During a daily stand-up, a team member avoids eye contact and speaks in a low tone. What is the most likely interpretation of these non-verbal cues?

The team member may be feeling uncertain or uncomfortable

The team member is angry about a decision

The team member is bored with the meeting

The team member is confident and focused

During a daily stand-up, a usually talkative developer is unusually quiet and avoids eye contact. When asked about their progress, they give a one-word answer. The agile coach suspects something is wrong. What is the most appropriate action for the coach to take?

Ask the developer directly in front of the team if they are having problems with their current task.

Ignore the behavior for now, as it might just be a bad day and they will likely share if there is a real problem.

Ask the team to be more supportive and check in with the developer throughout the day.

Note the change in behavior and schedule a private one-on-one conversation with the developer after the stand-up.

A feature team has been delivering steadily but is now avoiding a risky technical refactor that could improve performance. Team members say they are 'too busy' and do not want to 'break things'. The agile leader wants to encourage experimentation. What is the most effective approach?

Give the team time-boxed space to experiment and explicitly celebrate what they learn, even if the refactor is not fully successful.

Explain to the team that the refactor is mandatory and that the product owner has already committed to the timeline.

Assign the refactor to the most senior developer and require them to complete it by the end of the sprint.

Promise the team a bonus if they complete the refactor without introducing any new defects.

A team member expresses a concern about a technical decision. Which response best demonstrates transparent communication and helps build trust?

Acknowledge the concern, share the reasoning behind the decision, and invite further discussion

Ask the team member to research the issue and report back in the next sprint retrospective

Reassure the team member that the decision is final and ask them to focus on implementation

Explain that the decision was made by senior management and is not open for discussion

PMIAgile Certified Practitioner (PMI-ACP)

Domain 2Objective 1

Task 1 Empower Teams PMI-ACP Practice Questions (Page 2)

Part of the Domain 2 Leadership domain, which accounts for 25% of the PMI-ACP exam. PMI does not publish an official question count, but from its 180-minute exam (~70–120 total, ~18–30 in this domain), expect 3–5 from this objective — we provide 28 practice questions to prepare you well beyond it. (estimate)

28questions here

6free pages

8concepts

25%of the exam

Questions 6–10

6foundation · easy
A senior developer is helping a junior developer improve their coding skills by asking questions that guide them to discover solutions on their own. This approach is best described as:
Select an answer first
7foundation · easy
During a daily stand-up, a team member avoids eye contact and speaks in a low tone. What is the most likely interpretation of these non-verbal cues?
Select an answer first
8application · medium
During a daily stand-up, a usually talkative developer is unusually quiet and avoids eye contact. When asked about their progress, they give a one-word answer. The agile coach suspects something is wrong. What is the most appropriate action for the coach to take?
Select an answer first
9application · medium
A feature team has been delivering steadily but is now avoiding a risky technical refactor that could improve performance. Team members say they are 'too busy' and do not want to 'break things'. The agile leader wants to encourage experimentation. What is the most effective approach?
Select an answer first
10foundation · easy
A team member expresses a concern about a technical decision. Which response best demonstrates transparent communication and helps build trust?
Select an answer first

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