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. Two developers are pair programming on a complex algorithm. Developer A (the driver) types code while explaining their reasoning aloud. Developer B (the navigator) suggests an alternative approach that would reduce time complexity from O(n²) to O(n log n). What should happen next according to XP pair programming practices? (Select one!)
Explanation
Pair programming involves continuous collaboration and real-time decision-making. When the navigator identifies a better approach, the pair should discuss it briefly to reach shared understanding and agreement, then proceed together with the improved solution. The driver may continue typing or they might switch roles, but the key is collaborative decision-making. Finishing the suboptimal approach wastes time and creates rework. Switching roles immediately without discussion misses the collaborative decision-making opportunity. Creating parallel implementations defeats the purpose of pair programming and creates waste. The power of pairing is continuous review and improvement, where both developers contribute to finding the best solution together in real-time.
2. A team practicing Kanban has a Work in Progress limit of 5 items for their Development column. Currently, 5 items are in Development and 3 items are in the Ready queue. A developer finishes an item and moves it to Testing. What should happen next according to Kanban pull system principles? (Select one!)
Explanation
In a pull system, work is pulled into a column when capacity becomes available. When the developer moves an item to Testing, Development has capacity for one more item (4 of 5), so the developer should pull from Ready. This respects WIP limits while maintaining flow. Waiting until Testing completes work would leave the developer idle and violates pull principles. While helping with Testing can be beneficial, the immediate action in a pull system is to pull work when capacity exists. Increasing WIP limits defeats their purpose of exposing bottlenecks and maintaining flow.
3. A team practicing Test-Driven Development (TDD) follows this sequence for a new feature: write a failing unit test, write minimal code to make the test pass, then improve code structure while keeping tests green. A stakeholder questions why the team writes tests before code, claiming it slows development. Which two benefits should the agile practitioner explain about TDD? (Select two!)
Multiple correct answersExplanation
TDD improves design quality because the refactor step encourages clean, maintainable code structure without changing behavior. The Red-Green-Refactor cycle provides immediate feedback when code breaks specifications, catching issues within minutes rather than days. Writing tests first does increase test coverage but this is a consequence rather than the primary benefit. TDD does not eliminate the need for integration or acceptance testing, which verify different aspects of system behavior. TDD reduces defects but does not guarantee zero defects, as it only tests what developers think to test and may miss integration issues or misunderstood requirements.
4. A distributed agile team struggles with delayed feedback because stakeholders in different time zones cannot attend daily standups or iteration reviews. Which practice should the team implement to shorten feedback loops? (Select one!)
Explanation
Asynchronous feedback channels with recorded demos and time-shifted review sessions enable stakeholders across time zones to provide input without requiring everyone to meet simultaneously, effectively shortening feedback loops despite geographic distribution. This maintains engagement while respecting time zone constraints. Eliminating synchronous meetings entirely loses valuable real-time collaboration opportunities. Requiring schedule changes is impractical and unsustainable. Extending iterations delays feedback, which contradicts the goal of shortening feedback loops.
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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