PMI PMI-200 問題集

質問 1：
The scrum master for a large project must provide an estimate of what can be delivered in six months What should the scrum master do?
A. Commit to a specific feature set for delivery
B. Explain that a commitment will be provided after planning
C. Have the team estimate in story points to commit to a specific set of features
D. Use the team's historical velocity to calculate a range of features that can be delivered
正解：D

質問 2：
A graphic designer on an agile team does not attend most meetings. When asked the reason for not attending, the designer told the agile practitioner that the scrum master could represent them in meetings if needed. The team is frustrated and does not agree with this approach.
Which conflict resolution method would work best in this scenario?
A. Forcing
B. Accommodation
C. Avoidance
D. Collaborating
正解：D
解説: (Topexam メンバーにのみ表示されます)

質問 3：
A team retrospective was going well until the team lead introduced the "define the next experiment" topic; then the discussion became an argument. A new team member feels strongly that the approach used on their previous team would improve this team's efficiency and effectiveness. The team lead is adamant that they remain with the current approach and the discussion dissolves into a circular argument.
A. Remind the group that all input is welcome but dissension is not productive and suggest the group move on to another task more agreeable to everyone.
B. Restate both stances, ask for details of both approaches, and create a chart of similarities and differences.
C. Interject and request this experiment be postponed for 2 months, so the new team member has time to observe the current approach.
D. Construct an Ishikawa diagram for each approach, and use the 5 Whys technique to determine the effectiveness of each approach.
正解：B
解説: (Topexam メンバーにのみ表示されます)

質問 4：
A team member on a self-directed team is concerned that a feature the customer wants is outside of what the team will be able to deliver. What should the team member do next?
A. Log this into the risk register and inform the team at the next standup meeting
B. Adjust the feature to make it work as needed
C. Work directly with the customer to arrive at a suitable compromise
D. Escalate the concern to the project sponsor for necessary action
正解：A
解説: (Topexam メンバーにのみ表示されます)

質問 5：
An organization wants to increase value delivery in its agile projects. What should the agile teams do?
A. Master available technology and tools to provide informative dashboards to the stakeholders.
B. Perform analysis and development work, but no testing because that should be managed by another specialized team.
C. Work with product owners and turn product backlog items into potentially shippable product increments.
D. Complete projects by their deadlines and share the budgets upfront with project sponsors.
正解：C

質問 6：
An agile practitioner wants to ensure that stakeholders have current information about a project's progress What should the agile practitioner do?
A. Post a project board in an area where all can view it
B. Frequently update the online project management office (PMO) repository site
C. Invite the stakeholders to daily stand ups
D. Regularly circulate an updated, detailed version of the project plan
正解：A

質問 7：
The lead developer informed the team that they have learned of some possible integration challenges in creating customer dashboards using the architecture the team has chosen. What should an agile practitioner do?
A. Continue the priority defined by the product owner on the backlog for the functionality they determined to be the highest priority.
B. Conduct an architectural spike immediately to decide how the functionality will be determined.
C. Identify this as a risk, decide on the response, and prioritize spike to determine the solution on the product backlog.
D. Work with the product owner to avoid the risk by determining if their requirements could be met with reporting or a similar functionality.
正解：C

質問 8：
After a successful product deployment, a key stakeholder informs an agile team member that an implemented feature is failing to deliver its expected business value. The team member replies that the requirement was provided by the customer, and that the scope was clearly met.
If the problem were an issue of requirement elicitation rather than delivery, what should have been done to avoid this situation?
A. The team should have used the lean principle of delay, so that actual facts could be considered rather than assumptions and predictions.
B. Stakeholders should have regularly been engaged to obtain feedback and reduce the functionality risk.
C. An owner should have been identified to obtain timely stakeholder feedback.
D. Interdependent teams should have been engaged using a collaborative approach to identify and leverage the best support.
正解：B