20、 项目经理正在谋求与关键相关方一起验证某项目是否符合公司战略,但其中的几位相关方却一再拒绝开会请求。项目经理接下来应该如何进行该验证工作?
The project manager is seeking to verify with key stakeholders whether a project meets the company's strategy. However, several of the parties involved have repeatedly refused to meet requests. How should the project manager carry out the verification work next?
A : 将该问题上报给项目发起人,说明某些相关方在忽视开会请求 Report the issue to the project sponsor, indicating that some parties are ignoring the meeting request
B :通过电子邮件或电话单独与未参会的相关方开展项目验证工作 Verify the project with the non-participating parties individually by email or phone
C :更新风险登记册,将未参与该验证工作的相关方的姓名记入其中 Update the risk register to include the names of interested parties not involved in the verification exercise
D :仅与参会的相关方举行验证会议 Validation meetings will be held only with participating parties
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正确答案:A 你的答案:B
解析:解析:PMBOK(6)523,13.3-管理相关方参与。相关方始终不予响应,做为项目经理已经无法调动相关方参与到项目当中,此时需要寻求发起人的介入。选项B,相关方的抵制会影响到验证的效果。选项C,如果问题未来仍然可能出现,要列入风险登记册跟踪,在A选项之后。选项D,缺失关键相关方的反馈信息。
22、 你是这个项目的产品负责人,在当前的冲刺阶段,你正在按照价值对各种用户故事进行分类。在当前的冲刺中,一个关键的相关方来找你,要求你增加一个被客户认为不必要的功能。作为一个敏捷实践者,最好的办法是什么?
You are the product owner for this project, and in the current sprint, you are categorizing various user stories by value. In the current sprint, a key stakeholder comes to you and asks you to add a feature that the client considers unnecessary. What's the best way to be an agile practitioner?
A :告诉敏捷项目经理,让他们向团队传递信息。 Tell the agile project manager and let them pass the message to the team.
B :告诉关键相关方,最好的办法是在下次冲刺计划会议上提出来,到时再讨论。 Tell key stakeholders that the best approach is to bring it up at the next sprint planning meeting and discuss it later.
C :召开团队会议,解释你在冲刺中期要增加一个增量。 Hold a team meeting and explain that you are going to add an increment in the middle of the sprint.
D : 向相关方解释,这个功能将被放在积压的后面,以便将来可能重新审视,但现在客户认为它没有价值。 Explain to interested parties that this feature will be placed at the back of the backlog for possible revisiting in the future, but for now customers see it as having no value.
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正确答案:D 你的答案:B
解析:《敏捷实践指南》P52 知识点:产品待办事项列表;关键词:被客户认为不必要的功能;当需求客户认为没有价值的时候仍然可以放在产品待办事项列表中,但是优先级会比较低,会放到后面。而产品负责人对产品待办事项列表有管理权,所以D选项正确。 A,这里无需向敏捷团队传递什么信息;B,敏捷中变更可以随时提出,无需等待特定的实践;C,敏捷中不能向冲刺内添加内容。
23、 一个项目主要里程碑的期限是一周,由于健康问题,实施可交付成果的关键资源无法工作三天时间。由于对客户的承诺,项目发起人不接受任何里程碑变更。 项目经理应该做什么?
The main milestone of a project is one week, and due to health issues, the key resources for implementing deliverable cannot work for three days. Due to the commitment to the client, the project sponsor does not accept any milestone changes.What should the project manager do?
A :向客户解释该情况,并要求延期 Explain the situation to the customer and request an extension
B :使用应急储备来增加一位新团队成员 Use emergency reserves to add a new team member
C : 优化项目进度计划中的时间提前量和滞后量 Optimize the amount of time advance and lag in the project schedule
D :要求该关键资源加班完成任务 Require this key resource to work overtime to complete the task
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正确答案:C 你的答案:B
解析:PMBOK(6)P228-6.6.2.5控制进度-提前量和滞后量。在网络分析中调整提前量和滞后量,设法使进度滞后的项目活动赶上计划。A:发起人不接受里程碑延期,让客户延期不可取。B:不清楚该不确定事件是否提前识别过,是否有应对的储备,不能动用项目的其他储备应对其他威胁,而且增加一位新团队成员不一定就能解决问题。D:该关键资源已存在健康问题还要求他进行加班,这个做法不可取。
26、 政府发起了一个建设新公路的项目,任命的项目经理告知相关方项目章程已批准。项目经理正在制定项目管理计划,这时收到环境组织发来的电子邮件,询问项目的目标和开始日期。若要处理这种情况,项目经理应该做什么?
The government initiated a project to build a new highway, and the appointed project manager informed the parties that the project charter had been approved. The project manager is working on a project management plan when he receives an email from the environmental organization asking about the project's goals and start date. To deal with this situation, what should the project manager do?
A : 执行相关方分析并与相关方进行沟通 Perform stakeholder analysis and communicate with stakeholders
B :回复电子邮件,并提供了所请求的信息 Reply to the email and provide the requested information
C :与相关方和团队进行头脑风暴会议 Brainstorm meetings with stakeholders and teams
D :相应地更新沟通管理计划 Update the communication management plan accordingly
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正确答案:A 你的答案:D
解析:解析:PMBOK(6)523,13.3-管理相关方参与。注意,这道题目中有一个陷阱,“询问项目的目标和开始日期”,看似只是一个沟通问题,但其实是在说明环境组织受到了项目的影响,属于相关方,应该对相关方展开分析并有针对性的制定沟通管理计划。如果不进行相关方分析就与之沟通,就落入了陷阱,所以BCD错误。
28、 项目发起人要求在某个特定日期之前交付项目,以满足强制性法规要求,未能满足此时间范围则意味着组织可能会产生罚款的风险。在执行阶段,项目经理识别到一些额外需求,这些需求将会导致项目的交付日期延迟几个月时间。项目经理应该做什么?
The project sponsor requires delivery of the project by a specific date to meet mandatory regulatory requirements, and failure to meet this time frame means the organization risks a possible penalty. During the execution phase, the project manager identifies additional requirements that will cause the project delivery date to be delayed by several months. What should a project manager do?
A : 与项目团队一起分析影响,以便与项目发起人讨论方案 Work with the project team to analyze the impact in order to discuss the case with the project sponsor
B :更新项目进度计划以包含额外工作 Update the project schedule to include additional work
C :拒绝额外需求并坚持按时交付的进度计划 Reject additional requirements and stick to a schedule for delivery on time
D :让法律团队参与,并记录应对措施,以减少对组织的负面影响 Involve the legal team and document responses to minimize negative impact on the organization
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正确答案:A 你的答案:D
解析:解析:PMBOK(6)P113,4.6-实施整体变更控制。变更管理流程中很重要的一环就是要对变更请求进行评估,所以A选项正确。在未经评估决策前,直接执行还是直接拒绝变更都是错误的,所以选项BC错误。选项D,对变更请求的评估通常是项目经理带领团队成员来完成。
31、 某供应商联系项目经理,解释说由于台风破坏了他们的制造工厂,他们无法交付一个至关重要的项目组件,合同涉及保密条款和不可抗力条款。项目经理该做什么?
A supplier contacted the project manager to explain that they were unable to deliver a vital component of the project due to typhoon damage to their manufacturing plant and that the contract involved confidentiality and force majeure clauses. What should a project manager do?
A : 启动索赔调查 Initiate a claim investigation
B :修订风险管理计划 Revise the risk management plan
C :根据合同处罚供应商 Punish the supplier according to the contract
D :根据合同避免处罚供应商 Avoid punishing suppliers according to the contract
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正确答案:A 你的答案:D
解析:解析:PMBOK(6)P498,12.3.2.2-索赔管理。“台风”通常属于合同中约定的不可抗力条款,所以如果是由于台风造成的进度延误,不属于供应商主观上的违约,应该免责,排除C选项。但是这道题目不能选D,因为“台风破坏了他们的制造工厂”,是供应商的单方面解释,需要经过项目经理的验证,所以选A。情景中没有提及风险管理存在缺失,所以不选B。
43、 项目经理A和B正在独立执行项目,他们依赖相同的关键资源来实现下一个可交付成果,两位项目经理都在尝试为他们的团队获得该资源。项目经理A下一步应该做什么?
Project managers A and B are independently executing projects that rely on the same critical resources for their next deliverable. Both project managers are trying to secure this resource for their teams. What should project Manager A do next?
A :将该关键资源添加到项目 A 的资源管理计划中 Add this critical resource to the resource management plan for Project A
B :将该资源的时间平均分配给项目A和B Divide the time of the resource equally between projects A and B
C :询问该关键资源哪个项目优先 Ask which project of the key resource takes priority
D : 请求与项目经理B召开调解会议 Request a mediation meeting with Project Manager B
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正确答案:D 你的答案:C
解析:解析:PMBOK(6)P332,9.3.2.2 人际关系与团队技能-谈判。两位项目经理对同一个资源的有同样的需求,这个时候通过谈判来获取。选项ABC属于谈判后可能的结果,在D之后。
44、 在控制项目工作的同时,团队发现进度绩效指数(SPI)为0.8,成本绩效指数(CPI)为0.95。如果该项目的进度计划是优先事项,且没有其他可用资源,项目经理应该做什么?
While controlling project work, the team found that the progress performance index (SPI) was 0.8 and the cost performance index (CPI) was 0.95. If the project schedule is a priority and no other resources are available, what should the project manager do?
A :使用赶工 Use the crush
B : 使用快速跟进 Use quick follow up
C :使用资源平衡 Use resource balance
D :使用资源平滑 Using resource smoothing
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正确答案:B 你的答案:D
解析:解析:PMBOK(6)P215,6.5.2.6-进度压缩-快速跟进。进度落后,没有其他可用的资源,赶工的技术无法使用,只能采取快速跟进。选项C针对资源的过度分配。选项D针对资源的过度集中,应削峰填谷。
56、 一家公司正在为处于不同国家的几家分支机构部署新的战略利益解决方案。安装该解决方案的团队中受过专门培训的资源有限,无法并行管理多个部署。第一个国家的部署项目抵迟,现在与下一个国家的部署同步进行。项目经理宣布,由于缺乏资源,所有国家的部署都将推迟。若要避免这种情况,项目经理事先应该做什么?
A company is deploying new strategic interest solutions for several branches in different countries. The team that installed the solution had the trained resources to manage multiple deployments in parallel. Deployment to the first country arrived late and is now paired with deployment to the next country. The project manager announced that deployments would be delayed in all countries due to lack of resources. To avoid this, what should the project manager do beforehand?
A :更密切地监控第一个国家部署的进度,并告知所有相关方 Monitor the progress of the first country deployment more closely and inform all interested parties
B :要求每个国家提供额外预算,以便为部署雇佣高级资源 Each country is required to provide an additional budget to hire high-level resources for deployment
C : 在团队中包含额外资源,让他们可以接受产品培训并能够部署产品 Include additional resources in the team so they can train for the product and be able to deploy the product
D :查看每个分支机构的需求优先级,并与他们一起制定新的部署进度计划 Review the requirements priorities of each branch and work with them to develop a new deployment schedule
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正确答案:C 你的答案:D
解析:解析:PMBOK(6)P312,9.1-规划资源管理。"若要避免”、“事先应该”,出现类似的关键字,要向前回溯看缺少了什么。”受过专门培训的资源有限“,已经指明了问题所在,所以提前规划所需资源并安排培训,有助于避免问题的发生。选项AD,属于接受了资源短缺的风险,没有解决问题。选项B,情景中没有提及安装团队是高级资源。
86、 一位项目经理一直在管理一个高度复杂的项目。该项目经理已经确保了所有要求的任务都已完成。在最近的一次外部审计中,项目经理被告知该项目因最新实施的模块而被征收重罚。项目经理应该做什么来确保最近的实施没有产生任何责任?
A project manager has been managing a highly complex project. The project manager has ensured that all required tasks have been completed. In a recent external audit, the project manager was informed that the project had been levied heavy fines for the newly implemented modules. What should the project manager do to ensure that no liability has arisen from the most recent implementation?
A : 确保根据组织程序收到所有需要的批准。 Ensure all required approvals are received in accordance with organizational procedures.
B :确保范围内确定的所有必要的任务都顺利完成。 Ensure that all necessary tasks identified within the scope are successfully completed
C :确保在测试期间发现的所有缺陷在实施前得到解决。 Make sure that all defects discovered during testing are resolved before implementation.
D :确保所有的文件在实施后完成,然后关闭项目。 Make sure all documentation is complete after implementation, then close the project.
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正确答案:A 你的答案:C
解析:解析:《PMBOK》第6版288页,8.2-管理质量。是否负有管理责任,要看是否按照计划进行了执行。如果项目经理所执行的任务都按照既定规章制度、程序要求进行了执行,那么责任就不在项目经理,因此选项A正确。选项B,完成所有任务属于范围管理的内容。选项C,只是保证缺陷得到解决不全。选项D,属于行政收尾,项目还没有结束,不正确。
113、 一个成员来自许多不同国家的项目团队正在努力进行合作。项目经理在团队发展的冲刺阶段接受了这些困难,但团队还没有进入下一个阶段。该项目开始落后于计划。项目经理可以做什么来使团队进入规范化阶段?
A project team with members from many different countries is working hard to collaborate. The project manager accepts these difficulties during the sprint phase of team development, but the team has not yet moved to the next stage. The project started to fall behind schedule. What can a project manager do to bring the team into the normalization phase?
A :向团队展示他们的沟通问题对进度的影响,鼓励他们把他们的分歧放在一边。 Show the team the impact of their communication issues on progress, encouraging them to put their differences aside
B :与项目发起人讨论改变团队的组成。 Discuss changing the composition of the team with the project sponsor.
C :弄清楚谁是这些问题的幕后推手,并采用渐进式的纪律处分技术。 Figure out who is behind these issues and employ incremental disciplinary techniques.
D : 计划团建活动,以帮助促进更强大的人际关系和确定共同的目标。 Plan team building activities to help foster stronger relationships and identify shared goals
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正确答案:D 你的答案:A
解析:知识点出处:9.4.2.4 人际关系与团队技能-团队建设 PMBOK6th 第341页 从题干的描述可以看出,项目经理希望使团队进入规范化阶段,因此是在执行建设团队的过程。建设团队过程中使用团队建设的技术可以强化团队的社交关系,打造积极合作的工作环境,推动团队进入协同工作、互相信任的规范阶段。所以选项D是本题的正确答案。 选项A,仅是展示问题和鼓励,并不能解决团队实际问题,仆人式领导应该更加积极、主动地帮助团队解决困难、服务团队; 选项B,团队内部问题不应随意寻求发起人的帮助; 选项C,仆人式领导是通过对团队服务来领导团队 的实践,它注重理解和关注团队成员的需要和发展,而不是团队绩效不佳就给予惩罚。
125、 最近的燃油税增加直接影响了项目的成本,项目经理之前将该问题识别为风险并将其记录在风险登记册中。项目经理下一步应该做什么?
The recent fuel tax increase has directly affected the cost of the project. The project manager previously identified the problem as a risk and recorded it in the risk register. What should the project manager do next?
A :分析成本影响,并更新风险评估矩阵 Analyze the cost impact and update the risk assessment matrix
B : 应用减轻计划,并使用项目的应急资金 Apply the mitigation plan and use the project's contingency funds
C :重新评估影响,并将结果传达给相关方 Reassess the impact and communicate the results to stakeholders
D :向发起人请求额外资金 Request additional funds from the initiator
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正确答案:B 你的答案:A
解析:解析:PMBOK(6)449,11.6-实施风险应对。因为之前已经将”燃油税增加“识别为了风险并记录在风险登记册上,所以这属于一个已知-未知风险,风险触发,查阅风险登记册,执行预先制定的应急计划。选项AC属于权变,通常用于”未知-未知“风险或应急计划不起效时。D选项,有应急储备,所以不需要申请额外资金。
151、 您是涉及市场上新技术的IT项目的项目经理。在风险响应规划期间,牢记模糊性风险的数量,您和团队将项目划分为多个阶段,并决定采用构建实际产品原型的方法,并在第一阶段开始执行之前从相关方那里获得建设性的反馈。 在此方案中,原型设计是以下示例:
You are a Project Manager of an IT project that involves new technologies in the market. During risk response planning, keeping the number of ambiguity risks in mind, you and the team divide the project into phases and decide to adopt an approach of building a prototype of the actual product and take constructive feedback from stakeholders before the start of execution of the first phase. Here in this scenario prototyping is an example of:
A :用于处理机会的风险开拓策略。 Risk Exploitation strategy for handling opportunities.
B : 用于处理威胁的风险减轻策略。 Risk Mitigation strategy for handling threats.
C :质量控制策略。 Quality Control Strategy.
D :滚动式规划 Rolling wave planning.
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正确答案:B 你的答案:A
解析:解析:PMBOK(6)P443-11.5.2.4 威胁应对策略-减轻 减轻策略可能涉及降低风险的原型开发。歧义风险通常通过探索和实验来处理,其中原型设计就是一个很好的例子。在这里,在此方案中,项目团队正试图通过构建原型将模糊性风险转换为已知-未知。
158、 项目经理将项目章程草案提交给运营经理,运营经理就该项目对团队的影响表达了顾虑,并将所顾虑之事上报给项目发起人。项目经理应更新哪个文件来定义与该投诉相关的活动?
The project manager submits the draft project charter to the operations manager, who expresses concerns about the project's impact on the team and reports those concerns to the project sponsor. Which document should the project manager update to define the activities related to the complaint?
A :效益管理计划 Benefit Management plan
B :资源管理计划 Resource management plan
C : 相关方参与计划 Stakeholders participate in the plan
D :沟通管理计划 Communication management Plan
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正确答案:C 你的答案:A
解析:解析:PMBOK(6)522,13.2.3.1-相关方参与计划。“项目对团队的影响”,运营经理认为他的团队受到了项目的影响,那么就属于相关方,需要就这个情况更新相关方参与计划。选项A是对创造、提高和保持项目效益的书面文件。选项B,针对的是资源如何管理。选项D,针对的是信息如何传递。
166、 在一个项目的第三次迭代中,两个现有的团队成员被替换。当项目进入下一个迭代时,团队的速度下降,业绩开始下滑。项目经理应该怎么做?
In the third iteration of a project, two existing team members were replaced. As the project progresses to the next iteration, the team's velocity drops and performance begins to decline. What should a project manager do?
A :与人力资源部门讨论生产力下降的问题。 Discuss lost productivity with HR.
B :将这个问题上报给项目发起人。 Escalate this issue to the project sponsor.
C : 引导团队重新回到组建和震荡阶段。 Guide the team back to the build and shake phase.
D :召开团队建设活动,解决关键绩效指标(KPI)。 Hold team building activities to address key performance indicators (KPIs).
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正确答案:C 你的答案:D
解析:知识点出处:《PMBOK》第6版336页,9.4-建设团队。一道考察大家对资源管理工具的细微差别理解的题目。“两名现有团队成员被取而代之”,有两位资源被释放(此释放非彼释放),同时又加入了两位新的资源。新加入的资源同被释放的资源与原有团队的协作程度和融洽关系必然存在着区别,而协作程度和融洽关系会直接影响到项目的绩效,因为这两者会放大团队成员的个人能力差距。所以,若想改善团队绩效,就需要从团队的协作程度和融洽关系入手,最好的办法就是选项C,重新认识团队成员、理解项目的目标和冲刺的任务,开始新加入成员和原有团队之间的磨合。选项A,执行阶段,项目发起人不宜介入微观管理。选项B,这道题目里面最难排除的一个选项就是团队建设,很多同学选择了这个答案。团队建设采用在非正式场合的社交方式,来改善团队的氛围,侧重于改善团队紧张情绪,但是对团队成员之间相互协作的影响作用偏弱,所以不选。选项D,项目经理担负团队的管理责任,而非人力资源部门。
175、 项目经理所效力公司的项目发起人是一名非常忙碌的高管,经常到世界各地出差,项目经理应如何就项目进展情况与该项目发起人沟通?
The project sponsor of the company where the project manager works is a very busy executive who travels frequently around the world. How should the project manager communicate with the project sponsor on the progress of the project?
A : 定期将项目最新进展情况通过电子邮件发给该项目发起人 Regularly E-mail the project sponsor the latest progress of the project
B :在该项目发起人提出请求后,随即向其发送项目最新进展情况邮件 After the initiator of the project requests, he/she will be sent an email with the latest progress of the project
C :在该项目发起人不出差时与其举行面对面的会议 Hold face-to-face meetings with the project sponsor when he is not on a business trip
D :安排与该项目发起人和项目团队成员举行视频点播会议 Arrange video-on-demand meetings with the project sponsor and project team members
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正确答案:A 你的答案:D
解析:解析:PMBOK(6)P379,10.2-管理沟通。涉及到沟通的题目,要考虑信息的受众和沟通方法。既然高管非常忙碌,所以采用面对面的会议或者视频会议都不能保证及时的传递项目进展情况,所以采用电子邮件的方式较好。
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正题解析
1、 项目进度落后了,项目经理观察到,项目团队似乎把大部分时间花在了写文件上,而不是执行项目任务。项目经理应该做什么来帮助确保该团队专注于项目任务?
The project was behind schedule, and the project manager observed that the project team seemed to spend most of their time writing documentation rather than executing project tasks. What should a project manager do to help ensure that the team is focused on project tasks?
A :把所有的文件活动安排到项目结束时。 Schedule all documentation activities until the end of the project.
B :指导项目团队完成项目文件活动。 Guide the project team through the project documentation activities.
C :指派一名团队成员来处理文件活动。 Assign a team member to handle file activity.
D : 审查和调整适当的项目工件。 Review and adjust appropriate project artifacts.
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正确答案:D 你的答案:D
解析:解析:《PMBOK》第6版388页,10.3-监督沟通。大量繁杂的文档工作占据了过多的时间,此时项目经理要以沟通的效果为导向来优化沟通所使用的工件,因此D选项正确。情景中的这种的现象,也是激发对项目的管理从瀑布模型向敏捷变革的驱动力之一。选项A错误,项目文件的编写要与项目管理的实施状态同步,放到结束时进行很容易失控。选项B、C都是对沟通使用工件的具体优化措施,我们需要先审查分析原本的沟通工件的问题后再进行相应的调整,因此BC在D之后。
2、 项目经理正在管理的一个跨国产品开发项目具有来自众多国家/地区的相关方,在最近与主要项目发起人举行的进展情况会议上,负责实现产品工业化的提供商惊讶地发现,自从会议以来,某需求已经发生变更,该提供商提出了关于该变更的关键顾虑,并已根据早前的需求大幅增加了资本支出。项目经理本应采取什么的不同措施来避免发生这种情况?
A multinational product development project being managed by the project manager has stakeholders from many countries/regions. In a recent progress meeting with the main project sponsors, the provider responsible for the industrialization of the product was surprised to find out. Since the meeting, a requirement has changed, the provider raised key concerns about the change, and has substantially increased capital expenditures based on earlier requirements. What different measures should the project manager take to avoid this?
A : 项目经理应针对该变更请求进行详细的相关方分析,并从一开始就让该提供商参与进来,以确保他们的顾虑会得到解决。 The project manager should conduct a detailed stakeholder analysis of the change request and involve the provider from the outset to ensure that their concerns are addressed.
B :项目经理本不应该邀请该提供商参加进展情况审查会议,因为该提供商仅负责产品工业化事务,而不负责审批需求。 The project manager should not have invited the vendor to the progress review meeting because the vendor is only responsible for product industrialization, not approval requirements.
C :项目经理本不应该批准会导致项目资本支出增加的需求变更 The project manager should not have approved a change in requirements that would result in an increase in project capital expenditure
D :项目经理本应要求该供应商不要在进展情况审查会议上提出顾虑,因为这并非适当的场合。 The project manager should have asked the vendor not to raise concerns during the progress review meeting as this was not an appropriate occasion.
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正确答案:A 你的答案:A
解析:PMBOK(6)507,13.1-识别相关方。相关方的顾虑刚刚才被得知,识别相关方存在疏漏,所以要避免问题的出现,应该及早进行相关方识别分析。选项B的做法属于掩耳盗铃,不可取。选项C,问题不在变更是否合理,而在于变更后没有及时通知到相关方。选项D,禁止相关方发声的做法错误。
3、 采购部门需要向全球不同的供应商采购项目所需的各种商品,所有采购订单均己发送给供应商并已按要求处理。项目经理后来收到客户提出的变更请求。由于项目经理未及时通知采购部门,运抵的所有物品都是按原来的需求所提供。 项目经理本应做什么来确保该信息按时通知到采购部门?
A procurement department needs to purchase various goods for a project from different vendors around the world. All purchase orders have been sent to the vendors and processed as required. The project manager then received a change request from the customer. Because the project manager did not inform the procurement department in a timely manner, all the items arrived with the original requirements.What should the project manager have done to ensure the information reached the procurement department on time?
A :编制一份状态更新报告,并将之发送给所有相关方 Prepared a status update report and sent it to all stakeholders.
B :直接联系供应商,并将该变更告知他们 Contacted the vendor directly and informed them about the change.
C : 包括变更控制程序和采购过程的登记 Included a change control procedure,registering the procurement processes.
D :与项目团队开会讨论该变更,并将之记录在风险管理计划中 Met with the project team to discuss the change and registered it in the risk management
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正确答案:C 你的答案:C
解析:解析:PMBOK(6)P113-4.6实施整体变更控制。收到变更请求后“未及时通知采购部门”,属于变更管理计划存在漏洞,项目经理在之前应该确保正确的变更流程以及采购流程,选项C正确。选项AB,如何处理在变更管理流程的流转,需要在变更管理计划中明确,且状态更新报告一般不适合发送给所有相关方。选项D,风险管理计划针对的是不确定性事件进行管理的方法论,对变更管理流程的调整需要记录到变更管理计划。
4、 一个组织在历史上一直使用预测性方法来执行大多数项目。该组织现在想改变成一个敏捷的方法。哪种策略可以有效地帮助该组织为这种变化做好准备?
An organization has historically used a predictive approach to execute most projects. The organization now wants to change to an agile approach. Which strategy can effectively help the organization prepare for this change?
A :增加多层次的管理人员,他们将对敏捷的执行负责。 Add multiple levels of managers who will be responsible for agile execution.
B :采取大爆炸的方式,一次性将整个组织转移到敏捷中 Take the big bang approach and move your entire organization to agile in one go.
C :建立一个由高管组成的特别小组,每天对敏捷项目进行监控。 Create a special team of executives to monitor agile projects on a daily basis.
D : 通过解决组织内对敏捷的阻碍来提高组织的准备程度。 Improve organizational readiness by addressing barriers to agile within the organization.
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正确答案:D 你的答案:D
解析:知识点出处:“敏捷原则”《敏捷实践指南》第9页 题干问的是从预测型方法转变到敏捷方法需要做什么准备。敏捷方法和预测型方法有许多巨大的差异,例如敏捷方法拥抱变更而传统预测方法更加遵循计划。因此原本使用预测型方法的组织内部存在着不利于敏捷开发的障碍,若要转型敏捷开发,就要消除这些障碍。所以,选项D通过解决组织内部对于敏捷开发的障碍来提高组织的准备程度是正确的方式。 选项A,敏捷第11条原则是自组织团队,自组织团队推崇团队成员自我管理团队,是没有领导的,因此增加多层次的管理人员不符合自组织团队的原则; 选项B,转型到敏捷方法是一个循序渐进的过程,敏捷方法提倡可持续的开发,自组织团队也是一个逐步适应、完善的过程,因此一次性将整个组织转移到敏捷当中是不符合敏捷的原则的; 选项C,与选项A相似,敏捷采用自组织团队,且团队往往由通才型专家组成,由高管组成的特别小组监控敏捷项目明显有悖敏捷原则。
5、 某公司先前没有使用项目管理方法的经验,该公司最近为一个新的项目管理办公室(PMO)聘请了首位项目经理。该公司开展业务已有数年时间,一直在开展竞标工作。项目经理该做什么来评估一个新项目的可行性?
A company with no prior experience with a project management approach recently hired its first project manager for a new project Management Office (PMO). The company has been in business for several years and has been bidding. What should a project manager do to assess the feasibility of a new project?
A : 审查并分析该公司过去两年的经验教训知识库 Review and analyze the company's knowledge base of lessons learned over the past two years
B :与负责投标事务的职能经理开会审查当前的管理过程 Meet with the functional manager in charge of the tender to review the current management process
C :请求项目发起人编制一个项目管理计划模板 Request the project sponsor to create a project management plan template
D :与财务部门开会分析先前投标的成功之处 Meet with finance to analyze the success of previous bids
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正确答案:A 你的答案:A
解析:解析:PMBOK(6)P79,4.1.1.4-组织过程资产。排除法,选项B,评估项目的可行性而不是评估项目管理过程。选项C,目前在启动阶段,还没有创建项目管理计划。选项D,对投标项目进行财务分析是对的,但是不能仅限于与财务部门进行分析,所以排除。选A。
6、 一位项目经理最近受雇管理一个现有项目,该项目落后于进度,并且几乎没有存储项目文件。新项目经理认识到需要遵守法定要求并为将来的审计做好准备。但团队关注的重点仅在于交付最终结果。项目经理应该如何解决这一冲突?
A project manager was recently hired to manage an existing project that was behind schedule and had few project files stored. The new project manager recognizes the need to comply with statutory requirements and prepare for future audits. But the team's focus is only on delivering the end result. How should the project manager resolve this conflict?
A :要求团队为将来的审计保留大量文档 Ask the team to keep a lot of documentation for future audits
B :与将使用该技术的人员开会,以确定哪些关键文档是必要的,并要求团队遵守 Meet with the people who will be using the technology to determine which key documents are necessary and ask the team to comply
C :保留风险登记册,问题日志和质量测量指标等文件 Maintain risk registers, problem logs and quality measurement indicators
D : 咨询内部归档专家,以阐明组织内的归档政策,并将这些政策应用于该项目 Consult internal archiving experts to clarify the organization's archiving policies and apply them to the project
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正确答案:D 你的答案:D
解析:解析:PMBOK(6)P98,4.4-管理项目知识。项目实施过程中的文件定期收集整理,所以只关注结果而忽视经验教训的总结是错误的。至于要记录收集哪些文档,要根据内部的存档要求来实施。
7、 一个新成立的Scrum开发团队正在为用户故事,测试用例寻找模板。他们应该找谁?
A newly formed Scrum Development team is looking for templates for User stories, test cases. Whom should they approach?
A : 敏捷 PMO。 Agile PMO.
B :另一个项目的Scrum 主管。 Scrum Master of another project.
C :产品负责人。 Product Owner.
D :质量控制团队。 Quality Control team.
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正确答案:A 你的答案:A
解析:解析:《敏捷实践指南》P80-6.6.3.敏捷PMO为多学科型。PMO可以制定和实施标准,提供用户故事、测试案例、累积流图等模板。选项A正确。
8、 某项目正处于其生命周期的中途阶段,它正在预算范围内按进度计划进行。项目经理收到的通知声称,一项新的监管制约因素将会导致该项目的下一阶段发生迟延。 项目经理接下来该做什么?
A project is in the middle of its life cycle and is on schedule within budget. The project manager received a notice stating that a new regulatory constraint would delay the next phase of the project. What should the project manager do next?
A : 分析对进度计划和预算的影响,并遵循变更请求过程 Analyze the impact on schedule planning and budgeting, and follow the change request process
B :寻求客户批准,以便变更进度计划 Seek customer approval to change the schedule
C :分析对进度计划和预算的影响,并要求客户批准这些变更 Analyze the impact on schedule plans and budgets and ask customers to approve these changes
D :更新进度计划,将该制约因素纳入其中 Update the schedule to include this constraint
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正确答案:A 你的答案:A
解析:解析:PMBOK(6)P222,6.6-控制进度。当影响进度的问题出现,首先要分析影响,必要时提交变更。BD选项直接实施了变更请求,错误。C选项以命令的语气要求客户批准变更的做法不可取。
9、 项目经理正处于一个高度可见的项目的执行阶段,一个重要的里程碑将在三周后到期。项目经理发现供应商为此里程碑的交付将延迟五周。项目经理应该怎么做?
The project manager is in the execution phase of a highly visible project with a major milestone due in three weeks. The project manager found that the supplier's delivery for this milestone would be delayed by five weeks. What should a project manager do?
A :不要在状态会议上报告这个问题 Do not report this issue in a status meeting
B : 与团队会面并集思广益并制定解决此问题的方法 Meet with the team and brainstorm and develop a solution to this problem
C :停止向供应商付款,直到收到可交付成果 Stop paying suppliers until deliverables are received
D :报告错过的里程碑的状态 Report the status of missed milestones
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正确答案:B 你的答案:B
解析:解析:《PMBOK》第6版492页,12.3-控制采购。”供应商为此里程碑的交付将延迟五周“,对外的采购合作出现了问题,要研判延迟交付所带来的影响并进行干预,选项B正确。选项A,不报告这个问题,问题已然存在,做法不可取。选项C,项目的进度会受到供应商交付速度的影响,供应商不能按时交付,首先要考虑到项目会不会受到影响,而不是款项。选项D,里程碑尚未到期,还不是”错过“的状态。
10、 一家公司的项目管理办公室(PMO)已经开始实施迭代工具。一位项目经理正在开始一个新的项目,并发现了一个使用迭代工具的机会。其中一位高级经理对这个修改后的框架感到担忧,因为它对公司来说相当新。项目经理应该先做什么?
One company's project management office (PMO) has begun implementing iterative tools. A project manager is starting a new project and sees an opportunity to use an iterative tool. One of the senior managers was concerned about the revised framework because it was fairly new to the company. What should a project manager do first?
A :向该高级经理发送关于新框架的优势的文件。 Send the senior manager a document on the benefits of the new framework.
B :将高级经理的担忧上报给项目发起人,并将状态分发给团队。 Escalate senior manager concerns to project sponsor and distribute status to team.
C :寻找关于新框架的外部培训,以消除利益相关方的低参与度的风险。 Look for external training on the new framework to eliminate the risk of low stakeholder engagement.
D : 与利益相关方组织个别会议,以建立对新框架的认识和信任。 Organize individual meetings with stakeholders to build awareness and trust in the new framework.
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正确答案:D 你的答案:D
解析:解析:PMBOK-13.3.2.5 会议。在敏捷转型的过程中,相关方对新的框架感到担忧是正常的,应该通过沟通,了解相关方的关切点,然后进行解决和建立信任,选项D正确。选项A、C都是具体的解决措施,没有了解相关方担忧的点以及原因是什么就实施措施不合适;选项B,项目经理应先自行尝试沟通解决,不宜直接上报。
11、 项目章程已由所涉及的所有相关方批准。销售部门的一位关键相关方致电项目经理,称不应将其载入相关方登记册。该关键相关方的团队在项目交付前不会开展任何工作。他们没有时间开展与项目相关的工作。项目经理应该做什么?
The project charter has been approved by all parties involved. A key stakeholder in the sales department called the project manager and said he would not win his entry into the relevant stakeholder register. The team of this key stakeholder will not do any work until the project is delivered. They don't have time to work on projects. What should a project manager do?
A :将该相关方从状态报告分发名单中移除,但仍将其记为原始相关方 Removes the interested party from the status report distribution list but still records it as the original interested party
B :向该相关方说明,他们的参与度很低,并将其留在相关方登记册中 Explain to the relevant party that their participation is low and leave it in the relevant party register
C :将该关键相关方的抵制情况告知发起人,并请求其介入 Inform the initiator of the resistance of the key stakeholders and ask them to intervene
D : 安排与该相关方开会,向其说明其角色,并商定未来向其提供项目状态方面的最新情况 Arrange meetings with the relevant party to explain its role and agree to provide it with future updates on the status of the project
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正确答案:D 你的答案:D
解析:解析:PMBOK(6)523,13.3-管理相关方参与。管理相关方参与是与相关方进行沟通和协作以满足其需求与期望、处理问题,并促进相关方合理参与的过程。相关方不配合项目的实施,要对相关方进行管理。选项A,相关方是否不受当前项目的影响,未在情景中阐明,所以直接移除是错误的。选项B,要首先了解分析相关方对于项目的期望。选项C,对相关方的管理是项目经理的责任,如若不能解决再选择上报。
12、 一家跨国公司计划将他们的业务扩展到一个新的国家,在那里他们目前还没有业务。一位项目经理被指派来启动这个项目。在审查了商业案例之后,在制定适当的实施策略时,应该首先考虑什么?
A multinational company plans to expand their operations to a new country where they currently do not have operations. A project manager was assigned to start the project. After reviewing the business case, what should be the first consideration when developing an appropriate implementation strategy?
A : 评估环境和法规因素,确定高层次的风险和假设。 Assess environmental and regulatory factors to identify high-level risks and assumptions.
B :确保项目发起人在项目期间对项目的可交付成果和时间表达成一致。 Ensure project sponsors agree on project deliverables and timelines during the project.
C :从新的国家获得项目资源,以减轻不确定性的风险。 Obtain project resources from new countries to mitigate the risk of uncertainty.
D :识别并密切监测风险,因为公司没有针对这个国家的经验教训。 Identify and closely monitor risks as the company has no lessons for this country.
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正确答案:A 你的答案:A
解析:解析:《PMBOK》第6版78页,4.1.1.3-事业环境因素。“启动这个项目”,说明项目还在启动阶段,“在制定适当的实施策略时”,要考虑制约因素和高层次的风险,因此选项A正确。选项B,需要项目相关方对项目的可交付成果和时间达成一致,发起人只是项目相关方的成员之一。选项CD,针对如何规划对风险进行干预,在规划阶段进行。
13、 一位项目经理邀请公司CEO、发起人、团队成员和一位外部客户代表参加会议,审查项目管理计划。项目经理开始介绍预算,但CEO突然要求结束会议。项目经理应该怎么做才能避免这种情况?
A project manager invites the company CEO, sponsors, team members, and an external client representative to a meeting to review the project management plan. The project manager begins to present the budget, but the CEO abruptly asks to end the meeting. What should a project manager do to avoid this?
A :与外部客户代表一起进行根本原因分析,并将分析结果记录在经验教训登记簿上。 Conduct root cause analysis with external client representatives and record the results in a Lessons Learned Register.
B :在会议之前,先将演示幻灯片发给内部参与者,然后再发给外部客户代表。 Before the meeting, distribute presentation slides to internal participants and then to external account representatives.
C : 在邀请外部客户代表参加会议之前,与内部参与者和CEO一起审查了成本管理计划。 The cost management plan was reviewed with internal participants and the CEO before inviting external account representatives to the meeting.
D :在邀请外部客户代表参加会议之前,审查了沟通管理计划。 Review the communications management plan before inviting external client representatives to the meeting.
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正确答案:C 你的答案:C
解析:《PMBOK》第6版86页,4.2.2.3 人-人际关系与团队技能-会议管理。会议是项目管理过程中非常常用的工具,因此需要利用好会议来实现目的。情景中会议被突然中断,源于“项目经理开始介绍预算”,这个举动超过了CEO的预期。因此要想避免这个问题,要清楚会议的目的什么,并根据想要实现的目的来安排会议议程,因此选项C正确。选项A,根本原因分析属于事后分析。选项B,需要先在内部达成一致,而不是先发给谁后发给谁。选项D,沟通管理计划没有问题,是会议管理不当。
14、 项目经理被指派领导的过程自动化项目将最终导致劳动力缺失,尽管该项目在公司内部受关注度很高,但相关方却未出席关键需求收集会议。项目经理应如何确保更多相关方参加会议?
The process automation project that the project manager is assigned to lead will ultimately lead to labor optimization and loss, although the project is highly regarded within the company, the relevant parties do not attend the critical requirements gathering meeting. How should the project manager ensure that more stakeholders attend the meeting?
A :让项目发起人促使相关方支持项目结果 Get the project sponsor to push stakeholders to support the project results
B :与各相关方一起开展头脑风暴,并尽力说服他们参加会议 Brainstorm with all concerned parties and try to persuade them to attend the meeting
C :与关键相关方达成一致意见 Reach agreement with key stakeholders
D : 让所有相关方了解项目的成本效益 Inform all stakeholders of the cost effectiveness of the project
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正确答案:D 你的答案:D
解析:解析:PMBOK(6)522,13.2.3.1-相关方参与计划。要想确保更多相关方参与会议,就需要想办法“调动”相关方参与到项目中来。选项A,是单方面的施压,另外对相关方的管理是项目经理的责任。选项B,相关方未参加会议。选项C,目前相关方连会议都未出席,更别说达成一致意见,C不正确。
15、 项目经理正在为一个政府项目管理风险识别过程。鉴于该项目的政治影响,多数主要相关方已经表现出高度的风险厌恶情绪。项目经理应该采取什么策略来应对关键相关方的这种情绪?(易错题)
The project manager is managing the risk identification process for a government project. In view of the political impact of the project, most major stakeholders have shown a high degree of risk aversion. What strategies should the project manager adopt to deal with this sentiment of key stakeholders?
A : 规避和转移风险 Avoid and transfer risks
B :倾向于作出“镀金式”的回应 Tends to respond in a gold-plated way
C :对风险过程展现出高层级的承诺 High-level commitment to risk processes is demonstrated
D :识别重要和不重要的威胁 Identify important and unimportant threats
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正确答案:A 你的答案:A
解析:解析:PMBOK(6)407,11.1.3.1-风险管理计划-相关方风险偏好。相关方的风险偏好将联合决定可接受的整体项目风险敞口水平。既然相关方已经表现出了高度的风险厌恶情绪,对风险的可接受程度较低,此时宜采用规避和转移风险的应对策略。选项BCD都没有回应情景中提及的相关方的风险偏好,故排除。
16、 项目经理正在制定进度计划,并将所有团队成员何时能够加入项目工作考虑其中。该项目只有一台3D打印机,多项任务同时要求使用该3D打印机。项目经理应如何管理该3D打印机的可用性?
The project manager is working on a schedule that takes into account when all team members will be able to work on the project. The project had only one 3D printer, which was required for multiple tasks. How should the project manager manage the availability of the 3D printer?
A :可按各任务准备就绪时的顺序使用打印机 The printer can be used in the order in which the tasks are ready
B :自由浮动时间最多的任务可先使用打印机 Tasks with the most free float can use the printer first
C : 将3D打印机作为一种资源纳入资源管理计划 Incorporate 3D printer as a resource into the resource management plan
D :将3D打印机记录为组织分解结构(OBS)中的一个要素 The 3D printer is recorded as an element in the organization decomposition structure (OBS)
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正确答案:C 你的答案:C
解析:解析:PMBOK(6)P312,9.1-规划资源管理。既然打印机属于项目所需的资源,就将其纳入资源管理计划,根据资源管理计划对资源进行配备、管理和释放。选项AB包含在C选项当中,是对资源进行配备管理可能采取的方法。选项D,组织分解结构是对项目组织的一种层级描述,展示了项目活动与执行这些活动的组织单元之间的关系。
17、 项目经理观察到,两个团队成员在会议上公开争吵。为了推动他们的想法,每个团队成员都单独与发起人直接对话,并在没有通知项目经理或其他团队成员的情况下做出决定。项目经理应该采取哪两个行动?(选择两个。)
The project manager observed that two team members were openly bickering in the meeting. To advance their ideas, each team member individually speaks directly to the sponsor and makes decisions without informing the project manager or other team members. Which two actions should the project manager take? (Choose two.)
A :直接与他们的经理讨论这种行为,要求他们纠正这种行为。 Discuss this behavior directly with their manager and ask them to correct it.
B : 与每个团队成员一起解决该行为问题。 Work with each team member to resolve the behavior.
C :要求团队成员自己解决这个问题。 Ask team members to figure this out on their own.
D :与其他项目经理讨论这种情况并征求意见。 Discuss the situation with other project managers and seek input.
E : 在下次会议上重申基本规则,确保所有团队成员都清楚这些规则。 Reiterate ground rules at your next meeting, making sure all team members are aware of them.
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正确答案:B,E 你的答案:B,E
解析:《PMBOK》第6版348页,9.5.2.1-冲突管理 选项A,项目所需资源进入项目组后,管理责任就转移给了项目经理,项目经理应优先主动解决问题。选项B,采取公开面对的方式来应对冲突,是正确的处理策略。选项C,采用了撤退的策略,一方面问题得不到解决,另外一方面也与项目经理的职责相违背。选项D,没有提到其他项目经理且项目经理应优先主动解决问题。排除。选项E,提前约定基本规则,是正确的决策。
18、 一位新团队成员被分配到项目团队。该成员已经习惯于一种生产效率极低且不强制执行截止日期的不同交付方法。而新的交付方法是整体的,因此生产效率较低的人员对团队绩效的整体生产效率具有更大的影响。项目经理可以采用什么策略来解决与该新成员的冲突?
A new team member was assigned to the project team. The member has become accustomed to a different delivery method that is extremely inefficient and does not enforce deadlines. The new delivery approach is holistic, so people who are less productive have a greater impact on the overall productivity of team performance. What strategies can the project manager adopt to resolve conflicts with this new member?
A : 合作/解决问题 Cooperate/solve problems
B :强迫/命令 Force/direct
C :妥协/调解 Compromise/conciliation
D :缓和/包容 Mitigation/inclusion
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正确答案:A 你的答案:A
解析:解析:PMBOK(6)P348,9.5.2.1-人际关系与团队技能-冲突管理。题干只问了如何来解决冲突,没有给出常见的一些判断冲突解决策略的关键字,通常这种情况下我们选择4个选项中最理想的。
19、 在某产品最终版本获批之前举行的相关方会议上,其中一位相关方抱怨称,该产品缺失一项重要功能。项目经理应先采取哪项措施?
At a meeting of interested parties held before the final version of a product was approved, one of them complained that an important feature was missing. Which action should the project manager take first?
A :讨论该问题,并让该相关方相信增加更多功能为时已晚 Discuss the issue and convince the stakeholders that it's too late to add more features
B :估算增加该功能的成本并让相关方予以批准 Estimate the cost of adding the functionality and get approval from relevant parties
C : 利用定义的验收标准核实该功能是否属于项目范围 Verify that the function is within the scope of the project using the defined acceptance criteria
D :根据该相关方的要求提交变更请求 Submit a change request as required by the relevant party
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正确答案:C 你的答案:C
解析:解析:PMBOK(6)P163,5.5-确认范围。”相关方抱怨”,那么相关方的主张是否是合理的呢?情景中没有交代,那就需要首先对问题进行分析确认,如果相关方的主张是合理的,通过变更的方式进行补救。选项A,违背了对相关方管理的原则,增加了项目失败的可能性。选项BD,还未评估即执行,错误。
21、 一个研究和开发团队正在完成一项为期两年的项目。项目经理专注于项目的结束活动。哪项活动应该被视为优先事项?
A research and development team is completing a two-year project. Project managers focus on the closing activities of the project. Which activity should be considered a priority
A :释放资源并计划一个项目完成的庆祝活动。 Free up resources and plan a celebration of project completion.
B :召开指导委员会会议,通知他们项目的状态。 Hold a steering committee meeting to inform them of the status of the project.
C : 确保知识转移活动按计划执行。 Ensure that knowledge transfer activities are carried out as planned.
D :标记产品待办事项列表的完成状态,并更新沟通管理计划。 Mark the completion status of the product backlog and update the communication management plan.
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正确答案:C 你的答案:C
解析:解析:PMBOK-4.7-结束项目或阶段-行政收尾。在结束项目时,项目经理需要确保所有项目工作都已完成以及项目目标均已实现。A和C都属于收尾流程标准动作,但是应该先进行知识转移,最后再释放资源,因此选项C正确。选项B,在结束项目时,需要报告的不止是项目的状态,而是包含了项目总绩效的最终报告,B不选;选项D是项目进行中的活动,不属于收尾动作,不选。
24、 某市的高铁项目正在接受市政会审查,原因是项目屡次请求增加预算和延长进度计划,以应对意外风险事件。该项目当前预测的经济问题将超过成本预支,项目经理该做什么?
A high-speed rail project in a city is being reviewed by the council after repeated requests for budget increases and schedule extensions to deal with unexpected risk events. What should the project manager do if the economic problems currently projected for the project exceed the cost advance?
A :接受相关风险,继续推进当前计划 Accept the risks and move forward with the current plan
B :请求增加应急资金,以管理任何无法预见的风险 Request additional contingency funds to manage any unforeseen risks
C : 对当前风险管理过程的有效性进行风险审查 Conduct a risk review of the effectiveness of the current risk management process
D :提交变更请求,以供市政会审查 Submit a change request for review by the city council
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正确答案:C 你的答案:C
解析:解析:PMBOK(6)P456,11.7.2.2-审计。“屡次请求增加预算和延长进度计划,以应对意外风险事件”,风险频繁出现,风险管理不到位,导致了“经济问题将超过成本预支”的出现,此时需要对风险管理的过程进行风险审计。选项ABD都是针对单个风险,而没有回应情景中风险反复出现的这个问题。
25、 在某项目收尾阶段,一位相关方发现,所有项目可交付成果均符合要求,但可交付成果不再符合业务需要。项目经理应采取什么措施来防止在项目末期发生这种情况?
At the end of a project, an interested party finds that all project deliverables meet the requirements, but the deliverables no longer meet the business needs. What should the project manager do to prevent this from happening at the end of the project?
A : 审查并更新需求跟踪矩阵 Review and update the requirements tracking matrix
B :将项目的实际绩效与项目管理计划进行比较 Compare the actual performance of the project with the project management plan
C :定期检查单个项目风险的状态 Periodically review the status of individual project risks
D :监督所发生的已获批变更的实施情况 Oversee the implementation of the approved changes
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正确答案:A 你的答案:A
解析:解析:PMBOK(6)148,5.2.3.2-需求跟踪矩阵。需求跟踪矩阵是把产品需求从其来源连接到能满足需求的可交付成果的一种表格。使用需求跟踪矩阵,把每个需求与业务目标或项目目标联系起来,有助于确保每个需求都具有商业价值。项目的可交付成果满足要求,但是不符合业务需要,通常是在将需求关联到可交付成果时出现了问题。选项BCD,项目的实际绩效是符合项目管理计划的,所以问题没有出在这几项上。
27、 一个大型的、多年的、工业项目的项目经理有一个项目,有来自不同地域的多样化的利益相关者。最近,该项目经理遇到了利益相关者参与方面的问题。项目经理应该使用哪两个工具来确定参与没有达到计划效果的根本原因?(请选择两个。)
A project manager for a large, multi-year, industrial project has a project with diverse stakeholders from different geographies. Recently, the project manager encountered issues with stakeholder engagement. Which two tools should a project manager use to determine the root cause of engagement not having the planned effect? (Please choose two.)
A :开放空间会议 open space meeting
B :问题记录 problem log
C : 石川图 Ishikawa figure
D : 五个为什么 five why
E :沟通管理计划 Communication Management Plan
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正确答案:C,D 你的答案:C,D
解析:《PMBOK》第6版533页,13.4.2.1-根本原因分析在相关方参与效果没有达到期望要求时,应开展根本原因分析,确定相关方参与未达预期效果的根本原因。“五个为什么”是丰田公司创始人丰田章一于20世纪30年代提出的,后经《丰田生产方式》进入管理学的工具箱。“五个为什么”通过连续的“为什么”来倒逼问题的真相,找出导致问题发生的根本原因,在组织内部形成解决问题的企业文化,因此,选项D是可以找出没有达到计划效果的根本原因的。选项C因果图是寻找根本原因、核心原因,最常用的工具。因此CD两个选项正确。
29、 一位高级经理建议Scrum主管为公司即将到来的敏捷软件开发项目就功能和技术资源分别组建单独的敏捷团队。Scrum主管应该做什么?
A senior manager advises the Scrum Master to form separate scrum teams for Functional and Technical resources for the company’s upcoming Agile software development project. What should the Scrum Master do?
A : 向高级经理传授Scrum框架理念,并解释跨职能团队的价值。 Educate Scrum philosophy to the senior manager and explain the value of the cross-functional team.
B :为项目组建两个独立的团队,并为两个团队指定两个不同的Scrum主管。 Form two separate teams for the project, and appoint two different scrum masters for both the teams.
C :安排与团队的会面,听取他们的意见。 Schedule a meeting with the team to take their opinion.
D :要求产品负责人做出最终决定。 Ask the Product Owner to take final decision.
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正确答案:A 你的答案:A
解析:解析:《敏捷实践指南》P9、P36。 敏捷团队是自组织和跨职能的。他们共同合作,提供业务价值。在典型的敏捷项目中,跨职能团队一起工作来管理工作流程及其工作产品。功能团队和技术团队共同努力,在每次迭代中提供增量。 敏捷原则之一 "业务人员和开发人员在整个项目中每天一起工作"支持跨职能团队的角色。这一原则旨在缩小技术、职能、客户业务团队之间的差距。 在这里,因此,分开两个团队是不对的,Scrum 主管应该向高级经理说明Scrum框架,并解释跨职能团队的价值,说明这个做法不符合敏捷实践。
30、 项目团队接到开发新产品的任务。团队成员之间并无合作共事的经历,无法就推进项目最有效的方式达成一致。项目经理应该如何推进项目?
The project team was given the task of developing a new product. Team members have no experience of working together and cannot agree on the most effective way to move the project forward. How should the project manager move the project forward?
A :向团队详细介绍如何开发产品 Explain to the team in detail how to develop the product
B :积极管理产生的任何冲突 Actively manage any conflicts arising
C :根据需求重组项目团队 Reorganize the project team as required
D : 开展团队建设活动 Conduct team-building activities
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正确答案:D 你的答案:D
解析:解析:PMBOK(6)P341,9.4.2.4-人际关系与团队技能-团队建设。“接到开发新产品的任务”的描述容易让同学们产生误判,认为是项目启动阶段对项目的目标不清楚,会误选A。其实,情景中的焦点是“无合作共事的经验”,团队组建完成以后,需要进行磨合,所以选项D恰当。选项B,情景中没有提及冲突,所以排除。选项C,对团队成员的调整要根据团队绩效评估来决策,在选定D之后。
32、 在审查原型时,质量小组发现了一些不影响主要功能的偏差,但有可能在未来成为一个问题。为了避免将来出现重大问题,该小组建议采取纠正措施,这需要额外的资金。该项目已经在努力保持预算,甚至已经使用了一些应急储备。项目经理应该怎么做?
While reviewing the prototype, the quality team found some deviations that do not affect the main functionality, but have the potential to be a problem in the future. To avoid major problems in the future, the team recommends corrective action, which requires additional funding. The project is already struggling to stay on budget and has even used some contingency reserves. What should a project manager do?
A :询问产品设计师,为什么在设计阶段没有考虑到这个偏差。 Ask the product designer why this bias was not accounted for during the design phase.
B :要求质量团队放弃该样品,用一个新的样品重新测试。 Ask the quality team to discard the sample and retest with a new sample.
C : 对利益相关方产生的影响进行评估并启动变更请求程序。Assess the stakeholder impact and initiate a change request process.
D :向项目发起人报告,产品正在运行,而项目正在与预算作斗争。 Report to the project sponsor that the product is running and the project is struggling with budget.
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正确答案:C 你的答案:C
解析:解析:PMBOK(6)P113-4.6 实施整体变更控制。质量出现偏差,并且这个偏差的影响比较大(未来可能会出现重大问题),在已经使用了应急储备的情况,需要有额外的资金来采取纠正措施。针对这种情况,项目经理应该就该偏差对利益相关方产生的影响进行评估分析,并且启动变更请求程序,选项C正确。选项A,这个时候追究没有意义,先提出解决方案;选项B,偏差已经存在,我们应该尽快想解决方案,而不是重新测试来进行反复证明;选项D,项目经理应该优先自行尝试解决问题,在尝试后再考虑上报。
33、 项目经理有三个月的时间为即将到来的贸易展交付复杂的电子商务项目,这个截止日期至关重要,因为管理层渴望提升公司在市场上的竞争优势。若要确保项目实现其目标,项目经理应该做什么?
Project managers have three months to deliver complex e-commerce projects for the upcoming trade show, a deadline that is critical as management is eager to enhance the company's competitive edge in the market. What should the project manager do to ensure that the project achieves its goals?
A :开始制定项目管理计划 Start developing a project management plan
B :使用快速跟进计划压缩技术 Use the quick follow up plan compression technique
C : 确定关键成功因素和高层级交付策略 Identify key success factors and high-level delivery strategies
D :制定项目的相关方参与计划 Develop stakeholder engagement plans for the project
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正确答案:C 你的答案:C
解析:解析:PMBOK(6)P75,4.1-制定项目章程。项目的目标要在项目章程中明确,特别是提到了管理层对项目的期望,要达成共识后列入项目章程。选项ABD,均在C选项之后。
34、 一个使用敏捷方法的软件项目在每次发布时都面临质量问题,产生了许多生产问题。项目经理应该做什么来解决这个问题并提高质量?
A software project using agile methods faces quality issues with every release, creating many production issues. What should the project manager do to solve this problem and improve quality?
A : 利用回顾性会议来更好地了解质量问题的根源,并与团队一起制定计划来解决这些问题。 Use retrospective meetings to better understand the source of quality issues and develop a plan with the team to address them.
B :向发起人寻求额外的资金批准,用更有经验的团队成员替换初级团队成员。 Seek additional funding approval from sponsors to replace junior team members with more experienced team members.
C :雇佣一个外部公司来增加一个额外的测试层,确保最终产品在发布前得到很好的检查。 Hire an outside company to add an extra layer of testing to ensure the final product is well checked before release.
D :建立一个奖励制度,对能够捕捉到更多缺陷的团队成员给予奖励。 Create a reward system that rewards team members who catch more bugs.
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正确答案:A 你的答案:A
解析:知识点出处:5.2.1 回顾《敏捷实践指南》第50-51页 题目关键信息是敏捷方法、每次发布时都面临质量问题,回顾是敏捷的一个重要实践,它能让团队学习、改进和调整其过程。所以,团队在每次发布中都遇到质量问题,首先应该通过回顾会议来分析问题原因,找到对策,并采取适当的行动解决质量问题。因此选项A是正确答案。
35、 在遵循Scrum框架执行的软件开发项目的最后一个冲刺期间,一个关键的相关方请求进行更改,该更改可能会提高最终产品的性能,但也可能会影响计划的时间表。产品负责人应该怎么做?
During the last sprint of a software development project that is being executed by following the Scrum framework, a key stakeholder requests a change that may improve the performance of the final product but may also affect the planned schedule. What should the product owner do?
A :拒绝更改,因为其超出项目范围。 Reject the change as its out of project scope.
B : 与团队一起分析新需求并检查重构选项。 Analyze the new requirement with the team and check options for refactoring.
C :发出正式的更改请求。 Issue a formal change request.
D :将情况上报高级管理层。 Escalate the situation to the senior management.
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正确答案:B 你的答案:B
解析:解析:《敏捷实践指南》P40-4.3.2 敏捷的角色-产品负责人 根据问题中所述的场景,相关方已请求更改(非功能要求),这可能会导致性能改进。选项B与团队一起分析请求并确定重构选项是最佳做法。 选项 A不正确,因为敏捷项目“欢迎不断变化的需求,即使是在开发后期”。选项 C 不正确,因为变更请求适用于遵循预测方法的项目,不适用于敏捷项目。 由于产品负责人是唯一负责维护产品待办事项列表的人,因此不选 D。
36、 一些行业的利益相关者喜欢直接与程序员和系统分析员打交道,绕过项目经理。这使得项目的资源管理变得复杂。项目经理应该如何解决这个问题?
Some industry stakeholders prefer to deal directly with programmers and systems analysts, bypassing project managers. This complicates the resource management of the project. How should the project manager solve this problem?
A :要求与高级管理层会面,将情况升级。 Ask to meet with senior management to escalate the situation.
B :建议实施一个新的项目管理信息系统(PMIS)。 Proposed implementation of a new Project Management Information System (PMIS)
C :举办一个团队建设活动,以培养团队的凝聚力和改善沟通。 Host a team building event to foster team cohesion and improve communication.
D : 与项目团队一起促进沟通管理计划的采用。 Work with the project team to facilitate the adoption of the communication management plan.
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正确答案:D 你的答案:D
解析:《PMBOK》第6版388页,10.3-监督沟通。”绕过项目经理“,之前制定的沟通管理计划无法得以执行,因此需要重申沟通管理计划的重要性,选项D正确。选项A,项目经理应该优先尝试自行解决问题,再者如果关键相关方对项目的实施真的造成了严重的困扰,应该是向项目发起人寻求帮助(项目治理结构)。选项B,PMIS属于工具,单靠工具而不是从根源上入手,是无法彻底解决问题的。选项C,问题并没有出在团队资源的管理上。
37、 一个敏捷项目正在进行八次迭代中的第五次。在最后一次迭代规划后,团队被告知市场上出现了一个新的竞争对手,有必要加快行动以确保不错过市场份额。项目经理应该怎么做?
An agile project is in its fifth of eight iterations. After the last iteration of planning, the team was informed that a new competitor had appeared in the market and it was necessary to move faster to ensure that market share was not missed. What should a project manager do?
A :将竞争对手的功能添加到产品待办事项列表里,以改进产品。 Add competitor features to the product backlog to improve the product.
B : 帮助团队找到一种新的方法来尽快推出产品。 Help the team find a new way to launch products as quickly as possible.
C :要求团队提高速度,尽快推出产品。 Ask the team to increase speed and get the product out as quickly as possible.
D :要求发起人在团队中加入更多的人。 Ask the sponsor to add more people to the team.
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正确答案:B 你的答案:B
解析:解析:《敏捷实践指南》P35-仆人式领导的促进作用。项目经理成为仆人式领导时,工作重点就会从“管理协调”转向“促进合作”,帮助团队创建可接受的解决方案,B选项正确。选项A,产品待办事项列表的更新还是由产品负责人负责,项目经理没有权限进行更新;选项CD,敏捷团队是自组织的团队,项目经理以命令的语气为敏捷团队做决策不符合敏捷理念;
38、 一位项目经理收到了一份最新的挣值分析报告。以下是该报告的主要结论。完成时的预算=100万美元,挣值=70万美元,实际成本=75万美元,成本绩效指数=0.933。根据这些信息,项目经理应该对项目绩效得出什么结论?
A project manager has received an updated earned value analysis report. The following are the main conclusions of the report. Budget at completion = $1 million, earned value = $700,000, actual cost = $750,000, cost performance index = 0.933. Based on this information, what conclusions should the project manager draw about project performance?
A :该项目将完全按计划完成。 The project will be completed exactly as planned.
B :该项目将比计划更容易完成。 The project will be easier to complete than planned
C : 该项目将难以按计划完成。 The project will be difficult to complete as planned.
D :该项目将不能按计划完成。 The project will not be completed as planned.
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正确答案:C 你的答案:C
解析:解析:《PMBOK》第6版261页,7.4.2.2-数据分析-挣值分析。这道题目属于挣值分析的常见题型,四个选项全是针对项目的进度。PV=100万美元,EV=70万美元,AC=75万美元,CPI=0.933,EV小于PV,落后于进度,如果不进行干预的话,项目按照原定计划完成的几率不大,选项C正确。选项D,项目目前正在进行中,虽然难以按计划完成,但是如果我们通过相关的措施干预,还是有按计划完成的几率,所以直接说不能按计划完成的说法太过武断。
39、 你是一名敏捷项目经理,最近加入了一个团队,正在进行一个软件开发项目,为期几个月。你注意到团队中存在以下一些问题。1. 在执行时间盒的事件中没有纪律性;2.团队被卡在解决问题/缺陷上;3. 没有使用信息发射源来显示项目状态。你将如何处理这些问题?
You are an agile project manager who recently joined a team working on a software development project for several months. You notice some of the following issues in your team. 1. There is no discipline in the events of the execution time box 2. The team is stuck on solving problems/defects. 3. Not using an information source to display project status. How would you best handle these issues?
A :建议团队解决问题,告诉他们时间盒的价值,并强制他们使用信息发射源显示项目状态。 Advise the team to fix the problem, tell them the value of the timebox, and force them to use the info emitter to show the status of the project.
B :自己解决问题,指导团队正确执行时间盒,并命令他们使用信息发射源 Solve the problem yourself, instruct the team to properly execute the timebox, and order them to use the source of information
C :不需要采取什么具体行动,这些都是小问题,随着时间的推移会得到解决的 No specific action is required, these are small issues that will be resolved over time
D : 帮助团队处理问题,提醒他们时间盒的价值,并建议他们使用信息发射源显示项目状态。 Help teams deal with issues, remind them of the value of timeboxing, and advise them to use information emitters to display project status.
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正确答案:D 你的答案:D
解析:解析:《敏捷实践指南》P33 知识点:4.2 仆人式领导为团队赋权 关键字:敏捷项目经理 作为敏捷项目经理处理问题和解决阻碍的方式应该以仆人式领导的方式,以指导和支持为主,所以D选项正确。 AB采用强制,命令的方式不符合仆人式领导,C选项不采取任何措施太消极。
40、 项目经理正在制定一个施工项目的项目管理计划。该项目的多个相关方位于不同国家/地区。项目经理首先应该编制以下哪个文件?
A project manager is developing a project management plan for a construction project. The project has a number of stakeholders located in different countries. What should the project manager develop first?
A :项目章程 Project charter
B : 沟通管理计划 Communications management plan
C :相关方分析图 Stakeholder mapping
D :资源进度计划 Resource schedule
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正确答案:B 你的答案:B
解析:解析:PMBOK(6)P366-10.1规划沟通管理。“多个相关方位于不同国家/地区”,对信息的传递带来了挑战,所以沟通管理计划尤为重要。选项AC,“正在制定”“项目管理计划”,说明在规划阶段。选项D,在PMBOK中没有资源进度这个词汇。
41、 一位职能经理正在抱怨,因为他们没有被纳入项目组的决策中。按照沟通管理计划的规定,这位经理被邀请参加每一次会议,并被发送所有会议记录的副本。然而,这位职能经理总是找借口不参加这些会议。项目经理应该怎么做?
A functional manager is complaining because they are not included in the project team's decision-making. As specified in the communications management plan, the manager was invited to every meeting and was sent a copy of all meeting minutes. However, the functional manager is always making excuses not to attend these meetings. What should a project manager do?
A :安排与职能经理的直接上司会面,讨论这个问题。 Schedule a meeting with the functional manager's immediate supervisor to discuss the issue.
B :迫使职能经理去参加会议,并参与决策。 Force functional managers to attend meetings and participate in decision-making.
C :告诉职能经理,必须尊重和遵守在会议上做出的决定。 Tell functional managers that decisions made at meetings must be respected and followed.
D : 与该职能经理举行一对一的会议,试图确定造成这种情况的原因。 Hold a one-on-one meeting with the functional manager to try to determine the cause of the situation.
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正确答案:D 你的答案:D
解析:解析:《PMBOK》第6版523页,13.3-管理相关方参与。”总是找借口不参加这些会议“,那么他对项目到底是有什么期望而导致不支持项目呢?这些都需要项目经理去了解和分析,对相关方的管理要争取能够面对面沟通来确认相关方的真实意图,因此选项D正确。选项ABC,在不了解相关方的意图之前如此管理,会导致问题激化,要”对症下药“。
42、 在你的项目的第三个冲刺过半时,开发团队在测试代码时发现了一个严重的问题。他们必须尽快修复这个问题,但这需要的时间超过了他们在当前冲刺中剩余的时间。他们应该怎么做呢?
Halfway through the third sprint of your project, the development team discovered a serious problem while testing the code. They had to fix this ASAP, but it took longer than they had left in the current sprint. What should they do?
A :产品负责人应该召集团队会议,讨论潜在的解决方案 The Product Owner should convene a team meeting to discuss potential solutions
B : 产品负责人在产品待办事项列表中增加一个高优先级的工作项来修复问题 The Product Owner adds a high priority work item to the product backlog to fix the issue
C :产品负责人延长冲刺截止日期以适应修复的要求 Product owner extends sprint deadline to accommodate fix
D :产品负责人将工作项添加到冲刺和产品待办事项列表中。 The Product Owner adds work items to the sprint and product backlog.
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正确答案:B 你的答案:B
解析:解析:《敏捷实践指南》P40-4.3.2 敏捷的角色 知识点:产品负责人,冲刺时间盒 关键词:严重问题,超过当前冲刺剩余时间 当出现问题,需要额外的工作的时候,需要产品负责人向产品待办事项列表中维护相应的工作事项和对应的优先级,所以B选项正确。 A选项中针对问题召集会议讨论解决方案,应该是SM和TEAM的职责,并非产品负责人,C,冲刺的时间盒固定,不能延长,D,将工作项添加到冲刺的行为是TEAM决定,不是产品负责人。
45、 项目经理正在管理一个项目以实施一个新的客户关系管理(CRM)平台,在制定开发进度计划时,发起人提出,该系统必须具有可处理100万条客户记录的可扩展性。项目经理应在哪一个过程记录该标准?
The project manager is managing a project to implement a new customer relationship management (CRM) platform. When developing a development schedule, the initiator proposed that the system must be salable to handle 1 million customer records. In which process should the project manager document the standard?
A :管理质量 Management of quality
B :持续改进 Continuous improvement
C : 规划质量管理 Program quality management
D :控制质量 Control the quality
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正确答案:C 你的答案:C
解析:解析:PMBOK(6)P287,8.1.3.2-质量测量指标。“该系统必须具有可处理100万条客户记录的可扩展性”是要达到的指标,在规划质量管理过程制定。选项A,管理质量是关注质量管理活动是否得以落实。选项B,持续改进属于管理质量活动。选项D,控制质量关注质量水平。
46、 一位新项目经理正在为一家大型航空公司领导找一个软件开发团队,该项目团队负责将软件从旧平台升级到一个更加现代化的平台。一天,项目经理获悉,项目团队的技术负责人已决定接受另一家公司的一个职位,并已发出通知。项目经理首先应该做什么?
A new project manager is looking for a software development team for the leader of a major airline to upgrade the software from an old platform to a more modern one. One day, the project manager learned that the technical lead on the project team had decided to accept a position with another company and had given notice. What should a project manager do first?
A :查阅进度基准计划,确定更换该资源会对关键路径产生什么样的影响,并对里程碑作出适当调整。 Review the schedule baseline plan to determine how replacing this resource will affect the critical path and make appropriate adjustments to milestones.
B :查阅成本基准计划,确定更换该资源会对预算产生什么样的影响,并适当地重新分配资金 Review the cost base plan to determine what impact the replacement of the resource will have on the budget and reallocate funds appropriately
C : 查阅风险管理计划,确定对于资源管理是否存在规定的行动步骤 Review the risk management plan to determine if there are required action steps for resource management
D :确保文档均保持最新状态,并安排一系列会议,使资源之间完成知识转移 Ensure that documents are kept up to date and schedule a series of meetings to enable knowledge transfer between resources
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正确答案:C 你的答案:C
解析:解析:PMBOK(6)453,11.7-监督风险。技术负责人的突然离职是一个风险,如何处理?查阅风险登记册,看风险登记册上有没有预设的应急计划。如果没有,结合风险管理计划对风险进行评估,制定权变措施。选项AB,触发风险对项目的影响不局限于成本和进度。选项D,属于应急计划/权变措施中的内容,在C选项之后。
47、 一个组织正在向敏捷过渡,一个项目被选为试点。被指派的项目经理只有使用预测性方法的经验,但现在该项目经理被要求在敏捷教练的帮助下使用敏捷方法。在第五次冲刺的回顾会上,项目组抱怨说,组织中存在许多障碍,造成了项目的延误和返工。在这种情况下,项目经理应该怎么做?An organization is transitioning to agile and a project has been chosen as a pilot. The assigned project manager only has experience using predictive approaches, but the project manager is now required to use agile approaches with the help of an agile coach. During the retrospective of the fifth sprint, the project team complains that many obstacles exist with the organization that are creating project delays and rework. What should the project manager do in this situation?
A :在每日站会上进行根本原因分析。Perform a root cause analysis during the standup meetings.
B :创建一个专门的冲刺,与团队一起解决这些障碍。Create a dedicated sprint to solve the obstacles with the team.
C :在每日站会上讨论如何消除障碍。Include impediment resolutions during daily standup meetings.
D : 促进合作,帮助团队消除障碍。Promote collaboration to help remove the obstacles for the team.
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正确答案:D 你的答案:D
解析:解析:《敏捷实践指南》P41-敏捷团队角色-团队促进者。在敏捷团队中,PM作为一个团队促进者,是一种仆人式领导,应该帮助团队消除障碍。项目组抱怨在组织存在很多障碍,项目经理应该引导、指导和帮助团队消除障碍,D选项正确。消除障碍是PM作为仆人式领导的责任,团队应关注项目,不应拉上团队一起解决,因此ABC不正确。
48、 在一个多阶段项目期间,其中一位组件负责人一直未能共享测试详情并提供口头状态更新。这个问题在每周状态电话会议期间提出,并引发项目经理与该组件负责人之间对状态报告不合理的争执。项目经理应如何处理这种情况?
During a multi-phase project, one of the component leaders has been unable to share test details and provide verbal status updates. This issue was raised during the weekly status conference call and led to an unreasonable dispute between the project manager and the component owner over the status report. How should the project manager handle this situation?
A :记录该组件负责人的不合规情况并通过指导委员会标记该风险 Record non-compliance with the component responsible person and mark the risk through the steering committee
B :指导该组件负责人至项目管理办公室(PMO)以获取报告指南 Direct the component leader to the Project Management Office (PMO) for reporting guidance
C :将该情况升级上报给项目集主管并建议更换该组件负责人 Report the situation to the project assembly manager and recommend that the component manager be replaced
D : 与该组件负责人进行一对一会谈,就报告合规性达成一致意见 Meet one-on-one with the component leader to agree on reporting compliance
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正确答案:D 你的答案:D
解析:PMBOK(6)P348,9.5.2.1-人际关系与团队技能-冲突管理。“不合理的争执”属于冲突,要对冲突进行处理,用合作解决的方式与组件负责人进行会谈,就合规性达成一致,D选项正确。选项ABC,项目经理担负资源管理的责任,在未尝试解决问题之前就选择上报,错误。
49、 在8个冲刺发布的第4个冲刺中间,开发团队意识到他们无法实现发布目标。 团队接下来应该做什么?
During the middle of the fourth Sprint for eight Sprint release, the development team realized that they would not meet the release goal. What should the team do next?
A :向团队中添加更多开发人员。 Add more developers to the team.
B :建议新的发布日期。 Propose a new release date.
C : 安排与产品负责人的会议,重新确定待办事项的优先级。 Schedule a meeting with the Product Owner to reprioritize the backlog.
D :请咨询项目经理以提高团队速度。 Consult with the Project Manager for improving the team velocity.
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正确答案:C 你的答案:C
解析:《敏捷实践指南》P41-4.3.2 敏捷的角色本题关键字“无法实现发布目标”,无法完成发布目标,应该根据价值调整待办事项的优先级,已尽力达成项目愿景。用户故事优先级由产品负责人确定,因此C比较合适. 一般来说,在敏捷项目中,成本和进度是固定的,而范围是灵活的。因此,排除了备选方案A和B的可能性。开发团队已经经历了4个冲刺的尝试也还是无法实现发布目标,再提高团队速度也没有意义。
50、 一个团队对如何解决正在建设中的产品的一个功能有不同的想法,虽然两天前开始冲刺,但他们仍然没有达成共识。项目经理应该怎么做?
A team has different ideas on how to solve a feature of a product under construction, and despite starting the sprint two days ago, they still don't have a consensus. What should a project manager do?
A : 安排一次会议,让每个人都有机会表达他们对每个想法的看法,然后进行投票和决定。 Schedule a meeting where everyone has a chance to express their views on each idea, then vote and decide.
B :对每个想法的优点和缺点提出意见,并试图在一个促进会议上达成共识。 Comment on the strengths and weaknesses of each idea and try to reach consensus in a facilitation meeting.
C :要求作为关键利益相关者的产品负责人在不同的想法中做出选择。 Ask the Product Owner, who is a key stakeholder, to choose among different ideas.
D :向小组提出想法,请大家投票,然后选择最受欢迎的想法。 Submit an idea to the group, ask everyone to vote, and choose the most popular idea.
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正确答案:A 你的答案:A
解析:知识点出处:4.2 仆人式领导为团队赋权《敏捷实践指南》第33-37页 当团队成员对产品功能的想法不能达成共识时,项目经理应该以仆人式领导的思维帮助团队达成共识。项目经理成为仆人式领导时,工作重点就会从“管理协调”转向“促进合作”。促进者将帮助每个人各尽所能地思考和工作。促进者鼓励团队参与、理解,并对团队输出共同承担责任。促进者帮助团队创建可接受的解决方案。选项A既是鼓励团队成员尽所能地思考和互相交流,又鼓励团队自己做出决策,符合仆人式领导的原则。 选项B,仆人式领导应该鼓励团队自己做出决策,而非替团队决策; 选项C,团队内部的问题应该由项目经理和团队共同解决,而不是请相关方决策; 选项D,缺少了让团队进行交流互动的环节,不符合面对面交流的原则。
51、 一家公司正在执行一个关键的转型项目。其中几个职能经理未被识别为相关方,因此,这些职能经理未被包含进项目开工会议。现在,该项目处于其执行阶段,这些职能经理正在表达对项目进展的担忧,并要求改变方向。项目经理应该做什么?
A company is executing a key transformation project. Several of these functional managers were not identified as interested parties and therefore were not included in the project initiation meeting. The project is now in its execution phase. These functional managers are expressing concerns about the progress of the project. And asked for a change of direction. What should a project manager do?
A :向这些职能经理发送电子邮件,解释说该项目已处于执行阶段 Send an email to these functional managers explaining that the item itself is in the execution stage
B :与这些职能经理分享项目管理计划 Share the project management plan with these functional managers
C : 与这些职能经理一起举行研讨会,讨论该项目 Conduct workshops with these functional managers. Discuss the project
D :要求这些职能经理提出变更请求以解决他们的顾虑 Ask these functional managers to make change requests to address their concerns
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正确答案:C 你的答案:C
解析:解析:PMBOK(6)P523,13.3-管理相关方。职能经理未被识别为相关方,在项目的规划阶段,没有去收集他们对项目的期望,所以此时仅向他们提供项目的信息不能打消他们的顾虑,排除ABD。此时最好的管理实践是重新收集他们的期望,了解他们的担忧,选C。
52、 一家施工组织的变更管理政策规定,不涉及项目批准的变更可以由职能经理修订和批准,但涉及基准的变更必须由变更控制委员会(CCB)修订。CCB每月开一次会,负责供水项目的项目经理必须获得使用应急储备的授权并继续项目,但下一次CCB项目会议将在两周后召开。项目经理应该做什么?
The variant management policy of a construction organization stipulates that changes that do not involve project approval can be revised and approved by functional managers, but changes involving benchmarks must be revised by the Special Change Control Board (CCB). The CCB meets once a month, and the project manager responsible for the water supply project must obtain authorization to use the emergency reserve and continue the project, but the next CCB project meeting will be held in two weeks. What should the project manager do?
A :获得管理层的授权,以更新成本基准,记录变更并通知相关方 Obtain authorization from management to update cost benchmarks, document changes and notify stakeholders
B :向CCB提交变更请求并等待批准使用应急储备 Submit a change request to CCB and wait for approval to use the contingency reserve
C : 请企业相应的职能经理批准 Request approval from the corresponding functional manager of the enterprise
D :将该问题升级上报管理层并等待解决 Escalate the issue to management and wait for resolution
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正确答案:C 你的答案:C
解析:解析:PMBOK(6)P254,7.3.1.1-成本基准。动用应急储备不影响基准,且变更管理政策中规定了不影响项目批准的变更职能部门经理即可批准,所以C选项正确。选项A,成本基准不受影响。选项B,无需提交给CCB。选项D,没有超过项目经理的处理范围,所以无需上报。
53、 某全球项目的项目团队成员来自不同文化,生于不同时代,其项目经理发现会议和任务耗时超过预期。项目经理可如何使这种情况有所改变?
The project manager of a global project with team members from different cultures and generations found that meetings and assignments took longer than expected. How can project managers make a difference?
A :进行积极倾听,确认团队了解各项任务一并消除沟通障碍 Actively listen to make sure the team understands the tasks and removes communication barriers
B : 践行文化意识,确保在存在文化差异的情况下清晰沟通 Practice cultural awareness to ensure clear communication in the presence of cultural differences
C :辅导项目团队成员在会议中在表述时做到言简意赅,并有效提供信息 Coaching project team members are concise and informative in their presentations during meetings
D :确保所有项目团队会议都有清晰的议程,并制作列明行动和责任人的会议记录 Ensure that all project team meetings have a clear agenda and that minutes are prepared with action and accountability
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正确答案:B 你的答案:B
解析:解析:PMBOK(6)P388,10.3-监督沟通。情景中存在制约因素,”不同文化,生于不同时代“。规划沟通管理时要考虑到制约因素,只有B选项回应了情景中的焦点。选项ACD,都没有提及如何去应对”不同文化“和”不同年代“。
54、 项目经理正在为某公司开展一个系统更新项目。该公司通过某供应商购买会提高工作效率的产品。在合同谈判期间,项目经理意识到,该供应商尚未充分测试其产品,实施该产品会使不确定性和风险增加。项目经理该做什么才能减轻项目面临的风险?
The project manager is working on a system update project for a company. The company buys products that improve productivity through a supplier. During contract negotiations, the project manager realized that the supplier had not fully tested its product and that implementing the product would increase uncertainty and risk. What should the project manager do to mitigate the risks to the project?
A :告知管理层鉴于供应商产品存在大量缺陷,且需要必要的定制数量,因此风险太大而无法进行整合。 Inform the management that, given that the supplier’s products have a large number of defects and require the necessary amount of customization, the risk is too high to be integrated.
B :将测试持续时间延长三周,主动应对各种错误,并增加成本结算,以考虑新的测试资源 Extend test duration by three weeks, proactively address errors, and increase cost settlement to consider new test resources
C :停止开展项目规划工作,直到该供应商能够完全确认其产品,并延长项目管理计划的期限,以便将新供应商的限期纳入其中。 Discontinue project planning until the supplier can fully identify its products and extend the project management plan to include new supplier deadlines.
D : 要求供应商的合同包含一个条款,以奖励方式激励供应商交付无缺陷产品,并让供应商负责解决缺陷问题 Require supplier contracts to include a clause that incentives suppliers to deliver defect-free products and holds them accountable for fixing defects
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正确答案:D 你的答案:D
解析:解析:PMBOK(6)P453,11.7-监督风险。注意,情景中的风险是由供应商引起的。选项A属于上报,且与PMBOK所倡导的积极乐观相违背,选项B的各种描述是接受了风险,选项C是规避。只有选项D可能减轻风险发生时所造成的影响。
55、 Shadi 的Scurm团队由10名队员组成。团队已经进入3周冲刺的第11天。一个来自组织内部的关键相关方给团队成员打电话,要求进行一个看似紧急的变更,并且可能与法规遵从性有关。该团队成员的最佳行动方案是什么?
Shadi's Scurm team consists of 10 players. The team has entered the 11th day of the 3-week sprint. A key stakeholder from within the organization calls a team member to request a change that appears to be urgent and possibly related to regulatory compliance. What is the best course of action for this team member?
A : 通知相关方与产品负责人合作,确定变更的优先级。 Notify interested parties to work with the Product Owner to prioritize changes.
B :团队成员通知团队并开始实施变更,因为团队在scrum中是自组织的。 Team members notify the team and start implementing the changes because teams are self-organizing in scrum.
C :通知相关方等到完成当前的sprint,而当前的sprint只有几天的时间。 Inform interested parties to wait until the current sprint is complete, which is only a few days away.
D :让scrum主管与相关方沟通,以获得更多关于变更的信息。 Have the scrum master communicate with interested parties to get more information about the change.
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正确答案:A 你的答案:A
解析:《敏捷实践指南》P41 知识点:产品负责人;关键词:看似紧急的变更;敏捷团队收到变更请求时,应该将变更请求通知给产品负责人让其创建对应的产品待办事项然后跟已有的待办事项进行优先级排序,以确定其开发顺序。所以选择A选项。B选项团队自组织不代表能决定一切,新需求需要由产品负责人确认。C团队成员没有权力安排工作项,需团队一致决定。D,和相关方沟通需求是产品负责人的职责。
57、 沙迪是一名Scrum Master,负责跟进一个敏捷项目的团队。团队成员抱怨他们的工作被拖延了,因为新的发起人每次都在询问他们项目的细节。在这种情况下,作为一个Scrum Master,沙迪会怎么做?
Shady is a Scrum Master working on a team working on an agile project. Team members complained that their work was delayed because new sponsors were asking them for details of their projects each time. In this situation, what would Shady do as a Scrum Master?
A : 联系发起人,要求他向你(scrum master)询问所有的问题。 Contact the sponsor and ask him to ask you (scrum master) all questions.
B :与产品负责人商量,请他帮忙处理新发起人的问题 Discuss with the product owner and ask him to help with the new sponsor
C :告诉团队,在与发起人进行任何讨论之前,要先征得他(scrum master)的同意。 Tell the team to get his (scrum master) approval before any discussions with the sponsor.
D :与团队讨论,固定一名成员作为发起人的代言人。 Discuss with the team to fix a member as the spokesperson for the sponsor.
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正确答案:A 你的答案:A
解析:《敏捷实践指南》P40-4.3.2 敏捷的角色;知识点:敏捷教练;关键词:scrum master,团队成员抱怨他们的工作被拖延了。作为敏捷教练,一项主要职责就是协助团队成员排除价值交付的阻碍,并且敏捷教练有组织内协调的职责,所以A选项正确。B,产品负责人跟客户合作确定产品的方向,但不负责对外沟通;C,SM没有控制团队的权力,只能协助团队,D,固定的发言人应该就是敏捷教练。
58、 项目经理在第三次迭代开始时加入一个项目,之前迭代的相关文档可用,但是前任项目经理已不在公司工作。由于在之前迭代中遇到的问题,第三次迭代的运行落后于进度计划。若要防止这种情况再次发生,项目经理应该做什么?
A project manager joins a project at the beginning of its third iteration. Documentation on the previous iterations is available; however the former project manager is no longer with the company. The third iteration is running behind schedule due to issues encountered in the previous iterations.What should the project manager do to prevent a recurrence?
A :联系前任项目经理获得经验教训 Contact the former project manager to obtain lessons learned.
B :询问团队成员以确定可能影响项目的因素 Question the team members to determine what may impact the project.
C : 审查历史数据和经验教训 Review the historical data and lessons learned.
D :评估项目周边的条件,并调整进度计划 Evaluate the conditions surrounding the project, and adjust the schedule.
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正确答案:C 你的答案:C
解析:解析:PMBOK(6)P39-2.3组织过程资产。“若要防止这种情况再次发生”,之前迭代所遇到的问题记录在组织过程资产当中,供以后的项目借鉴。选项A,在良好的管理实践下,迭代过程中所遇到的问题会收集整理并汇总到组织过程资产,所以联系前任项目经理不妥。选项B,仅询问团队成员获得的信息不够全面;D,只评估项目周边的条件也不全面。
59、 你的项目进行到一半时,产品负责人离开了公司。新的产品负责人被分配到这个项目中,但他来自不同的业务部门。你与新产品负责人一起回顾产品待办事项列表时,他要求重新安排一些积压项目的优先级。你应该怎么做?
Halfway through your project, the product owner leaves the company. A new product owner is assigned to the project, but he is from a different business unit. When you review the product backlog with the new product owner, he asks to reprioritize some of the backlog items. What should you do?
A :将矛盾上报给敏捷教练或上级管理层。 Escalate conflicts to an agile coach or upper management.
B :告诉产品负责人,目前的排序是团队和前任产品负责人商定的。 Tell the Product Owner that the current ordering was agreed upon by the team and the previous Product Owner.
C :避免与产品负责人的对抗,要求团队与产品负责人协商一个可行的解决方案。 Avoid confrontation with the product owner and ask the team to negotiate a workable solution with the product owner.
D : 按照产品负责人的要求,重新安排项目的优先级。 Re-prioritize projects as requested by the Product Owner.
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正确答案:D 你的答案:D
解析:《敏捷实践指南》P40-4.3.2 敏捷的角色;知识点:产品负责人;关键词:要求重新安排挤压工作项的优先级;安排工作项的优先级是产品负责人的职责,所以应该遵照产品负责人的意见重新排列优先级,D选项正确。 A,这个冲突并没有到上报的程度,B,之前的产品负责人确定的现任产品负责人可以进行修改,C,团队也没有对工作项优先级的权限。
60、 某项目团队正准备要推出首批可交付成果,对此首席信息官(CIO)表现出浓厚的兴趣,并开始跟进项目状态。首席信息官开始通过电子邮件向其中一位团队成员请求定期状态更新,该团队成员将该请求转发给了项目经理。项目经理应该做什么?
The CHIEF Information Officer (CIO) showed a strong interest in a project team that was preparing to launch its first deliverables and started following up on the project status. The CIO began requesting regular status updates via email to one of the team members, who forwarded the request to the project manager. What should a project manager do?
A :让该团队成员向首席信息官发送档案资源中的最新报告 Have the team members send the latest report from the archive resource to the CIO
B : 与首席信息官开会讨论该请求,并相应地更新沟通管理计划 Meet with the CIO to discuss the request and update the communication management plan accordingly
C :请求首席信息官根据当前的沟通管理计划等待下一份状态更新报告 Ask the CIO to wait for the next status update report based on the current communication management plan
D :为首席信息官制定新的详细的状态报告模板和进度计划 因为这是一项高可见性请求 Develop new detailed status report templates and progress plans for CIO because this is a high visibility request
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正确答案:B 你的答案:B
解析:解析:PMBOK(6)P379,10.2-管理沟通。CIO存在对信息的需求,此时需要对需求进行分析,必要时对沟通管理计划进行更新。选项A,沟通要依据沟通管理计划进行。选项C,当前的沟通管理计划中没有对CIO所关心的信息的传递约定,所以下一份的状态报告是等不到的。选项D,状态报告模板要依据CIO对信息获取的需求而定,在选项B之后。
61、 营销团队正在过渡到使用混合方法进行项目。营销总监对混合方法不了解,而项目经理需要总监的支持,因为营销总监是一个关键相关方。项目经理应该做什么来获得支持?
The marketing team is transitioning to using hybrid approaches for their projects. The marketing director is not knowledgeable about hybrid methodologies, and the project manager needs the director's support as the marketing director is a key stakeholder. What should the project manager do to obtain the support?
A : 向营销总监提供关于混合方法的指导。 Mentor the marketing director on hybrid approaches.
B :培训营销团队并让总监了解情况。 Train the marketing team and keep the director informed.
C :要求营销团队的成员对总监进行指导。 Ask the marketing team members to coach the director.
D :要求营销总监参加日常会议。 Ask the marketing director to participate in daily meetings.
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正确答案:A 你的答案:A
解析:《敏捷实践指南》P37-4.2.1.4 考虑这些仆人式领导的职责。在仆人式领导的职责里面其中有一点是教育相关方,使其了解为什么要敏捷以及如何敏捷。因此对于场景当中相关方不了解混合方法的情况,项目经理应该向营销总监提供关于混合方法的指导。选项B,题目只提到营销总监不了解,所以没有必要通过培训整个团队的方式来让总监了解;选项C,这是项目经理的责任;选项D,站会更多的是帮助营销总监了解项目的进度;
62、 一个项目经理使用预测性方法已经超过10年了,现在要转到一个敏捷项目,团队成员以前没有一起工作过。经过两个冲刺阶段的工作,团队没有取得任何成果,完成工作的压力非常大。在这个阶段,项目经理应该使用什么样的领导风格?
A project manager who has been using predictive methods for over 10 years is moving to an agile project where team members have not worked together before. After two sprints of work, the team achieved nothing and the pressure to get the job done was very high. What leadership style should the project manager use at this stage?
A :一种被动的领导风格,允许团队自我组织,直到达到规范化阶段。 A passive leadership style that allows teams to self-organize until the normative stage is reached
B :一种指令性的风格,为团队做出决定,以达到早期的结果。 A prescriptive style of making decisions for the team to achieve early results.
C :使用多数人意见占上风的技术的民主风格。 Democratic style using techniques where majority opinion prevails.
D : 一种指导希望得到帮助的人并促进团队合作的领导风格。 A leadership style that guides those who want help and promotes teamwork.
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正确答案:D 你的答案:D
解析:解析:《敏捷实践指南》P35-仆人式领导的促进作用。在敏捷项目里面,项目经理成为仆人式领导时,工作重点就会从“管理协调”转向“促进合作”,帮助每个人各尽所能地思考和工作以及帮助团队创建可接受的解决方案,因此,选项D正确。选项ABC都不符合敏捷项目的领导风格。
63、 一位项目经理正在实施一个新的软件系统。一些部门工作人员质疑变更的必要性,并认为新系统会妨碍他们当前的流程。项目经理在项目开始时应该做些什么来防止这种阻力?
A project manager is implementing a new software system. Some department staff questioned the need for the change and felt that the new system would hamper their current processes. What should a project manager do at the beginning of a project to prevent this resistance?
A : 让公司各个层面的相关方都参与其中,以便每个人都了解变化。 Involve stakeholders at all levels of the company so everyone is aware of the changes.
B :在接受项目之前确保公司文化鼓励变革。 Make sure the company culture encourages change before accepting a project.
C :制定沟通管理计划,概述与利益相关者沟通的方法。 Develop a communications management plan outlining the approach to communicating with stakeholders.
D :鼓励项目发起人与经常抵制变革的部门讨论变革。 Project sponsors are encouraged to discuss change with departments that often resist change.
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正确答案:A 你的答案:A
解析:解析:《PMBOK》第6版523页,13.3-管理相关方参与。不是所有的项目相关方都会支持项目。尤其以一个组织来说,变革经常遇到层层组力,要不也不会抽调资源组成项目组来做变革的破局者。所以项目经理在管理相关方参与的时候,需要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。从情景描述中可以看出,相关方出现了抵制的态度,身为项目经理在项目开始时要尽早的让相关方参与进来,了解项目的变化,减少来自相关方的阻力,选项A正确。选项B,变革作为口号所起到的作用有限,如果要破局,还是需要具体的行动。选项C,在确定与相关方的沟通管理计划之前,要先让相关方参与到项目中,先A再C。选项D,管理责任是项目经理而不是项目发起人。
64、 在一次日常工作会议上,敏捷教练Shadi了解到一位关键的开发人员已经被职能经理从项目中撤出 ,从而对迭代目标的完成造成了真正的威胁。据进一步了解,职能经理已经提前表明了团队成员的退出。为了防止项目中出现这样的意外,Shadi和他的团队应该怎么做?
During a daily work meeting, Agile coach Shadi learned that a key developer had been removed from the project by a functional manager, posing a real threat to the completion of the iteration goals. It is further understood that the functional manager has indicated the exit of the team members in advance. What should Shadi and his team do to prevent such an accident in the project?
A :应该对团队的速度进行监控,并在需要的地方进行相应的加速。 The speed of the team should be monitored and accelerated accordingly where needed.
B :团队应该为迭代增加缓冲区,以考虑到已知/未知的风险。 Teams should increase buffers for iterations to account for known/unknown risks.
C :Shadi 应该提前联系职能经理,防止这种意外的退出。 Shadi should have contacted the functional manager in advance to prevent this unexpected exit.
D : 团队在迭代规划时应该考虑资源的可用性。 Teams should consider resource availability when planning iterations.
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正确答案:D 你的答案:D
解析:解析:《敏捷实践指南》P39知识点:敏捷团队;关键词:资源撤出,防止;在冲刺计划时,必须考虑所有资源的可用性,敏捷要求团队成员 100% 为专职成员,敏捷教练需要确保冲刺期间所有资源可用。所以选择D选项。A速度是一个参考值,无法监控。B增加缓冲区应对风险,但是没有从根本上防止这个问题发生。C提前联系是确认资源可用性的一种方式,不如D全面。
65、 一个团队正在为一个中等规模的项目举行迄今为止所建软件的第一次演示。产品负责人发现了一些问题,他们希望在提供批准之前解决这些问题。项目经理应该如何处理这个问题?
A team is holding the first demonstration of the software it has built so far for a mid-sized project. The product owner found some issues that they wanted to fix before giving approval. How should project managers deal with this problem?
A :让产品负责人参阅已签署的业务需求文件,并解释说目前的计划不能促进这些变化。 Refer the Product Owner to the signed business requirements document and explain that the current plan does not facilitate these changes.
B :告诉产品负责人这些问题将在软件的第二个版本中解决。 Tell the Product Owner that these issues will be resolved in the second release of the software.
C : 计划与产品负责人一起梳理待办事项列表以解决这些问题,并将其纳入下一个冲刺阶段。 Plan to work through the backlog with the Product Owner to address these issues and incorporate them into the next sprint.
D :让产品负责人参考变更管理计划,然后上报给指导委员会。 Refer the Product Owner to the Change Management Plan and escalate to the Steering Committee.
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正确答案:C 你的答案:C
解析:《敏捷实践指南》P41-敏捷的角色-产品负责人。迭代演示会上暴露的问题或者新需求,应该进入产品待办事项列表,确定优先级,最紧急的安排进入下一个迭代。待办事项列表由产品负责人来管理,因此项目经理应该与产品负责人一起梳理待办事项列表,选项C正确。题目是敏捷项目场景,在敏捷项目中,需求的优先级由产品负责人决定,因此选项ABD中的让产品负责人参阅各类文件或者是其他人来决定需求优先级的做法都不正确。
66、 在待办事项列表优化会议上,Scrum 团队讨论了一项新要求,该要求需要由位于不同地理位置的多个相关方确认。 应该怎么做才能快速确认需求?
During the backlog optimization meeting, the Scrum team discussed a new requirement that needed to be confirmed by multiple stakeholders located in different geographic locations. What should be done to quickly identify requirements?
A :与每个相关方单独召开会议,并听取他们的反馈。 Set up a separate meeting with each of the stakeholders and take their feedback.
B :在产品待办列表中添加要求,并在下一次迭代评审会议中获取相关方批准。 Add the requirement in the Product Backlog and take stakeholder approval in the next iteration review meeting.
C : 设置虚拟会议,与所有相关方联系并获得他们的同意。 Set up a virtual meeting to connect with all relevant stakeholders and gain their consent.
D :提出更改请求并更新风险登记簿。 Raise a Change Request and update the Risk register.
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正确答案:C 你的答案:C
解析:解析:PMPBOK(6)-P333-9.3.2.4虚拟团队。本题关键字“需要不同地理位置的多个相关方确认”典型的虚拟团队的考题,针对不同的地理位置利用虚拟会议,可以继续推进项目进程。所以C正确。选项A,这个方案耗时非常大,题目明确需要快速确认需求,这个方案不合适;选项B,需要跟相关方确认同意后才能添加,因此直接添加不可取;选项D,此为预测性做法,团队遵循敏捷方法,因此排除。
67、 在季度管理会议期间,发现项目的完成日期将延期。尽管影响这一延期的问题始于项目早期阶段,但之前的所有季度会议纪要都显示项目进展正常。项目经理应该做什么?
During the quarterly management meeting, it was discovered that the completion date of the project would be delayed. Although the issues affecting this delay began in the early stages of the project, all previous quarterly meeting minutes indicated that the project was progressing normally. What should a project manager do?
A :更新项目进度计划并证明延期的正当理由 Update the project schedule and justify the delay
B : 审查沟通管理计划,以改善沟通的准确性 Review communication management plan to improve communication accuracy
C :确保使用有效的方法来沟通项目的状态 Ensure that effective methods are used to communicate the status of the project
D :增加项目状态沟通的频率 Increase the frequency of project status communication
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正确答案:B 你的答案:B
解析:解析:PMBOK(6)P388-10.3监督沟通。“项目的完工日期将延期”的信息没有正确传递,需要对沟通管理计划进行审查,并根据审查的结果进行调整。选项A,通过修改进度来证明这种做法不可取。选项CD,是可能出现在更新后的项目沟通管理计划中的内容。
68、 一个敏捷项目的项目经理被要求减少30%的预算。由于这是一个小的项目组,预算主要分配给资源。为了在受限的环境中继续提供价值,该项目经理应该使用什么策略?
The project manager of an agile project was asked to reduce the budget by 30%. Since this is a small project group, the budget is mainly allocated to resources. What strategy should this project manager use to continue delivering value in a constrained environment?
A :将项目范围限制在基本的关键功能上,并以目前的人员配置水平运行项目,直到所有的预算都被消耗掉。 Limit the scope of the project to basic critical functions and run the project at current staffing levels until all budget is consumed.
B :减少项目人员,并相应地调整范围和时间表以支持预算的减少。 Reduce project staff and adjust scope and schedule accordingly to support the budget reduction.
C :平衡项目团队,以适应预算的挑战,并提供培训以减轻低绩效的风险。 Balance project teams to accommodate budget challenges and provide training to mitigate the risk of low performance.
D : 对产品待办事项列表进行优先排序,寻找高商业价值和低工作量的产品,并调整项目预算和人员配置,以考虑到这些项目。 Prioritize your product backlog, look for products with high business value and low effort, and adjust project budgets and staffing to take these projects into account.
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正确答案:D 你的答案:D
解析:知识点出处:“敏捷原则”《敏捷实践指南》第9页;
题目考察的是项目经理应该采取何种策略以在受限制的环境中继续提供价值。敏捷要求拥抱变化,要善于利用变更,为客户创造价值,帮助客户获得竞争优势。选项D是相对完善的做法,在削减预算的情况下,仍旧寻找高商业价值和低工作量的产品,并调整预算和人员配置,最大程度去满足客户的需求,所以选项D为正确答案。 选项A,考虑到预算主要分配给了资源,并且预算已经被缩减,项目经理应该对客户需求进行排序并且适当考虑人员配置的相应变更以符合需求,而不是只考虑基础功能且保持目前的人员配置; 选项B,没有符合满足客户需求、帮助客户获得竞争优势的原则; 选项C,题干描述的是项目预算产生变化,而不是团队缺乏培训而导致低绩效的问题。
69、 控制图中七个连续的数据点一直在增加。由于用于质量控制的预算有限,项目经理必须确定是否应进行破坏性试验。项目经理该做什么?
The seven consecutive data points in the control chart are increasing all the time. Because of the limited budget for quality control, the project manager must determine whether destructive testing should be performed. What should a project manager do?
A : 调查异常情况,并采取纠正措施 Investigate the abnormal situation and take corrective action
B :调整控制界限,使数据点保持在能力范围之内 Adjust control boundaries to keep data points within capabilities
C :修改质量管理计划,排除破坏性试验 Modify the quality management plan to exclude destructive tests
D :将应急储备用于破坏性试验 Use emergency reserves for destructive tests
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正确答案:A 你的答案:A
解析:解析:PMBOK(6)P304,8.3.2.5-数据分析-控制图。对于控制图来说,七个连续的数据点具有相同的倾向性,属于异常,要展开分析,找出原因。选项B,掩耳盗铃。选项C,与情景无关。选项D,发现了问题,并不是不确定性事件,所以不涉及到动用应急储备。
70、 一家公司正在实施一个新系统。项目经理认为最好使用Scrum和Kanban的混合方法来完成这个项目。产品负责人对如何开始交付所需的功能感到困惑。项目经理应该如何帮助产品负责人?
A company is implementing a new system. The project manager felt that a hybrid approach of Scrum and Kanban was best used to complete the project. The Product Owner is confused about how to start delivering the required functionality. How should the project manager help the product owner?
A :讨论产品负责人在项目团队中的责任。 Discuss the Product Owner's responsibilities within the project team.
B : 指导产品负责人如何创建一个产品待办事项列表。 Instruct the Product Owner on how to create a Product Backlog.
C :创建一个工作分解结构(WBS),并向产品负责人解释可交付的成果。 Create a Work Breakdown Structure (WBS) and explain the deliverables to the Product Owner.
D :鼓励团队对项目任务进行细分。 Encourage teams to subdivide project tasks.
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正确答案:B 你的答案:B
解析:知识点出处:4.3.2 敏捷的角色《敏捷实践指南》第41页 题目指出产品负责人对如何开始交付所需的功能感到困惑,说明产品负责人对该产品用户需求的内容或是优先级不明确,可以编制产品代表事项列表把用户需求通过用户故事来明确,并显示预期的可交付成果的序列,以便确定如何交付所需的功能。项目经理可以通过指导PO来创建产品待办事项列表来实现这一过程,因此正确答案是选项B。 选项A,从题意中,产品负责人不一定不知道自己的责任,只是不知道如何操作。 选项C ,不符合敏捷项目经理的职责定位; 选项D, 产品待办事项是PO的职责,不是团队的职责;
71、 在一家正在向敏捷转型的公司里,一位项目经理被派往一个项目。并非所有的利益相关方都相信这个项目,一些利益相关方希望整个项目在项目早期就被定义和规划出来。然而,项目发起人需要一个快速的胜利来确保项目的继续进行。项目经理应该使用什么方法?
In a company that is transitioning to agile, a project manager is assigned to a project. Not all stakeholders believed in the project, and some wanted the entire project to be defined and planned early in the project. However, the project sponsor needs a quick win to ensure the project continues. What method should a project manager use?
A : 一个混合项目,因为这将减轻利益相关方的担忧。 A hybrid project as this will alleviate stakeholder concerns.
B :一个预测性的方法,因为这将使高级利益相关方满意。 A predictive approach as this will satisfy senior stakeholders.
C :一个预测性的方法,因为这将显示出所有利益相关方的好处。 A predictive approach as this will show benefits for all stakeholders.
D :敏捷的方法,因为这将提前提供工作功能。 Agile approach as this will provide working functionality ahead of time.
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正确答案:A 你的答案:A
解析:解析:PMBOK(6)P19-1.2.4.1 项目和开发生命周期-混合型。利益相关方希望项目早期进行规划,适用于瀑布方式,发起人又期望一个快速的胜利来确保项目的进行,即能够快速的交付可用的产品来获得反馈及价值,适用于敏捷方式。因此,为了同时满足双方诉求,最佳方式为混合型,选项A正确。
72、 项目经理被指派负责一个为集装箱船建设船坞的项目,项目经理成功提前完成了规划阶段,制定了项目管理计划,并已征得客户和项目发起人批准。项目经理接下来该做什么?
The project manager was assigned a project to build a shipyard for container ships. The project manager successfully completed the planning phase ahead of schedule, developed a project management plan, and obtained approval from the client and the project sponsor. What should the project manager do next?
A : 安排与项目团队全体成员和关键相关方举行现场开工会议 Arrange kick-off meeting meetings with all project team members and key stakeholders
B :通过电子邮件将项目管理计划和项目发起人的批准文件发送给项目团队成员,让他们开始开展该项目 Email the project management plan and the project sponsor's approval document to the project team members to get started on the project
C :安排与关键项目团队成员一对一谈话,鼓励他们全身心地投入到项目中去 Arrange one-on-one meetings with key project team members and encourage them to commit fully to the project
D :让发起人联系职能部门经理,告知他们项目已经获批,并让他们根据项目管理计划分配资源 Ask the sponsor to contact the functional manager to inform them that the project has been approved and to allocate resources according to the project management plan
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正确答案:A 你的答案:A
解析:解析:PMBOK(6)P86,4.2.2.3-会议。在完成项目管理计划之后,进入到执行阶段之前,要召开开工会议。开工会议不仅仅是传递项目的细节信息,同时也需要获得参与相关方的承诺,所以排除BCD,选A。
73、 数据库项目大约完成了85%,该项目遇到了挑战。截至上一份状态报告,该项目在成本、进度和范围方面似乎都在正轨上。 高级管理层告诉你发起人对项目有一些非常严重的担忧。根据上次的状态报告,你不明白为什么。首先要采取的最佳行动是什么?
The database project is approximately 85% complete and the project has encountered challenges. As of the last status report, the project appears to be on track in terms of cost, schedule and scope. Senior management tells you that the sponsor has some very serious concerns about the project. Based on the last status report, you don't understand why. What is the best action to take first?
A :忽略高级管理人员,因为项目状态良好 Ignore senior management because the project is in good shape
B : 与发起人会面以确定发起人的关注点 Meet with the sponsor to determine the sponsor's concerns
C :告诉高级管理层该项目状况良好 Tell senior management that the project is in good shape
D :进行挣值分析 Perform earned value analysis
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正确答案:B 你的答案:B
解析:解析:《PMBOK》第6版523页,13.3-管理相关方参与。发起人存在着”担忧“,但是又不弄明白发起人为何担忧,与其猜来猜去,不如直接面谈,通过对相关方的观察来了解相关方的真实期望,选项B正确。选项A,如果忽视了对相关方的管理,特别是强力相关方的管理,会给项目的实施带来很大的阻碍。选项C,在项目状况良好的情况下发起人还是有担忧,这个时候只是告诉高层管理员项目良好并不能解决发起人担忧的问题。选项D,”成本、进度和范围方面似乎都在正轨上“,不是项目的绩效表现出现了问题,因此无需进行挣值分析。
74、 项目经理被分配到一个大型设计项目,由来自多个地方的团队负责交付该项目。项目经理刚刚得知,由于客户的请求,其中一位任务负责人通过在设计中添加一些新功能修改了工作范围。项目经理应该做什么?
The project manager is assigned to a large design project, with teams from multiple locations responsible for delivering the project. The project manager has just learned that one of the task leaders modified the scope of work by adding new features to the design at the request of the client. What should a project manager do?
A :撤销这些变更,以遵守原始工作范围 Undo these changes to comply with the original scope of work
B :拒绝这些变更,并向客户解释原因 Reject these changes and explain the reasons to the customer
C :接受该任务负责人所做的变更 Accept changes made by the task leader
D : 为此修改提出变更请求 Make a change request for this modification
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正确答案:D 你的答案:D
解析:解析:PMBOK(6)P113,4.6-实施整体变更控制。对于未经变更控制流程的变更请求,直接拒绝或接受都是武断的,排除ABC选项,较好的项目管理实践是对变更请求进行分析评估,必要的时候后补整体变更控制流程。
75、 在软件开发项目中,敏捷团队目前正在向关键项目相关方演示在当前迭代中准备的工作软件的一些附加功能,以便正式接受增量。 在给定的场景中,正在进行什么敏捷仪式?
In a software development project, an agile team is currently demonstrating some added features of the Working Software prepared in the current iteration to key project stakeholders for formal acceptance of the increment. What agile ceremony is being conducted in the given scenario?
A : 迭代评审会议 Iteration review meeting.
B :每日站立会议 Daily Stand-up meeting.
C :状态评审会议 Status review meeting.
D :迭代回顾会议 Iteration Retrospective meeting.
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正确答案:A 你的答案:A
解析:解析:《敏捷实践指南》,5.2.5.展示/评审,P55。当团队以用户故事的形式完成特定功能时,团队会定期展示工作产品。看过展示后,产品负责人接受或拒绝故事。符合题干中描述的“向项目相关方演示附加功能,以便正式接受增量”的场景描述,选项A正确。选项C“状态审查会议”是一个干扰项,从字面意思上理解可能会以为是正确的选项,但是事实上Scrum框架中并没有这个仪式,它是预测型项目的会议。
76、 一个正在进行的大型电影项目的项目经理需要在紧迫的期限内完成该项目的三个阶段,高管们决定增加预算和时间,以确保满足每个阶段的标准。项目经理已更新进度计划以反映预算和时间增加的情况。项目经理下一步应该做什么?
The project manager of a large ongoing film project had to meet tight deadlines to complete three phases of the project, and executives decided to increase the budget and time to ensure that the standards for each phase were met. The project manager has updated the schedule to reflect the increased budget and time. What should the project manager do next?
A :查看质量管理计划中的要求 Review the requirements in the quality management plan
B : 将更新的进度计划传达给相关方 Communicate the updated schedule to relevant parties
C :将提及的任务添加到进度管理计划中 Adds the mentioned tasks to the schedule management plan
D :更新范围管理计划中的成功标准。 Update the success criteria in the scope management plan.
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正确答案:B 你的答案:B
解析:解析:PMBOK(6)P379,10.2-管理沟通。变更批准后,需要向受影响的相关方传达变更,以及变更请求的批准、推迟和否决情况。选项B正确。选项A,增加的预算和时间就是为了满足阶段的标准,所以此时再去查看质量管理计划中的要求无意义。选项C,进度计划已经更新。选项D,情景中没有提及成功标准。所以,只有选项B可选。
77、 五个敏捷团队在一个产品上一起工作,最近进行了发布计划。在项目进行到一半时,每个团队都表明他们的进度已经上了轨道。当所有的团队在产品层面上进行整合时,发现了许多整合问题。整个产品的发布进度下降了,预测显示承诺的内容将无法完成。项目经理应该采取什么不同的措施?
Five agile teams are working together on a product and have recently had a release plan. Halfway through the project, each team indicated that their progress was on track. When all the teams integrated at the product level, many integration issues were discovered. The overall product launch schedule has slowed, and forecasts show that what was promised will not be fulfilled. What should a project manager do differently?
A :组建一个单独的质量保证团队,在每个冲刺结束时测试来自每个团队的所有项目。 Form a separate QA team to test all items from each team at the end of each sprint.
B :确保工作的频繁和持续的整合,以获得早期反馈和持续的学习。 Ensure frequent and continuous integration of work for early feedback and continuous learning.
C : 定期进行Scrum of Scrums,以帮助各团队消除障碍。 Regular Scrum of Scrums to help teams remove obstacles.
D :安排了一次关于集成概念的在线会议,并向各团队推荐工具。 Scheduled an online session on integration concepts and recommended tools to teams.
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正确答案:C 你的答案:C
解析:知识点出处:6.5 多团队协作和依赖关系《敏捷实践指南》第80页 、A3.110.1 SCRUM OF SCRUMS《敏捷实践指南》第111页 题目考察的是如何管理一个项目上的多个敏捷团队。SoS的目标是确保团队协调工作并清除障碍,以优化所有团队的效率,可以帮助多个敏捷团队的项目解决问题,因此正确答案是选项C。 选项A,题干中问题为“整合”,在每个冲刺的质量保证措施无法确保消除整合的问题。 选项B,频繁及持续的整合作用于一个敏捷团队中,类似多个敏捷团队的情况,持续整合会减低团队效率,使整合时间的占比在团队扩大。 选项D,单次介绍会议不能像SoS一样及时解决不同团队的不同问题以及团队之间协作的问题,效果不如SoS。
78、 项目经理正管理着一个刚刚启动的大型项目。项目经理正在决定该向谁咨询,以确认是否会取得效益,从而能够将这些效益纳入效益管理计划中。项目经理该做什么?
A project manager is managing a large project that has just been initiated. The project manager is deciding with whom they should consult to confirm that the benefits will be delivered so that this can be included in the benefits management plan. What should the project manager do?
A :与最密切相关的职能经理一起核实效益情况。 Check the benefits with the most relevant functional manager.
B :向服务提供商确认所有商业效益已交付。 confirm that all business benefits have been delivered with the service provider.
C :取得项目发起人批准,确认已经交付了效益。 Obtain the approval of the project sponsor,confirming that the benefits have been delivered
D : 与所有关键相关方开会,确认他们就确定的商业效益达成一致。 Meet with all key stakeholders to confirm that they are in agreement with the identified business benefits.
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正确答案:D 你的答案:D
解析:解析:PMBOK(6)P75-4.1制定项目章程。原文比较拗口,其实梳理一下,就是需要项目经理找谁来确认商业分析的结果,并将其纳入到效益分析管理计划。对商业分析/商业论证的结果,需要获得关键相关方的认可,形成共识,所以D选项是对的。选项A,只向职能部门经理征询意见是片面的。选项BC,交付是在收尾过程,启动阶段还没有涉及到交付效益。
79、 一家公司希望在一个高度竞争的市场中提高其产品的商业价值。为了做到这一点,该公司委托了一个项目来创建一个原型。该团队以渐进的方式构建原型。项目经理应该优先采取哪项行动?
A company wants to increase the commercial value of its products in a highly competitive market. To do this, the company commissioned a project to create a prototype. The team builds the prototype in an incremental fashion. Which action should the project manager prioritize?
A :确保项目发起人知道进入市场的日期。 Make sure the project sponsor knows the date of entry into the market.
B : 尽快交付商业价值。 Deliver business value as quickly as possible.
C :强调使用看板方法。 Emphasize the use of Kanban methods.
D :实施计划-执行-检查-行动(PDCA)循环。 Implement the Plan-Do-Check-Act (PDCA) cycle.
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正确答案:B 你的答案:B
解析:知识点出处:《敏捷实践指南》第23页。题目关键词信息是以渐进的方式构建原型,即先建立出产品原型,再通过选择最小的可行性产品(MVP)交付给客户以获得关于原型的反馈,然后在反馈基础上完善MVP的功能,以渐进的方式获得客户最终明确、完整的需求。因此为了尽快获得客户反馈,需要尽早交付商业价值,所以选项B是正确答案。 选项A,题干指出“高度竞争的市场”、“提高产品商业价值”,说明公司对需求并不明确,不能确定进入市场的日期,而是越快进入市场越有利; 选项C,看板方法确保的是工作流和价值交付的持续性,与题干描述的场景关系不大; 选项D,PDCA循环是用来改进质量的方法,与尽快交付商业价值无关。
80、 一家公司获得一份多年合同,为政府客户提供技术服务。该合同概述了对人员的专业技术技能、认证和安全调查的具体要求,在项目执行阶段初期,项目集经理通知项目经理,新的政府法规改变了项目的人员要求。若要确保项目资源的可用性,项目经理应该做什么?
A company was awarded a multi-year contract to provide technical services to government customers. The contract outlines the specific requirements for personnel's professional technical skills, certification and safety investigation. At the beginning of the project implementation phase, the project manager notified the project manager that the new government regulations changed the project's personnel requirements. To ensure the availability of project resources, what should the project manager do?
A :与当地招聘公司合作,确定并招聘技术工人 Work with local recruiting companies to identify and recruit skilled workers
B :发布内部工作申请以利用公司现有的员工队伍 Issue internal job applications to leverage the company's existing workforce
C : 更新资源管理计划,以反映新需求 Update the resource management plan to reflect new requirements
D :分析项目的活动顺序,持续时间和资源需求 Analyze the sequence of activities, duration, and resource requirements for the project
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正确答案:C 你的答案:C
解析:解析:PMBOK(6)P358,9.6.3.3-项目管理计划更新。“新的政府法规改变了项目的人员要求”,需要将新的法规体现到资源管理计划当中。计划先行,所以选项AB在选项C之后。选项D是进度管理领域,排除。
81、 在软件开发项目的项目管理计划的制定过程中,项目管理团队决定构建一个工作环境,在这个环境中,自组织团队可以在没有任何集中控制的情况下完成工作。 在进行资源规划时需要特别考虑哪些因素?
During the development of a software development project's project management plan, the project management team decides to build a working environment where a self-organizing team can do their work without any centralized control. What needs to be specially taken into consideration while doing resource planning?
A :从市场获得行业标准主题专家。 Acquire industry standard Subject Matter Expert from Market.
B :任命一名技术架构师扮演项目经理的角色。 Appoint a technical architect for playing role of a project Manager.
C :确保详细定义了项目范围。 Ensure that the project scope is defined in detail.
D : 获得通才型专家。 Acquire generalized specialists.
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正确答案:D 你的答案:D
解析:解析:《敏捷实践指南》P42 通才型专家。 根据问题中所述的情况,项目管理团队已决定采用敏捷开发方法来执行项目工作。敏捷项目团队通常是自组织和跨职能的。跨职能团队由具有生产工作产品所需的所有技能的团队成员组成。在这些团队中,团队独立运作,没有集中控制。在资源规划中,成功的自组织团队由通才型而不是主题专家组成。然后,这些通才型专家不断适应不断变化的环境。在资源获取过程中,应聘用那些可以随时欢迎项目中的变化甚至要求建设性反馈的人。 ABC选项题目里面没有具体提及。
82、 一个处于执行阶段的项目落后于计划,缺少一些材料。由于内部采购过程会造成更多的延误,承包商提交了一份提供所缺材料并偿还费用的报价。项目经理不同意承包商提交的所缺材料的费用。项目经理接下来应该做什么?
A project in the execution stage is behind schedule and some materials are missing. As the internal procurement process would cause further delays, the contractor submitted an offer to provide the missing materials and reimburse the cost. The project manager disagrees with the cost of the missing materials submitted by the contractor. What should the project manager do next?
A :更新采购策略,与承包商进行谈判。 Update procurement strategy, negotiate with contractors.
B : 更新采购管理计划,并与承包商进行谈判。 Update procurement management plans and negotiate with contractors.
C :要求承包商审查报价并降低费用。 Ask the contractor to review the quote and reduce the cost.
D :要求项目发起人拨出更多的预算来支付费用。 Ask the project sponsor to set aside more of the budget to cover the cost.
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正确答案:B 你的答案:B
解析:解析:解析:《PMBOK》第6版492页,12.3-控制采购。情景中存在两个问题,第一个问题”内部采购过程“拖沓会造成延误,针对这种情况如何更好的协调采购与项目的其他工作包括进度,成本等问题,这个内容是采购管理计划的范畴,因此项目经理需要更新采购管理计划。第二个问题是承包商提出了额外的费用诉求,但是项目经理不同意,对于这样的争端优先考虑采用谈判的方式加以解决,因此B选项正确。选项A,采购策略规定了项目交付的方法,具有法律约束力的合同类型以及如何在采购阶段推进采购进展的内容,针对问题的场景,此处更新采购管理计划比采购策略更佳。选项C,这可能是项目经理谈判的方案之一,但缺少对第一个问题的解决办法。选项D,先进行采购谈判再确定是否要增加预算。
83、 项目经理被指派领导一个项目团队交付某大型项目。虽然该团队中的各类专家非常精通各自的技术领域,但他们对良好的项目管理实践却知之甚少甚至一无所知。该团队经常向项目经理提出请求,这可能会打乱项目的进程。项目经理该如何应对这种情况?
A project manager is assigned to lead a project team to deliver a large project. Although the various experts on the team are well versed in their technical areas, they have little or no knowledge of good project management practices. The team makes frequent requests to the project manager, which can disrupt the project's progress. How should the project manager deal with this situation?
A :利用团队会议就项目管理的原则和实践培训团队成员 Use team meetings to train team members on project management principles and practices
B : 对团队成员逐一评估,并将相关培训纳入资源管理计划 Evaluate team members one by one and incorporate relevant training into the resource management plan
C :激励所有团队成员获取项目管理知识,以帮助确保项目取得成功 Motivate all team members to acquire project management knowledge. To help ensure the success of the project
D :请求项目发起人提供更加适合的团队成员 Ask the project sponsor to provide more suitable team members
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正确答案:B 你的答案:B
解析:解析:PMBOK(6)P342,9.4.2.6-培训。“他们对良好的项目管理实践却知之甚少甚至一无所知”,所以需要有针对性的提供培训。选项A,培训要按照资源管理计划进行,不局限于团队会议的形式。选项C,对团队成员进行培训是项目经理的责任。选项D,经培训后如果资源仍然达不到项目所需要求,再向职能经理反馈寻求其他解决办法,而不是一开始就将问题升级。
84、 你被聘为一个组织的敏捷专家,该组织的项目管理正处于从预测方法向敏捷方法的过渡阶段。该组织最近开始使用敏捷方法。对于开始使用敏捷方法的组织来说,以下哪项不是有利于变革的特征?
You are hired as an agile specialist for an organization whose project management is in the transition phase from a predictive approach to an agile approach. The organization has recently started using agile methods. Which of the following is not a change-friendly characteristic of an organization starting to use agile methods?
A :执行管理层的承诺 Executive management commitment
B :注重短期预算和指标与长期目标的对比。 Focus on short-term budgets and metrics versus long-term goals.
C : 存在部门孤岛的现象 The existence of departmental silos
D :人才管理成熟度和能力评估 Talent Management Maturity and Capability Assessment
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正确答案:C 你的答案:C
解析:解析:《敏捷实践指南》P73 知识点:6.1.2 变革就绪情况 ;关键词:不利于变革的特征 ;孤岛部门不利于出现T型人才,而且容易在交付价值时因为沟通不畅而产生阻碍。选择C正确。A,领导的承诺时变革的前提,没有领导层的承诺很难推行敏捷.B,敏捷注重短期能够见到效益,长期风险相对较大。D,成熟的人才评估体系能为敏捷提供所需要的人才,有利于变革。
85、 一个项目经理在项目现场接受了一次交货,但物品的质量很差。项目经理让当地的供应商修复这些物品。该供应商接下来将交付更多的货物,项目经理应该怎么做?
A project manager accepts a delivery at the project site, but the item is of poor quality. The project manager had the items repaired by a local supplier. The supplier will deliver more goods next, what should the project manager do?
A :让供应商在下一次交货前发布质量文件。 Have the supplier release quality documentation before the next delivery.
B :分配额外的时间来检查到达现场后的质量保障。 Allocate additional time to check quality assurance upon arrival on site.
C : 审查合同要求,并要求提供适用于质量保证的证据。 Review contractual requirements and request evidence applicable to quality assurance.
D :给供应商打电话,让他们口头保证下一次现场交货的质量。 Call the supplier and ask them to verbally guarantee the quality of your next field delivery.
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正确答案:C 你的答案:C
解析:解析:《PMBOK》第6版498页,12.3.2.3-绩效审查,供应商提供的物品质量很差,要审查合同确认是否在合同规定的质量要求内并让供应商提供相应的证明,如果不符合要求触发了违约条件,要采用正式的违约函进行告知,因此C选项正确。ABD都是针对下一次交付的具体措施,在这之前我们需要确认合同规定的要求,并按照合同进行管理,而不是直接采取措施,因此ABD不可选。
87、 敏捷教练正在与 Qnx 公司的所有项目经理进行知识共享。他正在使用PPT演示文稿与图像,图形,项目符号单词进行清晰的知识转移。敏捷教练分享什么类型的知识?
An agile coach is doing a knowledge-sharing session with all the Project Managers of the Qnx company. He is using PowerPoint presentation with images, graphs, bulleted words for crystal clear knowledge transfer. What type of knowledge is the agile coach sharing?
A : 显性知识。 Explicit knowledge.
B :隐性知识。 Tacit knowledge.
C :有形的知识。 Tangible knowledge.
D :技术知识。 Technical knowledge.
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正确答案:A 你的答案:A
解析:解析:《PMBOK指南》P98-4.4.管理项目知识。知识通常分为“显性知识”(易使用文字、图片和数字进行编撰的知识)和“隐性知识”(个体 知识以及难以明确表达的知识,如信念、洞察力、经验和“诀窍”)两种。因此题干中描述的敏捷教练使用PPT演示文稿与图像,图形,项目符号单词进行清晰的知识转移,这属于可以使用文字、图片和数字分享的显性知识,选项A正确。选项C属于干扰项,“有形的”通常用于形容可交付成果,并不用于形容知识。
88、 一个新的资源加入了一个迭代式项目组。项目经理注意到,该资源无法按时完成交付物。项目经理应该如何处理这种情况?
A new resource joins an iterative project group. The project manager notices that the resource is unable to complete the deliverables on time. How should a project manager handle this situation?
A : 通过指导该新资源来解决这一问题。 Address this issue by directing this new resource.
B :与资源经理讨论提高绩效的方案。 Discuss options for improving performance with the resource manager.
C :作为回顾性仪式的一部分,提供绩效反馈。 Provide performance feedback as part of a retrospective ceremony.
D :向项目发起人请求更有效的替代资源。 Ask the project sponsor for a more efficient alternative resource.
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正确答案:A 你的答案:A
解析:知识点出处:4.2 仆人式领导为团队赋权《敏捷实践指南》第33-37页 在敏捷实践中,项目经理往往以仆人式领导的角色来服务团队、领导团队,因此当团队中有成员遇到困难时,项目经理首先应该引导成员,帮助团队消除障碍。因此,选项A通过指导该新资源来解决这一问题为正确答案。 选项B,资源经理负责的是对资源的统筹,未必了解每个项目的情况,因此与资源经理讨论该项目成员提高绩效的方法不合适; 选项C,回顾主要目的是为了让整个团队学习、改进和调整其过程,新团队成员无法按时完成交付物是个人的遇到问题,项目经理首先应该及时对新成员进行指导; 选项D,团队内部问题应该由项目经理和团队一起解决,不应随意上报。
89、 在项目执行阶段安装设备时,项目经理发现了大量导致返工、项目延期和预算超支的缺陷。若要避免这个问题,项目经理应该事先做什么?
When installing equipment during the project execution phase, the project manager discovered a large number of defects that caused rework, project delays and budget overruns. What should the project manager do in advance to avoid this problem?
A :招募一位质量经理定制更多质量管理计划 Recruit a quality manager to customize more quality management plans
B :反复更新并重新确定进度和预算的基准,以反映修订后的时间范围和成本 Repeatedly update and re-benchmark progress and budgets to reflect revised time frames and costs
C :确保在合同谈判期间规定有供应商质保条款 Ensure that there is a supplier warranty clause during contract negotiation
D : 制定定期审查和审计计划,以确保符合项目规范 Develop regular review and audit plans to ensure compliance with project specifications
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正确答案:D 你的答案:D
解析:解析:PMBOK(6)P294-8.2.2.5管理质量-审计。用于确定项目活动是否遵循了组织和项目的政策、过程与程序的一种结构化且独立的过程,能够识别项目当中的违规做法,差距以及不足。为了避免出现题目当中的大量返工,超支等情况,项目经理应该制定定期审查和审计的计划来进行质量管理。A:质量管理计划不再多而在于是否有效,定制更多质量管理计划没有意义。B:没有经过变更控制不能更新基准,反复更新基准对预测型项目是巨大风险。C:题目没有提到缺陷与供应商有关,C不合适。
90、 项目经理正管理着一个为期两年的项目。由于该项目已至中间点,项目发起人要求提供最新情况。原始预算为200万美元,当前支出为120万美元,大约45%的工作已完成。进度绩效指数(SPI)和预算状态的准确概述是什么?
The project manager is managing a two-year project. As the project has reached the mid-point, the project sponsor has requested an update. With an original budget of $2 million and current expenditure of $1.2 million, about 45 per cent of the work has been completed. What is an accurate overview of the progress performance Index (SPI) and budget status?
A :项目的进度绩效指数为0.9,未超预算 The project's progress performance index is 0.9, not over budget
B : 项目的进度绩效指数为0.9,超出预算 The project's progress performance index was 0.9, which was over budget
C :项目的进度绩效指数为1.2,未超预算。 The project's progress performance index is 1.2, not over budget.
D :项目的进度绩效指数为1.2,超出预算。 The project's progress performance index was 1.2, over budget.
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正确答案:B 你的答案:B
解析:解析:PMBOK(6)261,7.4.2.2-数据分析。AC=120万美元,EV=45%*200=90万美元,PV=50%*200=100万美元,所以CV=EV-AC=-30万美元,SPI=EV/PV=0.9。项目落后于进度,超出预算。
91、 你最近加入了一个敏捷团队,负责一个复杂的应用开发项目。这个团队对敏捷方法并不熟悉,偶尔会对一些敏捷工具和技术感到困扰。你注意到,在每次的日常站会上,团队都会讨论WIP状态,重点讨论不同项目在开发周期中的位置。你认为这是一种浪费,团队应该把注意力集中在站会的目标上。在这种情况下,以下哪种工具可以帮助团队?
You have recently joined an agile team working on a complex application development project. The team was not familiar with agile methods and was occasionally troubled by some agile tools and techniques. You've noticed that at each of the daily stand-ups, the team discusses the WIP status, focusing on where the different projects are in the development cycle. You think this is a waste and the team should focus on the goal of the standup. Which of the following tools can help the team in this situation?
A : 看板 Kanban
B :鱼骨图 Fishbone Diagram
C :探针 Spikes
D :5个为什么 5 why
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正确答案:A 你的答案:A
解析:解析:《敏捷实践指南》P65知识点:看板;关键词:应该把注意力集中在站会目标上看板工具直接的表明了当前的项目任务状态,以及WIP的状态,所以能够将团队成员的注意力集中到站会目标上。选择A选项正确。选项BD,都是根本原因分析的工具,本题目中无需分析根本原因。C,刺探是一种对未知问题的预先研究,不符合题意
92、 一位主要相关方要求将每日站立会议的持续时间从 15 分钟增加到 1 小时。Scrum主管应该做什么?
A Key-Stakeholder requests to increase the duration for the Daily Stand-up meeting to 1 hour from 15 minutes. What should the Scrum Master do?
A :接受建议并建议团队更改会议时间表。 Accept the proposal and advice the team to change the meeting timelines.
B :安排与产品负责人和团队开会以做出决定。 Set up a meeting with the Product Owner and the team to take the decision.
C : 与相关方安排会议,了解他的担忧,并解释改变每日站立会议的持续时间是一种反模式。 Set up a meeting with the stakeholder, understand his concern, and explain that changing the duration for the Daily Stand-up meeting is an anti-pattern.
D :建议团队决定建议的持续时间。 Advise the team to decide the recommended duration.
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正确答案:C 你的答案:C
解析:解析:《敏捷实践指南》P53-每日站会 每日站立会议作为Scrum框架中的必要仪式,是有固定的15分钟时间盒限制的,不能违反,因此选项A,B,D都是错误的。选项C,由于相关方希望延长每日站会的持续时间,那么作为SM,可以与该相关方通过会议了解他的想法,同时也要向他宣导和强调每日站立会议的作用和基本要求。
93、 项目经理刚刚完成一个大型项目,但不确定该项目的执行情况如何。项目经理正在考虑获得反馈以衡量相关方满意度的各种可能性。项目经理应该做什么?
The project manager has just completed a large project and is not sure how well the project is performing. The project manager is considering various possibilities for obtaining feedback to measure stakeholder satisfaction. What should a project manager do?
A :通过查看经验教训和任何纠正措施,参考经验教训登记册 Refer to the lessons learned register by viewing lessons learned and any corrective actions
B :通过查看提出的问题,进度及解决方案来检查问题日志 Check the problem log by looking at the issues raised, progress, and solutions
C :与相关方举行非正式会议,以感谢他们对项目做出的贡献 Hold informal meetings with interested parties to thank them for their contributions to the project
D : 创建对关键相关方的问卷调查并查看他们的回复 Create a questionnaire for key stakeholders and view their responses
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正确答案:D 你的答案:D
解析:解析:PMBOK(6)P123,4.7 结束项目或阶段。要获得相关方的反馈,光看在项目执行过程中遇到的问题是不够的,排除选项AB,又提到了“衡量相关方满意度的各种可能性”,所以只开会表达谢意也是不够的,最好的管理实践是通过问卷调查的方式收集反馈意见并评估。
94、 项目经理被要求为一家公司在IT安全领域的新业务创建商业论证。由于以前没有完成过这类项目,公司内部几乎没有什么专业知识。项目经理首先应该做什么?
Project managers are asked to create business justifications for a company's new business in IT security. There was little in-house expertise because such projects had not been completed before. What should a project manager do first?
A : 咨询主题专家(SME)。 Consult the subject matter expert (SME).
B :执行市场分析并最终确定项目需求 Perform market analysis Wells to finalize project requirements
C :识别关键相关方并与他们开会,以讨论新的业务活动 Identify key stakeholders and meet with them to discuss new business activities
D :建议管理层不要从事这项业务,因为缺乏相关经验 Management is advised not to engage in this business because of the lack of relevant experience
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正确答案:A 你的答案:A
解析:解析:PMBOK(6)P79,4.1.1.2-专家判断。"公司内部几乎没什么专业知识“,需要借助专业知识人员的协助,这些人员可以来源于公司外部。选项B,正是因为没有类似经验,所以无法完成市场分析。选项C,商业论证尚未完成,缺少讨论新的业务活动的基础。选项D,太武断。
95、 在一个有不同国家的特定用户的项目完成后,项目经理的主管询问项目用户是否对项目的运行方式感到满意。项目经理应该采取哪两个行动?(选择两个。)
After a project with specific users in different countries is completed, the project manager's supervisor asks the project users if they are satisfied with how the project is running. Which two actions should the project manager take? (Choose two.)
A : 向项目参与者发送一份调查问卷,征求他们的反馈。 Send a questionnaire to project participants asking for their feedback.
B :准备好项目阶段的经验教训。 Be prepared for lessons learned in the project phase.
C :将项目材料交付给用户,看他们是否有意见。 Deliver project materials to users to see if they have comments.
D :获得各国对新流程的正式批准。 Obtain official approval from countries for the new process.
E : 参照沟通管理计划。 Refer to the Communication Management Plan.
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正确答案:A,E 你的答案:A,E
解析:《PMBOK》第6版123页,4.7-结束项目或阶段 这是一道涉及到收尾过程的题目,题目考察的是项目经理要如何对项目相关方进行满意度调查。如果被访问的相关方数量较多、调查的内容趋于统一固定的话,就可以采用问卷调查的方式完成快速收集和汇总,选项A正确。在这个过程中,涉及到了信息的传递,所以要遵循沟通管理计划,选项E正确。选项B,总结经验教训是收尾阶段的步骤之一,但题目考察的是相关方满意度,此题不选;选项C,首先用户是否巨有查看所有项目材料的权限就值得商榷,另外这种开放式的提问会产生非常大的工作量。选项D,没有提到所谓的新流程,排除。
96、 在项目的规划阶段,公司进行组织结构变革,项目经理认为大多数相关方已经发生变化。项目经理应该使用哪种工具或技术来验证相关方是否已经发生变化?
During the planning phase of a project, the organization changes and the project manager believes that most of the stakeholders have changed. What tools or techniques should the project manager use to verify that the stakeholders have changed?
A : 问卷调查 Survey
B :决策矩阵 Decision matrix
C :鱼骨图 Fishbone diagram
D :思维导图 Mind mapping
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正确答案:A 你的答案:A
解析:解析:PMBOK(6)P511,13.1.2.2-数据收集-问卷调查。问卷调查可以用于对大量相关方的信息收集。选项B,决策矩阵通常用于多标准决策分析,多标准决策分析用于监督相关方过程。选项C,鱼骨图通常用于分析原因。选项D,思维导图通常用于头脑风暴。
97、 在某项目中,一些相关方请求对初始工作范围做出几项变更。大家已就这些变更达成一般性共识,但对进度计划和预算的影响尚未得到适当分析和管理。分包商对于这些变更不知所措,当前采用的是总价合同。分包商采用哪种合同降低财务风险?
In a project, several stakeholders requested several changes to the initial scope of work. There is general consensus on these changes, but the impact on schedule plans and budgets had not been properly analyzed and managed. The subcontractor is at a loss as to these changes and is currently using a lump-sum contract. What kind of contract does the subcontractor use to reduce the financial risk?
A :固定总价合同(FFP) Fixed price Contract (FFP)
B :工料合同(T&M) Quantity Contract (T&M)
C : 成本加激励费用合同(CPIF) Cost plus Incentive Fee Contract (CPIF)
D :成本加奖励费用合同(CPAF) Cost plus Incentive Contract (CPAF)
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正确答案:C 你的答案:C
解析:解析:PMBOK(6)P471,12.1.1.6-组织过程资产-合同类型。注意,现在是要降低分包商所面临的财务风险,成本型合同对分包商比较有利。奖励条款依赖于买方的主观认识,风险相对激励条款较大,所以最适合分包商采用的是成本加激励费用合作,选C。
98、 某建筑公司正在建设的一个工厂位于一条河附近。为了达到安全要求,该公司与该河保持一定的安全距离。施工期间,政府修改了安全范围方面的要求,规定的安全距离为原来的两倍。现在,有些建筑物不符合该安全距离方面的要求。项目经理首先应该做什么?
A factory being built by a construction company is located near a river. To meet safety requirements, the company keeps a safe distance from the river. During the construction period, the government revised the safety range requirements, stipulating twice as many safe distances. Now, some buildings do not meet this safe distance requirement. What should a project manager do first?
A :更新风险登记册 Updating the Risk Register
B : 更新问题日志,并评估新法规的影响 Update the problem log and assess the impact of new regulations
C :与项目团队讨论该情况,将该问题包含在下一份风险报告中 Discuss the situation with the project team and include the issue in the next risk report
D :运用帕累托分析法评估后续步骤 Pareto analysis was used to evaluate the subsequent steps
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正确答案:B 你的答案:B
解析:解析:PMBOK(6)P96,4.3.3.3-问题日志。问题已经发生,记录至问题日志跟踪解决。选项A,风险登记册针对的是不确定性事件。选项C,风险报告提供关于整体项目风险的来源的信息,以及关于已识别的单个项目风险的概述信息。选项D,帕累托分析用于分析导致问题发生的主要原因,错误。
99、 作为客户代表的一位关键主题专家(SME)发现某项功能应该被纳入项目范围。通过变更控制过程,变更控制委员会 (CCB)已对该功能进行沟通、定价、评估及否决。尽管如此,该主题专家仍执着地坚持要求该功能纳入项目范围,并继续宣扬该所需功能的差异之处。项目经理该做什么?
A key subject matter expert (SME) acting as a customer representative found that a function should be included in the project scope. Through the change control process, the Change Control Board (CCB) has communicated, price, evaluated, and rejected the function. Despite this, the subject matter expert insisted that the function be included in the scope of the project, and continued to publicize the difference in the required function. What should the project manager do?
A :为该功能寻找重要的替代性机会 Find important alternative opportunities for this feature
B : 继续执行原来商定的范围 Continue to implement the previously agreed scope
C :将该问题上报给该主题专家的职能经理 Report the problem to the functional manager of the subject matter expert
D :在风险登记册中提出一项内容 Make an entry in the risk register
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正确答案:B 你的答案:B
解析:解析:PMBOK(6)P113,4.6-实施整体变更控制。”通过变更控制过程,变更控制委员会 (CCB)已对该功能进行沟通、定价、评估及否决“,CCB已经对变更请求做出了决策,进行了否决,所以继续按照原定的范围执行。
100、 项目经理正在检查公司的新办公楼,注意到内墙所涂颜色与工作合同规定不符。向承包商提出该问题后,承包商表示,他们当时难以找到原始颜色,而且提交了使用新颜色的变更请求。对变更请求表检查后发现,该表确已签收,但未获变更控制委员会(CCB)签署。项目经理应该做什么?
The project manager was inspecting the company's new office building when he noticed that the paint on the interior walls did not match the work contract. After raising the issue with the contractor. The contractors say they had difficulty finding the original color and submitted a request for a change to use the new color. After checking the change Request form, it was actually signed but not signed by the Change Control Board (CCB). What should a project manager do?
A :接受该变更,因为承包商提交了变更请求 Accept the change because the contractor has submitted a change request
B :拒绝该变更,因为新颜色并非想要的颜色 Reject the change because the new color is not the desired color
C :接受该变更,因为该变更请求未得到及时处理 Accept the change because the change request was not processed in a timely manner
D : 拒绝该变更,因为该变更请求未获批 Reject the change because the change request was not approved
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正确答案:D 你的答案:D
解析:解析:PMBOK(6)P113,4.6-实施整体变更控制。”未获变更控制委员会(CCB)签署“,说明变更请求未获审批,不被接受。其余选项违背了整体变更控制流程,错误。
101、 一位项目经理与一个全球虚拟团队一起工作。该团队面临着相互沟通的困难,经常错过重要信息。这种困难导致错过最后期限。项目经理应该做什么来提高项目团队的效率?
A project manager works with a global virtual team. The team faced difficulties communicating with each other and often missed important information. This difficulty leads to missed deadlines. What should the project manager do to improve the efficiency of the project team?
A :实施团队集中办公以改善沟通。 The implementation team is centralized to improve communication.
B : 找出沟通问题的根本原因。 Find the root cause of communication problems.
C :启动项目进展的日常沟通。 Initiate daily communication of project progress.
D :安排一次沟通控制委员会会议。 Schedule a Communication Control Committee meeting.
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正确答案:B 你的答案:B
解析:解析:《PMBOK》第6版388页,10.3-监督沟通。虚拟团队的管理在日常工作中是个难点,既要避免沟通的冷场,又要抑制无效信息在沟通渠道中的泛滥,所以当沟通受阻时,肩负着管理责任的项目经理要找出沟通障碍出现的根本原因并加以解决,选项B正确。选项A,全球团队,在同一物理地点办公属实有难度。选项C,虚拟团队的沟通不仅仅局限于项目进展。选项D,没有沟通控制委员会这个名词。
102、 项目经理正在管理一个公路建设项目,客户是当地政府,环保组织最近发现,该公路的某一特定路段可能会对保护区产生影响,环保组织对此表示了担忧。政府将开始与他们进行协商。项目经理应该如何管理相关方的期望?
The project manager is managing a road construction project for the local government, and environmental groups have expressed concern over the recent discovery that a particular section of the road could have an impact on the reserve. The government will begin negotiations with them. How should the project manager manage the expectations of stakeholders?
A : 根据相关方参与计划行事 Act according to stakeholder participation plan
B :专注于管理政府期望 Focus on managing government expectations
C :将环保人士的要求增列为新需求 Add the demands of environmentalists to the list of new needs
D :等待政府与环保组织的磋商结果 Waiting for the results of the government's consultations with environmental groups
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正确答案:A 你的答案:A
解析:解析:PMBOK(6)523,13.3-管理相关方参与。当地政府是客户,属于相关方,环保组织受到了项目的影响,也属于相关方。要根据相关方参与计划调动相关方参与到项目当中,忽视其中任何一方对项目的期望都会造成隐患,排除BC。对相关方管理是项目经理的责任,排除D选项。
103、 一个敏捷的项目经理想把需求文件转换成史诗、能力、特征和故事。项目经理应该在多少个迭代中估计故事的持续时间?
An agile project manager wants to convert requirements documents into epics, capabilities, features, and stories. In how many iterations should the project manager estimate the duration of a story?
A :四个迭代 four iterations
B :三个迭代 three iterations
C : 一个迭代 one iteration
D :两次迭代 two iterations
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正确答案:C 你的答案:C
解析:知识点出处:《敏捷实践指南》第52页 基于迭代的敏捷团队,待办事项列表的细化选择一个迭代持续时间。所以选项C正确。 选项A、B、D,超过一个迭代持续时间,时间过长。
104、 某新项目经理接受的一个项目目前正处于执行阶段,在人事变更会议上,项目集经理和即将离任的项目经理向该新项目经理介绍了情况。他们指出,该项目涉及一些很难对付的相关方。为了确定冲突来源,该新项目经理应完成以下哪项关键任务?
The new project manager was briefed by the project set manager and the outgoing project manager at a personnel change meeting on a project that was accepted by the new project manager and is currently in execution. They noted that the project involved a number of difficult stakeholders. In order to identify the source of conflict, which of the following key tasks should the new project manager accomplish?
A :更新需求文件、风险管理计划和相关方参与计划 Update requirements document, risk management plan and stakeholder participation plan
B : 完成相关方分析,并更新相关方参与计划 Complete stakeholder analysis and update stakeholder participation plan
C :完成风险分析,并更新风险登记册和问题日志 Complete risk analysis and update risk register and problem log
D :完成项目评估,并更新完成的项目管理计划文件 Complete the project evaluation and update the completed project management plan document
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正确答案:B 你的答案:B
解析:解析:PMBOK(6)522,13.2.3.1-相关方参与计划。注意审题,“为了确定冲突来源,应完成以下哪项关键任务”,要对相关方进行管理,需要提前识别相关方并制定相关方参与计划。选项A,“很难对付的相关方”,更新需求文件、风险管理计划与之无关。选项C,确定来源,而不是分析相关方对项目产生影响的可能性。选项D,与题目无关。
105、 敏捷项目团队正在努力管理其项目的质量。团队在考虑质量管理方面应主要关注什么?
An agile project team is working to manage quality for their project. What should the team primarily focus on considering quality management?
A : 专注于小批量工作。 Concentrating on small batch systems.
B :定期执行根本原因分析。 Doing Root Cause Analysis periodically.
C :确定质量指标。 Determining Quality metrics.
D :经常进行效益分析。 Conducting frequent benefit analysis.
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正确答案:A 你的答案:A
解析:解析:《敏捷实践指南》,第93页,敏捷质量管理 敏捷开发是以迭代的方式频繁交付软件增量,因此对于质量管理,团队也要专注于每个迭代的软件增量的质量,也就是专注于一个迭代的小批量产品的质量,选项A正确。选项B,C,D通常都是在传统瀑布式项目中使用的工具和技术,是在项目整体范围和质量计划比较明确的情况下使用的。
106、 由于各种延迟和障碍的频繁干扰,一个项目团队目前正在苦苦挣扎。在冲刺回顾期间,大家一致同意采用某种形式的可视化管理,这种管理可以帮助流程管理中的工作并改进流程。应该使用以下哪种工具来促进这一点?
A project team is currently struggling due to frequent interruptions by various delays and impediments. During the sprint retrospective, it was agreed to adopt some form of visual management that can help with work-in-process management and improve the flow. Which of the following tools should be used to facilitate this?
A : 看板面板 Kanban board
B :基本规则 Ground rules
C :筒仓 Silos
D :正式的变更管理流程 Formal change management process
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正确答案:A 你的答案:A
解析:看板面板是一种可视化工具,它能够通过瓶颈和工作量的有形呈现改善工作流。团队应考虑使用看板面板使工作可见,并对工作过程的各个领域进行限制试验,以便改善流程。C选项筒仓是按职能分割团队,解决不了题目中的问题。[敏捷实践指南,第一版,第32页]
107、 高级经理指示开发团队在当前冲刺中添加工作项。在这种情况下,开发团队应该怎么做?
A Senior Manager instructs the development team to add a work item in the current sprint. What should the development team do in this situation?
A :启动另一个冲刺计划会议,以在当前冲刺目标中添加该部分的工作。 Initiate another Sprint Planning meeting to add the piece of work in the current Sprint Goal.
B :要求高级经理提出正式的变更请求。 Ask the Senior Manager to raise a formal change request.
C : 通知产品负责人,以便产品负责人可以与高级经理协商。 Inform the Product Owner so that the Product Owner can negotiate with the Senior Manager.
D :在冲刺待办事项列表中添加工作项,以便可以在下一个冲刺中完成此工作。 Add the work item in the Sprint Backlog so that this work can be done in the next Sprint.
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正确答案:C 你的答案:C
解析:解析:《敏捷实践指南》P40-4.3.2 敏捷的角色 在敏捷团队中,产品负责人负责决定待办事项的优先级,而开发团队在冲刺过程中也只做冲刺待办事项列表中的工作。如果在冲刺过程中外部相关方希望开发团队对应冲刺待办事项列表以外的工作,必须要首先通知产品负责人,由产品负责人进行沟通和决策。选项C正确。选项B适用于遵循预测性生命周期方法的项目。因此排除选项B。冲刺目标在冲刺中期通常不会改变。因此,选项 A 也不正确。冲刺待办事项列表是为当前的冲刺准备的,而不是为将来的冲刺准备的,选项D也不正确。
108、 一家公司刚刚开始使用敏捷方法管理一个项目。由于这一变化,总经理对即将到来的项目的范围定义过程感到担忧。项目经理应该做什么以确保项目范围被完全定义?
A company has just started using agile methods to manage a project. As a result of this change, the general manager is concerned about the scoping process for the upcoming project. What should the project manager do to ensure that the project scope is fully defined?
A :与总经理会面,说服他们回到使用预测性方法,以避免任何风险。 Meet with the general manager and convince them to go back to using a predictive approach to avoid any risk.
B :要求总经理审查每一个需求,以确保所有的项目都能交付所要求的产品。 Ask the general manager to review each requirement to ensure that all projects deliver the required product.
C : 帮助发起人和相关方设计产品愿景,并让团队和产品负责人一起澄清期望。 Help sponsors and stakeholders design the product vision and bring the team and product owner together to clarify expectations.
D :要求增加预算,以实施双重检查程序,确保每个业务需求都包含在需求中。 An increase in the budget is requested to implement a double-check process to ensure that every business requirement is included in the requirements.
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正确答案:C 你的答案:C
解析:知识点出处:PMBOK6th 第131页 题目问的是如何完全定义敏捷项目的范围,首先,敏捷项目的需求往往有高度不确定性,因此敏捷采用渐进明细的范围需求管理框架,敏捷项目的范围是在整个项目过程中持续定义的。因而在项目初期所要确定的是敏捷项目的整体目标和愿景,这需要PO与开发团队与项目发起人一起参与和讨论,而后形成产品代表事项列表,同时发起人持续参与项目确认范围。所以,选项C是正确的。 选项A,预测型的方法和敏捷方法分别适应需求相对明确和需求不确定的项目,两种开发方法是不能互相替换的; 选项B,定义范围是项目内部的工作,需要项目经理与团队合作完成,而不是请总经理逐条审查以确定范围; 选项D,敏捷项目的范围有高度不确定性,需要持续定义,即使初期进行双重检查,也有可能在后期产生变化,因此选项D的方法不合理。
109、 一个大型项目正在影响它所在的社区。邻居们对这个项目不满意,他们对项目的抵制可能会影响到项目的最后期限。项目经理应该采取哪两个行动?(选择两个。)
A large project is affecting the community in which it is located. Neighbors were dissatisfied with the project, and their resistance to the project could affect the project's deadline. Which two actions should the project manager take? (Choose two.)
A :给邻居们发信,善意地要求他们不要干扰项目。 Send letters to neighbors, kindly asking them not to interfere with the project.
B : 分析情况,找出导致邻居消极态度的原因。 Analyze the situation and find out what is causing the neighbor's negative attitude.
C : 安排与邻居代表会面,以赢得他们的合作。 Schedule a meeting with neighbor representatives to win their cooperation.
D :要求市长使用他们的权力来阻止邻里的抵抗。 Ask mayors to use their powers to stop neighborhood resistance.
E :要求客户延长项目期限,以便有时间来解决冲突。 Ask the client to extend the project deadline to allow time to resolve conflicts.
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正确答案:B,C 你的答案:B,C
解析:《PMBOK》第6版523页,13.3.2-管理相关方参与的工具 相关方对项目不满意,并对项目进行抵制,为了保证项目成功,项目经理需要对相关方进行管理;首先通过问题识别分析相关方不满意的原因;同时要力争能够见面,通过交谈对话来获知相关方的真实意图,所以选项BC正确。在未找到根本原因前,只靠发信和命令的方式对相关方进行管理,不会起效,排除AD。选项E,属于顾(相关方管理)此失彼(项目的进度承诺),还会招致其他相关方对项目经理能力的质疑。
110、 在执行过程中,一个新的Scrum主管加入了敏捷Scrum之后的软件开发项目。他想知道项目的范围,以及到目前为止完成的工作。他首先应该做什么?
In the middle of execution, a new Scrum Master joins a software development project following Agile Scrum. He wants to know the scope of the project, and the work completed so far. What should he do first?
A :查看项目范围声明。 Review the Project Scope Statement.
B :查看燃尽图。 Review the Burndown chart.
C : 查看燃起图。 Review the Burnup chart.
D :安排与团队的会议,以了解项目范围和已完成的工作。 Schedule a meeting with team to understand the Project Scope and work completed.
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正确答案:C 你的答案:C
解析:解析:《敏捷实践指南》,图5-2.燃起图,P63。题干中的关键词是“到目前为止已完成的工作”,而燃起图就是显示一个敏捷项目或者迭代到目前为止已经完成的工作,选项C正确。选项A,敏捷类型项目的范围是可变的,因此不存在项目范围声明或者类似的项目文件;选项B,燃尽图和燃起图正好正反,它是显示一个敏捷项目或者迭代到目前为止剩余的工作;选项D,本身的做法并没有什么错误,但是相较于C,可以直接通过信息发射源获取项目当前状态的方式,选项D的做法相对低效,不符合“尽最大可能减少不必要工作”的敏捷原则。
111、 一家公司专门从事基于云计算的解决方案,一位新项目经理加入该公司的一个项目。随着项目进入执行阶段,提出了许多变更请求,项目经理变得不知所措。 项目经理应该如何处理这些变更?
A new project manager joins a project for a company that specializes in cloud-based solutions. As the project enters the execution stage, numerous requests for changes are made,and the project manager becomes overwhelmed.What should the project manager do to process these changes?
A :请主题专家(SMEs)提供指导 Ask subject matter experts (SMEs) for guidance.
B : 查阅项目管理计划 Refer to the project management plan.
C :寻求关键相关方的意见 Seek the opinion of key stakeholders.
D :参阅项目章程 Reference the project charter.
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正确答案:B 你的答案:B
解析:PMBOK(6)P113-4.6实施整体变更控制。面对“许多变更请求”项目经理变得不知所措,这时候就要查询变更管理计划,看变更管理计划中对变更的流程如何约定。变更管理计划是项目管理计划的一部分,结合选项,B项正确。选项A、C,如何管理变更,需要按照变更管理计划进行,而不是听取主题专家或者是关键相关方的意见。选项D,项目章程主要是对项目目标的约定和对项目经理的授权。
112、 项目A对公司至关重要,必须在九个月内完成。项目章程已经签署,但项目范围说明还没有准备。管理层要求项目经理在没有经过批准的项目范围说明书的情况下,继续推进该项目。项目经理接下来应该做什么?
Project A is critical to the company and must be completed within nine months. The project charter has been signed, but the project scope statement has not been prepared. Management asked the project manager to move forward with the project without an approved project scope statement. What should the project manager do next?
A :拒绝在该项目上工作,因为管理层没有遵循标准的项目管理惯例。 Refused to work on the project because management did not follow standard project management practices.
B :把这个问题上报给项目发起人,并把它添加到风险登记册。 Escalate the issue to the project sponsor and add it to the risk register.
C : 与管理层会面,解释在没有项目范围声明的情况下运行项目的潜在问题。 Meet with management to explain potential issues with running the project without a project scope statement.
D :用项目章程的输入来启动项目,以节省时间。 Start the project with the input of the project charter to save time.
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正确答案:C 你的答案:C
解析:解析:《PMBOK》第6版154页,5.3.3.1-项目范围说明书。题目考察大家对范围说明书的重要性的理解。范围说明书做为范围基准的构成部分,记录了经过项目相关方认可后的需求,如果在未达成一致意见形成之前就推进项目,项目的可交付成果会难以得到项目相关方的认可,因此需要跟管理层强调范围说明书的重要性,选项C正确。选项A,并非违背了道德规范不可原谅的原则性问题,属于相关方对项目管理技术的不理解,对于这种情况我们需要主动出击与管理层会面,抓住这样一个机会,还能够顺道普及一下项目管理知识,为后续工作的展开赢得支持,而不是直接决绝不工作。选项B,项目经理尚未自己尝试去解决问题就采取上报的策略,不可取。选项D,项目章程的输入不足以支撑项目的启动,不选。
114、 项目经理正在与虚拟团队一起最终确定项目的详细需求。若要确保对所收集的数据有信心,项目经理应该做什么?
The project manager is working with the virtual team to finalize the detailed requirements for the project. What should a project manager do to ensure confidence in the data collected?
A :制定并分发问题日志 Develop and distribute problem logs
B :定期确认范围 Periodic confirmation of scope
C :更新项目管理计划 Update the project management plan
D : 进行面对面或在线访谈 Conduct face-to-face or online interviews
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正确答案:D 你的答案:D
解析:解析:PMBOK(6)P142,5.2.2.2-数据收集-访谈。”若要确保对所收集的数据有信心“,强调了收集需求的过程,只有选项D是收集需求的工具。选项A,问题日志通常用于已出现问题的记录和跟踪。选项B,确认范围是对可交付成果的验收。选项C,收集到的需求经过分析评估后列入需求文件,在D选项之后。
115、 项目经理正管理着某实行集中式组织结构的组织的一个战略性项目。项目经理正在编写资源管理计划,其中一位技术水平很高的资源(人员)想加入该项目。项目经理该做什么来将该资源分配至该项目?
The project manager is managing a strategic project for an organization with a centralized organizational structure. The project manager is working on the resource management plan, and one of the highly skilled resources (people) wants to join the project. What should the project manager do to allocate this resource to the project?
A :与人力资源经理商讨将该资源分配至该项目事宜 Discuss the allocation of resources to the project with the HR manager
B :向项目发起人说明应让该资源加入项目团队的理由 Explain to the project sponsor why the resource should be added to the project team
C : 与该资源的职能经理沟通,了解其下一阶段的工作安排 Communicate with the functional manager of the resource to understand the work schedule for the next phase
D :确保该资源未负责其他任务后,将其纳入资源管理计划 Incorporate the resource into the resource management plan after ensuring that it is not responsible for other tasks
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正确答案:C 你的答案:C
解析:PMBOK(6)P332,9.3.3.2-人际关系与团队技能。由于资源归职能部门经理管理,所以需要通过与职能部门经理协商的方式获取资源。选项A,人力资源经理参与或指导,但最终需要职能部门经理放行。选项B,资源管理是项目经理的责任,直接请项目发起人介入不合适。选项D,前后顺序颠倒,应该先制定资源管理计划后再根据资源管理计划来获取资源。
116、 在软件开发项目的冲刺过程中,相关方向产品负责人介绍一个新故事。产品负责人希望向团队展示整体故事概念。 在接下来的哪个会议中,他将与团队讨论新故事?
In the middle of a sprint for a Software development project, a stakeholder presents a new story to the Product Owner. The Product Owner wants to show the overall story concept to the team. In which of the following meetings he will discuss the new story with the team?
A :迭代计划会议。 Iteration Planning meeting.
B :迭代评审会议。 Iteration Review meeting.
C : 待办事项细化会议。 Backlog refinement meeting.
D :迭代回顾会议。 Iteration retrospective meeting.
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正确答案:C 你的答案:C
解析:解析:《敏捷实践指南》,5.2.3.待办事项列表的细化,P52~53。题干的关键词是产品负责人希望向团队展示整体故事概念。产品负责人有很多方法处理待办事项列表的细化准备与会议,其中包括的内容之一就是:把整个故事的概念呈现给团队。团队进行讨论,并根据需要将其细化为许多故事。因此C选项正确。
117、 以下哪个敏捷原则有助于通过最小化范围蔓延和鼓励只做那些产生业务价值的工作类别来促进消除浪费?
Which of the following Agile principle helps to promote elimination of wastes there by minimizing scope creep and encouraging to do only those category of work that generates business value?
A :可用的软件是衡量进度的首要衡量标准。 Working Software is the measure of progress.
B :对技术的精益求精以及对设计的不断完善将提高敏捷性。 Continuous to technical excellence and good design enhances agility.
C : 简洁,即尽最大可能减少不必要的工作,这是一门艺术。 Simplicity- the art of maximizing the amount of work not done is essential.
D :项目实施过程中,业务人员与开发人员必须始终通力协作。 Business people and developers must work together daily throughout the project.
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正确答案:C 你的答案:C
解析:解析:《敏捷实践指南》,图2.2.《敏捷宣言》十二大原则,P9。题干中的关键词是“最小化”和“消除浪费”,因此十二大原则中的“简洁,即尽最大可能减少不必要的工作”是符合的,也就是专注于产生业务价值的工作,选项C正确。
118、 项目经理刚刚完成了一个潜艇现代化项目的项目管理计划。对于跨多个职能部门和理解水平的许多相关方而言,这是一个高知名度项目。若要确保项目管理计划获得批准,项目经理可以做些什么?
The project manager has just completed a project management plan for a submarine modernization project. For many stakeholders across multiple functions and understanding levels, this is a high profile project. What can the project manager do to ensure that the project management plan is approved?
A :要求项目发起人批准项目管理计划作为第一步,然后与其他相关方沟通这种情况,以帮助批准项目 Require the project sponsor to approve the project management plan as a first step, and then communicate this to other stakeholders to help approve the project
B : 为相关方安排会议并提供适当的信息以获得他们的批准 Arrange meetings for interested parties and provide appropriate information to obtain their approval
C :分别与每个相关方进行访谈,以便单独获得项目管理计划的批准 Interview each interested party separately to obtain approval of the project management plan separately
D :制定相关方登记册,然后选择最重要的相关方以获得他们的批准 Develop a register of interested parties and then select the most important interested parties for their approval
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正确答案:B 你的答案:B
解析:解析:PMBOK(6)P82,4.2-制定项目管理计划。项目管理计划需要获得相关方(至少是关键相关方)的批准和承诺,所以选项B的召开专门会议的方式是正确的项目管理实践。选项A,要求发起人批准不合适;选项C,分别于每个相关方访谈效率不高,且单独获得批准后后面还要达成共识,工作量较大,不合适。选项D,批准项目管理计划是规划阶段,此时相关方登记册已完成识别记录。
119、 在前任项目经理离任后,某新项目经理被指派负责一个项目。该新项目经理审查了当前的问题日志和会议纪要,并与项目发起人进行了沟通。项目发起人告诉项目经理企业生存环境异常严峻,并要求项目经理按时完成该项目,以增加公司收入。项目经理应该做什么来达到项目发起人的要求?
A new project manager is assigned to a project after the previous one has left. The new project manager reviewed the current issue logs and meeting minutes and communicated with the project sponsors. The initiator of the project told the project manager that the living environment of the enterprise was extremely severe, and required the project manager to complete the project on time to increase the company's income. What should the project manager do to meet the requirements of the project sponsor?
A : 审查风险登记册,了解是否存在会导致发生延迟的风险事件 Review the risk register to see if there are risk events that could cause delay
B :更新工作分解结构(WBS),了解是否需要开展其他工作 Update the work breakdown structure (WBS) to see if additional work is needed
C :将所有事项在经验教训知识库中载明 Document all matters in the knowledge base of lessons learned
D :将各项活动增至项目进度计划,以保证项目绩效 Increase activities to project schedule to ensure project performance
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正确答案:A 你的答案:A
解析:解析:PMBOK(6)453,11.7-监督风险。“前任项目经理离任”,说明项目已经在实施过程中。“生存环境异常严峻”,面临风险,“按时完成该项目”,尽量减轻风险发生后所造成的影响,所以情景考察的是如何对风险进行管理。选项B针对的是范围管理,排除。选项C是在进行经验教训的收集和汇总,排除。选项D,情景中并没有提及要增加活动。
120、 该团队正在进行一项关键的项目交付工作,项目经理担心能否在最后期限前完成。一些利益相关方对一些团队成员的表现有抱怨。项目经理想了解情况并尽快向团队提供反馈。项目经理应该采取哪三种行动来解决这种情况?(选择三个。)
The team was working on a critical project delivery, and the project manager was concerned about meeting the deadline. Some stakeholders complained about the performance of some team members. Project managers want to understand the situation and provide feedback to the team as soon as possible. What three actions should a project manager take to address this situation? (Choose three.)
A : 实施每日团队会议。 Implement daily team meetings.
B : 确定团队的基本规则。 Determine the ground rules for the team.
C : 进行回顾性会议。 Have a retrospective meeting.
D :进行一次年度审查。 Conduct an annual review.
E :要求进行经理业绩审查。 A manager performance review is required.
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正确答案:A,B,C 你的答案:A,B,C
解析:解析:“想要了解情况”,可以通过每日站会暴露出敏捷实践中的障碍,所以选项A是正确的。如果障碍确实存在,可以约定团队的运行基本规则,选项B也是正确的实践。暴露出的障碍,要尽量避免在下一次冲刺中再次绊住团队的脚步,所以在回顾会议上总结经验教训,也是正确的实践,选项C正确。选项D,年度审查对尽快了解情况以及解决问题不利;选项E,项目经理遇到问题优先主动解决,直接找经理审查不合适。
121、 某大型项目的项目经理正在将所有可交付成果的所有权转移至项目相关方。其中一位相关方通知称,正转移的可交付成果未达到项目范围所述质量标准。项目经理接下来应该做什么?
The project manager of a large project is transferring ownership of all deliverables to the project stakeholders. One of the interested parties informed that the deliverables being transferred did not meet the quality standards described in the project scope. What should the project manager do next?
A :在风险登记册中记录异议,并请求批准转移可交付成果 Record objections in the risk register and request approval to transfer deliverables
B :使用渐进明细更新项目范围,并让相关方批准可交付成果 Use progressive detail to update project scope and get stakeholders to approve deliverables
C : 请求举行包括相关方和其他项目团队成员的会议,以评估相关方的顾虑 Request a meeting involving interested parties and other project team members to assess their concerns
D :停止可交付成果转移过程,并与项目指导委员会一起修订项目进度计划,修订时应考虑转移迟延的情况 Stop the deliverable transfer process and work with the Project Steering Committee to revise the project schedule to take account of transfer delays
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正确答案:C 你的答案:C
解析:解析:PMBOK(6)P163,5.5-确认范围。验收过程中相关方对可交付成果不认可,既是验收中的争议解决也是对相关方期望的管理,所以先了解相关方的顾虑,然后有针对性的去解决。选项A,未解决相关方的顾虑,不能移交。选项B,渐进明细通常用于对需求的逐渐细化。选项D,问题的焦点不是进度管理。
122、 项目章程刚刚被批准,项目发起人已经允许继续进行该项目。项目经理已经确认,要求的关键资源之一也需要在同一时间用于另一个项目。这将影响项目的交付。项目经理应该怎么做?
The project charter has just been approved and the project sponsor has given permission to proceed with the project. The project manager has confirmed that one of the key resources requested also needs to be used for another project at the same time. This will affect the delivery of the project. What should a project manager do?
A : 与另一个项目的项目经理开会,找到一个适用于两个项目的资源优化方案。 Meet with the project manager of the other project to find a resource optimization scenario that works for both projects.
B :向关键资源支付加班费,以便在工作时间之外完成工作。 Pay overtime to key resources for completing work outside of hours.
C :与客户沟通,看是否可以因为资源的可用性而推迟项目的交付期限。 Communicate with clients to see if project delivery deadlines can be delayed due to resource availability.
D :与另一个项目经理商量,把这个项目放在其他项目的优先位置,以便关键资源可以使用。 Consult with another project manager to prioritize this project over other projects so that key resources can be used.
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正确答案:A 你的答案:A
解析:解析:《PMBOK》第6版341页,9.4.2.4-人际关系与团队技能-谈判。组织所能提供的资源和项目经理想获得的资源之间总会存在着差距,为了保障项目的成功,身为项目经理会倾向选择一些高等级的专业资源(甚至是组织内部的顶尖资源),但是越优秀的资源也是被争夺最激烈的,所以对项目经理来说,为获得资源的使用权,免不了要采用谈判的技巧,与其他职能部门、项目经理协商所需资源的时间窗口,因此选项A正确。选项BD,这属于经过协商后可能达成的解决方案,但是如此具体的选项通常都是干扰项。选项C,与客户达成对关键里程碑的约定后,轻易不要改变,而且这种因内部管理问题而提请的修改要求,会带来对项目组能力的质疑。
123、 项目经理刚加入一家组织,并被分配到一个当前处于规划阶段的项目,参与该项目的每个人都对该项目非常感兴趣,他们正在催促项目经理将其推进到下一阶段,在审查项目的各种计划时,项目经理发现没有明确的成本管理计划。项目经理下一步应该做什么?
Project manager has just joined a group, and was assigned to a current in the planning phase of the project. Everyone involved in the project is very interested in the project, project manager, they are urged to push it to the next stage, when the review project plans, project manager found no clear plan of cost management. What should the project manager do next?
A :启动项目执行并使用项目管理计划作为缺失信息的输入 Start project execution and use the project management plan as input to the missing information
B :通知发起人并请求提供更多时间来修改成本管理计划 Notify the originator and request more time to modify the cost management plan
C :使用工作分解结构(WBS)根据以往的经验来估算活动的成本 Use the work breakdown structure (WBS) to estimate the cost of activities based on past experience
D : 查看项目章程以制定成本管理计划 Review the project charter to develop a cost management plan
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正确答案:D 你的答案:D
解析:解析:PMBOK(6)P235,7.1-规划成本管理。“没有明确的成本管理计划”,缺什么补什么,尽快制定成本管理计划。选项A,无计划不执行。选项B,还没有可用的成本管理计划,何来修改。选项C,没有成本管理计划,无法估算成本。
124、 你的组织中的一个敏捷团队收集了对一个特定项目迭代的所有需求。这些需求被转化为设计规格,随后开始进行开发工作。在验收测试过程中,团队意识到一些设计假设不成立,大部分功能需要返工。到底是哪里出了问题?
An agile team in your organization gathers all the requirements for a specific project iteration. These requirements are translated into design specifications, and development work begins. During the acceptance testing process, the team realized that some design assumptions did not hold and most of the functionality needed to be reworked. Where is the problem?
A :没有出错,敏捷团队欢迎返工。 Nothing went wrong and agile teams welcome rework.
B :团队没有把设计规格中的假设记录下来。 The team did not document the assumptions in the design specification.
C : 团队掉进了迷你瀑布的陷阱。 The team fell into the trap of the mini waterfall.
D :需求收集过程可能存在缺陷。 The requirements gathering process can be flawed.
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正确答案:C 你的答案:C
解析:解析:《敏捷实践指南》P39 知识点:敏捷团队 关键词:所有需求,转化为设计规格,开发工作 可以看到题目中的场景更像一种瀑布的模式,团队在给定时间解决所有的需求,然后试图完成所有的设计,继而又去完成所有的构建,就会发生迷你瀑布的情况。使用这个场景,在构建中或构建后测试中的某一时刻,团队可能会意识到,原先的假设已经不再有效。这种情况下,团队解决所有的需求根本是在浪费时间。所以选项C正确。 A,敏捷拥抱变化,但返工是一种浪费。B,敏捷中假设需要不断的和客户验证来防止,单单记录下来并不能解决问题。D,题目没有提及,且项目是不断变化的,需求收集不可能完美。这也是敏捷存在的意义。
126、 一个大型IT项目接近尾声。由于项目团队正被转派去开展另一个高优先级项目,他们对举行经验教训会议兴趣不大。项目经理该做什么?
A large IT project is coming to an end. Since the project team is being transferred to another high-priority project, they have little interest in holding lessons learned meetings. What should a project manager do?
A :让项目发起人安排并举行经验教训会议 Have the project sponsor schedule and hold lessons learned meetings
B : 让团队成员通过电子邮件提供关于原有项目的反馈 Have team members provide feedback on existing projects via E-mail
C :告知项目发起人将不会安排经验教训会议 Inform the project sponsor that lessons learned meetings will not be scheduled
D :让关键相关方与团队成员一起审核项目可交付成果 Get key stakeholders to review project deliverables with team members
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正确答案:B 你的答案:B
解析:解析:PMBOK(6)128,4.7.3.4-组织过程资产更新。在收尾阶段,当前项目的经验教训必须总结,所以C选项错误。选项A,经验教训总结由项目经理负责,所以甩给项目发起人是错误的。选项D,审核可交付成果是验收过程,在收尾之前。
127、 敏捷教练建议团队与所有人共享任务关键型项目的项目进度,以实现整个公司的信息共享。 Scrum团队应该做什么?
An Agile coach advises the team to share the Project progress for a Mission-Critical project with everyone to enable information sharing across the company. What should the Scrum team do?
A :通过电子邮件与所有相关方共享项目进度通信。 Share Project Progress communication to all stakeholders via email.
B :邀请其他团队的项目经理参加迭代评审会议。 Invite the Project Managers of other teams in the Iteration review meeting.
C :与人力资源团队分享项目进度沟通,并要求他们与所有相关相关方分享。 Share the Project progress communication with the HR team and ask them to share with all relevant stakeholders.
D : 使用信息发射源并将其放置在办公室的显眼位置。 Use the Information radiator and place it in a prominent location of the office.
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正确答案:D 你的答案:D
解析:解析:《敏捷实践指南》P105 信息发射源是关键团队信息的全面显示,与所有团队成员和其他相关方公开共享并不断更新。它类似于放置在显眼位置的大型视觉图表。它包括任务板、自动测试计数、团队速度、事件报告、持续集成状态、工作包状态或团队进度等信息。
128、 一个小组已经在一起工作了一个月。在每天的会议上,一个团队成员持续表示他们在完成的任务方面有问题。项目经理应该怎么做?
A group has been working together for a month. During the daily meeting, one team member continued to report problems completing their tasks. What should a project manager do?
A :与所有团队成员开始讨论,帮助解决这些问题。 Start discussions with all team members to help resolve these issues.
B : 等待团队独立发现并解决问题。 Wait for the team to independently discover and fix the problem.
C :将团队成员转移到另一个技能更合适的任务上。 Move team members to another task where the skills are more appropriate.
D :与团队成员进行秘密讨论,找出根本原因。 Confidential discussions with team members to find out the root cause.
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正确答案:B 你的答案:B
解析:知识点出处:4.3 团队构成《敏捷实践指南》第38-43页 敏捷的原则指出最佳的架构、需求和设计将出自自组织团队,因此项目经理在敏捷团队中应该鼓励团队自我领导、互相合作并且独立解决问题,因此,本题答案选选项B。 选项A,应该鼓励团队成员自主解决问题,而不是直接帮团队解决问题; 选项C,自组织团队是跨职能的,应该培养成员成为通才型专家,而不是在成员遇到问题时将他转移到别的任务上; 选项D,秘密讨论不利于团队成员之间互相交流沟通、共同解决问题。
129、 项目经理正在制定一个新项目的成本管理计划,该计划基于已批准的项目章程信息。这是一个创新项目,并且该公司过去没有交付过类似的项目。项目经理下一步应该做什么?
The project manager is developing a cost management plan for the new project based on the approved project charter information. This is an innovative project, and the company has not delivered similar projects in the past. What should the project manager do next?
A :使用项目章程的可交付成果进行类比估算 Analogical estimation using the project Charter deliverables
B : 要求项目团队在公司以外寻找类似项目 Ask the project team to look for similar projects outside the company
C :制定工作分解结构(WBS)以进行自下而上的成本估算 Develop a work breakdown structure (WBS) for bottom-up cost estimation
D :制定具有应急储备的预算草案,以应对未知因素 Develop a draft budget with contingency reserves in case of unknown factors
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正确答案:B 你的答案:B
解析:解析:PMBOK(6)237,7.1.1.3-事业环境因素。因为公司之前没有做过类似的项目,所以要到外界去寻找可借鉴的案例。选项ACD,目前正在制定的是成本管理计划,不是估算成本。
130、 在一次检查中,生产阶段被停止,因为检查员声称缺少监管标签。项目经理应该怎么做?
During one inspection, the production phase was stopped because the inspector claimed a regulatory label was missing. What should a project manager do?
A :审查风险管理计划。 Review the risk management plan.
B :更新经验教训的登记。 Update the registration of lessons learned.
C : 审查质量管理计划。 Review the quality management plan.
D :进行专家判断评估。 Perform expert judgment assessments.
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正确答案:C 你的答案:C
解析:解析:《PMBOK》第6版288页,8.2-管理质量。检察员声称所缺少的”监管标签“指的是对过程质量检测的结果。从现在情景的描述看,没有监管标签,过程质量出现问题没有得到认可。而对于过程质量该如何管理,在质量管理计划中已经做了约定,所以对于检查员的评测结果,项目经理要去查阅质量管理计划进行核实,判断对过程质量的管理疏漏出现在哪个环节,选项C正确。选项A,暴露出的不是不确定性事件,而是问题。选项B,对于经验教训的更新,通常是放在解决问题以后。选项D,专家通常提供佐证,而不替代决策。
131、 项目经理正管理着一个住宅建设项目,在将项目管理计划提交给有关的相关方之前,项目经理希望与作为相关负责人的土木工程师、提供商和承包商沟通,尽力确保施工材料能够准备好并如期运到工地。在这种情况下,项目经理应运用哪种沟通技能?
The project manager is managing a residential construction project. Before submitting the project management plan to the relevant parties, the project manager wishes to communicate with the civil engineer, provider, and contractor as responsible to ensure that the construction materials are ready and delivered to the site as scheduled. What kind of communication skills should the project manager use in this situation?
A : 互动沟通 Interactive communication
B :推式沟通 Push communication
C :拉式沟通 Pull communication
D :小组沟通 Team communication
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正确答案:A 你的答案:A
解析:解析:PMBOK(6)P374,10.1.2.5-沟通方法-互动沟通。“尽力确保施工材料能够准备好并如期运到工地”,需要对信息进行确认,所以宜采用交互式沟通。选项B,推式沟通能保证信息的发送,但是不能保证信息的接收。选项C,拉式沟通适用于对大量信息的获取。选项D,小组沟通通常在3-6人的小组内部展开,不要认为”土木工程师、提供商、承包商“是3个人,其实是3个身份群组,人数可能在6个人以上。
132、 一位影响力很大的相关方向项目团队提出一项请求,项目经理发现,该请求并非某需求的一部分,但它会给委员会和项目发起人留下深刻印象。项目经理该做什么?
An influential stakeholder made a request to the project team. The project manager found that the request was not part of a requirement, but it would leave a deep impression on the committee and the project sponsor. What should the project manager do?
A : 让该相关方遵循变更控制过程使其请求获批 Have the interested party follow the change control process to have their request approved
B :接洽项目发起人,了解该变更能否列入预算和范围 Contact the project sponsor to see if the change can be included in the budget and scope
C :动用应急预算将该变更纳入项目范围 Use the emergency budget to include the change in the project scope
D :将相关方的请求上报给项目发起人,以确认是否需要实施该变更 The request from the interested party is reported to the project sponsor to confirm whether the change needs to be implemented
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正确答案:A 你的答案:A
解析:解析:PMBOK(6)P113,4.6-实施整体变更控制。虽然情景的描述给出了压力-影响力很大,但是对于变更请求的处理仍然要遵循整体变更控制流程。选项B,如果涉及到基准,要由CCB作出决策审批。选项C,未评估直接实施,错误。选项D,不应上报给发起人。
133、 项目经理将启动一个新项目来建立汽车厂,在一个地方生产所有备件,缩短生产周期。副总裁和财务部门负责人反对该项目,因为他们希望这些工厂分散在不同的地方。项目经理该做什么?
The project manager will launch a new project to set up a car plant to produce all spare parts in one place and shorten the production cycle. The vice president and the head of the finance department opposed the project because they wanted the plants to be scattered in different locations. What should a project manager do?
A : 与关键相关方沟通,平衡其期望,并将此信息纳入项目章程 Communicate with key stakeholders, balance their expectations and incorporate this information into the project charter
B :将此信息告知项目发起人,让其管理这些意见分歧 Give this information to the project sponsor to manage these differences of opinion
C :在未获得对不认同该方法的相关方的输入的情况下,编写项目章程 Write a project charter without input from interested parties who do not agree with the approach
D :将这一情况登记为一种风险,并针对两种方案制定两个不同的项目章程 Register this situation as a risk and develop two different project charters for each scenario
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正确答案:A 你的答案:A
解析:解析:PMBOK(6)523,13.3-管理相关方参与。”副总裁和财务部门的负责人反对“,对项目造成了影响,需要对相关方加以管理,选A。选项B,对相关方的管理是项目经理的责任。选项C,对相关方期望的忽视可能导致项目失败。选项D,项目的目标要获得统一,所以两个不同的项目章程错误。
134、 项目集发起人对一位项目经理信心不足,并向项目集经理抱怨称该项目经理未像其他项目经理那样提供准确而及时的信息。该项目经理如何才能挽回项目集发起人的信心?
The program sponsor lacks confidence in one project manager and complains to the program manager that this particular project manager is not providing the accurate timely information that the other project managers are providing, How can the project manager recover the confidence of the program sponsor?
A :找到已根据相关方参与计划分享项目最新情况的证据,并将此信息发送给项目集经理 Find evidence that the project updates have been shared according to the stakeholder engagement plan and send this information to the program manager
B :更新项目的相关方参与计划,提高与项目集发起人开会的频率 Update the project's stakeholder engagement plan to increase the meeting frequency with the program Sponsor
C : 与项目集发起人开会,了解期望差距,并相应地更新相关方参与计划 Meet with the program sponsor to understand the gaps in expectations and update the stakeholder engagement plan accordingly.
D :运用软技能重获项目集发起人的信心,并确保项目集发起人将经常收到后续最新情况 Use soft skills to regain the program sponsor's confidence and ensure that the program sponsor will receive frequent updates going forward.
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正确答案:C 你的答案:C
解析:解析:PMBOK(6)P530-13.4监督相关方参与。“项目集发起人”对项目经理的“信心不足”,相关方已经产生了负面的评价,这时要对相关方的期望进行分析并干预。对相关方管理时,要注意到相关方能够说出来的不满意见并不是他的所有期望,所以仅仅针对未收到信息而去调整沟通管理的方式是不足的,排除ABD。
135、 项目发起人授权项目经理可在必要时增加任何资源。销售部门的一位员工被纳入相关方登记册。在执行期间,项目经理注意到,该销售人员数次未参会。当项目经理向该相关方询问其为何未参会时,该相关方说其职能经理为其安排了其他需要完成的任务。项目经理本应采取什么措施来防止这种情况发生?
The project sponsor authorizes the project manager to add any resources as necessary. An employee of the sales department is included in the relevant party register. During the execution, the project manager noted that the salesperson had failed to attend several times. When the project manager asks the relevant party why he/she is absent, the relevant party says that the functional manager has arranged other tasks for him/her that need to be completed. What should the project manager have done to prevent this from happening?
A :根据公司政策将项目目标告知所有相关方 Communicate project objectives to all interested parties in accordance with company policy
B : 将销售部门的职能经理纳入相关方参与计划 Include functional managers of the sales department in the stakeholder participation plan
C :确定适当的沟通渠道,以便与该职能经理和销售人员沟通 Identify appropriate communication channels to communicate with the functional manager and sales staff
D :将项目经理已获授权可为项目增派资源的情况告诉该销售人员的职能经理 Inform the functional manager of the sales person that the project manager has been authorized to add additional resources to the project
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正确答案:B 你的答案:B
解析:解析:PMBOK(6)522,13.2.3.1-相关方参与计划。虽然情景中提及“必要时增加任何资源”,但是只提到了销售部的员工位列相关方登记册,所以最好此时将他视为相关方进行管理。既然相关方管理出了问题,“防止这种问题发生”的最好办法就是在相关方参与计划中提前约定。选项A,焦点不是对项目目标存在分歧。选项C,焦点不是信息传递遇到障碍。选项D,情景中没有提及这个员工是否是必需的资源,所以D选项排除。
136、 一个工程交付团队的其中一名成员定期编制月度进度报告的子部分。过去一个月出现了一些项目挑战,许多项目可交付成果远远落后于进度计划。客户得知这些问题,并希望提前获得状态报告的副本以向其高级管理层更新这一情况。该报告目前仅为草稿,包含敏感信息,当该团队成员询问是否可以发送时,项目经理尚未对其进行审查。项目经理应该做什么?
A member of a project delivery team regularly prepares subsections of monthly progress reports. The past month has seen a number of project challenges, with many project deliverables well behind schedule. The customer is informed of these issues and wishes to obtain a copy of the status report in advance to update the situation with their senior management. The report is currently only a draft and contains sensitive information that has not yet been reviewed by the project manager when the team member asked if it could be sent. What should a project manager do?
A :要求该团队成员审查更新后的相关方参与计划 Ask team members to review the updated stakeholder engagement plan
B :确保问题日志中包含所有问题 Make sure that all problems are included in the problem log
C : 要求该团队成员查阅沟通管理计划 Ask the team members to review the communication management plan
D :查看风险登记册,以确保如何减轻延误的影响 Review the risk register to ensure that the impact of delays is mitigated
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正确答案:C 你的答案:C
解析:解析:PMBOK(6)P379,10.2-管理沟通。传递信息要依据沟通管理计划实施。ABD选项均没有回应传递信息的焦点,排除。
137、 在使用敏捷开发方法的软件开发项目中,项目团队和产品负责人当前正在根据业务目标、依赖关系和障碍来确定生成成品所需的迭代次数以及每次迭代的持续时间。 在给定的场景中正在执行什么过程?
In a software development project that is using the Agile development approach, the project team and the product owner are currently engaged in the determination of the number of iterations required to produce a finished product and the duration of each iteration based on the business goal, dependencies, and impediments. What process is being carried out in the given scenario?
A :控制进度。 Control Schedule.
B : 制定进度计划。 Develop Schedule.
C :控制质量。 Control Quality.
D :定义范围。 Define Scope.
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正确答案:B 你的答案:B
解析:解析:PMBOK P216-敏捷发布规划。敏捷发布规划基于项目路线图和产品发展愿景,提供了高度概括的发布进度时间轴(通常是 3 到 6 个月)。同时,敏捷发布规划还确定了发布的迭代或冲刺次数,使产品负责人和团队能够决定需要开发的内容,并基于业务目标、依赖关系和障碍因素确定达到产品放行所需的时间。题干描述的场景正是属于制定进度计划过程的敏捷发布规划环节。
138、 在一个设计和生产餐厅厨房使用的新工具的项目中,成本已被确定为最优先的制约因素。项目分组在其质量计划中包括对这些工具的随机抽样。虽然成本是一个关键因素,但产品也必须符合高质量标准。以下哪些是不一致成本的例子?(选择三项)
In a project to design and produce new tools for use in restaurant kitchens, cost has been identified as the highest priority constraint. Project groups include random sampling of these tools in their quality plans. While cost is a key factor, products must also meet high quality standards. Which of the following are examples of inconsistent costs? (Choose three)
A : 返工 rework
B :质量培训 Quality training
C : 废品 waste
D : 保修费用 Warranty cost
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正确答案:A,C,D 你的答案:A,C,D
解析:知识点出处:PMBOK(第6版) 页码:P282 章节:8.1.2.3-数据分析-质量成本。质量成本分为一致性成本和非一致性成本,非一致性成本是指质量不达标而达成的损失,所以选项ACD都是由于质量问题而付出的成本,属于不一致性成本。而选项B是为了预防质量问题出现而进行的活动,属于一致性成本。
139、 一个组织正在着手部署一个新的数字解决方案,它将彻底改变采购服务。项目经理已经制定了所有必要的计划和活动,以确保成功的整合和解决方案的推出。有一个合作伙伴的系统不可用的风险,这可能会对项目产生负面影响。为了确保项目的成功,需要什么关键活动?
An organization is setting out to deploy a new digital solution that will revolutionize procurement services. The project manager has developed all the necessary plans and activities to ensure a successful integration and solution rollout. There is a risk of a partner's system being unavailable, which could negatively impact the project. What key activities are required to ensure the success of the project?
A : 持续监测合作伙伴系统不可用的风险,并制定适当的解决计划,以防风险变成实际问题。 Continuously monitor the risk of partner system unavailability and develop an appropriate resolution plan before the risk becomes a real problem.
B :告知项目的利益相关者,完全的整合可能是不可能的,项目将有可能因此而被推迟。 Inform project stakeholders that full integration may not be possible and the project will likely be delayed as a result.
C :通过授权合作伙伴改变系统设置来消除风险,使其更容易与新的解决方案整合。 Eliminate risk by empowering partners to change system settings, making it easier to integrate with new solutions.
D :通过制定替代计划来减轻风险,使解决方案在没有完全整合能力的情况下准备就绪并可用。 Mitigate risk by developing alternative plans to make solutions ready and usable without full integration capabilities.
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正确答案:A 你的答案:A
解析:解析:《PMBOK》第6版453页,11.7-监督风险。项目自启动开始就无法摆脱风险的干扰(假设条件的存在),因此若想对风险进行干预,就需要去了解分风险,基于对风险的了解,创建应急计划,达到触发条件了,执行计划对风险进行干预,选项A正确。选项B,虽然风险与项目相伴,但这并不是推迟的理由。选项CD,是采用规避还是采用减轻的策略来对风险进行应对,要基于对风险的评估分析。
140、 在项目执行期间,监管团队公布了新的质量标准。更新质量管理计划时,项目经理应该考虑什么?
During project execution,new quality standards are announced by the regulatory compliance team. What should the project manager consider when updating the quality management plan?
A :经验教训登记册 Lessons learned register
B :成本效益分析 Cost-benefit analysis
C :风险登记册 Risk register
D : 事业环境因素 Enterprise environmental factors
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正确答案:D 你的答案:D
解析:解析:PMBOK(6)P301-8.3.1.6控制质量-事业环境因素。“新的质量标准”属于“特定应用领域的相关规则、标准和指南”这个内容在事业环境因素里。选项A,经验教训登记册中记录了在项目实施过程当中所收集的经验教训,在项目收尾过程汇入组织过程资产。选项B,在质量管理领域的成本效益分析主要是用来获取成本投入和质量水平之间的对应关系。选项C,风险登记册侧重在对项目实施过程当中所面临的不确定性事件进行管理。
141、 在日常通话中,团队成员分享任务进展。一个团队成员通常不交流很多细节,有关键任务要完成。所有的团队成员都在不同的国家,关键工作即将开始。 在这种情况下,哪两个选项可以帮助项目经理?(选择两个。)
During daily calls, team members share task progress. A team member usually doesn't communicate many details and has critical tasks to accomplish. All team members are in different countries and critical work is about to begin. Which two options can help the project manager in this situation? (Choose two.)
A :将工作重新分配给参与日常通话的资源。 Reassign work to resources involved in daily calls.
B :向职能经理报告该团队成员的不良表现。 Report the poor performance of this team member to the functional manager.
C :要求该团队发送电子邮件,说明详细的任务进展。 Ask the team to send an email with detailed mission progress.
D : 鼓励所有团队成员使用虚拟工作区。 All team members are encouraged to use virtual workspaces.
E : 与团队成员谈论他们的参与,并采取适当的行动。 Talk to team members about their participation and take appropriate action.
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正确答案:D,E 你的答案:D,E
解析:PMBOK》第6版333页,9.3.2.4-虚拟团队,《PMBOK》第6版349页,9.5.2.1人际关系于团队技能-情商 “所有的团队成员都在不同的国家”,面对面的沟通存在困难,这时候就需要借助沟通技术建立起团队成员可以共同参与的在线社区/工作区,完成信息的交互,选项D正确。对于某个团队成员的状态低迷,项目经理要首先采用人际关系技能了解原因,并有针对性的提供帮助。选项E正确。在人的状态出现的问题时候,不要轻易的去找职能部门经理或者发起人,排除B选项。选项A,项目需要全员参与,在未尝试针对人员问题的解决方案之前,不要重新分配任务。选项C,单方面的推式沟通,并不能激起状态低迷的成员的互动,不解决问题,排除。
142、 项目经理正在领导某颇受关注的预测型项目的收尾工作,为了收集客户满意度方面的信息,项目经理正在安排与非本地的人员举行面对面的会议。项目经理为什么采用这种信息收集技术。
The project manager is leading the closing of a highly anticipated project and is arranging face-to-face meetings with non-locals in order to gather information on customer satisfaction. Why did project managers adopt this information-gathering technique?
A : 访谈可让项目经理获得收集信息和澄清相关方反馈的最佳机会 Interviews provide the project manager with the best opportunity to gather information and clarify stakeholder feedback
B :访谈可帮助项目经理加强与相关方的关系 Interviews can help project managers strengthen relationships with stakeholders
C :对于非敏捷项目而言,使用访谈是最佳实践做法 Using interviews is a best practice for non-Agile projects
D :项目差旅预算允许采用这种访谈方法 The project travel budget allows for this interview approach
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正确答案:A 你的答案:A
解析:解析:PMBOK(6)P522,5.2.2.2-数据收集-访谈。一对一的访谈有利于获得用户的真实反馈,也有助于获取一些机密信息。选项B,增强与相关方的关系并不是会议访谈的根本目的,收集相关方满意度才是。选项C,采用什么样的会议方式要根据获取信息的需求而定。选项D,成本不是决定因素,关于成本在情景中也未提及。
143、 敏捷团队正在从事一个项目。该项目具有内部和外部相关方,在项目中期,识别到一个将延迟交付两个月的新需求。团队应该怎么做?
An agile team is working on a project. The project has internal and external stakeholders, and in the middle of the project, a new requirement is identified that will delay delivery by two months. What should the team do?
A :首先交付已计划的事项,然后处理新需求。 Deliver what has been planned first, then deal with new requirements.
B : 与产品负责人一起 ,更新确定待办列表的优先顺序。 Together with the Product Owner, update the prioritization of the backlog.
C :将新需求添加到即将发布的版本中。 Add new requirements to upcoming releases.
D :通知相关方,并从新的交付日期倒排进行工作。 Notify stakeholders and work backwards from the new delivery date.
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正确答案:B 你的答案:B
解析:解析:《敏捷实践指南》P41 知识点:产品待办事项列表 关键词:识别到一个新需求 当敏捷团队识别到新需求后,首先要跟产品负责人一起评估将新需求加入到产品待办事项列表中,然后按照优先级依次交付价值比较高的需求。所以选择B选项。 A,C都没有考虑优先级,不符合敏捷中价值优先的原则,D,倒排工作属于预测型制定计划的方式
144、 作为项目经理,您的首要任务是完成项目的工作。作为项目完成的结果,您有机会帮助项目中的人更多地了解哪些方面做得好,哪些方面做得不好。获得这些经验和知识的最佳答案是什么?
As a project manager, your first priority is to get the work done on the project. As a result of project completion, you have the opportunity to help those on the project learn more about what went well and what didn't. What is the best answer to gain this experience and knowledge?
A :历史信息 history information
B : 经验教训 lessons learned
C :假设 Assumption
D :约束 constraint
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正确答案:B 你的答案:B
解析:解析:《PMBOK》第6版128页,4.7.3.4-组织过程资产更新。类似的场景在考试中经常出现,尤其是提到对“未来的项目”,或者哪些做的好,哪些做的不好的时候,通常就是考察大家对于项目经验教训总结重要性的理解。成功的经验可以助力未来的项目提升成功几率,失败的教训可以让未来的项目少走弯路。项目收尾过程的工作量是细碎而繁杂的,但是即便如此,经验教训的总结不能省。选项A,历史信息只做到了记录,并没有在此基础上进行总结。选项C,假设条件是在项目立项初期就对项目运行环境的一种预测,会随着项目的进行,越来越明确。选项D,约束是对项目的制约。
145、 一个项目团队的一些成员对之前在Scrum环境下工作的新成员感到很沮丧。这个新成员不愿与项目组成员接触。项目经理应该怎么做?
Some members of a project team were frustrated with new members who had previously worked in a Scrum environment. The new member was reluctant to engage with project team members. What should a project manager do?
A :告诉项目团队的其他成员继续与新成员合作。 Tell the rest of the project team to continue working with the new member.
B :给项目团队发一封电子邮件,概述沟通策略。 Send an email to the project team outlining the communication strategy.
C :为项目团队安排一次会议,审查沟通管理计划。 Schedule a meeting for the project team to review the communications management plan.
D : 指导新的团队成员遵循团队章程。 Instruct new team members to follow the team charter
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正确答案:D 你的答案:D
解析:知识点出处:5.1 项目章程和团队章程《敏捷实践指南》第50页 题目关键信息是团队新成员不愿与其他项目组成员接触,说明问题的原因主要在新成员身上,而非其他成员,因此项目经理应该指导新成员如何与其他团队成员一起工作,所以选项D指导新成员遵循团队章程的做法较为合适。 选项A、B、C均是让团队的其他成员一起解决问题,但题干中描述问题的原因主要是新成员不了解如何与团队其他成员一起工作,因此无需牵扯整个团队一同解决个人问题。
146、 在与相关方开会以准备项目章程时,就项目的收益和组织的战略目标进行讨论,项目经理应该做什么?
When meeting with relevant parties to prepare the project charter, discuss the benefits of the project and the strategic goals of the organization, what should the project manager do?
A :更新商业论证以满足组织的战略 Update business case to meet the organization's strategy
B : 建议将项目效益与组织的战略目标保持一致 It is recommended that project benefits be aligned with the organization's strategic goals
C :继续制定项目章程以纳入项目效益 Continue to develop project charters to incorporate project benefits
D :通过请求项目发起人帮助完成项目章程来重定会议方向 Reorient the meeting by asking the project sponsor to help complete the project charter
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正确答案:B 你的答案:B
解析:PMBOK(6)P78-4.1.1.1制定项目章程-商业文件。项目章程包含来自于商业文件中的相关项目信息。既然商业文件不是项目文件,项目经理就不可以对它们进行更新或修改,只可以提出相关建议。A:商业文件不是项目文件,项目经理不可以更新它们。C:项目章程中不包括项目效益,这是商业文件的内容。D:题目显示,此时正在进行制定项目章程的准备会议,讨论效益和战略,重新定义会议,重新开会是不合适的,准备制定项目章程,讨论制定项目章程过程的输入是合理的。
147、 项目经理目前正在为一个强制性监管项目制定项目进度计划。项目经理正在接受来自不同相关方的意见,并发现他们中许多人估算的完工时间超出既定的结束日期。项目经理下一步应该做什么?
The project manager is currently developing a project schedule for a mandatory monitoring project. Project managers are receiving input from a wide range of stakeholders and finding that many of them have estimated completion times beyond the stated end date. What should the project manager do next?
A :通知发起人并请求修改结束日期以适应所提出的进度计划 Notify the originator and request modification of the end date to accommodate the proposed schedule
B :向相关方提醒项目制约因素并请求修改他们的意见 Remind stakeholders of project constraints and request modification of their comments
C : 确定一个可以保证项目在结束日期之前完成的新关键路径 Identify a new critical path that will ensure that the project is completed before the end date
D :对项目管理计划进行赶工,以减少对所提出的进度计划进行延期 Work on the project management plan to reduce the delay to the proposed schedule
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正确答案:C 你的答案:C
解析:解析:PMBOK(6)P209,6.5.2.1-进度网络分析。估算的完工时间超出了既定的结束日期,不具备可行性,排除D选项。此时需要反复论证,直至形成可以执行的进度模型,而不是直接通知相关方去调整项目的完工日期,所以AB选项错误。
148、 某大公司启动了一个项目,以便在其销售系统中实施新的模块。误解导致该项目发生严重延迟,两位相关方就项目需求产生重大分歧。项目经理首先应该做什么来解决这些相关方之间的分歧?
A large company launched a project to implement new modules in its distribution system. This misunderstanding resulted in significant delays for the project and significant differences between the two parties regarding the project requirements. What should the project manager do first to resolve these differences between interested parties?
A : 考虑不同的观点,并与相关方磋商,以便针对项目采取正确的措施 Consider different points of view and consult with relevant parties in order to take the right action for the project
B :分析这些变更将对项目产生哪些影响以及能否在可用储备之内应对这一影响 Analyze what impact these changes will have on the project and whether the impact can be addressed within the available reserves
C :让项目发起人增加新需求,并告诉这两位相关方这对最终可交付成果并无影响 Ask the project sponsor to add new requirements and tell the two stakeholders that it has no impact on the final deliverable
D :提出变更请求,并更新范围管理计划,以便获得这些需求 Make a change request and update the scope management plan to capture these requirements
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正确答案:A 你的答案:A
解析:解析:PMBOK(6)P527,13.3.2.3-人际关系与团队技能-冲突管理。“就项目需求产生分歧”,属于冲突,采用冲突管理进行解决。选项B,属于需求,不是变更请求。选项C,应该由项目经理主持解决,而不是甩给发起人。选项D,未解决问题即实施,错误。
149、 相关方识别工作已完成,并且相关方位于许多不同国家,项目经理需要收集基于项目章程中确定的高层级需求所提出的详细需求。为了快速从这些相关方收集信息,应采用的最佳数据收集技术是哪一项?
The identification of related parties has been completed and the related parties are located in many different countries. The project manager needs to collect detailed requirements based on the high-level requirements identified in the project charter. In order to quickly collect information from these interested parties, which is the best data collection technique that should be used?
A :与各相关方召开单独的会议 Hold separate meetings with all interested parties
B :与相关方召开Web会议 Convene Web conferences with interested parties
C :焦点小组会议 Focus Group meetings
D : 调查 survey
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正确答案:D 你的答案:D
解析:解析:PMBOK(6)P143,5.2.2.2-数据收集-问卷调查。注意关键字,“快速从相关方收集信息”,只有问卷调查满足此要求。因为相关方处于不同国家,所以采取何种会议形式相对问卷调查来说都要慢。
150、 沙迪是一个软件实施项目的项目经理,他所在的公司已经做出了一项全组织范围的决定,要转而使用一个新的会计和人力资源软件包。他了解到,一些实施同一软件包的项目在试图将人事数据导入新系统时,造成了数据丢失。他对数据进行了备份,以便在发生这样的问题时可以恢复数据,但也购买了保险,以支付在实施不成功时手动链入数据的费用。沙迪使用了哪些应对策略?(选择两项)
Shady is a program manager on a software implementation project, and his company has made an organization-wide decision to move to a new accounting and human resources software package. He learned that some projects implementing the same software package caused data loss when trying to import personnel data into the new system. He backed up the data so he could restore it in the event of such a problem, but also bought insurance to cover the cost of manually linking in the data if the implementation was unsuccessful. What coping strategies did Shady use? (Choose two)
A :规避 avoid
B : 转移 transfer
C : 减轻 mitigate
D :接受 accept
E :分享 share
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正确答案:B,C 你的答案:B,C
解析:知识点出处:PMBOK(第6版) 页码:P442 章节:11.5.2.4-威胁应对策略 沙迪对数据做了备份,如果数据出现异常,可以进行手动恢复,减轻了数据丢失的影响,也就是损失。另外沙迪还专门购买了对应的保险,采取了风险转移的策略。因此这道题目的正确答案是B和C。
152、 在一次项目绩效审查会议上,两名团队成员意识到他们一直在进行相同的技术设计。两位团队成员都说该设计符合他们的工作描述,希望对方停止开展该设计方面的工作。争执开始升级,项目经理要快速控制形势。项目经理应该做什么来解决这一问题?
During a project performance review meeting, two team members realized that they had been working on the same technical design. Both team members say the design fits their job description and want each other to stop working on the design. The conflict began to escalate, and the project manager had to take control of the situation quickly. What should the project manager do to solve this problem?
A :安排与两位团队成员举行私人会议讨论该问题 Arrange private meetings with both teams to discuss the issue
B :查看职位描述,以确定孰是孰非 Check the job description to determine who is right and who is wrong
C : 审查责任分配矩阵(RAM) Review responsibility allocation Matrix (RAM)
D :将该任务分配给完成比例更高的团队成员 Assign the task to a higher percentage of team members
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正确答案:C 你的答案:C
解析:解析:PMBOK(6)P317,9.1.2.2-规划资源管理-责任分配矩阵。情景容易造成误判,会被引导至冲突管理题型。注意,情景中导致问题发生的根源是工作内容上存在重叠,所以要首先对问题进行分析,然后根据分析结果做出决策。在导致问题的根源没有弄清楚之前,对冲突采取强迫、妥协还是缓和都是治标不治本。
153、 以下哪三种情况是Scrum主管应该注意的障碍?(选择三个。)
Which of the following three situations are obstacles that the Scrum Master should be aware of?
A : 阻碍敏捷能力的技术 Technologies that hinder agile capabilities
B : 缺乏团队授权,不能自我组织 Lack of team empowerment and inability to self-organize
C :在日常工作会议上对积压的工作进行审查 Review the backlog in daily work meetings
D :一个团队成员在谈论Scrum板上的用户故事 A team member talking about a user story on a Scrum board
E : 一个团队成员谈论一个不在Scrum板上的用户故事 A team member talking about a user story that is not on the Scrum board
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正确答案:A,B,E 你的答案:A,B,E
解析:《敏捷实践指南》 4.2.1.2-仆人式领导消除组织障碍 Scrum主管肩负着消除敏捷实践障碍的职责,我们一起分析下各个选项。选项A,不适合的技术影响了敏捷能力,显然,这是Scrum主管要处理的。选项B,Scrum框架的实施需要对团队授权,形成自组织团队,显然当前的状况也属于要解决的障碍。选项CD,属于正确实践,不属于障碍。选项E,一个团队成员讨论未列在Scrum板上的用户故事,要么是PO未掌握该需求,要么该需求未及时同步到Scrum板上,无论是哪种情况,都属于障碍,要想办法排除。
154、 作为项目经理,您正在管理一个项目,该项目有来自外部供应商的14个可交付成果。一个供应商一直在与合作伙伴谈判以获得更多融资,如果他们不同意,可能会导致供应商停止生产您的一个可交付成果?A有传言说供应商的工厂将因这个问题而关闭。您应该采取的最佳行动方案是什么?
As a project manager, you are managing a project that has 14 deliverables from external suppliers. A supplier has been negotiating with a partner for more financing, and if they don't agree, it could cause the supplier to stop producing one of your deliverables? A rumor has it that the supplier's factory will be closed due to this problem. What is the best course of action you should take?
A : 联系供应商并讨论这个问题 Contact the supplier and discuss the issue
B :开始联系其他供应商作为备用计划 Start contacting other suppliers as a backup plan
C :一找到供应商就更换供应商 Change suppliers as soon as they are found
D :启动为此供应商创建的风险应对计划 Initiate the risk response plan created for this supplier
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正确答案:A 你的答案:A
解析:解析:《PMBOK》第6版453页,11.7-监督风险。注意,情景中用到的是“传言”和“可能”,也就是说供应商的问题亦真亦假,存在着不确定性,属于风险事件。要想对风险进行有效的管理,需要基于对风险的了解和理解,因此选项A是正确的。选项BCD,是否启动对现供应商的替代或者应对计划,要基于对这个风险事件的分析评估的结果,在选项A之后。
155、 一个项目经理完成了与客户对当前迭代的项目交付物的审查。一个刚刚加入客户团队的关键利益相关者抱怨说,这些成果没有提供企业预期的能力。项目经理应该做什么来解决这个问题?
A project manager completes a review with the client of the project deliverables for the current iteration. A key stakeholder who just joined the client team complained that the outcomes did not deliver the capabilities the business expected. What should the project manager do to solve this problem?
A :更新利益相关者名单并修正可交付的成果。 Update stakeholder list and revise deliverables.
B :创建一个变更请求并更新范围管理计划。 Create a change request and update the scope management plan.
C :更新项目管理计划和经验教训。 Update the project management plan and lessons learned.
D : 进行利益相关者识别和项目目标审查会议。 Conduct stakeholder identification and project goal review meetings.
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正确答案:D 你的答案:D
解析:知识点出处:13.1识别相关方 PMBOK6th 第507-515页 题干指出该关键利益相关方是刚刚加入客户团队的,所以应该要及时对相关方进行识别和分析;同时,该关键相关方反映迭代的交付我没有提供企业预期的能力,因此项目经理需要再次确认项目的目标以及项目成果是否与目标一致,召开项目目标的审查会议是适当的措施。本题正确答案是选项D。 选项A,新识别的相关方应该更新到相关方登记册中,但题中成果已经经跟客户审查,新相关方提出成果不会符合预期,不应该直接修正成果。 选项B、C,创建变更请求前需要对变更的影响进行评估,变更后在更新项目文件及管理计划,选项B、C在选项D之后。
156、 一个敏捷团队正在进行一个复杂的应用开发项目。在回顾会议上,团队发现,由于没有能够运行数据库查询的开发人员,导致一个用户故事的测试多次延迟。团队负责人发现,让几个团队成员掌握基本的数据库技能对团队有益。这将使他们自己能够独立编写和运行数据库查询,然后完成测试。接下来,团队负责人应该怎么做呢?
An agile team is working on a complex application development project. During the retrospective meeting, the team found that the testing of a user story was delayed multiple times because there were no developers able to run database queries. Team leaders find it beneficial to have a few team members master basic database skills. This will enable them to independently write and run database queries and then complete the test. Next, what should the team leader do?
A :将技术较差的数据库开发人员与能力较强的数据库开发人员进行分组。 Group less skilled database developers with more capable database developers.
B :更换不具备良好数据库技能的团队成员。 Replace team members who do not have good database skills.
C : 为团队成员提供一个提高数据库查询技能的机会。 Provide team members with an opportunity to improve their database query skills.
D :考虑到高价值产品功能的开发更为重要 Considering the development of high-value product features is more important
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正确答案:C 你的答案:C
解析:解析:《敏捷实践指南》P37-考虑这些仆人式领导的职责 知识点:培训 关键词:没有数据库开发人员,对团队有益 有时团队成员可能并不具备在某些角色 或功能方面的知识或经验。对相关技能有更多接触、或者接受过相关培训的仆人式领导可以通过提供培训或开展这些活动来为团队提供支持。所以C选项正确。 A,由于团队缺失,所以不具备能力较强的开发人员。B,敏捷团队要求稳定,不能随意更换。D,对团队有益就是价值。
157、 预测性项目管理强调项目整合管理的重要性,希望项目经理能够掌控详细的产品规划,并将项目的不同环节相互融合。在敏捷项目中,谁主要负责整合管理?
Predictive project management emphasizes the importance of project integration management, hoping that project managers can control detailed product planning and integrate different aspects of the project. Who is primarily responsible for integration management in an agile project?
A :敏捷教练 Agile coach
B :服务型领导 Servant Leadership
C :产品负责人 Product Owner
D : 开发团队 development team
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正确答案:D 你的答案:D
解析:解析:《敏捷实践指南》P40 知识点:跨职能团队成员 关键词:谁主要负责整合管理 敏捷团队的属性之一就是跨职能团队成员为完成任务,整合所有工作活动。所以选择D选项。 AB敏捷教练和服务型领导都对整合提供指导和支持,并不进行决定,C产品负责人主要职责在维护产品待办事项列表和代表客户验收。
159、 在回顾过去的经验时,一位敏捷教练观察到,他对人的表情,动态和动机的理解能力在他的成功中起到了重要作用。以下哪项人际关系技能他的成功起了很大作用?
In reviewing past experiences, an agile coach observed that his ability to understand human expressions, dynamics, and motivations played a major role in his success. Which of the following interpersonal skills has been instrumental in his success?
A :解决冲突的能力 Ability to resolve conflict
B : 情商 emotional intelligence
C :服务型领导 Servant Leadership
D :适应性领导 adaptive leadership
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正确答案:B 你的答案:B
解析:解析:《敏捷实践指南》P36 知识点:仆人式领导情商 关键词:人际关系技能,理解能力 人际关系技能在四个选项中仅包含情商和冲突管理,对于表情等的理解能力属于情商范畴,所以选择B选项。 A,冲突管理和理解能力不符,CD,是领导方式的类型,和人际关系技能无关
160、 项目经理正在为一个首选客户执行一个公司内部项目,该项目的主要可交付成果工作由分包商执行。为满足客户需求,项目发起人不断要求对可交付成果的范围进行变更。若要预防对项目产生影响,项目经理下一步应该做什么?
The project manager is executing an internal company project for a preferred customer whose primary deliverables are performed by the subcontractor. In order to meet customer requirements, project sponsors constantly require changes to the scope of deliverables. To prevent impact on the project, what should the project manager do next?
A :向承包商提交变更,并更新项目计划 Submit changes to contractor and update project plan
B :向董事会升级上报这个问题 Raise the issue with the board
C :拒绝这些变更,因为数量过多 Reject these changes because they are too numerous
D : 与承包商磋商,以分析这些要求的影响 Consult with the contractor to analyze the impact of these requirements
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正确答案:D 你的答案:D
解析:解析:PMBOK(6)P113,4.6-实施整体变更控制。“不断要求变更”,“预防对项目产生影响“,就要对变更请求进行评估,必要时再根据整体变更控制流程决策实施。选项A,未经评估即实施是错误的。选项B,如果变更请求影响到了基准,提交给CCB审批。选项C,直接拒绝违背整体变更控制意识。
161、 为了估算一个与去年实施的项目相似的新项目的成本,项目经理与前一个项目的专家小组会面。该小组使用三点估算技术。项目经理将估算的预算提交给项目发起人批准。新加入公司的项目发起人很担心,因为预算超过了他们的预期。项目经理应该怎么做?
To estimate the cost of a new project similar to the one implemented last year, the project manager meets with a team of experts from the previous project. The team used a three-point estimation technique. The project manager submits the estimated budget to the project sponsor for approval. Project sponsors who are new to the company are worried because the budget exceeds their expectations. What should a project manager do?
A : 回顾去年项目的历史信息和经验教训,以证明新的预算估计的合理性。 Review historical information and lessons learned from last year's projects to justify new budget estimates.
B :使用软技能来说服项目发起人批准新的预算估计。 Use soft skills to persuade project sponsors to approve new budget estimates.
C :改变预算编制技术,采用更准确的、自下而上的成本估算。 Change budgeting techniques to use more accurate, bottom-up cost estimates.
D :审查组织流程评估,以确定预算估计中是否考虑了应急储备。 Review organizational process assessments to determine whether contingency reserves are considered in budget estimates.
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正确答案:A 你的答案:A
解析:解析:《PMBOK》第6版251页,7.3.1.6-组织过程资产。在完成估算时,还需要编制支持文件,在支持文件中,要说明估算结果是如何得出的以及置信空间,供关键相关方进行决策,选项A正确。选项B,说服要有理有据,并不是只靠软技能就可以的。选项C,目前存在的问题并不是估算结果偏差较大,而是如何征得关键相关方的认可。选项D,按照正确的项目管理实践,预算中会包含应急储备。
162、 在一个住房项目中,房地产开发商和建筑承包商对由建筑承包商完成的工作质量意见不一致。房地产开发商拒绝支付已经完成的工作,并且还要求折扣。项目经理应该如何解决这个问题?
In a housing project, real estate developers and contractors still disagree about the quality of work done by construction contractors. Property developers are refusing to pay for work that has already been done and are demanding discounts. How should the project manager solve this problem?
A :聘请第三方来检查所完成的工作并确定应该提供的折扣 Hire a third party to review the work done and determine what discounts should be offered
B :建议改善住房项目,以补偿房地产开发商的期望 Proposed improvements to housing projects to compensate for the expectations of property developers
C :让房地产开发商计算折扣价格作为所谓不良工作质量的处罚。 Let property developers calculate discount prices as punishment for the alleged poor quality of work.
D : 鼓励双方使用合同协议中规定的其他争议解决程序 The parties are encouraged to use other dispute resolution procedures set forth in the contractual agreement
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正确答案:D 你的答案:D
解析:解析:PMBOK(6)P489,12.2.3.2-协议。既然双方存在争议,此时应查阅合同,合同中包含终止条款和替代争议解决方法。ABC选项默认了是承包商违约,错误。
163、 作为中型适应型软件开发项目的项目经理,您正在使用一个工具来确定当前迭代中有多少工作需要完成。 这里提到了什么工具?
As a Project Manager of a mid-sized adaptive software development project, you are using a tool to determine how much work is remaining to be done in the current iteration. What tool has been referred over here?
A : 燃尽图 Burndown Chart.
B :燃起图 Burnup Chart.
C :Why-why 图 Why-why Diagram.
D :运行图表 Run Chart.
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正确答案:A 你的答案:A
解析:解析:《敏捷实践指南》P62-图5-1.燃尽图。通过燃尽图可以可视化的展示当前迭代中还有多少工作需要完成,选项A正确。燃起图显示的是已完成的工作量和总工作量,不正确。Why-why 图主要是做根本原因分析的工具,所以C在这里不适用。运行图评估进程的运行方式,因此 D 不正确。
164、 由于技术能力差距和个性差异,一个敏捷团队的两名成员发生冲突,你允许团队自我调整。然而,冲突继续并对团队士气和绩效产生负面影响。Scrum主管下一步应该怎么做?
Two members of an agile team clash due to technical capability gaps and personality differences, and you allow the team to adjust itself; however, the conflict continues and negatively affects team morale and performance. What should the Scrum Master do next?
A : 干预,直接解决冲突。 Intervene, resolve conflicts directly.
B :在下一次回顾会议上讨论该冲突。 Discuss the conflict at the next retrospective.
C :要求两名成员解决冲突。 Ask both members to resolve the conflict.
D :分析团队,看看这两名成员是否配合良好。 Analyze the team to see if the two members work well together.
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正确答案:A 你的答案:A
解析:解析:《敏捷实践指南》P35 知识点:敏捷教练 关键词:对团队士气和绩效产生负面影响 敏捷教练的职责是移除团队交付价值的阻碍,而当团队自我调整无效,并且开始影响团队效率时,必须立刻解决。选择A选项正确。 B,下次回顾会在冲刺末期,延后到下次失去时效性且会影响增量的达成。C,题目已经明确无法解决,D,在冲突情况下无法配合良好
165、 经过几次迭代后,项目经理决定向一个关键的利益相关者展示产品。利益相关者的反馈是,团队在很多功能上都没有达到要求。项目经理应该怎么做才能避免将来出现这种情况?
After several iterations, the project manager decided to present the product to a key stakeholder. Feedback from stakeholders was that the team fell short of requirements on many features. What should a project manager do to avoid this situation in the future?
A : 安排足够的冲刺演示来收集利益相关者的早期反馈,并相应地调整计划。 Schedule enough sprint demos to gather early feedback from stakeholders and adjust the plan accordingly.
B :与所有关键的利益相关者建立需求收集会议,再次评估范围,并根据会议内容重新确定积压的优先次序。 Set up a needs gathering meeting with all key stakeholders, reassess the scope, and re-prioritize the backlog based on the content of the meeting.
C :评估团队的技能,寻找有产品设计经验的人,并将重建产品界面的任务分配给该人。 Assess the skills of the team, find someone with experience in product design, and assign that person the task of rebuilding the product interface.
D :将设计思维实践融入项目生命周期,以更好地理解产品的角色,并更有效地匹配他们的需求。 Integrate design thinking practices into the project life cycle to better understand the role of products and more effectively match their needs.
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正确答案:A 你的答案:A
解析:知识点出处:5.2.5 展示/评审《敏捷实践指南》第55页 题目关键信息是几次迭代后、展示产品、如何避免,考察的是敏捷项目中如何使产品功能符合客户预期。当团队以用户故事的形式完成特定功能时,团队会定期展示工作产品。团队成员可以从每个迭代之后的展示/评审活动中得到相关方的反馈,及时确认范围,防止产品朝错误方向发展。因此选项A安排足够的冲刺演示来收集利益相关者的早期反馈,并相应地调整计划,符合上述做法,为正确答案。 选项B,首先,这个选项的做法更像补救措施而非避免办法;其次,敏捷项目的范围具有不确定性,需要定期确定范围,举行单次需求收集会并不能识别到所有需求; 选项C,题干描述的情况是团队在几次迭代后才展示产品且产品未达到要求,问题出现的原因是没有及时、频繁展示产品功能,而非团队的技能问题; 选项D,将设计思维融入生命周期并不解决频繁变化的需求问题。
167、 某关键可交付成果要求具备特定的技能和知识组合,但项目组织中只有一位特定资源具备该技能和知识组合。此人已现疲劳的迹象,竭力按时完成任务。 在这种情况下,项目经理该做什么?
A particular set of skills and knowledge is required for a key deliverable, but only one particular resource in the project organization has that set of skills and knowledge. The man showed signs of fatigue and made every effort to finish the task on time. What should the project manager do in such a situation?
A :增加额外资源,以便按时完成任务 Add additional resources to meet deadlines
B : 评估为完成任务正在应用的方法、技术和工具 Evaluate the methods, techniques, and tools being applied to accomplish the task
C :修改项目管理计划,并调整进度计划,以便反映实际可完成的工作 Modify the project management plan and adjust the schedule to reflect what can actually be done
D :将该项目资源换下,但仍让其留在项目中,作为被分配到项目中的新资源的信息来源 Replace project resources, but leave them in the project, as a source of information for new resources that are assigned to the project
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正确答案:B 你的答案:B
解析:解析:PMBOK(6)P352,9.6-控制资源。遇到问题,首先分析问题,然后根据分析结果做出决策。选项ACD是可能做出的决策,在B选项之后。
168、 项目经理在启动一个新的虚拟团队时应该考虑哪两个行动?(选择两个。)
What two actions should a project manager consider when launching a new virtual team? (Choose two.)
A :评估自己作为虚拟团队领导者的优势和劣势,以确定可避免的陷阱。 Assess your own strengths and weaknesses as a virtual team leader to identify avoidable pitfalls.
B : 确定每个工作包或活动所需资源的类型和数量。 Determine the type and quantity of resources required for each work package or activity.
C :在组织内招募最好的资源来成为虚拟团队的一部分。 Recruit the best resources within your organization to be part of a virtual team
D :核实团队成员是否在一个以上的团队中,是否能为这个团队投入足够的时间。 Verify that team members are on more than one team and can dedicate enough time to that team.
E : 在一开始就确定如何监测进展和沟通进展的最佳手段。 Determine at the outset how to monitor progress and the best means of communicating it.
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正确答案:B,E 你的答案:B,E
解析:解析:《PMBOK》第6版333页,9.3.2.4-虚拟团队 当团队成员不能处于同一物理位置,又需要协作的时候,可以考虑组建虚拟团队,虚拟团队需要首先考虑沟通技术,也就是说,既然这些团队成员不能面对面的沟通,再失去了通过远程沟通能力的话,协作也就无从谈起了,所以E选项正确。选项A,评估一个虚拟团队如何运转的时候,应该是从团队绩效的视角来评估,而不是从项目经理的个人利益,排除。选项B,组建虚拟团队的目的在于完成计划好的工作,所以需要根据计划来评估吸纳哪些资源进入虚拟团队,正确。选项C,完成计划好的工作,不一定必须依赖组织中最优秀的资源,而且在项目管理实战中,即便我们列出了高等级的资源要求,也免不了要和职能经理讨价还价,排除。选项D,在预测型生命周期中,我们无法规避某一个团队成员的时间被数个项目占据,题目没有说明是预测型还是敏捷型,所以D选项的评估没有意义。
169、 在可交付成果审查期间,项目经理发现过去两周有两名成员在为同一个任务工作。若要防止这个问题,项目经理应该事先做什么?
During the review of deliverables, the project manager discovered that two members had been working on the same task for the past two weeks. To prevent this problem, what should the project manager do beforehand?
A : 审查执行、负责、咨询和知情(RACI)图 Review the Execution, Accountability, Counseling and Knowledge (RACI) diagram
B :监督资源管理计划 Oversee the resource management plan
C :使用资源平衡工具进行进度分析 Use the resource balancing tool for progress analysis
D :使用资源平滑工具 Use the resource smoothing tool
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正确答案:A 你的答案:A
解析:解析:PMBOK(6)P317,9.1.2.2-规划资源管理-责任分配矩阵。注意,题目问的是事先应该做什么,而不是正在做什么,所以选项B排除。选项CD是针对资源的过度使用的工具,并不是针对责任重叠的问题,故排除。
170、 敏捷团队领导注意到一名团队成员的绩效水平下降,并且经常在早上的站会上迟到。敏捷团队领导应采取哪一种解决方案?
An agile team leader notices a team member's performance level has dropped and is often late to the morning standup. Which solution should agile team leaders adopt?
A : 与该团队成员密切合作,寻找具体的方式来提供支持。 Work closely with this team member to find specific ways to provide support.
B :引导主动参与并等待该团队成员发起一次会议。 Lead active participation and wait for the team member to initiate a meeting.
C :要求该团队成员按时到达参加会议。 Ask that team member to arrive on time for the meeting.
D :在回顾会议上与团队讨论这个问题。 Discuss this with the team during the retrospective.
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正确答案:A 你的答案:A
解析:解析:《敏捷实践指南》P34 知识点:仆人式领导为团队赋权 关键词:一名,绩效下降,站会迟到 仆人式领导帮助他人成长,当仅有一名成员出现无法配合团队的情况下,团队领导应该对其进行关怀和帮助,助其寻找解决方案,选择答案A。 B,这个问题不是团队问题,无需和团队成员一起开会,C,仆人式领导不能要求,而且要求可能无效。D,回顾会太晚了。
171、 一名开发人员开始实施客户最近请求的一个功能,然而,该开发人员并未事前咨询项目团队,团队应该怎么做?
A developer started implementing a feature recently requested by a client, however, the developer did not consult the project team beforehand, what should the team do?
A : 确保该开发人员理解该功能必须由产品负责人确定优先级。 Make sure the developer understands that the feature must be prioritized by the product owner.
B :通知客户他们的请求未获得敏捷原则的支持。 Notify customers that their request is not supported by agile principles.
C :支持该开发人员的决定,主动解决客户的需求。 Support the developer's decision to proactively address customer needs.
D :在产品待办事项中添加该特性,而不进行进一步讨论。 Add the feature to the Product Backlog without further discussion.
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正确答案:A 你的答案:A
解析:解析:《敏捷实践指南》P41 知识点:产品待办事项列表 关键词:最近请求的功能,没有咨询团队 开发人员没有经过团队就开始开发相关的需求,主要问题在于该需求没有经过优先级评定,不一定具有很高的优先级,对于交付关键价值不一定存在价值。所以要经过产品负责人对优先级的评定,选项A正确。B敏捷原则支持拥抱变更,C,开发人员不能擅自实施需求,D,进入待办事项列表的需求都要经过优先级评定和进一步讨论。
172、 敏捷项目的项目发起人通知项目负责人,一位高管希望了解项目的最新进展。该项目负责人应该怎么做?
The project sponsor of an agile project informs the project lead that an executive wants to be updated on the progress of the project. What should the project leader do?
A :请项目发起人或产品负责人提供最新情况,因为项目负责人应该努力使团队不受阻碍。 Ask the project sponsor or product owner for an update, as the project owner should work hard to keep the team out of the way.
B :联系项目管理办公室(PMO)获取状态报告模板,并以该格式提供项目更新。 Contact the Project Management Office (PMO) for a status report template and provide project updates in that format.
C : 邀请高管到项目的会议空间,以确定项目的信息辐射器是否满足他们的需求。 Invite executives to the project's meeting space to determine if the project's information radiators meet their needs.
D :提供一个项目共享驱动器的链接,让执行人员搜索任何感兴趣的工件。 Provides a link to the project's shared drive, allowing executives to search for any artifact of interest.
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正确答案:C 你的答案:C
解析:解析:《敏捷实践指南》P35、P105
题干中一位高管希望了解敏捷项目的最新进展,项目负责人作为仆人式领导应该了解相关方的沟通偏好,并制定相关的沟通策略。另外信息发射源它是一种向组织内其他成员提供信息,在不干扰团队的情况下实现信息共享的工具。因此选项C是了解相关方沟通偏好并解决相关方需求的较好的方式,所以选择该选项。
选项A,项目情况应由项目经理提供,而并非产品负责人,项目经理应该努力使团队不受阻碍;选项B,敏捷宣言中注重个体交付及可用的软件,而不是过程和工具,所以该选项不合适。选项D,在项目管理中不同相关方对项目文档权限不一致,不应共享项目文档。
173、 一个新的团队成员加入了一个自组织的团队。这位新成员不愿意发言,也不愿意参与团队的讨论或决策。该团队应该采取哪两个行动来吸引这个新成员?(选择两个。)
A new team member joins a self-organizing team. The new member was reluctant to speak up or participate in team discussions or decisions. What two actions should the team take to attract this new member? (Choose two.)
A :重温团队中关于团队行为和规范的讨论。 Revisit the team discussions about team behavior and norms.
B : 促进对所有想法和观点的公开讨论。 Facilitate open discussion of all ideas and perspectives.
C :迫使新的团队成员参与那些被认为是容易的活动。 Force new team members to engage in activities that are considered easy.
D : 指导新团队成员提高对团队的参与度。 Coach new team members to increase their engagement with the team.
E :向项目经理报告新团队成员的行为。 Report the behavior of new team members to the project manager.
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正确答案:B,D 你的答案:B,D
解析:解析:《敏捷实践指南》4.3.1-敏捷团队 注意关键字“自组织的团队”,说明团队已经形成自我管理的能力,此时不宜采用命令的方式进行管理,强调团队成员的主观能动性,所以选项AC都是错误的。另外,团队的效率取决于团队成员之间的紧密程度,所以向项目经理报告的这种会降低团队成员信任感的行为不可取,排除E选项。
174、 一位项目经理正在管理一个项目,该项目非常复杂,执行期很长。虽然该项目大部分是预测性的,但团队能够使用一个混合框架将设计和执行分解成更小的包。企业希望跟踪这个框架应用所带来的价值,但没有为这个框架定义一套可衡量的项目。项目经理应该先做什么?
A project manager is managing a very complex project with a long execution period. While the project was largely predictive, the team was able to use a hybrid framework to break down design and execution into smaller packages. Enterprises want to track the value delivered by the application of the framework, but have not defined a set of measurable items for the framework. What should a project manager do first?
A :使用与上一个预测性项目相同的效益跟踪过程,并将其添加到每月的状态报告中。 Use the same benefit tracking process as the previous predictive project and add it to the monthly status report.
B :在工作分解结构(WBS)的基础上创建一个报告,并定期更新。 Create a report based on the Work Breakdown Structure (WBS) and update it regularly.
C : 与相关方合作,确定哪些可测量的效益可以被跟踪,并指定一个负责人去监测和报告它们。 Work with relevant parties to determine which measurable benefits can be tracked and assign a responsible person to monitor and report on them.
D :研究哪些报告模板在这个框架中使用得最多,并将其纳入项目。 Research which report templates are used the most in this framework and incorporate them into projects
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正确答案:C 你的答案:C
解析:PMBOK(6)P81-制定项目章程。确定新的开发方法带来的价值,应该与相关方共同确定测量指标,跟踪记录指标值,选项C正确。选项A,题目用的是混合的框架,直接套用预测性的方法不可取;选项B,报告并不能体现这个框架的价值;D,重要的不是报告模板,而是这个框架的价值。
176、 项目经理正在为一家公司的运营部门实施项目,项目经理接到运营部门技术人员的电话,要求变更项目范围。该项目处于执行阶段,这些变更可能会导致项目进度延迟。项目经理应该如何处理该变更请求?
The project manager is implementing a project for a company's operations department. The project manager receives a call from the operations department technical staff to change the scope of the project. The project is in execution and these changes may cause project schedule delays. How should the project manager handle the change request?
A :拒绝所请求的变更,因为项目处于执行阶段 The requested change is rejected because the project is in execution
B :实施所请求的变更,因为该变更不会对项目预算产生任何影响 Implement the requested change because the change will not have any impact on the project budget
C : 要求提交正式的变更请求并通过变更控制委员会(CCB)寻求批准 Request to submit a formal change request and seek approval through the Change Control Board (CCB)
D :忽略所请求的变更,因为可能导致项目进度计划延迟 The requested change is ignored as it may cause a delay in the project schedule
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正确答案:C 你的答案:C
解析:解析:PMBOK(6)P113,4.6-实施整体变更控制。”要求变更项目范围“是一项变更请求,要遵循整体变更控制流程处理。选项ABD,未经评估就拒绝、执行变更都是错误的。
177、 项目经理正在管理一个在偏远的国际地点运营的项目。在项目的执行阶段,发生了一个全国性事件。项目经理担心项目可能会受到负面影响,并与项目集经理联系,项目集经理同意在项目受到负面影响的情况下提供资源以实施应急计划。项目经理应用了什么管理策略?
The project manager is managing a project that operates in a remote international location. During the implementation phase of the project, a national event occurred. The project manager is concerned that the project may be negatively impacted and contacts the project set Manager, who agrees to provide resources to implement the contingency plan in the event of a negative impact on the project. What management strategy did the project manager apply?
A : 升级上报 Upgrade to
B :转移 transfer
C :减轻 reduce
D :接受 accept
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正确答案:A 你的答案:A
解析:解析:PMBOK(6)443,11.5.2.4-威胁应对策略-上报。“与项目集经理联系”,项目集经理做出了决策,所以属于上报的应对策略。
178、 你正在管理一个敏捷项目,你的团队由分析师和建模师组成。在项目第一次迭代的中途,你注意到“进行中的工作”中的工作越来越多,而这些项目很少被移动到看板的“已完成”部分。经过详细的检查,你发现分析师的生产量大于建模师的生产量,结果起草的流程比开始的流程要少。你应该先做什么?
You are managing an agile project and your team consists of analysts and modelers. Midway through the first iteration of a project, you notice more and more work in "work in progress" and those items are rarely moved to the "completed" section of the kanban board. After a detailed inspection, you find that the analyst is producing more than the modeler, and as a result drafts fewer processes than the beginning. What should you do first?
A :雇佣更多的建模师 Hire more modelers
B :雇佣更多的分析师 Hire more analysts
C :将部分分析师从团队中移除,以创造一种平衡 Remove some analysts from the team to create a balance
D : 请分析师帮助建模师完成流程 Ask the analyst to help the modeler through the process
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正确答案:D 你的答案:D
解析:解析:《敏捷实践指南》P42-通才型专家;知识点:最大在制品数量,T型人才;关键字:在进行的工作多,分析师产量大于建模师产量 敏捷团队中追求所有人为T型人才,当进行中的工作出现堆积的时候,要求其他人能够协助瓶颈点。从而缓解阻碍。所以D选项正确 。选项ABC,敏捷团队一般固定,而且事情只有在推进后才能得出这样的结论,所以增加和减少团队成员都不是合理的选项。
179、 作为敏捷管理从业人士,项目经理已接受某新公司提供的工作岗位。直到第三个迭代,项目一直进展的非常好,但从第四个迭代开始,项目团队开始注意到速率大幅下滑,项目现在已经进入了第七个迭代,但燃尽图仍未见好转的趋势。这种情况发生的原因是什么?
As an Agile management practitioner, the project manager has accepted a job offer from a new company. Until iteration 3, the project was doing very well, but from iteration 4, the project team began to notice a significant drop in the rate. The project is now in iteration 7, but the burndown chart shows no improvement. Why does this happen?
A :每日站立会议要么未举行,要么效率低下 Daily stand-up meetings are either not held or inefficient
B :看板图未被用于组织和跟踪变更工作 Kanban diagrams are not used to organize and track change efforts
C :产品负责人未举行待办事项列表梳理会议 Product owner does not hold to-do list combing meeting
D : 回顾会议要么未举行,要么效率低下 Retrospectives are either not held or inefficient
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正确答案:D 你的答案:D
解析:解析:《敏捷实践指南》P50-5.2.1 回顾 回顾会议的目的是就团队可以如何提高他们的工作效率,以及就未来的迭代改进计划达成一致。在冲刺回顾中,团队将认识到他们做得好的领域以及有待改进的领域。包括什么进行顺利,缺少什么,需要改变什么等等。题目中进度问题从第四个迭代到第七个迭代都一直未能解决,可能出在回顾审查会议问题,没有通过回顾会议来找出问题以及讨论解决方案
180、 一个项目经理负责建造一座桥梁。项目的高层要求采用预测性方法处理。负责缩减桥梁的软件是根据敏捷原则开发的。在软件开发过程中,由于缺乏信息,工作流程经常被各种延迟或障碍打断。项目经理应该如何处理这种情况?
A project manager is responsible for building a bridge. The high-level requirements of the project were handled with a predictive approach. The software responsible for reducing the bridge was developed according to agile principles. During software development, workflow is often interrupted by various delays or obstacles due to lack of information. How should a project manager handle this situation?
A :应用精益生产来限制团队的工作。 Apply Lean Manufacturing to limit the work of teams.
B : 使用看板使工作可见。 Use Kanban to make work visible.
C :将小批量的工作纳入项目。 Incorporate small batches of work into projects.
D :增加回顾会议,以快速交付成果。 Add retrospectives to deliver results quickly.
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正确答案:B 你的答案:B
解析:知识点出处:A3.4 看板方法《敏捷实践指南》第103页 题干描述的问题是由于信息的缺乏,在敏捷项目中的工作流程被延迟或障碍打断,因此要解决的是项目过程中信息不够公开、清楚的问题,而看板方法能够推动和实现整个系统中工作流的可视化,让每个人都可以看到信息,从而确保工作流和价值交付的持续性。所以正确答案是选项B。 选项A,精益的范围包括了看板和敏捷方法,范围太广不具有针对性,而且“限制团队的工作”描述也不有悖激励团队完成任务的原则; 选项C和选项D都不解决项目信息不够清晰可视的问题。