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

1. 一家公司決定採用敏捷交付方式推出新產品，以改善客戶結帳體驗。專案經理應如何確保經驗豐富的預測交付團隊能夠採用敏捷模型？

A) 在開始專案實施之前，為高階領導規劃向敏捷交付方法的轉變。
B) 組織培訓和發展研討會，幫助所有利害關係人對敏捷實踐形成共同的理解。
C) 僅將敏捷方法和實踐應用於工作的特定可交付成果，並將這項工作分配給經驗豐富的敏捷團隊成員。
D) 在團隊內分配敏捷角色並為每個角色進行培訓，以提供對敏捷方法的理解。

2. 一位敏捷教練被指派去幫助一個最近位於非常受歡迎的企業附近的專案團隊。
很多團隊成員在工作時間去該企業，影響了團隊績效。
敏捷教練應該做些什麼來緩解這個問題？

A) 向職能經理解釋過多的控制會對團隊士氣產生負面影響
B) 通知團隊，任何在工作時間訪問該企業的人都將受到處罰
C) 與團隊開會討論該問題並確定減少或消除該問題的具體措施
D) 與職能經理人交談並達成解決問題的協議

3. 一個軟體團隊正在一個不確定性日益增加的環境中開發一款產品。儘管對要實現的目標有著清晰的願景，但產品負責人並不完全確定某些產品功能應該如何運作。
產品所有者應如何應對這種情況？

A) 考慮轉向更具預測性的產品開發方法。
B) 開發產品原型以獲得使用者的回饋。
C) 促進與軟體團隊進行更多的產品規劃會議。
D) 提升團隊的產品測試與品質保證技能

4. 專案經理請求客戶參與下一版的需求收集會議。客戶和團隊之間就需求發生了衝突。
專案經理該做什麼？

A) 透過傳達協作方法在需求決策中的重要性來鼓勵自我組織。
B) 客戶是產品的最終用戶，應該有權決定產品需求。
C) 專案經理應該單獨與客戶討論需求，以便團隊能夠交付優先需求。
D) 根據對組織的價值，專案經理應決定最終要求中可以包含或不包含哪些內容。

5. 一個敏捷團隊正在進行第一個迭代周期(Sprint)，並且已經規劃了第二和第三個迭代周期。然而，市場環境的變化需要對功能進行調整。產品負責人該怎麼做？

A) 請團隊與客戶討論功能變更。
B) 向團隊傳達業務需求的重要性，並完善產品待辦事項清單。
C) 與團隊討論並確定需求的優先順序。
D) 與敏捷團隊負責人會面，確定需求的優先順序。

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