Shalloway, Guy
Beaver, James R. Trott.] [Knowledge and Skills: Level 2]
16. D - Coaching and mentoring within teams can be helpful for nascent agile teams and even
for more experienced agile teams. Coaching and mentoring is the act of helping a person or
team improve performance and achieve realistic goals. Because agile has a value of
continuous improvement, coaching and mentoring is not solely for new or immature teams,
but experienced ones too where coaching can help achieve higher levels of performance. The
amount of coaching and mentoring an agile team needs is variable. Some newer teams will
need a coach guiding the team nearly all the time while others may need a coach only for
particularly challenging situations. A not uncommon scenario is to have a coach help the
team collectively during sprint/iteration planning and then during the iteration help mentor
individual team members. [Coaching Agile Teams. Lyssa Adkins.] [Knowledge and Skills:
Level 1]
17. A - As a project leader or scrum master, effective facilitation methods are critical for
building a high-performance and motivated team. Facilitation of meetings, discussions,
demonstrations, etc., is a constant on an agile project. Some general facilitation methods
include: using a small number of people for brainstorming events; hosting events in a non-
threatening/comfortable environment; having an agenda that is shared with the group ahead
of time; using open-ended questions instead of closed-ended questions; including a diverse
representation to gain a broader perspective of the topic. [Agile Retrospectives: Making
Good Teams Great. Esther Derby, Diana Larsen, Ken Schwaber.] [Knowledge and Skills:
Level 2]
18. A - The internal rate of return (IRR) is a financial metric used to measure and compare the
profitability of investments. The IRR is the "rate" that makes the net present value of all cash
flows from a particular investment equal to zero. Unlike NPV which is a dollar amount (i.e.,
a magnitude) value, the IRR is a rate (i.e.,, a percentage). Often times, the IRR is compared
against a threshold rate value to determine if the investment is a suitable risk worth
implementing. For example, you might calculate an IRR to be 13% for an investment while a
comparative market rate is 2%. The IRR being larger than the comparative market rate,
would indicate the investment is worth pursuing. [Agile Estimating and Planning. Mike
Cohn.] [Value based prioritization]
19. B - In agile, effective 'knowledge sharing' is a critical factor for success. It involves the near
real time communication of key information among all team members and stakeholders. To
promote knowledge sharing, agile uses standard practices built into its process, such as using
generalized specialists/cross functional teams, self-organizing and self-disciplined teams,
collocation, daily stand-up meetings, iteration/sprint planning, release planning, pair
programming and pair rotation, project retrospectives/reflection, and on-site customer
support. And, of course, the sixth principle of Agile is " The most efficient and effective
method of conveying information to and within a development team is face-to-face
conversation." In this sense, Agile prefers and encourages collocation for all stakeholders
and team members for the simple fact that face-to-face conversation is the best method of
communication and, in turn, effective knowledge sharing. [Becoming Agile:…in an imperfect
world. Greg Smith, Ahmed Sidky.] [Knowledge and Skills: Level 1]
20. D - Value stream mapping is a lean manufacturing analysis technique adopted by agile. A

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value stream map may be used to analyze the flow of information or materials from origin to
destination to identify areas of waste. The identified areas of waste are opportunities for
process improvement. Waste can take many forms and can be remembered using the
pneumonic device WIDETOM. W - waiting; I - inventory; D - defects; E - extra processing;
T - transportation; O - overproduction; M - Motion. A value stream map is typically mapped
or charted collaboratively with a team so it may define and view the entire process together,
pinpointing areas of waste within the process. Processes that add value (processing of a part
or feature) are generally referred to as "value-added" and processes that do not (e.g., waiting
for a part to arrive) are generally referred to as "non value-added." Generally speaking, one
wants to reduce, to the largest extent possible, the non value-added time (i.e., areas of waste).
[Lean-Agile Software Development: Achieving Enterprise Agility. Alan Shalloway, Guy
Beaver, James R. Trott.] [Value stream analysis]
21. A - A warm, welcoming environment that promotes effective communication, innovation,
and motivated team members is an important aspect to consider when designing team space.
Guidelines for a better agile team space include: collocation of team members; reduction of
non-essential noise/distractions; dedicated whiteboard and wall space for information
radiators; space for the daily stand-up meeting and other meetings; pairing workstations; and
other pleasantries like plants and comfortable furniture. [Agile Retrospectives: Making Good
Teams Great. Esther Derby, Diana Larsen, Ken Schwaber.] [Communications]
22. C - In iteration planning, an agile team, collaboratively with the customer, chooses user
stories to include for development. Although the user stories are prioritized in the product
backlog initially during release planning, an agile team and customer should review
prioritization based on progressive elaboration (i.e., gained knowledge and perspective).
Prioritization is often based on value and risk and can be performed using the MoSCoW or
Kano method and through the use of risk-to-value and cost-to-value matrices. An agile team
performs decomposition to subdivide user stories into more manageable tasks so that it may
estimate task time. Tasks for an iteration may also be prioritized based on value, similar to
how user stories are prioritized. [Lean-Agile Software Development: Achieving Enterprise
Agility. Alan Shalloway, Guy Beaver, James R. Trott.] [Knowledge and Skills: Level 1]
23. D - A risk-based burnup chart tracks targeted and actual product delivery progress and also
includes estimates of how likely the team is to achieve targeted value adjusted for risk.
Typically, risk is shown as three different levels: best-case; most likely; and worst-case. For
example, if you have a 10 iteration project and the team's current velocity is 10 story points,
you can portray the chance of completing 100 story points (most likely case), the chance of
completing 80 story points (worst-case), and the chance of completing 120 story points
(best-case). In this way, the stakeholders get a feel for the range of risk. [The Art of Agile
Development. James Shore.] [Risk management]
24. B - Fixed-price contracts, although typical of traditional projects where scope is defined
ahead of time, are not well suited for agile. When scope is fixed it can deter a team from
exploring out-of-scope solutions that may add value to the product. Contracts suited for agile
include: general service for the initial phase with fixed-price contracts for successive phases;
cost-reimbursable/time and materials; not-to-exceed with fixed-fee; and a combination with
incentives. [Agile Software Development: The Cooperative Game – 2nd Edition. Alistair
Cockburn.] [Knowledge and Skills: Level 3]
25. C - The following are community values of the PMI agile community of practice community

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 PMI-ACP Lite Mock Exam 5 Practice Questions

charter: Vision, Servant Leadership, Trust, Collaboration, Honesty, Learning, Courage,

Openness, Adaptability, Leading Change, Transparency [PMI Agile Community of Practice
Community Charter. Project Management Institute.] [Knowledge and Skills: Level 1]
26. A - Highsmith defines adaptive leadership as two dimensional: Being agile and doing agile.
Being agile includes focusing on cornerstones of agile project management, like incremental
delivery, continuous integration, and adapting to changing requirements. Doing agile
includes several activities that an agile leader must do: do less; speed-to-value, quality, and
engage and inspire. [Agile Project Management: Creating Innovative Products – 2nd
Edition. Jim Highsmith.] [Soft skills negotiation]
27. B - Like burnup charts, cumulative flow diagrams are information radiators that can track
progress for agile projects. CFDs differ from traditional burnup charts because they convey
total scope (not started, started, completed) of the entire backlog. Tracked items can be
features, stories, tasks, or use cases. By tracking total scope, CFDs communicate absolute
progress and give a proportional sense of project progress (e.g., On Day 14: 15% of features
have been completed; 15% have been started; and, 70% have not been started). [Lean-Agile
Software Development: Achieving Enterprise Agility. Alan Shalloway, Guy Beaver, James
R. Trott.] [Planning, monitoring, and adapting]
28. C - Scrum is a framework that strives to facilitate the development of complex products
quickly and efficiently, the adaptation of changing requirements, the delivery of working
products incrementally. Scrum development includes three major phases: pre-game, game,
and post-game. Scrum emphasizes the use of product and sprint backlogs, iterative
development (termed "sprints"), daily stand-up meetings (termed "scrums"), sprint reviews
(demos) and reflection, and the use of information radiators such as task boards and
burndown charts. [Ken Schwaber. Agile Project Management with Scrum. Chapter 1.]
[Knowledge and Skills: Level 2]
29. D - In agile, effective 'knowledge sharing' is a critical factor for success. It involves the near
real time communication of key information among all team members and stakeholders. To
promote knowledge sharing, agile uses standard practices built into its process, such as using
generalized specialists/cross functional teams, self-organizing and self-disciplined teams,
collocation, daily stand-up meetings, iteration/sprint planning, release planning, pair
programming and pair rotation, project retrospectives/reflection, and on-site customer
support. And, of course, the sixth principle of Agile is " The most efficient and effective
method of conveying information to and within a development team is face-to-face
conversation." In this sense, Agile prefers and encourages collocation for all stakeholders
and team members for the simple fact that face-to-face conversation is the best method of
communication and, in turn, effective knowledge sharing. [Becoming Agile: …in an
imperfect world. Greg Smith, Ahmed Sidky.] [Knowledge and Skills: Level 1]
30. B - Stakeholder management is a growing topic area within strategic management that brings
awareness to the importance of managing stakeholders (i.e., facilitating active participation
of stakeholders and fostering a strong collaborative environment) for a project's success.
Stakeholder management is typically defined in the context of guiding principles and values.
R. E. Freeman's 'Managing for Stakeholders' includes 10 principles: 1) Stakeholder interests
need to go together over time. 2) We need a philosophy of volunteerism – to engage
stakeholders and manage relationships ourselves rather than leave it to government. 3) We
need to find solutions to issues that satisfy multiple stakeholders simultaneously. 4)

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 PMI-ACP Lite Mock Exam 5 Practice Questions

Everything that we do serves stakeholders. We never trade off the interests of one versus the
other continuously over time. 5) We act with purpose that fulfills our commitment to
stakeholders. We act with aspiration towards fulfilling our dreams and theirs. 6) We need
intensive communication and dialogue with stakeholders – not just those who are friendly.
7)Stakeholders consist of real people with names and faces and children. They are complex.
8)We need to generalize the marketing approach. 9) We engage with both primary and
secondary stakeholders. 10) We constantly monitor and redesign processes to make them
better serve our stakeholders. Because stakeholder involvement is critical for the success of a
project, where projects without active participation from stakeholders are prone to failure,
stakeholder management should be a topic that every agile team knows well. [The Art of
Agile Development. James Shore.] [Knowledge and Skills: Level 1]
31. D - Ron Jeffries' three Cs for user story definition are card, conversation, confirmation. [User
Stories Applied: For Agile Software Development. Mike Cohn.] [Planning, monitoring, and
adapting]
32. D - The following are community values of the PMI agile community of practice community
charter: Vision, Servant Leadership, Trust, Collaboration, Honesty, Learning, Courage,
Openness, Adaptability, Leading Change, Transparency [PMI Agile Community of Practice
Community Charter. Project Management Institute.] [Knowledge and Skills: Level 1]
33. C - Ron Jeffries' three Cs for user story definition are card, conversation, confirmation. [User
Stories Applied: For Agile Software Development. Mike Cohn.] [Planning, monitoring, and
adapting]
34. A - The following are community values of the PMI agile community of practice community
charter: Vision, Servant Leadership, Trust, Collaboration, Honesty, Learning, Courage,
Openness, Adaptability, Leading Change, Transparency [PMI Agile Community of Practice
Community Charter. Project Management Institute.] [Knowledge and Skills: Level 1]
35. A - Ron Jeffries' three Cs for user story definition are card, conversation, confirmation. [User
Stories Applied: For Agile Software Development. Mike Cohn.] [Planning, monitoring, and
adapting]
36. C - Higgs & Dulewicz (1999) defines emotional intelligence using seven components: 1)
Self-awareness, 2) Emotional resilience, 3) Motivation, 4) Interpersonal sensitivity, 5)
Influence, 6) Intuitiveness, and 7) Conscientiousness. [Coaching Agile Teams. Lyssa
Adkins.] [Soft skills negotiation]
37. B - A complex adaptive system, or CAS, is a system composed of interacting, adaptive
agents or components. The term is used in agile to remind practitioners that the development
of a product is adaptive in that previous interactions, events, decisions influence future
behavior. The term chaordic (a made up word blending chaotic and order) is sometimes used
when describing CASs. Literature points to three key characteristics of chaordic projects:
alignment and cooperation, emergence and self-organization, and learning and adaptation.
[Agile Project Management: Creating Innovative Products – 2nd Edition. Jim Highsmith.]
[Knowledge and Skills: Level 3]
38. C - The Agile Manifesto defines four values. The four values list primary values and
secondary values, with primary values superseding secondary values. The values are 1)
individuals and interactions over processes and tools, 2) working software over
comprehensive documentation, 3) customer collaboration over contract negotiation, and 4)

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 PMI-ACP Lite Mock Exam 5 Practice Questions

responding to change over following a plan. [Manifesto for Agile Software Development.
Agile Alliance.] [Knowledge and Skills: Level 1]
39. C - Key soft skills negotiation qualities for the effective implementation and practice of agile
are: emotional intelligence, collaboration, adaptive leadership, negotiation, conflict
resolution, servant leadership. [Coaching Agile Teams. Lyssa Adkins.] [Soft skills
negotiation]
40. B - The key characteristics of a healthy standup meeting include: peer pressure - the team is
dependent upon each other so expectations of peers drives progress; finegrained coordination
- the team should understand the necessity for focus and working dependently; fine focus -
the team should understand the need for brevity in the stand-up meeting so the team can be
productive; daily commitment - the team should understand the value of daily commitments
to each other and uphold those commitments; identification of obstacles - the team
collectively should be aware of each other's obstacles so that the team collectively can try to
resolve them. [The Art of Agile Development. James Shore.] [Communications]

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