PMI-ACP练习题(26)

1、If the burndown chart showed an upward trend for two days in a row in the middle of the iteration, what might be the reason? A. The team is not completing the stories fast enough B. Few team members are absent C. Stories got added to the iteration backlog D. The team is working overtime 如果燃尽图在迭代过程中连续两天呈现上升的趋势，可能是什么原因造成的？

• A：团队对故事的完成速度不够快

• B：几个团队成员都缺席

• C：故事添加到了迭代待办事项当中

• D：团队总是加班

C解析：燃尽图用来显示迭代中剩余工作量。任务完成的慢或者是有团队成员缺席有可能让燃尽图的趋势慢慢向下，只有当添加新任务的时候才会呈上升趋势。[知识点归纳：迭代执行跟踪度量-燃尽图]

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2、a company consistently delivers projects late and over budget, an agile practitioner suggests adopting an agile approach to mitigate future issues, what should the agile practitioner do to persuade management to adopt an agile approach？ A. Explain the benefits of regularly delivering value to the organization B. Show that limiting quality control documentation reduces the project budget and delivery time C. Demonstrate that scope captured at the start limits scope creep and project delay D. Point out that agile allows for faster delivery, as velocity can be adjusted to fit the project schedule 一家公司可交付的项目一直滞后并超出预算，敏捷管理专业人士建议采取敏捷方法减少此类问题，敏捷管理专业人士该怎么做来说服管理层采取敏捷方法？

• A：解释频繁交付价值给组织带来的好处

• B：证明限制质量控制文件能够减少项目预算并缩短交付时间

• C：证明在开始时捕获项目范围，能够限制范围蔓延和项目延期

• D：指出敏捷可以加快交付，这是因为可以调整速度来适应项目进度计划

A解析：敏捷是以价值为驱动的，经常交付价值

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3、an agile team beginning a new product needs prioritize requirements, what should the agile team do？ A. Elicit and prioritize both functional and non-functional requirements that will add value for the stakeholders B. Obtain and prioritize functional requirements that add value for the sponsor C. Prioritize requirements as a team during iteration planning using the first of five techniques D. Ask the product sponsor to prioritize non-functional requirements 开始新项目工作的敏捷团队需要对需求进行优先级排序，该敏捷团队应该怎么做？

• A：提出对外能够给相关方增加价值的功能与非功能性需求进行优先级排序

• B：获得并对能够给项目发起人增加价值的功能性需求进行优先级排序

• C：在迭代规划中使用五个技巧的第一个技巧，作为一个团队对需求进行优先级排序

• D：要求产品负责人对非功能性需求进行优先级排序

A解析：功能性需求和非功能性需求都要进行优先级排序。

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4、What is meant by "Ideal Days "? A. The lowest possible time it would take to implement something assuming everything goes well B. The amount of time it would take for the best developer to complete a story C. The goal for a story or a project that is set by the management D. The amount of time it would take to complete a story, assuming there are no distractions 什么是“理想时间”?

• A：完成某件事情所需要最少的时间——假设一切顺利

• B：最佳开发人员完成一个故事所需要的时间

• C：管理层制定的故事或项目目标

• D：完成一个故事所需要的时间——假设没有干扰

D解析：理想时间是指在没有障碍的情况下，完成一个故事所需要的时间。把理想时间转换为实际时间是由所遇到的阻碍，和研发者的经验水平所决定的 （参考<<敏捷估计与规划>>, Page 63）[知识点归纳：敏捷工具方法-理想人日]

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5、A coder is struggling to satisfy a product owner's requirements, how a daily stand up meeting help the coder? A. Seek guidance from agile professional B. Discuss possible solutions with the team C. The issue can be raised with the team to created visibility D. A discussion on weather the code requirement is a priority can be deal 一位程序员正在竭力满足产品负责人的具体需求，每日站会将如何帮助这名程序员

• A：可以向敏捷管理专业人士寻求指导

• B：可以与团队探讨可能的解决方案

• C：可以向团队提出问题，以创建可视性

• D：可以探讨代码要求是否属于优先事项

C解析：此题用排除法，站会的时间只有15分钟，所以在站会不进行问题讨论，探讨的两个选项B\D排除,A选项敏捷管理专业人士不一定擅长完成任务排除掉

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6、what should a manager do to facilitate successful communication among members of a virtual cross-functional team located in multiple geographic areas？ A. Break down deliverable based on geographic locations to avoid communication difficult B. Encourage team members to adjust working hours due to time-zone differences C. Ask each team members to send out daily emails with update work plan D. Ask the team to use a KANBAN board for transparency of development features 一个虚拟的跨职能团队成员位于多个地理区域，管理者应如何促进他们之间的成功沟通

• A：根据地理位置拆分可交付成果，避免沟通困难

• B：由于时差不同，鼓励团队成员适当的调整工作时间

• C：要求每名团队成员发送每日电子邮件，并附上更新的工作计划

• D：要求团队使用KANBAN板来实现开发功能的透明度

D解析：通过看板把工作流可视化

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7、If the team members confirm that the quality can be improved after the trial spike, how should they continue? A. After the change of the whole iteration, discuss with team about the changes B. Hold one team meeting to discuss the best time of the changeC. Plan one meeting with the PO and teamD. The next sprint includes the changes, but after it is approved by the team.如果团队成员在试行一个冲刺后确定质量可以得到改进，该团队成员该如何继续？

• A：在为整个迭代实施变更后，与团队讨论变更

• B：召开一次团队会议，讨论实施变更的最佳时间点

• C：计划一次与产品负责人和团队的会议

• D：在下一次迭代中包含这些变更，但是只有在获得团队批准之后

C解析：是否需要变更是需要和PO以及团队沟通之后决定的

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8、a company inherits a project with a large amount of technical debt, although the stakeholders are aware of this, they fail to understand the impact on the delivery and product quality, what should the agile practitioner do to address this？ A. Create a refactoring plan for stakeholder review B. Increase all story point values to account for refactoring C. Assign top priority to the technical debt items for the next iteration D. Ensure that all technical debt issues are added to the product backlog 一家公司继承了一个存在大量技术债务的项目，虽然相关方知道这一点，但他们未能了解对交付和产品质量的影响。若要处理这个问题，敏捷管理专业人士应该怎么做？

• A：创建一个重构计划，供相关方审查

• B：提高所有故事点的价值，以说明重构的原因

• C：在下次迭代中为技术债务事项分配最高优先级

• D：确保所有技术债务问题均已添加到产品待办列表中

D解析：技术债务应该先添加到待办事项中，优先级需要根据实际情况来进行评估，不一定都是最高优先级

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9、The deliverable achievements made by the team need a lot of reworking and re-construction, how should the team ensure internal quality? A. Discuss the problem on the daily routine meeting B. Suggest that development personnel take part in relevant training C. Financial code evaluation D. Conduct peer review in the retrospective conference 团队的可交付成果需要大量返工和重构，团队该如何保证内部质量

• A：在每日例会上讨论这个问题

• B：建议开发人员参加相关培训

• C：财务代码评审过程

• D：在回顾会议上进行同行评审

D解析：回顾会议是帮助团队检视与调整的一个过程，提高内部质量属于改进，回顾会议最合适

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10、How does pair-programming work in Extreme programming? A. A developer and tester team up to work on a story B. A customer representative and developer jointly work on a requirement C. Tester writes the test while developer writes the code D. Two developers work together on a task 结对编程在极限编程当中是如何工作的?

• A：在故事中开发人员和测试人员共同工作

• B：在需求上客户代表和研发者共同工作

• C：测试编写人员编写测试，而开发人员就编写代码

• D：在任务中两个研发者共同工作

D解析：在结对编程中，两个程序员会一起工作，他们其中一个编写代码，另一个则同时在线审查，提供意见、建议，以及审查替代的实现方法。[知识点归纳：敏捷工具方法-XP]

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11、If the project sponsor is disappointed because one value-added function can only be used the next year, how should the PO do? A. Ensure that the project sponsor know the team’s responsibility for delay B. Check the product backlog and ensure the priority of the project sponsors C. By negotiating with the project sponsor, increase the fund D. Authorize project sponsor to manage the product backlog 如果项目发起人因为某项增值功能要到明年才可用而感到失望，产品负责人应该怎么做？

• A：确保项目发起人知道团队全权负责延期责任

• B：检查产品待办列表，确保包含项目发起人的优先级

• C：通过与项目发起人协商，获得资金增加

• D：授权项目发起人管理产品待办列表

B解析：对待办列表中的事项进行优先级排序是产品负责人的职责，如果交付物未能满足发起人的需求，首先要检查并确认待办列表中的优先级顺序

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12、A team that has newly transitioned to Scrum. The Product Owner wants to know the level of detail he needs to put in to the stories so that the team can work with them. What guidance would you give in this regard? A. Stories should be as detailed as possible, so that there is no room for ambiguity B. It can be no more than 1 index card in length and the details given in a separate document C. The level of detail should be worked out between the team and the Product Owner D. Stories can contain less detail, because Agile relies on working software over comprehensive documentation 一个团队刚刚开始使用敏捷方法。产品所有者想知道描述用户故事的细节所需颗粒度的大小以使团队理解，你会在这方面给他什么意见？

• A：故事应尽可能详细，这样就不会有歧义

• B：在长度上不应该超过一个索引卡片，所有细节也应该放在一个单独的文档上

• C：颗粒度应该由团队和产品所有者共同协商得出

• D：故事可以包含较少的细节，因为敏捷更注重可工作软件而不是全面文档

C解析：在敏捷团队中，颗粒度应该是“刚好足够”的，这样可以确保它的清晰度。除此之外，越精确的指导水平应该越要由团队和产品所有者协商得出。产品所有者在这方面不应该单纯给予“方向”而是让团队自己解决。 [知识点归纳：Scrum-PO/PM]

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13、a customer with no agile project experience wants to save time by having only one review at project completion, how should the agile coach respond to the customer？ A. This is a good, cost-saving approach B. Frequent reviews will keep the team on schedule C. Frequent reviews will benefit the customer D. A review should also be done midway through the project 某个没有敏捷项目经验的客户为了节省时间，只想在项目完成时检查一次，敏捷教练应该如何回应客户？

• A：这是一种很好的节约成本的方式

• B：经常检查能让团队保持进度计划

• C：经常检查有利于客户

• D：在项目中途也应该开展检查

C解析：客户参与评审会议是有好处的，可以保证需求符合客户的要求

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14、a development team is working on a large feature that will take several sprints to complete, the team proposes cancelling sprint reviews until the feature is fully functional, what should the agile coach do？ A. Work with the team to break the feature into smaller deliverable B. Cancel the sprint reviews until further notice C. Encourage project stakeholders to meet more regular with the team D. Ask the development manager to complete more frequent code reviews 开发团队正在开发某个大型功能，需要几次冲刺才能完成，团队提议在该功能完成前取消冲刺评审，敏捷教练应该怎么做？

• A：与团队合作，将该功能分解成较小的可交付成果

• B：取消冲刺评审会议，直至另有通知

• C：鼓励相关方更经常的与团队开会

• D：要求开发经理更经常开展代码检查

A解析：将大型的用户故事分解成小的用户故事，以保证团队交付成果的内容是可见的，而不是取消

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15、an agile team must hand over the results of iteration to an external team for testing, the latest results report an increased number of defects, what should the agile team do？ A. Begin testing the product internally to avoid any wrong communication and determine if resources that the external test team lacked B. Ensure that the external test team has the appropriate material to test the product C. Investigate the root cause of the reported defects and invite a representative of the external test team to the iteration review and planning D. Determine if the quality issue is caused by technology debt 敏捷团队必须将每次迭代的结果移交给外部团队进行测试，最新的测试结果显示缺陷数量增加，敏捷团队应该怎么做

• A：开始在内部测试产品，以避免任何错误沟通，并确定外部测试团队是否缺乏资源

• B：确保外部测试团队拥有适当的材料来测试产品

• C：调查所报告缺陷的根本原因，并邀请外部测试团队的代表参加迭代评审

• D：确定这个质量问题是否是由技术债务引起的

C解析：内建质量需要根因分析和同行评审。A\B\D选项都只是侧重某一种可能提出的解决方案

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16、a customer has clearly identify several important requirements, both the team and the customer are eager to begin work, what is the next step？ A. The team should begin working on the most important requirement B. The customer and the team should agree on the acceptance criteria for the high priority requirements C. The team should respect the customer's requirements and begin work on delivering just-in-time value D. The team should evaluate the requirements and choose individual tasks 客户已明确识别到几个重要需求，团队和客户都迫切想要开始工作，下一步应该怎么做？

• A：团队应从最重要的需求着手开始工作

• B：客户和团队应约定高优先级需求的验收标准

• C：团队应尊重客户的需求，并开始努力及时交付价值

• D：团队应评估需求并选择个人任务

B解析：对用户故事进行优先级排序之后，就要定义验收标准，然后再进行评估、拆解、领任务、给出承诺。

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17、A Project Manager is looking to find out the rate at which stories are getting completed on a long running project. Which of the following charts will show this information? A. Iteration burndown chart B. A Progress chart C. Cumulative flow diagram D. A Kanban board 项目经理正在计算在长期运行项目中的故事完成速度，以下哪项图表能够显示此信息?

• A：迭代燃尽图

• B：进展图表

• C：累积流量图

• D：看板

C解析：累积流量图是基于对完成的最初定义，显示发布计划中的故事进程。它提供了在一次发布中的进程完成情况。迭代燃尽图适用于精确的迭代和处理任务水平。进度图表仅仅适用于给出的迭代，而看板则显示故事中的某一点的工作情况。[知识点归纳：敏捷工具方法-累积流量图]

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18、a product owner wants to elicit primary workflow feedback from the customer, what should the product owner ask the team to do？ A. Begin working on as many features as possible B. Complete a full feature in each iteration C. Prepare for a demo when the main workflow is complete D. Complete user stories in priority order 产品负责人希望从客户那里获得工作流反馈意见，产品负责人应该要求团队怎么做？

• A：开始致力于尽可能多的特性工作

• B：完成每次迭代的全部特性

• C：在主要工作流完成时，准备一个演示

• D：按照优先顺序完成用户故事

C解析：反馈最好的方式就是通过评审会议进行演示，并收集客户意见

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19、The project team has four weeks to show customers how to develop one working prototype. Before this, they presented a lot of stories. How should agile practitioner suggest that team should continue with it? A. Find the collection of basic releasable functions needed by the stories, put them in order and deliver them in the first iteration. B. Formulate one detailed progress plan, adopt more actual time limit for customers’evaluation C. Estimate the size of all stories, and commit to deliver the story that conforms to the time limit D. Increase the team’s scale so as to maximize the execution ability, and increase the possibility that team delivers to the customer on time. 项目团队有四周时间为客户演示开发一个工作原型，团队之前为此展示了大量故事，敏捷项目管理师应该如何建议团队继续？

• A：找出所需故事的最基本可发布功能集，并对他们进行排序，以便在第一次迭代中交付

• B：制定一份详细的进度计划，并采用更为实际的工期应对，供客户评审

• C：估算所有故事的大小，并承诺交付符合可用工期的故事

• D：增加团队的规模，让执行能力达到最大化，并提高团队按时向客户交付的可能性

A解析：敏捷中提倡最小可售功能（MMF）,最小特征集合能够给项目提供最大价值（二八原则）。所以应该选A。B选项的做法是瀑布式的做法，C选项中估算所有故事的大小，并承诺交付符合可用工期的故事不符合敏捷的适应性原则。

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20、In which of the following meetings can design be discussed? A. Daily Stand-up meeting B. Review meeting C. Retrospective meeting D. Iteration planning meeting 下列哪项会议可以用来进行对产品设计的讨论？

• A：每日站立会议

• B：评审会议

• C：回顾会议

• D：迭代计划会议

D解析：每日站立会议是一个快速的同步会议，但不适用于讨论产品设计。迭代回顾会议用来做产品演示，并收集反馈，是“经验教训”会议，团队讨论如何调整过程。在某些情况下，例如团队需要进行开发讨论或分配任务，产品设计的事情就会在迭代计划会中进行讨论。[知识点归纳：Scrum-迭代计划会]

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21、a key project team member has been critical of the feedback loop at the end of each sprint, believing it is a waste of time, what should the agile project manager tell the team member？ A. The customer requires feedback from each team member B. The team will adopt their option for a few sprints and then reevaluate C. The information may be used to skip the feedback loop in the next sprint D. The feedback may be used to improve the next sprints 一位关键项目团队成员一直对每次冲刺结束时的反馈环节不满，他认为这是在浪费时间，敏捷项目经理应该跟团队成员说什么？

• A：客户要求每个团队成员提出反馈意见

• B：团队将在一些冲刺中采纳他们的建议，然后重新评估

• C：这些信息可用于跳过下次冲刺的反馈循环

• D：反馈意见可用于改进今后的冲刺

D解析：敏捷回顾会议的作用就是收集反馈，持续改进

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22、a new scrum team is planning a third sprint, the product owner has experience with another scrum team on how its user stories were sized and its average after six sprints, what should the product owner do to help this new team develop a release plan？ A. Provide sizing estimates and initial iteration commitment B. Have the scrum master provide sizing estimates and sprint commitments C. Allow the team to estimate its own story sizes and iteration commitments D. Ask the team to use the other team's sizing and commitment estimates 一个新的scrum团队正在规划第三次迭代，产品负责人有过与其他scrum团队合作的经历，知道如何判断用户故事规模以及六次冲刺后的平均速度，产品负责人该怎么做来帮助这个团队制定发布计划？

• A：提供规模估算和初始迭代承诺

• B：让scrum主管提供规模估算和冲刺承诺

• C：允许团队自行估算故事规模和迭代承诺

• D：要求团队使用其他团队的规模和承诺估算

C解析：敏捷提倡自组织团队，其他团队的故事规模原则上无法适用于这个团队，所以需要团队自行估算和承诺

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23、Many organizations already have a Product Manager role. What would it take for a Product Manager to become a Product Owner? A. A Product Owner needs to spend a lot more time explaining requirements and priorities to the team apart from working with the customers and stakeholders to define requirements B. The roles are identical, there is no difference C. A Product Owner needs to develop more of an outward focus to understand stakeholder needs D. A Product Owner has more authority over the roadmap than the Product Manager 许多组织已经有产品经理的职位。问一名产品经理如何能够成为产品所有者?

• A：除了与客户和利益相关者合作定义需求外，产品所有者需要花更多时间向团队解释产品需求和优先级

• B：两者角色是一致，没有区别

• C：产品所有者需要更多的外部专注来了解利益相关者的需求

• D：产品所有者比产品经理在产品路线图中有更多的授权

A解析：通常来说，产品经理更多会关注外部干系人，并尝试在路线图中反馈他们的观点。而产品所有者同时有内部和外部关注点。外部的关注点类似于产品经理，内部的关注点要求产品所有者与团队一起工作，决定哪些可以做哪些不能跟做，以及进行优先级排序等 [知识点归纳：Scrum-PO/PM]

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24、a developer implements a new customer required function without communicate with team， what should the team do？ A. Refuse to test the feature B. Remove the feature C. Keep the feature D. Place the feature in the product backlog 一个开发人员在没有和团队成员商量的情况下，实施了一个新的客户需求，团队应该怎么做？

• A：减少测试该功能

• B：去掉这个功能

• C：保持这个功能

• D：把这个功能放在产品待办列表中

D解析：在敏捷项目中，一旦有了新的需求，需要放到产品待办列表中，让PO和团队成员进行评审、优先级排序。A\B\C选项私自处理都是不恰当的

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25、Which of the following is NOT a fundamental principle of Lean? A. Eliminate waste B. Amplify learning C. Decide as early as possible D. Deliver as fast as possible 精益基于一些基本的原则。下列哪一项不是关于精益的一项基本原则?

• A：杜绝浪费

• B：增强学习

• C：尽早做决定

• D：尽快实现交付

C解析：精益理论实际上是鼓励尽量晚做决定，因此选项C不正确

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26、The PO continues adding new demands and the development cycle is broken. What should agile practitioner do in the next step? A. Suggest the PO should be replaced B. Prolong the time of the priority order and time for planning iteration C. Meet separately with PO to explain their role D. Explain agile principles to PO 产品负责人持续添加新需求，导致破坏开发周期，敏捷项目管理师下一步该怎么做？

• A：建议替换产品负责人

• B：延长排列优先顺序和规划迭代方面所花的时间

• C：与产品负责人单独会面，说明他们的角色

• D：与产品负责人说明敏捷原则

C解析：这道题目是对产品负责人角色的考察，产品负责人是客户代表，需要保证团队在业务层面做正确的事。A选项是敏捷所不提倡的直接排除。B选项的做法只是延缓和逃