Free PMI-ACP Practice Test 2026 (Set 2): Full 120-Question Mock Exams

Question 1Product

Midway through a release, a senior sales director asks the product owner of a field-service app to add a custom feature for one large prospect. The feature does not support the product vision. What should the product owner do FIRST?

Correct answer: A. Assess the request against the vision and goals with the director
The product vision and goals are the basis for saying yes or no, so the product owner should weigh the request openly with the requester, including its value and its cost to the plan. Rejecting it outright harms the relationship and skips a real look at the business case.

Question 2Mindset

A director proposes buying an expensive project management tool because the teams do not communicate well. The teams currently have few regular conversations and work mostly in isolation. What should the agile practitioner recommend FIRST?

Correct answer: C. Improve how people interact through regular collaboration, then pick tools that support it.
Agile values individuals and interactions over processes and tools. The root problem is that people rarely talk, and no tool will fix that by itself. Comparing vendors still treats the tool as the solution instead of addressing how the teams work together.

Question 3Mindset

A team at Northgate Media had a smooth sprint and met its goal. The developers propose skipping the retrospective this time so they can start the next sprint early. What should the Scrum Master do BEST?

Correct answer: D. Hold the retrospective and help the team find what worked well and how to repeat or build on it
Retrospectives are for improving, not only for fixing failures, and a good sprint is a chance to understand what worked and make it repeatable. Skipping it treats improvement as something needed only when things go wrong.

Question 4Delivery

Team Alpha at Westbrook Systems needs a new customer API that Team Beta will build. Alpha's sprint starts in three days, and Beta has not yet planned the API work. What should Team Alpha do FIRST?

Correct answer: D. Meet with Team Beta to agree on the interface, timing, and a stub
Talking directly lets both teams agree on the interface and timing early, and a stub or mock lets Alpha keep working while Beta builds the real API. Escalating to a manager before talking to the other team skips the simplest fix and can harm cross-team trust.

Question 5Delivery

A Lean team handling marketing requests finishes an average of 3 items per day, and its average cycle time is 10 days. It wants to cut average cycle time to 5 days without changing throughput. Using Little's Law, what average WIP should it target?

Correct answer: B. 15 items
Little's Law gives WIP = throughput x cycle time, so 3 items per day x 5 days = 15 items, half of today's 30. Keeping WIP at 30 would leave cycle time at 10 days, because the team cannot finish faster at the same throughput without reducing work in progress.

Question 6Leadership

At the daily scrum, a developer mentions that the automated test suite has become slow and flaky. The Scrum Master knows the fix is well within the developers' skills. What should the Scrum Master do?

Correct answer: B. Encourage the developers to own the fix and step in only if they hit a barrier
Servant leaders remove impediments the team cannot handle, but they avoid taking over problems the team can solve, since that builds dependence. Fixing it personally feels helpful, yet it weakens the team's ownership of its own quality.

Question 7Leadership

As Globex begins an agile transformation, several middle managers quietly slow adoption by continuing to assign tasks directly to team members. They worry their roles will disappear. What should the transformation lead do FIRST?

Correct answer: D. Meet the managers to hear their concerns and work with them to define their future role.
Resistance often comes from fear of loss, so involving managers in shaping a new role, such as coaching people and removing impediments, can turn them into allies. Escalating to the sponsor may force compliance but deepens the fear behind the behavior.

Question 8Product

A competitor unexpectedly launches a feature that the analytics product's roadmap had planned for next year, and customers are already asking about it. What should the product owner do?

Correct answer: C. Revisit the roadmap with stakeholders and reorder based on the new data
A roadmap is a living plan, and new market information is exactly the trigger to reassess priorities with stakeholders. Copying the competitor right away reacts without checking whether the feature fits the product's customers and goals.

Question 9Mindset

Midway through a release, market research shows that a competitor has launched a feature customers are asking for. The product owner wants to change priorities, but a manager insists the team stick to the approved release plan. What should the agile practitioner do?

Correct answer: B. Help the product owner reorder the backlog and update the release plan with stakeholders.
Responding to change is valued over following a plan, and the backlog exists so priorities can shift as new information arrives. Reordering it with stakeholders keeps everyone informed and protects the current sprint. Holding to the old plan for the sake of predictability delivers less value in a changed market.

Question 10Mindset

In a retrospective at Cobalt Logistics, the team spends almost the full hour discussing frustrations with the release process. With ten minutes left, nothing has been agreed. What should the facilitator do NEXT?

Correct answer: C. Guide the team to choose one issue and agree on a specific, small action to try next sprint
A retrospective should end with the team deciding what to do, and picking one issue with a small, concrete action turns discussion into improvement. Proposing the facilitator's own fix puts an action on paper but takes ownership away from the team.

Question 11Delivery

At Lakeside Retail, six Scrum teams send representatives to a scrum of scrums three times a week. The meeting has become a long round of status updates, and cross-team blockers often stay open for days. What should the agile practitioner suggest?

Correct answer: A. Refocus the meeting on cross-team impediments and dependencies
A scrum of scrums exists to coordinate across teams, so it should center on impediments, dependencies, and integration issues that need joint action. Written status reports would save meeting time but still leave blockers without a place to resolve them.

Question 12Delivery

A five-person Scrum team averages 40 story points per sprint with everyone available, and members contribute roughly equally. Next sprint, one member will be on leave for the whole sprint. About how many points should the team plan for?

Correct answer: B. About 32 points
With one of five people away, capacity drops by about 20%, so 40 x 4/5 = 32 points is a sensible plan. Planning the usual 40 points ignores the reduced capacity and sets the team up to miss its sprint goal.

Question 13Leadership

In a hybrid matrix organization, functional managers often pull developers into unrelated meetings, and the team keeps missing its sprint goal. What should the Scrum Master do FIRST?

Correct answer: A. Track the interruptions and review the data with the managers involved
Making the cost visible with data and working directly with the managers is a collaborative first step that often removes the impediment. Escalating to senior leadership right away skips that conversation and can damage working relationships.

Question 14Leadership

Teams at Initech understand why the company is moving to agile and say they want it to succeed. Yet many keep writing requirements as long specifications because they are unsure how to write good user stories. What should the agile coach do NEXT?

Correct answer: C. Provide hands-on training and coaching on writing and splitting user stories.
In ADKAR terms, the teams already have awareness and desire, so the gap is knowledge, which training and coaching address directly. Requiring a template changes the format but does not build the skill to write useful stories.

Question 15Product

The product backlog for an internal HR portal has grown to over 600 items, many added years ago by people who have since left. Refinement sessions feel unproductive. What should the product owner do?

Correct answer: D. Remove or archive items that are outdated or unlikely to be built
A healthy backlog is emergent and ordered, with detail focused near the top, so stale items should go; ideas that still matter will come back. Estimating all 600 items spends effort on work that may never be done.

Question 16Mindset

The business expert for a project says she will only be available at the end to perform user acceptance testing. The team expects many questions about business rules during development. What should the agile practitioner do?

Correct answer: D. Explain the risk of late feedback and agree on regular time with the expert or a trusted delegate.
Agile principles call for business people and developers to work together daily throughout the project. Explaining the cost of late feedback and securing regular access, even through a delegate, keeps questions answered quickly. Saving assumptions for acceptance testing pushes discovery to the end, where fixes cost the most.

Question 17Mindset

Last sprint, a team at Ashford Insurance agreed to shorten daily stand-ups to 'improve focus.' At the next retrospective, members disagree about whether it helped, and no one has evidence either way. What should the agile practitioner suggest for future improvement actions?

Correct answer: A. Agree on how success will be measured when an action is chosen, then check it at the next retro
Agreeing on a measure up front turns an improvement into a testable experiment, so the team can keep, adjust or drop it based on evidence. A vote on feelings is quick, but it repeats the same problem of judging by opinion.

Question 18Delivery

Eight teams at Crestview Mobility build features on the same platform, and each team plans its quarter separately. Integration problems and missed handoffs keep showing up late. What should the organization do to improve alignment?

Correct answer: B. Hold a joint planning event where all teams plan together against shared goals
A joint, big-room planning event, as in program increment planning, brings all teams and stakeholders together to align on objectives and expose dependencies face to face. Sending plans to a central office collects information but does not create the shared understanding or live negotiation that prevents late surprises.

Question 19Product

A stakeholder adds this item to the backlog of a food delivery app: 'Create a new orders table in the database.' What should the product owner do?

Correct answer: D. Rewrite it as a story showing who benefits, what they need, and why
A user story expresses value from a user's view, and technical tasks are handled by the team as part of delivering it. Deleting the item goes too far, since the need behind it may be valid and technical work can appear in a backlog when needed.

Question 20Delivery

Halfway through a two-week sprint, the burndown chart shows remaining work well above the ideal line, and the team agrees it will not finish all planned items. What should the team do NEXT?

Correct answer: C. Renegotiate scope with the product owner while keeping the sprint goal
Scrum allows scope to be clarified and renegotiated with the product owner as more is learned, as long as the sprint goal is not put at risk. Extending the sprint breaks the fixed timebox and hides the planning problem instead of dealing with it.

Question 21Leadership

A high-performing team adds two new members. Soon meetings feel awkward, roles seem unclear and the team's throughput dips. What should the agile practitioner do?

Correct answer: A. Treat it as a return to forming and revisit working agreements with everyone
Changing membership resets team dynamics, so revisiting agreements with everyone helps the new team re-form quickly. Keeping old practices unchanged ignores that the new members had no say in them and may not understand them.

Question 22Leadership

A pilot Scrum team at Northwind Traders cut its release cycle from three months to three weeks. Other departments remain doubtful that agile will work for them. What should the transformation leaders do to build momentum?

Correct answer: C. Make the pilot's results visible and invite other teams to see how the team achieved them.
Visible short-term wins build credibility and help skeptical groups see what is possible, which supports wider adoption. Mandating the exact process ignores that other departments have different contexts and produces compliance rather than buy-in.

Question 23Product

A team at an insurance firm cannot estimate a story to integrate with a new third-party claims API, because no one on the team has used the API before. What should the team do?

Correct answer: A. Run a short timeboxed spike to learn enough about the API to estimate
A spike is a timeboxed research item that reduces uncertainty so the story can be estimated. A large padded estimate hides the risk instead of reducing it and gives the product owner poor data for planning.

Question 24Mindset

Under deadline pressure, an XP team has stopped writing unit tests and refactoring. Defects are rising and each change now takes longer than the last. What should the agile practitioner do NEXT?

Correct answer: B. Make the technical debt visible and agree with the product owner to keep tests in the DoD.
Continuous attention to technical excellence and good design enhances agility. Making the debt visible lets the product owner see its cost, and keeping tests in the Definition of Done stops it from growing. A later cleanup sprint rarely happens as planned and lets defects keep piling up in the meantime.

Question 25Mindset

In retrospectives, a team at Fairmont Health keeps raising slow security reviews run by a central department. Most of each session now goes to this issue, and the team feels stuck. What should the Scrum Master do NEXT?

Correct answer: A. Take the issue to the security department's leaders while the team improves what it can control
Issues outside the team's authority belong with the people who can change them, while the team keeps working on what it can influence. Telling the team to stop raising the issue hides an organizational impediment instead of removing it.

Question 26Delivery

During a two-day joint planning event at Ironwood Software, Team Delta schedules a feature for iteration 2 that depends on Team Echo's work, which Echo has planned for iteration 4. What should happen NEXT?

Correct answer: C. Delta and Echo negotiate the order and update the dependency board
Joint planning exists to surface conflicts like this so the teams involved can resolve them on the spot and show the agreed order on the dependency or program board. Leaving it until after the event wastes the purpose of the session and lets a known mismatch turn into a late delivery.

Question 27Delivery

On a team's board, items keep queuing in the 'Ready for Acceptance' column, which only the product owner handles, while developers keep starting new work. Cycle time is rising. What should the agile practitioner do FIRST?

Correct answer: B. Address the acceptance constraint, such as by limiting WIP before it
In Lean and the Theory of Constraints, a system can only flow as fast as its bottleneck, so the first step is to relieve that constraint and stop overfeeding it. Speeding up development would only lengthen the acceptance queue and push cycle time up further.

Question 28Leadership

Half of a team works in the office and half works remotely. Remote members learn about design choices days later because they were made in hallway chats. What should the agile practitioner do?

Correct answer: D. Facilitate an agreement to hold or log all work discussions in shared channels
A shared agreement on where work conversations happen gives every member equal access, wherever they sit. A weekly email still leaves remote members days behind and outside the discussion itself.

Question 29Leadership

A newly formed agile team has been together for three weeks. Members now argue openly about coding standards and who should own which work, and meetings run long. The functional manager asks the agile practitioner to step in and set the rules. What should the agile practitioner do?

Correct answer: A. Treat this as a normal storming stage and facilitate the team in creating its own working agreements
Open disagreement is expected in the storming stage, and helping the team agree its own norms moves it toward norming and builds ownership. Imposing rules may end the arguments for now, but it weakens self-management and the team's commitment to the rules.

Question 30Product

A story for a ticketing website says: 'The checkout page should be fast and easy to use.' The testers say they cannot tell when it is done. What should the product owner do?

Correct answer: B. Add measurable acceptance criteria, such as a maximum page load time
A testable story needs criteria that can be checked objectively, such as the page loading within 2 seconds for 95% of requests. Splitting it into design and performance tasks still leaves both parts with no clear way to tell when they are done.

Question 31Mindset

Each morning, a development manager assigns specific tasks to each team member and checks on their progress in the afternoon. The team rarely discusses how to approach the work together. What should the agile practitioner do?

Correct answer: A. Coach the manager to let the team pull and organize work while the manager removes impediments.
The best designs and solutions emerge from self-organizing teams. Coaching the manager toward a supportive role builds the team's ownership while giving the manager a useful new focus. Assigning work weekly instead of daily still keeps the team from organizing its own work.

Question 32Mindset

A team at Riverside Apps tried mob programming for two sprints to speed up delivery. The data shows no improvement, and one member says the trial was a waste of time. What should the agile practitioner do BEST?

Correct answer: D. Help the team review what it learned, decide whether to adapt or drop it, and share the findings
An experiment that disproves a hypothesis still produces useful learning, and the team should choose its next step from the data. Extending the trial without a new reason ignores the evidence and spends more time on something that has not shown value.

Question 33Delivery

At the end of a quarterly joint planning event at Beacon Payments, the teams review program risks. One risk, a possible delay in a vendor's security certification, cannot be handled in the room and has no mitigation plan yet, but a product manager agrees to take responsibility for it afterward. How should it be classified using ROAM?

Correct answer: A. Owned, because a named person has taken responsibility for it
In ROAM, a risk is Owned when it cannot be handled during the event and a named person takes responsibility for it afterward. It is not Mitigated, because no plan yet exists to reduce its probability or impact.

Question 34Delivery

On a support team's cumulative flow diagram, the top line (arrivals) is rising much more steeply than the bottom line (items done), and the vertical gap between them keeps growing. What does this MOST likely mean?

Correct answer: C. WIP is growing, so lead time will rise unless intake is managed
A growing vertical gap on a CFD means more items are in the system, and by Little's Law more WIP at the same throughput means longer lead times. Stable flow would show roughly parallel lines, not a widening gap.

Question 35Product

A story for an insurance quote tool must calculate premiums for five vehicle types, each with its own rating rules. It is too big for one sprint. What is the BEST way to split it?

Correct answer: A. Split by vehicle type, delivering the most common type first
Splitting by business rule or data variation creates small vertical slices that each produce a usable quote, starting with the most valuable type. An analysis story followed by a build story is a phase split that delivers nothing usable until both are done.

Question 36Leadership

A team wrote its working agreements six months ago and stored them on a wiki page. Few members remember them, and several have quietly stopped following them. What should the agile practitioner do?

Correct answer: D. Revisit them in a retrospective, keep what still helps and make them visible
Working agreements are living tools that the team should review regularly and keep visible so they guide daily behavior. Emailing the link reminds people they exist but does not check whether they still fit the team.

Question 37Leadership

A team at Fabrikam builds features for a hospital scheduling system but has never met a user. Their engagement survey shows they find the work repetitive and disconnected. Which action would BEST improve motivation?

Correct answer: B. Arrange for nurses and schedulers to share how the system affects their daily work.
Connecting the team with the people they help strengthens purpose, one of the main drivers of intrinsic motivation for knowledge workers. A cash bonus tied to velocity shifts attention to the number and can encourage inflated estimates.

Question 38Mindset

A team plans to deliver a new customer portal in a single release after nine months of development. The sponsor is worried about whether customers will actually use it. What should the agile practitioner suggest?

Correct answer: C. Identify a minimum viable product that can reach real users early and grow it based on feedback.
Delivering working software frequently to real users tests assumptions early and reduces the risk of building something nobody uses. An MVP gets that feedback months sooner. Internal demos help, but they show the sponsor's view rather than whether customers will actually adopt the portal.

Question 39Mindset

Three months after launch, usage data at Hilltop Commerce shows that very few customers use a new loyalty feature. The product owner wants to keep building the planned enhancements because so much has already been invested. What should the agile practitioner advise?

Correct answer: B. Pause further work, find out why adoption is low, and decide next steps based on what is learned
Past investment should not drive future decisions, and new evidence of low use calls for learning why before spending more. Removing the feature at once is also a reaction without understanding, and it may throw away something a small change could fix.

Question 40Product

An agile release train at a healthcare software company scores four features (business value, time criticality, risk reduction/opportunity enablement, job size): Bulk upload is 13, 8, 1, size 13; Audit log is 3, 13, 8, size 5; Mobile alerts is 8, 3, 2, size 3; Usage dashboard is 5, 5, 3, size 5. Using WSJF, which feature should be done first?

Correct answer: D. Audit log
WSJF divides cost of delay (value + time criticality + risk reduction) by job size: Bulk upload 22/13 = 1.7, Audit log 24/5 = 4.8, Mobile alerts 13/3 = 4.3, Usage dashboard 13/5 = 2.6. Bulk upload has the highest business value, but its large size puts it last.

Question 41Delivery

Lindenwood Travel organizes its teams by component: front end, services, and database. Almost every feature needs work from all three teams, and most delays come from waiting on each other. What should the organization consider to reduce these dependencies over time?

Correct answer: B. Form cross-functional feature teams that deliver end-to-end slices
Cross-functional feature teams own end-to-end slices of value, which removes many cross-team dependencies at their source. A coordinator may smooth the handoffs, but the structural dependencies and waiting remain.

Question 42Delivery

A finance manager at a consulting firm asks the team to convert story points into hours, at one point equals eight hours, so client invoices can be calculated. What should the agile practitioner explain?

Correct answer: C. Points are relative sizes for planning, so a fixed hour rate misleads
Story points express relative effort, complexity and uncertainty, and stories of the same size can take different amounts of time. Agreeing on an hourly rate per point turns points into a disguised time estimate and invites pressure to inflate or deflate them.

Question 43Leadership

A developer on a Scrum team rarely speaks in planning or retrospectives, though his code reviews show strong insight. What should the agile practitioner do FIRST?

Correct answer: A. Talk with him one-on-one to understand why and explore ways to contribute
A private conversation helps the practitioner understand the reason and find options, such as written input, that suit him. Calling on him in public may make him more uncomfortable and does nothing about the cause.

Question 44Leadership

A department head at Adatum plans to reward the top three developers each quarter based on the number of story points each one personally completes. What should the agile practitioner advise?

Correct answer: D. Recommend team-level recognition, since individual point counts discourage collaboration.
Story points estimate team effort and are not a fair measure of individual output, and ranking people by them encourages grabbing easy work and discourages helping others. Counting hours keeps the same competition and rewards time spent rather than value.

Question 45Product

A product owner at a shipping company estimates four features: W costs $10,000 per week of delay and takes 1 week; X costs $40,000 per week and takes 4 weeks; Y costs $25,000 per week and takes 2 weeks; Z costs $60,000 per week and takes 8 weeks. Using CD3 (cost of delay divided by duration), which feature should be done first?

Correct answer: A. Feature Y
CD3 gives W = 10,000/1 = 10,000, X = 40,000/4 = 10,000, Y = 25,000/2 = 12,500, and Z = 60,000/8 = 7,500, so Y goes first. Feature Z has the highest cost of delay, but its long duration would hold up everything behind it.

Question 46Mindset

A project manager reports the project as 70% complete because 70% of the planned tasks are marked finished. However, none of the features have been integrated or tested end to end. How should progress be measured instead?

Correct answer: C. By the completed features that meet the Definition of Done and could be shown to stakeholders.
Working software is the primary measure of progress. Only features that meet the Definition of Done show real, usable value, while unfinished tasks can hide large amounts of remaining work. Weighting tasks by effort looks more precise but still measures activity rather than results.

Question 47Mindset

The product owner at Starling Bank cannot decide between two checkout page designs. Stakeholders have argued for weeks, each citing personal preference. What should the team do BEST?

Correct answer: D. Release both designs to small groups of users and compare the results against a clear measure
A small A/B test replaces opinion with evidence from real users and gives a quick answer. Merging the two designs may calm the debate, but it produces a third design that no one has tested.

Question 48Delivery

Kestrel Analytics has a fixed-price agile contract with a client. Midway through, the client wants a new report added and is willing to drop an unstarted feature of similar size. Which contract approach supports this BEST?

Correct answer: D. A clause allowing swaps of unstarted work of similar size at no charge
A change-for-free clause lets the customer swap unstarted backlog items of similar size without extra cost, keeping flexibility within a fixed budget. A formal change request and new quote treats the swap as added scope and adds the delay and overhead agile contracts aim to avoid.

Question 49Delivery

At the end of a sprint, a team realizes a story it estimated at 5 points actually took far more effort, closer to a 13. A developer suggests changing the completed story to 13 points so velocity is accurate. What should the team do?

Correct answer: B. Keep the original estimate and apply the lesson to similar stories
Velocity works because estimates are made with the same level of knowledge before work starts, and misses tend to balance out over time. Re-estimating finished work after the fact inflates velocity and makes future forecasts less reliable, not more.

Question 50Product

The product owner for a gym chain's app has limited team capacity before a membership campaign and plots backlog items on a value versus effort matrix. Which items should she generally schedule FIRST?

Correct answer: C. High value, low effort items, since they deliver benefit quickly
High value, low effort items are quick wins that return the most value per unit of effort. High value, high effort items matter too, but they tie up capacity longer and are usually split or planned after the quick wins.

Question 51Leadership

A team switching from Scrum to Kanban asks its coach how to set WIP limits. No one on the team has used Kanban before. What is the BEST approach for the coach?

Correct answer: D. Teach the basics of WIP limits, then let the team pick starting limits and adjust
When a team lacks the knowledge, a teaching stance fits, followed by letting the team experiment and own the result. Open questions work well when people have relevant experience, but here they would waste time and frustrate the team.

Question 52Leadership

Developers at Litware complain that a slow build server and frequent network outages waste hours every week. Management responds by launching an "innovator of the month" award to lift morale. What should the agile practitioner point out?

Correct answer: C. Fixing the working conditions comes first, since recognition cannot offset daily frustration.
In Herzberg's model, hygiene factors such as tools and working conditions cause dissatisfaction when they are poor, and recognition does not cancel that out. Letting the outages wait leaves the main source of frustration in place.

Question 53Mindset

A new team brings together people from three former companies, each with different habits about meeting times, code reviews, and response expectations. Small conflicts are already starting. What should the agile practitioner do FIRST?

Correct answer: B. Facilitate the team in creating a working agreement that sets shared norms everyone supports.
A working agreement created by the team builds a shared understanding of how members will work together, and people follow rules they helped write. It turns small conflicts into a clear team conversation. Letting conflicts play out wastes time and can damage relationships that are still forming.

Question 54Mindset

A Kanban team at Delta Freight argues that it does not need retrospectives because Kanban has no sprints. Flow problems have gone unaddressed for months. What should the agile coach recommend?

Correct answer: C. Set up a regular cadence for reviewing flow and agreeing on improvements, separate from sprints
Kanban asks teams to improve collaboratively and evolve experimentally, and a regular cadence such as a retrospective or service delivery review makes that happen. Switching to Scrum is an unnecessary jump when the team only needs an improvement rhythm.

Question 55Delivery

A client of Hawthorne Digital wants the option to stop a long agile engagement once the most valuable features are delivered, without paying for the full backlog. The vendor wants some protection if this happens. Which contract clause fits BEST?

Correct answer: A. Early exit for a fee equal to a share of the remaining budget
A "money for nothing" style clause lets the customer end the work early when enough value is delivered, while the vendor receives an agreed share of the remaining budget. Requiring full payment in all cases removes the customer's reason to stop when the remaining work is low value.

Question 56Product

Two years ago, real-time order tracking delighted users of a grocery delivery app. Now every major competitor offers it, and users complain loudly when it fails. How should the product owner view this feature today?

Correct answer: B. As a basic expectation that must work well but no longer sets them apart
In the Kano model, delighters tend to become basic expectations as competitors copy them, so the feature must work reliably but will not win customers alone. Marketing it as a differentiator ignores that users now take it for granted.

Question 57Delivery

On the last day of a sprint, an 8-point story is about 80% complete and does not meet the definition of done. How should the team handle it for velocity?

Correct answer: A. Count none of its points and return it to the product backlog
Only work that meets the definition of done counts toward velocity, so the story earns no points this sprint and the product owner decides where it goes next. Taking partial credit overstates real progress and makes velocity a less honest planning signal.

Question 58Leadership

On an XP team, a senior developer quietly rewrites junior developers' code in the evenings because he finds it faster than explaining. The juniors are not improving. What should the agile coach do?

Correct answer: C. Coach the senior developer to pair with the juniors during the workday
Pair programming spreads knowledge and supports collective code ownership, so juniors learn while the work gets done. Thanking him for the rewrites rewards a pattern that keeps the juniors dependent and the senior overloaded.

Question 59Leadership

In a program of six teams at Tailspin, stakeholders receive different status updates from each team and are unsure what will be delivered next quarter. What should the agile practitioner do?

Correct answer: D. Set up a shared program board and joint system demo showing integrated progress and risks.
A single shared view of the integrated work, along with a demo of the combined increment, gives stakeholders one consistent picture. More team-level reports add volume but keep the fragmented, conflicting view that caused the confusion.

Question 60Product

Leadership at a real estate firm describes its MVP as 'phase 1 of the full system, polished, with fewer features.' The product owner is concerned. What should the product owner do?

Correct answer: D. Clarify that an MVP tests a key hypothesis and define its success measure
An MVP is a learning tool, built to test a specific assumption with minimal effort and a clear success measure. Treating it as a polished phase 1 turns it into a smaller waterfall release that still delays learning.

Question 61Mindset

As an organization starts its agile adoption, many middle managers quietly resist because they fear their roles will disappear. Some are delaying team decisions. What should the agile practitioner do?

Correct answer: A. Engage the managers early and explore how their roles can shift toward coaching and support.
Shared understanding across the organization includes helping managers see where they fit in an agile environment. Involving them early and defining a valuable new role turns resistance into support. An executive mandate may force compliance but leaves the fear unaddressed, so resistance tends to continue quietly.

Question 62Mindset

Developers at Orion Software say they never have time to learn the new cloud platform the company is moving to, because every sprint is filled with feature work. Quality issues on the platform are rising. What should the agile practitioner do BEST?

Correct answer: B. Work with the product owner to reserve part of each sprint's capacity for learning and practice
Learning is part of sustainable delivery, so the product owner and team should plan capacity for it like any other work. Asking people to learn in their own time is not sustainable and treats learning as separate from the job.

Question 63Delivery

The PMO at Brightwater Utilities requires every project to pass phase-gate reviews based on signed requirements and design documents. An agile team delivering a customer portal in two-week sprints is asked to produce these documents up front. What should the agile practitioner do FIRST?

Correct answer: D. Work with the PMO to tie gate reviews to increments and live demos
In hybrid governance, the practitioner should collaborate with the PMO to tailor gates so they review working increments and lightweight evidence that still meet the PMO's oversight goals. Writing every document up front satisfies the form of the process but forces big upfront design and delays feedback.

Question 64Delivery

In a hybrid program, the PMO tracks milestones in a traditional schedule while one software team uses Scrum. The PMO asks the team to commit to a single exact date for a milestone eight sprints away. What should the agile practitioner do FIRST?

Correct answer: C. Share a velocity-based date range and update it after every sprint
A velocity-based range gives the PMO something to plan against while staying honest about uncertainty, and updating it each sprint keeps the schedule current. Refusing to forecast ignores a valid need in the hybrid setting and damages trust with the PMO.

Question 65Product

A value stream map for a hybrid organization's mobile app shows that each release waits an average of 9 days for a separate security team's review, longer than all development work combined. What is the BEST improvement to explore?

Correct answer: B. Involve security earlier and build checks into the team's workflow
Bringing security into the flow through early involvement and automated checks cuts the waiting and handoff waste the map revealed. Bundling more changes means fewer reviews, but each batch becomes larger, riskier, and slower to move through.

Question 66Mindset

Six teams on a release train use different cadences, terms, and estimating units. Business owners are confused by conflicting progress reports, and cross-team planning keeps breaking down. What should the agile practitioner do?

Correct answer: C. Help the teams agree on a shared cadence and common core terms while keeping local tailoring.
At scale, teams need enough common ground, such as a shared cadence and vocabulary, to plan and report together. Allowing local tailoring beyond that keeps each team's ownership. Forcing identical practices everywhere is framework dogma and ignores real differences between teams.

Question 67Mindset

At Vantage Group, twelve teams each solve the same test automation problems on their own, and lessons learned rarely spread between them. What should the agile coach suggest BEST?

Correct answer: A. Help interested members across teams form a community of practice to share and build skills
A community of practice lets people with a shared interest learn from each other across team lines while teams keep ownership of their work. A central automation team creates a new handoff and a bottleneck, and the teams lose the skill.

Question 68Delivery

At Northgate Devices, a hardware team follows a plan-driven schedule with fixed prototype milestones, while the firmware team works in two-week sprints. The teams keep discovering interface mismatches late. What should the agile practitioner do BEST?

Correct answer: B. Set regular integration points tied to prototypes and plan sprints around them
In a hybrid setup, shared synchronization points, such as integrating firmware with each hardware prototype, catch interface problems early while each team keeps an approach that suits its work. Forcing one team onto the other's method causes disruption without directly fixing the late integration.

Question 69Leadership

An organization moving to agile has a UI team, an API team and a database team. Every feature needs all three, and handoffs cause long delays. What structure should the agile coach recommend?

Correct answer: A. Form feature teams that each hold the skills to deliver features end to end
Cross-functional feature teams remove handoffs and can deliver working increments on their own. A coordinator might smooth the handoffs a little, but the dependencies and waiting would remain.

Question 70Leadership

In a hybrid project at Woodgrove, the PMO requires monthly milestone reports while the software teams work in two-week sprints. The PMO says it cannot tell whether the project is on track. What should the agile practitioner do?

Correct answer: C. Work with the PMO to map release burnup and sprint results to its milestones in one report.
Hybrid environments work best when agile data is translated into terms the governance group needs, keeping transparency without heavy upfront plans. Raw burndowns provide data but not the context the PMO needs to judge milestone progress.

Question 71Product

Enterprise customers of a B2B product are too busy to attend sprint reviews, so the team gets little direct feedback. What should the product owner do?

Correct answer: B. Set up other channels, such as a beta group and short user sessions
Beta programs, short usability sessions, recorded demos, and usage data keep the team learning from real users. Relying on sales opinions gives secondhand input that may reflect deal pressure more than real user needs.

Question 72Delivery

A customer request was logged on 3 March. The team started work on it on 10 March and delivered it on 18 March. Counting calendar days between dates, what are the lead time and cycle time for this item?

Correct answer: D. Lead time 15 days, cycle time 8 days
Lead time runs from request to delivery (18 - 3 = 15 days), and cycle time runs from the start of work to delivery (18 - 10 = 8 days). Swapping the two is the most common mistake, but cycle time always sits inside lead time and is the shorter of the two.

Question 73Mindset

Leadership is unsure whether a new internal initiative should use an agile, predictive, or hybrid approach. Opinions are split and based mainly on personal preference. What should the agile practitioner do FIRST?

Correct answer: A. Facilitate a suitability assessment of factors like uncertainty, customer access, and team skills.
Fit-for-purpose selection relies on evidence about the work and its context, not on preference. A suitability assessment looks at factors like requirement uncertainty, stakeholder availability, and team capability to guide the choice. Defaulting to agile for everything is the kind of dogma that fit-for-purpose thinking avoids.

Question 74Mindset

Five teams working on one product at Keystone Mobile each raise the same integration problems in their own retrospectives. Nothing changes, because no single team owns the issue. What should happen NEXT?

Correct answer: B. Hold a cross-team retrospective with representatives to address the shared system issue
Problems that span teams need a cross-team retrospective, such as an overall retrospective in LeSS, where the shared cause can be found and acted on together. Integrating less often hides the pain but makes each integration larger and riskier.

Question 75Delivery

A Scrum team at Meridian Medical builds software for a regulated diagnostic device. Auditors require traceability from each requirement to its tests and results. In the past, the team compiled this at the end of each release, which took weeks. What should the team do?

Correct answer: D. Make traceability part of each story's definition of done and automate it
In regulated environments, compliance evidence should be produced continuously, for example by linking stories, tests, and results through tooling as part of the definition of done. A documentation specialist at the end keeps the same late, batch effort and the risk of finding gaps right before an audit.

Question 76Product

A team has built a story map for a pet adoption website with the activities search, apply, schedule a visit, and pay a fee. How should the team define the first release?

Correct answer: D. Select a thin slice of stories across all activities for an end-to-end flow
Slicing across the map produces a walking skeleton in which users can complete the whole journey in a basic form, which brings early value and feedback. Finishing search first gives a polished search with no way to actually adopt a pet.

Question 77Leadership

A Scrum team has grown to 14 people. Daily scrums run 30 minutes and coordination keeps getting harder. What should the Scrum Master do?

Correct answer: A. Help the team decide how to split into two smaller cross-functional teams
Smaller teams communicate better, and letting members shape the split builds ownership while keeping each team cross-functional. Splitting by skill set creates component teams with handoffs between them.

Question 78Leadership

Midway through a sprint at Proseware, the team learns that a third-party API change puts the sprint goal at risk. The product owner wants to wait until the sprint review to tell stakeholders, hoping the team can recover. What should the agile practitioner recommend?

Correct answer: C. Tell stakeholders now about the risk and the options being considered so they can plan.
Early, honest communication about risks builds trust and lets stakeholders adjust their own plans. Waiting for the review may avoid an awkward conversation, but it can surprise stakeholders and weaken their confidence in future updates.

Question 79Delivery

Over the last month, a Kanban team's WIP has doubled while its weekly throughput has dropped. Team members say they start a new item whenever their current one gets blocked. What should the team do FIRST?

Correct answer: A. Lower WIP limits and focus on unblocking and finishing started items
Rising WIP with falling throughput is a classic sign of too much multitasking, so tighter WIP limits and swarming on blocked items restore flow. Measuring individuals shifts the focus to blame, when the real problem is a team policy that lets people start new work when blocked.

Question 80Product

A team must demo a product at a trade show in 10 weeks. Based on current velocity, only about 70% of the planned scope will be done by then. What should the product owner do?

Correct answer: B. Keep the date and work with stakeholders on the highest value scope
With a fixed date, scope is the variable, so the product owner should focus on the most valuable features while keeping quality intact. Adding developers late usually slows a team at first and is unlikely to close a 30% gap in time.

Question 81Mindset

A sponsor asks for a complete scope and a fixed schedule for a brand-new consumer product in a market the company has never entered. What should the agile practitioner do?

Correct answer: B. Explain that high uncertainty favors short iterations, and propose a roadmap refined by feedback.
When requirements and market response are highly uncertain, an adaptive approach reduces risk by learning in small steps. A high-level roadmap refined through feedback still gives the sponsor direction and forecasts. Adding contingency to a detailed plan does not solve the problem that much of the scope is unknown.

Question 82Mindset

A sponsor at Lakeshore Utilities asks the agile team for a detailed, task-level plan covering the next 12 months of a new customer portal. Requirements are still emerging. What should the agile practitioner do FIRST?

Correct answer: C. Explain progressive elaboration and offer a high-level roadmap with detail for near-term work
Planning in detail only for the near term, with a coarser roadmap further out, matches the level of certainty and leaves room to adapt as the team learns. Declining to plan beyond a sprint ignores the sponsor's real need for direction.

Question 83Delivery

At Oakfield Pharma, every increment waits three weeks for a compliance officer's review before release, and the review often finds issues that require rework. What should the agile practitioner do FIRST?

Correct answer: B. Involve the compliance officer early, starting with backlog refinement
Bringing the compliance officer into refinement and sprint reviews builds requirements in from the start and turns a late gate into ongoing feedback. Batching increments means fewer reviews, but each one gets larger and issues are found even later.

Question 84Leadership

A team works from two locations 10 hours apart. Work passed between the locations often stalls because key details get lost on the way. What should the agile practitioner do?

Correct answer: D. Help the team set up a short daily overlap call and a written handoff routine
A brief overlap plus a clear written handoff keeps context flowing and lets both locations work as one team. Shifting one site's hours permanently is hard to sustain and tends to wear people out.

Question 85Leadership

Business users of a Kanban support team at Wingtip keep asking when their individual requests will be done, and the team's guesses are often wrong. How should the team set better expectations?

Correct answer: A. Use historical cycle time to share a service level expectation, such as 85% within 8 days.
Cycle time data gives a probabilistic forecast based on how the system actually performs, which sets realistic expectations. Converting points to days adds estimation effort and hides the variability users need to understand.

Question 86Product

A team's definition of ready has grown to 15 strict criteria, including full UI mockups and signed-off specifications. Items now wait weeks before the team will accept them. What should the agile practitioner suggest?

Correct answer: C. Simplify the definition of ready and use it as a guide, not a gate
An overly strict definition of ready becomes a stage gate that recreates sequential handoffs and delays value. Keeping the criteria and starting earlier just moves the waterfall upstream instead of fixing it.

Question 87Delivery

A team at an online education company is moving to Kanban and asks how to set WIP limits for its columns for the first time. What is the BEST guidance?

Correct answer: A. Start near current WIP levels, then adjust based on flow data
WIP limits are an experiment: starting slightly below what the team already carries and adjusting with data makes the change workable and based on evidence. A limit of one in every column is usually so strict that work stalls and the team abandons the limits.

Question 88Mindset

An agile team works in a company that requires every project to pass formal stage-gate reviews. The gate checklist asks for documents the team does not normally produce. What should the agile practitioner do?

Correct answer: D. Work with governance to map gate criteria to agile evidence such as demos, burnups, and tests.
Tailoring in a hybrid environment means meeting governance needs with evidence the agile process already creates. Mapping gate criteria to demos and metrics keeps oversight in place without slowing the team. Asking for an exemption ignores a legitimate organizational need and can damage trust with leadership.

Question 89Mindset

A stakeholder at Pioneer Freight asks for a single, firm completion date for a large epic that uses a technology new to the team. What should the product owner do BEST?

Correct answer: A. Offer a date range based on current knowledge and update it as the team learns more
A range reflects the real uncertainty, and narrowing it as work progresses keeps the forecast honest and useful. Giving the earliest date looks committed but hides the risk and sets up a broken promise.

Question 90Delivery

Elmhurst Bank is moving to continuous delivery, but regulators require that developers cannot deploy their own code to production without independent approval. What should the team do BEST?

Correct answer: C. Add an independent approval step to the pipeline with an audit log
A deployment pipeline can enforce segregation of duties through an independent approval step and an automatic audit trail, keeping both speed and compliance. Manual rebuilds by operations meet the separation rule but add delay and error risk that the pipeline avoids.

Question 91Product

A Scrum team marks stories done when coding and unit tests are complete, while integration testing and deployment to staging happen later. Several increments have failed in staging. What should the team do?

Correct answer: D. Expand the definition of done to cover integration and staging deployment
A definition of done that includes integration and deployment makes each increment truly usable and stops undone work from piling up. Hardening sprints accept the hidden work and push quality problems later, which delays feedback.

Question 92Leadership

A new distributed team is about to start a year-long product effort. Members are in four cities and have never met. The budget allows some travel. What is the BEST way to start?

Correct answer: D. Bring the team together in person for the kickoff to build early relationships
Meeting face to face at the start builds trust and shared understanding that remote work can draw on for months. Saving travel for a crisis means relationships are weakest exactly when the team needs them most.

Question 93Leadership

A client of Litware wants a fixed price, a fixed date, and every feature on its 60-item list. The agile practitioner is helping negotiate the contract. Which approach is BEST?

Correct answer: B. Fix time and cost, and let the client rank features so the most valuable are built first.
Agile contracts usually fix time and cost while keeping scope flexible, with the client's priorities making sure the highest-value features are delivered. Formal change requests keep a fixed-scope mindset and often lead to disputes as learning changes the requirements.

Question 94Delivery

On a release burnup chart, the completed-work line has been rising at a steady slope, but the total scope line has been rising at the same slope. What does this tell the team?

Correct answer: C. The gap will not close, so scope growth needs a product owner decision
When scope rises as fast as completed work, the distance to done stays the same and the release has no end date on the current trend. Steady velocity alone does not mean the release is on track, because added scope is absorbing all of the team's progress.

Question 95Mindset

In a past stand-up, a developer raised an impediment and the team lead criticized her in front of everyone for not solving it alone. Since then, nobody has reported blockers. What should the agile practitioner do FIRST?

Correct answer: B. Speak privately with the team lead about the effect of that response and how to welcome bad news.
Psychological safety depends on how leaders react when people raise problems. A private, respectful conversation helps the team lead see the impact and change the response that silenced the team. Reminding the team of their duty ignores why they stopped speaking up.

Question 96Mindset

Management at Copperfield Bank sets a goal for every team to increase its velocity by 20% next quarter. What should the agile coach do FIRST?

Correct answer: C. Explain that velocity targets tend to inflate estimates, and propose measures of delivered value
When velocity becomes a target, teams can hit it simply by inflating estimates, so the number stops telling anyone anything useful. Re-estimating backlogs to make the goal easier is exactly that kind of gaming.

Question 97Delivery

To demo at an industry trade show in two weeks, a team at Willow Creek Labs agrees with the product owner to hard-code some configuration and skip part of the test automation. How should the team handle this shortcut responsibly?

Correct answer: B. Record the debt as backlog items and agree when it will be repaid
Deliberate technical debt can be a valid business choice, but it should be made visible in the backlog with an agreed plan to pay it back. A code comment to fix it whenever time allows keeps the debt hidden, and it tends to grow until it slows the team.

Question 98Product

To meet a launch date tied to a partner event, the product owner and team agree to take a known shortcut in the notification service. What should they do to manage this decision?

Correct answer: C. Record the debt as a backlog item with its impact and when to address it
Deliberate technical debt can be a sound business choice, but it must be visible and ordered so the cost of carrying it is managed. Code comments alone keep the debt out of the product owner's view and out of planning.

Question 99Leadership

A Kanban team's board hangs on a wall at the main office. Since three members started working remotely, they often pick up outdated priorities. What should the team do?

Correct answer: A. Move to a shared electronic board that every team member can see and update
A shared digital board gives everyone the same real-time view and lets remote members update it directly. A daily photo is out of date within hours, and remote members still cannot move cards themselves.

Question 100Leadership

Two business stakeholders at Globex each insist their feature must be at the top of the backlog, and they now argue in every refinement session. What should the agile practitioner do?

Correct answer: D. Facilitate a session comparing both features on shared value criteria, with the PO deciding.
Agreeing on shared criteria such as cost of delay moves the discussion from positions to value, while the product owner keeps ownership of backlog order. Splitting capacity avoids the conflict but slows both features and delays value from either one.

Question 101Delivery

A team practices continuous integration and wants to merge to the main branch several times a day. Some features take three sprints to finish, but the main branch must always stay releasable. What should the team do?

Correct answer: A. Merge the unfinished work behind feature toggles that keep it switched off in production
Feature toggles let incomplete work be integrated often while staying hidden from users, so main remains releasable. Long-lived branches delay integration and lead to painful merges, which is what continuous integration tries to avoid.

Question 102Product

A team at an online bookstore drafts a quarterly key result: 'Release five new features for returning customers.' The agile coach suggests a better key result. Which is BEST?

Correct answer: C. Increase the repeat purchase rate from 18% to 25% this quarter
A key result should measure the change in customer behavior the work aims to cause, such as repeat purchases. A defect cap on the five features still measures output quality, not whether returning customers act differently.

Question 103Mindset

A team is reluctant to try pair programming because a previous attempt at a new practice failed and the team was criticized for lost productivity. What should the agile practitioner do?

Correct answer: D. Frame it as a time-boxed experiment with agreed measures and treat any outcome as learning.
Safe-to-fail experiments with clear measures and an agreed timebox let a team try new practices without fear of blame. Treating any result as learning rebuilds trust. A management mandate removes the team's ownership and does not address the fear of criticism.

Question 104Mindset

HR at Glenwood Insurance plans to use each developer's completed story points as a key input to annual performance ratings. The teams rely heavily on pairing and swarming. What should the agile coach do NEXT?

Correct answer: D. Explain to HR how individual point counts can undermine teamwork, and explore team-based measures
Tying individual point counts to ratings rewards working alone and gaming estimates, which works against pairing and swarming. Splitting points fairly sounds reasonable, but it still keeps the focus on individual output instead of team results.

Question 105Delivery

Three Scrum teams at Redwood Commerce work from one product backlog on the same e-commerce product. Each team has its own definition of done, and integrating their work keeps revealing quality gaps. What should the teams do?

Correct answer: B. Agree on one shared definition of done that all three teams follow
When several teams build the same product, they should jointly define and follow one definition of done so the integrated increment has consistent quality. Adding an integration team creates a handoff and catches problems later instead of preventing them.

Question 106Product

In a hybrid program at a government contractor, the agile team receives a 120-page requirements document from the predictive planning phase. What should the product owner do to start agile delivery?

Correct answer: B. Turn the requirements into user stories with stakeholders and order by value
Breaking the document into user stories, with stakeholder input and value-based ordering, lets the team deliver the most important items first while keeping traceability. Discarding the document throws away valid knowledge and may break contractual commitments.

Question 107Leadership

A team wants to try mob programming for a few sprints. The Scrum Master has doubts and thinks it may slow the team down. What should the Scrum Master do?

Correct answer: D. Support a timeboxed trial and help the team review results in a retrospective
Self-managing teams own how they work, and a timeboxed experiment with a review lets them learn from real data. Limiting it to low-priority work sounds safe, but it distorts the trial and signals a lack of trust.

Question 108Leadership

Team members at Initech are frustrated because they never know which decisions they can make themselves and which need their manager's approval. What should the agile practitioner suggest?

Correct answer: C. Run a delegation exercise with the manager to agree on authority levels for key decisions.
A delegation exercise, such as delegation poker or a delegation board, makes decision authority explicit for each area and lets autonomy grow over time. Declaring the team fully self-managing ignores real constraints and can lead to decisions being reversed later.

Question 109Delivery

During sprint planning, the product owner's top-priority story is estimated at 34 points, while the team's average velocity is 30. What should the team do?

Correct answer: B. Split it into smaller vertical slices that each deliver usable value
Thin vertical slices let the team finish valuable pieces within the sprint and keep the highest-priority work moving. Splitting by technical layer creates pieces that cannot be shown or used on their own, so none of them delivers value until all are done.

Question 110Mindset

A team's burndown chart is updated once a week by the project manager and posted on a wall the team rarely passes. Team members say they never look at it. What should the agile practitioner suggest?

Correct answer: C. Have the team update a simple radiator daily and place it where they and stakeholders see it.
An information radiator works when it is current, simple, and placed where people naturally see it. Having the team own the updates makes it a tool for the team instead of a report about the team. A daily update by the project manager improves timeliness but keeps the team passive.

Question 111Mindset

At Sterling Corp, teams hold all the Scrum events, but analysts still hand finished specs to developers, who hand code to a separate test group at the end of each sprint. Leaders wonder why little has improved. What should the agile coach do BEST?

Correct answer: A. Help the teams become cross-functional and work together on each item from start to finish
The events are in place, but work still flows through functional handoffs, which keeps the delays and late feedback of a phased process. Cross-functional teams working on each item together get the real benefit, while more events only add ceremony without fixing the structure.

Question 112Delivery

A team at Starling Media practices trunk-based development and deploys daily. A large feature will take three sprints, and the business does not want users to see it until it is complete. What should the team do?

Correct answer: B. Merge to the trunk daily and hide the feature behind a toggle
Feature toggles let unfinished work be integrated and deployed continuously while staying hidden from users until the business switches it on. A long-lived branch avoids exposing the feature but brings back the late, risky merges that trunk-based development is meant to prevent.

Question 113Product

A product owner at a media streaming company has started eight features at once across two teams. After three months, none are finished and customers have seen no new value. What should the product owner do?

Correct answer: A. Limit features in progress and focus on finishing a few first
Lean flow shows that limiting work in progress shortens lead time, so finishing a few features delivers value sooner. Weekly percent-complete reports make the problem more visible but do not reduce the spread of effort causing it.

Question 114Leadership

A team picks an approach to splitting stories that the agile practitioner suspects will cause some rework. The risk is small and easy to correct later. What should the practitioner do?

Correct answer: C. Share the concern as a question, let the team proceed and reflect on it later
Raising the concern while respecting the team's choice lets it learn safely when stakes are low, and a retrospective turns the outcome into learning. Staying fully silent withholds useful input that a servant leader should offer.

Question 115Leadership

During a sprint review at Northwind, a senior stakeholder interrupts and angrily says the team is wasting money on features nobody asked for. What should the agile practitioner do FIRST?

Correct answer: D. Stay calm, acknowledge the concern, and ask what outcome the stakeholder expected to see.
Calm acknowledgment and a curious question help manage the emotion in the room and uncover the real expectation gap while keeping the relationship intact. Defending the team may be accurate, but it raises tension and treats the stakeholder as an opponent.

Question 116Delivery

On a Kanban board at a telecom company, one item has been in progress for 18 days, while the team's 85th percentile cycle time is 7 days. Nobody has mentioned it at the daily meeting. What should the team do FIRST?

Correct answer: D. Raise the aging item at the daily meeting and swarm to finish it
Work item age shows which items are at risk long before they finish, so an item far beyond the 85th percentile needs attention now. Moving it back to the backlog hides the problem and throws away the context the team has already built.

Question 117Mindset

A product owner wants to keep several low-priority backlog items hidden from stakeholders, fearing that seeing them will start long debates about priorities. What should the agile practitioner advise?

Correct answer: A. Keep the full backlog visible and explain priorities openly, using debates to build alignment.
Transparency builds trust, and a visible backlog lets stakeholders understand why work is ordered as it is. Those discussions, though uncomfortable, lead to better alignment. A separate stakeholder version hides information and can damage trust when the full list is discovered.

Question 118Mindset

Executives at Pacific Shipping want every team member at 100% utilization and ask why the team does not start new work whenever someone is idle. Lead times are already long. What should the agile coach explain?

Correct answer: B. Very high utilization lengthens queues, and limiting work in progress improves flow and lead time
As utilization nears 100%, queues and wait times grow sharply, so limiting work in progress and focusing on finishing improves flow. Planning in more detail to keep everyone busy still overloads the system and lengthens lead times.

Question 119Delivery

Four teams at Thornbury Logistics build parts of one routing system. Each team demos its own work every sprint, but the parts are only integrated before a release every three months, and many defects appear then. What should the agile practitioner recommend?

Correct answer: D. Integrate all teams' work every sprint and review the combined increment
Integrating every sprint and reviewing the combined increment, similar to a system demo, exposes cross-team defects while they are small and cheap to fix. A hardening sprint adds time to absorb the problems but still discovers them late.

Question 120Product

A stakeholder at a travel app asks the team to add social login because 'users want it.' The product owner wants to use a hypothesis-driven approach. What should the product owner do FIRST?

Correct answer: C. Frame it as a hypothesis with a measurable signal of success
A hypothesis such as 'we believe social login will raise sign-up completion by 10%' sets a clear, measurable test before effort is spent. A survey of stated preferences is weaker evidence than measuring real behavior in a small experiment.