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

1. 熱點
實施敏捷專案管理的組織專注於透過降低成本、節省時間或提升品質來升級現有產品和服務，從而更好地服務現有客戶(即，實現營運敏捷性)。組織需要體認到，敏捷專案管理帶來的主要財務效益將來自於下列哪項實務？ (請從下拉式選單中選擇答案)

2. 為了改善回顧性結果，團隊應該採取哪些措施？

A) 進行問題檢測以確定根本原因
B) 衡量並向團隊報告改進措施的結果
C) 將所有當前問題記錄在日誌中，並在每次迭代結束時審查其進展。
D) 受邀主題專家(SME)

3. 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) 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。
C) 在章程製定過程中，促進團隊就完成的定義(DoD)達成一致。
D) 在塔克曼的「風暴」階段激勵團隊。

4. 一位敏捷實踐者註意到團隊成員的參與度有所降低。結果，團隊的速度下降了。
敏捷實踐者該做什麼才能讓團隊重回正軌？

A) 刪除故事以提高速度。
B) 促進團隊回顧。
C) 召開一次站立會議來解決這個問題。
D) 將問題回報給專案發起人。

5. 一次團隊回顧會議原本進展順利，直到團隊負責人提出「定義下一個實驗」這個主題；之後，討論變成了爭論。一位新團隊成員強烈認為，他們之前團隊使用的方法可以提高團隊的效率和效益。團隊負責人堅持要繼續沿用目前的方法，於是討論變成了一場循環論證。

A) 為每種方法建立一個石川圖，並使用 5 個為什麼技術來確定每種方法的有效性。
B) 插話並要求將此實驗推遲 2 個月，以便新團隊成員有時間觀察目前的方法。
C) 提醒小組歡迎所有意見，但分歧是沒有用的，並建議小組繼續進行另一個更為大家接受的任務。
D) 重申兩種立場，詢問兩種方法的細節，並建立相似點和不同點的圖表。

Solutions: