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

1. 一個專案即將啟動，團隊現有成員九人，新成員九人。 Scrum Master 認為團隊規模過大，想將其拆分成三個團隊。 Scrum Master 設定了一個限制，即每個團隊必須擁有相同數量的現有成員，以便共享知識和經驗。
Scrum Master 應該做什麼來實現這一目標？

A) 根據 Scrum Master 已知的技能將團隊成員分配到各自的團隊。
B) 向團隊成員的職能經理尋求有關如何對團隊成員進行分組的指導。
C) 確保成員開始自我組織成具有高效分佈技能的小團隊。
D) 觀察哪些團隊成員適合一起工作，然後進行對應的分配。

2. 敏捷團隊負責人該如何應對？

A) 親自與利害關係人會面，了解他們的需求，然後與團隊分享願景。
B) 向團隊解釋，在敏捷專案中，制定願景並不重要，因為需求可能會隨著時間的推移而改變。
C) 與團隊合作，根據利害關係人提供的需求創造願景。
D) 向利害關係人強調，共同的、詳細的願景將更能確保團隊對專案的理解。

3. 產品負責人負責一個新產品。內部客戶對敏捷方法提出質疑，因為他們需要一款產品在發布後能夠正常運行，並且沒有任何缺陷或功能缺失。
產品所有者該做什麼？

A) 與開發團隊一起規劃定期回顧，以不斷改進流程，消除產品的任何潛在問題。
B) 請客戶提供額外的代表來幫助測試和評估產品，以便儘早和頻繁地獲得回饋。
C) 設定測試驅動開發，專注於客戶需求，並在測試過程中消除軟體中的問題，
D) 採用敏捷方法以增量方式編寫規範，並在最終規範達成協議後開發產品。

4. 一位具有預測方法經驗的產品負責人希望團隊為接下來的10個Sprint制定非常詳細的時間表和成本估算。 Scrum Master該怎麼做？

A) 邀請產品所有者參加回顧會議，解釋團隊的時間表和預算方法。
B) 解釋詳細的專案時程和預算不是敏捷專案中的工件。
C) 建議產品所有者先專注於接下來的 2 個衝刺，而不是 10 個。
D) 花費最初幾個衝刺時間來製定詳細的時間表和預算。

5. 在專案啟動階段，敏捷實踐者會與利害關係人溝通，以確保專案策略和願景的一致性。利害關係人會要求提供詳細的需求、設計和交付計劃。
敏捷實踐者該做什麼？

A) 提供利害關係人要求的所有資訊
B) 告知利害關係人，沒有使用敏捷實踐提供詳細文檔
C) 要求團隊向利害關係人提供信息
D) 設定關於此階段所要求的適當詳細程度的期望

Solutions: