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

1. 趨勢分析顯示，速度明顯高於預期，發布可提前一個月完成。團隊建議更改結束日期以反映這一點。
敏捷實踐者該做什麼？

A) 要求團隊降低速度以滿足合約義務並記錄此決定
B) 宣布團隊已超出預期速度，並且結束日期將比計劃的更早
C) 請產品擁有者在產品待辦事項中包含其他功能，然後重新規劃後續迭代
D) 與團隊和產品所有者共同開會討論各種選擇並確定結束日期

2.
一個敏捷開發團隊正在進行一個數位轉型項目，但面臨著從遍布全球的利害關係人那裡獲得一致回饋的挑戰。由於缺乏參與，決策週期延長，並對衝刺結果產生了不利影響，產品負責人承受著巨大的壓力。
團隊應如何提高利害關係人的參與度，以幫助確保及時回饋和更好的決策？ （參考利害關係人權力/利益網格）

A) 執行嚴格的政策，要求利害關係人參加每週同步回饋會議，利用科技適應不同的時區和日程衝突。
B) 建立由不同地區和部門代表組成的輪值利害關係人委員會，確保在決策過程中考慮到不同的觀點。
C) 任命區域聯絡官，負責協調各自時區內的利害關係人互動，促進定期溝通和回饋交流。
D) 利用協作工具實施動態回饋平台，適應不同的時間表並使利害關係人能夠非同步提供回饋。

3. 在敏捷團隊回顧期間，一些初級團隊成員討論了一種可以提高整體團隊績效的方法。
敏捷實踐者該如何處理該建議？

A) 讓產品所有者考慮該提議並決定是否採用建議的做法。
B) 記錄未來專案需要考慮的建議。
C) 請團隊的高階成員決定是否採用建議的做法。
D) 邀請團隊評估該建議並衡量實施的有效性。

4. 專案經理應該如何介紹團隊、傳達團隊章程的重要性並幫助發展高績效團隊？
專案章程已完成並待審批，專案目標和方法已明確，通用專家名單已確定。
專案經理應該如何介紹團隊、傳達團隊章程的重要性並幫助發展高績效團隊？

A) 讓團隊成員互相介紹並創造反映職責、角色和決策的層次結構。
B) 促進共識驅動的決策以及團隊承諾和決策的共同願景。
C) 分析所有專案參與者和利害關係人的列表，明確利害關係人的角色和職責。
D) 確定團隊成員之間的角色和職責，並促進團隊成員之間的等級制度、責任和所有權。

5. 團隊意識到他們需要在接下來的幾週內將一個新組件整合到他們的解決方案中。
該團隊沒有使用該組件的任何經驗。
團隊下一步該做什麼？

A) 建議產品負責人進行初步調查並向團隊展示結果。
B) 請團隊擴展，以便將具有所需經驗的工程師加入團隊。
C) 提出團隊有經驗的替代組件。
D) 請產品負責人在下一次迭代的待辦事項中包含一個峰值，以便他們可以進行初步調查。

Solutions: