9.资源管理

71、 [单选] 一个项目连续错过交付日期，项目团队评估完该情况后，项目经理意识到团队绩效差的原因在于团队成员对于自己的职责缺乏清晰认识。项目经理首先应该关注哪一项？

A project has consistently missed the delivery dates. After assessing the situation with the project manager realizes the poor performance is due to a lack of charity for team member’s responsibilities. What should the project manager focus on first?

A：创建RACI图
Create a RACI chart

B：巩固领导团队的角色
Consolidate the role of the leadership

C：协商获得具有更高技能的新团队成员
Negotiation for new team member with stronger skills

D：使用奖励和强制权利激励成员
Use reward and coercive power to motivate the team

责任分配矩阵 (RAM)。此矩阵是一种展示分配给各个工作包中的项目资源的表格。RACI 矩阵是一种常见的方法，用于显示执行、担责、咨询或知情，且与项目活动、决策和可交付物有关的干系人。选A。

13.干系人管理

72、 [单选] 项目团队刚刚完成一个新的订单跟踪系统的开发。项目发起人销售总监对新系统非常满意。而生产总监对此不满，并要求重新设计该系统以满足生产需求。项目经理估计重新设计系统会导致项目实施延迟两个月。项目经理本应如何做就可以避免发生这种情况？

A project team has just completed the development of a new order tracking system. The project sponsor, the director of sales, is pleased with the new system. However, the director of manufacturing is not pleased and has demanded that the system be re-designed to meet manufacturing concerns. The project manager estimates that a system redesign will delay implementation by two months. How could the project manager have avoided this situation?

A：在编制计划阶段完成角色和职责矩阵
Completed a roles and responsibility matrix in the planning phrase.

B：让项目干系人充分参与，确保要求不被忽略
Involved key stakeholders to ensure that requirements were not overlooked.

C：确保让销售总监批准该需求
Ensured that the director of sales had approved the requirements.

D：在编制项目计划阶段，制定有效的项目范围和变更控制流程
Developed an effective project scope and change control process during project planning.

B

14.敏捷–变更–敏捷拥抱变更

73、 [单选] 一个敏捷团队即将开始项目的第一次迭代来为客户开发一个软件应用程序。发起人要求团队与客户紧密协作，以增加项目成功的机会。项目经理应该鼓励以下哪一项来支持发起人的要求？

An agile team is about to begin the first iteration of the project to develop a software application for a customer. The sponsor requests that the team works in close collaboration with the customer to increase the chances of the project’s success. Which of the following should the project manager encourage to support the sponsor’s request?

A：与客户谈判，制定全面的项目协议
Negotiating with the customer to formulate comprehensive project agreements

B：根据团队成员的动机把工作交给他们，并相信他们能完成工作
Assigning work to the team members based on their motivation and trust them to get the job done

C：指责客户和团队可以无限期地保持恒定的速度
Ensuring that the customer and the team can maintain a constant pace indefinitely

D：欢迎客户需求的变更，即使是在产品开发的后期
Welcoming changing customer requirements, even late in the development of the product

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。

74、 [单选] 你正在领导一个本应使用敏捷方法管理的项目。然而，每周产品负责人都会与项目团队举行一个长达5小时的待办事项列表细化会议，在会上她将项目范围划分为工作包级别。在三次迭代之后，项目团队的速度比预期的要慢。你的最佳行动方案是什么？

You are leading a project that was supposed to be managed using agile methods. Every week, however, the product owner holds a five-hour backlog refinement meeting with the project team where she presents the project scope broken down to the work package level. After three iterations, the project team’s velocity is slower than expected. What is your best course of action?

A：使产品负责人将范围分解到任务级别，并将任务分配给团队成员
Ask the product owner to decompose the scope down to the task level and assign the tasks to the team members

B：建议产品负责人每周召开两次5小时的待办事项列表细化会议，以进一步明确范围
Advise the product owner to hold two five-hour backlog refinement meetings per week to gain further clarity on the scope

C：通过每周1小时的待办事项列表细化会议，指导产品负责人介绍总体故事概念
Coach the product owner on presenting the overall story concept with one-hour weekly backlog refinement meetings

D：与团队成员和产品负责人进行团队建设练习，以改善他们之间的沟通
Hold a team-building exercise with the team members and product owner to improve the communication between them

5.范围管理

75、 [单选] 项目经理应该使用什么方法来准确收集项目需求，并从多个不同国家的项目干系人获得反馈？

What method should the project manager use to accurately collect project requirement and feedback from stakeholder located in several countries?

A：问卷调查
Questionnaires and surveys

B：焦点小组
Focus groups

C：引导式研讨会
Facilitate workshops

D：访谈
Interview

11.风险管理–关键在于区分风险和问题–风险代表对将来问题的预判，问题代表对过去问题事件的跟踪；两者联系：风险发生后会变成问题，而问题可能导致新的风险。

76、 [单选] 在开发一个新产品时，耐久性测试是关键路径上的一项重要活动。然而，测试设施被一个优先级较高的项目占用，且占用时间比原计划长。项目经理接下来应该怎么做？

In the development of a new project the endurance testing is an important activity on the critical path. However, the last facility is occupied by a higher project. Which is taking longer than initially planned. What should the project manager do text?

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

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

C：将延期情况通知项目干系人
Inform the project stakeholders about the delay

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

有问题，第一时间先上报，选D。

10.沟通管理

77、 [单选] 一家大型、全球性公司的员工分布在七个不同国家。为确保项目成功，每个人——无论其地理位置——必须能够方便地通过安全的内部网站访问培训。这使用的是哪种沟通方法？

A large, global company has employees located in seven different countries. To ensure project success, everyone - regardless of their geographical location - must be able to easily access training through a secure internal website. What communication method is being used?

A：交互式沟通 Interactive

B：编码沟通 Encoded

C：拉式沟通 Pull

D：推式沟通 Push

推式沟通。发送给干系人的沟通信息，如备忘录、电子邮件、状态报告、语音邮件等。推式沟通可用于与单个干系人或一组干系人进行单向沟通。推式沟通会妨碍立即判定反应和评估理解情况的能力，因此，应该谨慎使用推式沟通。
拉式沟通。干系人所寻求的信息，例如，项目团队成员在内部网中查找沟通政策或模板、运行互联网搜索和使用在线存储库。拉式沟通可用于间接察觉干系人的顾虑。选C。
简而言之，推是我给予她们爱，拉是她们来爱我。

4.整合管理

78、 [单选] 一个新项目即将开始，但两位关键干系人对可交付成果的看法相互矛盾。项目经理应该怎么做？

A new project is about to start, but two key stakeholders have conflicting views on deliverables. What should the project manager do?

A：向干系人提供详细的客户需求
Present detailed customer requirements to the stakeholders

B：与干系人开会，讨论可交付成果和关键成功标准
Meet with the stakeholders to discuss deliverables and key success criteria

C：制定项目管理计划和项目范围
Develop the project management plan and project scope

D：在项目管理计划中包含不同意见
Include the different opinions in the project management plan

B

9.资源管理

79、 [单选] 在项目启动大会之后，分配给项目团队的一位技术专家对被选中参与项目工作态度很消极，为避免对其他项目成员造成负面影响，项目经理应该怎么做？

After the kick-off meeting conference, a technical expert assigned to the project team was very negative about being selected to participate in the project. To avoid negative impact on other project members, what should the project manager do?

A：请求人力资源部门替换这位技术专家
Request the human resources department to replace this technical expert

B：尝试去理解这位技术专家的态度，并基于收集到的信息再采取进一步行动
Try to understand the attitude of this technical expert and take further action based on the information collected

C：给该技术专家发出书面警告他言行的不当，以避免对其他成员造成负面影响
Give the technical expert a written warning of his improper words and actions to avoid negative impact on other members

D：给该技术专家分配一项可以避免跟其他人有互动的任务
Assign this technical expert a task that can avoid interaction with other members

“很消极”，选B。

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。

80、 [单选] 一个开发团队正在为他们的敏捷项目进行计划中的一次冲刺。一位干系人找到敏捷教练，想知道为什么在上一次冲刺中删除某一功能、在下次冲刺中交付什么功能计划，以及钱是如何花在项目上的。在这种情况下，敏捷教练最好采取什么行动方案？

A development team is working through one of the sprints planned for their agile project. A stakeholder approaches the scrum master wondering why a certain feature was removed from the last sprint, what features are planned to be delivered in the next sprint, and how the money is being spent on the project. What is the best course of action for the scrum master to take in this situation?

A：建议干系人查阅项目燃尽图
Advise the stakeholder to consult the project burndown charts

B：将干系人推荐给团队成员以获取信息
Refer the stakeholder to the team members to get the information

C：建议干系人与产品负责人交谈
Recommend that the stakeholder talk to the product owner

D：在每日站会上提供所要求的信息
Provide the requested information at the daily standup meeting

燃尽图显示在一次迭代或发布中的剩余工作量。
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
（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