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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) 向產品所有者報告問題並請求協助。
B) 向發布經理發送狀態報告，重點介紹此問題。
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. 團隊低估了故事的複雜性，導致當前衝刺交付的工作被重新分解，並將專案退回待辦事項清單。 Scrum Master 下一步該怎麼做？

A) 請專案經理與產品所有者合作，以幫助未來產生更清晰的故事。
B) 允許團隊在沒有外部幹預的情況下制定糾正措施。
C) 制定指導方針以防止將來再次發生類似事件。
D) 在回顧期間，討論該問題並製定行動計劃以避免將來再次發生該問題。

3. Scrum Master 在下一次回顧中應該要提到什麼？

A) 出現的問題
B) 上一個衝刺階段中建構的專案問題解決方案
C) 已解決的問題
D) 為組織節省最多時間和金錢的解決方案

4. 一位敏捷教練正在與一個團隊合作，該團隊負責為透過電話提出產品需求的客戶提供服務。在每日承諾和重新規劃會議上，一位團隊成員表示，由於缺乏足夠的產品知識，他們無法解決客戶的一個要求。
敏捷教練該做什麼？

A) 請直線主管指派具有所需技術知識的團隊成員。
B) 促進團隊討論以確定知識差距並確定解決這些差距的最佳方法。
C) 為團隊成員提供任何缺乏領域的訓練。
D) 與團隊成員的直線主管會面，討論他們的發展計畫。

5. 一個團隊正在準備向領導團隊示範新產品的功能。演示將展示可運行的軟體以及這些功能的預期價值清單。
團隊應該做什麼來確保演示成功？

A) 提供對商業價值和顧客回饋的理解。
B) 展示自我管理和自訂流程以實現持續改進。
C) 提供產品增量的協作和知識分享。
D) 與利害關係人的期望和可發布的產品增量保持一致。

Solutions: