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PMI Agile Certified Practitioner (PMI-ACP中文版) Sample Questions:
1. 敏捷教練該做什麼?
A) 透過暫時降低 WIP 水準來振興團隊。
B) 透過安排團隊活動為團隊提供休息時間。
C) 與團隊合作確定慶祝其工作的時機。
D) 讓團隊增加在製品(WIP)水平以更快地完成流程。
2. 敏捷團隊負責人該做什麼?
A) 與團隊進行願景分享會議,以傳達專案的整體目標。
B) 交換兩個團隊的團隊成員,以便更好地支援交付。
C) 建立一個新團隊來交付依賴關係,並將團隊 B 納入績效管理。
D) 與團隊 A 討論協商交付時間表。
3. 一位敏捷團隊的新成員注意到團隊目前的流程涉及過多的文件。這位新團隊成員該怎麼做?
A) 通知專案經理有關其他文件技術,並確定哪些文件有價值,哪些沒有價值。
B) 允許另一個團隊成員準備那些看起來沒有帶來價值的文件。
C) 教導團隊適當的敏捷原則,獲得共識,並推動採用。
D) 遵循現有流程,避免衝突。
4. 在與專案利害關係人進行第二次回顧後,客戶表達了失望。客戶希望有一個更可預測的特性和功能交付路線圖。
專案經理該如何回應客戶?
A) 與產品所有者合作為客戶制定暫定路線圖,但解釋該路線圖隨時可能發生變化。
B) 向客戶解釋敏捷方法要求在每個衝刺開始時重新確定優先級,因此無法提供路線圖。
C) 要求客戶制定團隊可以遵循的未來交付路線圖。
D) 與客戶合作,了解哪些使用者故事將提供最佳商業價值,重新確定待辦事項的優先級,並與客戶分享以提供發布計劃。
5. 在一家跨國公司對敏捷團隊負責人進行面試時,一位候選人被問到:「你如何確保你的專案與利害關係人的優先事項保持一致?」候選人該如何回答?
A) 只有敏捷團隊負責人和團隊需要決定如何決定專案可交付成果的優先順序。
B) 允許利害關係人決定優先順序並建立積壓工作。
C) 與變更管理團隊合作決定積壓工作的優先順序。
D) 整個團隊應該討論並優先考慮利害關係人的意見。
Solutions:
Question # 1 Answer: C | Question # 2 Answer: A | Question # 3 Answer: C | Question # 4 Answer: D | Question # 5 Answer: D |

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