Updated: Jun 03, 2026
No. of Questions: 483 Questions & Answers with Testing Engine
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1. 產品負責人需要詳細闡述產品路線圖。產品負責人如何與利害關係人合作,以確定能夠提供最大價值的功能?
A) 識別產品使用者及其高級關鍵活動以了解他們的觀點,因為該產品是為他們設計的。
B) 取得專案發起人的觀點,初步了解他們認為產品應該具備的功能,以指導開發團隊。
C) 分析開發團隊的能力和技能,因為這些將決定哪些功能應包含在路線圖中。
D) 建立產品路線圖草案,開發團隊可以將其用作進一步指導的指南。
2. 產品負責人出席了衝刺評審會議,並表示必須與公司指導委員會分享專案結束時間的估算。 Scrum Master 宣布,考慮到每兩週一次的迭代,團隊平均每個衝刺的速度達到了 40 個故事點。團隊成員預測剩餘故事點為 240 個。
預計專案成果如何?
A) 十二個月
B) 三個月
C) 兩個月
D) 六個月
3. 一位敏捷實踐者正在進行一個項目,將資料從電腦系統遷移到另一個位置。為了完成這項任務,他們需要依序運行由不同團隊執行的四項活動。這些團隊每天遷移兩個系統,但敏捷實踐者認為每天應該遷移三個系統。
怎樣才能提高流程效率?
A) 使用帕累托分析來尋找當前流程中的差距、延遲和限制,並製定計劃來減少或消除它們。
B) 使用根本原因分析來尋找目前流程中的差距、延遲和限制,並製定計劃來減少或消除它們。
C) 使用價值流圖來尋找當前流程中的差距、延遲和限制,並製定計劃來減少或消除它們。
D) 使用燃盡圖尋找當前流程中的差距、延遲和限制,並製定計劃來減少或消除它們。
4. 一個團隊與客戶合作,估算了所有必備功能的使用者故事。在發布計畫會議期間,客戶表示他們傾向於採用每週三週為一個週期的迭代,從週四開始,週三結束。團隊花了幾天時間確定哪些故事應該在迭代0中開發,並了解客戶對剩餘故事的優先順序。專案發起人參加了周五的會議,並請求高層估算何時可以邀請執行長 (CEO) 來觀看最小可行產品 (MVP) 的演示。
在規劃過程的這個階段,團隊該告訴贊助商什麼?
A) 他們可以在假設條件理想的前提下提供預計日期。
B) 他們可以提供廣泛的範圍,但在團隊速度穩定之前無法實際設定目標發布日期。
C) 他們還沒有足夠的資訊來估計日期範圍,但可以提供所需的 3 週迭代次數。
D) 當所有故事都已估算並按優先順序排序後,他們會發送更新。
5. 專案經理該如何介紹團隊成員、傳達團隊章程的重要性,並協助打造一支高效團隊?
專案章程已完成,待審批。計畫目標和方法已明確確定,並已列出通用專家名單。
專案經理該如何介紹團隊成員、傳達團隊章程的重要性,並協助打造一支高效團隊?
A) 分析所有專案參與者和利害關係人的列表,明確利害關係人的角色和職責。
B) 讓團隊成員互相介紹,並建立一個反映職責、角色和決策的層級結構。
C) 促進共識驅動的決策與團隊承諾與決策的共同願景。
D) 確定團隊成員的角色和職責,並促進團隊成員之間的階級制度、責任感和主人翁意識。
Solutions:
| Question # 1 Answer: A | Question # 2 Answer: B | Question # 3 Answer: C | Question # 4 Answer: B | Question # 5 Answer: C |
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