PMI-ACP® EXAM PREP 2026: UPDATED PRACTICE
QUESTIONS Comprehensive Agile Project Management
Review Detailed Rationales, Verified Answers, Complete
Success Workbook
Exam Strategy & How to Use This Workbook
o Domain I: Mindset – 28%
o Domain II: Leadership – 25%
o Domain III: Product – 19%
o Domain IV: Delivery – 28%
• Time Management: For this 100-question practice test, set a timer for 150
minutes to simulate exam pressure.
• Agile Mindset: Always think like a servant-leader. Focus on collaboration,
empirical process control, value-driven delivery, and continuous
improvement. Avoid "command-and-control" solutions.
• Key Frameworks: Questions cover Scrum, Kanban, XP, Lean, Crystal,
FDD, and hybrid practices.
1. An organization has mandated daily 15-minute standup meetings for all
project teams. After one month, teams report the meetings are unproductive
and feel like status reports to management. What is the MOST likely root
cause?
A. The teams are not following the Scrum framework correctly.
B. The organization adopted the mechanics of Agile without embracing the culture
and mindset.
C. The daily standup should be extended to 30 minutes to allow for more
discussion.
D. The project managers should not attend the standup meetings.
,2. A Scrum Master notices the team's velocity has been steadily declining over
the last four sprints. The team seems disengaged during sprint planning.
What should the Scrum Master do FIRST?
A. Add more team members to increase capacity.
B. Ask the Product Owner to reduce the scope of user stories.
C. Facilitate a discussion with the team during the retrospective to understand the
root cause of the decline.
D. Recommend the team work overtime to catch up.
3. During a Sprint Review, a key stakeholder requests a significant new
feature that was not in the Sprint Backlog. The Product Owner is present.
What should happen next?
A. The Scrum Master should add the feature to the current sprint immediately.
B. The Product Owner should evaluate the request and potentially add it to the
Product Backlog for future prioritization.
C. The team should start working on the feature right away to satisfy the
stakeholder.
D. The stakeholder's request should be rejected since it was not planned.
4. A project team is using Kanban. The Cumulative Flow Diagram (CFD)
shows the "In Progress" band widening significantly over the past two weeks.
What does this indicate?
A. The team is becoming more efficient.
B. Work is piling up in the "In Progress" state, indicating a bottleneck.
C. The team is completing work faster than before.
D. The WIP limits should be increased.
5. A new Agile team is struggling with estimation. The stories are consistently
underestimated, and the team misses sprint commitments. What is the BEST
approach to improve estimation accuracy?
A. Have the most senior developer provide all estimates.
B. Use historical velocity and refine estimation techniques through retrospectives.
,C. Ask the Product Owner to estimate based on business value.
D. Double all estimates to build in a safety buffer.
6. In Lean software development, what is the PRIMARY purpose of limiting
Work In Progress (WIP)?
A. To ensure team members are always busy.
B. To reduce context switching and optimize flow.
C. To increase the number of features delivered per sprint.
D. To make the team work faster.
7. A Product Owner is struggling to maintain a healthy Product Backlog.
Stakeholders keep adding new requests, and the backlog has grown to over
200 items. What should the Product Owner do?
A. Accept all items and prioritize them as they come.
B. Regularly refine the backlog, collaborate with stakeholders to clarify items, and
ensure only the highest-value items remain near the top.
C. Ask the development team to help manage the backlog.
D. Delete all items that are more than three months old.
8. An Agile team is colocated and has been working together for six months.
During a retrospective, a team member expresses frustration that the daily
standup has become a detailed technical problem-solving session lasting 45
minutes. What is the BEST action for the Scrum Master?
A. Cancel the daily standup and switch to weekly meetings.
B. Coach the team to keep the standup focused on the three key questions and
move detailed discussions to a separate "breakout" session.
C. Extend the standup to one hour to allow for complete technical discussions.
D. Assign a team member to be the "technical lead" to handle all detailed
discussions.
9. An organization is adopting Agile for the first time. The project sponsor is
accustomed to detailed Gantt charts and firm delivery dates. The sponsor is
, frustrated with the lack of a detailed long-term plan. What should the Agile
coach do?
A. Create a detailed Gantt chart for the entire project to appease the sponsor.
B. Educate the sponsor on the benefits of adaptive planning and the empirical
nature of Agile, showing a release plan and vision.
C. Tell the sponsor that Agile does not use planning.
D. Ask the sponsor to stop attending project meetings.
10. A team is using Extreme Programming (XP). They are practicing Test-
Driven Development (TDD). What is the primary benefit of TDD?
A. It eliminates the need for a separate testing phase.
B. It ensures code is thoroughly tested and meets requirements by writing tests
before code.
C. It reduces the overall time of development.
D. It allows developers to work without a plan.
11. During Sprint Planning, the team pulls in 30 story points based on their
historical velocity of 25 points. The Product Owner is concerned the team is
overcommitting. What should the Scrum Master advise?
A. Force the team to commit to only 25 points.
B. Allow the team to commit to 30 points but remind them of the consequences of
failure.
C. Support the team's decision and trust their self-organization, while noting the
risk.
D. Ask the Product Owner to remove low-priority stories.
12. A project manager in a hybrid environment is managing a project with
both predictive and Agile components. The Agile team is delivering working
software every two weeks, while the predictive team is producing detailed
documentation. What is the BEST way to integrate these efforts?
A. Keep the teams completely separate to avoid confusion.
B. Plan integration points in advance and treat them as risks to be managed.
QUESTIONS Comprehensive Agile Project Management
Review Detailed Rationales, Verified Answers, Complete
Success Workbook
Exam Strategy & How to Use This Workbook
o Domain I: Mindset – 28%
o Domain II: Leadership – 25%
o Domain III: Product – 19%
o Domain IV: Delivery – 28%
• Time Management: For this 100-question practice test, set a timer for 150
minutes to simulate exam pressure.
• Agile Mindset: Always think like a servant-leader. Focus on collaboration,
empirical process control, value-driven delivery, and continuous
improvement. Avoid "command-and-control" solutions.
• Key Frameworks: Questions cover Scrum, Kanban, XP, Lean, Crystal,
FDD, and hybrid practices.
1. An organization has mandated daily 15-minute standup meetings for all
project teams. After one month, teams report the meetings are unproductive
and feel like status reports to management. What is the MOST likely root
cause?
A. The teams are not following the Scrum framework correctly.
B. The organization adopted the mechanics of Agile without embracing the culture
and mindset.
C. The daily standup should be extended to 30 minutes to allow for more
discussion.
D. The project managers should not attend the standup meetings.
,2. A Scrum Master notices the team's velocity has been steadily declining over
the last four sprints. The team seems disengaged during sprint planning.
What should the Scrum Master do FIRST?
A. Add more team members to increase capacity.
B. Ask the Product Owner to reduce the scope of user stories.
C. Facilitate a discussion with the team during the retrospective to understand the
root cause of the decline.
D. Recommend the team work overtime to catch up.
3. During a Sprint Review, a key stakeholder requests a significant new
feature that was not in the Sprint Backlog. The Product Owner is present.
What should happen next?
A. The Scrum Master should add the feature to the current sprint immediately.
B. The Product Owner should evaluate the request and potentially add it to the
Product Backlog for future prioritization.
C. The team should start working on the feature right away to satisfy the
stakeholder.
D. The stakeholder's request should be rejected since it was not planned.
4. A project team is using Kanban. The Cumulative Flow Diagram (CFD)
shows the "In Progress" band widening significantly over the past two weeks.
What does this indicate?
A. The team is becoming more efficient.
B. Work is piling up in the "In Progress" state, indicating a bottleneck.
C. The team is completing work faster than before.
D. The WIP limits should be increased.
5. A new Agile team is struggling with estimation. The stories are consistently
underestimated, and the team misses sprint commitments. What is the BEST
approach to improve estimation accuracy?
A. Have the most senior developer provide all estimates.
B. Use historical velocity and refine estimation techniques through retrospectives.
,C. Ask the Product Owner to estimate based on business value.
D. Double all estimates to build in a safety buffer.
6. In Lean software development, what is the PRIMARY purpose of limiting
Work In Progress (WIP)?
A. To ensure team members are always busy.
B. To reduce context switching and optimize flow.
C. To increase the number of features delivered per sprint.
D. To make the team work faster.
7. A Product Owner is struggling to maintain a healthy Product Backlog.
Stakeholders keep adding new requests, and the backlog has grown to over
200 items. What should the Product Owner do?
A. Accept all items and prioritize them as they come.
B. Regularly refine the backlog, collaborate with stakeholders to clarify items, and
ensure only the highest-value items remain near the top.
C. Ask the development team to help manage the backlog.
D. Delete all items that are more than three months old.
8. An Agile team is colocated and has been working together for six months.
During a retrospective, a team member expresses frustration that the daily
standup has become a detailed technical problem-solving session lasting 45
minutes. What is the BEST action for the Scrum Master?
A. Cancel the daily standup and switch to weekly meetings.
B. Coach the team to keep the standup focused on the three key questions and
move detailed discussions to a separate "breakout" session.
C. Extend the standup to one hour to allow for complete technical discussions.
D. Assign a team member to be the "technical lead" to handle all detailed
discussions.
9. An organization is adopting Agile for the first time. The project sponsor is
accustomed to detailed Gantt charts and firm delivery dates. The sponsor is
, frustrated with the lack of a detailed long-term plan. What should the Agile
coach do?
A. Create a detailed Gantt chart for the entire project to appease the sponsor.
B. Educate the sponsor on the benefits of adaptive planning and the empirical
nature of Agile, showing a release plan and vision.
C. Tell the sponsor that Agile does not use planning.
D. Ask the sponsor to stop attending project meetings.
10. A team is using Extreme Programming (XP). They are practicing Test-
Driven Development (TDD). What is the primary benefit of TDD?
A. It eliminates the need for a separate testing phase.
B. It ensures code is thoroughly tested and meets requirements by writing tests
before code.
C. It reduces the overall time of development.
D. It allows developers to work without a plan.
11. During Sprint Planning, the team pulls in 30 story points based on their
historical velocity of 25 points. The Product Owner is concerned the team is
overcommitting. What should the Scrum Master advise?
A. Force the team to commit to only 25 points.
B. Allow the team to commit to 30 points but remind them of the consequences of
failure.
C. Support the team's decision and trust their self-organization, while noting the
risk.
D. Ask the Product Owner to remove low-priority stories.
12. A project manager in a hybrid environment is managing a project with
both predictive and Agile components. The Agile team is delivering working
software every two weeks, while the predictive team is producing detailed
documentation. What is the BEST way to integrate these efforts?
A. Keep the teams completely separate to avoid confusion.
B. Plan integration points in advance and treat them as risks to be managed.
