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

1. 一位新任CIO提倡在新的IT專案中採用敏捷框架，但團隊對此有所保留。 CIO該如何確保團隊能夠與之保持一致？

A) 引入敏捷原則和流程，然後進行變革實驗以獲得認同。
B) 發布一份諒解備忘錄，規定所有新專案都應實施敏捷原則。
C) 要求所有員工和管理階層參加敏捷訓練並遵守其原則。
D) 透過召開會議展現敏捷原則和流程的優勢，獲得執行團隊的支持。

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. 基礎設施團隊必須進行改造，以便下游通路能夠使用資料湖中的數據，從而提高最終客戶的營運效率。產品經理在規劃產品路線圖的效能和依賴關係時，應該考慮哪些主要組件？

A) 功能、開發階段、技術與基礎設施、依賴關係與風險
B) 產品目標、策略目標、主要功能和發布計劃
C) 產品願景、業務目標、主題、時間表和免責聲明
D) 產品改善、資源管理、風險管理與截止日期

4. 專案團隊可以做些什麼來幫助實現組織目標？

A) 進行根本原因分析，以確定執行下一個項目的替代方法。
B) 維護和審查經驗教訓庫，以改善未來專案的交付。
C) 請每位團隊成員將糾正措施發佈到待辦事項清單中。
D) 讓專案管理辦公室(PMO)負責辨識專案中的經驗教訓。

5. 一位敏捷團隊負責人注意到團隊的開發速度正在減慢。在上一次迭代中，他們沒有交付可用的軟體，而且團隊成員之間也存在溝通不良的問題。
敏捷團隊負責人在本迭代結束時該做什麼？

A) 在衝刺結束時執行一次探索性測試，以調查問題並降低專案風險。
B) 回顧時專注於績效，然後提出績效指標並與團隊進行驗證。
C) 在每個迭代週期中開始使用回饋循環，以重新評估專案和團隊績效。強調業務需求並研究結對程式設計方法。

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