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

1. 一位高階主管聯繫了一位敏捷主管，希望啟動一個敏捷專案來解決公司人力資源 (HR) 部門的一個問題。該項目思路尚不明確，目前還沒有製定任何待辦事項。
敏捷主管應如何啟動專案？

A) 確定需要幫助的角色，並針對該角色應用同理心地圖技術開展研討會。
B) 回顧其他公司如何解決類似問題，看看市場上是否有解決方案。
C) 需要做更多工作來完善這個想法，並且沒有積壓工作可以開始處理，因此沒有辦法幫助經理。
D) 開始處理使用者石頭清單以建立積壓並建議為項目分配產品所有者。

2. 一位新的利害關係人最近加入了一個計畫。在與 Scrum Master 的會議中，這位新的利害關係人試圖了解專案的狀態以及剩餘需要完成的任務。
Scrum Master 應該如何通知新的利害關係人？

A) 邀請利害關係人參加下一次 Sprint 評審會議。
B) 向利害關係人展示專案的最新發布細目。
C) 邀請利害關係人參加下一次衝刺計畫會議。
D) 向利害關係人展示專案的進度輻射器。

3. 在敏捷專案中，識別業務利害關係人並使其參與其中，並確保團隊了解利害關係人的業務需求至關重要。下列哪一個選項支持此觀點？

A) 應該建立一份敏捷宣言來記錄專案利害關係人、他們期望的結果以及已確定的風險。
B) 應該建立產品待辦事項來列出所有專案利害關係人的專案需求。
C) 應在整個專案生命週期內建立和審查專案章​​程，以確保準確記錄利害關係人的利益和期望。
D) 應該為所有關鍵利害關係人創建一個使用者故事，以列出他們各自的業務目標和需求。

4. 團隊意識到，他們需要在接下來的幾週內將一個新組件整合到他們的解決方案中。
團隊對該組件沒有任何經驗。
接下來團隊該怎麼做？

A) 請求擴充團隊，以便將具有所需經驗的工程師加入團隊。
B) 提出團隊有經驗的替代組件。
C) 建議產品負責人進行初步調查，並將結果提交給團隊。
D) 請產品負責人將一個突發事件納入下一次迭代的待辦事項清單中，以便他們可以進行初步調查。

5. 最近，每日協調會議的出席率一直在下降。即使參加會議的人，除了手邊的工作之外，也幾乎沒什麼貢獻。專案經理與團隊開會，提醒他們定期面對面溝通的重要性。專案團隊認為每日協調會議並沒有帶來任何價值。
專案經理該做什麼？

A) 與團隊成員合作建立一個 wiki，以便記錄他們目前的成就。
B) 將會議改為一天結束時舉行，確保會議僅持續 15 分鐘，並要求所有團隊成員參加。
C) 減少會議的發生，因為團隊成員定期與其他人以及客戶溝通
D) 保留會議是因為有些人認為它們很有價值，並認為那些不參加會議的人工作穩定，沒有遇到阻礙。

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