Free PMI-ACP Practice Test 2026: Full 120-Question Mock Exams

Question 1Product

A newly formed agile team at a logistics software company is starting work on a new fleet-tracking product. Stakeholders arrive with long feature wish lists, and every discussion drifts into arguments over individual features. What should the product owner do FIRST?

Correct answer: C. Create a shared product vision that states the target customers, their need, and the main benefit
A clear product vision gives everyone a common reference for judging which features matter, so the debates have a basis for resolution. Merging ranked wish lists skips that step and produces a backlog with no shared purpose behind it.

Question 2Mindset

Midway through an iteration, a client on a fixed-price agreement asks for a new report that was not in the original statement of work. The client says it is now more valuable than two features already in the backlog. What should the agile practitioner do FIRST?

Correct answer: B. Work with the product owner and client to trade the report against lower-value backlog items.
Customer collaboration over contract negotiation means working with the client to swap scope of similar size while keeping the agreement intact. Insisting on a change order first treats the contract as the main relationship and delays value the client already says matters more.

Question 3Delivery

During planning poker for a new API integration story, most developers on a Scrum team show 5, but one shows 2 and another shows 13. What should the facilitator do NEXT?

Correct answer: D. Ask the 2 and 13 voters to explain their thinking, then vote again
The outliers often know something the others missed, such as hidden complexity or a shortcut, so hearing them and re-voting builds shared understanding. Recording the majority value is quick, but it throws away that information and defeats the purpose of the discussion.

Question 4Mindset

At each retrospective, a Scrum team at Northwind Logistics lists eight to ten improvement actions. Few get done, and the same problems keep coming back sprint after sprint. What should the Scrum Master do FIRST?

Correct answer: A. Help the team pick one or two high-impact actions, give each an owner, and add them to the next Sprint Backlog
Limiting work in progress applies to improvements too: one or two concrete, owned actions in the Sprint Backlog get done and can be checked next time. A bigger tracker keeps the overload and only reviews it more often, so the same issues keep returning.

Question 5Delivery

During sprint review preparation at Northwind Apps, a developer says a story is finished: the code works on her machine and the product owner liked an informal demo. The team's definition of done requires passing regression tests in the staging environment, which have not been run. What should the team do?

Correct answer: B. Treat it as not done and return the unfinished work to the product backlog
Work that does not meet the definition of done is not part of the increment, so it is not shown as complete and goes back to the product backlog. Presenting it now and testing later hides the real state of the product and lets undone work pile up.

Question 6Leadership

Four Scrum teams in a scaled program share one integration environment. Deployments from other teams keep breaking it, and your team has lost two days this sprint. What should the Scrum Master do FIRST?

Correct answer: A. Raise the shared environment issue at the Scrum of Scrums so teams solve it together
The impediment spans several teams, so the cross-team forum is the right place to address it, and the Scrum Master owns getting it removed. Cutting the sprint goal only absorbs the damage and leaves the cause in place for every team.

Question 7Leadership

Three sprints into a new claims-processing product at Northwind Insurance, a regional operations manager complains that her team will have to change its daily workflow and nobody asked for her input. What should the agile practitioner do FIRST?

Correct answer: D. Meet with the manager to understand her concerns and add her group to the stakeholder map.
Stakeholder identification continues throughout the work, and a newly found affected group should be engaged directly so its needs can shape the backlog. Inviting her to the review helps later, but it skips understanding her concerns and agreeing how she will be involved.

Question 8Product

Executives at a retail bank ask the product owner for an 18-month roadmap listing every feature with an exact delivery date. The market for the product is changing quickly. What is the BEST response?

Correct answer: A. Offer a roadmap built around goals and themes, detailed for the near term and broader later
A goal- or theme-based roadmap shows direction while staying honest about uncertainty, with detail added as items get closer. A dated feature list with a disclaimer still creates commitments that are likely to break when the market shifts.

Question 9Mindset

A PMO requires a 60-page design specification to be approved before a new agile team writes any code. The team believes most of the document will be outdated within weeks. What is the BEST response?

Correct answer: C. Ask the PMO which decisions the document supports and agree on lighter artifacts plus early demos.
Working software is valued over comprehensive documentation, but documentation that serves a real need still has value. Meeting the PMO's actual need with lighter artifacts and demos keeps trust with governance. Simply skipping the document ignores a legitimate stakeholder and damages the relationship.

Question 10Delivery

A product team at a logistics company has 150 backlog items that need rough sizes before a release planning workshop tomorrow. Running planning poker on each item would take days. Which approach is BEST?

Correct answer: A. Use affinity estimation, placing items on a wall relative to each other
Affinity estimation lets a team size a large backlog quickly by silently grouping items by relative size and then giving each group a point value. Sizing only the top 20 items leaves most of the release unsized, so it cannot support the release planning the workshop needs.

Question 11Mindset

A team at Brightline Insurance has used the same 'what went well / what didn't' retrospective format for a year. Attendance is dropping, and members say the sessions feel repetitive and surface the same few ideas. What should the agile practitioner do NEXT?

Correct answer: D. Rotate in different formats, such as a timeline, sailboat, or 4Ls, to draw out fresh data and insights
New retrospective techniques give the team fresh angles on its work and restore energy while keeping the habit of inspecting and adapting. A survey removes the live conversation where the team builds shared insight and agrees on actions.

Question 12Delivery

A developer at Bluefin Software is starting work on a new pricing rule using test-driven development. She has the user story and acceptance criteria open. What should she do FIRST?

Correct answer: B. Write a small automated test for the rule and confirm that it fails
TDD follows red-green-refactor: write a small failing test, write just enough code to pass it, then clean up. Writing the logic first and adding tests afterward is test-after development and loses the design feedback that TDD provides.

Question 13Leadership

Midway through a sprint, a sales director walks up to two developers and asks them to quickly add a custom report for a key client. The developers look to the Scrum Master. What should the Scrum Master do?

Correct answer: C. Direct the sales director to the product owner so the request is weighed against the backlog
The product owner decides what gets built and in what order, so routing the request there protects the sprint while still taking the need seriously. Quietly fitting it in bypasses the product owner and pulls focus away from the sprint goal.

Question 14Leadership

At Contoso Retail, the CFO has strong influence over the initiative's funding but shows little interest in day-to-day progress. How should the agile practitioner BEST engage the CFO?

Correct answer: B. Give brief, periodic updates on business value and cost, and consult the CFO on key decisions.
A high-power, low-interest stakeholder should be kept satisfied with concise updates tied to what they care about and involvement in decisions that affect funding. Daily backlog reports flood the CFO with detail they did not ask for and will likely be ignored.

Question 15Product

During sprint planning, a Scrum team at an insurance company spends most of the meeting clarifying vague backlog items, and planning keeps running hours past its timebox. What should the agile practitioner suggest?

Correct answer: D. Hold ongoing backlog refinement during the sprint to prepare upcoming items ahead of time
Regular refinement spreads the work of clarifying, splitting, and estimating across the sprint, so planning starts with items the team already understands. Specifications written by the product owner alone remove the conversation that builds shared understanding.

Question 16Mindset

For the last four sprints, a team has worked late nights to finish all committed stories. Quality is slipping and two members seem exhausted. What should the agile practitioner do FIRST?

Correct answer: B. Raise the pattern with the team and plan future sprints from their real, sustainable capacity.
Agile processes promote a sustainable pace that the team can keep up indefinitely. Making the overtime visible and planning from actual capacity fixes the cause. Trimming the current sprint gives short relief but leaves the overcommitment pattern in place.

Question 17Delivery

A Scrum team has 180 story points left in its release backlog. Over the last six two-week sprints, its velocity ranged from 30 to 36 points. What is the MOST appropriate forecast to share with stakeholders?

Correct answer: C. 10 to 12 weeks, covering 5 to 6 sprints of work
At 36 points per sprint, 180 points takes 5 sprints (10 weeks); at 30 points it takes 6 sprints (12 weeks), so 10 to 12 weeks reflects the real variation. A single figure such as 11 weeks from the average hides that uncertainty and invites stakeholders to treat it as a promise.

Question 18Mindset

Developers at Crestview Software want to try pair programming to cut the number of defects found late in testing. Some members doubt it will help and worry it will slow delivery. What should the team do BEST?

Correct answer: A. Run a timeboxed trial with a clear hypothesis and agreed measures, then review the results together
Treating the change as a small experiment with a hypothesis, a timebox and agreed measures lets the team learn from evidence instead of opinion. Adopting it for all work at once skips that learning step and makes it hard to tell whether the practice actually helped.

Question 19Product

A team at a travel booking company has a story to show hotel prices in the user's own currency. It cannot be started until a separate story that adds a currency service is finished, and the two are planned for different sprints. Which INVEST quality is weakest, and what should the team do?

Correct answer: D. Independent; restructure or combine the stories to remove the dependency
The story relies on another story, so it is not independent, which limits how freely it can be ordered and planned. Combining or re-slicing the work so each story delivers value alone fixes this. Splitting into front-end and back-end tasks creates technical layers and leaves the dependency in place.

Question 20Delivery

At Harbor Insurance, developers keep building features that meet the written stories but behave differently from what business users expected, especially in edge cases. The team wants a shared, readable way to describe expected behavior before building. What should the agile practitioner suggest?

Correct answer: A. Short sessions where business, dev, and test agree Given-When-Then examples
Behavior-driven development uses short collaborative conversations, often called three amigos, to agree on concrete Given-When-Then examples that later become executable tests. A detailed specification written by one person is a handoff that leaves the same gaps in shared understanding.

Question 21Leadership

During a retrospective, a Kanban team says, "You can see our problems better than we can. Just tell us what to change." What should the agile practitioner do?

Correct answer: C. Use a structured activity that helps the team surface and choose its own improvements
A servant leader facilitates so the team owns its improvements, which makes them far more likely to stick. Handing over a list of problems with owners is directing, and it teaches the team to wait for answers instead of thinking for itself.

Question 22Leadership

Attendance at sprint reviews for a logistics app has dropped from twelve stakeholders to three over two months. The few who still attend say the sessions feel like status meetings. What should the product owner and team do NEXT?

Correct answer: D. Ask stakeholders what they need and rework the review around hands-on use of new features.
The review exists to inspect the increment and gather feedback, so the team should learn why it lost value for stakeholders and make it interactive. Mandatory attendance gets people into the room but does not fix the reason they stopped finding it useful.

Question 23Product

At a sprint review, the product owner at a media company rejects a completed story because it does not behave as she expected. The developers point out that the card only said 'As a reader, I want to save articles for later.' What should the team do NEXT to prevent this in future sprints?

Correct answer: D. Agree on specific acceptance criteria for each story before work begins
Acceptance criteria, often written together in a Given/When/Then style, make the expected behavior clear and testable before work starts. Adding story-specific behavior to the definition of done is a mistake, because the DoD holds quality standards that apply to every item.

Question 24Mindset

While working on a story for a simple discount rule, a developer proposes building a configurable rules engine because marketing will probably want more rule types later. No such requests exist in the backlog. What should the agile practitioner encourage?

Correct answer: B. Implement the simplest solution that meets this story and refactor if new rule types are requested.
Simplicity, the art of maximizing the amount of work not done, is an agile principle, and XP adds the idea of 'You Aren't Gonna Need It.' Building the simple rule now and refactoring later avoids paying for features nobody has asked for. Collecting every possible future rule still invests in speculation instead of known value.

Question 25Delivery

A Kanban team supporting an insurance claims system has an average of 24 items in progress and an average throughput of 8 items per week. The system is stable. Using Little's Law, what is the average cycle time?

Correct answer: C. 3 weeks
Little's Law states that average cycle time = average WIP / average throughput, so 24 / 8 = 3 weeks. Dividing throughput by WIP (8 / 24 = 0.33) inverts the formula and gives a result that is far too small.

Question 26Mindset

A product owner at Lumen Health believes patients want a symptom-tracking feature, but nobody has validated the idea. The full build is estimated at three months. What should the team do FIRST?

Correct answer: D. Build a simple clickable prototype and test it with a few patients to check the core assumption
A cheap prototype tested with real patients can expose a wrong assumption in days rather than months, which is the point of failing fast. Surveying staff is quicker than a full build, but it still relies on second-hand opinion instead of evidence from actual users.

Question 27Delivery

A Scrum team at Cobalt Logistics often hears at sprint review that the product owner rejects stories because "that's not what I meant." Acceptance criteria are written as one-line notes. Which practice would address this BEST?

Correct answer: C. Define acceptance tests with the product owner before development starts
With acceptance test-driven development, the team and product owner agree on concrete acceptance tests before coding, so the expected result is clear from the start. Having the product owner at daily scrums helps with quick questions but does not create a shared, testable definition of each story.

Question 28Leadership

A new cross-functional team has just been assembled from three departments. Members are polite but unsure of the goal and of how they will work together. What should the agile practitioner do FIRST?

Correct answer: B. Run a chartering session to agree on purpose, goals and how the team will work
In the forming stage a team needs a shared purpose and clear ways of working, and a chartering session builds both with the team's input. Starting a sprint right away skips this foundation and tends to make the later storming harder.

Question 29Leadership

A marketing director at Fabrikam expects a loyalty feature to be ready for a trade show in six weeks. The team's release burnup shows the full feature set will take about ten weeks. What should the agile practitioner do FIRST?

Correct answer: C. Share the burnup with the director and product owner and discuss scope options for the date.
A transparent, data-based forecast lets the stakeholder and product owner decide together which valuable subset can be ready for the show. Simply saying the date cannot be met closes the conversation instead of exploring a smaller release that still serves the goal.

Question 30Product

An e-commerce team has an epic: 'As a shopper, I want to pay for my order online.' It is far too large for one sprint. Which way of splitting it is MOST consistent with agile practice?

Correct answer: A. Split it into thin slices, such as card payment first, then wallets and saved cards
Vertical slices each deliver a working, testable piece of user value, such as card payment end to end, and can be ordered separately. Splitting by technical layer produces pieces that give users nothing until all of them are done.

Question 31Mindset

A team split between two cities coordinates mostly through long email threads. Misunderstandings about acceptance criteria have caused rework in each of the last three iterations. What should the agile practitioner do NEXT?

Correct answer: B. Set up short video conversations where the product owner and developers clarify stories together.
Face-to-face conversation is the most effective way to convey information, and video is the closest option for a distributed team. Talking through stories together exposes misunderstandings quickly. Writing more detailed stories adds more text to a problem that text already caused.

Question 32Delivery

On a team's cumulative flow diagram, the 'In Test' band has grown steadily wider over three weeks, while the 'Done' band has risen only slightly. What does this MOST likely indicate?

Correct answer: A. Work is piling up in testing, which is a likely bottleneck
A widening band on a CFD means more items are entering that state than leaving it, so WIP and waiting time in testing are growing. If the team were finishing faster than work arrived, the Done band would rise steeply and the middle bands would narrow, which is the opposite pattern.

Question 33Mindset

After an assessment, a delivery manager at Harborview Bank proposes redesigning the team's whole workflow at once, with new tools, roles, and meetings starting next sprint. The team is already delivering steadily. What should the agile coach recommend?

Correct answer: C. Make small, incremental changes one at a time and check the effect of each before adding the next
Kaizen favors small, continuous steps whose effects can be observed and reversed if needed. Leaving everything unchanged avoids disruption but ignores the idea that even a steady team can keep getting better.

Question 34Delivery

At Ridgeway Bank, only one developer understands the payment reconciliation module. When she took leave, two urgent defects waited a week for a fix. The team wants to reduce this risk without slowing delivery much. What should the team do?

Correct answer: D. Rotate pairs so other developers work on the module alongside her
Pair programming with regular rotation spreads knowledge of the module through daily hands-on work and removes the single point of failure. Documentation helps, but it goes stale quickly and does not build the practical skill others need to fix urgent defects.

Question 35Product

During PI planning at a payroll software company, the product manager scores four features (business value, time criticality, risk reduction/opportunity enablement, job size): Feature A is 8, 5, 3, size 8; Feature B is 5, 8, 5, size 5; Feature C is 13, 3, 2, size 13; Feature D is 3, 2, 8, size 3. Using WSJF, which feature should be sequenced first?

Correct answer: D. Feature D
WSJF is cost of delay (value + time criticality + risk reduction) divided by job size: A = 16/8 = 2.0, B = 18/5 = 3.6, C = 18/13 = 1.4, D = 13/3 = 4.3, so D goes first. Feature C has the highest business value, but its large size gives it the lowest WSJF.

Question 36Leadership

Over six months, a Scrum team has become highly effective. It plans well, solves most problems on its own and consistently meets its sprint goals. How should the Scrum Master adjust their approach?

Correct answer: A. Step back further, delegate more and focus on wider organizational impediments
As a team matures, the leader shifts from guiding toward delegating and turns attention to systemic impediments beyond the team. Keeping the same level of guidance can hold a capable team back and limit its growth.

Question 37Leadership

Two developers on an XP team, pairing on a payment module, disagree about whether to refactor now or after the feature is done. Both are calm, sharing facts, and focused on finding the best approach. What should the agile coach do?

Correct answer: B. Let the pair work it through, while staying alert in case the disagreement escalates.
This is a level 1 conflict, a problem to solve, which is normal and healthy for a self-managing team. Deciding for them takes away their ownership and the learning that comes from settling technical disagreements themselves.

Question 38Mindset

A newly hired vice president tells the team, "Agile just means no plans and no deadlines, so I can't trust any date you give me." How should the agile practitioner respond?

Correct answer: D. Explain how agile plans at roadmap, release, and iteration levels, and invite them to planning.
Agile teams plan often and at several levels, adjusting plans as they learn. Explaining this and letting the leader see planning in action builds shared understanding through experience. A Gantt chart may feel familiar, but it reinforces the idea that only a fixed upfront plan can be trusted.

Question 39Delivery

For the last four sprints, a team's sprint burndown has stayed nearly flat for the first eight days and then dropped sharply in the final two days. What should the Scrum Master do FIRST?

Correct answer: C. Explore at the retrospective whether stories are too big to finish early
A flat line followed by a late drop usually means stories are too large or are all started at once and finished only at the end, which hides risk until the last minute. Updating the chart more often would not change the shape, because no stories are actually reaching done until late.

Question 40Product

A team has a fixed 12-week timebox to deliver a customer portal for a utility company. When asked to apply MoSCoW, stakeholders label 90% of the requirements as Must have. What should the product owner do?

Correct answer: B. Facilitate a re-prioritization so the Must haves leave room within team capacity
MoSCoW only protects a timebox when Must haves leave contingency, commonly no more than about 60% of the effort, with Should and Could items as the buffer. Switching methods avoids the real problem, which is that stakeholders have not yet made trade-offs.

Question 41Mindset

A team at Pinecrest Retail keeps finding the same kind of data-format defect in production. Each time, a developer patches it quickly and the team moves on. What should the agile practitioner do NEXT?

Correct answer: C. Facilitate a root cause analysis, such as five whys, to find and fix the underlying cause
Recurring defects point to a cause in the process or design that quick patches never touch, and root cause analysis finds it so it can be fixed once. An extra manual review may catch some defects, but it adds delay and leaves the cause in place.

Question 42Delivery

A Kanban team at Orion Health must change a complex, high-risk scheduling algorithm. The work needs a developer, a tester, a database specialist, and a domain expert, and past changes to this area suffered from long handoffs and rework. Which approach should the team try?

Correct answer: A. Have the whole group work on the change together at one shared screen
Mob programming puts every needed skill on one piece of work at the same time, which removes handoffs and catches problems as they happen. Splitting the work among specialists keeps the same handoffs and rework that caused trouble before.

Question 43Leadership

Daily stand-ups on an XP team keep starting late, and several members check messages during the meeting. Nobody has raised it openly. What should the agile practitioner do FIRST?

Correct answer: B. Facilitate a session where the team discusses the issue and sets its own agreement
Agreements a team creates for itself carry more weight than rules imposed from outside, and the team then holds itself accountable. A reminder email sets the rule for the team and does little to build that shared ownership.

Question 44Leadership

During refinement at Adatum, two subgroups of a Scrum team have started taking sides on an architecture choice. People use phrases like "they always" and "you never," and some members have stopped sharing ideas. What should the agile practitioner do?

Correct answer: A. Facilitate a session that refocuses both groups on shared goals, facts, and underlying interests.
Taking sides and generalizing language such as "always" and "never" signal a level 3 contest, where the team usually needs help to de-escalate. Waiting for the retrospective lets the conflict harden when it is already hurting collaboration.

Question 45Product

A Kano survey for a hotel booking app shows that customers would be very dissatisfied if booking confirmation emails were missing, but having them does not raise satisfaction. How should the product owner treat this feature?

Correct answer: C. As a basic need that must be present but will not set the product apart
In the Kano model, basic (must-be) features cause dissatisfaction when absent but add little when present, so they must be delivered without overinvesting. A performance feature would raise satisfaction as it improves, which the survey does not show.

Question 46Mindset

During a sprint review, a stakeholder discovers that a 'done' feature has no automated tests and was never deployed to the test environment. The developers disagree among themselves about whether it was really finished. What should the agile practitioner do NEXT?

Correct answer: B. Facilitate the team in creating an explicit Definition of Done that everyone understands.
Conflicting views of 'done' show a missing shared understanding, and an explicit Definition of Done gives everyone the same standard. It also makes progress transparent to stakeholders. Reopening this one feature fixes the symptom, but the same disagreement will return on the next story.

Question 47Delivery

A sponsor at a retail company asks why a release forecast for June now looks likely to finish in August, even though the team's velocity has been steady. Which chart would BEST explain the change?

Correct answer: D. A release burnup chart showing completed work and total scope
A burnup chart plots total scope as its own line, so it shows clearly that the date moved because scope grew while velocity held steady. A velocity chart would only confirm that the pace is stable and would not reveal the added scope.

Question 48Mindset

Feature requests at Oakridge Manufacturing take about 70 days to reach customers, yet the development work takes only about 10 days. Leaders are unsure where the rest of the time goes. What should the agile coach do FIRST?

Correct answer: A. Map the value stream with the people involved to find waiting time and handoffs between steps
A value stream map shows where time is spent waiting versus being worked on, so the team and leaders can target the biggest delays. Shorter sprints do not fix delays that sit outside development, such as approvals and handoffs.

Question 49Delivery

An XP team at Juniper Retail notices that adding new discount types takes longer each iteration because of duplicated, tangled code. A developer proposes a two-week refactoring iteration with no new features. What should the agile coach recommend?

Correct answer: B. Refactor in small steps as part of each story, backed by automated tests
In XP, refactoring is a continuous, small-step activity done while working on stories, with automated tests confirming that behavior has not changed. A separate refactoring iteration delays value, is hard to justify to the business, and lets the code decay again afterward.

Question 50Product

A startup believes small clinics will pay a monthly fee for an appointment reminder service, but nobody has tested this. The founders want to spend six months building a full platform first. What should the product owner recommend?

Correct answer: D. Build the smallest version that tests whether clinics will actually pay
An MVP tests the riskiest assumption, here willingness to pay, with the least effort, so the team learns before investing six months. A limited release of the full platform still spends the whole budget before learning whether that assumption holds.

Question 51Leadership

An experienced developer asks the agile coach how to handle a tricky design problem. The coach knows a likely answer, but the developer wants to grow into a technical lead. What is the BEST response?

Correct answer: D. Ask open questions that help the developer explore options and reach a choice
Coaching through open questions builds the developer's own problem-solving, which suits someone growing toward leadership. Giving the answer solves today's problem but does nothing for the growth the developer asked for.

Question 52Leadership

A conflict between two senior engineers at Litware has grown to the point where one openly says the team would be better off if the other were removed. Others now avoid both of them, and the team's work has stalled. What should the agile practitioner do?

Correct answer: A. Intervene directly, separate the parties if needed, and involve management or HR for support.
When one party wants the other removed, the conflict is at the upper levels and the priority shifts to protecting people and stopping the damage. A group retrospective at this stage can turn into a public confrontation and make things worse.

Question 53Mindset

Sales representatives at a software company keep promising customers specific features by specific dates without talking to the delivery teams. The teams then face pressure to cut corners. What should the agile practitioner do?

Correct answer: C. Invite sales to sprint reviews and share forecasts so they understand how delivery works.
Spreading a shared understanding of agile beyond the team helps other departments make realistic promises. Bringing sales into reviews and sharing forecasts aligns expectations with how the teams actually deliver. Padding every forecast hides the real data and does not change how sales makes commitments.

Question 54Delivery

A newly formed Scrum team at a healthcare startup is about to plan its first sprint and has no velocity history. What is the BEST way for the team to decide how much work to take on?

Correct answer: A. Use each member's availability and a task breakdown to check fit
Without history, capacity-based planning (who is available and whether the tasks fit) gives a reasonable first forecast, and real velocity emerges after a few sprints. Another team's velocity is not usable, because story points are relative to the team that assigned them.

Question 55Mindset

During sprint planning at Silverleaf Media, a developer says, 'I'm just not good at writing automated tests, so someone else should take those tasks.' The team has a testing bottleneck. How should the agile practitioner respond BEST?

Correct answer: B. Suggest the developer pair with an experienced tester to build the skill over the next few sprints
Treating skills as something that can be developed, and supporting that through pairing, builds a growth mindset and makes the team more cross-functional. Routing all testing to one person reinforces the fixed view and keeps the bottleneck in place.

Question 56Product

A team at an HR software firm has run several experiments and validated that customers want automated shift swapping. Leadership now wants something customers can buy and use in production as soon as possible. What should the product owner define?

Correct answer: B. A minimum marketable feature: the smallest release customers will value and buy
An MMF is the smallest piece of functionality that delivers enough value to be released and sold, which fits a need that is already validated. Another MVP would retest something the team has already learned and delay revenue.

Question 57Delivery

Developers at Silverline Media work on separate branches for most of the sprint and merge in the last two days. The merges regularly break the build, and each sprint ends with a rush of bug fixes. What should the team do?

Correct answer: C. Integrate to the main branch at least daily with an automated build and tests
Continuous integration means merging small changes to the mainline often, at least daily, with an automated build and tests that give fast feedback. A code freeze for merging treats the symptom and keeps the large, risky merges that cause the breakages.

Question 58Leadership

A tester who recently joined from a traditional project struggles to write acceptance criteria. Her user stories keep getting sent back during refinement. What should the agile practitioner do?

Correct answer: B. Pair with her on a few stories, sharing examples and reviewing her drafts with her
Mentoring through pairing and feedback builds her skill on real work, which is faster and more lasting than theory alone. Writing the criteria for her keeps work moving but leaves her dependent and builds no capability.

Question 59Leadership

A team uses fist of five to decide whether to adopt a new branching strategy. Most members show four or five fingers, but one developer shows two. What should the facilitator do NEXT?

Correct answer: D. Ask the developer to explain the concern, discuss it as a team, and then vote again.
In fist of five, anyone showing one or two fingers gets space to explain, so the team can address the concern before voting again. Moving ahead on the average ignores a sign that a team member may not support or carry out the decision.

Question 60Product

A Lean team at a telecom company maps its value stream from customer request to production. Total lead time is 30 days, but only 3 days involve hands-on work; the rest is spent waiting for approvals and test environments. What should the team do NEXT?

Correct answer: A. Target the largest waiting periods, such as approval and environment queues
Process cycle efficiency is 3/30 = 10%, so most of the lead time is waiting, and cutting queues and handoffs gives the biggest gain. Adding developers raises work in progress and would likely make the queues even longer.

Question 61Mindset

A company must replace the fire-suppression system in its data center. The requirements are fixed by building code, the work follows a strict physical sequence, and changes after installation are very expensive. Which approach is MOST suitable?

Correct answer: C. A predictive approach with upfront planning, since requirements are stable and change is costly.
Fit-for-purpose selection means matching the approach to the work. Stable, regulated requirements with a fixed sequence and a high cost of change favor a predictive plan. Short sprints add little here because there is little uncertainty to learn from and the work cannot be released in usable slices.

Question 62Delivery

In an XP planning game, the customer wants to schedule 50 points of stories for the next one-week iteration. The team completed 35 points in the last iteration. What should the team do?

Correct answer: A. Plan about 35 points and let the customer choose which stories fit
XP uses 'yesterday's weather': the team plans roughly what it actually delivered last iteration, and the customer picks the most valuable stories within that budget. Loading 50 points with stretch goals still overcommits the team and blurs what the customer can expect.

Question 63Mindset

Midway through a sprint at Granite Telecom, a key stakeholder asks the team to add a new report. It would not fit without dropping work tied to the sprint goal. What should happen NEXT?

Correct answer: D. The product owner discusses the request and orders it in the product backlog for a coming sprint
Agile teams welcome change, and the product owner decides where new work fits, so the sprint goal is protected while the item is ordered for a later sprint. Adding the report at once would endanger the sprint goal, which Scrum aims to avoid.

Question 64Delivery

At Tidewater Games, the continuous integration build has been red for a day because of one failing test. Developers keep pushing new changes, saying the failure is not in their code. What should the team do NEXT?

Correct answer: A. Stop adding new changes and work together to fix the build first
In continuous integration, a broken build is the whole team's top priority, because every change added on top of it hides new problems and makes the cause harder to find. Disabling the test turns the build green but removes the safety net without fixing the defect.

Question 65Product

Two months after release, analytics show that a new reporting feature in a project management tool is used by fewer than 2% of customers. It took three sprints to build. What should the product owner do FIRST?

Correct answer: C. Talk with customers and study usage data to learn why it is not used
Low usage is a signal, and the product owner needs to learn the cause, such as discoverability, fit, or usability, before deciding what to do. Adding more options assumes the problem is missing scope and risks more effort on an untested idea.

Question 66Mindset

A medical device startup is building a new monitoring app. User needs for the app are still unclear, but the hardware supplier needs a firm order six months ahead and the regulatory submission date is fixed. Which approach should the agile practitioner recommend?

Correct answer: D. A hybrid: plan the supplier order and submission predictively and develop the app iteratively.
Hybrid approaches combine predictive planning for fixed elements with iterative delivery for uncertain ones. The supplier lead time and submission date are known and firm, while the app's user needs must still be discovered. A fully predictive plan would lock in app features before the team understands what users actually need.

Question 67Delivery

A Kanban team has a WIP limit of 4 in its 'Development' column, and all 4 slots are full. Two of those items are blocked waiting for a peer review nobody has picked up. A developer who just became free asks what to do. What is the BEST advice?

Correct answer: D. Help move the blocked items forward before pulling any new work
WIP limits tell the team to stop starting and start finishing, so a free person should help move existing work toward done. Raising the limit to keep everyone busy hides the queue and increases cycle time instead of fixing the flow problem.

Question 68Mindset

Developers at Bluewater Travel complain that the product owner keeps changing priorities based on customer feedback. They ask for requirements to be frozen for the whole quarter. What should the agile coach do BEST?

Correct answer: B. Help the team see shifting priorities as a chance to add value, and keep iterations short
Agile values responding to change because late learning about customers can give a real advantage, and short iterations keep the cost of each change small. A change control board adds delay and treats change as a threat rather than a source of value.

Question 69Leadership

Every schema change a team needs must go through a separate database group, which often takes a week to respond. This regularly delays the team's stories. What is the BEST long-term action?

Correct answer: C. Build database skills inside the team through a new member or cross-training
A cross-functional team holds the skills it needs to deliver end to end, which removes the handoff and the wait. Planning requests earlier eases the pain but keeps the external dependency in place.

Question 70Leadership

A Kanban team uses Roman voting to decide whether to lower its WIP limit for the testing column. Five members give a thumbs up, two give a thumb sideways, and one gives a thumbs down. What does this result indicate?

Correct answer: B. The team should hear the thumbs-down concern, because one member does not support the change.
In Roman voting, a sideways thumb means the person will go along with the group, while a thumbs down is an objection worth hearing. Treating the result as a simple majority skips the conversation that could reveal a real problem with the change.

Question 71Product

A product owner at an online learning company has a flat backlog of 200 items. The team cannot see how the items fit into the learner's journey, and stakeholders cannot agree on what belongs in the first release. Which technique would help MOST?

Correct answer: C. A story map that arranges items by user activity and slices out releases
Story mapping lays out user activities across the top with stories beneath them, which shows the whole journey and lets the team slice a thin first release across it. Estimating every item gives sizes but still leaves a flat list with no view of the user flow.

Question 72Delivery

A team at Maple Commerce has 1,200 automated tests, most of them end-to-end UI tests. The suite takes four hours to run and often fails for reasons unrelated to real defects. What should the team do?

Correct answer: B. Move most checks down to unit and service tests and keep few UI tests
The test automation pyramid favors many fast unit tests, fewer service or API tests, and only a small number of end-to-end UI tests. Running the slow suite overnight hides the delay but keeps feedback slow and leaves the flaky tests in place.

Question 73Mindset

A three-person team handles production support and small enhancement requests that arrive unpredictably. Their two-week sprints are constantly disrupted by urgent tickets, and sprint goals are rarely met. What should the agile practitioner suggest?

Correct answer: C. Consider a Kanban flow with WIP limits and classes of service to manage the incoming requests.
Tailoring means choosing practices that suit the type of work. Unpredictable, interrupt-driven work flows better through Kanban, where WIP limits and classes of service let urgent items move quickly without breaking a sprint commitment. Reserving capacity can help, but it still forces unpredictable demand into a timebox that keeps failing.

Question 74Delivery

A business stakeholder who raises requests with a Kanban support team asks, 'Once I submit a request, how long until I usually get it?' Which metric BEST answers this question?

Correct answer: A. Lead time, from when the request is made until it is delivered
Lead time covers the full wait the customer experiences, including the time a request sits in the queue before work begins. Cycle time starts only when the team begins work, so it understates how long the requester actually waits.

Question 75Mindset

A team at Redwood Analytics releases to customers twice a year. By the time feedback arrives, the team has moved on, and fixes take months to ship. What should the team do BEST?

Correct answer: D. Deliver smaller increments more often and put them in front of real users to learn sooner
Smaller, more frequent releases shorten the feedback loop, so the team learns while the work is fresh and changes are cheap. A pre-release survey tries to lock down needs in advance, but it cannot replace feedback on working software.

Question 76Product

A product owner has a goal to cut customer support calls by 30% this year but dozens of competing feature ideas. She wants to connect the goal to the people who can influence it, the behavior changes needed and the features that could cause those changes, before adding anything to the backlog. Which technique BEST fits?

Correct answer: A. Impact mapping
Impact mapping links a business goal to actors, the impacts or behavior changes needed and the deliverables that could cause them, which helps pick only features that serve the goal. Planning poker sizes work that has already been chosen, so it does not help decide what to build.

Question 77Leadership

On a Kanban board, items keep piling up in the Testing column while developers start new work. The team has one dedicated tester. What should the team do?

Correct answer: C. Stop starting new items and have developers swarm on testing with the tester
Swarming on the bottleneck improves flow and spreads testing skills across the team, building T-shaped members. Hiring another tester may help later, but it does not fix today's flow problem and keeps testing a one-person role.

Question 78Leadership

A retrospective at Wingtip Toys produces 22 improvement ideas, and the team has capacity to act on only two of them. What is the BEST way for the facilitator to help the team choose?

Correct answer: D. Give each member a few dots to place on their top ideas, then discuss the highest-voted items.
Dot voting quickly shows the group's priorities across many options and gives every voice equal weight, with a short discussion afterward to confirm the choice. Discussing all 22 ideas in depth would use up the session and tends to favor the loudest voices.

Question 79Delivery

The product owner at Crescent Telecom fills every sprint with new features. Developers say growing technical debt is causing more defects and slower changes, but the product owner sees no evidence of it. What should the team do FIRST?

Correct answer: D. Make the debt and its impact visible and discuss trade-offs with the PO
The product owner can only weigh technical debt against features if the team makes it visible, for example as backlog items showing the effect on defects and lead time. Hiding cleanup inside feature work removes transparency and keeps the product owner from making informed trade-offs.

Question 80Product

At a retrospective, a developer proposes adding 'the story has clear acceptance criteria and is estimated' to the team's definition of done. What should the agile practitioner point out?

Correct answer: B. It belongs in a definition of ready, since it applies before work starts
A definition of ready, when a team uses one, describes what an item needs before the team pulls it in, while the definition of done describes the quality a finished increment must meet. Putting readiness checks in the DoD mixes the two and blurs when each check applies.

Question 81Mindset

A newly formed team with no agile experience wants to change several Scrum events in its first week because some of them seem unnecessary. What should the agile practitioner recommend?

Correct answer: B. Use the framework as designed for a few iterations, then tailor it based on what the team learns.
Following the Shu-Ha-Ri idea, teams first learn practices as designed so they understand the purpose behind them, then adapt from experience. Tailoring is encouraged, but it should rest on evidence from inspection and adaptation. Removing events right away risks dropping feedback loops the team has not yet learned to use.

Question 82Delivery

A delivery manager overseeing five Scrum teams wants to publish a monthly ranking of the teams by velocity to encourage healthy competition. What should the agile practitioner advise?

Correct answer: D. Velocity is specific to each team and should not be compared
Story points are relative to each team, so velocity is a planning tool for that team, not a productivity score. Normalizing scales for a ranking still turns velocity into a target, which encourages point inflation and ruins it for forecasting.

Question 83Mindset

An XP team at Ironbridge Systems has a build-and-test cycle that takes three hours, so developers merge code only once or twice a week. Integration problems are frequent and slow to diagnose. What should the team do FIRST?

Correct answer: C. Speed up the automated build and tests so developers can integrate many times each day
Fast automated builds and tests shorten the feedback loop, which makes continuous integration practical and exposes problems while they are small. Cutting tests speeds up the build but removes the very feedback the team needs.

Question 84Leadership

A team is spread across three time zones. The daily stand-up suits headquarters, which means one location joins at 10 p.m. Attendance from that location is falling. What should the agile practitioner do?

Correct answer: B. Help the team agree on a shared overlap window or rotate the meeting time
Sharing the inconvenience and agreeing on a common window keeps everyone included as equal team members. Sending notes afterward turns that location into outsiders and weakens collaboration.

Question 85Leadership

A team at Proseware has spent three meetings trying to reach full agreement on a new deployment schedule. Every proposal gets reworked to satisfy someone's personal preference. What approach should the agile practitioner suggest?

Correct answer: C. Move to consent: adopt a proposal if no one has a reasoned objection to trying it for now.
Consent asks whether a proposal is good enough for now and safe enough to try, which stops endless tuning to preferences while still respecting real objections. A majority vote is faster, but it can leave a minority unheard and less committed to the outcome.

Question 86Product

Developers at a fintech company report that shortcuts taken over the past year have slowed delivery, and defects are rising. The product owner wants to keep the backlog focused only on new features. What should the agile practitioner do?

Correct answer: A. Make the debt visible in the backlog with its impact so it can be prioritized
Technical debt is a product decision, so it should be visible and weighed against features based on its effect on speed, quality, and risk. Fixing it quietly in slack time keeps the product owner from making informed trade-offs and rarely gets the debt paid down.

Question 87Delivery

Pinecrest Finance wants every change to be production-ready at all times, but marketing must decide when new features reach customers because of campaign timing. Which approach fits BEST?

Correct answer: B. Continuous delivery, with a business decision on when to release
Continuous delivery keeps every change releasable through an automated pipeline, while the actual release to customers remains a business decision. Continuous deployment would push every passing change to production automatically, which removes the timing control marketing needs.

Question 88Mindset

In retrospectives, a senior architect speaks first on every topic and the junior developers rarely share their views. Several juniors later tell the agile practitioner privately that they have ideas but feel uncomfortable speaking up. What should the agile practitioner do?

Correct answer: A. Use techniques such as silent writing and round-robin sharing so every voice is heard equally.
Facilitation techniques like silent brainstorming and round-robin turns give everyone equal space and build psychological safety for the whole group. Collecting ideas from juniors in private keeps their voices out of the team conversation and leaves the dynamic unchanged. Excluding the architect would harm trust and collaboration.

Question 89Delivery

Executives at a media company want to compare 25 proposed epics for next year's roadmap. Details are thin, and they only need to know which epics are small, medium or large. Which technique is MOST suitable?

Correct answer: C. T-shirt sizing to give each epic a coarse size such as S, M or L
T-shirt sizing suits early, low-detail decisions where a rough relative size is enough to compare options. Planning poker on epics with thin details takes more time and adds false precision without improving the roadmap decision.

Question 90Mindset

A team at Maple Financial needs a test tool, but the procurement process takes six weeks, and the delay has already cost two sprint goals. The team cannot change the policy itself. What should the Scrum Master do NEXT?

Correct answer: D. Raise the impediment with the leaders who own the process, showing its impact on delivery
Organizational impediments a team cannot resolve should go to the people who can change the system, backed by evidence of the cost. Working around the gap quietly hides the problem and leaves the same delay in place for every team.

Question 91Product

Leadership at a subscription software firm tracks each team by story points completed per sprint. The product owner wants a measure that shows whether the team's work is helping customers. Which metric is BEST?

Correct answer: D. Change in the share of trial users who move to paid plans
Trial-to-paid conversion is an outcome that reflects whether customers get value from the product. Features released is an output, and a team can ship many features that change nothing for customers.

Question 92Leadership

Members of a fully remote team say they feel isolated and miss the informal chats they used to have in the office. Their work is on track, but morale is slipping. What should the agile practitioner do?

Correct answer: A. Work with the team to set up regular informal time, such as virtual coffee chats
Remote teams need deliberate chances for informal contact, which build the trust that office hallways used to provide. Another status meeting adds structure but not the social connection the team says it is missing.

Question 93Leadership

During sprint planning, an agile practitioner feels growing irritation as a developer questions the estimates for the third time, and is about to respond sharply. Which action BEST shows emotional intelligence?

Correct answer: B. Pause, notice the frustration, and ask the developer what concern is behind the questions.
Self-awareness and self-regulation mean recognizing your own emotion and choosing a response instead of reacting, and curiosity often uncovers a valid concern. Hiding the irritation avoids an outburst but leaves both the developer's issue and the tension unresolved.

Question 94Delivery

A product owner at Granite Energy is ordering the backlog for a new metering platform. One high-value feature depends on an untested integration with a legacy billing system that may not support the required data format. How should this feature be handled?

Correct answer: D. Order it early so the integration risk shows up while change is cheap
A risk-adjusted backlog moves high-value, high-risk items forward so problems surface early, when there is still time and budget to respond. Keeping its normal position with a buffer means the integration problem may only appear late, when options are fewer and more costly.

Question 95Mindset

A configuration change made by a developer caused a two-hour outage. The department manager asks the agile practitioner to identify who made the change so it can be noted in that person's performance review. What should the agile practitioner do?

Correct answer: C. Run a blameless review with the team to find the process gaps that let the error reach production.
Blameless reviews focus on the system and process conditions that allowed a failure, which keeps people willing to report problems. Blaming an individual teaches the team to hide mistakes and weakens psychological safety. Telling the manager nobody is responsible avoids the issue instead of offering a constructive alternative.

Question 96Delivery

Three Scrum teams in a scaled program are building one shared release, and each team estimates in its own story points. Leadership asks for a single combined forecast. What should the program's agile coach do FIRST?

Correct answer: A. Have each team forecast its own work using its own velocity, then combine
Each team's velocity is only meaningful against its own estimates, so the safest forecast combines per-team forecasts and then checks the dependencies between them. Adding velocities together mixes incompatible point scales and produces a number with no real meaning.

Question 97Mindset

A director at Summit Energy wants to compare the velocity of five Scrum teams and reward the team with the highest number each quarter. What should the agile coach do FIRST?

Correct answer: C. Explain that velocity is team-specific and suggest outcome measures such as value delivered
Story points are relative to each team, so ranking or rewarding velocity across teams invites point inflation and says little about value. Normalizing points looks fair, but it still pushes teams to game the number instead of delivering outcomes.

Question 98Product

A Kanban team at a payments company has a regulatory change due in six weeks, with heavy fines if it is missed. The work will take about four weeks, and the board also holds standard enhancements and internal tooling requests. How should the team treat the regulatory item?

Correct answer: A. As a fixed-date item, started early enough to finish before the deadline
The fixed-date class of service fits work whose cost of delay jumps at a known date, so the team starts it with enough margin to finish in time. Treating it as expedite disrupts flow for no reason, since there is still time to deliver without stopping other work.

Question 99Leadership

In a hybrid organization, a PMO manager asks the Scrum Master to assign tasks to each developer at sprint planning so individual accountability is clear. What should the Scrum Master do?

Correct answer: B. Explain that the team pulls its own work and offer visibility via the board
Self-managing teams choose who does what, and a visible task board gives the PMO the transparency it actually needs. Flatly refusing ignores a fair concern and harms the relationship when education and transparency can meet both needs.

Question 100Leadership

A normally talkative tester on a Scrum team has stopped joining team lunches and now gives one-word updates at stand-ups. Her work is still delivered on time. What should the agile practitioner do?

Correct answer: A. Check in with her privately, mention what was noticed, and ask how she is doing.
Noticing a change in someone's behavior and responding with private, caring curiosity reflects social awareness and relationship management. Raising it at a retrospective puts her on the spot in front of the group before anyone knows what is going on.

Question 101Delivery

A Scrum team at Falcon Robotics is asked to build a feature that relies on a new third-party vision API. Nobody on the team has used it, and they cannot tell whether it meets the accuracy requirement. What should the team do FIRST?

Correct answer: C. Run a time-boxed spike to test the API against the accuracy need
A spike is a short, time-boxed experiment that reduces technical uncertainty so the team can make an informed decision. Committing to the full feature without that learning risks a sprint of work on an option that may not meet the need.

Question 102Product

A Scrum team building a mobile banking app finishes its sprints on time, but stakeholders say the increments feel like a set of unrelated features. What should the product owner do?

Correct answer: B. Define a product goal that gives the backlog a clear, shared target
In Scrum, the product goal is the long-term objective the product backlog serves, and each sprint goal moves toward it, which ties increments together. Delivering more features does not fix the missing direction and may add more unrelated work.

Question 103Mindset

A functional manager asks the agile practitioner for a report showing the story points completed by each developer so it can be used in annual performance reviews. What should the agile practitioner do?

Correct answer: D. Explain that velocity is a team planning measure and suggest team outcomes and peer feedback.
Velocity is a team planning tool, and measuring individuals by it encourages point inflation and discourages helping others. Offering team outcomes and peer feedback supports collaboration and trust. Producing the report with a warning still sends the message that individual output is what counts.

Question 104Delivery

A Kanban team does not estimate in story points. Over the past 12 weeks, it finished between 6 and 11 items per week. A product manager asks when the 60 remaining items will be done. What is the BEST approach?

Correct answer: A. Use the weekly throughput history to forecast a date range with likelihoods
Throughput history supports probabilistic forecasting, such as a Monte Carlo simulation, which gives dates with confidence levels without needing estimates. Estimating all 60 items in points adds effort and is not more reliable than the team's actual delivery record.

Question 105Mindset

During an agile adoption at Westfield Corp, several functional managers quietly resist because self-organizing teams seem to remove their role. What should the agile coach do BEST?

Correct answer: B. Work with the managers to shape new roles, such as growing skills and removing impediments
Managers still have a valuable part to play in an agile organization, and helping them find it turns resistance into support. Forcing compliance from the top may win surface agreement, but it does not address the concern behind the resistance.

Question 106Product

Three Scrum teams work on the same e-commerce platform. Each has its own product owner and backlog, and the teams keep discovering conflicting features and dependencies at the last minute. What should be done?

Correct answer: A. Use one product backlog with a single ordering shared by all three teams
When several teams build one product, a single product backlog with one ordering, as in LeSS and Nexus, aligns them on the same priorities and exposes dependencies early. A coordinator can track conflicts but does not remove the competing priorities that cause them.

Question 107Leadership

Three months into adopting Scrum, a team still waits for the Scrum Master to start the daily scrum, call on each person and update the board. What should the Scrum Master do?

Correct answer: D. Coach the team to run the daily scrum, for example by rotating the facilitator
The daily scrum belongs to the developers, and gradually handing over facilitation builds self-management. Walking away suddenly may leave the team without support, while a planned handover lets it build the habit.

Question 108Leadership

A product team at Tailspin needs two weeks of help from a database specialist who reports to another department. The agile practitioner has no authority over that department. What should the practitioner do FIRST?

Correct answer: A. Meet the department's manager to learn their priorities and find an option that helps both.
Influencing without authority starts with understanding the other party's interests so you can find a win-win, such as timing the help around their busy periods. Going to the sponsor first can damage the relationship and should be kept as a later option.

Question 109Delivery

The sponsor of a hybrid program at Summit Aerospace asks how the team can show, sprint by sprint, whether overall project risk is actually going down. The team already keeps a risk register with probability and impact scores. What should the agile practitioner propose?

Correct answer: C. A chart of total open risk exposure plotted at the end of each sprint
A risk burndown chart sums the exposure (probability times impact) of open risks and plots it over time, so stakeholders can see whether risk is falling. A heat map shows the current risk picture but not the trend the sponsor asked to see.

Question 110Mindset

Stakeholders frequently stop by the team area or message developers to ask about progress, which interrupts focused work. What should the agile practitioner do FIRST?

Correct answer: A. Create visible, current information radiators such as a task board and a burnup chart.
Information radiators make progress visible at a glance, so stakeholders can get answers without interrupting the team. They also support transparency because everyone sees the same current data. A weekly report is slower, adds work, and may already be outdated when it arrives.

Question 111Delivery

A Kanban team's cycle time scatterplot shows that 85% of its items finish within 9 days of starting. A stakeholder asks when an item the team just started is likely to be done. What is the BEST response?

Correct answer: D. There is about an 85% chance it will be done within 9 days
Percentile lines on a scatterplot express likelihood, so the honest answer is a probability based on the team's own data. Promising exactly 9 days turns a probability into a fixed commitment that the data does not support.

Question 112Mindset

The CEO of Evergreen Foods wants all 40 teams to switch to Scrum next month, with no exceptions. The organization has no prior agile experience. What should the agile coach recommend FIRST?

Correct answer: B. Start with a few pilot teams, learn from their experience, and then expand the approach in waves
Starting small and expanding in waves applies empiricism to the adoption itself, so the organization learns what works and fixes problems before they spread. A two-day workshop for everyone meets the date but launches all teams before anyone knows what support they need.

Question 113Product

A team at a meal-kit company spent two sprints on a redesigned onboarding flow. An A/B test with a large enough sample shows activation is the same as with the old flow, and team members are disappointed. What should the product owner do NEXT?

Correct answer: C. Treat the result as learning and use it to shape the next experiment
Validated learning uses real results to test assumptions, and a neutral result shows this design was not what limited activation. Running the test until a difference appears is biased and delays the next, better-informed experiment.

Question 114Leadership

After a production defect, a developer admits it came from his change, and a manager in the room demands to know who approved it. Since then, team members have stopped mentioning mistakes at stand-ups. What should the agile practitioner do?

Correct answer: B. Promote blameless reviews and coach the manager on how blame shuts people down
Teams only surface problems early when it feels safe to do so, and leaders' reactions shape that safety. Keeping the manager away from stand-ups avoids the real issue and misses the chance to change how he responds.

Question 115Leadership

At Woodgrove Bank, every release waits up to two weeks for a manual security review, and the security team refuses to change the process. The agile practitioner has no authority over security. Which approach is MOST likely to influence a change?

Correct answer: D. Map the value stream with security staff, show the wait time, and co-design an automated pilot.
Making the delay visible with shared data and involving the security team in the fix respects their concerns and builds their ownership of the change. Escalating to the CIO might force a decision, but it ignores why the review exists and creates resistance.

Question 116Delivery

Aurora Wellness plans a 12-month build of a full meal-planning app, but leadership is unsure whether customers will pay for it. What should the agile practitioner recommend to reduce this risk?

Correct answer: B. Release a minimal version early to test willingness to pay with users
Delivering a minimum viable product early tests the riskiest assumption with real customer behavior and returns learning or value sooner. A survey can help, but what people say they will pay is less reliable than what they actually do with a working product.

Question 117Mindset

Two weeks before a planned release, the team realizes that a key integration will probably not be ready. The team board still shows everything on track because members are worried about upsetting the sponsor. What should the agile practitioner do?

Correct answer: C. Update the board to show the real status and discuss the risk and options with the sponsor now.
Transparency means showing the true state of work, including bad news, as early as possible. Raising the risk now gives the sponsor time to choose between options such as reducing scope or moving the date. Waiting for the next review delays that decision and makes trust harder to rebuild.

Question 118Delivery

At a manufacturer's software group that follows Lean, the analysis team keeps pushing finished specifications to development regardless of its load. Over 40 specifications are now waiting, and many become outdated. What should the agile practitioner recommend?

Correct answer: A. Set up a pull system where development pulls specs as capacity frees up
In a pull system, downstream work signals when it is ready, which limits queues and keeps specs fresh because they are prepared closer to when they are needed. Hiring more developers treats the symptom and keeps a push system that will build the same queue again.

Question 119Mindset

A team at Clearwater Labs must integrate with an unfamiliar third-party payment API. The developers cannot estimate the story with any confidence. What should they do FIRST?

Correct answer: D. Run a short, timeboxed spike to explore the API and reduce the uncertainty before estimating
A spike is a short, timeboxed piece of research that buys knowledge and turns an unknown into something the team can estimate. Padding the estimate and starting anyway leaves the risk in place and only hides it inside a bigger number.

Question 120Product

During the XP planning game at a logistics company, the customer asks the developers to decide which stories should go into the next iteration. What should happen?

Correct answer: A. The customer chooses the stories, using developer estimates and risks
In the XP planning game, business people decide scope and priority while developers give estimates and flag technical risks. Letting developers choose moves a business decision to people who do not own customer value.