Free PMI PMI-ACP Practice Exam with Questions & Answers | Set: 7

Engage the project stakeholders to assess the best practices to apply and plan the deliverables before implementation.

Recommend an agile delivery approach and provide information to the stakeholders on agile values and principles.

Educate the team about scrum and ensure that all members are aligned to the roles required.

Consult executive leadership for the most appropriate method for delivery using existing organizational practices.

Invite the team to iteration review meetings

Obtain agreement from the product owner on business requirements

Request that regular reports are sent to stakeholders.

Confirm managers and stakeholders are invited to product review meetings

Run automated tests on the legacy functionality.

Ask the customer to write tests that will be used to know when a story has been correctly developed.

Start coding on the selected user stories to meet the requirements.

Write tests that will be used to know when a story has been correctly developed.

Ask the developers to keep their estimation so that the team is transparent with their level of understanding of work.

Agree with the team to keep their estimation as the final number of story points will be the average of all team members.

Propose to consider the estimations of only senior developers and have the junior developers learn from them.

Encourage the team to keep their estimation as this will help surface different constraints and assumptions that others might have missed.

Arrange afternoon touchpoints where the team can discuss what they have done during the day

Request that the project sponsor is present during daily standugs to increase commitment from the team.

Send out daily activity tasks to each member of the team, mitigating the risk of tasks being forgotten.

Make use of a kanban board so that the team will have a clear view of the work in progress (WIP) for the release.

Conduct thorough requirements analysis and validation.

Allocate experienced developers and perform code reviews.

Plan for sufficient support resources post-deployment.

Develop comprehensive testing involving the quality assurance team.

Use a successful platform on which several object-oriented products have been developed in the past.

Create a quick mock-up of the product to serve as a visual tool and adjust it until consensus is reached.

Include brief exploratory iterations, proof-of-concept (POC). to reduce project risk at the beginning of every project cycle.

Deliver an iteration planning diagram, allowing a 2-week refactoring period at the end of the project.

Ask the project manager to work with the product owner to help generate clearer stories in the future.

Develop guidelines to prevent future occurrences.

During the retrospective, discuss the issue and create an action plan to avoid it in the future.

Allow the team to devise a corrective action without external intervention.

Facilitate a team discussion to identify knowledge gaps and determine the best way to address them.

Ask the line manager to assign the team member with the required technical knowledge.

Meet with the team member's line manager to discuss their development plan.

Provide the team member with training in any lacking areas.

Review the burndown chart to identify ways to increase efficiency.

Chair a weekly team retrospective focusing on identifying areas for continuous improvement.

Ask a senior manager to initiate a root-cause analysis.

Identify team key performance indicators (KPIs) and create positive incentives when targets are achieved.

Add a goal to the current iteration to fully mitigate or control the risk.

Balance risk reduction and value adding activities in the next iteration.

Continue with the current plan to maintain team velocity.

Update the risk register and seek direction from a risk specialist.

At the sprint retrospective, the scrum master and development team should discuss why the team did not know the specialist was unavailable during the sprint. The scrum master should then set clear rules so situations like these can be avoided in the future.

It can be very distressing for a Scrum team not to reach its sprint goals. The scrum master should hold an evaluation meeting to discuss who in the team was responsible for discovering the specialist was not available, then make an improvement task for the next sprint.

The scrum master, as a servant leader, should always try to remain positive about the team's work. Even when team members’ make mistakes, there should be trust that everyone is doing their best. Engaged team members work more efficiently, and a sustainable pace is important for project success.

At the sprint retrospective, the Scrum team should reflect on how the past sprint has worked out. The scrum master should facilitate an open discussion to discover the root causes for the missed sprint goals and find a way to avoid similar situations in future sprints.

Just-in-time (JIT) refinement

Stories to be released in each sprint

Infrastructure updates

Funding decisions

Ownership, because team members will be in charge of whatever happens during the project life cycle.

Conflict is not productive and team members should resolve issues by themselves.

Better decision-making, because the team is encouraged to join in constructive conflict.

Leaders should incentivize conflict because it is inevitable in the workplace.

All the teams from both products should be simultaneously called together and allowed to completely self-manage

Teams that worked on similar components in the separate products should be combined to minimize disruption andcapitalize on synergies

After grouping individuals by role multi-discipline teams should be created that are comprised of one member from eachrole

Features should be prioritized and then teams should be organized around those priorities