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. 團隊成員不了解專案風險是什麼或它們可能產生的影響。
敏捷領導者該如何以團隊能夠理解的方式傳達風險？

A) 建立風險燃盡圖，顯示風險隨時間推移的減少情況。
B) 制定溝通管理計劃，詳細說明誰負責溝通風險。
C) 建立包含空間的甘特圖以適應未知數。
D) 建立一個 RAG 圖表（負責、負責、諮詢、知情），確定誰對每個風險負責。

2. 在衝刺期間，開發團隊成員經常被邀請參加各種會議來提供技術意見，這不僅佔用了團隊的工作時間，也引發了合規性問題。 Scrum Master 應該採取哪些措施來應對這種情況？

A) 請求額外資源以防止合規性問題，同時仍促進協作的工作場所。
B) 拒絕開發團隊的所有外部會議，以便他們能夠完全專注於他們的衝刺任務。
C) 向產品所有者報告問題並請他們優先考慮開發工作。
D) 指定一名團隊成員參加會議並為每個衝刺建立一個容量緩衝。

3.
一位敏捷專案經理負責監督服務台聊天機器人的上線。上線後，用戶開始抱怨一些極端情況下的查詢回應有問題。經過分析，公司決定暫時關閉聊天機器人，這導致工作流程中斷，並可能損害公司聲譽。
如何才能避免這種情況？ (請參閱測試規程表)

A) 執行功能測試以驗證聊天機器人是否執行所需功能。
B) 執行整合測試，以最大程度地減少聊天機器人元件之間的任何錯誤。
C) 進行使用者驗收測試，以確保聊天機器人滿足利害關係人的需求和期望。
D) 進行回歸測試，以確保所有先前運作正常的聊天機器人功能在更新後繼續運作。

4. 某團隊的技術負責人認為，手動測試任務應該由級別低於自己的初級團隊成員負責，而初級團隊成員認為不公平，拒絕了這項任務。
Scrum Master 該做什麼？

A) 告訴技術負責人進行測試
B) 促進開放且有針對性的團隊討論，以強化團隊共識
C) 鼓勵團隊承擔交付的責任
D) 請團隊經理告知技術主管所有任務都很重要

5. 一家公司的資訊長 (CIO) 要求副總裁 (VP) 帶領團隊採用敏捷專案管理方法。然而，副總裁往往堅持要求團隊採用更具預測性的專案管理方法，以便專案經理能夠按照自己的意願開展工作。
敏捷團隊成員該如何指導副總裁和團隊提高效率？

A) 指導資訊長 (CIO) 實施敏捷優勢和期望。
B) 指導團隊實現敏捷優勢與期望。
C) 我指導副總裁 (VP) 實施敏捷優勢和期望。
D) 指導管理者實現敏捷優勢與期望。

Solutions: