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PMI Agile Certified Practitioner (PMI-ACP中文版) Sample Questions:

1. 球隊該怎麼做？

A) 回顧過程中重點關注速度和進度問題，以便檢查、調整和改進流程和計劃。
B) 重新評估發布後的積壓項目，確保包含緊急措施，以設定利害關係人的期望。
C) 請團隊負責人根據專案計畫計算團隊的目標速度，並分配額外的資源來提高產能。
D) 與產品負責人合作，重新確定產品待辦事項的優先級，從而確保在發布之前完成更多功能。

2. 一位Scrum Master希望促進同地團隊內部的更好協作，並正在為專案設計一種視覺化方法。 Scrum Master該如何提升透明度？

A) 將團隊的更新內容整合到簡報幻燈片中，並定期透過電子郵件發送給團隊。
B) 將每項任務的便籤貼到團隊區域的牆上。
C) 在團隊的公共區域輻射團隊的工作、進度和速度等關鍵資訊。
D) 每週與每位表現優異的員工單獨分享團隊進度。

3. 在敏捷團隊回顧期間，一些初級團隊成員討論了一種可以提高整體團隊績效的方法。
敏捷實踐者該如何處理該建議？

A) 請團隊的高階成員決定是否採用建議的做法。
B) 讓產品所有者考慮該提議並決定是否採用建議的做法。
C) 記錄未來專案需要考慮的建議。
D) 邀請團隊評估該建議並衡量實施的有效性。

4. 一個專案團隊一直在開發一個新應用程式。該應用程式在技術上具有挑戰性，因為團隊使用了開發團隊未知的新技術，且業務需求不明確。產品負責人一直與利害關係人密切合作，以確保符合需求並解決其他問題。敏捷主管正在與團隊和產品負責人合作處理產品待辦事項。
團隊的作用是什麼？

A) 評估使用者故事品質和獨立、可協商、有價值、可估計、小和可測試 (INVEST) 標準。
B) 在產品待辦事項中新增功能。
C) 估算並定義工作項目。
D) 確定需求是否可行。

5. 開發團隊和產品負責人對產品待辦事項中的某個使用者故事意見不一。敏捷實踐者該怎麼做？

A) 讓開發團隊遵循產品負責人的指示
B) 促進開發團隊與產品擁有者之間關於使用者故事的對話
C) 作為每個選項的客觀評估者，並為開發團隊和產品負責人提供指導
D) 公開挑戰產品擁有者，試圖找出他們方法中的漏洞

Solutions: