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PMI-ACP Exam Questions
- Topic 1: Mindset: This section measures the skills of Agile Practitioners and covers the understanding of the agile mindset and principles, emphasizing the ability to apply them in practice. Practitioners should create an environment that encourages innovation, experimentation, and continuous learning. They must promote collaboration and teamwork, establish a shared vision and working agreements, and develop high-performing teams. Additionally, they should utilize retrospective findings to improve team dynamics and break down silos while evaluating the team's understanding of agile methodologies to tailor their approach effectively.
- Topic 2: Leadership: This domain assesses the capabilities of Agile Leaders in leading agile teams effectively. It includes a deep understanding of agile principles and methodologies, fostering a collaborative team environment that encourages innovation and growth. Leaders should apply systems thinking to classify scenarios and interpret outputs from agile suitability tools.
- Topic 3: Product: This section evaluates the skills of Product Owners in applying agile methodologies such as Scrum, Kanban, and Lean to project management and product development. Practitioners should have experience in product development processes including building product roadmaps, creating user stories, managing product backlogs, and collaborating closely with development teams to understand technical requirements.
- Topic 4: Domain 4 Delivery: This domain focuses on the skills of Agile Delivery Managers in managing and delivering projects using agile approaches. Candidates should possess strong communication and collaboration skills necessary for working with cross-functional teams. Experience with agile project management tools like user stories, sprint planning, and retrospectives is crucial.
Free PMI PMI-ACP Exam Actual Questions
Note: Premium Questions for PMI-ACP were last updated On Oct. 20, 2026 (see below)
How can an agile team working on a new product ensure alignment with external stakeholders?
The correct answer is B -- Conduct story-mapping exercises to clarify deliverables and release priorities. Story mapping is a visual practice that aligns stakeholders and teams around a shared understanding of the product vision, user workflows, and incremental delivery plans.
From the PMI Agile Practice Guide:
''Story mapping is a collaborative activity used to understand the user's journey, prioritize features, and identify releases. It is highly effective for stakeholder alignment and promoting shared understanding.''
(PMI Agile Practice Guide, Section 5.4 -- Story Mapping)
Also supported by Mike Griffiths:
''Story mapping promotes visibility, alignment, and prioritization. It fosters collaboration between the team and stakeholders and helps translate business objectives into user stories.''
(Mike Griffiths, PMI-ACP Exam Prep, Chapter 3 -- Value-Driven Delivery)
Why other options fall short:
A reverts to heavy documentation, which agile discourages.
C is a one-time event and doesn't sustain alignment.
D focuses on adherence to process rather than collaboration and planning clarity.
When introducing agile processes to a company, a quality assurance (QA) manager resists and believes that the switch to agile will remove quality controls and documents.
How should the agile practitioner address this concern?
The correct answer is A -- Educate the QA manager that in agile, quality is integrated from the beginning to the end of the project. Agile emphasizes ''built-in'' quality through test-first approaches, continuous integration, and Definition of Done. Addressing resistance through education helps clarify that quality is a core part of Agile---not an afterthought.
From the PMI Agile Practice Guide:
''Agile does not remove quality controls; rather, it integrates them throughout the development process. Quality is everyone's responsibility and is embedded through practices such as TDD, automated testing, and continuous feedback.''
(PMI Agile Practice Guide, Section 3.5 -- Quality and Agile)
Mike Griffiths adds:
''In Agile, quality is not sacrificed. It is a fundamental principle. Teams ensure quality by defining acceptance criteria, using continuous integration, and practicing test-first development.''
(Mike Griffiths, PMI-ACP Exam Prep, Chapter 3 -- Value-Driven Delivery)
Incorrect options:
B may be helpful tactically, but doesn't address the underlying concern.
C misrepresents technical debt.
D places too much QA responsibility on the product owner.
Answe r: A
A new product owner needs to manage the backlog of a high-visibility, fast-moving project that is consuming a considerable amount of time.
What should the product owner do?
The correct answer is C -- Seek regular input from project stakeholders, and reflect this input in the backlog's priorities. Agile is a stakeholder-driven process, and backlog refinement should be informed by continuous feedback. The product owner maximizes value by regularly reviewing stakeholder needs and reprioritizing accordingly.
From the PMI Agile Practice Guide:
''The product owner is responsible for maintaining the backlog and ensuring it reflects stakeholder priorities. Ongoing engagement with stakeholders ensures the product delivers maximum value.''
(PMI Agile Practice Guide, Section 5.2 -- Product Backlog Management)
Mike Griffiths adds:
''Agile product owners engage stakeholders continuously to update priorities and deliver value incrementally.''
(Mike Griffiths, PMI-ACP Exam Prep, Chapter 3 -- Value-Driven Delivery)
Incorrect options:
A is good practice but doesn't address the stakeholder engagement challenge.
B confuses story size with business value.
D lacks the agility required in a fast-moving project.
Answe r: C
A key resource is switching between projects to obtain more visibility and acclaim. However, project work has grown and become a burden.
What should the agile project leader do?
The correct answer is C --- Ask management to ensure that the resource is available to only one project at a time.
Agile promotes dedicated, stable teams over multitasking. Task-switching reduces productivity and leads to context-switching overhead. If a key resource is overburdened and switching between multiple projects, the best solution is to secure focused commitment by escalating to management for support.
PMI Agile Practice Guide:
''Agile teams should be dedicated and work on one project at a time. Splitting attention across multiple efforts reduces velocity and quality due to context switching.''
(PMI Agile Practice Guide, Section 6.1 -- Team Composition)
Mike Griffiths highlights:
''Effective agile teams are stable, long-lived, and dedicated. Shared resources create bottlenecks, undermine predictability, and impair team dynamics.''
(PMI-ACP Exam Prep, Chapter 4 -- Team Performance)
Incorrect options:
A may solve bandwidth issues but not focus or ownership.
B addresses symptoms, not the core issue of divided focus.
D tolerates a harmful practice that contradicts agile team stability.
Answe r: C
What should the agile project manager do?
Gold-plating---adding extra features not requested or prioritized---is an anti-pattern in agile. Agile emphasizes delivering the highest-priority features first, and product changes should always go through the Product Owner for prioritization and validation.
According to the PMI Agile Practice Guide (Section 5.1: Backlog and Value Delivery) and Mike Griffiths' PMI-ACP Exam Prep Book (Chapter 6: Value-Driven Delivery), when capacity is available, the team should pull more stories from the prioritized backlog, ensuring that all work aligns with stakeholder-defined value.
Option D is correct: confirm backlog priority and use time to deliver customer-prioritized value.
Option A supports scope creep.
Option B is partially correct but doesn't optimize the time to deliver value.
Option C perpetuates gold-plating and undermines value alignment.
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