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

1.
一個敏捷開發團隊正在進行數位轉型項目，但面臨著難以從分散在全球各地的利害關係人那裡獲得一致回饋的挑戰。由於缺乏溝通，決策週期延長，並對迭代開發的結果產生了不利影響，產品負責人承受著巨大的壓力。
團隊應如何改善利害關係人參與度，以確保及時獲得回饋並做出更明智的決策？ (請參考利害關係人權力/利益矩陣)

A) 建立一個由不同地區和部門的代表組成的輪值利害關係人委員會，確保在決策過程中考慮各種不同的觀點。
B) 執行嚴格的政策，要求利害關係人參加每週的同步回饋會議，利用科技來適應不同的時區和日程衝突。
C) 實施一個動態回饋平台，利用協作工具，適應不同的時間安排，並允許利害關係人非同步提供回饋。
D) 任命區域聯絡官，負責協調各自時區內的利害關係人互動，促進定期溝通和回饋交流。

2. 敏捷主管接到高階主管的通知，團隊需要加快工作速度，因為發布日期提早了三個月。敏捷主管將更新後的時間表告知了團隊。但一位初級團隊成員表示反對，認為這個時間表不切實際。
初級隊員該做什麼？

A) 增加工作時間以達成目標。
B) 遵循敏捷主管的指示。
C) 與所有團隊成員討論所關注的問題。
D) 與敏捷主管討論這些問題。

3. 在團隊會議中，主題專家 (SME) 成員提到，他們一直在從事重複性任務，這降低了積極性。
敏捷實踐者該做什麼？

A) 組織團隊建立活動以提高團隊士氣
B) 讓團隊成員兩人一組，互相學習，發展新技能。
C) 請團隊成員對其活動進行價值流分析
D) 為團隊增加更多資源以協助完成任務

4. 由來自不同職能部門的20人組成的大型專案團隊剛剛組成完成，專案將於下週啟動。團隊將負責一個受監管且管控嚴格的藥品項目，但團隊成員缺乏相關領域的專業知識。
Scrum Master 應該優先採取哪兩項行動？ (選擇兩項。)一個由來自不同職能領域的 20 人組成的大型專案團隊剛剛組建完成，專案將於下週啟動。該團隊將負責一個受監管且管控嚴格的藥品項目，但缺乏相關領域的專業知識。
Scrum Master應該優先採取哪兩項行動？ (選兩項。)

A) 安排一次會議，讓利害關係人參與進來，為啟動會議做準備。
B) 組織一次會議，明確角色和職責。
C) 引導團隊合作並分享經驗。
D) 組織一個衝刺計畫會議，以確定行動方案。
E) 安排一次會議，約定未來所有迭代的目標。

5. 客戶向專案團隊提供了他們的要求和截止日期。這些要求令人困惑，團隊感到很沮喪。
團隊的僕人式領導者該做什麼？

A) 請團隊從類似專案中為該客戶尋找使用者故事。
B) 試著透過講述過去的成功例子來激勵團隊。
C) 要求團隊根據需求開發使用者故事並建立可交付成果。
D) 請團隊重申要求並與客戶一起檢討。

Solutions: