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The Project Management Institute (PMI) is a globally recognized professional association for project managers. The PMI Agile Certified Practitioner (PMI-ACP)® certification is designed for project management professionals who are experienced in agile methodologies. PMI Agile Certified Practitioner (PMI-ACP)® certification exam tests the candidate's knowledge and understanding of agile principles and practices and their ability to apply them to real-world situations.

PMI Agile Certified Practitioner (PMI-ACP)® certification is highly regarded in the industry as it validates the candidate's knowledge and skills in Agile methodologies. PMI Agile Certified Practitioner (PMI-ACP)® certification also enhances the candidate's career prospects by opening up opportunities in Agile project management, software development, and other relevant fields. PMI-ACP® certified professionals are in high demand by organizations that embrace Agile methodologies, as they bring a level of expertise and experience that is essential for successful Agile project delivery.

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The benefits of obtaining the PMI PMI-200 (PMI Agile Certified Practitioner (PMI-ACP)®) Certification are numerous. PMI Agile Certified Practitioner (PMI-ACP)® certification demonstrates an individual’s commitment to professional development and their dedication to Agile methodologies and practices. It also enhances an individual’s career prospects by increasing their marketability and employability. Additionally, the certification provides access to a global network of Agile professionals, which can be an invaluable resource for networking and knowledge sharing.

PMI Agile Certified Practitioner (PMI-ACP)® Sample Questions (Q345-Q350):

NEW QUESTION # 345
The most powerful capability of Scrum teams is that they:

A. Are self-organized and empowered.
B. Value individuals and interactions.
C. Work in timeboxed sprints.
D. Work from a prioritized backlog.

Answer: A

NEW QUESTION # 346
An organization adopts Agile practices and implements an incremental delivery strategy.If implemented correctly, the company should recognize improved:

A. project cost management by making incremental payments on contracts.
B. project Return on Investment (ROI) by releasing individual features to market.
C. customer satisfaction by specifying project shipping dates in the contract.
D. procurement processes by requiring vendors to ship materials as needed.

Answer: B

NEW QUESTION # 347
The transition of a monthly news publication from paper to digital is planned to start in the next few weeks.
There is a debate between the product owner and the development team about the initial features to be made available and the first five stages of implementation.
What should the scrum master do to address this situation?

A. Tell the team to proceed with coding the items as currently defined.
B. Ask the team to define the minimum marketable feature
C. Encourage open discussions to help the team reach agreement
D. Request more clarification from the client relations team.

Answer: C

Explanation:
The Scrum Master should facilitate open discussions between the product owner and the development team to help them align on the initial features and the first stages of implementation. By encouraging dialogue, the Scrum Master can ensure that both parties understand each other's perspectives and collaborate to find a solution that meets the goals of the project. This approach fosters a collaborative environment and ensures that everyone is aligned on what needs to be delivered, promoting shared ownership of the product's success.

NEW QUESTION # 348
The initial roadmap and release dates for an agile project were set based on data from similar projects and some expert opinions. Halfway through the project, however, the team's estimates are different. Based on the team's velocity, two more iterations were necessary to accomplish the initial scope.
How should the agile lead explain the difference to the project sponsor?

A. Explain some features and requirements made aspects of the project unique and are not comparable to previous experiences.
B. Explain the list of materialized risks not considered at the beginning of the project ted to extra work hours and costs.
C. Explain that initial estimates help measure project feasibility but the real estimates depend on how much the team learns in each sprint.
D. Explain how many scope changes were requested by the product owner and how many hours the team dedicated to unplanned tasks.

Answer: C

Explanation:
In Agile, estimates are initially based on previous experiences or expert opinions, but as the team progresses through sprints, they gain more insight into the project's actual complexity and the team's capacity. Agile estimates evolve over time based on the team's velocity, which reflects how much work the team can realistically handle. This is why the actual scope and timelines can differ from initial estimates. The agile lead should emphasize that the initial estimates were helpful for understanding feasibility, but the true estimates are refined continuously as the team gains more experience and understanding of the work, and as complexities or dependencies become clearer during each sprint.

NEW QUESTION # 349
The agile practitioner has determined that two different team members are working on addressing the same major issue on the project. How should the agile practitioner address this?

A. Document all project issues in a common space and ask the team members to decide on task allocation principles.
B. Conduct a root-cause analysis on the issue and identify related risks and risk response owners at the next retrospective.
C. Add the issue to the kanban board and assign the it to the team member who has made the most progress on resolving it.
D. Implement a burnup chart and add the issue resolution as a task to the product backlog for the customer to prioritize.

Answer: B

NEW QUESTION # 350
......

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