PMI-ACP练习题(24)

最新推荐文章于 2024-10-01 08:52:17 发布

码农云云

最新推荐文章于 2024-10-01 08:52:17 发布

阅读量2.1k

点赞数

分类专栏：练习题 ACP、PMP

本文链接：https://blog.csdn.net/qq_35815348/article/details/127419706

版权

本文提供了多个敏捷开发实战情境的练习题，涉及敏捷团队协作、沟通、迭代管理、持续改进、干系人管理等方面，旨在帮助读者理解和应用敏捷原则。例如，团队在全球分布时应选择虚拟会议增强信任，确保干系人参与；在迭代中，团队应通过迭代回顾促进持续改进；面对交付延误，敏捷专业人士应调整sprint周期或与产品负责人沟通等。

摘要由CSDN通过智能技术生成

1、One enterprise has the goal of developing high-quality and innovative products and provide specific parameters for the team so that the team can complete development and obtain the target market. The team needs to deliver high-quality products and increase business value, in order to complete the task, how should the team do? A. Carry out iteration frequently, obtain feedback and consider the interests of those related to the project B. Estimate the scale, make model, and obtain approval from the management level C. Reduce the planning time, invite customers to take part and increase the review time D. Carry out evaluation frequently, obtain feedback and ensure that those related to the project take part in it. 一家企业拥有开发高品质创新产品的目标，企业为团队提供了具体参数，以便使团队能够完成开发并获得目标市场，团队需要在交付高品质产品的同时增加业务价值，若要完成这个目标，团队应该怎么做？

A：经常进行迭代、获得反馈，并优先考虑项目干系人的利益
B：进行规模大小估计，制作模型，获得管理层的批准
C：减少规划时间，邀请客户参加，增加回顾时间
D：经常进行评审，获得反馈，确保项目干系人参与

D解析：该题可能比较有争议的是A\D选项。A相对于D来说确保干系人参与更合适，我们可以让干系人参与，但是不一定要优先考虑干系人的利益，我们更多的要从用户的角度去考虑价值的所在。

2、When the project team is scattered all over the world, for the purpose of establishing trust mutually, how should the team do? A. Organize one face-to-face project launching conference that all team members can take part in. B. Choose one team member that is good at multiple languages to assist communication C. Hold launching conference by phone call meetings D. Arrange for release plan by video meeting 项目团队分布在全球各地，若要建立彼此信任，团队应该怎么办？

A：组织一次所有团队成员参加的面对面项目启动大会
B：选择一名精通多种语言的团队成员，协助沟通
C：通过电话会议召开启动大会
D：通过视频会议安排发布计划

D解析：敏捷提倡集中办公、面对面沟通，但是如果成员分布在全球各地，不能实现面对面的情况下，就要选择虚拟会议，所以选择D。[知识点归纳：敏捷团队干系人-协作沟通]

3、which of the following should be used to facilitate continuous improvement for an agile team during an iteration A. Iteration retrospective B. Iteration planning C. Daily standup meeting D. Continuous integration 下列哪一项可用于促进敏捷项目团队在迭代期间的持续改进

A：迭代回顾
B：迭代计划
C：每日站立会议
D：持续整合

A解析：迭代回顾会议是Lessons Learned

4、a team focus on production details produces a high-quality product, but delivery is often Delayed, what should the agile practitioner do A. Encourage the team to increase velocity without compromising quality B. Ask the product owner to delay the release schedule until velocity and quality match C. Accept the trade-off between high quality and reduced velocity D. Change the sprint circle to accommodate delayed delivery 一个专业于生产细节的团队生产高品质的产品，但经常延迟交付，敏捷管理专业人士应该怎么做

A：鼓励团队在不影响质量的情况下提高速度
B：要求产品负责人延迟发布计划，直到速度和质量匹配为止
C：接受高品质和降低速度之间的权衡
D：更改sprint周期以适应延迟交付

B解析：敏捷管理专业人士站在保护团队的角度与PO沟通

5、a new executive joins a project and is unclear about the intent of some of the feature, an agile Practitioner that project learns about this, what should the agile practitioner do A. Schedule a meeting between the project owner and executive B. Invite the executive to the release planning meeting C. Invite the executive to the sprint demo D. Invite the executive to a Kaizen event 一名新高管加入一个项目，不清楚一些特性的意图，该项目的敏捷管理专业人士了解到这一点，敏捷管理人士应该怎么做

A：安排一次产品负责人与高管的会议
B：邀请该高管参加发布计划会议
C：邀请该高管参加sprint演示
D：邀请该高管参加改善（kaizen）活动

B解析：这个题目要考察的是发布计划会，在scrum中，发布计划会会提出发布的目标和价值

6、at what phase should an agile team build sprint deliverables A. Inception B. Planning C. Review D. Execution 敏捷团队应该在什么阶段创建sprint可交付成果

A：概念阶段
B：规划阶段
C：评审阶段
D：执行阶段

D解析：做的过程应该是在执行阶段

7、a team's customer is unresponsive to questions and often misses iteration reviews and demo despite this lack of engagement, the customer wants the product to be delivered on time and meet expectations, what should the agile practitioner do? A. Instruct the team to make educated decisions using expert judgment B. Advise the customer that their active participation is crucial to the success of the project C. Engage a team of specialist to perform requirements gathering D. Train the product owner to obtain the necessary customer feedback 团队的客户不回应问题，且经常缺席迭代评审和演示，尽管缺乏参与，但客户还是要求满足他们的期望，敏捷管理专业人士应该怎么做

A：指示团队使用专家判断作出有根据的决策
B：告知客户他们的积极参与对项目的成功至关重要
C：聘用一支专家团队，执行需求收集
D：培训产品负责人获得必要的客户反馈

D解析：PO是客户和团队之间沟通的桥梁

8、what estimation technique is an agile team using if they are collectively estimating the relative size of 50 stories using story points A. Planning pocker B. Dot voting C. Affinity mapping D. Bucket system 如果敏捷团队使用故事点集体估算50个故事的相对规模，敏捷团队使用的是哪一种估算技术？

A：计划扑克
B：投票表决
C：亲和图
D：斗轮体系

C解析：亲和估算。A, 计划扑克是估算一个具体故事的规模。

9、An agile practitioner learns that a new stakeholder is unsure how to stay informed of the projects. What should the agile practitioner do A. Inform the team that this stakeholder must be involved in every discussion B. Invite the stakeholder to the daily stand up meeting C. Add the stakeholder to the communication management plan D. Ask the stakeholder to review the project status reports 敏捷管理专业人士得知，新的干系人不确定如何持续了解项目状态，敏捷管理专业人士应该怎么做？

A：告知团队该干系人必须参与每次讨论
B：邀请该干系人参加每日站会
C：将该干系人添加进沟通管理计划
D：让干系人查看项目状态报告

C解析：让相关干系人参加每日立会，可能干系人不一定会同意，而且站会上也并不会得到所有想要的问题，站会上不会解决问题，所以和各个干系人怎么样沟通，什么时候沟通要有一个详细的计划

10、During a retrospective, an agile team indicate that the iteration velocity can not meet the plan, white 19 points were planned, only 9 were completed the team believes that 19 points is reasonable for the next iteration, but the agile practitioner disagree, the team shares that departmental meetings were a factor, what should the agile practitioner do A. Tell the team that the next iteration's velocity estimate should be lowered B. Ask the team to track non-project hours C. Ask the team to work overtime to ensure that estimates are met D. Determine roadblocks that prevented the sprint success and mitigate them 在回顾会议上，一个敏捷团队表示无法满足迭代速度预测，虽然计划了19个点，但仅完成9个点，团队认为19个点对于下一个迭代是合理的，但是敏捷管理专业人士不同意，团队分享说部门会议是一个影响因素，敏捷管理专业人士应该怎么做

A：告诉团队应降低下一次迭代的速度估算
B：要求团队跟踪非项目时间
C：要求团队加班工作，确保满足估算
D：确定防止sprint成功的障碍，并减轻这些障碍

A解析：最直接的方式是先按9个点进行迭代计划，然后再看如何消除部门会议带来的影响

11、What should the Scrum Master do when an agile team member lags behind? A. Hand over the task to another team member who has spare time in the sprint B. Ask the team provide advice C. Convene one-on-one meeting, encourage the team member fulfill mission commitments D. Notify key project stakeholders 一名敏捷团队成员的任务落后时，scrum主管应该怎么做

A：将任务移交给在sprint中有余力的另一名团队成员
B：让团队提供建议
C：召开一对一会议，鼓励该团队成员履行任务承诺
D：通知关键项目干系人

B解析：敏捷强调自组织，鼓励团队自己先解决问题

12、At the beginning of a project, an agile team should postpone which quadrant functionA.1B.2C.3D.4在项目开始时，敏捷团队应该推迟哪个象限的功能

A：1象限
B：2象限
C：3象限
D：4象限

B解析：高风险低价值的事情尽量避免做

13、One level of planning in the agile project management methodology is release planning .Why is release planning important? A. It helps ensure the customer and agile team understand the product vision, acceptance criteria, and high-level product release plan B. It helps the team understand customer portfolio risks C. It helps the customer solidify product requirements for the release D. It helps the agile team decompose user stories into tasks 在敏捷项目管理方法中，有一种计划叫发布计划。发布计划的重要之处在于？

A：它有助于确保客户和敏捷团队了解产品的前景，验收标准和高层次的产品发布计划
B：它有助于团队了解客户的投资组合的风险
C：它有助于客户具体化对将发布产品的要求
D：它有助于敏捷团队将用户故事分解成任务

A解析：发布计划在所有迭代计划前做了一个计划，这个计划中应该包含产品愿景，多久可以完成，大概发布日期是什么时候，验收标准，大概分布在接下来几个迭代中，会发布哪些故事， A选项就是典型的发布计划的内容

14、What two artifacts are available to agile practitioners to summarize a release plan ? A. Product vision and project data sheet B. Project parking lot and story card layout C. Project charter and sprint change report D. Product vision and project charter 哪两个工件是敏捷实践者用来总结所发布的计划的？

A：产品愿景和项目数据表
B：项目停车场和故事卡片布局
C：项目章程和Sprint的变更报告
D：产品愿景和项目章程

B解析：做完了发布计划之后，该怎么呈现呢，B选项是两种非常典型的发布计划呈现方式，

15、Should stakeholders be invited to a sprint review? A. No, the sprint review is reserved only for the product team to make sure the user stories pass the acceptance tests. B. Yes, the sprint review is exclusively for the stakeholders and product owners, so the product owner should absolutely invite the stakeholders. C. Absolutely, this is a critical component of the agile framework where the latest increment of product functionality is demonstrated to the stakeholders for inspection, feedback, and adapting D. No, review meetings are private to the team so that it may take the necessary time to reflect on its performance and continuously improve 迭代审核会议中应邀请干系人吗？

A：不应该，因为迭代审核会议中只预留给产品团队，来保证用户故事通过验收测试
B：应该，因为迭代审核会议是特地为干系人和产品负责人准备的，所以产品负责人当然应该邀请干系人
C：应该，因为这是敏捷架构的关键成分，在架构中向干系人示范产品功能的最新增量，来进行检查，反馈和采用
D：不应该，因为迭代审核会议是团队非公开的，这样可采取必要的时间来进行对绩效的反思和做持续完善。

C解析：迭代评审会是开发的结束，是由团队和所有干系人都来参加的会议，scrum master 保证会议准时开始和结束，这是一个非正式会议，目的是为了通过演示来获得反馈，通过反馈调整待办事项列表。所以要邀请干系人参加

16、How does an agile team promote customer engagement? A.With regular communication between the customer and team. B.With incentives and kickbacks for approving completed features. C.With a defect information radiator showing customer meeting absences. D.With bi-weekly communication between the customer and team. AGILE团队如何提高客户参与度

A：在团队与顾客之间确保定期沟通
B：用奖励和回扣鼓励对已完成特征的认同
C：运用缺陷信息发射器展示客户会议缺席
D：每两周进行一次团队与客户的沟通

A解析：B和C选项排除，不符合敏捷价值观和原则，A选项是符合敏捷的价值观的，干扰项D过于片面不够灵活

17、A team decides to transition to agile, but after one project they conclude it isn’t right for them and return to a traditional approach. What is the most likely reason they gave up on agile? A. The constant stand-up and iteration planning meetings distracted them from completing their work. B. They limited their work in progress, and as a result, fell behind schedule. C. They used agile practices without understanding what they were designed to accomplish. D. Their customers became overly involved in the project, making it difficult to get any work done. 某团队决定做敏捷转型，但是做完一个项目后，他们下结论说敏捷不适合他们，他们需要回到传统方法中。他们放弃敏捷最有可能的原因是什么？

A：经常进行站会和迭代计划会，使他们精力分散，没法完成工作。
B：他们限制了在制品，导致进度落后。
C：他们使用了敏捷实践，但不理解这些敏捷实践是设计用来解决什么问题的。
D：他们的客户过度参与到项目中，使他们很难完成任何工作。

C解析：采用敏捷实践的团队，如果不将敏捷思维内化，经常会遇到问题。这就是Being Agile和Doing Agile的区别。每日站会和迭代计划会让团队能够专注于完成工作。限制在制品数目增加可能导致工作变慢的问题和瓶颈的可见度，从而改善生产力。敏捷思维拥抱一种思想，就是客户在项目开发中担任非常重要的角色。

18、Quinn is estimating the amount of days it will take him to develop a user story. In his estimate he is considering holidays, non-working days, possibilities of delays, and the possibility that other developers on the team may help with the user story. If Quinn is using ideal days to estimate the relative work effort of the user story, what is he doing incorrectly? A. Quinn is considering multiple-developer involvement when he should be considering single-developer involvement only B. Quinn is forgetting to also consider coding obstacles in his estimate C. Quinn is forgetting to consider the positive impact that reflection will have on the team’s productivity D. Quinn is considering non-working days, delays, and multiple-developer involvement, which should be excluded when estimating work effort using ideal days Quinn在估算开发一个用户故事所需的时间，他考虑了假期，非工作日，延期的可能性，以及团队中其他开发者会帮助他进行开发的可能性。如果他用理想时间来估算开发用户故事的相对工作量，那么错误的做法是

A：仅单一开发者参与时，他却考虑了多重开发者的参与
B：在估算中他未考虑编码障碍
C：他未考虑回顾工作会对团队生产效率的积极影响
D：使用理想时间时不应考虑的因素他均考虑了，比如非工作日，延期和多重开发者的参与

D解析：除了使用故事点来估算用户故事的相对尺码外，敏捷团队还可使用理想时间。理想时间代表时间量，即不受会议，个人生活，非工作日或其他拖延，障碍和分心的干扰的情况下，相对于待办事项中其他用户故事，单独个人建立，测试和发布用户故事所花的时间。 <<敏捷估计与规划>>, Page 63

19、If a project team member identifies a new risk, what is a good next step? A. Ignoring it to bring it up at the next sprint review B. Marking it on the risk register C. Immediately creating a contingency plan and adding it to the contingency plan document D. Immediately calling it to the team’s attention to discuss its impact 如果项目团队成员识别了一个新风险，那么下一步最好是

A：先忽略，在下一次迭代审核时再提出
B：记录在风险登记册
C：立即制定应急计划并添加到应急计划文档
D：立即引起团队的注意以讨论它的影响

D解析：敏捷当中的风险管理是无时无处不在的，出现新风险下一步最好是立即引起团队对新风险的注意并讨论它的影响。

20、What is a positive indicator that agile may be appropriate to an organization as a new project methodology? A. That the adopting organization values strict and inflexible project management practices B. That the adopting organization values hierarchical decision making C. That the adopting organization values top-down management D. That the adopting organization values trust, collective ownership, and adaptability 对一个组织而言，敏捷作为一个新的项目方法是合适的，其积极的迹象是什么?

A：采用了严格和死板的项目管理实践的组织价值观的
B：采用分层决策的价值观
C：采用自上而下的管理的价值观的
D：采取信任、集体所有制和适应性的价值观的

D解析：当考虑是否运用新的敏捷实践，几个内外因素应该考虑。内部因素包括项目是否开发新过程新产品；组织是否协作的和强调信任，适应性，集体所有权，有极少的或不正式项目管理过程；大小，位置，项目团队技巧。外部因素包括产业稳定性，顾客契约或参与。总体而言，敏捷最适合为协作的强调信任，适应性，集体所有权，有极少的或不正式项目管理过程的组织，开发新过程或产品。另外，敏捷因在能快速适应破坏性的科技此产业的成功而闻名。最后，顾客参与和契约的组成不能过于强调，越多人参与越好。

21、During the last iteration, Paul and his agile team completed 2 user stories worth 6 point each,3 user stories worth 1 point each, and nearly completed one user story point worth 10 points. What was the team’s velocity for the previous iteration? A. 20 B. 19 C. 15 D. 25 在上一个迭代期间，保尔和他的敏捷团队完成了2个值6点的用户故事、完成3个值1点的用户故事和差不多完成了1个值10点的用户故事，那么团队的前一个迭代的速度是

A：20
B：19
C：15
D：25

C解析：团队速度是26+31=15。未完成的故事里的故事点是不包含在速度指标中的。

22、In agile and other project management styles, team motivation is a critical factor for success. What is one method to improve team motivation? A. Focusing only on business objectives B. Fostering a competitive environment C. Spending quality time together D. Highlighting a developer’s deficiencies public for the sake of team feedback 在AGILE和其他项目管理风格中，团队激励是成功的一个关键因素。下列哪个方法可用于提高团队积极性？