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

1.
案例研究
一家公司的敏捷專案負責人帶領一支銷售團隊，承諾在五個迭代周期結束時向客戶交付新產品功能。這位敏捷專案負責人與團隊進行了初步規劃，並在團隊的支持下，確定了專案範圍和截止日期。
分三個階段跟進項目，並回答相關問題。
產品負責人新增的兩個功能和更多故事點會對團隊的進度以及在迭代周期內完成工作的能力產生怎樣的影響？ (假設團隊的燃盡率沒有改變) (請參考案例研究和第三次迭代結束圖表)

A) 由於外部問題，團隊未能如預期速度完成待辦事項。
B) 待辦事項的範圍已擴大，以反映速度的提高。
C) 積壓工作增加，專案進度可能不再按計畫進行。
D) 團隊已承諾完成積壓工作中的額外任務，並將加快進度。

2. 上個月啟動的一個新計畫有若干潛在風險。專案經理擔心團隊並未充分意識到這些潛在威脅。
專案經理該怎麼做？

A) 在棋盤上創建一個空間，用於確定威脅的優先級，並更新正在進行的行動以及仍需完成的行動。
B) 在每日站會上提及風險，並確保團隊討論所有已同意的因應措施。
C) 每日提醒團隊注意威脅，並要求其回覆已識別和解決的風險。
D) 安排每週例會，並邀請專案發起人與團隊討論專案的重要性。

3. 一個開發團隊正在致力於實施一套人力資源(HR)解決方案。團隊決定與不同的業務部門合作，以便儘早且頻繁地交付價值。
在這種情況下，實踐的是敏捷的哪一個價值或原則？

A) 貢獻和互動比流程和工具對成功更重要。
B) 最佳的架構、需求和設計都源自於自組織團隊。
C) 以顧客為中心的產品開發實務比以產品為中心的方法更重要。
D) 經常交付可運行的軟體，優先考慮較短的交付週期和對不斷變化的需求的快速回應。

4. 如果某個人在專案團隊的某個階段工作並交付增量，那麼根據完成的定義（DoD），這個定義是由誰定義的？

A) 產品所有者
B) Scrum 主管
C) 利害關係人和專案團隊
D) 專案發起人與專案團隊

5. 基礎設施團隊必須進行改造，以便下游通路能夠使用資料湖中的數據，從而提高最終客戶的營運效率。產品經理在規劃產品路線圖的效能和依賴關係時，應該考慮哪些主要組件？

A) 產品願景、業務目標、主題、時間表和免責聲明
B) 產品改善、資源管理、風險管理與截止日期
C) 功能、開發階段、技術與基礎設施、依賴關係與風險
D) 產品目標、策略目標、主要功能和發布計劃

Solutions: