PMI-ACP VALID EXAM CRAM, EXAM PMI-ACP REVIEW

PMI-ACP Valid Exam Cram, Exam PMI-ACP Review

PMI-ACP Valid Exam Cram, Exam PMI-ACP Review

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PMI-ACP (PMI Agile Certified Practitioner) certification exam is a globally recognized certification for individuals who specialize in Agile project management. PMI Agile Certified Practitioner certification is provided by the Project Management Institute (PMI), which is one of the world's leading organizations for project management professionals. The PMI-ACP certification exam is designed for individuals who work with Agile methodologies and want to validate their knowledge, skills, and experience in Agile project management.

PMI Agile Certified Practitioner (PMI-ACP) certification exam is a globally recognized certification that acknowledges individuals' expertise in agile principles and practices. Agile methodologies have become increasingly popular in recent years, and the PMI-ACP certification exam helps individuals to validate their knowledge and skills in this field. PMI Agile Certified Practitioner certification demonstrates an individual's commitment to agile principles and practices, making them highly sought after by organizations that are looking to implement agile methodologies.

To become a PMI-ACP Certified professional, individuals must pass the PMI-ACP exam, which measures their knowledge of agile methodologies, principles, and practices. PMI-ACP exam consists of 120 multiple-choice questions that must be completed within three hours. The questions are based on the Agile Practice Guide, which provides an overview of agile project management methodologies, tools, and techniques. PMI-ACP exam also covers topics such as adaptive planning, team performance, stakeholder engagement, and continuous improvement. Passing the PMI-ACP exam demonstrates a professional’s in-depth understanding of agile project management methodologies and their ability to lead and manage agile projects.

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PMI Agile Certified Practitioner Sample Questions (Q120-Q125):

NEW QUESTION # 120
A product owner new to the role is very enthusiastic about an agile protect with an energetic team. What should be done first to ensure successful delivery of the product?

  • A. Send the product owner to formal product-owner training where the product owner can learn how to create a product vision
  • B. Hold a meeting with the team and the product owner to develop the team charter, working agreement, guiding principles and product vision
  • C. Hold a meeting during which the team can present the protect charter, high-level project plan and team values to the product owner
  • D. Ask the product owner to create the project vision and charter and then discuss the guiding principles with the team

Answer: B


NEW QUESTION # 121
A team member on a new scrum project previously provided support to another application. Due to issues with that application, the team member's former supervisor continues assigning them tasks related to that project. The new project's scrum master includes this issue in the risk register.
What should the scrum master do next?

  • A. Ensure that the threats and risks are communicated and addressed
  • B. Assign fewer stories to the sprints so that the team member can still meet sprint goals
  • C. Assign more resources to the sprints to compensate for the absences of the team member
  • D. Monitor the threats and risks while allowing the team member to multitask on both projects

Answer: A


NEW QUESTION # 122
Which of the following is an Agile improvement technique to address issues continuously, e.g. after daily stand-up?

  • A. Retrospectives
  • B. Intraspectives
  • C. Verification Sessions
  • D. Futurespectives

Answer: B


NEW QUESTION # 123
DSDM uses MoSCoW technique to create the prioritized requirements list. In MoSCoW technique, 'M' stands for:

  • A. Minimum marketable feature
  • B. Must not have
  • C. Must have
  • D. Most useful

Answer: C

Explanation:
Explanation


NEW QUESTION # 124
Since the last iteration, the team has grown from six members to 14 members. As a result, in the current iteration, the team room is crowded and uncomfortable during the team's daily standup. It takes the team longer than the ideal amount of time to complete their standup, which creates problems for the team's current schedule. Based on this information, the project manager should:

  • A. Move the standup to a conference call format so space is not a problem.
  • B. Increase the standup duration and update the team's calendars.
  • C. Split the team into sub teams and have them schedule separate standups.
  • D. Assign each team member a maximum speaking time for future standups.

Answer: C

Explanation:
Explanation/Reference:
Explanation:


NEW QUESTION # 125
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