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

1. 當向公司引入敏捷流程時，品質保證 (QA) 經理會抵制並認為轉向敏捷會消除品質控制和文件。
敏捷實踐者該如何解決這個問題？

A) 教育 QA 經理，在敏捷中品質是從專案開始到結束的
B) 撰寫包含 QA 作為描述一部分的待辦事項
C) 要求產品擁有者將測試和 QA 控制寫入驗收標準
D) 索取目前的 QA 文件並將其納入技術債積壓

2. 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) 通知團隊，任何在工作時間訪問該企業的人都將受到處罰
B) 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
C) 向職能經理解釋過多的控制會對團隊士氣產生負面影響
D) 與職能經理人交談並達成解決問題的協議

3. 一個組織希望在其敏捷專案中增加價值交付。
敏捷團隊該做什麼？

A) 掌握可用的技術和工具，為利害關係人提供資訊儀表板。
B) 與產品所有者合作，將產品待辦事項轉變為可能可交付的產品增量。
C) 按時完成專案並提前與專案發起人分享預算。
D) 執行分析和開發工作，但不進行測試，因為這應該由另一個專業團隊管理。

4. 一個開發團隊正在實施一套人力資源 (HR) 解決方案。團隊決定與不同的業務部門合作，以便儘早並持續地交付價值。
在這個場景中，哪些敏捷價值正在被實踐？

A) 以客戶為中心的產品開發實務比以產品為中心的方法更重要。
B) 最好的架構、需求和設計來自自組織團隊。
C) 相信貢獻和互動對於成功而言比流程和工具更為重要。
D) 經常交付可工作的軟體，優先考慮較短的時間範圍和不斷變化的需求

5. 新 Scrum 團隊的執行發起人積極參與 Scrum 儀式。
這對團隊有什麼好處？

A) 它幫助團隊集中精力並實現衝刺目標。
B) 它提醒團隊誰是該專案的贊助商。
C) 它有助於利用發起人的影響力快速解決問題。
D) 它向發起人提供高階專案更新。

Solutions: