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
Prepare for the PMI Agile Certified Practitioner exam with PMI ACP practice exam questions covering agile principles, Scrum, Kanban, Lean, XP, team facilitation, value delivery, stakeholder engagement, and adaptive planning. The questions help you practice the mindset PMI expects from agile practitioners.
Review explanations for missed questions and look for patterns: servant leadership, empirical decision-making, prioritization, and continuous improvement often drive the best answer. Timed practice is useful once you understand the concepts and need to improve consistency.
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 answers and explanations. Start a practice session to test yourself across all 843 questions.
Preview — answers shown1. An agile team's information radiator shows their task board, burndown chart, and team calendar in a highly visible location. However, stakeholders complain they do not understand project status. Which transparency practice is missing? (Select one!)
Explanation
Information radiators alone do not create transparency without processes to update data and share information continuously with stakeholders. The Mindset domain task of building transparency requires both visualization and communication strategies. Adding more technical metrics may increase confusion rather than clarity. Restricting access contradicts transparency principles. Replacing visual boards with written reports reduces transparency by making information less accessible and harder to understand at a glance.
2. A team's Cumulative Flow Diagram shows the following pattern over two weeks: the 'In Progress' band widens significantly from 5 items to 15 items, while the 'Done' band remains relatively flat. The 'Ready' band is decreasing. What problem does this pattern indicate, and what should the team do? (Select one!)
Explanation
Widening bands in a Cumulative Flow Diagram indicate a bottleneck where work enters a stage faster than it exits, causing work-in-progress to accumulate. The In Progress stage growing from 5 to 15 items while Done remains flat shows work is starting but not completing. The team should identify the constraint (testing capacity, code review delays, technical complexity) and address it through pairing, WIP limits, or process changes. The decreasing Ready band is a consequence not a problem. Parallel bands indicate healthy flow. Relaxing quality standards treats symptoms rather than root causes and creates technical debt.
3. A company transitions from traditional project management to agile. Managers accustomed to command-and-control leadership struggle with empowering teams to make decisions. Which three characteristics demonstrate servant leadership that managers should adopt? (Select three!)
Multiple correct answersExplanation
Servant leadership emphasizes removing impediments, coaching through questions rather than commands, and providing supportive environment. These align with Agile Manifesto principle to build projects around motivated individuals and give them environment and support needed while trusting them. Trusting team to determine how work gets done is self-management principle but question asks for servant leadership characteristics specifically. Making final technical decisions contradicts servant leadership's empowerment focus. Assigning tasks violates self-managing team principles where Developers decide who does what, when, and how at their sole discretion.
4. During a retrospective using the Sailboat technique, team members identify that outdated deployment scripts slow down releases. In which category should this issue be placed? (Select one!)
Explanation
In the Sailboat retrospective format, anchors represent things holding the team back from reaching their goals. Outdated deployment scripts that slow down releases are clearly impediments that drag down team velocity. The island represents the team's goal or destination. Wind represents positive forces propelling the team forward. Rocks or icebergs represent future risks and dangers, not current impediments.
5. A Scrum Team's Definition of Done states that all code must have 80% unit test coverage and pass integration tests. During the Sprint Review, the Product Owner wants to demonstrate a feature that meets functional requirements but only has 60% test coverage. Can this feature be part of the Increment presented? (Select one!)
Explanation
Work cannot be part of an Increment unless it meets the Definition of Done. The Definition of Done is a formal commitment that ensures quality standards, and it cannot be compromised. Features that do not meet the Definition of Done must return to the Product Backlog for completion in a future Sprint. Meeting functional requirements alone is insufficient if quality standards are not met. The Product Owner cannot accept incomplete work as done. The Scrum Master does not have authority to grant exceptions to the Definition of Done.
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