PMP Adaptive and Hybrid Delivery Study Guide

These questions are for study practice only and are not official exam questions.

1. 1. A product team has uncertain requirements and can release small usable increments. Which planning approach best supports learning?

   • Specify every future detail once and forbid learning-driven changes.
   • Avoid planning because uncertainty exists.
   • Release only after years of unreviewed work.
   • Plan near-term work in detail and adapt later work using feedback.

2. 2. During a product review, users report that a completed feature solves only part of their problem. What should the team do with the feedback?

   • Treat all feedback as an instruction to change current work immediately.
   • Discuss the need and use it to inform future backlog decisions.
   • Discard it because the feature was already demonstrated.
   • Promise every requested change without considering value or capacity.

3. 3. A team estimates work using relative points. A manager wants to compare its point total directly with another team's total to rank productivity. What is the main concern?

   • Points always represent the same number of minutes everywhere.
   • A higher point label proves greater customer value.
   • Different teams must have identical work and skills.
   • Point scales and contexts may differ, making direct cross-team comparison misleading.

4. 4. A team completed 18, 22, and 20 points in its last three comparable cycles. For a simple planning exercise, what is its average completed amount?

   • 20 points per cycle
   • 60 points per cycle
   • 22 points per cycle
   • 18 points per cycle

5. 5. A hybrid project has fixed regulatory milestones but uncertain user-interface details. Which approach fits that combination?

   • Assume one method must be used identically for every kind of work.
   • Ignore the milestones because interface requirements are uncertain.
   • Plan the fixed milestones while iteratively developing and validating the interface.
   • Freeze all interface details before speaking with users.

6. 6. A daily team coordination meeting has become a long status presentation to a manager. What change would better support short-cycle delivery?

   • Require every person to read every historical task aloud.
   • Use the meeting only to assign blame for yesterday.
   • Exclude discussion of dependencies.
   • Focus on progress toward the shared goal, upcoming coordination, and blockers.

7. 7. An item repeatedly returns from testing because its expected behavior is unclear. What should happen before similar work starts?

   • Clarify acceptance examples collaboratively with the relevant participants.
   • Assume testing should guess the intended behavior.
   • Remove testing from the workflow.
   • Increase estimates without examining the ambiguity.

8. 8. A team measures cycle time from the moment an item starts active work until it is finished. An item starts Monday at 9 a.m. and finishes Wednesday at 9 a.m. Using elapsed calendar time, what is its cycle time?

   • 24 hours
   • 72 hours
   • Two working weeks
   • 48 hours

9. 9. A product increment contains several features, but one unfinished component prevents all of them from being used. What should the team examine?

   • Whether work can be sliced and integrated to produce independently usable increments.
   • Only how many tasks were started.
   • How to call the entire increment complete without integration.
   • Whether user access can be ignored forever.

10. 10. A team has accumulated shortcuts that make every later change slower. What is the best backlog treatment?

    • Hide it because only new features have value.
    • Make the technical debt visible and prioritize repayment based on impact and risk.
    • Promise that shortcuts never affect future work.
    • Rewrite everything immediately without evaluating need.