PMI • PMI-ACP
Validates expertise in agile principles, practices, tools, and techniques across agile methodologies including Scrum, Kanban, Lean, XP, and test-driven development for project management.
Questions
843
Duration
180 minutes
Passing Score
Pass/Fail
Difficulty
ProfessionalLast Updated
Feb 2026
The PMI Agile Certified Practitioner (PMI-ACP)® is PMI's industry-recognized, methodology-agnostic agile certification, accredited under ISO 17024. Unlike framework-specific credentials, it validates a practitioner's ability to apply agile principles and practices across multiple methodologies — including Scrum, Kanban, Lean, Extreme Programming (XP), and test-driven development — making it one of the broadest and most versatile agile credentials available. The certification demonstrates not only knowledge of agile tools and techniques but also the mindset required to thrive in adaptive, team-centric project environments.
As of November 8, 2024, PMI launched a significantly revised exam based on a new Exam Content Outline (ECO) published October 16, 2024. The updated exam consolidates the previous seven-domain structure into four streamlined domains — Mindset, Leadership, Product, and Delivery — reflecting the evolving priorities of agile practice in modern organizations. The exam also incorporates new item types beyond traditional multiple-choice questions, modernizing the assessment to better measure real-world agile competence.
The PMI-ACP is designed for project managers, team leads, Scrum Masters, agile coaches, product owners, and software developers who are actively working in or transitioning to agile environments. It is particularly valuable for professionals who work across multiple agile frameworks rather than a single methodology, and for those who want formal, internationally recognized validation of their agile experience and knowledge.
The certification suits mid-career professionals with hands-on agile project experience who want to differentiate themselves in the job market. It is also pursued by PMP holders seeking to complement their traditional project management credential with demonstrated agile expertise, since active PMP certification eliminates the work experience requirement for PMI-ACP eligibility.
Eligibility for the PMI-ACP requires a secondary education credential (high school diploma, GED, GCSE, or equivalent) and completion of 28 hours of formal training in agile practices, frameworks, and methodologies (the requirement was 21 hours prior to 2025). Candidates must also demonstrate two years of agile project experience within the last five years. If a candidate holds a qualifying third-party agile certification or has completed a PMI Global Accreditation Center (GAC) program, the experience requirement is reduced to one year. Candidates who hold an active PMP certification have no work experience requirement.
Beyond formal requirements, candidates are strongly advised to have practical, hands-on experience working in at least one agile framework such as Scrum or Kanban before sitting for the exam. Familiarity with the Agile Manifesto and its 12 principles, as well as exposure to agile planning tools, retrospectives, and iterative delivery, is essential preparation for success on the exam.
The PMI-ACP exam consists of 120 total items, of which 100 are scored and 20 are unscored pre-test items used for future exam development; candidates cannot distinguish between scored and unscored questions. The exam duration is 3 hours (180 minutes). The question format includes traditional multiple-choice items as well as new innovative item types introduced with the 2024 ECO update, designed to more authentically assess practical agile competence.
The exam is delivered through Pearson VUE, either at an authorized testing center or via online proctored delivery. PMI uses a psychometrically derived passing standard rather than a published numeric cutoff score; results are reported as Pass or Fail, accompanied by a performance report across the four exam domains. The certification is valid for three years and requires 30 Professional Development Units (PDUs) per cycle for renewal.
PMI-ACP holders are positioned for roles including Scrum Master, Agile Coach, Agile Project Manager, Product Owner, and senior project management positions in organizations that have adopted agile delivery models. According to aggregated salary data for 2024–2025, PMI-ACP certified professionals in the United States earn an average of approximately $120,000 annually, with PMI research indicating certified professionals earn roughly 28% more than their non-certified counterparts. Demand for agile practitioners continues to grow across industries beyond software, including finance, healthcare, and manufacturing.
Compared to framework-specific certifications such as the Certified ScrumMaster (CSM) or SAFe Scrum Master, the PMI-ACP carries broader industry recognition due to its methodology-agnostic scope, experience-based eligibility, and ISO 17024 accreditation. For PMP holders, it serves as a natural complement that signals fluency in both predictive and adaptive delivery approaches — a combination increasingly sought by employers managing hybrid project environments.
5 sample questions with correct answers and explanations. Start a practice session to test yourself across all 843 questions.
1. An agile team wants to reduce the time from customer request to delivery. They measure that work items spend 6 days in the queue before development starts and 4 days in active development. What is the total lead time? (Select one!)
Explanation
Lead Time is the total elapsed time from when work is requested until it is delivered, calculated as Queue Time plus Cycle Time. In this scenario, 6 days queue time plus 4 days cycle time equals 10 days total lead time. Cycle Time measures only active work time from start to completion. Lead Time represents the customer perspective of how long they wait. Reducing queue time through limiting WIP and improving flow reduces lead time even if cycle time remains constant. Understanding this distinction helps teams identify improvement opportunities.
2. A team practicing Extreme Programming writes a failing test, then writes the minimum code to make it pass, then improves the code structure without changing behavior. Which XP practice is the team following? (Select one!)
Explanation
The Red-Green-Refactor cycle is the hallmark of Test-Driven Development: write a failing test (Red), write minimal code to pass (Green), then improve code structure (Refactor). While Continuous Integration involves automated testing, it does not prescribe the test-first approach. Refactoring is part of TDD but only describes the third step. Simple Design is a related practice but does not describe the complete test-first-refactor cycle that defines TDD.
3. A Kanban team tracks the following metrics over a 2-week period: average Work in Progress is 12 items, and total throughput is 48 items completed. Using Little's Law, what is the average Lead Time in days? (Select one!)
Explanation
Little's Law states that Lead Time equals Work in Progress divided by Throughput. First calculate daily throughput: 48 items completed divided by 14 calendar days equals 3.43 items per day. Then calculate Lead Time: 12 items WIP divided by 3.43 items per day equals 3.5 days average Lead Time. Using 2.5 days incorrectly assumes 10 working days instead of the full 14-day period. Using 4.0 days miscalculates the daily throughput rate. Using 5.0 days incorrectly inverts the Little's Law formula by dividing throughput by WIP.
4. An organization measures team performance by individual story points completed per developer and uses this metric for annual performance reviews. Which agile principle does this violate? (Select one!)
Explanation
Measuring individual story points contradicts the principle that the best work emerges from self-organizing teams. Story points are a team-level metric reflecting collective estimation and capacity, not individual productivity. This practice undermines team collaboration, encourages gaming the system, discourages pairing and knowledge sharing, and destroys the psychological safety needed for self-organization. It also violates the principle of trusting motivated individuals. Agile values team outcomes over individual metrics. Frequent delivery addresses release cadence. Motivated individuals addresses trust and empowerment. Daily collaboration addresses stakeholder engagement.
5. An agile team operating in a regulatory environment must document architectural decisions for compliance audits. The team wants to minimize documentation waste while meeting regulatory requirements. Which Lean principle best guides this decision? (Select one!)
Explanation
Building integrity in means quality cannot be tested or documented in later but must be embedded throughout development. Creating just enough documentation to meet actual regulatory requirements as decisions are made balances compliance with waste elimination. Deferring until finalized risks losing decision context and rationale. Comprehensive documentation of all alternatives considered creates excessive waste beyond regulatory needs. Deferring until audit time creates knowledge loss risk and last-minute scrambling. The Lean approach does the minimum necessary work at the right time to meet real requirements without over-processing.
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