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

1. Scrum Master該怎麼做？

A) 根據團隊成員的輸入計算衝刺速度的平均值
B) 讓團隊根據以往的敏捷專案來確定衝刺速度。
C) 在與團隊確定衝刺速度之前，先進行多次衝刺測試。
D) 與團隊分享從贊助商獲得的衝刺速度

2. 產品負責人負責一個新產品。內部客戶對敏捷方法提出質疑，因為他們需要一款產品在發布後能夠正常運行，並且沒有任何缺陷或功能缺失。
產品所有者該做什麼？

A) 設定測試驅動開發，專注於客戶需求，並在測試過程中消除軟體中的問題，
B) 與開發團隊一起規劃定期回顧，以不斷改進流程，消除產品的任何潛在問題。
C) 採用敏捷方法以增量方式編寫規範，並在最終規範達成協議後開發產品。
D) 請客戶提供額外的代表來幫助測試和評估產品，以便儘早和頻繁地獲得回饋。

3. 一個新的軟體開發團隊剛剛成立。五個衝刺已經過去，團隊現在已經熟悉了他們的工作方式。在第六個衝刺，Scrum Master 注意到團隊成員在待辦事項細化會議上就即將推出的新功能的技術設計發生了爭論。細化會議結束後，Scrum Master 注意到團隊成員非正式地討論這個主題，並表明立場。團隊中存在明顯的緊張氣氛。
Scrum Master 應該如何幫助團隊解決這個問題？

A) 從技術設計團隊中引入一位主題專家 (SME) 來擔任團隊的顧問。
B) 決定最適合技術設計目的的技術實現。
C) 在 Sprint 評審期間，先對團隊進行個別指導，然後對整個團隊進行指導，以了解如何解決此衝突。
D) 將最佳功能實現的決定委託給最資深的團隊成員。

4. 一家組織正在轉向敏捷交付方法。一位敏捷專案經理已被指派負責該轉型專案。
敏捷專案經理應該做什麼來確保高水準的採用？

A) 不僅關注專案交付的“內容”，還關注專案交付的“方式”。
B) 確定強大的產品擁有者以確保專案團隊能夠創造價值。
C) 對團隊進行敏捷思維和原則的基礎知識訓練。
D) 確保高階管理層同意採用敏捷方法。

5. 一個專案即將啟動，團隊現有成員九人，新成員九人。 Scrum Master 認為團隊規模過大，想將其拆分成三個團隊。 Scrum Master 設定了一個限制，即每個團隊必須擁有相同數量的現有成員，以便共享知識和經驗。
Scrum Master 應該做什麼來實現這一目標？

A) 根據 Scrum Master 已知的技能將團隊成員分配到各自的團隊。
B) 觀察哪些團隊成員適合一起工作，然後進行對應的分配。
C) 確保成員開始自我組織成具有高效分佈技能的小團隊。
D) 向團隊成員的職能經理尋求有關如何對團隊成員進行分組的指導。

Solutions: