项目管理专业人士资格认证（PMP）题库（1459题）

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你发现按照当前的冲刺节奏，一周的冲刺时长已不实际。开发团队无法在一周内创造出成形的产品、完成测试并批准产品。冲刺速度非常低，利益相关方非常担忧。作为Scrum 主管，你应该怎么做？
You have found that the one‐week sprint length is no longer a viable rhythm for your current sprint. The development team can’t create tangible, tested, and approved the product within one week. The sprint velocity is very low, which is very concerning to various stakeholders. As a scrum master, what should you do?

A.将冲刺时长增加到两周。开发团队在为期两周的冲刺时长中生产力会更高。 Increase the sprint length to two weeks. The capacity of a development team during a two‐week sprint will be higher.

B.保持当前的冲刺时长。 较短的冲刺时长减少了从利益相关方收到反馈的时间。 Keep the current sprint length. Shorter sprints decrease the amount of time between feedback received from stakeholders.

C.改变冲刺目标。 既然团队无法实现冲刺目标，该目标便变得无关紧要 Change the sprint goal. As the team can’t achieve the sprint goal, it becomes irrelevant

D.取消冲刺并开始一个故事点数较少的新冲刺 Cancel the sprint and start a new one with a smaller number of story points

知识点：PMP敏捷专项练习题（一）

参考答案：C

解析：敏捷实践指南P25，规划基于迭代的敏捷。冲刺时长在开始冲刺后不会改变，一个冲刺阶段故事点和时长都是计划好的，不能随意调整，对于未完成的故事点可以由产品负责人进行接下来冲刺的排期规划。因此A和D不对，而B，冲刺速度非常低，如果我们继续保持的话，对项目不利。