模拟三-错题

2、 [多选] 一家组织正在开展一个软件应用程序开发项目,有不同的相关方参与到该项目的不同阶段。项目经理应该如何让相关方在整个项目过程中参与?
An organization is working on a software application development project with different stakeholders involved in different stages of the project. How should the project manager involve stakeholders throughout the project?

  •  A :使用来自相关方的信息来制定项目需求 Use information from interested parties to develop project requirements

  •  B : 定期与所有相关方确认关键项目决策 Regularly confirm key project decisions with all interested parties

  •  C :让相关方参与制定项目商业论证 Involve interested parties in developing project business case

  •  D :不断与所有相关方分享项目状态报告 Continuously share project status reports with all interested parties

正确答案:B 你的答案:D

解析:知识点出处:PMBOK 6th 页码:P522 章节:13.2.3.1 相关方参与计划是项目管理计划的组成部分。 它确定用于促进相关方有效参与决策和执行的策略和行动。 解析规划好相关方的定期决策,让相关方持续参与项目。

20、 [多选] 一个项目涉及来自一个知名供应商的硬件,在项目的中间阶段,该项目经理注意到硬件的质量下降。一名团队成员希望立即开展质量检查。哪一份文件中包含检查规定?
A project involves hardware from a reputable supplier.In the middle of the project,the project manager notice that the quality of the hardware has declined;a team member wants to conduct a quality inspection immediately.What document contains the provisions for inspection?

  •  A : 质量测量指标 Quality metrics

  •  B :风险登记册 Risk register

  •  C :采购合同 Procurement contract

  •  D :绩效报告 Performance reporting

正确答案:A 你的答案:C

解析:知识点出处: PMBOK 6th 页码:P287 章节:8.1.3.2 质量测量指标: 质量测量指标专用于描述项目或产品属性,以及控制质量过程将如何验证符合程度 质量该怎么检查,检查到什么程度,在质量测量指标里。

23、 [多选] 在什么时候通过增加剩余项目的预算(利用业绩表现修正的)达到当前实际的计算EAC的方法最经常使用?
When is the most frequently used method of calculating EAC by increasing the budget of the remaining projects (corrected by performance) to achieve the current actual calculation?

  •  A :在偏离被视为非典型的偏离的时候 Current variances are viewed as atypical ones

  •  B :由于条件发生变化,初始的估计假定不再可信的时候 Original estimating assumptions are no longer reliable because conditions have changed

  •  C : 当前的偏离被视为未来偏离的代表的时候 Current variances are viewed as typical of future variances

  •  D :初始的估计假定被认为存在根本性缺陷的时候 Original estimating assumptions are considered to be fundamentally flawed

正确答案:C 你的答案:B

解析:知识点出处: PMBOK 6th 页码:P265 章节:7.4.2.2 预测:假设以当前 CPI 完成 ETC 工作。这种方法假设项目将按 截至目前的情况继续进行,即 ETC工作将按项目截至目前的累计成本绩效指数(CPI) 实施。公式:EAC = BAC/CPI。 利用业绩表现修正,说明偏差 具备代表性, 属于典型偏差。

29、 [多选] 项目经理在项目执行中途负责管理该项目。项目相关方对团队绩效和交付表示担忧。团队成员向项目经理保证,根据批准的范围,项目符合进度计划和预算。 若要管理这项目的相关方,项目经理应查阅哪份文件?
The project manager is responsible for managing the project in the midway of the project. Project stakeholders are concerned about team performance and delivery. The team members assure the project manager that the project is in line with the schedule and budget according to the approved scope. Which document should the project manager review to manage the stakeholders involved in this project?

  •  A : 绩效报告 Performance Report

  •  B :项目管理信息系统 (PMIS)Project Management Information System (PMIS)

  •  C :绩效改进计划 Performance Improvement Plan

  •  D :培训计划 Training Program

正确答案:A 你的答案:B

解析:知识点出处: PMBOK 6th 页码:P382 章节:10.2.1.3 工作绩效报告: 根据沟通管理计划的定义,工作绩效报告会通过本过程传递给项目相关方可以表现为有助于引起关注、制定决策和采取行动的仪表指示图、热点报告、 信号灯图或其他形式。 相关方担心绩效,就把绩效报告给相关方看,用以引起 关注或制定决策。

31、 [多选] 在某建设工程项目的地基开挖过程中,对于因气候原因造成的进度延后风险,项目经理采取了风险接受的策略。由于在施工期间下特大雨,工程不得不停工3天。项目经理应该怎么做?
During the foundation excavation of a construction project, the project manager adopts risk acceptance strategy for the delay risk caused by climate reasons. Due to the extremely heavy rain during the construction period, the project has to be suspended for 3 days.

  •  A : 使用应急储备 To use emergency reserves

  •  B :把项目工期延长3天 To extend the project duration by 3 days

  •  C :要求保险公司赔偿 To make a claim to the insurer

  •  D :与团队成员开会讨论处理方案 To meet and discuss with team members for handling solutions

正确答案:A 你的答案:D

解析:知识点出处: PMBOK 6th 页码:P443 章节:11.5.2.4 接受风险接受是指承认威胁的存在,但不主动采取措施。 接受策略又分为主动或被动方式。最常见的主动接受策略是 建立应急储备。被动接受策略则不会主动采取行动。 最常见的主动接受策略是建立应急储备。

33、 [多选] 两名项目团队成员经常对项目工作方法产生分歧,若要解决这样的情况,项目经理应该做什么?
Two project team members often disagree on project working methods. What should the project manager do to resolve this situation?

  •  A :与这些团队成员的直接经理进行面对面的会谈 Have face-to-face meetings with the direct managers of these team members

  •  B :审查团队绩效数据以确定这是否影响项目 Review team performance data to determine if this affects the project

  •  C :组织团队建设活动以增强团队关系 Organize team building activities to enhance team relationships

  •  D : 使用冲突管理技能,营造一个积极的工作环境 Use conflict management skills to create a positive work environment

正确答案:D 你的答案:A

解析:知识点出处: PMBOK 6th 页码:348 章节:9.5.2.1 冲突管理 :成功的冲突管理可提高生产力,改进工作关系。同时,如果管理得当,意见分歧有利于提高创造力和改进决策。 如果管理得当,有助于提高创造力和改进。

37、 [多选] 一位敏捷教练被分配到一个新成立的团队中,负责他们的第一个项目。教练安排了团队,提供了关于敏捷最佳实践的培训,并解释说敏捷团队是自我管理的。然而,团队成员正在努力从看板面板分配用户故事,并且由于缺乏协作,生产力正在受到影响。敏捷教练的最佳行动方案是什么?
An agile coach has been assigned to a newly formed team with their first project. The coach colocated the team, provided training on agile best practices, and explained that agile teams are self-managing. However, the team members are struggling to assign user stories from the Kanban board, and productivity is suffering as a result of the lack of collaboration. What is the best course of action for the agile coach?

  •  A :忽略这个问题,因为敏捷团队应该是自我管理的 Ignore the problem as agile teams are supposed to be self-managing.

  •  B :从现在开始,将用户故事标记给各个团队成员 Assign the user stories to individual team members from now onward

  •  C :将团队章程替换为更有生产力的项目团队的章程 Replace the team charter with one from a more productive project team.

  •  D : 采取更直接的方法,由于团队仍处于形成阶段 Take a more directive approach since the team is still in its forming stage.

正确答案:D 你的答案:C

解析:知识点出处: PMBOK 6th 页码:P338 章节:9.4 塔克曼阶梯理论:形成阶段 、 震荡阶段 、规范阶段、成熟阶段 、 解散阶段 形成阶段,敏捷教练应该指导团队。

45、 [多选] 在新目标国家推出产品前不久,公司意识到该产品并不完全符合当地的数据隐私法。由于预算限制,公司管理层要求项目团队将可能的罚款成本与返工成本进行比较。返工的一部分包括向产品待办事项列表中添加新需求。在这种情况下,下面哪个选项最有可能帮助到你?
Shortly before rolling out a product in a newly targeted country, a company realizes that the product does not fully comply with local data privacy laws. Due to budget constraints, the company management asks the project team to compare costs for possible fines with costs for rework. Part of the rework would involve adding new requirements to the product backlog. In this situation, which of the following is most likely to help?

  •  A :重构 Refactoring

  •  B :用户画像 Personas

  •  C : 阶段关口 A phase gate

  •  D :快速跟进 Fast tracking

正确答案:C 你的答案:A

解析:知识点出处: PMBOK 6th 页码:P18 章节:1.2.4 阶段关口: 为做出进入下个阶段、进行整改或结束项目集或项目的决定,做的阶段末审查。 审查一个阶段末的问题,做成本效益分析,以决定下个 阶段的项目。

46、 [多选] 项目经理正在制定进度管理计划。由于客户表示需要尽早频繁地交付商业价值,因此项目经理选择将迭代计划与待办事项列表合并。该项目的进度管理计划中需要解决以下哪项?(选择三项)
The project manager is in the process of developing the schedule management plan. Since the customer has expressed the need for early and frequent delivery of business value the project manager elects to incorporate iterative scheduling with a backlog. Which of the following will need to be addressed in the schedule management plan for this project?(Choose three)

  •  A :在资源可用时使用看板面板来从待办事项列表拉动工作 Using a Kanban board to pull work from the backlog when resources become available

  •  B : 使用基于适应型生命周期的滚动式规划 Accounting for rolling wave planning based on an adaptive life cycle

  •  C : 以用户故事的形式记录需求 Documenting the requirements in the form of user stories

  •  D :在初始项目计划期间将工作包分解为活动清单 Decomposing work packages into an activity list during initial project planning

  •  E : 在项目待办事项中确定并优化用户故事的优先级 Prioritizing and refining the user stories in the project backlog

正确答案:B,C,E 你的答案:A,C,E

解析:知识点出处:PMBOK 6th 页码:P177 章节:6 项目进度管理的发展趋势和新兴实践:具有未完项的迭代型进度计划。这是一种基于适应型生命周期的滚动式规划(B),例如敏捷的产品开发方法。这种方法将需求记录在用户故事中(C),然后在建造之前按先级排序(E)并优化用户故事,最后在规定的时间盒内开发产品功能。 具有未完成项的迭代型进度计划,而非按需进度计划,因此不选A。

47、 [多选] 项目经理在制定项目进度计划时,希望按照符合逻辑的方式排列任务顺序,并使用至少有高级的承包商。项目经理应该查阅哪份文件?
The project manager wants to arrange the task order in a logical way and use at least a noble contractor while developing the project schedule. Which document should the project manager check?

  •  A :里程碑清单 List of milestones

  •  B :项目范围说明书 Project scope statement

  •  C :活动清单 Activity list

  •  D : 活动属性 Activity attributes

正确答案:D 你的答案:C

解析:知识点出处: PMBOK 6th 页码:P186 章节:6.2.3.2 活动属性:活动属性可能包括活动描述、紧前活动、紧后活动、逻辑关系、提前量和滞后量(见 6.3.2.3 节)、 资源需求、 强制日期、制约因素和假设条件 活动属性的概念

49、 [多选] 项目发起人通知项目经理一项新的政府法律被批准了,该法律将影响项目的进度计划和预算,这种可能性作为一种主动接受的威胁包含在风险管理计划中。 项目经理下一步应该做什么?
The project sponsor informs the project manager that a new government law has been approved that will affect the project's schedule and budget, and this possibility is included in the risk management plan as a proactively accepted threat.What should the project manager do next?

  •  A :更新风险管理计划,并记录经验教训 Update the risk management plan and record lessons learned

  •  B :向变更控制委员会(CCB)提交一份变更请求 Submit a change request to the Change Control Board (CCB)

  •  C : 使用应急储备来管理这种情况 Use emergency reserves to manage this situation

  •  D :评估管理储备来控制该风险 Assess management reserves to control the risk

正确答案:C 你的答案:B

解析:知识点出处: PMBOK 6th 页码:P443 章 节:11.5.2.4 接受风险:接受是指承认威胁的存在,但不主动采取措施。 接受策略又分为主动或被动方式。最常见的主动接受策略是建立应急储备。被动接受策略则不会主动。 最常见的主动接受策略是建立应急储备。

52、 [多选] 你被分配到一个软件开发项目。产品需求在一开始就没有明确定义。因此,决定是使用敏捷框架来开发产品。项目的其他方面将使用传统的瀑布式项目管理方法进行管理。以下哪一项可能会花费较少的时间来开发和/或实现该项目?
You are assigned to a software development project. The product requirements are not clearly defined upfront. Therefore, it has been decided to develop the product using an agile framework. Other aspects of the project will be managed using the traditional waterfall project management approach. Which of the following might you spend less time developing and/or implementing for this project?

  •  A :项目章程 The project charter

  •  B :问题日志 The issue log

  •  C : 变更管理计划 The change management plan

  •  D :确认范围过程 The Validate Scope process

正确答案:C 你的答案:B

解析:知识点出处: PMBOK 6th 页码:P88 章节:4.2.3.1 变更管理计划:描述在整个项目期间如何正式审批和采纳变更请求。 敏捷中没有变更管理计划。因此敏捷部门无须制定。

56、 [多选] 随着项目的进展,偏差分析表明与绩效测量基准相比,实际的项目绩效会恶化。因此,对成本、进度和范围的估算不再有效。团队确定大量的新功能、变更请求和缺陷修复是差异背后的主要原因。项目经理要确保在实际进展的基础上对项目的剩余工作进行进一步的估算,最好的行动方案是什么?
As the project progresses, the variance analysis shows that actual project performance compared to the performance measurement baseline deteriorates. As a result, estimates for cost, schedule, and scope are no longer valid. The team determines that a high volume of new features, change requests, and defect repairs are the main reason behind the variance. What is the project manager's best course of action to ensure that further estimates for the remainder of the work on the project are made based on real progress?

  •  A : 将产品开发方法转换为通过短迭代来适应和度量进度 Switch the product development approach to adaptive and measure progress via short iterations

  •  B :限制项目中允许的新功能、变更请求和缺陷修复的数量 Limit the number of new features, change requests, and defect repairs allowed on the project

  •  C :请使用自下而上估算成本和进度计划估算技术以及三点估算范围 Use a bottom-up estimating technique for cost and schedule, and three-point estimating for scope

  •  D :基于单个的基准而不是单一的综合基准来衡量进度 Measure progress based on the individual baselines instead of the single integrated baseline

正确答案:A 你的答案:C

解析:知识点出处: 敏捷实践指南 页码:P18 章节:3.1 四种生命周期特征。 变更过多,说明需求是动态的,不建议使用瀑布型。

66、 [多选] 项目经理与多位高管相关方一起参与一个生命周期替换项目,其中一位相关方强烈反对该项目。若要获得该相关方的支持,项目经理应该怎么做?
A project manager joins a life cycle replacement project with multiple executive stakeholders,one stakeholders is strongly against the project.What should the project manager do to gain the stakeholders'support ?

  •  A :制定权力/影响力方格,以确定该相关方影响项目的能力并确认其支持 Develop A power/influence grid to determine the stakeholders’ ability to influence the project and confirm its support

  •  B :创建相关方参与计划,以确定该相关方的项目支持水平 Create a stakeholder engagement plan to determine the stakeholder’s level of project support

  •  C :将该问题升级上报给项目推动者,并请求替换一个支持该项目的相关方 Escalate the issue to a project champion and request an alternate stakeholder that will support the project

  •  D : 执行相关方分析,以确定缺乏项目支持的原因并对这些原因进行优先级排序 Conduct a stakeholder analysis to identify and prioritize reasons for the lack of project support

正确答案:D 你的答案:B

解析:知识点出处: PMBOK 6th 页码:P512 章节:13.1.2.3 相关方分析: 相关方分析会产生相关方清单和关于相关方的各种信息, 例如,在组织内的位置、在项目中的角色、与项目的利害关系、期望、态度(对项目的支持程度),以及对项目信息的兴趣。 先进行相关方分 析,再更新参与 计划。B在D后面。 A确认其支持 不对。

78、 [多选] 在一个项目的早期阶段,项目经理与许多相关方开会,就项目的目标、关键可交付成果和预算达成共识。项目经理现在可以完成哪份文件?
In the early stages of a project, the project manager meets with many interested parties to reach consensus on the project's goals, key deliverable, and budget. Which document can the project manager complete now?

  •  A :项目管理计划 Project management plan

  •  B :商业论证 Business case

  •  C : 项目章程 Project charter

  •  D :可行性计划 Feasibility plan

正确答案:C 你的答案:B

解析:知识点出处: PMBOK 6th 页码:P81 章节:4.1.3.1 项目章程:项目章程是由项目启动者或发起人发布的,正式批准项目成立,并授权项目经理使用组织资源开展项目活动的文件。它记录了关于项目和项目预期交付的产品、服务或成果的高层级信息。项目章程的三个作用。

79、 [多选] 作为估算活动持续时间过程的一部分,项目经理促成了与产品负责人和Scrum团队的冲刺计划会议。项目经理将用户故事分解为较小的任务项,以小时为单位估算所需时间,并根据团队的能力确定冲刺待办事项列表。尽管计划周密,冲刺还是失败了。项目经理当初可采取什么样的不同做法?
As part of the Estimate Activity Durations process, the project manager facilitates a sprint planning meeting with the product owner and Scrum team. The project manager breaks down the user stories into low-level tasks, estimates the time required in hours, and determines the sprint backlog based on the team's capacity. Despite meticulous planning, the sprint fails. What might the project manager have done differently?

  •  A :在确定冲刺待办事项列表之前,要求团队为产品待办事项列表设优先级 Asked the team to prioritize the product backlog before determining the sprint backlog

  •  B :将确定的低级任务分配给项目进度计划中的特定人员 Assigned the identified low-level tasks to specific individuals in the project schedule

  •  C : 授权团队确定他们在冲刺期间可以完成多少用户故事 Empowered the team to determine how many user stories they can complete during the sprint

  •  D :在估算用户故事和任务的大小时,使用故事点而不是小时 Used story points instead of hours while estimating the size of the user stories and tasks

正确答案:C 你的答案:D

解析:知识点出处: 敏捷实践指南 页码:P153 章节:术语表 自组织团队:它是一种跨职能团队,其中为实现团队目标团队成员根据需要轮换着发挥领导作用。 自组织团队的核 心就是做什么事情,团队成员说了算。

84、 [多选] 在项目执行阶段,项目经理了解到一些相关方认为已批准的变更是不必要的,所以他们对接受这些变更犹豫不决,这些变更对项目的成本和进度基准影响很小。 项目经理应该做什么?
During a project's execution phase,the project manager learns that some stakeholders are hesitant to accept approved changes because they believe the changes are unnecessary.These changes have minimal effect on the project's cost and schedule baselines. What should the project manager do?

  •  A :将该问题升级上报给高级管理层 Execute the issue to senior management

  •  B :要求变更控制委员会(CCB)重新审查批准的变更 Ask the change control board(CCB)to re-review the approved changes

  •  C : 与这些相关方开会,打消他们的顾虑 Meet with these stakeholders do address their concerns

  •  D :执行这些变更,因为它们的影响微不足道 Execute the changes since their impact is insignificant

正确答案:C 你的答案:B

解析:知识点出处: PMBOK 6th 页码:P524 章节:13.2 在管理相关方参与过程中,需要开展多项活动,例如: • 在适当的项目阶段引导相关方参与,以便获取、确认或维持他们对项目成功的持续承诺; • 通过谈判沟通管理相关 方期望; • 处理与相关方管理有关的任何风险或潜在关注 点,预测相关方可能在未来引发的问题; • 澄清和解决已识别的问题。 变更已批准,通过谈判与沟通处理相关方期望。

91、 [多选] 项目经理正在制定项目进度计划,并希望赋予团队比过去项目更多的决策权。他创建了一个甘特图,显示WBS工作包级别的活动,这些活动被分配给团队而不是个人。然后,他将工作包记录在一个看板面板的待办事项列表中。项目经理如何通过理想化的属性和行为使用鼓舞人心的激励来授权团队?
A project manager is developing the project schedule and wants to empower the team with more decision making authority than past projects. He creates a Gantt chart that displays activities down to the work package level of the WBS, which are assigned to the team rather than individuals. He then records the work packages in the backlog of a Kanban board. How might the project manager use inspirational motivation to empower the team through idealized attributes and behaviors?

  •  A :采取自由放任的领导风格 Adopt a Laissez-faire leadership style

  •  B :融入仆人型领导者的要素 Incorporate the elements of a servant leader

  •  C :利用例外管理 Utilize management by exception

  •  D : 使用变革型领导风格 Use a transformational leadership style

正确答案:D 你的答案:A

解析:知识点出处:敏捷实践指南 页码:P73 章节:6.1.2 变革就绪情况: • 积极明确的管理层支持; • 变革管理实践,包括沟通和引导; • 逐个项目应用敏捷实践 • 向团队增量地引入敏捷实践;以及 • 通过采取适用的敏捷技术和实践示范引导。 从题干看出,这明显是从瀑布型向敏捷型的变革,需要变革型领导风格。

99、 [多选] 在开发一个新产品时,耐久性测试是关键路径上的一项重要活动。然而,测试设施被一个优先级较高的项目占用,且占用时间比原计划长。项目经理接下来应该怎么做?
In the development of a new project the endurance testing is an important activity on the critical path. However, the last facility is occupied by a higher project. Which is taking longer than initially planned. What should the project manager do text?

  •  A :为延迟的项目开展根本原因分析 Perform a root cause analysis for the delayed project

  •  B : 审查风险登记册中的适当响应 Review the risk register for the appropriate response

  •  C :将延期情况通知项目相关方 Inform the project stakeholders about the delay

  •  D :将问题上报给高级管理层 Escalate the issue to senior management

正确答案:B 你的答案:A

解析:知识点出处: PMBOK 6th 页码:P455 章节:11.7.1.2 风险登记册: • 已识别单个项目风险 • 风险责任人 • 商定的风险应对策略 • 以及具体的应对措施。 遇风险,先查册

102、 [多选] 在一个公路施工项中,最近出现了返工的情况,导致项目经理非常担心项目的不一致性成本。项目经理来寻求你的帮助。你能给他的最好的建议是?
In a road construction project, the rework that happened lately makes the project manager very concerned about the inconsistency cost of no-conformance. The project manager turns to you for help. What is the best advice you can offer?

  •  A :重新进行规划质量管理过程 To re-plan the quality management process

  •  B :加强质量控制 To strengthen the quality control

  •  C : 开展质量审计 To perform quality audit

  •  D :开展标杆对照 To carry out benchmarking control

正确答案:C 你的答案:A

解析:知识点出处: PMBOK 6th 页码:P295 章节:8.2.2.5 审计:采取后续措施纠正问题,可以降低质量成本,并提高发起人或客户对项目产品的接受度。 审计可以降低质量成本。

114、 [多选] 一家公司已与一家水电站签订了软件开发合同。项目管理计划指定Scrum作为开发方法。在项目的几次冲刺阶段,监管机构通知执行机构,由于新的环境法,原本不包括在范围基准中的安全功能将需要被内置到软件中。项目经理的最佳行动方案是什么?
A company has been contracted to develop software for a hydroelectric plant. The project management plan specifies Scrum as the development approach. Few sprints into the project, regulators notify the performing organization that due to new environmental laws, safety features originally not included in the scope baseline will need to be built into the software. What is the project manager's best course of action?

  •  A : 发出变更请求以更新项目管理计划,一旦获得批准,确保范围基准得到更新 Issue a change request to update the project management plan and, once approved, ensure that the scope baseline is updated

  •  B :与产品负责人进行根本原因分析,以确定为安全功能最初未包含在范围中的原因 Conduct a root cause analysts with the product owner to determine why the safety features were not included in the scope in the first place

  •  C :使用MoSCoW优先级模型来梳理范围基准,并将新的安全功能分类为"应具有" Use the MoSCoW model of prioritization to groom the scope baseline and categorize the new safety features as "should have"

  •  D :在冲刺计划期间与团队讨论新功能,如果团队同意,请他们在下次冲刺中实现功能 Discuss the new features with the team during sprint planning and if the team agrees, ask them to implement the features in the next sprint

正确答案:A 你的答案:B

解析:知识点出处: PMBOK 6th 页码:P113 章节:4.6 变更流程:变更提出后,先分析影响,再提交含解决措施的变更请求给 CCB 存在范围基准,说明使用了混合方法 改变了范围基准, 需要提交变更请求。

117、 [多选] 项目经理加入一个项目,但项目经理在该项目所涉及的行业经验有限,在该项目的整个生命周期中,项目经理精心记录每个差距、问题和不一致性。但是,无论项目经理如何记录和跟踪生产问题,但问题都没有得到解决,这使项目交付面临风险。 若要解决这些问题,项目经理事先应该做什么?
A project manager joins a project in an industry with which they have limited experience.Throughout the project's life cycle,the project manager meticulously documents each gap, problem,and inconsistency.However,production issues remain ,unresolved;regardless of the project manager's efforts to record and track them,which puts project delivery at risk. What should the project manager have done to resolve these issues?

  •  A :调整范围基准和项目进度计划与客户需求保持一致 Aligned the scope baseline and project schedule to the customer's needs

  •  B : 使用主题专家(SMEs)提供适合的应对行动 Used subject matter experts(SMEs) to provide suitable response actions

  •  C :审查相关方的需求与验收标准相匹配 Reviewed stakeholder requirements to match the acceptance criteria

  •  D :检查需求跟踪矩阵,以确保它与可交付成果相联系 Examined the requirements tractability matrix to insure that it linked to the deliverables.

正确答案:B 你的答案:D

解析:知识点出处: PMBOK 6th 页码:P94 章节:4.3.2.1 • 关于项目所在的行业以及项目关注的领域的技术知识; • 成本和预算管理; • 法规与采购; • 法律法规; • 组织治理。 看到行业领域的事情,一般都找专家判断。

118、 [多选] 项目经理正在领导一个高度敏感的政府项目,按时交付该项目至关重要。第三方供应商按时交付一个关键项目组件,但不满足规范要求。目前尚不清楚交付的组件是否会按照批准的项目设计进行。项目经理应该做什么?
The project manager is leading a highly sensitive government project, and delivering the project on time is critical. A third-party vendor delivered a critical project component on time, but did not meet the specification requirements. It is unclear whether the delivered components will follow the approved project design.What should the project manager do?

  •  A :接受该组件并按时交付该项目 Accept the component and deliver the project on time

  •  B :要求退还该项目的款项,并告知相关方该延迟情况 Request a refund of the project and inform the parties of the delay

  •  C :与客户协商接受不合格的组件 Negotiate with customers to accept substandard components

  •  D : 拒绝该组件并重新订购,并且重新制定项目的进度计划 Reject the component and reorder, and re-schedule the project

正确答案:D 你的答案:B

解析:知识点出处: PMBOK 6th 页码:P498 章节:12.3.2.3 绩效审查 :对照协议,对质量、资源、进度和成本绩效进行测量、比较和分析, 以审查合同工作的绩效。其中包括确定工作包提前或落后于进度计划、超出或低于预算,以及是否存在 资源或质量问题。 质量不合格,退了重新定。

125、 [多选] 项目经理为一个具有按时完成盈利项目历史记录的组织工作。然而,由于缺乏相关方的支持以及他们未能提供信息,这些项目都经历过问题。若要避免这些问题,项目经理在新项目开始时应该做些什么?
A project manager works for an organization with a history of completing projects on time.However,these projects have all experienced issues due to alack of stakeholder's support and their failure to provide information.What should the project manager do at the beginning of a new project to avoid these issues?

  •  A :管理所有相关方的期望,并为每个人提供解决方案 Manage all stakeholder's expectation,and provide a solution for each one

  •  B :准备一份包含所有相关方的沟通管理计划 Prepare a communications management plan that includes all stakeholders

  •  C : 在启动阶段识别关键相关方并进行优先级排序 Identify and prioritize the key stakeholders during the initiating stage

  •  D :复制之前项目的工作,因为这些项目结束时都很好 Duplicate efforts from previous projects since they ended well

正确答案:C 你的答案:A,B

解析:知识点出处: PMBOK 6th 页码:P504 章节:13 相关方的观点:项目经理和团队正确识别并合理引导所有相关方参与的能力,能决定着项目的成败 要尽早地识别关键的相关方,因此识别相关方在启动阶段开始

128、 [多选] 一个开发新药的安全性和有效性可视化的项目正在进行中。Scrum被选为开发方法。在第三次冲刺的中途,项目团队成员发现所提供的数据缺少一个强制性参数。在项目计划期间,获得不完整数据的风险被提前识别并记录在风险登记册中。什么时候是使这个问题浮出水面的最合适的方法?
A project to develop visualizations of the safety and efficacy of a new drug is underway. Scrum has been selected as the development approach. Midway into the third sprint, a project team member finds that the data provided is missing a mandatory parameter. The risk of getting incomplete data was identified and recorded in the risk register earlier, during project planning. When would be the most appropriate approach to surface this problem?

  •  A :问题应作为主题包含来在下次冲刺回顾上进行讨论 The problem should be included as a topic for discussion at the next sprint retrospective.

  •  B : 团队成员应在每日Scrum会议上将问题作为障碍提出来 The team member should raise the issue as an impediment during the daily scrum meeting.

  •  C :在冲刺审查中应演示具有缺失参数的产品增量 The product increment with the missing parameter should be demonstrated at the sprint review.

  •  D :已实现的风险应触发并由规划风险应对过程解决 The realized risk should trigger and be addressed by the Plan Risk Responses process.

正确答案:B 你的答案:D

解析:知识点出处: 敏捷实践指南 页码:P53 章节:5.2.4 每日站会:• 上次站会以来我都完成 了什么? • 从现在到下一次站会, 我计划完成什么? • 我的障碍(或风险或 问题)是什么? 每日站会会提出问题或风险或障碍

131、 [多选] 你是一家大型组织的主管,考虑从预测性项目管理方法逐步过渡到敏捷项目管理方法。你聘请了一家外部咨询公司来评估当前的做法,并提出最好的过渡方式。在观察你的组织几个月后,顾问提出了几个选择。你最不可能选择哪个选项?
You are an executive in a large organization that considers a gradual transition from a predictive to the agile project management approach. You hire an external consulting company to evaluate the current practices and propose the best way for the transition. After observing your organization for several months, the consultant lays out several options. Which option would you least likely to select?

  •  A :以两到四周的迭代周期开发产品 Developing the product in two- to four-week iterations

  •  B :将每日站会纳入团队的日常工作 Incorporating daily standup meetings into the team's routine

  •  C : 使用每周会议跟踪项目进展 Tracking the project progress using weekly meetings

  •  D :在每次迭代的末尾进行团队回顾 Holding team retrospectives at the end of each iteration

正确答案:C 你的答案:A

解析:知识点出处:敏捷实践指南 页码:P50 章节:5.2.1 迭代计划会: 每日站会 、迭代迭代评审会 、迭代回顾会 。 C不敏捷

133、 [多选] 项目经理希望在新项目中使用一名特定供应商。该供应商目前正在为项目经理管理的另一个项目工作。项目经理希望在开始为新项目工作之前,先完成当前项目。在供应商开始为新项目工作之前,项目经理应该做什么?
The project manager wants to use a specific vendor in the new project. The vendor is currently working on another project managed by the project manager. The project manager wants to complete the current project before starting work on the new project. What should the project manager do before the vendor starts working on the new project?

  •  A :与供应商一起评审合同协议。 Review contract agreements with suppliers

  •  B :更新采购文档。 Update purchase document

  •  C : 执行采购审计。 Perform procurement audits

  •  D :要求供应商完成所有现有工作。 Require suppliers to complete all existing work

正确答案:C 你的答案:A

解析:知识点出处: PMBOK 6th 页码:P498 章节:12.3.2.5 采购审计: 审计是对采购过程的结构化审查。应该在采购合同中明确规定与审计有关的权利和义务。 买方的项目经理和卖方的项目经理都应该关注审计结果, 以便对项目进行必要调整。 注意题干中提到的问题的逻辑关系

135、 [多选] 在敏捷迭代中,由于意外的挑战,任务1无法按时完成。项目中的另一个团队依赖于任务1的及时完成以完成他们的项目部分。项目经理应该如何解决这个问题?
During an agile iteration, Task 1 cannot be completed on time due to unexpected challenges. Another team within the project is depending on timely completion of Task 1 in order to fulfill their part of the project. How should the Project Manager resolve this issue?

  •  A :分别与两个团队会面,让他们想出一个方法来满足要求的最后期限并按时完成项目 Meet with both teams separately and ask them to figure out a way to meet the required deadlines and complete the project on time

  •  B : 与产品负责人会面,重新确定迭代待办事项列表的优先级,以免影响其他团队或义务 Meet with the product owner to reprioritize the iteration backlog so that it does not impact other teams or obligations

  •  C :增加项目团队的成员数量,并增加迭代长度,以确保工作将按照进度计划完成 Increase the number of team members for the project team and increase the iteration length ensuring that the work will be completed according to schedule

  •  D :让团队成员知道你希望他们在困难条件下尽最大努力,并确保在经验教训中注意迭代的挑战 Let team members know you want them to do their best under difficult circumstances, and make sure to note the iteration's challenges in lessons learned

正确答案:B 你的答案:A

解析:知识点出处:敏捷实践指南 页码:41 章节:4.3.2 产品负责人 Product Owner: 创建待办列表并排序、 确认工作优先顺序、 提供反馈 、指导开发方向 本次迭代已经结束,下次迭代是解决问题还是做新任务, 需要PO给出优先级。

140、 [多选] 每次你与你的项目发起人会面,她都要强调对于你的新的电子商务项目的成本控制的必要性。她经常询问你成本业绩方面的问题,诸如哪一个预算达到了哪一个没有达到。为了回答她的问题,你应该提供什么?
Each time you meet with your project sponsor, she emphasizes the need for cost control on your new-business project. She always asks you about cost performance in terms of which budgets have been met and which have been met and which have not. What should you provide to answer her question?

  •  A : 绩效测量基准 Cost Performance baseline

  •  B :业绩衡量图表 Performance measurement graphs and charts

  •  C :资源生产力分析 Resource productivity analyses

  •  D :趋势分析统计 Trend analysis statistics

正确答案:A 你的答案:B

解析:知识点出处: PMBOK 6th 页码:P224 章节:6.6.1.1 绩效测量基准: 使用挣值分析时,将绩效测量基准与实际结果比较,以决定是否有必要进行变更、采取纠正措施或预防措施。 向发起人提供绩效测量基准,将绩效比较结果告之。

141、 [多选] 由于没有空,具有批准权限的相关方拒绝了参与项目开工会议的邀请。该项目时间紧迫,及时开工对于满足截止日期至关重要。项目经理应该做什么?
Due to the lack of time, interested parties with approval authority rejected the invitation to participate in the kick-off meeting. The project is urgent, and timely start-up is essential to meet the deadline. What should the project manager do?

  •  A : 升级上报给项目发起人 The upgrade is reported to the project sponsor

  •  B :在没有他们参加的情况下举行项目开工会议 Hold project kick-off meeting without their participation

  •  C :将会议重新安排在他们能够参与的时间 Reschedule the meeting at a time when they can participate

  •  D :询问与会者以确定开工会议是否有必要 Ask participants to determine if a kick-off meeting is necessary

正确答案:A 你的答案:C

解析:知识点出处: PMBOK 6th 页码:P86 章节:4.2.2.4 Kick-off 会议:项目开工会议通常意味着规 划阶段结束和执行阶段开始, 旨在传达项目目标、获得团队对项目的承诺,以及阐明每个相关方的角色和职责。 规划已经结束, 就等着审批后执行了,此时应尽快解决。

142、 [多选] 项目经理正在制定一个项目计划。项目赞助人得知后,立即让项目经理针对项目成本开展初始粗略评估,以满足未来财政预算的需求。 项目经理采用下列哪一项评估项目成本?
The project manager is developing a project plan, on short notice project sponsor asks the project manager to create an initial rough estimate of project cost to satisfy requirements for the upcoming fiscal budget. The project manager uses which of the following for estimating the project cost?

  •  A :自下而上估算 Bottom-up estimating

  •  B :三点结算 Three-point estimating

  •  C : 类比估算 Analogous estimating

  •  D :建立参数模型 Parametric modeling

正确答案:C 你的答案:B

解析:知识点出处: PMBOK 6th 页码:P244 章节:7.2.2.2 成本类比估算使用以往类似项目的参数值或属性来估算。 项目的参数值和属性包括 (但不限于)范围、成本、 预算、持续时间和规模指标, 类比估算以这些项目参数值 或属性为基础来估算当前项目的同类参数或指标。一般题目中出现粗 略、需要快速估算、量级字眼,都是选 择类比估算

143、 [多选] 作为向敏捷转变的一部分,一个组织为一个项目选择一个试点团队来开发一个软件工具。一位敏捷教练被分配到团队中,在整个过渡过程中指导他们。在最初的几次迭代中,教练与项目经理和团队一起指导他们进行敏捷实践,并将任务分配给团队成员。敏捷教练采用什么最佳行动方案来确定团队是否获得了在没有教练的情况下执行即将到来的迭代所需的技能?
As part of its transformation to agile, an organization selects a pilot team for a project to develop a software tool. An agile coach is assigned to the team to guide them throughout their transition. For the first few iterations, the coach works with the project manager and team to coach them on agile practices and assign tasks to the team members. What is agile coach's best course of action to determine if the team has acquired the required skills to perform the upcoming iterations without coaching?

  •  A :参加每日站会 Attend daily standup meetings

  •  B :进行产品演示 Conduct product demonstrations

  •  C : 举行迭代回顾 Hold iteration retrospectives

  •  D :开展团队建设活动 Carry out team building activities

正确答案:C 你的答案:A

解析:知识点出处:敏捷实践指南 页码:P50 章节:5.2.1 回顾总结会: 回顾是最重要的一个实践,原因是它能让团队学习、改进和调整其过程。 开始是敏捷教练分配任务,在回顾会后, 团队成员可以自组织来安排任务、 改进过程。

144、 [多选] 一位项目团队成员在工作场所之外与项目发起人会面后,向项目经理告知该发起人的新期望。项目经理应如何解决这个问题?
After meeting with the project sponsor outside the workplace,a project team member update the project manager on the sponsor's new expectations.How should the project manager address this?

  •  A :与团队和发起人一起审查沟通管理计划 Review the communications management plan with the team and the sponsor

  •  B : 与发起人开会,以确认期望 Meet with the sponsor to confirm expectations

  •  C :将发起人的期望纳入项目中 Incorporate the sponsor's expectations into the project

  •  D :指示团队成员不要与发起人讨论该项目 Instruct the team member not to discuss the project with the sponsor

正确答案:B 你的答案:A

解析:知识点出处: PMBOK 6th 页码:P524 章节:13.2 在管理相关方参与过程中,需要开展多项活动,例如: • 在适当的项目阶段引导相关方参与,以便获取、确认或维持他们对项目成功的持续承诺; • 通过谈判沟通管理相关方期望; • 处理与相关方管理有关的任何风险或潜在关注点,预测相关方可能在未来引发的问题; • 澄清和解决已识别的问题 通过谈判与沟通了解相关方的期望。

145、 [多选] 你将与你的团队会面来确定项目的生命周期。在分析了定义和管理需求、开发可交付成果、处理变更、控制风险和成本,以及与关键相关方合作的最佳方式之后,做出了选择混合生命周期的决定。在选定项目生命周期后,关键相关方多久参与一次?
You meet with your team to determine the life cycle for your project. After analyzing the best way to define and manage requirements, develop deliverables, handle changes, control risk and cost, and engage key stakeholders, the decision is made to select a hybrid life cycle. With the project life cycle selected, how often will the key stakeholders be involved?

  •  A :持续参与 Continuously

  •  B :在特定里程碑参与 At specific milestones

  •  C : 定期参与 Regularly

  •  D :完全不参与 Not involved at all

正确答案:C 你的答案:A

解析:知识点出处: 敏捷实践指南 页码:P26 章 节:3.1.6 混合生命周期的特征: 对于整个项目,没有必要使用单一的方法。为达到特定的目标,项目经常要结合不同的生命周期要素。预测、 迭代、增量和/或敏捷方法的组合就是一种混合方法。 A是敏捷, B是预测。 而混合型建议定期参与。

147、 [多选] 客户希望增加股东权益的总和,提高其在全球市场的品牌知名度。客户的主要目标是什么?
Customer wants to increase the total shareholders' equity and increase their brand awareness in the global market. What is the main objective of the customer?

  •  A :为组织战略改善整体业务支持 To improve the overall business support for organizational strategy

  •  B :增加营销预算 To increase the marketing budget

  •  C : 提高商业价值 To increase the business value

  •  D :通过重新投资其他业务组合提高市场份额 To increase the market share by reinvesting in other business portfolios

正确答案:C 你的答案:D

解析:知识点出处: PMBOK 6th 页码:P7 章节:1.2.1 有形效益的例子包括: • 货币资产; • 股东权益; • 公共事业; • 固定设施; • 工具; • 市场份额。 股东权益属于有形效益。

148、 [多选] 一家公司开发了一种创新的,提升性能的产品设计,已启动一个项目来完成构建产品, 该项目涉及现场和远程团队。若要避免各个团队之间的沟通不畅,项目经理应该做什么?
A company has developed an innovative, performance-enhancing product design and has launched a project to complete building the product, which involves field and remote teams.What should a project manager do to avoid poor communication between teams?

  •  A : 使用适当的沟通规划来解决差异 Use appropriate communication planning to resolve differences

  •  B :要求团队接受文化意识培训 Require the team to receive cultural awareness training

  •  C :创建新闻通话以沟通项目决策和状态 Create news call to communicate project decisions and status

  •  D :在不同地点组织团队建设活动 Organize team building activities in different locations

正确答案:A 你的答案:C

解析:知识点出处: PMBOK 6th 页码:P377 章节:10.1.3.1 沟通管理计划: 沟通管理计划是项目管理计划的组成部分,描述将如何规划,结构化、执行与监督项目沟通, 以提高沟通的有效性。该计划包括如下信息: • 相关方的沟通需求 遇到远程团队、虚拟团队之类的题目,优先想到沟通

149、 [多选] 一个沉浸在预测性项目管理方法中的组织决定采用混合方法作为敏捷项目管理的过渡策略。已经特许了一个试点Scrum项目,并分配了Scrum角色和职责。项目经理希望确保向客户提供最优的价值。项目经理接下来应该做什么?
An organization that is steeped in a predictive project management approach has decided to adopt hybrid methods as a transition strategy to agile project management. A pilot scrum project has been chartered and scrum roles and responsibilities assigned. The project manager wants to ensure the optimal delivery of value to the customer. What should the project manager do next?

  •  A :分配故事点以确定产品待办事项列表的优先级 Assign story points to prioritize the product backlog

  •  B :要求该团队采用MoSCoW方法 Request that the team use the MoSCoW method

  •  C : 为产品负责人安排Scrum培训 Schedule scrum training for the product owner

  •  D :将WBS分解为Scrum用户故事 Decompose the WBS into scrum user stories

正确答案:C 你的答案:B

解析:知识点出处:敏捷实践指南 页码:41 章节:4.3.2 产品负责人 Product Owner :创建待办列表并排序、 确认工作优先顺序 、提供反馈、 指导开发方向 。 ABD都是产品负责人做的事,因此, 要先确认产品负责 人有能力做这些事。

150、 [多选] 项目经理前往另一个国家执行最终可交付成果的上线过程,到达后,项目经理得知,由于任务计划在当地假日期间完成,关键资源将不可用,而延迟上线将使最终项目的交付处于危险之中。若要避免这个问题,项目经理应该在项目开始时完成哪一项工作?
The project manager travels to another country to perform the final deliverable on-line process. Upon arrival, the project manager learns that because the task is scheduled to be completed during the local holiday period, key resources will be unavailable, and the delayed on-line will make the final project delivery at risk.To avoid this problem, which task should the project manager complete at the beginning of the project?

  •  A : 创建一份团队日历并围绕该信息创建项目进度计划 Create a team calendar and create a project schedule around that information

  •  B :要求所有团队,无论在哪个国家,均遵循总部的日历 Require all teams, regardless of country, to follow the headquarters calendar

  •  C :制定加班预算以补偿在假期工作的资源 Develop an overtime budget to compensate for resources that work during the holidays

  •  D :记录风险登记册中包含各个国家日历的影响 Record the effect of the national calendar in the risk register

正确答案:A 你的答案:D

解析:知识点出处: PMBOK 6th 页码:P323 章节:9.2.1.2 资源日历: 资源日历识别了每种具体资源 可用时的工作日、班次、正常营业的上下班时间、周末和公共假期。在规划活动期间,潜在的可用资源信息(如团队资源、设备和材料)用于估算资源可用性。资源日历还规定了在项目期间确定的团队和实物 资源何时可用、可用多久。 何时可用、 可用多久

151、 [多选] 为了生产可交付的产品,你的项目必须与几个供应商签订合同。可交付成果将使用一个敏捷框架进行开发,该框架采用约束驱动的交付方式,这将影响与供应商的合同关系。 以下哪一种策略最适合这个项目?(选择三个)
To produce deliverables, your project has to contract with several vendors. The deliverables will be developed using an agile framework with constraint-driven delivery, which will influence the contractual relationship with the vendors. Which of the following strategies would be the most appropriate for this project? (Choose three)?

  •  A :根据详细的工作分解结构制定采购工作说明书 Develop the procurement statement of work based on the detailed WBS

  •  B : 追求与供应商共享风险和回报的关系。 Pursue a shared-risk-reward relationship with the vendors

  •  C : 与供应商签订合同时,采用固定价格增量。 Adopt fixed-price increments when contracting with the vendors

  •  D :对每个供应商使用一个标准的固定价格合同。 Utilize a standard firm-fixed-price contract for each of the vendors

  •  E : 在供应商合同中包含提前取消的选项。 Include an early cancellation option in the vendor contracts

正确答案:B,C,E 你的答案:A,C,E

解析:知识点出处:敏捷实践指南 页码:P77-78 章节:6.3 采购和合同: • 多层结构 • 强调价值交付 • 总价增量 • 固定时间和材料 • 累进的时间和材料 • 提前取消方案 • 动态范围方案 • 团队扩充 • 支持全方位供应商 敏捷的采购和合同

153、 [多选] 一个敏捷团队正在为客户开发定制制造设备。经过三次迭代,一个功能原型已经就绪,但是它缺乏关键的安全功能,以及一些可以在未来版本中现场安装的增强功能。为了尽早得到客户的反馈,产品负责人要求团队尽快交付MVP。项目经理应如何处理产品负责人的要求?
An agile team is developing custom manufacturing equipment for a client. After three iterations, a functional prototype is ready, but it lacks critical safety features as well as several enhancements that can be installed on-site in future releases. To get early feedback from the client, the product owner requests that the team deliver an MVP as soon as possible. What should the project manager do to address the product owner's request?

  •  A :在原型上安装安全功能和增强功能,并交付给客户端 Install safety features and enhancements on the prototype and deliver it to the client

  •  B : 仅安装原型上的安全功能,然后交付给客户端 Install only the safety features on the prototype and deliver it to the client

  •  C :将原型以当前状态交付给客户端,因为它已经正常运行 Deliver the prototype to the client in its current condition as it is already functional

  •  D :仅安装原型上的增强功能并交付给客户端 Install only the enhancements on the prototype and deliver it to the client

正确答案:B 你的答案:C

解析:知识点出处: PMBOK 6th 页码:P23 章节:3.1.3 MVP 最小可行产品:完整性和交付是主观的。团队可能需要获得关于原型的反馈, 然后可能选择将最小可行性产 品 (MVP) 交付给部分客户。客户的反馈将帮助团队了解他们 需要为随后交付的最终功能的完善提供些什么。 缺安全功能, 就给安全功能

157、 [多选] 项目经理资源有限,无法获得更多资源。项目经理应该使用什么技术来充分利用现有资源,而不会令项目完成时间延期?
A project manager has limited resources and is unable to obtain more. What technique should the project manager use to fully exploit the existing resources without delaying project completion?

  •  A :快速跟进 Fast tracking

  •  B :赶工 Crashing

  •  C : 资源平滑 Resource smoothing

  •  D :资源平衡 Resource leveling

正确答案:C 你的答案:A

解析:知识点出处: PMBOK 6th 页码:P211 章节:6.5.2.3 资源优化: 资源平衡,改变关键路径。 资源平滑,不改变关键路径。 题干提到不能让项目延期, 因此只能选择资源优化。

162、 [多选] 一位敏捷教练被要求为即将到来的敏捷项目团队建立团队。管理层希望利用公司现有的人才,而不要使用外部资源。敏捷教练联系人力资源部门,在公司内部网站上为未来的团队成员发布招聘广告。敏捷教练在广告中提出的以下哪项工作要求是最好的?
An agile coach has been requested to put together a team for the upcoming agile project. The management wants to use the talent available in the company without the need to go outside. The agile coach approaches the human resource department to advertise the position for the prospective team members on the company internal website. Which of the following job requirements is best for the agile coach to indicate in the ad?

  •  A :熟悉动态系统软件开发方法(DSDM) Experienced with the dynamic systems software development methods (DSDM)

  •  B :熟练掌握自动化测试过程和程序 Self-starter and proficient in the automated testing processes and procedures

  •  C : 对不同技能是否有专注的专长和丰富的经验 Has a focused specialty as well as a breadth of experience across multiple skills

  •  D :具有团队合作精神,熟悉所有敏捷软件开发工具 Team player and briefly familiar with all agile software development tools

正确答案:C 你的答案:D

解析:知识点出处:敏捷实践指南 页码:P42 章节:4.3.3 通才型专家: 敏捷团队是跨职能的。不过,许多成功的敏捷团队都由通才型专家组成,他们也称为 T 型人才。 这意味着这些团队成员在具备一项擅长的专业化技能的同时,还拥有多种技能的工作经验,而不是单一的专业化 T型、通才型、跨职能型人才是敏捷团队成员的重要特点。

164、 [多选] 一个使用多个供应商的项目估计将在两年内完成。在第一年结束时,发现存在重大预算超支。项目经理意识到必须将项目重新拉回控制,因此签发一项变更请求。若要支持这项变更请求,项目经理应该做什么?
A project that uses several vendors is estimated to complete in two years.At the end of the first year,a significant budget overrun is identified that project must be brought back under control,the project manager issues change request.What should the project manager do to support the change request?

  •  A :更新变更控制过程 Update the change control progresses

  •  B :完成质量审计 Complete a quality audit

  •  C :召开风险研讨会 Conduct a risk workshop

  •  D : 执行根本原因分析 Perform a root cause analysis

正确答案:D 你的答案:A

解析:知识点出处: PMBOK 6th 页码:P111 章节:4.5.2.2 根本原因分析关注识别问题的主要原因,它可用于识别出现偏差的原因以及项目经 理为达成项目目标应重点关注的领域。 注意监控过程组六个数据分析的工具,根本原因分析为其之一。

166、 [多选] 一个产品开发项目正在进行中。该项目在软件开发中使用敏捷的生命周期,并在一个包罗万象的项目管理计划中运行。尽管经过周密的计划,但在发布了两个软件版本之后,用户指南并没有更新以反映最新的版本,这给最终用户造成了很大的混乱。项目经理应该做什么来确保此问题不再发生?
A product development project is underway. The project uses an agile life cycle in software development and runs in an all-encompassing project management plan. Despite careful planning, after the release of two software versions, the user guide was not updated to reflect the latest version, which caused a lot of confusion to end users. What should the project manager do to ensure that this problem does not occur again?

  •  A :提交变更请求以修改用户指南,使指南与当前软件版本保持一致 Submit a change request to modify the user's guide in a way that the guide will be consistent with the current software release

  •  B :还原到软件的用户指南与发布给用户的软件一致的最后一个版本 Revert back to the last version of the software where the user's guide was consistent with the software released to the users

  •  C : 要求CCB执行配置审查,以确保项目配置项的组成正确 Ask the CCB to perform a configuration audit to ensure that the composition of the project's configuration items is correct

  •  D :提交变更请求以修订变更管理计划,以确保将用户指南标识为配置要素 Submit a change request to revise the change management plan to ensure that the user's guide is identified as a configuration element

正确答案:C 你的答案:D

解析:知识点出处: PMBOK 6th 页码:P118 章节:4.6.2.2 变更控制工具:为了便于开展配置和变更管理,可以使用一些手动或自动化的工具。配置控制重点关注可交付成果及各个过程的技术规范,而变更控制则着眼于识别、记录、批准或否决对项目文件、可交付成果或基准的变更。 配置管理的一个重要功能就是管理产品版本

167、 [多选] 在项目开工会议期间,一个相关方公开反对该项目在组织内的必要性和优先级。项目经理下一步应该做什么?
During a project kick-off meeting,one stakeholder openly rejects the project's necessity and priority within the organization. What should the project manager do next?

  •  A :在相关方登记册中记录该相关方的评估 Document the stakeholder's assessment in the stakeholder register

  •  B :将该相关方的问题升级上报给项目发起人 Escalate the stakeholder's concern to the project sponsor

  •  C :了解该相关方的立场,并更新风险登记册 Gain an understanding of the stakeholder's position,and update the risk register

  •  D : 考虑该相关方的立场,并制定相关方参与计划 Consider the stakeholder's position,and develop the stakeholder engagement plan

正确答案:D 你的答案:A

解析:知识点出处: PMBOK 6th 页码:P522 章节:13.2.3.1 相关方参与计划: 是项目管理计划的组成部分。它确定用于促进相关方有效参 与决策和执行的策略和行动。 相关方参与计划可包括(但不限于)调动个人或相关方参与 的特定策略或方法。 遇抵制,找相关方参与计划。

170、 [多选] 你向项目出资人提供了项目的成本估算,他对估算不满意,因为他认为价格太高了。他要你削减项目估算的15%,你该怎么做?
You provide a project cost estimate to the project sponsor. He is unhappy with the estimate, because he thinks the price should be lower. He asks you to cut 15 percent off the project estimate. What should you do?

  •  A :启动该项目,并不断的节约成本 Start the project and constantly look for cost savings

  •  B :告诉所有团队成员削减其估算的15% Tell all the team members to cut 15 percent from their estimates

  •  C : 告诉出资人要削减的活动 Inform the sponsor of the activities to be cut

  •  D :加入工资率低的额外资源 Add additional resources with low hourly rates

正确答案:C 你的答案:B

解析:知识点出处: PMBOK 6th 页码:P247 章节:7.2.3.2 估算依据: 成本估算所需的支持信息的数量和种类,因应用领域而异,不论其细程度如何,支持性文件都应该清晰、完整地说明成本估算是如何得出的。 有清晰明确的估算依据,若发起人认为还要缩减,就需 要缩减项目范围了。

171、 [多选] 一个使用新技术的复杂敏捷项目被技术挑战、不断变更的优先级、严格的截止日期和客户对敏捷交付方法的不熟悉所困扰。这种环境会给团队成员带来压力和挫折。他们中的许多人开始找项目经理,抱怨这些问题。项目经理首先应该做什么?
A complex agile project that uses a new technology has been plagued by technical challenges, constantly changing priorities, strict deadlines, and the customer's lack of familiarity with agile delivery methods. This environment causes stress and frustration for the team members. Many of them started to come to see the project manager and complain about the issues. What should the project manager do first?

  •  A :提交变更请求 Submit a change request

  •  B : 消除团队成员的挫败感 Absorb the frustration of the team members

  •  C :将问题升级上报给管理层 Escalate the issue to management

  •  D :向产品负责人介绍团队成员 Refer the team members to the product owner

正确答案:B 你的答案:D

解析:知识点出处:敏捷实践指南 页码:P35 章节:4.2.1.2 消除组织障碍: 仆人式领导还应该关注其他冗长的过程,这些过程往往造成瓶颈问题,阻碍团队或组织的敏捷性。可能需要处理的过程或部门的例子包括,财务部门、变更控制委员会或审计部门。仆人式领导可以与他人携手合作,共同质疑和审核他们的过程,为敏捷团队和领导提供支持。 团队促进者消除组织障碍。

172、 [多选] 项目经理制定了一个全面的项目管理计划,包括完全详细的WBS和详细的项目进度计划。尽管做了这些努力,但项目仍然落后于计划,因为变更控制委员会(CCB)无法处理大量变更,即使其中大部分已经被产品负责人批准了。项目经理的最佳行动方案是什么?
A project manager has developed a comprehensive project management plan, including a fully elaborated WBS and detailed project schedule. Despite these efforts, the project is running behind schedule because the change control board (CCB) is unable to cope with the high volume of changes, even though most of them have been approved by the product owner. What is the project manager's best course of action?

  •  A :要求终止现有的项目,并寻求批准来启动一个将使用敏捷方法的新项目 Request the termination of the existing project and seek approval to initiate a new project that will utilize agile methodologies

  •  B :提交变更请求来更新项目进度计划,以反映CCB的长过程时间所造成的延迟 Submit a change request to update the project schedule to reflect the delays caused by the CCB's long process times

  •  C : 寻求批准绕过变更控制过程,让项目团队直接与产品负责人合作 Seek approval to bypass the change control process and have the project team collaborate directly with the product owner

  •  D :告诉产品负责人项目正在使用预测模型,这意味着大多数变更都应该被拒绝 Instruct the product owner that the project is using a predictive model, which means most of the changes should be rejected

正确答案:C 你的答案:B

解析:知识点出处:敏捷实践指南 页码:41 章节:4.3.2 产品负责人 Product Owner: 创建待办列表并排序 、确认工作优先顺序、 提供反馈、 指导开发方向 。 设立了PO,还要经过CCB,那设立PO就没有意义。

173、 [多选] 一家组织执行了电子邮件迁移项目,虽然电子邮件迁移成功,但用户地址簿信息的迁移却不正确,这会影响到该组织的内部沟通。项目经理应该怎么做?
An organization implemented an email migration project. Although the email migration was successful, the migration of user address book information was incorrect, which would affect the organization's internal communication. What should the project manager do?

  •  A :向所有相关方解释这种情况,然后就后续步骤达成一致 Explain the situation to all interested parties and then agree on the next steps

  •  B : 确定迁移错误的根本原因 Determine the root cause of the migration error

  •  C :要求项目团队提出纠正措施 Ask the project team to propose corrective actions

  •  D :请求发起人批准延长项目时间 Ask the sponsor to approve the extension of the project

正确答案:B 你的答案:A

解析:知识点出处: PMBOK 6th 页码:P111 章节:4.5.2.2 根本原因分析关注识别问题的主要原因,它可用于识别出现偏差的原因以及项目经理为达成项目目标应重点关注的领域。 选项的顺序应该是B-C-A

175、 [多选] 一位项目经理领导着一个六人的敏捷团队。团队当前的速度和待办事项列表中剩余的故事点的数量表明项目趋向于满足进度基准。在项目执行的中途,项目发起人通知三名团队成员被重新分配到一个新的更高优先级的项目,并且不会被替换。项目经理接下来应该做什么?
A project manager is leading a six-member agile team. The team's current velocity and the number of story points remaining in the backlog indicate that the project is trending to meet the schedule baseline. Midway into project execution, the project sponsor informs that three team members are being reassigned to a new higher priority project and will not be replaced. What should the project manager do next?

  •  A :向发起人提供一份正式的信函,说明项目已经终止,因为用剩余的资源实现项目目标并不现实 Provide the sponsor with a formal letter that the project is terminated since achieving the project objectives is unrealistic with the remaining resources

  •  B :请求剩余的团队成员再跑三次冲刺,以确定新的速度,这样就可以估算新的项目完成日期 Request the remaining team members to run three more sprints to determine a new velocity so that a new project completion date can be estimated

  •  C :要求加班并为剩余的团队成员分配奖金,以弥补差距并确保项目目标的实现 Mandate the use of overtime and allocate bonuses for the remaining team members to bridge the gap and ensure that the project objectives are met

  •  D : 根据剩余的资源提交变更请求来修改进度和/或范围基准,并评估如何继续进行的选项 Submit a change request to revise the schedule and/or scope baseline based on the remaining resources and evaluate the options on how to proceed

正确答案:D 你的答案:B

解析:知识点出处: PMBOK 6th 页码:P229 章节:6.6.3.3 变更请求:通过分析进度偏差,审查进展报告、绩效测量 结果和项目范围或进度调整情况,可能会对进度基准、范围基准和/或项目管理计划的其他组成部分提出变更请求 。 确定不给资源,进度一定会受影响,因此要重新评估后提出变更。若是纯敏捷,可以考虑B选项。

179、 [多选] 一个项目已获得批准,且资源管理计划已到位。项目经理联系职能经理,并要求他们所在地区的主题专家(SME)分配给项目团队。然而,由于年终收尾活动,首席财务官拒绝从其他部门分配主题专家。项目经理应该做什么?
A project has been approved and a resource management plan is in place. The project manager contacts the functional managers and asks the subject matter experts (SME) in their area to be assigned to the project team. However, due to year-end closing activities, the CFO refused to assign subject matter experts from other departments.What should the project manager do?

  •  A : 请求发起人使用他们的影响力来释放该资源 Ask the initiator to use their influence to release the resource

  •  B :为该项目雇用一个新的永久性资源 Hire a new permanent resource for the project

  •  C :推迟该项目直到该资源可用为止 Postpone the project until the resource is available

  •  D :获得一个临时、技能熟练的外部资源 Obtain a temporary, skilled external resource

正确答案:A 你的答案:D

解析:知识点出处: PMBOK 6th 页码:P330 章节:9.3 获取资源的重要性:不能获得项目所需的资源时,可能会影响项目进度、预算、客户满意度、质量和风险;资源 或人员能力不足会降低 项目成功的概率,最坏的情况可能导致项目取消。 不能获取资源,项目可能失败。职能经理不给人,可以 考虑找领导。

180、 [多选] 项目集经理要求定期更新计划下项目的进展情况。除了一个项目外,所有项目都使用传统方法进行管理。项目集经理指出在整个规划中有太多的范围变更,并希望看到这些变更是如何影响各种项目的总体进度的。对于领导敏捷项目的Scrum主管来说,要满足项目经理的要求,最好的行动方案是什么?
A program manager requests regular updates on the progress of the projects under the program. All but one project in the program are managed using traditional methods. The program manager indicates that there are too many scope changes across the program and wants to see how these changes affect the overall progress of the various projects. What is the best course of action for the scrum master leading the agile project to address the program manager's request?

  •  A :邀请项目集经理参加迭代审查会议 Invite the program manager to attend the iteration review meeting

  •  B :建议项目集经理参加每日站会 Suggest that the program manager participate in the daily standups

  •  C :让项目集经理审查迭代燃尽图 Have the program manager view the iteration burndown chart

  •  D : 定期将发布燃起图发送给项目集经理 Periodically send the release burnup chart to the program manager

正确答案:D 你的答案:A

解析:知识点出处: 敏捷实践指南 页码:P152 章节:术语表 信息发射源: 它是一种可见的实物展示其向组织内其他成员提供信息在不干扰团队的情况下即时实现知识共享。 信息发射源一般包括看板、燃尽图、燃起图、障碍日志等 信息发射源可以实现信息共享。 C:不应该是审查,而是定期发送。

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