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.
Practice Questions
843
≈ 4 practice exams
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. The full bank has 843 questions, enough for 4 full-length practice exams.
Preview — answers shown1. A newly formed agile team exhibits these behaviors: members are polite but hesitant to challenge ideas, productivity is below expectations, and team members frequently defer to the most senior developer. According to Tuckman's model, which stage is the team in and what should the Scrum Master do? (Select one!)
Explanation
The team exhibits classic Forming stage behaviors: politeness, hesitancy, low productivity, and dependency on authority figures. In Forming, team members are cautious, testing boundaries, and seeking direction. The Scrum Master should facilitate relationship building, help establish working agreements, clarify team vision and goals, and create psychological safety for open communication. Storming involves open conflict and challenge, which is not yet occurring. Norming shows established patterns and increasing cohesion. Performing demonstrates high productivity and self-management. Expecting the team to self-organize immediately or stepping back too early will prolong the Forming stage.
2. A Product Owner uses the Kano Model to categorize features for an e-commerce mobile app. Customer research reveals that one-click checkout is expected by all users, while augmented reality product preview generates excitement but wasn't anticipated. How should these features be categorized? (Select one!)
Explanation
One-click checkout is a Basic/Must-be feature because customers expect it and its absence would cause dissatisfaction, even though its presence doesn't increase satisfaction. AR preview is a Delighter/Attractive feature because it's unexpected and creates positive surprise when present, though its absence doesn't cause dissatisfaction. Performance features show linear satisfaction correlation where more is better. Indifferent features have no impact on satisfaction. Understanding Kano Model categorization helps Product Owners prioritize features appropriately: implement Must-be features first to avoid dissatisfaction, then add Performance features for competitive advantage, and include Delighters to exceed expectations.
3. A team completes user stories worth 25, 30, and 28 story points in their last three Sprints respectively. They have 165 story points remaining in the Product Backlog for their current release. Approximately how many Sprints will be needed to complete the release? (Select one!)
Explanation
Average velocity is calculated by summing completed story points and dividing by number of Sprints: (25 + 30 + 28) divided by 3 equals 27.67 points per Sprint. Sprints needed equals remaining work divided by average velocity: 165 divided by 27.67 equals approximately 5.96, which rounds to 6 Sprints. Using the lowest velocity provides a pessimistic estimate but is not the standard forecasting approach. Adding buffer Sprints may be prudent for risk management but does not answer the question of what the velocity-based forecast indicates. Using highest velocity provides an overly optimistic estimate that ignores velocity variability.
4. A team completes 12 user stories in an iteration. Story points for completed stories are 3, 5, 8, 5, 3, 8, 5, 3, 5, 8, 3, and 5. What is the team's velocity for this iteration? (Select one!)
Explanation
Velocity is the sum of story points for all completed user stories in the iteration. Adding 3 plus 5 plus 8 plus 5 plus 3 plus 8 plus 5 plus 3 plus 5 plus 8 plus 3 plus 5 equals 61 story points. Velocity measures the sum of points, not the count of stories. Using 59 points represents a calculation error. Using 5 points average confuses velocity with average story size, which is not how velocity is calculated or used.
5. During Sprint Planning, the Product Owner presents the highest priority Product Backlog item. The Developers ask clarifying questions but realize they cannot estimate the item because the technical approach is completely unclear and involves unfamiliar technology. According to Scrum, what should happen next? (Select one!)
Explanation
When Developers cannot estimate an item due to insufficient knowledge or technical uncertainty, the appropriate Scrum approach is to discuss options such as breaking the item into smaller, more understandable pieces or conducting a spike (time-boxed research investigation) to gain the knowledge needed for estimation. This aligns with empiricism and the INVEST criteria requiring stories to be Estimable. Developers should never be forced to accept work they cannot estimate, as this undermines transparency and planning effectiveness. The Product Owner removing the item ignores the item's high priority and business value. The Scrum Master assigning work violates the principle of self-managing teams where Developers decide who does what, when, and how at their sole discretion.
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