The “CityStream” development team is building a complex traffic management application. Instead of waiting six months to release the entire system, the Project Manager decides to use an iterative approach (Agile), releasing a basic version of the routing engine to a small test group in the first four weeks. During this first cycle, the team discovers that the GPS data lag is much higher than anticipated, making the current algorithm unusable for real-time updates.
Based on this scenario, how did the iterative process help the team mitigate risk?
a. By focusing solely on the technical feasibility of the user interface.
b. By identifying and addressing the data lag issue early through testing and feedback.
c. By ensuring the team strictly followed the initial 6-month project plan.
A design team wants to fix “long queues at ticket machines.” They write this main problem in the center of a grid. Around it, they come up with eight related areas, like “Payment Methods” or “Screen Design.” They then take “Payment Methods” and put it in the center of a new grid to brainstorm eight even more specific ideas just for that topic.
Based on this, what is the main goal of the Lotus Blossom technique?
a. To take one big idea and break it down into many smaller, detailed ideas.
b. To check if the ticket machine software has any bugs.
c. To track how a user feels as they walk through the station.
d. To pick one final idea by having the team vote.
Maria is known for her ability to build strong relationships, motivate her team, and communicate effectively. She is often described as outgoing and enthusiastic. Which DISC style is Maria most likely exhibiting?
a. Supportive (S)
b. Conscientiousness (C)
c. Inspiring (I)
d. Dominance (D)
Maria 善于建立牢固的人际关系、激励团队并进行有效沟通。人们通常认为她性格外向且充满热情。Maria 最有可能表现出哪一种 DISC 风格？
此处有一段内容暂不支持显示。
答案
c. 激励型／影响型（I）
理由
激励型（I）的人通常外向、热情、乐观、有说服力，并且重视人际关系和社交互动。他们往往具有感染力，善于沟通、建立关系和激励他人，因此 Maria 的特征最符合这一类型。
Question 6
A primary benefit of using user stories is that they foster cross-functional collaboration between developers, designers, and business stakeholders.
A design team is developing a touch-screen interface for a new “Smart Fridge” aimed at busy parents. During ideation, the team feels they have plenty of data, but they struggle to visualise the emotional state of a parent trying to use the screen while holding a crying toddler and a grocery bag. The lead designer suggests creating an Empathy Map to synthesize their findings into four quadrants: what the user says, thinks, does, and feels.
Based on this scenario, how would the use of an empathy map specifically help the UX team improve the product?
a. By providing a technical blueprint that outlines exactly how the software architecture should be built.
b. By identifying gaps in their current user research, such as not knowing what a parent “thinks” during a stressful moment.
c. By allowing the team to bypass the user testing phase since the map predicts all future behaviors.
A development team starts a project with the problem statement: “Students struggle to find counseling appointments on campus.”
After two weeks of user interviews, they discover that the real issue isn't a lack of appointments, but rather that students feel too intimidated to book them in person. If the team continues focusing only on “finding appointments,” they will build a scheduling tool that no one uses because the emotional barrier hasn't been addressed.
“How might we create a discreet and supportive booking process that removes the intimidation students feel when seeking mental health support?”
Based on this scenario, why is it important for the team to revisit and update their problem statement?
a. To ensure the project evolves to solve the actual problem discovered through research.
b. To show stakeholders that the team is working fast and making visible progress.
c. To prevent the team from having to change the project's technical scope later on.