PMI PMI-ACP-CN

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

1. 一個新成立的敏捷專案交付團隊的專案負責人意識到，一些團隊成員的知識存在差距。如果專案過度依賴特定資源來完成交付，那麼缺乏特定技能將增加專案交付的風險。
專案負責人應該做些什麼來彌補差距並打造一支高效能的團隊？

A) 請每位團隊成員在知識庫中詳細記錄他們的解決方案，以便團隊之間進行知識交流。
B) 配對團隊成員並確保在解決方案整合之前每個衝刺中合作夥伴審查技術可交付成果。
C) 以在完成交付所需的特定技術方面具有經驗的高素質人員替換團隊成員。
D) 透過為團隊成員提供發展其作為通用專家的技能的機會，創造一個持續學習的環境。

2. 一個新組建的團隊正在努力協作，並就如何在即將到來的衝刺中完成任務達成一致。 Scrum Master 應該做些什麼來支援團隊？

A) 作為僕人式領導者解決團隊的分歧。
B) 移除意見不一致的團隊成員，以確保團隊的團結。
C) 鼓勵團隊繼續嘗試解決分歧。
D) 為團隊提供正確的行動建議，以避免分歧。

3. 敏捷引導者正在實施哪種實踐？

A) 持續尋求來自執行團隊成員的回饋
B) 在專案健康狀況和進展方面建立開放性和透明度
C) 透過積極的利害關係人參與，以漸進式和迭代的方式建構功能。
D) 促進高階主管團隊成員之間的衝突解決

4. 一位 Scrum Master 希望促進同一辦公地點團隊內部更好的協作，並正在為專案設計一種視覺化方法。這位 Scrum Master 應該如何提高透明度？

A) 將團隊​​的最新進展匯總到簡報中，並定期透過電子郵件發送給團隊。
B) 將每項任務的便條紙貼到團隊區域的牆上。
C) 在團隊的公共區域發布團隊的工作、進度和速度等關鍵資訊。
D) 每週與每位表現最佳的成員單獨分享團隊進度。

5. 一位專案發起人建議團隊放棄面對面的演示會議，直接向產品負責人發送一個鏈接，讓他們試用最新的可運行軟體版本。發起人表示，這樣可以讓團隊有更多時間交付價值。
敏捷教練應該如何解釋與贊助商進行面對面演示會議的重要性？

A) 設定和測試虛擬通訊工具通常比面對面會面需要更多的時間和資源。
B) 面對面會議有助於確保產品所有者仔細考慮他們的回饋並且不會要求任何不必要的返工。
C) 如果團隊能夠進行對話並提出問題，他們將能夠更好地滿足產品所有者的需求。
D) 團隊需要觀察產品擁有者的肢體語言和臉部表情，以了解他們真正想要什麼。

Solutions: