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

1. 產品負責人需要詳細闡述產品路線圖。產品負責人如何與利害關係人合作，以確定能夠提供最大價值的功能？

A) 分析開發團隊的能力和技能，因為這些將決定哪些功能應包含在路線圖中。
B) 取得專案發起人的觀點，初步了解他們認為產品應該具備的功能，以指導開發團隊。
C) 識別產品使用者及其高級關鍵活動以了解他們的觀點，因為該產品是為他們設計的。
D) 建立產品路線圖草案，開發團隊可以將其用作進一步指導的指南。

2.
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。
B) 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。
C) 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。
D) 執行功能測試以驗證聊天機器人是否執行所需功能。

3. 一家公司在業務案例獲得批准後，將推出一款新的行動應用程序，供客戶下單。上市時間是關鍵考量。該產品已進入第三次迭代，但團隊感到擔憂，因為他們認為技術設計不符合商定的完成定義 (DoD)。因此，他們聘請了一位敏捷教練來幫助驗證產品交付是否符合業務需求。
敏捷教練該做什麼？

A) 在當前迭代結束時進行回顧會議，以確定必要的改進。
B) 在產品開發的規劃階段納入品質保證。
C) 安排與產品所有者的專門會議來解決這個障礙。
D) 進行腦力激盪練習以找到問題的根源並制定行動計劃。

4. 當專案進行到一半時，幾個團隊成員對某個交付成果是否已正確完成產生了衝突。
敏捷型領導者該如何減少這種衝突？

A) 確保產品負責人正在整理產品待辦事項列表，以便使用者故事能夠清楚地編寫。
B) 在塔克曼的「風暴」階段激勵團隊。
C) 確保將史詩級故事分解成更小的使用者故事，以提高清晰度。
D) 在章程製定過程中，促進團隊就完成的定義(DoD)達成一致。

5. 在敏捷專案中，敏捷教練或Scrum Master注意到團隊內部阻礙工作的技術問題或衝突。為了促進團隊發展並遵循敏捷原則，敏捷教練應該採取下列哪些措施？

A) 將問題新增至待辦事項清單中，並將解決方案指派給未來的迭代。
B) 進行根本原因分析並將問題報告給產品負責人
C) 指示團隊嘗試在團隊內部解決問題。
D) 記錄問題，回報專案經理，並為團隊制定解決方案。

Solutions: