PMI PMI Agile Certified Practitioner (PMI-ACP) PMI-ACP Exam Dumps: Updated Questions & Answers (October 2025)

The correct answer is B – Retrospective meeting.

The retrospective is a key Agile ceremony dedicated to continuous improvement. It provides a safe space for the team to reflect on what went well, what didn’t, and how to improve. When morale is low or conflicts arise, retrospectives help surface issues and co-create solutions.

From the PMI Agile Practice Guide:

“Retrospectives are a vital part of continuous improvement. They are used to inspect team processes, relationships, and interactions to find ways to work more effectively.”

(PMI Agile Practice Guide, Section 3.7 – Continuous Improvement)

Mike Griffiths emphasizes:

“The retrospective is the heartbeat of improvement. It is where the team reflects, adjusts, and grows. Conflict and low morale are ideal triggers for a meaningful retrospective.”

(Mike Griffiths, PMI-ACP Exam Prep Book, Chapter 7 – Continuous Improvement)

Other options explained:

A (Standup) is for daily coordination, not reflection.

C (Demo) is customer-facing and not a morale tool.

D (Offsite) may help later, but is not a formal Agile method for resolving internal team issues.

Answer: B

In agile,information radiators—such as visual boards placed in common areas—are used to make project dataaccessible, transparent, and real-time. According to thePMI Agile Practice Guide (Section 7.1 Communication), visibility improves coordination across interdependent teams.

Mike Griffiths in thePMI-ACP Exam Prep Book (Chapter 4: Stakeholder Engagement)recommends that agile teams usevisible, shared artifactssuch as task boards, burn charts, or Kanban walls to improvecross-team communicationand reduce friction.

Option Bis correct: a physical or virtual board offers transparency and encourages informal communication.

Option Ais useful but not as effective for rapid visibility.

Option Cis one-way and doesn’t support real-time updates.

Option Dis reactive and could cause delays or misalignment.

The purpose of the daily standup (or daily coordination meeting) is to help the development team stay aligned with the sprint goal and actively manage any risks or impediments that may be blocking progress. It allows the team to quickly discuss their progress, share potential issues, and identify dependencies that could affect the sprint's success. The focus is on team collaboration and ensuring that everyone is on track.

The Scrum Master should facilitate a conversation between the team and the senior manager to understand the purpose and expectations behind the request for real-time updates to the burndown chart. By aligning on the reporting requirements and discussing potential impacts on team productivity, the Scrum Master can ensure that the metrics are meaningful and do not interfere with the team's ability to deliver value. It's important to find a balance between transparency and efficiency, ensuring that the team’s workflow isn’t disrupted by unnecessary administrative tasks.

To reduce stakeholder risk and encourage early investment in high-risk/high-reward projects, agile recommends breaking the solution intosmall, incremental deliverablescalledMinimally Marketable Features (MMFs). According to thePMI Agile Practice Guide (Section 5.1 Product Roadmap and MMFs)andMike Griffiths’ PMI-ACP Exam Prep Book (Chapter 6: Value-Driven Delivery), delivering MMFs early allows the business to realize value quickly, validate assumptions, and reduce risk—especially helpful for uncertain or experimental projects.

Option Bis correct: MMFs demonstrate business value early, promoting trust and investment confidence.

Option A (PPC)andD (EV)are traditional project tracking metrics, not suited for early-stage agile investment justification.

Option C(story points) is used forcapacity planning, not financial justification.

In agile, theProduct Owner is the ultimate decision-makerregarding backlog prioritization and scope changes. According to thePMI Agile Practice Guide (Section 5.1: Backlog Prioritization), any changes thataffect value delivery, schedule, or scopeshould be discussed with the Product Owner, who evaluates the business impact.

Mike Griffiths in thePMI-ACP Exam Prep Book (Chapter 6: Value-Driven Delivery)reinforces that product direction and scope decisions must be handled through collaboration between the team and the Product Owner.

Option Dis correct: seeking Product Owner input ensures value-based decision-making and customer alignment.

Option A(re-estimating the entire project) is unnecessary and burdensome.

Option Brejects valuable input and ignores iterative flexibility.

Option Cgoes against agile principles of focus and sustainable pace.

The scrum master should emphasize the core principles of agile, which are centered around collaboration, delivering value incrementally, and fostering a shared mindset among the team. In an agile environment, success is not only about following processes but about the team working together towards a common goal, adapting to change, and continuously delivering value to customers. These principles are the foundation of agile methodologies and essential for teams that are new to agile to understand.

To create a high-performing team, the project manager should foster an environment where the team is aligned on a shared vision and empowered to make decisions collaboratively. Promoting consensus-driven decision-making helps team members feel involved and respected, and a shared vision ensures that everyone is working towards the same goal. This approach encourages teamwork, open communication, and collective ownership of the project’s success, which is crucial for a high-performing team.

The correct answer is A – Lead time, throughput, and due date performance. These are key flow-based metrics used in Kanban systems to monitor performance, efficiency, and predictability of delivery.

From the PMI Agile Practice Guide:

“Kanban systems rely heavily on flow metrics to measure performance and identify bottlenecks. Key Kanban metrics include lead time, throughput, and cycle time. These metrics provide insights into how quickly work is flowing through the system.”

(PMI Agile Practice Guide, Section 5.5 – Kanban System Metrics)

Mike Griffiths further explains:

“Kanban teams track cumulative flow, lead time, and throughput to ensure steady and predictable delivery. Due date performance is used to evaluate commitments and reliability.”

(Mike Griffiths, PMI-ACP Exam Prep, Chapter 3 – Value-Driven Delivery)

Incorrect options:

B refers to tools and principles, not performance metrics.

C includes practices not specific to Kanban metrics.

D includes some Scrum metrics, such as burndown, but not Kanban-centric ones.

Answer: A

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The correct answer is D – Fishbone diagram. Also known as an Ishikawa or cause-and-effect diagram, this analysis tool helps teams identify root causes of delays or inefficiencies. In this scenario, the team needs to understand the causes of delayed release cycles to make process improvements.

From the PMI Agile Practice Guide:

“Root cause analysis tools such as fishbone diagrams can help teams identify underlying causes of inefficiencies or failures, supporting continuous improvement.”

(PMI Agile Practice Guide, Section 6.5 – Problem Detection and Resolution)

Mike Griffiths also writes:

“A fishbone diagram helps the team brainstorm and categorize the potential causes of a problem, enabling a structured investigation into delays or bottlenecks.”

(Mike Griffiths, PMI-ACP Exam Prep, Chapter 6 – Problem Resolution)

Incorrect options:

A is for identifying and managing risks, not diagnosing root causes.

B analyzes progress metrics but doesn’t provide root cause insights.

C is for understanding customer satisfaction, not operational delays.

Answer: D

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