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May 24 2022 |
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Introduction

考试说明

本试卷是EXIN Agile Scrum Master (ASM.CH)模拟考试。 EXIN考试准则适用于该考试。

本试卷由40 道单项选择题组成。每道选择题有多个选项,但这些选项中只有一个是正确答案。

本试卷的总分是40分。每道题的分数是1分。您需要获得26分或以上通过考试。

考试时间为90分钟。

祝您好运!





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Question

1  of 40
Yellow Industries公司的客户不断流失。客户主要抱怨Yellow Industries的产品与他们的需求不符。董事会希望启动更敏捷的工作方式,让公司恢复健康的财务状况。

更敏捷的工作方式如何让Yellow Industries受益最大

Yellow Industries is losing customers. The main complaint of their customers is that Yellow Industries just does not make the product that they want. The board wants to start working in a more Agile manner to make the company financially healthy again.

How would working in a more Agile manner benefit Yellow Industries most?

Question

2  of 40
与传统工作方式相比,敏捷工作方式带来更多的可预测性和灵活性。

Scrum如何帮助实现更多的可预测性和灵活性?

An Agile way of working offers more predictability and more flexibility than traditional ways of working.

How does Scrum help to achieve more predictability and flexibility?

Question

3  of 40
某Scrum Master知道自己应该帮助清除障碍,但她不禁怀疑,建立持续改进是否同样有用。

清除障碍与建立持续改进之间是否有交集?

A Scrum Master knows she should help remove roadblocks but is doubting if it is also useful to establish a form of continuous improvement.

Is there overlap between removing roadblocks and establishing continuous improvement?

Question

4  of 40
业务需求可以随时更改,因此,只执行所需步骤的工作即可视作完成,项目团队可以节省精力和时间。

以上说法最能代表哪一种敏捷方法?

Business requirements can change at any time, so by doing only the necessary work for the required step to be considered complete, the project team saves efforts and time.

Which Agile methodology is best represented by this statement?

Question

5  of 40
Aisha现担任一名Scrum Master。在冲刺期间,她意识到团队无法在冲刺结束时交付潜在可交付产品。Aisha怀疑这是因为团队未在提交代码前对所有代码进行评审。

Aisha应该怎么做?

Aisha is a Scrum Master. During a sprint, she realizes the team will not deliver a potentially shippable product at the end of this sprint. Aisha suspects that this is because the team does not review all of the code before it gets checked in.

What should Aisha do?

Question

6  of 40
某新团队刚开始向Scrum转型。这是一个试点团队。产品负责人有在Scrum团队工作的经历。Developers对Scrum完全陌生。Scrum Master接受了一些正式培训,但经验有限。现在,团队有一名项目经理负责监督项目。

团队必须接受Scrum框架的培训。

谁对确保这件事发生负责?

A new team is just starting to transition to Scrum. This is a pilot team. The Product Owner has worked in a Scrum team before. The Developers are completely new to Scrum. The Scrum Master has had some formal training, but limited experience. For now, they have a project manager to oversee the project.

The team must be trained in the Scrum framework.

Who is accountable for making sure this happens?

Question

7  of 40
哪些任务和职责属于Scrum Master?

Which tasks and responsibilities belong to the Scrum Master?

Question

8  of 40
Naz在一个成立四个月的Scrum团队担任Scrum Master。他们致力于为步行者和徒步旅行者开发一款应用程序。这款应用程序是一个套件的一部分,与其他产品有关联和依赖关系,其中几款产品已经上市,另几款仍在开发中。

除Naz外,这个跨职能的Scrum团队还有7名开发工程师和1名产品负责人。产品负责人是个新手。

Scrum团队一直合作得挺不错。但Naz注意到,每日站会经常性超时,有时甚至持续30分钟。会上与产品负责人讨论Scrum板上的条目,有时涉及到依赖关系的问题和讨论;团队成员喜欢在转到板上下一个条目之前搞清楚自己的问题并得到解答。

Scrum Master应该怎么做来改善这种情况?

Naz is the Scrum Master for a Scrum team that has been established for four months. They work on the development of an application for walkers and hikers. The application is part of a suite and has links and dependencies to other products, some of which are already on the market and some of which are still in development.

Besides Naz, the cross-functional Scrum team is made up of seven Developers and the Product Owner. The Product Owner is quite new to the role.

The Scrum team has been working quite well together. However, Naz notices that the daily scrum is overrunning on a regular basis, sometimes taking up to 30 minutes. There is discussion with the Product Owner about items on the board, sometimes involving questions and discussions around the dependencies; and team members like to get a good understanding and a resolution to their questions before moving to the next item on the board.

What should the Scrum Master do to improve this situation?

Question

9  of 40
某Scrum团队正在寻求方法来优化日常工作。该团队的工作作风混乱无序。成员们经常独自承担过多工作。他们是训练有素的专业人员,但有时会忘记自己的任务。如有发现问题,他们并不总是知道如何邀请他人相助。管理团队希望团队能对控制这种情况。

Developers提出了以下解决方案:
-在他们的社交网络平台上建立一个专用通道,以记录阻碍和任务分配情况

产品负责人提出了一个完全不同的解决方案:
-制作甘特图,可以在线监控,又能被管理团队充分理解

Scrum Master有两个可能的解决方案:
-引入看板板,包括在制品限制(WiP-limit)和Blocker Ticket
-引入Scrum板,不包括WiP-limit或Blocker Ticket,但易于理解

哪一种工具可能帮助团队?

A Scrum team is looking for a way to optimize their daily work. The team has a chaotic style of working. They often take on too much work individually. They are highly trained professionals, but sometimes tasks get forgotten. If an issue is identified, they do not always know how to ask others to come and help them. The management team wants the team to get some grip on the situation.

The Developers propose the following solution:
- A dedicated channel in their social networking platform to keep track of blocks and task division

The Product Owner proposes an entirely different solution:
- A Gantt chart that can be monitored online and is understood well by the management team

Their Scrum Master has two other possible solutions:
- A Kanban board, that includes work-in-progress limits (WiP-limits) and blocker tickets
- A Scrum board, that does not include WiP-limits or blocker tickets but is easy to understand

Which tool is most likely to help this team?

Question

10  of 40
在冲刺期间,某Developer不理解他正在开发的用户故事,这是项目成功的潜在障碍。

Scrum Master应该怎样做才能让Developer能够全力投入工作?

During a sprint, a Developer does not understand the user story he is working on. This is a potential roadblock for the success of the project.

What should the Scrum Master do to enable the Developer to work at capacity?

Question

11  of 40
某团队正在阻抗实施敏捷Scrum实践。Scrum Master决定确定阻抗的类型:是被动还是主动。

Scrum Master为什么要确定这点?

A team is resisting implementing Agile Scrum practices. The Scrum Master has decided to identify the type of resistance: passive or active.

Why should the Scrum Master identify this?

Question

12  of 40
Susan在某大公司担任Scrum Master。她原来是Developer,但自愿担任Scrum Master角色。她的团队合作良好,熟悉敏捷原则和敏捷工作方式。

但是,由于一些问题,团队在当前冲刺期面临相当大的压力。Developers缺少对测试环境的详细了解。在每日站会上,团队运用Blocker Ticket反映这一问题和其他问题。团队成员根据各自的技能和偏好,选择下一个待办事项列表条目。

在每日站会上,Susan看到一个Developer汇报了正在处理的一个障碍任务。这又是一个因缺少对测试环境的了解造成的障碍。团队中没有其他人提供帮助,但Susan根据以前的经验知道如何解决这个问题。

Susan应该怎么做?

Susan is a Scrum Master in a big company. Susan was previously a Developer but volunteered for the Scrum Master role. Her team works well together and has a good grasp of Agile principles and the Agile ways of working.

However, the team is under quite some pressure in their current sprint due to some problems. The Developers lack detailed knowledge of the testing environment. The team uses blocker tickets to reflect this problem and other issues during the daily scrum. Team members select their next backlog item to work on according to their skills and preferences.

During the daily scrum Susan sees that a Developer reports an impediment on the ticket he is working on. This is again an impediment due to the lack of understanding of the testing environment. No one else in the team offers help, but Susan knows how to solve this problem from her previous experience.

What should Susan do?

Question

13  of 40
某公司现有多个Scrum团队,确保他们能够遵守客户要求的最终期限。团队之间必须保证工作不重复,依赖关系清晰明显。

公司选择了单个待办事项列表、单个产品负责人以及多个Scrum团队。每个Scrum团队分配几个Developers和各自的Scrum Master。

哪个Scrum角色适合协调工作?

A company is working with several Scrum teams to make sure they can keep the deadlines their customers require. These teams must make sure that their efforts are not duplicated, that dependencies are visible and clear.

The company has opted for a single backlog, a single Product Owner, and multiple Scrum Teams. Each Scrum team has several Developers and their own Scrum Master.

Which Scrum role is best placed to coordinate the efforts?

Question

14  of 40
某团队最近开始采用Scrum工作方式。原先的经理现在担任团队的产品负责人。

在转型之前,产品负责人习惯于为团队成员分配任务。在转型到敏捷之后,产品负责人继续如此,因为转型之前这种做法非常有效。Developers自然而然地接受了这件事,甚至都未经讨论。

产品负责人是否应该继续分配任务?

A team has recently started working with Scrum. Their former manager is now acting as the Product Owner of the team.

Before the transition, the Product Owner was used to dividing the tasks over the team members. The Product Owner keeps doing this after the transition to Agile, because it worked so well before the transition. The Developers are just accepting this, without even discussing the matter.

Should the Product Owner keep dividing the tasks?

Question

15  of 40
Scrum中的角色通过不同的事项由谁来对其负责和由谁来负责执行区分。为确保取得冲刺目标的进展,其中一个角色对在必要时对工作方式和计划调整负责。

哪一个角色对其负责?

The separate roles in Scrum are accountable and responsible for different things. One of the roles is accountable for adapting the plan, and way of work, as and when needed, to ensure that progress is made toward the sprint goal.

Which role is accountable?

Question

16  of 40
某Scrum团队在冲刺计划会议上首次采用了完成的定义(DoD)。在冲刺计划会议上,团队估算了待办事项列表条目的规模,并制作了冲刺待办事项列表。

在冲刺计划会议上,团队为什么需要DoD?

A Scrum team uses the definition of done (DoD) for the first time during the sprint planning meeting. In the sprint planning meeting, the team estimates the size of the backlog items and creates the sprint backlog.

Why does the team need the DoD during the sprint planning meeting?

Question

17  of 40
某产品负责人为产品待办事项列表编写了以下用户故事:

作为数据录入员,我想要好的用户界面来管理客户的发票,这样我就可以快速办公了。

这个用户故事是否提供了拉入冲刺待办事项列表所必要的具体信息?

A Product Owner writes the following user story for the product backlog:

As a data entry clerk, I want a good user interface for the administration of customer invoices, so that I can work fast.

Does this user story provide the necessary specific information to be pulled into a sprint backlog?

Question

18  of 40
Scrum Master和产品负责人正在分析一个新的产品待办事项列表。Scrum Master注意到,产品待办事项列表中有一些描述详细的故事,其优先级较低。一些优先级较低的条目未归入史诗,另一些则归入史诗。而优先级高的条目则完全未归入史诗,其描述非常详细。

产品待办事项列表是否应该如此梳理?

The Scrum Master and Product Owner are analyzing a new product backlog. The Scrum Master notices that the product backlog has some very detailed stories that have lower priority. Some lower-priority items are not grouped into epics, others are. The high-priority items, on the other hand, are not grouped into epics at all and are all very detailed.

Is that the way the product backlog should be refined?

Question

19  of 40
组织目标与产品及产品待办事项列表中的需求关联。

这几个概念是如何关联的?

Organizational goals are related to products and the requirements in the product backlog.

How are these concepts related?

Question

20  of 40
某团队正在艰难地努力在时间限制内完成冲刺计划会议。他们为每一个小细节争论不休,会议开到很晚。产品负责人常与Developers争论估算结果。

谁对确保会议上的争论得到解决负责?

A team struggles to keep the sprint planning meeting within the timebox. They argue about every small detail and this makes the meeting go late. The Product Owner often argues with the Developers about the estimation.

Who is accountable for ensuring the conflicts are resolved during this meeting?

Question

21  of 40
某Scrum Master正在向一个新的团队教授如何使用故事点数进行估算。团队中一个更有经验的成员认为,用故事点数估算只对计划中的冲刺有用,而对即将到来的冲刺无用。他表示,团队应该用理想人日估算,因为这种估算对即将到来的冲刺也有用,即使该待办事项列表条目不会立即列入冲刺待办事项列表。

对于即将到来的冲刺,用理想人日估算是否比用故事点数估算更有用?

A Scrum Master is teaching a new team how to estimate using story points. A more experienced member of the team argues that an estimate in story points would be useful only for the sprint they are planning and not in upcoming sprints. He argues that they should estimate in ideal days instead, because those estimates are also useful for upcoming sprints, even if the backlog item does not end up in the sprint backlog immediately.

Are estimates in ideal days more useful than estimates in story points for upcoming sprints?

Question

22  of 40
某团队正在估算交付速率。他们做了以下工作帮助估算:

-Developers针对从未做过的一类产品待办事项列表条目预测了未来冲刺的速率。
-Scrum Master回顾了前几次冲刺的速率,并记下了几个历史数值帮助估算下一个冲刺的速率。
-产品负责人查阅了速率的几项行业标准

以上做法中,哪一个不是估算速率的好方法?

A team is estimating their velocity. They have done the following to help estimate the velocity:

- The Developers have made a forecast of the velocity in future sprints for a type of product backlog items that they have never done before.
- The Scrum Master has looked back on the velocity of the previous sprints and has written down several historical values that help estimate the velocity in the next sprint.
- The Product Owner has looked up a few industry standards of velocity.

Which of these practices is not a good way to estimate the velocity?

Question

23  of 40
某Scrum团队历来表现出色。但是,最近他们未能实现冲刺目标,尽管在每个冲刺期都针对不可预见的问题预留了时间。Scrum Master在冲刺回顾会议上与团队一起调查了这个问题。

Developers发现最后一个冲刺存在以下问题:
-在每个冲刺后,团队都会发现工作流程有几个障碍
-管理层会定期提出需花费几个小时的意外要求
-专家团队成员突然被抽调去帮其他团队几天忙
-产品负责人上个月按计划休了两周的假期
哪一个问题是未实现冲刺目标的可能原因?

A Scrum team has a history of performing very well. However, recently they have not been able to meet their sprint goals, despite budgeting time in each sprint for unforeseen issues. The Scrum Master investigates this issue with the team in a sprint retrospective meeting.

The Developers identify the following problems with the last sprint:
- the team discovers a few impediments to the workflow after each sprint
- sudden requests that cost a few hours are regularly pushed by management
- specialist team members got suddenly pulled from the team to help other teams for days
- the Product Owner had taken a planned two-week vacation in the last month

Which problem is the most likely reason for not meeting the sprint goals?

Question

24  of 40
某团队采用的看板板有四列:

1-用户故事
2-待办
3-进行中(3)
4-已完成

第三列中的“(3)”最可能表示什么?

A team uses a Kanban board with four columns:

1 – User story
2 – To do
3 – Doing (3)
4 – Done

What is the most likely meaning of the '(3)' in the third column?

Question

25  of 40
Scrum板的主要用途是什么?

What is the main purpose of a Scrum board?

Question

26  of 40
某Scrum团队正在用燃尽图跟踪工作进度。在冲刺期间,燃尽图如下所示:



关于本次冲刺可以确定哪一项?

A Scrum team is using a burn-down chart to track their progress. During the sprint, the graph looks like this:



What is certain about this sprint?

Question

27  of 40
某团队决定在Scrum板上使用看板方法。他们引入了在制品限制(WiP-limit)的概念,并开始用Blocker Ticket识别阻碍任务完成的障碍。

Scrum Master不知道板上的障碍清除后该如何处理Blocker Ticket。直接抛弃的做法似乎不对。

为了给团队带来最大价值,Scrum Master应该如何处理Blocker Ticket?

A team decides to use Kanban techniques on their scrum board. They have introduced the concept of work-in-progress limits (WiP-limits) and started using blocker tickets to identify impediments that prevent a task from being completed.

The Scrum Master is unsure what to do with blocker tickets once an impediment is removed from the board. It seems wrong to just throw them away.

What should the Scrum Master do with blocker tickets to bring most value to the team?

Question

28  of 40
某Scrum团队发现了一个关键故障,他们认为必须马上解决。团队在冲刺期总是预留20%时间来修复故障。他们已经将一些遗留故障拉入本次冲刺待办事项列表,以充分利用这20%的时间。团队约定了修复故障不超过这20%的时间。

产品负责人发现了新的关键故障,而其优先级高于目前已经拉入本次冲刺的故障。

哪一项是应该采取的最佳行动?

A Scrum team has found a critical bug that they feel must be solved right away. The team always has 20% of the time in the sprint set aside for fixing bugs. They have already pulled some legacy bugs into this sprint backlog to fill up the 20%. The team has agreed not to spend more time than 20% on fixing bugs.

The Product Owner has identified the new critical bug as having a higher priority than the bugs they have currently pulled into the sprint.

What is the best action to take?

Question

29  of 40
即使是大型开发项目,最好也是一个产品配套一个产品待办事项列表。为了妥善管理单个产品待办事项列表,待办事项列表的规模不能过大。

如何将产品待办事项列表控制在合理的规模?

Even in large development projects it can be best to have only one product backlog for one product. To manage that single product backlog properly, the backlog cannot be too large.

How should the product backlog be kept to a reasonable size?

Question

30  of 40
某公司通过Nexus方法进行大项目规模化。

Nexus集成团队负责在一次冲刺中协调所有团队。每个团队各有Scrum Master帮助清除障碍。
全部Scrum团队只有一个产品负责人和一个产品待办事项列表。

这是否是Nexus方法的正确运用方式?

A company uses a Nexus approach to scale a large project.

The Nexus integration team coordinates a single sprint for all teams. Each team has their own Scrum Master to help remove roadblocks.
There is a single Product Owner and a single product backlog for all Scrum teams.

Is this the correct way of using a Nexus approach?

Question

31  of 40
不是每个项目都适合采用敏捷方法。某公司现有以下项目。

-人力资源部门的一个项目预算紧张,但最终期限未确定。项目的需求也不明确。
-IT部门的一个项目最终期限紧迫,预算紧张。不存在改变项目范围的空间。

哪个部门的项目适合采用敏捷方法?

Not every project is suitable for an Agile approach. A company has the following projects.

- A project in the HR department has a tight budget, but no determined deadline. The requirements of the project are not clear.
- A project in the IT department has a pressing deadline and a tight budget. There is no room to change the scope of the project.

Which department has a project that is not suitable for an Agile approach?

Question

32  of 40
某公司想在目前负责项目的一个Scrum团队的基础上新增一个Scrum团队。

什么时候新增比较好?

A company wants to use an additional Scrum team in addition to the Scrum team that is currently working on a project.

When is this a good idea?

Question

33  of 40
某公司在采用Scrum上面临困难。所有团队成员至少有一部分时间在家办公,这让Scrum Maste实施Scrum有难度。

团队尚未完成Scrum培训,他们频繁向Scrum Master提问。团队成员感到彼此之间没有连接,开会时经常分心。学习Scrum的意愿似乎不高。团队成员之间不经常交流,这也意味着他们不能很好地协调任务。

哪种工具对团队的帮助最大

A company has difficulties adopting Scrum. All team members work from home at least a part of the time. This makes implementing Scrum difficult for the Scrum Master.

The team has not finished training in Scrum yet and they often have questions for the Scrum Master. The team members feel disconnected from each other and often do not pay attention during meetings. Their will to learn Scrum seems low. The team members do not often communicate with each other. This also means they do not coordinate their tasks very well.

Which tool will help the team most?

Question

34  of 40
传统项目经理角色在Scrum中并不存在。但是,一些传统上由项目经理完成的活动仍然必须完成。这些任务大部分分配给了各Scrum角色。

仍旧必要的活动例子包括:
-确保Developers跟踪进度
-确保产品做好文档记录

谁应该承担这些活动?

The traditional project management role does not exist in Scrum. However, some activities that are traditionally done by the project manager must still be done. Most of these tasks are divided over the Scrum roles.

An example of activities that are still necessary includes:
- making sure that the Developers track progress
- making sure that the product has proper documentation

Who should take on these activities?

Question

35  of 40
某公司发现,当前流程无法交付可接受的成果。转型为Scrum似乎是最佳解决方案。

首席执行官制造了一种紧迫感,也在向干系人讲述他的计划。大多数员工都很想更多地了解敏捷,并开始了Scrum自学。

公司召开了一次大型会议,集体决定如何进行过渡。他们决定缓慢过渡到Scrum,先从一些小项目和单个Scrum团队着手。首席执行官决定培训采取自选,因为员工们都在积极自学。最重要的项目将由一个有经验的项目经理担任产品负责人。

半年后,公司的业绩并未达到采用Scrum的预期。此次转型宣告失败。

哪一项是转型失败的可能原因?

A company has discovered that the current process is not delivering acceptable results. Transitioning to Scrum seems like the best solution.

The CEO has created a sense of urgency and is also speaking to stakeholders about his plans. Most employees are excited to learn more about Agile and have started researching Scrum by themselves.

The company has a large meeting and collectively decides how to do the transition. They decide on a slow transition to Scrum, starting out with some small projects and a single Scrum team. The CEO decides to make training optional because the employees are so actively researching. For the most important project, an experienced project manager will act as the Product Owner.

After half a year, the results of the company have not been what was expected with Scrum. The transition is called a failure.

What is the most likely reason that the transition did not work?

Question

36  of 40
某团队正在转型到Scrum。Alexander是团队成员之一,他似乎真的不喜欢Scrum。他积极地公开反对Scrum实践,屡屡让会议气氛变得很糟糕。Alexander是一个破坏者。

Addy是团队的Scrum Master,他希望Alexander停手,这样团队才能成功。

哪一项是应对Alexander行为的最佳方式?

A team is transitioning to Scrum. One of the team members, Alexander, really seems to dislike Scrum. He is actively speaking out against Scrum practices and is turning the mood of any meeting sour. Alexander is a saboteur.

Addy is the Scrum Master of the team and wants Alexander to stop, so that the team can succeed.

What is the best way to respond to Alexander’s behavior?

Question

37  of 40
Scrum团队是自管理型。这意味着他们可以自由选择工作方式以及承诺。另外,团队自行解决问题,而且应涵盖所有的专业知识。

Scrum团队外的管理人员似乎毫无作用,但事实并非如此。

哪一项是管理人员在Scrum中的作用?

Scrum teams are self-managing. This means that they have freedom to choose a way of working, and what they commit to. Teams also solve their own problems and should have all expertises covered.

It would almost seem like there is no role left for management outside the Scrum team, but this is not true.

What is the role of management in Scrum?

Question

38  of 40
跨职能团队比其他团队更善于估算新任务的规模。

为什么他们更善于估算?

Cross-functional teams are better at estimating the size of new tasks than other teams.

Why do they make better estimates?

Question

39  of 40
某公司正在从传统文化向敏捷文化转型。其中一个团队有许多保守派。保守派对变革有阻抗,害怕由此而来的未知事物和不确定性。

哪一项是转型时期利用保守派的最佳方式?

A company is transitioning from a traditional culture to an Agile culture. On one of the teams, there are many conservers. The conservers resist change because of fear of the unknown and the uncertainty it brings.

What is the best way to make use of conservers during the transition?

Question

40  of 40
某公司董事会委托顾问来确定组织为何失去竞争优势。公司创造高复杂度产品,客户在产品演示后屡次提出新的需求。给出的建议是让公司变得更加敏捷。

公司决定立即向Scrum转型,并通知每个项目参与人员参加Scrum培训。新项目应一律采用Scrum。

管理层对目前的领导风格或组织架构不想做任何调整,因为这样会耽误时间。

以上是否是好的转型方式?

The board of a company has appointed consultants to identify the organization's loss of competitive advantage. The company creates highly complex products and the customers often have new requirements after product demonstrations. The recommendation is to become more Agile.

The company decides to switch to Scrum immediately and instructs everyone involved with projects to attend a Scrum training. New projects should all be using Scrum.

Management does not want to adjust any of the current leadership styles or structures, because that would make them lose time.

Is this a good way to transition?