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

1. 一家醫療機構已與一家供應商簽訂了財務責任解決方案的合約。在每日協調會議上，首席開發人員報告說，他們無法完成本次迭代的故事，因為專案總監要求提供一份詳細列出該解決方案所有測試計劃的文件。團隊負責人與專案總監會面，討論了替代方案，但堅持要求在該週結束前拿到詳細計劃。團隊負責人建議首席開發人員繼續編寫程式碼。
團隊領導下一步該做什麼？

A) 將此問題回報給執行專案發起人以做出決定，因為它會影響團隊按時交付產品的能力。
B) 要求團隊暫停工作並協作完成文檔，因為如果每個人都共用工作，就可以更快完成。
C) 要求測試經理提供編寫解決方案計劃所需的時間以及本週剩餘時間的容量的詳細估計。
D) 與專案主管協商減少他們需要詳細資訊的測試類型，以減少此請求的影響。

2. 一位敏捷團隊負責人被指派負責一個必須確保資料安全的專案。團隊負責人應該如何確保安全性（作為非功能性需求）在整個專案中得到管理？

A) 確保規劃和優先排序包括考慮安全要求。
B) 將安全問題納入每次會議的議程。
C) 將安全性作為非功能性需求添加到風險登記冊中，並定期審查。
D) 請求將安全專家加入團隊。

3. 在團隊會議期間，團隊經常難以就其技術方法做出決策。
應該如何提高決策的品質和及時性？

A) 確定表現出僕人式領導特質的團隊成員，以促進討論和做出決策。
B) 透過培養集體決策和衝突解決技術，與團隊合作以改善協作。
C) 促進團隊討論，但賦予產品負責人最終的決策權。
D) 為每個關鍵決策指定單獨的團隊成員為決策擁有者，以避免衝突。

4. 敏捷專案中的一位海外利害關係人尚未積極參與專案開發。重新吸引該利害關係人的第一步是什麼？

A) 提醒利害關係人他們參與專案的義務。
B) 與利害關係人安排會議，修改工作協議並確保未來的參與。
C) 增加電子郵件的頻率和/或嘗試致電利害關係人。
D) 與利害關係人的上級交談，以便他們可以就專案參與提供指導和指導。

5. 一個敏捷團隊正在估算產品待辦事項清單中幾個使用者故事的相對大小。團隊希望採用基於共識的方法，即使用一套帶有數字的卡片為每個條目分配故事點數。團隊正在使用下列哪一種估算技術？

A) 計劃撲克
B) 一對一比較
C) 親和力
D) 參數化

Solutions: