项目管理专业人士资格认证（PMP）题库（1459题）

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一家公司正在从预测方法向敏捷方法过渡。在最后两次冲刺评审期间，产品负责人抱怨开发团队，指出增量不符合用户场景中定义的验收标准。开发团队抱怨定义了冲刺代办事项列表的产品负责人，因为待办事项列表中的事项不能在项目开始时约定的两周的冲刺中交付。作为服务型（仆人型）领导者，项目经理应该如何解决这种情况？A company is transitioning from a predictive to an agile approach. During the last two sprint reviews, the product owner complained about the development team, indicating that the increments do not meet the acceptance criteria defined in the user stories. The development team complained about the product owner, who is defining sprint backlog items, because the backlog items cannot be delivered during the 2-week sprints agreed to at the beginning of the project. How should the project manager resolve this situation in their new role as servant leader?

A.查组织过程资产（OPAs），找出类似的情况，并审查所采取的解决行动。Review the organizational process assets (OPAs) to find similar situations and review the resolution actions taken.

B.要求团队使用下一个冲刺来完成前几个冲刺剩下的所有技术债务。Request that the team use the next sprint to complete all technical debt remaining from the previous sprints.

C.将冲刺延长至3周，以完成产品负责人要求的工作。Extend the sprints to 3 weeks to allow the work requested by the product owner to be completed.

D.鼓励整个团队根据他们的角色被授权并对所做的决定负责。Encourage the whole team to be empowered and accountable for the decisions made according to their roles.

知识点：PMP冲刺题

参考答案：D

解析：产品负责人负责定义产品待办事项列表，开发团队根据速度从产品待办事项列表中选择他们在冲刺中可以完成的工作量。根据题干，产品负责人单方面定义了冲刺待办事项列表，导致开发团队不能在规定时间内交付，角色职责出现偏差。项目经理需要明确团队的角色和职责，并鼓励他们对自己的工作拥有自主权。选项B错误，与技术债务无关。选项C错误，冲刺周期一般是固定的，不延期。