9.资源管理–职能经理–项目经理要找他沟通

51、 [单选] 团队成员必须按照进度基准来完成一个复杂项目的可交付成果。但是，由于一些团队成员被其他职能经理分配给其他任务，导致项目落后。 若要将项目拉回正轨，项目经理应该做什么？

Team members must complete deliverables on a complex project per the schedule baseline.However,the project is falling behind because some team members are assigned other tasks by their functional managers. What should the project manager do to get the project back on track?

A：告知团队成员，他们只能被分配到一个项目上工作
Advise team members that they are allocated to only one project

B：提醒团队成员，将功能性任务视为第二优先事项
Remind team members to treat functional tasks as a second priority

C：遵循并执行资源管理计划
Follow and enforce the resource management plan

D：与职能经理协商，就资源分配达成共识
Negotiate with the functional members to mutually agree on resource allocation

D

8.质量管理–一致成本与非一致成本

52、 [单选] 产品已经试验性地推出市场。但客户报告存在一些问题。用于纠正这些问题的成本应归为下列哪一类成本？

A product is test launched. The customer reports a few issues. The cost of correcting these issues is classified as which of the following?

A：预防成本 Prevention

B：修复成本 Repair

C：内部损失成本 International (Internal) failure

D：外部损失成本 External failure

▶ 预防。预防成本的产生是为了防止产品出现缺陷和失败。预防成本可避免质量问题。它们与质量管理体系的设计、实施和维护相关。它们是在实际运营之前计划和产生的。范例包括：
▹ 产品或服务需求，例如制定来料、流程、成品和服务的规范；
▹ 质量规划，例如制定质量、可靠性、运营、生产和检查的计划；
▹ 质量保证，例如质量体系的创建和维护；
▹ 培训，例如项目集的开发、准备和维护。
选A。
选D。

14.敏捷–角色–产品负责人PO–职责–1.创建待办列表并排序;2.确认工作优先顺序;3.提供反馈;4.指导开发方向。–待办列表的中用户故事没有描述清楚，要找P0确认。

53、 [单选] 在迭代期间，敏捷团队的成员从迭代待办事项列表的顶部提取工作项。工作项描述了接下来要开发的功能。当团队成员阅读描述时，她意识到这些信息不足以开发该功能。团队成员向Scrum主管寻求建议。Scrum主管应该推荐什么做法？

During an iteration, a member of an agile team pulls the work item from the top of the iteration backlog. The work item describes a feature to be developed next. As the team member reads the description, she realizes that the information is insufficient to develop the feature. The team member approaches the scrum master for advice. What should the scrum master recommend?

A：根据可用信息开发功能
Develop the feature based on the available information

B：执行体系结构刺探
Perform an architectural spike

C：将事项返回到待办事项列表并选择另一个事项
Return the item to the backlog and select another one

D：咨询产品负责人
Consult with the product owner

D

5.范围管理–方法–滚动式规划–要在未来远期才完成的可交付成果或组件，当前可能无法分解。项目管理团队因而通常需要等待对该可交付成果或组成部分达成一致意见，才能够制定出 WBS 中的相应细节。这种技术有时称做滚动式规划。

54、 [单选] 你正在管理一个项目，该项目将为你的客户提供电子学习解决方案。这个项目的需求在一开始并未明确定义，并且随着项目的发展会根据客户的反馈进行修改。你决定做尽可能多的计划，并在继续计划的同时开始创建工作。下列哪一种技术在定义项目活动时最有帮助？

You are managing a project which would provide e-learning solutions to your customer. The requirements of this project are not clearly defined in the beginning, and there would be modifications based on customer feedback as the project evolves. You decide to plan as much as you can and begin to create work while continuing the planning. Which of the following techniques would be most helpful while defining activities for the project?

A：滚动式规划 Rolling Wave Planning

B：模板 Templates

C：极限编程 Extreme Programming

D：准时制生产方式 Just in Time

滚动式规划。一种用迭代方法进行的规划，对近期要完成的工作进行详细规划，对远期工作只做粗略规划。
模板。一种固定格式的、已部分完成的文件，为收集、组织和呈现信息与数据提供确定的结构。选B。

10.沟通管理

55、 [单选] 一个项目团队正在不同时区工作，团队成员之间经常出现误解，尽管项目经理试图解决这个问题，但这个问题一直没有得到解决。若要改善这种情况，项目经理应该怎么做？

A project team is working in different time zones. There are frequent misunderstandings among team members. Although the project manager tried to solve this problem, the problem has not been solved. What should the project manager do to improve this situation?

A：在团队会议上解决这个问题
Solve this problem at the team meeting

B：与每位团队成员分别解决这个问题
Solve this problem separately with each team member

C：修订沟通管理计划
Revise the communication management plan

D：审查干系人的需求
Review the stakeholders’ requirements

“团队成员之间经常出现误解”，沟通问题，选C。

5.范围管理

56、 [单选] 过去六个月中，项目经理一直在努力定义项目的范围。项目团队一直与客户合作，对需求进行小幅调整，但耗时超过预期。若要完成范围定义，项目经理应该做什么？

For the past six months, a project manager has struggled with defining a project’s scope. The project team has been working with the customer to make small adjustments to the requirements but is taking longer than expect. What should the project manager do to complete the scope?

A：安排召开研讨会，就最终需求达成一致意见
Facilitate a workshop to agree on the final requirements

B：为团队提供有关需求收集的最佳实践培训
Provide training to the team on collecting requirements best practices

C：召开数据收集会议，以审查收集到的需求
Conduct a data-gathering meeting to review the collected requirements

D：与团队一起在内部最终确定需求，并分享给客户
Internally finalize the requirements with the team,and share them with the client

A

4.整合管理–方法–开工会议–传达目标

57、 [单选] 项目经理希望将项目目标传达给团队，获得他们的承诺，并说明每个干系人的角色与职责。若要完成这些工作，项目经理应该做什么？

A project manager wants to communicate project objectives to the team, gain their commitment, and explain the roles and responsibilities of each stakeholder. What should the project manager do to accomplish this?

A：开展团队建设活动
Conduct team-building activities

B：召开团队开工大会
Hold a team kick-off meeting

C：制定基本规则，并告知团队，让团队了解期望
Set ground roles for circulation to the team so that expectations are understood

D：要求团队查阅项目管理计划，以了解项目
Ask the team to review the project management plan to gain an understanding of the project

D

9.资源管理

58、 [单选] 意料之外的技术问题需要添加三个新的项目资源。现有团队表现良好，但由于没有跟团队新资源分享关键信息，导致落后于进度。项目经理应该怎么做？

Unexpected technical problems require the addition of three new project resources. The existing project team was performing well, but now falls behind schedule since critical information not being shared by the new resources. What should the project manager do?

A：指示所有团队成员查看沟通管理计划。
Direct all team members to refer to the communications management plan.

B：与新资源开会，说明基本规则并要求妥协。
Meet with the new resources to explain the ground rules, and request a compromise.

C：要求职能经理指示新团队成员遵循干系人管理计划。
Ask the functional managers to instruct the new team members to follow the stakeholder management plan.

D：开展团队建设活动，鼓励人际关系纽带。
Conduct team building activities to encourage interpersonal bonds.

A新加人，需要开展团建

14.敏捷–角色–教练/项目经理–仆人式领导–职责–核心工作–消除障碍；–作用–促进合作

59、 [单选] 已经决定使用敏捷框架来管理项目。项目正在实施中。在这种适应性环境中，项目经理应该关注什么？

It has been decided that a project will be managed using an agile framework. The project is now in execution. In this adaptive environment, what should be the focus of the project manager?

A：执行详细的产品计划和交付
Performing detailed product planning and delivery

B：建立合作决策的环境
Building a collaborative decision-making environment

C：要求项目团队对截止日期负责
Holding the project team accountable for deadlines

D：计划在每次迭代中将完成什么
Planning what will be accomplished during each iteration

环境对环境，选B

14.敏捷–方法–回顾–回顾是最重要的一个实践，原因是它能让团队学习、改进和调整其过程。

60、 [单选] 由于三天前出现的问题没有得到解决，所以冲刺中计划好的任务未能完成。项目经理希望在未来防止这种情况的发生。项目经理应该做什么？

A planned task in a sprint does not get completed due to an issue that appeared three days ago but did not get resolved. The Project Manager wants to prevent this type of situation in the future. What should the Project Manager do?

A：在回顾期间检查问题
During the retrospective, examine the issue

B：在演示中解决这个问题
In the demo, address the issue

C：在下一次迭代规划会议期间讨论这个问题
During the next iteration planning meeting, discuss the issue

D：在接下来的每日站会上，审查该问题
In the next daily standup meeting, review the issue

Scrum（敏捷型）流程：
（1）迭代计划会（选故事、领任务、拆任务）：输入产品Backlog 、冲刺目标 → 输出冲刺Backlog 、燃尽图、任务板
（2）每日站会（15分钟、轮流开、不解决问题）：输入任务板/看板 →输出任务板更新、燃尽图更新、障碍日志、产品增量，选D
（3）迭代评审会（演示、评审、反馈）：输入产品增量 → 输出确认的产品增量、干系人的反馈
（4）迭代回顾会（总结、改进、计划）：输入问题日志、干系人的反馈 → 输出改进计划、新的待办事项