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An agile team is planning the next iteration for a product release that has accumulated technical debt. What should the team do?
The correct answer is A -- Add code cleanup activities to the product backlog and request prioritization by the product owner. In Agile, technical debt should be made visible and managed like any other backlog item. The product owner is responsible for backlog prioritization and must balance feature delivery with quality-related tasks.
From the PMI Agile Practice Guide:
''Technical debt should be made transparent and included in the product backlog. Teams should advocate for addressing it, and the product owner prioritizes its resolution based on the impact to future work.''
(PMI Agile Practice Guide, Section 5.5 -- Technical Debt)
Mike Griffiths' guidance reinforces this:
''Technical debt erodes long-term productivity and must be tracked and addressed. Agile teams collaborate with product owners to prioritize and schedule code cleanup or refactoring activities.''
(Mike Griffiths, PMI-ACP Exam Prep, Chapter 7 -- Continuous Improvement)
Incorrect options:
B and C bypass the product owner's prioritization role.
D delays action unnecessarily and misrepresents Agile's emphasis on transparency and early resolution.
Answe r: A
A project manager is leading a large agile project with multiple deliverables at each phase of completion. The project team has informed the project manager that the deliverables are completed per the team agreement.
Which agile practice should the project manager advise their team use to ensure deliverables are completed and ready for release?
The Definition of Done (DoD) is a crucial agile practice that outlines the agreed-upon criteria for when a deliverable is considered complete and ready for release. It ensures that all aspects of the deliverable meet the necessary standards and requirements before it is finalized. Additionally, the team should demonstrate the deliverable, typically during a sprint review or other appropriate meeting, to confirm that it meets stakeholder expectations and aligns with the project goals. This practice helps ensure that the deliverables are truly complete and ready for release, avoiding rework and maintaining a high level of quality.
A company has decided to combine two similar products consisting of multiple teams into one product. Engaged customers want to know how the company is looking at re-organizing its teams.
What strategy should be employed to re-organize the teams?
The correct answer is D -- Features should be prioritized and then teams should be organized around those priorities. In agile scaling and reorganization, forming feature teams allows for the creation of cross-functional, end-to-end value delivery units. This reduces dependencies and promotes customer-focused outcomes.
From the PMI Agile Practice Guide:
''Teams are best organized around delivering customer value. When scaling or merging efforts, restructuring around features or customer priorities improves flow, minimizes handoffs, and supports agility at scale.''
(PMI Agile Practice Guide, Section 5.5 -- Agile Scaling Considerations)
Mike Griffiths notes:
''Agile scaling favors organizing teams around features and capabilities rather than components. Feature teams are cross-functional and able to deliver end-to-end slices of functionality with minimal dependencies.''
(Mike Griffiths, PMI-ACP Exam Prep, Chapter 4 -- Scaling Agile and Team Formation)
Incorrect options:
A can lead to chaos without structure.
B reinforces siloed, component-based teams which increase integration risk.
C recreates functional silos rather than cross-functional teams.
Answe r: D
A global organization is migrating its IT infrastructure from traditional, physical assets to cloud-based assets. Agile concepts are new to the organization because it currently uses a predictive approach.
What should an Agile Coach do to facilitate a culture change to an Agile approach?
The correct answer is D -- Develop and distribute a high-level summary of how Agile offers greater benefits than predictive to the organization's executive directors, and if executive directors agree with the summary, distribute it organization-wide.
Cultural change must be supported from the top. Executive buy-in is crucial for any organizational transformation. Agile coaches work with leadership to promote Agile values, educate key decision-makers, and cascade change throughout the organization in a structured and supported way.
From the PMI Agile Practice Guide:
''Cultural change requires executive sponsorship. Coaches must engage with senior leadership to build understanding, alignment, and support before broader rollout.''
(PMI Agile Practice Guide, Section 2.1 -- Introducing Agile)
Mike Griffiths confirms:
''Agile adoption is most effective when leadership embraces its principles. Change must be seeded and supported at the executive level before diffusing to teams.''
(Mike Griffiths, PMI-ACP Exam Prep Book, Chapter 2 -- Agile Mindset)
Other options:
A gives control to mid-management, which may hinder transformation.
B misdirects effort (vendors, not coaching focus).
C risks premature deployment without leadership support.
Answe r: D
An agile project manager is planning the initial scope, schedule, and cost range estimates on a new project. The team will be using Kanban to control work.
What metrics should the team use to measure performance?
The correct answer is A -- Lead time, throughput, and due date performance. These are key flow-based metrics used in Kanban systems to monitor performance, efficiency, and predictability of delivery.
From the PMI Agile Practice Guide:
''Kanban systems rely heavily on flow metrics to measure performance and identify bottlenecks. Key Kanban metrics include lead time, throughput, and cycle time. These metrics provide insights into how quickly work is flowing through the system.''
(PMI Agile Practice Guide, Section 5.5 -- Kanban System Metrics)
Mike Griffiths further explains:
''Kanban teams track cumulative flow, lead time, and throughput to ensure steady and predictable delivery. Due date performance is used to evaluate commitments and reliability.''
(Mike Griffiths, PMI-ACP Exam Prep, Chapter 3 -- Value-Driven Delivery)
Incorrect options:
B refers to tools and principles, not performance metrics.
C includes practices not specific to Kanban metrics.
D includes some Scrum metrics, such as burndown, but not Kanban-centric ones.
Answe r: A
