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

1. 自主管理型團隊的一位成員擔心客戶想要的功能超出了團隊的能力範圍。這位團隊成員接下來該怎麼做？

A) 向專案發起人回報問題，以便採取必要的行動
B) 直接與客戶合作，達成適當的妥協
C) 將此記錄到風險登記冊並在下次站立會議上通知團隊
D) 調整功能以使其根據需要工作。

2. 一個敏捷團隊正在根據現行政府法規製作培訓安全影片。敏捷教練知道，這些法規很可能在發布日期之前就會改變。
敏捷教練該如何應對這種變化？

A) 由於無法規劃監管變化，因此在目前版本中暫緩做出更改。
B) 驗證團隊是否正在逐步建立產品，如果需要，可以在最後一刻進行調整。
C) 計劃第二次發布以包含監管變化和新功能。
D) 監控監管討論，以搶先了解即將發生的監管變化。

3. 開發團隊內部捕獲的專案缺陷資訊量有差異。團隊成員對缺陷品質的不一致以及頻繁的澄清要求感到沮喪。
應該怎樣解決這個問題？

A) 在下次規劃會議中討論並探討解決方案，並根據需要採取糾正措施。
B) 停止當前迭代以討論缺陷品質問題並探索解決方案。
C) 將糾正措施指派給待辦事項，以便團隊識別強制性缺陷資訊。
D) 在下一次回顧時產生見解並根據團隊的決定調整流程。

4. 高階管理人員對缺乏詳細的實施計畫感到不滿，該計畫無法明確顯示專案何時結束以及何時滿足所有要求。目前，團隊在專案上一直採用滾動式規劃方法。
敏捷實踐者該如何向高階主管解釋這種方法的優點？

A) 它可以防止需求清單的浪費性積累，這些需求清單可能永遠不會被處理。
B) 它確保專案進度計畫中提供的詳細資訊等級保持一致。
C) 它允許團隊鎖定要包含在版本中的故事。
D) 它對專案的範圍、成本和工期進行了具體定義。

5. 在目前衝刺期間，團隊成員請求 Scrum Master 允許研究替代設計方法。
Scrum Master 該做什麼？

A) 鼓勵團隊成員研究問題並在回顧期間展示研究結果
B) 阻止團隊成員偏離計畫並在回顧期間記錄請求
C) 鼓勵團隊成員使用實驗/尖峰來持續改進，並幫助團隊理解為什麼這很重要
D) 不鼓勵團隊成員使用實驗/峰值，除非它已經完全開發並考慮到各種用例

Solutions: