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

1. 在最近幾次敏捷團隊狀態會議上，大家討論了代價高昂的bug和產品交付延遲的增多，這導致品質下降、成本上升。團隊成員感覺自己在規劃和流程會議上花了太多時間，然後又急於完成工作。
敏捷領導者應如何實施有效且有效率的解決方案？

A) 與團隊合作，為下一輪迭代創建一個尖峰故事，以調查該問題。制定一個計劃，使專案重回正軌，並在下次狀態會議上提交，以獲得利害關係人的認可。
B) 建議團隊承諾試用看板兩個月。在推進工作之前，請專注於使用拉動標準為客戶交付價值。團隊將根據需要召開計劃會議，無需專門召開有關流程的會議。
C) 與團隊一起檢視品質保證和控制流程，以確保即使是新團隊成員也能理解與客戶達成的服務等級協定 (SLA)。
D) 聘請顧問團隊進行根本原因分析，從兩個角度確定根本問題，然後與團隊會面，確定使專案重回正軌的最佳方法。

2. 極限程式設計（XP）的原則包括哪些？

A) 溝通、尊重與勇氣
B) 快速回饋、假設簡單、漸進式變化、擁抱變化和高品質工作
C) 重視人而非流程、溝通、尊重分歧並努力達成共識
D) 溝通、流程與權威結構

3. 敏捷教練該告訴團隊什麼？

A) 趨勢圖將顯示該團隊在組織內與其他 Scrum 團隊相比的表現。
B) 持續追蹤速度可以讓職能經理評估團隊是否以期望的速度執行任務。
C) 追蹤速度將記錄團隊健康狀況並向利害關係人傳達訊息。
D) 追蹤速度將為團隊提供一個基準，以了解他們的持續改進工作是如何進行的。

4. 一個團隊正在準備向領導團隊示範新產品的功能。演示將展示可運行的軟體以及這些功能的預期價值清單。
團隊應該做什麼來確保演示成功？

A) 與利害關係人的期望和可發布的產品增量保持一致。
B) 提供產品增量的協作和知識分享。
C) 提供對商業價值和顧客回饋的理解。
D) 展示自我管理和自訂流程以實現持續改進。

5. 一個敏捷團隊正在細化專案需求。由於每次工作環節都會發現新的依賴關係，團隊無法完成詳細的解決方案需求。與其努力完成需求，不如團隊應該如何協同工作，識別並確定最重要的需求的優先級，並根據需要適應變化？

A) 將此情況報告為阻礙因素，並要求高階管理層提供合適的主題專家 (SME)，直到所有未解決的問題都已解決。
B) 確定關鍵業務利害關係人並邀請他們參加全天會議，直到所有依賴關係和未解決的問題都解決。
C) 按優先順序確定需要解決的關鍵依賴關係，以便使用者故事能夠滿足就緒 (DoR) 標準的定義。
D) 將此作為阻礙因素報告，並確保產品所有者能夠降低問題的優先級，以便使用者故事能夠滿足就緒 (DoR) 標準的定義。

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