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

1. 敏捷團隊負責人該怎麼做？

A) 允許團隊嘗試各種想法，但要提醒他們結果將由高階主管審查。
B) 鼓勵團隊嘗試各種想法，即使結果可能是失敗。
C) 請團隊只嘗試那些能夠確保成功的想法。
D) 將想法的成功和失敗與團隊的激勵計劃連結起來，以確保問責制。

2. 兩名團隊成員正在合作交付一款資產管理工具。團隊成員 A 在此 Sprint 中交付的程式碼與團隊成員 B 所寫的規格不一致。
兩個團隊成員似乎對某些功能的外觀和感覺意見不一。
在這種情況下，Scrum Master 應該做什麼？

A) 召開團隊會議討論這些問題並幫助指導整個團隊如何進一步開展工作。
B) 請兩位團隊成員自行解決衝突。
C) 請其職能經理介入並解決問題。
D) 了解該問題的根本原因，並建議討論他們的差異以找到共同點。

3. 在即將召開的衝刺規劃會議之前，需要提供有關故事的更多詳細資訊。
Scrum Master 該做什麼？

A) 在衝刺計畫前與產品負責人安排一次故事梳理會議
B) 與團隊進行規劃撲克會議
C) 向產品所有者發送電子郵件，請求詳細的故事規範並等待回复
D) 在衝刺計劃之前收集團隊成員的詳細信息

4. 一位專案經理被指派負責為一家公司開發一款新應用程式。該應用程式將被公司全球所有員工廣泛使用。在與關鍵專案利害關係人的第一次會議上，專案經理被要求找到一種方法來確定所有可能與即將開發的應用程式互動的使用者類型。
專案經理下一步該做什麼？

A) 由於使用者數量而推遲，並將為所有使用者開發標準應用程式和培訓課程的想法社會化。
B) '讓人力資源 (HR) 團隊識別關鍵使用者並對所有使用者進行相應的面試。
C) 識別並創建角色，可以幫助團隊更了解目標用戶群的需求。
D) 建立最小可行產品（MVP），即所有使用者的標準應用程序，並發布新版本（針對每個使用者/區域）。

5. 在目前衝刺期間，團隊成員請求 Scrum Master 允許研究替代設計方法。
Scrum Master 該做什麼？

A) 不鼓勵團隊成員使用實驗/峰值，除非它已經完全開發並考慮到各種用例
B) 鼓勵團隊成員使用實驗/尖峰來持續改進，並幫助團隊理解為什麼這很重要
C) 鼓勵團隊成員研究問題並在回顧期間展示研究結果
D) 阻止團隊成員偏離計畫並在回顧期間記錄請求

Solutions: