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

1. 一位關鍵利害關係人認為他們沒有全面了解該專案。
敏捷實踐者該做什麼？

A) 邀請利害關係人參加每日 Scrum 會議以獲取回饋。
B) 發送每日狀態電子郵件，讓利害關係人了解正在取得的進展。
C) 透過腦力激盪會議等互動方式分享資訊。
D) 建立功能待辦事項，然後徵求利害關係人的回饋。

2. 由來自不同職能部門的20人組成的大型專案團隊剛剛組成完成，專案將於下週啟動。團隊將負責一個受監管且管控嚴格的藥品項目，但團隊成員缺乏相關領域的專業知識。
Scrum Master 應該優先採取哪兩項行動？ (選擇兩項。)一個由來自不同職能領域的 20 人組成的大型專案團隊剛剛組建完成，專案將於下週啟動。該團隊將負責一個受監管且管控嚴格的藥品項目，但缺乏相關領域的專業知識。
Scrum Master應該優先採取哪兩項行動？ (選兩項。)

A) 組織一次會議，明確角色和職責。
B) 安排一次會議，約定未來所有迭代的目標。
C) 安排一次會議，讓利害關係人參與進來，為啟動會議做準備。
D) 組織一個衝刺計畫會議，以確定行動方案。
E) 引導團隊合作並分享經驗。

3. 團隊目前正處於迭代階段，現在有一個緊急請求，要求對已承諾的範圍進行一項小的變更。除非這項變更被接受，否則本次迭代對客戶而言沒有任何價值。
敏捷實踐者必須做什麼？

A) 建議取消目前迭代，並將變更請求安排到下一次迭代。
B) 建議產品負責人將此變更請求作為使用者故事新增至目前迭代的待辦事項清單。
C) 將新的變更請求作為新的使用者故事新增至即將到來的迭代的產品待辦事項清單。
D) 評估變更請求的影響，並讓團隊和產品負責人根據價值做出決定並重新確定優先順序。

4. 產品負責人應該採取哪些不同的做法？

A) 僅展示已完成的故事並徵求利害關係人的回饋
B) 展示了所有故事的演示，包括正在開發中的故事。
C) 檢視測試結果以獲得利害關係人的信任
D) 介紹了預算狀況並審查了成本差異

5. 跨職能專案團隊的一名成員無法參加定期狀態會議並提供進度更新，這影響了整個團隊的生產力。產品負責人該如何提高生產力？

A) 根據團隊生產力下降的情況討論減少積壓的問題。
B) 改變團隊速度以顯示共享資訊輻射器的積極進展。
C) 請團隊成員更新資訊輻射器的每日進度。
D) 會議前收集每個團隊成員的最新消息並與所有成員分享。

Solutions: