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

1. 一位敏捷教練被指派去幫助一個最近位於非常受歡迎的企業附近的專案團隊。
很多團隊成員在工作時間去該企業，影響了團隊績效。
敏捷教練應該做些什麼來緩解這個問題？

A) 與團隊開會討論該問題並確定減少或消除該問題的具體措施
B) 與職能經理人交談並達成解決問題的協議
C) 通知團隊，任何在工作時間訪問該企業的人都將受到處罰
D) 向職能經理解釋過多的控制會對團隊士氣產生負面影響

2. 在決定迭代中交付功能的優先順序時，敏捷團隊應該延後哪些功能的工作？

A) 低風險、低價值
B) 低風險、高價值
C) 高風險、高價值
D) 高風險、低價值

3. 一位公司總裁擔心天災對公司的影響。管理階層應該如何確定可運用資源的領域並減輕潛在影響？

A) 根據定性風險分析和預期損失建立並保存有效風險登記冊。
B) 建立並保存一份活躍的風險登記冊，其中包括緩解策略和成本效益分析。
C) 讓每個開發團隊在資訊輻射器上發布風險最高的開發專案。
D) 將開發團隊分成兩個地方來避免風險，以確保知識的連續性。

4. 一個敏捷專案的初始路線圖和發布日期是根據類似專案的數據和一些專家意見制定的。然而，專案進行到一半時，團隊的估算出現了偏差。根據團隊的速度，需要再進行兩次迭代才能完成初始範圍。
敏捷領導應該如何向專案發起人解釋這種差異？

A) 解釋產品所有者要求了多少範圍變更，以及團隊花了多少小時來完成計劃外的任務。
B) 解釋專案開始時未考慮的與額外工作時間和成本相關的特定風險的清單。
C) 解釋說，初步估計有助於衡量專案可行性，但實際估計取決於團隊在每個衝刺中學到多少。
D) 解釋一些使得專案某些方面獨一無二且與先前的經驗無法相比的特徵和要求。

5. 在成功發布產品後，高階管理層會詢問敏捷團隊如何在下次發布中提高產品的價值。
團隊該做什麼？

A) 實施更好的完成定義，以確保有效管理持續整合過程
B) 通知高階管理人員，由於產品已成功發布，因此專案已視為交付並應關閉
C) 請求額外預算來實施 Scrum of Scrums 方法，以擴大團隊規模並增加產能
D) 在下一個版本的開發過程中頻繁進行演示並獲取使用者回饋

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