Try the questions in the test above first, then open each one here to see the correct answer and why every other option is wrong.
01A startup team released a minimum viable product to 200 users. Sign-ups are high, but only 5% return after the first week. The product owner wants to add three new features requested by investors. What should the agile practitioner recommend?
Practice question Unit: Mindset
ARun a marketing campaign to bring in more users before deciding
More users entering a product that does not retain them repeats the same result without new learning.
BFind out why users drop off and test a small retention fix first ✓ Correct answer
Right: the data shows the core value is not yet validated, so the next experiment should target the retention problem.
CFind out from users who left which features they want, and add the most requested
A survey is reasonable, but jumping to new features before testing a retention change repeats an untested assumption.
DTreat the high sign-ups as proof of demand and build the investor features next
Sign-ups show interest, but a 5% return rate shows the product does not yet meet the need; more features may not fix that.
Reference: PMI-ACP Examination Content Outline (Nov 2024; document dated March 2026), Domain I Mindset, Task 1 Experiment Early, enabler: Build an increment of the product to validate solution and/or market need, p.7; ECO Tools and Techniques, Value-based prioritization: minimum viable product (MVP), p.13
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02A team signed a fixed-price contract with a customer. Halfway through, the customer wants to swap two low-value features for one new high-value feature of similar size. The contract manager says the contract does not allow changes. Which action BEST reflects agile values?
Practice question Unit: Mindset
ADiscuss with the customer and contract manager a swap of equal-size scope within the fixed price ✓ Correct answer
Right: customer collaboration over contract negotiation; an equal-size swap keeps cost and time while increasing value.
BHold to the contract as written to protect both sides under the fixed price
Holding to the original list delivers lower value than the customer now needs.
CRaise a formal change request and increase the fixed price for the new feature
A change request is possible, but it raises the price and ignores the customer's offer of a same-size swap within the price.
DBuild the new feature in addition to the original scope and keep the customer satisfied
Adding scope without adjusting price or time is not sustainable and ignores the trade-off offered.
Reference: PMI-ACP Examination Content Outline (Nov 2024; document dated March 2026), Domain I Mindset, Task 2 Embrace Agile Mindset, enabler: Use agile values and principles, p.7; Manifesto for Agile Software Development (2001), Values
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03A team created working agreements three months ago. Two new members have joined, the team has become distributed, and several agreements are quietly ignored. Which action BEST addresses the situation?
Practice question Unit: Mindset
ARe-examine the agreements with all team members, new members included ✓ Correct answer
Right: agreements must reflect the current team and context; new members and distribution both call for an update.
BKeep the agreements as written and give each new member a buddy who explains them
Explaining helps, but the team has changed and gone distributed, so the agreements need a joint update.
CReview the agreements with the two new members only to confirm that they accept them
New members did not shape the agreements, and the distributed setup is still not addressed.
DRemind everyone of the agreements at the next stand-up
A reminder ignores why the agreements stopped working: the team changed and went distributed, and the new members never shaped them.
Reference: PMI-ACP Examination Content Outline (Nov 2024; document dated March 2026), Domain I Mindset, Task 3 Promote Collaborative Team Environment, enabler: Establish team vision and working agreements, p.7
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04An agile practitioner promised the team to protect a focus week from new requests, but then accepted an urgent request from a senior executive without telling the team. Members found out and are upset. What should the practitioner do?
Practice question Unit: Leadership
AApologize in general terms and move the request into the next focus week
A vague apology skips the specific mistake, and moving the request agrees nothing about future cases.
BAdmit the mistake candidly and agree how such cases are handled from now on ✓ Correct answer
Right: owning a broken promise and agreeing a transparent rule is the fastest way to rebuild trust.
CExplain the executive's urgency and ask the team to accept the exception this once
Explaining without admitting the secret broken promise leaves trust damaged.
DAgree with the team to route each future request to the product owner
A routing rule helps, but without admitting the mistake and explaining it, trust is not rebuilt.
Reference: PMI-ACP Examination Content Outline (Nov 2024; document dated March 2026), Domain II Leadership, Task 1 Empower Teams, enabler: Establish an environment of trust (e.g., enable transparent communication), p.9
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05Customer complaints rose after a release. The team suspects several causes: unclear requirements, a new third-party library, and reduced test coverage. Time is limited. What is the BEST way to investigate?
Practice question Unit: Leadership
AMap causes on a fishbone diagram and check the likeliest against data ✓ Correct answer
Right: structuring causes and testing the most probable with evidence uses limited time well.
BAsk customers which problem they noticed first and fix that cause
What customers notice first is a symptom, not evidence of the likeliest cause.
CRoll back the library first, since that is the usual source of such problems
Assuming the cause skips the investigation.
DRestore test coverage first to stop more defects slipping through
It may be one cause, but starting there assumes the cause instead of checking it against data.
Reference: PMI-ACP Examination Content Outline (Nov 2024; document dated March 2026), Domain II Leadership, Task 2 Facilitate Problem Resolution, enabler: Investigate the root cause of problems (e.g., root cause analysis, Ishikawa), p.9
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06Two backlog items have similar business value. Item A takes 2 weeks and reduces a daily cost of delay of $5,000; item B takes 4 weeks and reduces a daily cost of delay of $8,000. Using weighted shortest job first (cost of delay ÷ duration), which should be done first?
Practice question Unit: Product
AItem B, as its ratio of 2,000 is lower and less risky
In WSJF, the higher ratio goes first.
BEither one, since both have similar business value
Duration and cost of delay still differ.
CItem A, as its ratio of 2,500 beats item B's 2,000 ✓ Correct answer
Right: 5,000 ÷ 2 = 2,500 and 8,000 ÷ 4 = 2,000, so A gives more value per unit of time.
DItem B, as its cost of delay is the higher of the two
Higher cost of delay alone ignores duration.
Reference: PMI-ACP Examination Content Outline (Nov 2024; document dated March 2026), Domain III Product, Task 1 Refine product backlog, enabler: Prioritize the backlog items with the customer/stakeholder, p.10
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07Two departments each want the next increment to serve them. Finance needs invoice automation for quarter-end; marketing wants a campaign feature. The company's top goal is cash flow. What should the agile practitioner do?
Practice question Unit: Product
AAsk the sponsor to settle the dispute between the two departments
Escalation skips a transparent, criteria-based decision.
BHelp the team choose the one that is technically simpler to build
Ease alone does not align with business priority.
CRank both requests against the cash-flow goal with the product owner ✓ Correct answer
Right: weighing requests against the top business priority in a joint discussion aligns the increment and keeps both informed.
DDeliver the campaign feature first to bring in new revenue
Future revenue matters, but the top goal is cash flow, which quarter-end invoicing serves directly; the decision belongs with the product owner.
Reference: PMI-ACP Examination Content Outline (Nov 2024; document dated March 2026), Domain III Product, Task 2 Manage increments, enabler: Ensure increment is aligned with business priorities, p.10
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08A team releases every two weeks, but each release contains half-finished pieces hidden behind toggles that customers cannot use. Stakeholders say they "never see anything new." What should the agile practitioner do?
Practice question Unit: Delivery
ASwitch to quarterly releases so each one has more to show
Longer cycles delay feedback further.
BHelp slice work so each release has something customers use ✓ Correct answer
Right: small increments must be usable to bring feedback; frequent hidden releases do not.
CKeep the cadence, treating frequent releases as the agile goal
Frequency without usable value misses the point.
DRemove the toggles and release the unfinished parts as they are
Releasing unfinished work harms quality.
Reference: PMI-ACP Examination Content Outline (Nov 2024; document dated March 2026), Domain IV Delivery, Task 1 Seek early feedback, enabler: Deliver work in small increments, p.11
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09A team radiates velocity on a big screen in the office. Managers begin comparing teams by velocity, and teams start inflating estimates. What should the agile practitioner do?
Practice question Unit: Delivery
AExplain velocity's purpose and offer managers outcome metrics ✓ Correct answer
Right: velocity is a team planning tool; managers need metrics fit for their decisions.
BNormalize story points across teams so comparisons are fair
Normalizing invites more gaming.
CShow velocity only as a team trend with no team names
Hiding names does not fix the misunderstanding of velocity's purpose.
DTake down the velocity screen and keep the data within the team
Hiding it stops the comparison for now, but cuts transparency and does not fix the managers' misunderstanding.
Reference: PMI-ACP Examination Content Outline (Nov 2024; document dated March 2026), Domain IV Delivery, Task 2 Manage agile metrics, enabler: Radiate metrics across the relevant audience, p.11
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10A key third-party API will change in two months, possibly breaking several features. The team suggests three responses: rebuild now, add an adapter layer, or wait for details. What should the agile practitioner do?
Practice question Unit: Delivery
AAgree with the team on the adapter layer as usually the safest choice
Deciding alone skips the team's analysis.
BFacilitate a team discussion of each option's cost and risk ✓ Correct answer
Right: engaging the team to compare options finds the most appropriate course of action.
CRebuild now and avoid the risk of waiting
Early action is not always the best value.
DDelay any response, since the change may not happen as announced
Waiting may leave too little time.
Reference: PMI-ACP Examination Content Outline (Nov 2024; document dated March 2026), Domain IV Delivery, Task 3 Manage impediments and risk, enabler: Engage the team to find the most appropriate course of action, p.11
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