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

1. 專案進行到一半時，產品負責人從專案發起人得知，一個主要組件（完成20%）對使用者來說並不重要。該組件是已批准範圍的一部分，也是專案的關鍵賣點。
產品所有者下一步該做什麼？

A) 請團隊停止開發該元件
B) 請團隊繼續開發該元件
C) 取得變更控制委員會的批准以停止該組件
D) 請求發起人正式批准停止該元件

2. 敏捷實踐者該做什麼？

A) 產品測試後計畫再審核
B) 與敏捷團隊和產品負責人合作，就完成的定義達成一致
C) 將測試加入待辦事項中，並讓產品負責人重新確定優先級
D) 詢問專案發起人，確定產品是否完成

3. 產品所有者該做什麼？

A) 承擔產品延遲的責任。
B) 授權專案發起人管理產品待辦事項。
C) 與專案發起人協商增加資金。
D) 確保專案發起人的優先事項在產品待辦事項中。

4. 一個組織希望使用 Scrum 來執行一個公司網站的重新設計專案。團隊中既有一群經驗豐富的敏捷成員，他們之前參與過一些項目，也有一群具備一定 Scrum 背景的內部成員。
選擇團隊時該考慮什麼？

A) 確保團隊成員的地理位置不分散，以便所有團隊成員都可以集中在一起。
B) 檢視每個團隊成員對其先前專案速度的貢獻，並選出表現最好的成員。
C) 檢視過去兩年內團隊成員之間衝突的報告，並僅選擇那些有著良好合作記錄的成員。
D) 根據要執行的工作，確保專家和具有豐富經驗的成員之間的平衡，並確定培訓需求。

5. 一個敏捷團隊在專案中遇到了意料之外的技術問題，導致無法準時交付。在回顧會議上，團隊公開討論了這些問題的原因，以及如何避免將來再次發生類似情況。
團隊展現了哪些敏捷價值和原則？

A) 團隊正在互相提供快速回饋，以找出錯誤的責任人，從而避免將來再次發生錯誤。
B) 團隊正在積極主動地討論如何更好地平衡需求和能力，並確保他們擁有適當的能力。
C) 團隊透過討論誰應該負責未來的風險管理，積極應用 PDCA（循環-執行-檢查-行動）方法，消除了潛在的浪費。
D) 團隊透過傾聽每個人的意見並重視面對面會議中的人際互動來表現出相互尊重。

Solutions: