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Jun 18 2021 |
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Introduction

考试说明

本试卷是EXIN Agile Business Professional (ABP.CH)模拟考试。 EXIN考试准则适用于该考试。

本试卷由30 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30分。每道题的分数是1分。您需要获得20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 30
什么是敏捷团队的期望行为?

Which is not a desired behavior for Agile teams?

Question

2  of 30
Eleni是一名经理。她对敏捷非常感兴趣,因为如今商界发展迅猛。她不禁问自己,当前的工作方式应做何改变才能实现敏捷。

她想到了一个问题,这个问题应该有助于改变公司的部分思维:

我们在工作中应该不断追求什么?

这个问题涉及了敏捷思维中的哪个要素?

Eleni is a manager. She is very interested in Agile because the world of business moves fast these days and is asking herself what should change from the current way of working to become Agile.

She comes across a question that should help change part of the business’ mindset:

What should we constantly aspire to as we do the work?

Which element of the Agile mindset does this question address?

Question

3  of 30
某团队因无法完成计划内工作而感到沮丧。在几次迭代过程中,经过调查和数据收集,他们发现:

-团队实际工作中计划外工作约占40%
-所有计划外的和临时通知的要求都来自高级管理层
-高级管理层也希望计划内工作能在原定的时间内完成

在这种情况下,团队如何利用持续改进推进工作?

A team is frustrated about not being able to get the work done they have planned. After some investigation and data collection during a few iterations, they find the following:

- Around 40% of the team’s actual work is unplanned
- All unplanned and short-notice requests come from upper management
- Upper management also expects planned work to get done within original time frames

In this scenario, how can the team use continuous improvement to move forward?

Question

4  of 30
在连续三次的日常例会上,都发现了同样的障碍。对第三方存在依赖性,阻碍了团队各项工作的进展。没有人解决这个问题,因为没有人负责“消除障碍”的任务。

团队目前可以继续工作,但很快就会需要第三方的意见。因此,工作的进展可能不如计划那么快,当前迭代的目标可能无法实现。

团队想要确保当前迭代仍能顺利完成。他们也认为,必须确保这种情况不会在未来重演。

什么是这个团队的最佳做法?

During three successive daily meetings the same impediment has been identified. There is a dependency on a third party that hinders the progress of various tasks of the team. No one has addressed the issue, because no one is responsible for the task ‘removing impediments’.

The team can continue their work for now, but input from the third party will be needed shortly. Therefore, the work may not progress as fast as planned and the goals for this iteration may not be achieved.

The team wants to make sure that the current iteration is still finished successfully. They also feel that they must make sure this scenario does not repeat in the future.

What is the best course of action for this team?

Question

5  of 30
Lara和Eric讨论在组织中引入敏捷。二人在如何确定新流程和其他战术上产生分歧。

Eric表示,新流程和战术应该直接效仿另一个已成功完成敏捷转型的直接竞争对手。

Lara建议,组织应先建立自己的新价值,并融入敏捷原则,然后将流程和战术建立在此基础之上。

谁是对的,理由是什么?

Lara and Eric are discussing introducing Agile in the context of their organization. They have a disagreement on how to determine the new processes and other tactics.

Eric states that the new processes and tactics should be copied from another organization, a direct competitor, that has already undergone a successful Agile transformation.

Lara suggests that the organization should first establish their own new values and incorporate the Agile principles, and then base processes and tactics on that work.

Who is right and for which reason?

Question

6  of 30
某大型医生诊所想要建立医疗支持团队。团队将是跨职能的:由一名接待员、一名理疗师、一名全科医生和一名心理医生共同合作。

管理层已经重新整合了人力资源,以适应新的医疗支持团队。他们为每个团队分别创造了团队空间,位置布置在大楼的同一区域,引入了看板,并决定团队每天早上必须开会讨论任务的进展。

虽然团队对这个突如其来的变革感到不知所措和迷茫,但他们仍然为患者提供了优质的护理服务。

该组织的实施是否展现了良好的敏捷思维?

A large doctors’ practice wants to establish medical support teams. The teams will be cross-functional: they will have a receptionist, a physical therapist, a general practitioner, and a psychologist working together.

Management has re-grouped their human resources to fit the new medical support teams. They have created a team space for each team to sit together in the same area of the building, introduced a Kanban board, and decided the team must meet every morning to discuss progress on the tasks.

Although the team feels overwhelmed and lost by this sudden change, they keep providing excellent care to their patients.

Is this organization demonstrating a good Agile mindset with its implementation?

Question

7  of 30
XYZ公司是一家大型的汽车零部件制造商和供应商,他们想要变得敏捷。CEO认为敏捷将对公司有利,因为它提供了一种更快完成任务的方法。同时,他还认为,敏捷可以通过在公司的各个领域应用相同的流程和实践来降低成本。

XYZ公司现在是否已经做好开始敏捷转型的准备?

Company XYZ is a large car parts manufacturer and supplier and wants to become Agile. The CEO feels that Agile will be beneficial for the company, as it provides a way of getting things done faster. At the same time, he argues, Agile can reduce costs by applying the same processes and practices across all areas of the company.

Is XYZ ready to start an Agile transition now?

Question

8  of 30
ABC公司的IT团队已经成功完成敏捷转型。团队中的一位成员试图说服营销团队也向敏捷转型。

营销人员中一部分人热情高涨,而另一部分人则犹豫不决,因为他们将敏捷与IT领域联系在一起,不相信敏捷工作方式会适合他们的团队。

为什么说敏捷对这个营销团队也有用?

The IT team of Company ABC has made a successful transition to the Agile way of working. One of the team members is trying to convince the marketing team to make the transition to Agile as well.

Some marketeers are very enthusiastic, while others are hesitant, because they associate Agile with the IT domain and they do not believe an Agile way of working will fit their team.

Why could Agile be useful for this marketing team as well?

Question

9  of 30
某公司选择开展一个小规模但雄心勃勃的敏捷试点。该试点不会涵盖团队的所有工作。团队成员会定期在敏捷试点和当前工作方式之间切换。他们将针对试点维护一个高度可视化的计划板。

应让团队警惕敏捷试点的哪一种风险?

A company has chosen to do a small, but ambitious Agile experiment. The experiment will not cover all the team’s work. The team members will be regularly switching between the Agile experiment and the current way of working. They will maintain a highly visible plan board for the experiment.

Of which risk to the Agile experiment should the team be warned?

Question

10  of 30
某团队同时进行多个工作项,但限制了单个团队成员每次的工作项数量。

这种做法如何缩短进入市场的时间和提高质量?

A team works on many items at the same time but sets a limit on the number of items that an individual team member can work on at a time.

How does this practice reduce time to market and enhance quality?

Question

11  of 30
什么是组织中敏捷思维的重要组成部分?

What are the essential parts of an Agile mindset in an organization?

Question

12  of 30
某团队正进行敏捷试点。他们决定使用简单的三列式计划板。

工作可视化的目的是什么?

A team is experimenting with Agile. They have decided to use a simple plan board with three columns.

What is the purpose of visualizing the work?

Question

13  of 30
某组织根据拥有相同的专业来组建团队。

这是个好主意吗?

An organization forms teams based on them having the same specialty.

Is this a good idea?

Question

14  of 30
某法务团队对组织不同部门的要求感到不堪负重。他们要不断地变更工作优先级,因为最后期限总是变化。他们想要改进自己的工作方式,但同时需要保持对工作的精准判断。

该团队是否能从敏捷工作方式中获益?

A legal team is feeling overwhelmed by requests from different parts of the organization. They continuously have to reprioritize work, because deadlines keep shifting. They want to improve their way of working, but also need to keep their sense of precision in their work.

Could this team benefit from Agile ways of working?

Question

15  of 30
某猫粮厂成功完成敏捷试点。他们让营销团队为网站制作了结合近期事件的博客。现在,他们希望营销团队将敏捷试点扩展到日常社交媒体任务的管理上。这意味着敏捷试点的扩展需要让营销团队承担不同类型的工作。

本例中的挑战是什么?

A cat food factory has done a successful experiment with Agile. They have let the marketing team create blogs for the website that tie in with recent events. They now wish the marketing team to expand the Agile experiment to managing daily social media tasks as well. This means that the Agile experiment will be expanded by asking the team to take on a different type of work.

What is a challenge in this scenario?

Question

16  of 30
Bricks & Mortar公司决定尝试目标和关键结果(OKR)。像许多其他组织一样,该公司经常未能实现既定目标。他们已经意识到,其中一个主要原因是没有客观的方法来度量与既定目标相关的结果。

Bricks & Mortar发现,将公司的战略意图和总体目标转化为一系列目标相当容易,但却发现每个既定目标要统一关键结果(KR)作为度量标准非常困难。

他们应该怎样做才能迅速统一?

The company Bricks & Mortar decided to give Objectives and Key Results (OKRs) a go. Like many other organizations they often fail to achieve set objectives. They have realized that one of the main reasons is that there is no objective way to measure outcomes associated to the objectives set.

Bricks & Mortar found it fairly easy to translate their strategic intent and overall goals to a set of objectives, but they are finding it extremely hard to agree on what Key Results (KRs) should be used as a metric for each of the set objectives.

What should they do to reach an agreement quickly?

Question

17  of 30
组织之所以利用敏捷,是因为敏捷能使他们应对不断变化的需求。解决方案开发到一部分时,经常会确定新的需求。这意味着有时必须修改已完成的工作。

当出现新需求时,什么是处理已完成工作修改的最佳方式?

Organizations use Agile because it enables them to be responsive to changing needs. New requirements are often identified while developing part of the solution. This means that sometimes changes must be made to work that is already done.

When new requirements emerge, what is the best way to handle changes to work that has already been done?

Question

18  of 30
Emilia是一家数据分析软件公司的经理。她已经成功地将敏捷引入她的组织中。

Bill是一家建筑公司的经理,他也想采用敏捷,目前正努力向他的团队推广敏捷工作方式。Bill想要团队学习Emilia的经验,并请她给他的团队召开入门培训。

Bill告诉团队要尽可能地照搬Emilia团队的实践。培训过后,团队准备敏捷试点。几周后,Bill的团队对采用敏捷实践表示疑虑。新的工作方式并没有给团队带来预期的结果。

Bill本应该有何不同的做法?

Emilia is the manager at a data analysis software company. She has successfully introduced Agile into her organization.

Bill is the manager of a construction company and would also like to adopt Agile. He is trying to introduce the Agile way of working to his team. Bill wants to his team to learn from Emilia’s experiences and asks her to lead introductory workshops with his team.

Bill tells the team to copy the practices from Emilia’s team as closely as possible. The team is left to experiment with Agile after the workshop. A few weeks later, Bill’s team expresses doubts about adopting the Agile practices. The new way of working is not giving the results the team expected.

What should Bill have done differently?

Question

19  of 30
ABC公司近期启动了敏捷工作方式的计划。公司内部不同团队经常共享相同的资源,他们尝试用看板对项目进行可视化管理。各团队并不擅长更新当前项目管理软件。

实际上,想办法为各个团队提供直观的在制品(WiP)信息,同时还能显示上级项目中所有团队的整体进度及其关键依赖关系,这也是一大挑战。

什么是这一问题的最佳解决方案?

Company ABC has recently started initiatives with Agile ways of working. In Company ABC, different teams often share the same resources, and they have tried to manage projects visually using Kanban boards. The teams are not very good at keeping the current project management software up to date.

It also proves to be challenging to find a way to provide individual teams with visual information on their work-in-progress (WiP), while also showing the overall progress of all teams in higher-level projects and their key dependencies.

What is the best solution to solve this problem?

Question

20  of 30
经过短暂的试点,某团队对采用敏捷表示了一些疑虑。该团队一如既往地按流程办事,如今却在不熟悉的领域里挣扎。他们的自然反应是拒绝改变并认为改变是一个坏主意从而导致失败。

团队将敏捷视为一套规范化的流程。他们觉得不能自由地按习惯的方式工作,而新的方式也没有让他们觉得高效。

下次团队会议应注意什么?

After a short experiment, a team expresses some doubts about adopting Agile. The team successfully followed their old processes, but now struggles in unfamiliar territory. Their natural reaction is to reject the change as a failure or a bad idea.

The team views Agile as a set of prescriptive processes. They do not feel the freedom to do the work the way they used to, and the new way does not feel productive.

What should a next team meeting pay attention to?

Question

21  of 30
采用敏捷时有许多事情可能出错,例如敏捷工作一段时间后出现文化漂移。

什么是避免文化漂移等陷阱的最佳做法?

In any Agile adoption, there are many things that can go wrong. An example is cultural drift after some time of working Agile.

Which is the best approach to avoid pitfalls like cultural drift?

Question

22  of 30
一家专门定制冲浪装备的小公司正在制定一套运行原则,启动敏捷试点。

该公司最关心的是客户满意度,他们意识到客户在看到部分工作后可能会改变主意。他们希望经常收到客户的反馈,以保持较低的变更成本。公司坚信,经过培训的专业人员应该自由决定先做什么和如何做。

由于公司规模较小,资源有限,管理者人数少,每个管理者要负责管理多个团队。

什么运行原则适合这家公司?

A small company specialized in customized surfing gear is developing a set of operating principles to start an Agile experiment.

The company cares most about customer satisfaction and realizes customers may change their mind after seeing part of the work. They want to receive customer feedback often to keep the cost of change low. The company strongly believes that trained professionals should have the freedom to determine what to do first and how to do it.

Since the company is small, resources are limited and there are only a few managers. Each of them manages multiple teams.

Which set of operating principles fits this company best?

Question

23  of 30
为什么协同对敏捷团队很重要?

Why is collaboration important for an Agile team?

Question

24  of 30
ZEBRA公司已经有效地组建了几个敏捷团队,在相当长的时间里,他们一直在团队工作。管理团队想要度量各团队的表现,从而给最挣扎的团队提供额外支持。

什么是度量各团队表现的最佳做法?

Company ZEBRA has effectively formed several Agile teams that have been working as a team for quite some time now. The management team wants to measure how the teams are doing, so they can give extra support to the teams that are struggling the most.

Which is the best approach to measuring the teams’ performance?

Question

25  of 30
敏捷团队应该如何专注于单成果价值?

How should Agile teams focus on a single outcome of value?

Question

26  of 30
只有少数组织能够一开始就为敏捷计划甚至一个迭代永久地分配不同技能的资源。而在小公司,可能永远无法获得资源以专注于单件流工作。这常常被列为敏捷无法在某个组织中发挥作用的一大原因。

在没有专门资源的情况下,是否有启动试点项目的可行方案?

Only few organizations can initially afford to permanently assign resources with different skills to an Agile initiative or even an iteration. In smaller companies, it may never be possible to get resources to concentrate on single-piece-flow work. This is often cited as a reason why Agile cannot work in a certain organization.

Is there a feasible manner to launch a pilot project, even without dedicated resources?

Question

27  of 30
仆人式领导必须不断成长,持续改进自己的行为,才能保持高效。他们的言行会有意无意地影响所处的组织的文化。

哪种特质能促进仆人式领导的成长?

A servant leader must keep growing and continuously improve their behavior to stay effective. Their words and actions will affect the culture of the organization they work in, whether intended or not.

Which characteristic facilitates a servant leader’s growth most?

Question

28  of 30
某团队正在努力应对优先于计划内工作的紧急要求。

什么是处理紧急要求的最佳方法?

A team struggles with emergency requests that take priority over planned work.

What is the best way to deal with emergency requests?

Question

29  of 30
CBA公司首次进行敏捷试点。指定团队与董事会一起确定了CBA公司的价值、信念和约束。

团队设立了计划板,认为其效果不错。另外,他们还将前几项任务分解成了小交付物。

他们已经整理出了一份成果清单,带着高度热情开始了第一批任务的工作。在开始处理第一批任务的过程中,团队开始感到有些失控。他们在哪些任务最重要以及先着手哪些任务上产生分歧。

在建立首个工作流时,团队应该问自己哪一个问题来重掌局势?

CBA Company is working on their first Agile experiment. The designated team has determined CBA Company's values, beliefs, and constraints, together with the board.

The team has set up a plan board and feels that it is working well. They have also broken down the first few tasks into small deliverables.

They have compiled a list of outcomes and have started to work on their first tasks very enthusiastically. As they start working on the first tasks, the team starts to feel a bit out of control. They cannot agree on which tasks are most important and should happen first.

In setting up their first workflow, which question should the team ask itself to regain control?

Question

30  of 30
敏捷转型后的前几个月,可视化是帮助新团队理解新工作流的关键要素。

为什么?

In the first few months after a transition to Agile, visualization is a key element in helping new teams understand the new workflows.

Why is that?