14.敏捷

61、 [单选] 作为估算活动持续时间过程的一部分，项目经理促成了与产品负责人和Scrum团队的冲刺计划会议。项目经理将用户故事分解为较小的任务项，以小时为单位估算所需时间，并根据团队的能力确定冲刺待办事项列表。尽管计划周密，冲刺还是失败了。项目经理当初可采取什么样的不同做法？

As part of the Estimate Activity Durations process, the project manager facilitates a sprint planning meeting with the product owner and Scrum team. The project manager breaks down the user stories into low-level tasks, estimates the time required in hours, and determines the sprint backlog based on the team’s capacity. Despite meticulous planning, the sprint fails. What might the project manager have done differently?

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

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

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

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

D C

4.整合管理

62、 [单选] 在某个软件开发项目中，卖方已经按照合同要求圆满地完成了项目工作，这时，买方又要求在合同中添加一项新工作。鉴于上述情况，卖方应该如何做?

In a software development project, the seller has successfully completed the project work in accordance with the requirements as specified in the contract. At this point, the buyer requests to add a new work in the contract. Given this, what should the seller do?

A：开始合同收尾，并要求就新工作签订新合同
To proceed with the contract closing and to request a new contract for the new work

B：同意添加新工作，但要求用成本补偿的方式来做
To agree to add the new work, but request the cost reimbursement

C：拒绝做新工作，因为合同已经完成
To refuse to do new work because the contract has been completed

D：立即开展新工作，以便维护与买方的良好关系
To immediately start the new work to maintain a good relationship with the buyer

成本补偿合同。此类合同涉及向卖方支付为完成工作而发生的实际成本，外加一笔代表卖方利润的费用。当项目范围定义不明确或经常发生变化时，经常会采用这些合同。成本补偿合同包括成本加奖励费用合同 (CPAF)、成本加固定费用合同 (CPFF) 以及成本加激励费用合同 (CPIF)。选A。

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。–敏捷拥抱变更，PO与客户一起确认优先级。

63、 [单选] 一个敏捷项目已经进入了第七次冲刺阶段。在冲刺结束前两天，客户通知产品负责人，他们忘记在冲刺中包含某个功能。高级经理无意中听到谈话，并表示包含该功能意味着范围蔓延，并不应被允许。产品负责人的最佳行动方案是什么？

An agile project has entered its seventh sprint. Two days before the end of the sprint, the customer informs the product owner that they forgot to include one feature in the sprint. A senior manager overhears the conversation and states that including the feature represents scope creep and should not be allowed. What is the product owner’s best course of action?

A：与客户合作，在产品待办事项列表中为该功能设优先级
Work with the customer to prioritize the feature in the product backlog

B：请求客户提交变更请求
Request that the customer submit a change request

C：指导团队在当前的冲刺中开发该功能
Instruct the team to develop the feature in the current sprint

D：按照高级经理的指示拒绝该功能
Reject the feature as instructed by the senior manager

B A

14.敏捷–项目章程–产品意愿–是指产品负责人对产品未来前景和方向的一个高度概括描述，它应符合公司或组织的战略目标。产品愿景声明发送给项目团队中的每个人，保证团队都理解并认可产品愿景。

64、 [单选] 在一次会议上，产品负责人重申了产品愿景，描述了目标用户组，业务目标，以及敏捷项目即将发布的主要功能。随后，为了直观地描述这些功能，产品负责人创建了产品路线图。以下哪项最能描述会议目的？

During a meeting, the product owner restated the product vision, described the target user groups, the business goals, and main features to be delivered by the agile project in its upcoming releases. Then, to visually depict these features, the product owner created the product roadmap. Which of the following best describes the purpose of the meeting?

A：在项目干系人之间建立共享的项目愿景
Establish a shared project vision among the project stakeholders

B：为每个即将发布的版本创建产品待办事项列表
Create the product backlog for each one of the upcoming releases

C：在项目干系人之间建立共享发布愿景
Establish a shared release vision among the project stakeholders

D：确定项目范围、进度、成本、质量和资源
Determine the project scope, schedule, cost, quality, and resources

11.风险管理–变更管理–变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

65、 [单选] 一个施工项目的已批准成本基准包含一些已识别风险的储备。在执行阶段，发生了一次地震，但该项目并未考虑此风险，需要资金进行灾后恢复。项目经理应该做什么？

The approval cost baseline for a construction project includes some identified risk reserves. During the implementation phase, an earthquake occurred, but the project did not consider this risk and required funding for post-disaster recovery. What should the project manager do?

A：无需寻求授权即可变更项目的成本基准，并继续进行项目工作
No need to seek authorization to change the cost basis of the project and continue the project work

B：向变更控制委员会（CCB）提交申请，以获得额外资金和成本基准变更
Submit an application to the Change Control Board (CCB) for additional funding and cost baseline changes

C：在未咨询CCB的情况下，使用已识别风险的储备来支付灾后恢复成本
Use of identified risk reserves to pay for disaster recovery costs without consulting CCB

D：要求管理层授权将已识别风险的储备用于支付灾后恢复成本
Require management to authorize the use of identified risk reserves for post-disaster recovery costs

B

8.质量管理

66、 [单选] 一家组织的经验教训数据库表明过去的重大项目问题是质量失败，为确保质量，项目经理决定在制定质量保证计划时做得更彻底，项目经理应该怎么做？

An organization’s lessons learned database shows that the major project problem of the past was quality failures. To ensure quality, the project manager should make more thorough decisions while developing quality assurance programs. What should the project manager do?

A：根据项目的范围和需求制定质量管理计划
Develop the quality management plan based on the scope and requirements of the project

B：将所有质量控制过程纳入项目中
Include all quality control processes in the project

C：在项目核对单中包含来自过往项目所有的经验教训
Include all lessons learned from past projects in the project checklist

D：在风险登记册中添加一个新风险
Add a new risk to the risk register

C

4.整合管理–工具–先头脑风暴生成大量创意，后亲和图进行分组

67、 [单选] 公司计划发布一款新的软件产品以应对市场需求，项目经理组织一次与所有内部项目干系人会议，讨论并整合输入和想法。项目经理执行的是下列哪一项？

A company plans to release a new software product in response to market demand. A project manager organizes a workshop with all internal project stakeholders to discuss and consolidate inputs and ideas. What is the project manager performing?

A：思维导图
Mind mapping

B：决策分析
Decision analysis

C：亲和图
Affinity diagramming

D：头脑风暴
Brainstorming

D
亲和图。一种展示对大量创意进行分组，以便进一步审查和分析的图形。

5.范围管理

68、 [单选] 制定项目章程时，销售团队和运营团队对高层次项目描述和需求意见不一致。项目经理应该怎么做？

While developing a project charter, a disagreement on the high-level project description and requirements occurs between the sales and operational teams. What should the project manager do?

A：使用专家判断来完成项目章程。
Use expert judgment to complete the project charter.

B：安排一次与项目发起人的会议。
Schedule a meeting with the sponsor.

C：应用引导技术解决问题。
Apply facilitation techniques for problem solving.

D：使用可用的详细信息完成项目章程。
Complete the project charter with the available details.

项目章程。项目章程是由项目启动者或发起人发布的，正式批准项目成立，并授权项目经理使用组织资源开展项目活动的文档。选B。
引导。引导与主题研讨会结合使用，把主要干系人召集在一起定义产品需求。研讨会可用于快速定义跨职能需求，并协调干系人的需求差异。选C。

13.干系人管理–管理干系人参与

69、 [单选] 项目经理从项目管理办公室（PMO）收到项目绩效评估报告，该报告指出，其中一位干系人认为范围控制很差，但没有提供额外的细节，项目经理应该怎么做？

A project manager receives a project performance evaluation report from the project management office (PMO). The report states that one stakeholder believe the scope has been poorly controlled, but no additional details is provided. What should the project manager do?

A：无视该反馈，因为没有任何细节可以支持这个问题
Disregard the feedback, since there were no details to support the issue

B：与几位干系人分别讨论该问题，以确定是谁提供了该反馈
Discuss the issue individually with several stakeholder to determine who provided the feedback

C：在发送工作绩效信息后，与利害干系人开会以获取更多详细信息并说明所感知的问题
After sending work performance information, meet with stakeholders to obtain more detailed and address perceived issues

D：与最高级别的干系人开会，详细说明是如何妥善管理范围的
Meet with the most senior stakeholders to explain in detail how the scope was properly managed

C

14.敏捷–角色–领导/项目经理–领导风格–仆人&变革–需要新的用“变革”，更加敏捷用“仆人”

70、 [单选] 项目经理正在制定项目进度计划，并希望赋予团队比过去项目更多的决策权。他创建了一个甘特图，显示WBS工作包级别的活动，这些活动被分配给团队而不是个人。然后，他将工作包记录在一个看板面板的待办事项列表中。项目经理如何通过理想化的属性和行为使用鼓舞人心的激励来授权团队？

A project manager is developing the project schedule and wants to empower the team with more decision making authority than past projects. He creates a Gantt chart that displays activities down to the work package level of the WBS, which are assigned to the team rather than individuals. He then records the work packages in the backlog of a Kanban board. How might the project manager use inspirational motivation to empower the team through idealized attributes and behaviors?

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

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

C：利用例外管理
Utilize management by exception

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

A D