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

1. 新的敏捷專案領導者習慣從支援的角度參與工作，並使用資訊輻射器來確保團隊能夠看到所有消除障礙的行動。
敏捷專案負責人在做什麼？

A) 採取接收回饋的做法，以促進團隊改進
B) 實踐與敏捷團隊合作的僕人式領導風格
C) 建立協作的團隊合作文化
D) 遵循參與式決策模式

2. 一位敏捷專案經理發現 Scrum 團隊在完成某個特定衝刺時落後了。
敏捷專案經理該做什麼？

A) 請客戶幫助團隊準時完成測試，以便能夠準時完成任務。
B) 請關鍵利害關係人延長衝刺，以使團隊能夠按時完成任務。
C) 了解障礙並促進問題解決以使團隊成功。
D) 透過向團隊提供如何回到正軌的指導來提供幫助。

3. 一位僕人式領導者正在領導一個備受矚目的新產品項目。這位僕人式領導者成功組建了一支跨職能團隊，並創造了一個團隊空間，讓團隊成員集中辦公。這位僕人式領導者開始頻繁地接待一位公司董事，這位董事不斷向某位團隊成員詢問專案進度。這些談話分散了團隊的注意力，使他們無法專注於目標。
僕人式領導者該做什麼？

A) 請主管和團隊成員離開房間，以便他們進行私人談話。
B) 指導公司董事採用敏捷方法和良好實踐。
C) 指導團隊成員如何向董事和主管報告進度。
D) 請產品所有者與主管談話，因為他們的訪問延誤了專案。

4. 一家軟體公司正在開發一套會計軟體系統，準備向客戶推廣。團隊已經完成了六週的項目，進度非常快。一位主要利害關係人聯繫了Scrum Master，要求他每兩週提交一次進度報告，因為他們覺得專案沒有及時更新。
Scrum Master 應該如何回應這個請求？

A) 將此問題上報給利害關係人的主管，因為這是一個不合理的請求。
B) 為請求報告的利害關係人建立並更新每兩週一次的專案狀態報告。
C) 忽略利害關係人的請求並繼續像過去六週一樣進行專案工作。
D) 告知利害關係人所有更新均在 Sprint 評審會議中提供，並鼓勵他們參加。

5. 團隊該做什麼？

A) 增加衝刺的長度以適應故事。
B) 建議產品所有者該故事必須等到下一個衝刺。
C) 加班完成故事並滿足客戶的要求。
D) 將故事分解為更小的增量，並協商 sprint 待辦事項中的其他故事。

Solutions: