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

1. 一個新的軟體開發團隊剛剛成立。五個衝刺已經過去，團隊現在已經熟悉了他們的工作方式。在第六個衝刺，Scrum Master 注意到團隊成員在待辦事項細化會議上就即將推出的新功能的技術設計發生了爭論。細化會議結束後，Scrum Master 注意到團隊成員非正式地討論這個主題，並表明立場。團隊中存在明顯的緊張氣氛。
Scrum Master 應該如何幫助團隊解決這個問題？

A) 在 Sprint 評審期間，先對團隊進行個別指導，然後對整個團隊進行指導，以了解如何解決此衝突。
B) 決定最適合技術設計目的的技術實現。
C) 從技術設計團隊中引入一位主題專家 (SME) 來擔任團隊的顧問。
D) 將最佳功能實現的決定委託給最資深的團隊成員。

2. 客戶向專案團隊提供了他們的要求和截止日期。這些要求令人困惑，團隊感到很沮喪。
團隊的僕人式領導者該做什麼？

A) 請團隊重申要求並與客戶一起檢討。
B) 試著透過講述過去的成功例子來激勵團隊。
C) 要求團隊根據需求開發使用者故事並建立可交付成果。
D) 請團隊從類似專案中為該客戶尋找使用者故事。

3. 敏捷專案負責人該做什麼？

A) 依照最初的計畫完成產品。
B) 重新評估該項目。
C) 請產品所有者批准繼續。
D) 嘗試包含盡可能多的變更。

4. 一個敏捷團隊開始擔心，因為最近他們發現問題數量增加。交付的工作項品質似乎存在很大差異。團隊現在意識到，團隊成員之間可能對品質缺乏共識。
團隊該做什麼？

A) 團隊應該轉向測試驅動開發，因為在測試期間未偵測到缺陷。
B) 團隊的敏捷專案經理應促進制定所有團隊成員都必須遵循的新的、詳細的測試程序。
C) 團隊應該討論他們對完成 (DoD) 的定義並做出更改以確保對驗收標準有共同的理解。
D) 由於敏捷專案中會發生意外變化，因此團隊應該在速度預測中考慮日益增加的問題。

5. 一位敏捷教練建議專案經理不斷提升支援團隊的能力，並消除專案推進過程中的任何障礙。這位敏捷教練建議專案經理承擔什麼角色？

A) 人事經理
B) 僕人式領導者
C) 小隊隊長
D) Scrum 主管

Solutions: