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

1. 由於環境不穩定，超出了產品負責人的權限，敏捷團隊在首次發佈時難以達成目標。在當前迭代接近尾聲時，發布經理辭職，由新人接任。
Scrum Master 該做什麼？

A) 向發布經理發送狀態報告，重點介紹此問題。
B) 向產品所有者報告問題並請求協助。
C) 讓新的發布經理參與每日站立會議。
D) 邀請新的發布經理參加 sprint 演示並尋求協助。

2. 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。
B) 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。
C) 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。
D) 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。

3. 開發團隊和產品負責人對產品待辦事項中的某個使用者故事意見不一。敏捷實踐者該怎麼做？

A) 讓開發團隊遵循產品負責人的指示
B) 促進開發團隊與產品擁有者之間關於使用者故事的對話
C) 作為每個選項的客觀評估者，並為開發團隊和產品負責人提供指導
D) 公開挑戰產品擁有者，試圖找出他們方法中的漏洞

4. 一個敏捷團隊已經定義了一個衝刺的完成定義 (DoD)。然而，在演示過程中，產品負責人不確定該使用者故事是否可以標記為完成。
選擇最合適的活動序列，這些活動需要完成才能滿足明確、成熟的完成定義 (DoD)。

A) 程式碼經過單元測試、程式碼經過同儕審查、功能測試通過、業務測試通過，並符合所有驗收標準。
B) 所有驗收標準均已滿足，文件已更新，功能測試已通過，業務測試已通過，且程式碼經過同儕審查。
C) 程式碼已進行單元測試，滿足所有驗收標準，通過業務測試，通過功能測試，程式碼已合併，文件已更新。
D) 程式碼經過單元測試，滿足所有驗收標準，通過業務測試，程式碼已合併，程式碼經過同行評審，文件已更新。

5. 在努力承擔交付責任的同時，敏捷團隊未能履行其衝刺承諾。
敏捷教練該做什麼？

A) 提供客戶可交付成果清單並取得協議
B) 致力於完成前期產品設計而不是全面的文檔
C) 鼓勵團隊更頻繁地與所有利害關係人互動
D) 與發起人合作制定團隊期望

Solutions: