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

1. 敏捷實踐者該怎麼做？

A) 將資深成員調到另一個能更充分發揮其技能的團隊。
B) 進行績效評估，以確定該成員是否具有團隊合作精神。
C) 請職能經理人確定最佳行動方案。
D) 鼓勵專案團隊讓資深成員更參與專案活動。

2. 在迭代過程中，一個敏捷團隊發現一個團隊成員將在接下來的兩個迭代中無法參與。作為一支高績效團隊，他們該怎麼做？

A) 提出資源任務將被阻止的障礙並通知產品負責人
B) 承擔團隊成員的任務以滿足迭代目標並通知產品負責人
C) 向交付經理請求臨時資源
D) 請 Scrum Master 將該團隊成員的任務指派給下一個可用資源

3. 團隊負責人審查流程並找出阻礙團隊快速交付最小可行產品 (MVP) 的瓶頸。哪些職責屬於僕人領導的範疇？

A) 決定迭代中開發故事的順序
B) 促進團隊的敏捷回顧會議
C) 升級團隊無法解決的衝突點
D) 保護團隊免受外界幹擾

4. 一位團隊成員詢問了產品經理、品質保證人員和團隊在品質方面的職責。
敏捷專案經理應該提出哪些建議？

A) 整個團隊對品質負責，而品質保證部門負責處理可能被忽略的意外情況、漏洞和其他複雜問題。
B) 品質是整個團隊的責任，產品經理負責定義端到端的功能。
C) 整個團隊對品質負責，但每個團隊成員的角色可能會根據完成定義(DoD)中的規定而有所不同。
D) 整個團隊對品質負責，每個團隊成員都對確保每個組件的成功負責。

5. 敏捷專案團隊的一些成員遠距辦公，因此很難定期進行面對面的待辦事項梳理會議。敏捷實踐者該如何確保團隊在這種環境下減少溝通不良和重工？

A) 向高階管理層匯報，確保專案團隊中的每個人都在所有計劃的敏捷活動中處於同一實體位置。
B) 辨識利害關係人的不同溝通風格，並投票選出最適合團隊的方法。
C) 投資技術協作工具，以實現有效溝通並確保對範圍、問題和解決方案達成共識。
D) 了解團隊的實體和虛擬溝通需求，並根據大多數團隊成員的需求規劃敏捷活動。

Solutions: