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

1. 一個新敏捷團隊的教練注意到，一名團隊成員正在影響團隊的大部分決策。
教練該做什麼？

A) 如果團隊速度下降則介入。
B) 讓團隊成員繼續施加影響，因為敏捷團隊是自組織的。
C) 以更具協作精神的個人取代團隊成員。
D) 向其他團隊成員提出探索性問題，以鼓勵提出不同觀點。

2. 敏捷專案執行到一半時，召開了回顧會議。其中一名團隊成員認為，完成工作的實際時間和成本一直高於最初估計的數值。
接下來應該執行下列哪項活動？

A) 團隊應該重新評估時間和成本估算，以反映對工作努力的最新理解。
B) 團隊應該進行一次尖峰測試來研究他們的技術解決方案並證明其可行性。
C) 團隊應該將小故事合併為更大的故事，以便減少需要估計的工作項目。
D) 產品所有者應該縮小專案範圍，以便能夠完成具有最高商業價值的專案。

3. 在回顧會議期間，我們發現外部依賴正在造成反覆的影響。
其影響是外部團隊沒有提供修復或穩定的測試環境。 Scrum Master 多次向上級報告問題，但始終無法解決。
Scrum Master 現在該做什麼？

A) 收集經驗數據並影響高階主管對端到端跨團隊交付負責。
B) 與外部團隊建立溝通管道，並監控外部任務的執行。
C) 確保開發團隊在評估中吸收了此風險後再規劃工作範圍。
D) 透過尋找可持續的解決方法，指導開發團隊接受並適應現有情況。

4. 所有阻礙因素都是由某些障礙引起的，但並非所有障礙都是阻礙因素。哪兩種情況應該被視為阻礙因素？ （選兩項。）

A) 由於頻繁的上下文切換，每天 15 分鐘的接觸點甚至會持續一個小時/天，從而減少了團隊完成演示活動的時間。
B) 開發人員無法在迭代中完成他們的任務，因為高階管理層不斷地將他們拉入生產事件分析中。
C) 團隊已開始迭代工作，但需求工件正在接受產品擁有者的審查。
D) 測試環境中的效能問題，導致程式碼實施延遲 2 天。
E) 離岸測試團隊在最後一刻被從一項備受矚目的計劃中抽調出來，並且直到指派新的測試團隊後才能恢復測試。
F) 開發團隊需要在前一周緊急設定所有測試資料；然而，由於系統故障，這些資料直到演示之前都無法使用。

5. 專案負責人該怎麼做？

A) 停止試驗，與客戶協商短期解決方案。
B) 將此突發任務分配給其他資源，以便繼續研究長期解決方案。
C) 重新建立高峰；鼓勵實驗並與團隊合作
D) 安排與開發團隊就測試中的主要問題進行根本原因分析。

Solutions: