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

1. 隨著使用者故事的開發，應該如何記錄和更新驗收標準？

A) 新增更多使用者故事。
B) 更新目前使用者故事。
C) 更新專案計畫中的新任務。
D) 使用 sprint 回顧。

2. 敏捷實踐者接下來該做什麼？

A) 向團隊發送電子郵件，指示他們立即開始使用此新框架。
B) 在下次回顧會議上討論此選項。
C) 確定一名團隊成員使用此框架進行概念驗證。
D) 從團隊成員那裡獲得關於新框架的回饋，然後建議產品負責人建立一個待辦事項來對其進行探索性測試。

3. 一位客戶時間緊迫，希望盡快推出一款包含三個組件的產品，以搶佔市場份額。一位敏捷主管提出了以下敏捷策略來爭取時間：三個團隊將負責每個組件的設計和開發。三個組件全部完成後，將進行測試和整合。
這種敏捷策略合適嗎？

A) 是的，這是一個順序開發的例子，其中並行工作是敏捷中可接受的策略，以贏得時間。
B) 不，將開發團隊分成三個獨立的團隊會減少溝通並導致延誤。
C) 不，回饋迴路正在改變，這可能會導致重大故障和延遲
D) 是的，這是一個混合開發的案例，其中產品被分成多個元件，並且使用敏捷進行元件開發和整合。

4. 一些新的利害關係人擔心在產品演示完成之前被要求審查它。
敏捷教練應該如何向利害關係人解釋這種工作方式的價值？

A) 利害關係人將能夠更好地評估組織所耗費的資源是否值得。
B) 示範將顯示團隊是否了解完成專案所需的努力程度。
C) 利害關係人將透過獲得即時回饋來了解實施是否有效，以便他們能夠修正下一個衝刺的假設。
D) 產品所有者可以在演示中充當利益相關者的代理，並且利益相關者不需要直接參與團隊。

5. 在實作複雜設計的後期階段，敏捷實踐者意識到架構無法滿足使用者需求。架構師提出了一種最低限度的解決方法，但可能會導致一些效能問題。
敏捷實踐者該做什麼？

A) 計算重新做架構的成本並尋求管理階層的批准。
B) 告訴團隊這對即將進行的專案來說是不可接受的。
C) 與團隊集思廣益，找到解決方案。
D) 實作解決方法，因為效能問題可以在下一次迭代中解決。

Solutions: