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

1. 專案負責人應如何管理敏捷專案中的利害關係人的期望？

A) 建立共同的願景和成功標準，並讓所有利害關係人參與迭代評審。
B) 透過電子郵件向所有利害關係人傳達問題，僅向內部利害關係人傳達風險。
C) 讓所有利害關係人參與迭代評審，但不要滿足所有利害關係人的所有期望。
D) 邀請利害關係人進行迭代評審，但不包括新的利害關係人，這可能會限制專案的成功。

2. 敏捷專案經理如何確保所有利害關係人在發布計畫會議結束時對發布計畫有清楚的了解？ （選兩個。）

A) 下一次迭代的完整路線圖
B) 最終產品的完整願景
C) 專案時間表
D) 將成為下一版一部分的使用者故事列表
E) 明確了解發布目標

3. 一位敏捷教練正在負責一個數位轉型專案。專案團隊正處於為期五週的衝刺階段。這位敏捷教練注意到，團隊成員之間經常爭論應該採用哪種技術方法來解決當前的業務問題。敏捷教練可以做些什麼來促進團隊成員之間的協作和共識的達成？

A) 將問題上報給高階管理層。
B) 與團隊成員合作解決問題。
C) 允許團隊成員解決問題。
D) 將問題回報給產品擁有者。

4. Scrum Master 該做什麼？

A) 與團隊會面，以確保法律部門的需求與合約規定的時間和範圍一致
B) 與法律部門會面，幫助他們了解客戶和團隊對時間和交付成果是否滿意
C) 與客戶合作縮小範圍
D) 與法務部門分享專案進展

5. 一家公司在業務案例獲得批准後，將推出一款新的行動應用程序，供客戶下單。上市時間是關鍵考量。該產品已進入第三次迭代，但團隊感到擔憂，因為他們認為技術設計不符合商定的完成定義 (DoD)。因此，他們聘請了一位敏捷教練來幫助驗證產品交付是否符合業務需求。
敏捷教練該做什麼？

A) 安排與產品所有者的專門會議來解決這個障礙。
B) 在產品開發的規劃階段納入品質保證。
C) 在當前迭代結束時進行回顧會議，以確定必要的改進。
D) 進行腦力激盪練習以找到問題的根源並制定行動計劃。

Solutions: