PMI PMI-ACP - Questions & Answers

The ability to bypass the change-management process, inserting new requirements and changes directly into the team as they meet daily

The early and continuous delivery of valuable software, providing increased visibility and the opportunity for more frequent adjustments

Increased access to the project and less reliance on formal reports and status meetings to better understand the current work and the risks the team is accepting

The team's flexibility to make changes mid-iteration as business needs or priorities change, increasing the ability of the team to meet project commitments

Sort the user stories according to priority.

Schedule a team meeting to understand them.

Define the story points measure.

Estimate through function point analysis.

Relative measure of the size of a user story.

Duration it takes to complete a user story.

Priority of the user story in the backlog.

Business value of the user story.

Customer collaboration, following a plan, working software, and individual interactions

Working software, individual interactions, responding to change, and comprehensive documentation

Individual interactions, working software, customer collaboration, and responding to change

Responding to change, individual interactions, processes and tools, and customercollaboration

The team should implement more rigorous testing at the end of each development cycle.

Management should direct the team on specific actions that they should take to improve quality.

Management should guide the team as it seeks to improve itself and reduce errors in the system.

The Project Champion should review the acceptable quality threshold to ensure that it is realistic.

An increment of potentially shippable product functionality.

Aset of documented product requirements and specifications.

Arelease with testable and measurable functionality.

An increment of potentially testable product functionality.

Demonstrate what was accomplished during the sprint.

Discuss what went well, whatdidn't, and ways to improve.

Prioritize and estimate stories planned for the next sprint.

Individually provide status updates on user stories in progress.

A Work Breakdown Structure (WBS) from each iteration aligned with the project management plan

A disciplined iteration schedule, which improves predictability, combined with reaction to changes

Ball park figures collected from past Agile projects with scopes similar to the current project

Initial resource breakdown based on the available person days in the full project duration

Waste across the entire process.

Highest value product features.

Most valuable team interactions.

Most likely flow of project risks.

Discuss among the team their expectations of how many story points they can address.

Use a Kanban workflow to identify steps and calculate velocity.

Use velocity of past iterations or make a calculated guess.

Discuss with the customer their expectation for the velocity of producing the product.