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

1. 敏捷主管接到高階主管的通知，團隊需要加快工作速度，因為發布日期提早了三個月。敏捷主管將更新後的時間表告知了團隊。但一位初級團隊成員表示反對，認為這個時間表不切實際。
初級隊員該做什麼？

A) 遵循敏捷主管的指示。
B) 與所有團隊成員討論所關注的問題。
C) 與敏捷主管討論這些問題。
D) 增加工作時間以達成目標。

2. 最近，每日協調會議的出席率一直在下降。即使參加會議的人，除了手邊的工作之外，也幾乎沒什麼貢獻。專案經理與團隊開會，提醒他們定期面對面溝通的重要性。專案團隊認為每日協調會議並沒有帶來任何價值。
專案經理該做什麼？

A) 將會議改為一天結束時舉行，確保會議僅持續 15 分鐘，並要求所有團隊成員參加。
B) 與團隊成員合作建立一個 wiki，以便記錄他們目前的成就。
C) 保留會議是因為有些人認為它們很有價值，並認為那些不參加會議的人工作穩定，沒有遇到阻礙。
D) 減少會議的發生，因為團隊成員定期與其他人以及客戶溝通

3. 一個敏捷團隊希望共同決定一個專案的規模。如果他們使用規劃撲克技術來實現這一目標，團隊會做什麼？

A) 透過與類似的過去特徵進行比較來估計故事點
B) 使用故事點估計故事的相對大小
C) 將故事放入桶中來估算故事
D) 使用投票點數來估計故事點數

4. 在待辦事項改進會議上，一位資深團隊成員提出了一個問題，即一項史詩級規模調整需要為供應商產品使用新的介面。產品負責人承認這是一個風險。產品負責人現在該怎麼做？

A) 將工作轉移給供應商，因為他們對介面實現有更好的了解。
B) 降低史詩的優先順序以便可以推遲，並在積壓改進會議期間對其進行分析。
C) 建立一個尖峰故事來決定使用新介面需要做什麼。
D) 將風險記錄在風險登記冊中，並在下一次月度審查會議上與受影響的利害關係人分享資訊。

5. 新的敏捷專案領導者習慣從支援的角度參與工作，並使用資訊輻射器來確保團隊能夠看到所有消除障礙的行動。
敏捷專案負責人在做什麼？

A) 實踐與敏捷團隊合作的僕人式領導風格
B) 採取接收回饋的做法，以促進團隊改進
C) 遵循參與式決策模式
D) 建立協作的團隊合作文化

Solutions: