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

1. 敏捷團隊負責人該做什麼？

A) 將想法的成功與失敗與團隊的激勵計畫連結起來，以確保責任。
B) 允許團隊嘗試想法，但提醒他們結果將由高階主管審查。
C) 鼓勵團隊嘗試這些想法，即使結果可能失敗。
D) 請團隊只嘗試那些能夠確保成功的想法。

2. 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) 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。
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) 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。
D) 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。

3.
團隊正在考慮在即將到來的衝刺中投入 44 個故事點。根據速度圖，Scrum Master 應該給團隊什麼建議？

A) 將承諾增加到 48 個故事點，以推動團隊實現更高的績效。
B) 將承諾減少到 40 個故事點，以確保有更高的機會履行承諾。
C) 承諾 44 個故事點，因為它與團隊完成故事點的平均速度一致。
D) 保持 46 個故事點的承諾，代表最常完成的速度。

4. 在Scrum中，專案經理的職責由產品負責人、Scrum Master和開發團隊共同承擔。為什麼要由這三個角色共同承擔責任？

A) 產品負責人負責產品待辦事項清單和長期計劃，Scrum Master 負責 Scrum 流程，開發團隊負責衝刺待辦事項清單和衝刺目標的進度。這有助於明確責任，並有效地創造價值。
B) 「檢查與調整」是 Scrum 三大支柱中的兩大支柱。 Scrum 中的角色在產品負責人、Scrum Master 和開發團隊之間進行劃分，以便於檢查效率，並在必要時調整職責分配方式，從而最大限度地提高效率。
C) 產品負責人負責產品和衝刺待辦事項。 Scrum Master 負責跟進進度，開發團隊負責估算待辦事項並將其分解為可管理的部分。這確保每個人都能找到自己最擅長、最適合的角色。
D) Scrum 是一個協作框架，它鼓勵 Scrum 團隊（產品所有者、Scrum 主管和開發團隊）以促進快速價值創造的方式進行協作，同時尊重每個團隊成員的意見和個人偏好。

5. 一個 Scrum 團隊努力達成衝刺目標，但各種障礙阻礙了他們成功。該團隊需要另一個團隊的專家的幫助，但該專家正在休假兩週。
Scrum Master 該做什麼？

A) 對於 Scrum 團隊來說，未能達成衝刺目標可能會非常令人沮喪。 Scrum Master 應該召開一次評估會議，討論團隊中誰應該負責發現專家缺席的情況，然後為下一個衝刺制定改進任務。
B) Scrum Master 作為服務型領導者，應該始終對團隊的工作保持正面態度。即使團隊成員犯錯，也應該相信每個人都在盡力而為。敬業的團隊成員工作效率更高，而可持續的節奏對於專案成功至關重要。
C) 在衝刺回顧會議上，Scrum 團隊應該反思上一個衝刺的進展。 Scrum Master 應該組織一個開放式討論，以找出未能達成衝刺目標的根本原因，並找到避免未來衝刺中出現類似情況的方法。
D) 在衝刺回顧會議上，Scrum Master 和開發團隊應該討論為什麼團隊不知道專家在衝刺期間無法參與。 Scrum Master 應該制定明確的規則，以避免將來再次發生類似情況。

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