PMI Agile Certified Practitioner (PMI-ACP中文版) : PMI-ACP-CN

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

1. 一位專案經理正在一個敏捷團隊中工作。一位團隊成員提到，威脅目前衝刺發布日期的風險尚未解決。
專案經理應該做什麼來確保團隊成員跟進風險？

A) 建立一個衝刺來更新和跟進主要發布風險。
B) 每天召開一次協調會議，確定團隊成員未跟進風險的原因。
C) 請團隊檢視已執行的任務並跟進即將發生的威脅。
D) 直觀地顯示主要風險、假設、問題和依賴關係（RAID）日誌，以突出顯示風險狀態。

2. 大型專案的 Scrum Master 必須提供六個月內可以交付成果的估算。
Scrum Master 該做什麼？

A) 讓團隊估算故事點數以承諾特定的一組功能
B) 解釋計劃後將提供承諾
C) 致力於交付特定的功能集
D) 使用團隊的歷史速度來計算可以交付的一系列功能

3. 一位敏捷專案負責人正在負責一個複雜的項目，該專案涉及多個利益相關者，他們對專案成功的期望和定義各不相同。下列哪一項是專案負責人有效管理這些利害關係人並確保專案目標一致的最佳策略？

A) 建立共同願景和成功標準，並讓所有利害關係人參與迭代評審。
B) 邀請利害關係人參加迭代評審，但不要納入可能限制專案成功的新利害關係人。
C) 讓所有利害關係人參與迭代評審，但不要滿足所有利害關係人的所有期望。
D) 透過電子郵件向所有利害關係人傳達問題，僅向內部利害關係人傳達風險。

4. 敏捷團隊該怎麼做？

A) 由於新的潛在利潤，向客戶提交變更請求，費用增加 50%。
B) 建議客戶最好按計劃繼續進行，而不是加快進度以引入不可預見的風險。
C) 請求提供額外資源以滿足加快的截止日期，並獲得新資源的培訓。
D) 遵守新的截止日期，並立即通知客戶進度已加快。

5. 在規劃會議期間，敏捷實踐者註意到有些團隊成員沒有共同的想法。
敏捷實踐者該做什麼？

A) 建立團隊規格文件來制定參與指南
B) 請 Scrum Master 在站立會議上解決問題
C) 在迭代結束時取得經驗教訓的回饋
D) 詢問團隊是否願意採用替代技術

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