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

1. 在專案的上一次迭代中，敏捷團隊由於缺乏必要的技能，導致某個功能的交付舉步維艱。該項目已延期五天。預計還會再延期至少十天。
敏捷專案負責人應該做些什麼來避免這種情況？

A) 確保團隊由跨職能、通用的專家組成
B) 降低此功能的優先級，直到團隊成員掌握了建立此功能的技能
C) 將此功能指派給另一個擁有所需技能成員的敏捷團隊
D) 為特定團隊成員提供所需技能的及時培訓

2. 在最近與利害關係人舉行的衝刺評審會上，產品負責人收到了詳細的回饋，指出需要對舊系統進行升級，以便更好地適應最新技術和用戶需求，從而做出關鍵的變更。產品負責人應該如何確保有效管理產品待辦事項列表，同時幫助團隊保持專注？ （請參閱產品待辦事項清單圖表）

A) 忽略回饋，直到下一個產品發布，只專注於當前的衝刺承諾，以避免任何中斷並維持當前的工作流程，即使這意味著延遲潛在的有價值的變化。
B) 考慮利害關係人的回饋對策略目標和當前工作量的影響，對其進行優先排序，並在下一次衝刺計畫會議中與團隊討論這些優先事項，共同決定下一步行動。
C) 在目前衝刺中實施變更，重新分配資源並調整衝刺目標以立即適應回饋，而不管目前的工作量和對正在進行的任務的潛在影響。
D) 無需諮詢團隊即可立即更新產品待辦事項，確保盡快處理最重要的回饋，即使這會擾亂目前的工作流程。

3. 在最近幾次敏捷團隊狀態會議上，大家討論了代價高昂的bug和產品交付延遲的增多，這導致品質下降、成本上升。團隊成員感覺自己在規劃和流程會議上花了太多時間，然後又急於完成工作。
敏捷領導者應如何實施有效且有效率的解決方案？

A) 建議團隊承諾試用看板兩個月。在推進工作之前，請專注於使用拉動標準為客戶交付價值。團隊將根據需要召開計劃會議，無需專門召開有關流程的會議。
B) 與團隊合作，為下一輪迭代創建一個尖峰故事，以調查該問題。制定一個計劃，使專案重回正軌，並在下次狀態會議上提交，以獲得利害關係人的認可。
C) 與團隊一起檢視品質保證和控制流程，以確保即使是新團隊成員也能理解與客戶達成的服務等級協定 (SLA)。
D) 聘請顧問團隊進行根本原因分析，從兩個角度確定根本問題，然後與團隊會面，確定使專案重回正軌的最佳方法。

4. 在高階主管評審期間，Scrum Master 使用燃盡圖來展示團隊隨時間推移的交付成果。 Scrum Master 表示，在過去 3 個 Sprint 中，速度從 27 提升到了 35，但一位高階主管要求澄清這些指標的重要性。
Scrum Master 該如何回應？

A) 燃盡圖比較的是計畫與實際，而不是速度。
B) 將速度從 27 移動到 35 會導致生產率下降。
C) 專案速度應該隨著時間的推移保持穩定。
D) 速度是迭代的，僅用於衝刺數字。

5. 敏捷實踐者該如何做才能確保利害關係人的滿意度？

A) 依照溝通矩陣中的規定，儘早且頻繁地進行溝通。
B) 開展了額外的利害關係人審查和演示
C) 與產品負責人合作，確定使用者故事的優先順序
D) 確保利害關係人和產品負責人之間的溝通。

Solutions: