] FREE PMI-ACP® MOCK TEST / THI THỬ PMI-ACP® MIỄN PHÍ
The PMI-ACP® exam consists of 120 multiple choice questions and takes 180 minutes to complete.
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Đề thi PMI-ACP® bao gồm 120 câu hỏi trắc nghiệm với thời gian làm bài 180 phút.
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PERSONAL INFORMATION / THÔNG TIN CÁ NHÂN
Your Full Name / Họ và tên
Company / Đơn vị công tác
PMI-ACP® MOCK TEST / ĐỀ THI THỬ
1. What characteristic will your agile team look for in choosing their tools?
Has up-to-date technology and a simple user interface
Is easy for anyone to learn to use and update
Provides options for deep, sophisticated analysis
Includes a wide range of customizable project metrics
2. What would be the best way to make sure your team understands what the customer is looking for?
Ask the customer to participate in the daily stand-ups and give the team their input
Ask the customer which user stories should be included in each iteration
Engage the customer in a detailed requirements-gathering process before starting work
Make sure the customer is keeping the master list of work ranked and updated
3. You see that in the last month your team's throughput has gone up but their cycle time remains the same as the previous month. What must have happened?
Their velocity must have improved
They must have taken a lot of vacations that month
Their WIP must have increased
They must have lowered their WIP limits
4. Your team is closely following the XP methodology. What is one of their regular practices?
Developing by feature
Individual code ownership
5. What would be most useful for identifying the most important risks early in the project?
Expected monetary value
Risk burndown chart
6. Adam’s main job is developing e-Learning courses, but he also helps out when there are production bottlenecks, and he can even assist the testing team if needed. Adam's function on the team would be best described as a:
7. Your team is using test-driven development. How would you describe their approach?
We check that the tests are working before we integrate the code.
We confirm the desired behavior of the code before we test it.
We think about how to test the functionality before we code it.
We think about how to write the code before we write the tests.
8. Your team is five iterations into a project that is planned to have two releases of eight iterations each when the product owner suddenly barges into the team space and says he needs to know right away whether the team will deliver all the features on time for the second release date. He's done this before, and you're in the middle of debugging a tricky part of the user interface, so you just respond curtly:
"We committed to that date; what makes you think there's a problem?"
"We already gave you that information in yesterday's daily stand-up."
"Why don't you turn around and check out our burndown chart?"
"The task board you're standing in front of clearly shows that we're on track."
9. What wouldn't be a helpful comment in a daily stand-up meeting?
The contact for that vendor is on vacation, so I won't be able to finish the specs page until next week.
I just finished writing the code for the order entry page.
That new server upgrade has really been improving our upload times.
We're trying to debug the server crash that happened last night.
10. When your team refers to their “cycle time,” what do they mean?
The time required to build a work item, from design to acceptance
The project duration, from initiation to closure
The average length of a learning cycle
The iterative cycle, from planning to testing
11. Looking at the ranked user stories in your team's backlog, you notice that the last user story that is included in the minimal viable product involves building Feature E. What is likely to happen to this feature?
It will be eliminated if the team determines it’s not worth including in the project.
It will be included in the final product, but won’t be built until the last release.
It will be eliminated if the team runs out of time.
It will be delivered as early as possible in the project.
12. The project sponsor asks the team leader to present some key performance indicators to show how the project is faring in terms of progress and the schedule. In presenting this data, what would the team leader be least likely to share with the sponsor?
The remaining work in the backlog
The customer’s prioritization of the remaining items in the backlog
The likely completion date, calculated by using the work remaining and the current rate of progress
The number of completed story points that have been accepted by the customer each week
13. Which of the following is least likely to be enhanced by improving your emotional intelligence?
Working with your team to come up with estimates
Working with your customer to prioritize the backlog
Working on your own to draft the user personas for your project stakeholders
Coaching your team to success as a servant leader
14. On an agile project, having the business representative prioritize the backlog is an example of:
Technical risk reduction
Incorporating stakeholder values
Gathering user stories
15. You've found a more efficient way to analyze the lab test results that you and your teammates are evaluating in the current spike. What's the most efficient way to share this information with the other developers?
Put a sticky note on the Kanban board
Post it on the project wiki
Tell them in person
Document it in an e-mail
16. Your Kanban team has been struggling to stay productive, and you're concerned that the key product functionality won't be ready when the customer needs it. As the team lead, what should you do?
Gather the team and explain the changes that will be made, explicitly addressing any concerns they have.
Ask the team to analyze the flow of the work through the system, identify issues, and come up with some solutions.
Study what is holding up progress, develop some solutions to be tested, and explain them transparently to the team.
Use the team's Kanban board to visualize their the flow of work through the system and manage it more closely.
17. There will be an iteration planning meeting tomorrow to determine which user stories from the backlog should be worked on in the next iteration. Who is updating the backlog for that event?
18. As a team coach, when should you focus on coaching the team members individually?
During the planning and retrospective meetings between iterations
When someone has a technical problem they can't solve by themselves
Whenever an external impediment arises
When someone asks you for help or advice
19. You are a member of a typical Scrum development team. Which statement about you and your teammates is true?
You remove impediments to your progress.
You accept or reject the product increment.
You have cross-functional skills.
You determine the definition of done.
20. Your team is trying agile for the first time. Since they aren't sure how agile works, they are closely following the Scrum approach and practices. Which level of skill mastery is this?
21. To help understand their stakeholders better, a team may use personas. What might a persona represent in this context?
Preferred communication methods
22. What could you say to a team member who doesn’t understand why an agile team would want to use earned value management metrics?
EVM metrics promote conversation and collaboration, because the entire team can be involved in creating the graphs.
EVM metrics are one tool we can use to look ahead and predict completion dates and final costs.
EVM metrics help us reduce our project costs.
EVM metrics are a critical tool for agile projects.
23. Your team is new to agile, and it's taking them some time to learn how stand-ups work. In the last meeting, a team member asked something and you had to explain that this wasn't a question for the stand-up. What did they ask?
What have you worked on since the last meeting?
Are there any other issues we need to discuss this morning?
What do you plan to finish today?
Are there any problems or impediments to your progress?
24. How can your agile team prevent a gap between what the customer wants and what you build for them?
Negotiate how the customer will define completion
Make sure the project charter is as detailed as possible
Invite the customer to the release retrospectives
Progressively elaborate the product demonstrations
25. In modeling the solution that your agile team will be building, what should you focus on?
The process of creating and discussing the model
The polish and graphical sophistication of the model
The thoroughness and detail of the model
The accuracy of the data that the model is based on
26. Your team is using test-driven development. You have written the code and run the tests, but the tests have failed. What should you do next?
Check the tests for accuracy
Write new tests
Refactor the code
Write new code
27. You've been asked to coach a team that is just switching to agile. In introducing them to key agile concepts, you explain that:
Agile teams rely on following a plan rather than negotiated contracts.
Agile teams try to avoid negotiating with their customers.
Agile teams prefer to use negotiated contracts rather than detailed documentation.
Agile teams focus more on collaborating with their customers than writing detailed contracts.
28. Your teammates aren't sure what "risk severity" means. You explain that:
Risk severity is how we assess the value of a risk so we can insert it in the proper place in the backlog.
To calculate risk severity we have to start by ranking the impact and probability of all our risks.
Calculating risk severity is less useful than just putting the project's risk profile on an information radiator.
Risk severity can tempt us to focus too much on the dollar amounts rather than the relative value of our risks.
29. As ScrumMaster, which model would be most helpful for assessing your new team's growing proficiency with using the Scrum practices you have been teaching them?
Directing, Coaching, Supporting, Delegating
Novice, competent, expert
Shu, Ha, Ri
Forming, Storming, Norming, Performing
30. How would you explain the idea of a timebox to your team?
It's the span of time from when we start working on a story to its acceptance by the customer.
It's a fixed period of time in which we set out to do a predefined set of tasks.
It's the time we set aside for completing the work, from start to finish.
It's the timespan we commit to for delivering a valuable bundle of functionality to the customer.
31. The customer has ranked four of the product features according to business value, as shown in the four answer options. Which feature should the team work on first, assuming that there are no complicating factors such as dependencies?
Feature A: $216,000
Feature C: $990,000
Feature B: $360,000
Feature D: $1,200,000
32. What wouldn't be one of your goals for managing stakeholders?
Gaining early and continuous feedback
Engaging stakeholders in iteration reviews
Learning about change requests as soon as possible
Getting instructions for managing the project
33. What would be the most valuable outcome of an iteration review?
In experimenting with the demo product, the product owner realizes that a key feature has been missed.
The customer says everything looks good except for some tweaks to the user interface.
The marketing manager wants to take the prototype on the road to show to customers.
The business representatives want to know when the product will be ready to release.
34. Which of the following issues would not lend itself to exploration with a spike?
Will our sponsor be able to gain approval of the capital spending needed to implement the project?
Is our secure data center really earthquake proof?
Will our current vendors be able to supply the increased quantities needed for our new product, or will we need to seek additional sources?
Will our legacy applications for reporting cash transfers interface with the new system we are developing, or will we need to replace them?
35. The people on your team all have different ideas of what the product increment should look like in order to be most useful to the end user. Who will decide this question?
Value management team
36. The product owner has identified the business value of four user stories as follows: Story A is valued at $3,980, Story B is valued at $3,840, Story C is valued at $11,900, and Story D is valued at $13,240. Of these four stories, what is the customer's top priority?
There isn't enough information to identify the customer's priorities.
37. What is planning like on an agile project?
As a rule, agile teams spend less time on planning than non-agile teams, unless more is required for compliance or procurement purposes.
Planning is done in rolling waves of planning meetings in between iterations.
Plans are made upfront and progressively elaborated whenever there are change requests.
The team might have to try out different approaches, so their plans are likely to have a high likelihood of changes.
38. When your team is in the Storming stage, what do they need most from you, as their leader?
Mostly support, and a little bit of direction
A lot of direction and support
They need most to be left alone to solve their conflicts on their own
A lot of direction, but not that much support
39. Which of the following is the least important characteristic to keep in mind when preparing a persona?
40. What would be a good way for your team to come to a collaborative decision after debating the options?
41. Which statement describes agile contracting most accurately?
Vendors contracted to work on agile projects must understand agile practices.
Traditional vendor contracts are well suited to agile projects.
Many agile projects use fixed-price work packages or graduated fixed-price contracts.
Agile projects seek to avoid negotiating contract terms.
42. When would you plan to coach your team as a group?
In the planning meetings and retrospectives that start and end each iteration
Halfway through each iteration, to help them meet their goals
During the daily stand-up meetings throughout the project
After the retrospectives, between the end of one iteration and the start of another
43. When would it be more helpful to use a burnup chart than a burndown chart to track your team's progress?
When a globally distributed team is first working together
Just after the team has made significant changes to their processes
When there are a lot of risks that need to be mitigated
When the product owner has made several changes to the product functionality
44. What is one way to get better decisions on an agile project?
Engage the sponsor in vetting and approving the best ideas
Hold regular brainstorming sessions with the customer
Involve a wide range of stakeholders with different points of view
Allow the development team to make the final decisions
45. When your team creates a value stream map they will:
Graphically document their learning cycles and product feedback loops
Diagram the customer value of all the features, as prioritized in the product backlog
Outline their current process, including the steps, queues, delays, and information flows
Adjust the product roadmap to reflect change requests and new information
46. Your lead designer comes down with the flu and misses three days of work, causing a drop in the team’s velocity for the iteration. This change can be attributed to:
47. There are eight people on the team, and although they often help out with each other's work, they are seated according to their main roles. On the west side of the room, Abeni and Uwe are pair programmers who work at one big desk, with several computers. On the south side of the room, Arne and Lee handle the testing. On the east side of the room are the desks for the design and analysis people, Elek, Jorge, Kaatje, and Anand. The north wall is used for the team's information radiators. It also has a small open area for the team's stand-up meetings, and the door to a small room that's used for private calls or one-on-one meetings. What does this describe?
Caves and communication model
Globally distributed team
Linguistically diverse team
Co-located team space
48. Your team is tracking their "escaped defects." What are they trying to monitor?
Issues found in refactoring
Errors missed by quality assurance that make it into production
Change requests made by the end users after release
Defects that are never found
49. As an agile leader, you want to create a project environment in which the team members:
Can’t wait to come to work every day
Want to do what needs to be done
Are empowered to take control of the project priorities
Find harmony and peace at work
50. An agile team is planning the tools they will use for their project. They are debating how they should show what work is in progress. Of the following options, what are they most likely to select?
User story backlog
Work breakdown structure
51. What metric should your team use to track its velocity?
Weeks, because the team is planning and completing the work in one-week iterations.
Teddy bears, because that's what the team used to estimate the work.
Dollars, because that's how senior management will evaluate the success of the project.
Months, because the sponsor promised management the work would be done in six months.
52. What tool would your team use to radiate their work in progress to stakeholders?
Risk burndown graph
53. Your team is debating whether they will need to upgrade to a new platform. What would be a good way to learn more about this issue?
Create a proof-of-concept prototype
Perform an architectural spike
Ask external stakeholders for feedback
Conduct a user story workshop
54. What do product feedback methods help us do?
Radiate our progress to the product owner
Continuously improve our practices
Uncover the true business requirements
Make our processes more efficient
55. Your team is trying to identify and define the risks that are involved in your new project. What technique or practice could help you do this?
56. In the iteration review meeting, the team and the product owner are engaged in a "requirements review." This term is another word for what?
Grooming the backlog
Determining if the product increment is "done"
Performing a product demonstration
57. Which agile practice is the best example of two-way communication?
Posting project updates on social media
Posting the product roadmap on the team's wall
Conducting a daily stand-up
Demonstrating the latest product increment to the customer
58. Why would your team want to add a risk burndown graph to their information radiators?
To track the expected monetary value of project risks
To refine risk estimates over time
To monitor risk reduction efforts
To quickly communicate value delivery to stakeholders
59. In test-driven development:
Failed tests are returned to the backlog to be repeated in the next iteration.
Tests that fail are removed.
Tests will initially fail, since the functionality has not been built yet.
Tests are written as soon as the functionality has been deployed.
60. In a story writing workshop, the team is evaluating the user story "As marketing manager I want an online store, so that I can increase sales." What would you say?
This story isn't negotiable.
This story is missing the conversation component.
This story isn't testable.
This story is missing the functionality component.
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