11.风险管理–规划风险应对–机会应对策略–上报

151、 [单选] 早在执行阶段，项目经理就发现，事业环境因素（EEF）最近发生的变化将使实施成本大幅减少，而且还将缩减项目进度计划，项目经理该如何应对这种情况？

Early in the execution phase, a project manager discovers that recent changes in enterprise environmental factors (EEFs) will severely reduce the implementation cost and shorten the project schedule. How should the project manager address this situation?

A：与项目团队开会决定如何使用剩余预算。
Meet with the project team to decide how the remaining budget will be spent.

B：在项目收尾之前将额外预算留作管理储备。
Keep the extra budget as management reserve until project closeout.

C：给予团队额外时间，使其能够在原定期限内完成任务。
Give the team extra time to finish tasks within the original timeline.

D：遵照项目上报政策和沟通管理计划。
Follow the project escalation policy and communications management plan.

成本基准。经过批准的、按时间段分配的项目预算，不包括任何管理储备，只有通过正式的变更控制程序才能进行变更，并用作与实际结果进行比较的依据。
管理储备，则是为了应对与范围内工作有关的意外活动。管理储备可由项目、发起人、产品负责人或项目集和项目组合层级的项目管理办公室(PMO)管理，具体取决于组织的政策和组织结构。
储备是为应对风险而预留的时间或预算。应急储备将用于应对可能发生的已识别风险。管理储备是针对未知事件（如未计划的、范围内的工作）的预算类别。
选A，不选B是因为这笔钱不一定会作为管理储备，管理储备本身就有预留。C不符合题意。D的沟通管理计划没提及。

9.资源管理

152、 [单选] 一个项目计划在两周内结束。该团队预计将继续长时间工作，并显示出疲劳的迹象。项目经理应该做些什么来鼓励团队？

A project is scheduled to end in 2 weeks. The team is expected to continue working long hours and is showing signs of weariness and fatigue. What should the project manager do to encourage the team?

A：安排培训课程以提高团队绩效
Schedule training courses to enhance team performance

B：增加新的团队成员来帮助完成项目
Add new team members to help the project finalization

C：根据考核结果启动奖励和激励措施
Initiate rewards and incentives according to assessment results

D：安排工作午餐会议直到项目完成
Schedule working lunch meetings until the project is complete

C

14.敏捷–角色–教练/项目经理–仆人式领导–职责–消除组织障碍

153、 [单选] 一个组织正在为一个复杂的项目使用混合交付方法。在迭代评审中，高级经理要求对所呈现的功能进行完全的重新设计。经理是新来的，没有敏捷交付的经验。项目负责人首先应该做什么？

An organization is using a hybrid delivery approach for a complex project. In the iteration review, a senior manager asks for a complete redesign of the functionality presented. The manager is new to the organization and has no experience with agile delivery. What should the project lead do first?

A：要求开发团队解释功能是如何实现的。
Ask the development team to explain how the functionality was implemented.

B：询问经理对功能的更多期望。
Ask the manager for more details about their expectations for the functionality.

C：通知经理，约定的范围不能更改。
Inform the manager that the agreed upon scope cannot be changed.

D：通知经理他们的请求将升级到项目发起人。
Inform the manager that their request will be escalated to the project sponsor.

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。

154、 [单选] 某项目应用敏捷开发方法，客户提出要新添加一个功能，哪一个人负责分析该请求？

In a project using agile development methods, the customer asks to add a new feature. Who is responsible for analyzing the request?

A：项目经理Project manager

B：Scrum主管Scrum master

C：产品负责人Product owner

D：项目发起人Project sponsor

敏 捷 中 的 角 色 职 责 与 3 个 工 件
角色职责
1、产品负责人：题干关键词 “优先级排序、与客户沟通、下次迭代做什么、接受或拒绝用户故事”。选C。
2、Scrum Master：题干关键词 “促进合作、清除障碍、指导团队”。选D。
3、开发团队：题干关键词 “通才型专家、自组织团队、让团队决策”。
3个工件
1、产品待办事项列表：题干关键词 “用户故事、优先级排序”。
2、迭代待办事项列表：题干关键词 “任务、团队成员”。
3、产品增量：题干关键词 “集成、可用”。

7.成本管理

155、 [单选] 项目经理有一个关键的5天窗口期，最多可分配10万美元作为应急准备金。随后，项目经理根据现有的最佳信息起草了一个行动方针。总共需要完成五项行动，费用为20000美元，每项行动为期1天。经过3天的工作，项目经理完成了两项行动，花费了8万美元。项目经理下一步应该做些什么？

A project manager has been given a critical, 5-day window and is allocated a maximum of US$100,000 as a contingency reserve. Subsequently, the project manager drafted a course of action based upon the best available information. Overall, five actions were required to be completed at a cost of US$20,000 and a duration of 1 day each. After 3 days of work, the project manager completed two actions and spent US$80,000. What should the project manager do next?

A：完成所有行动，然后通知客户完成项目所需的额外成本和进度超出情况
Complete all actions and then inform the client of the additional cost and schedule overrun needed to complete the project

B：停止工作，并向变更控制委员会（CCB）提出项目变更请求，以增加资金和延长项目进度
Stop the work and raise a project change request to the change control board (CCB) for additional funds and a project schedule extension

C：当CPI和SPI大于1.0时，请重新评估并确定其余操作的优先级
As the CPI and SPI are greater than 1.0, reevaluate and prioritize the remaining actions

D：由于成本绩效指数（CPI）和计划绩效指数（SPI）小于1.0，因此需要重新评估并确定剩余部分的优先级
As the cost performance index (CPI) and schedule performance index (SPI) are less than 1.0, reevaluate and prioritize the remaining

A

2.项目运行环境–项目管理办公室–PMO–可以提供关于适当处理项目工件的方法。

156、 [单选] 当一个项目团队已经在一个项目上工作了几个月后，这个项目被取消了。项目发起人向项目经理施加压力，要求他尽快完成收尾工作，这样项目团队就可以转移到其他工作上。项目发起人已经指示团队不要浪费时间为被取消的项目归档项目工件。项目经理应该如何处理这种情况？

After a project team has been working on a project for several months, the project is cancelled. The project sponsor is putting pressure on the project manager to perform closeout duties as fast as possible so that the project team can move on to other work. The project sponsor has instructed the team not to waste time archiving the project artifacts for the cancelled project. How should the project manager handle this situation?

A：遵守项目发起人不存档项目工件的要求。
Comply with the project sponsor’s request to not archive the project artifacts.

B：将项目发起人的指示记录为归档的项目工件。
Document the project sponsor’s instructions as the archived project artifacts.

C：将项目工件存档到项目经理的本地计算机上，以备将来参考。
Archive the project artifacts on the project manager’s local computer for future reference.

D：向项目管理办公室咨询，以获得有关项目工件的指导。
Consult with the project management office (PMO) for guidance on project artifacts.

A

2.项目运行环境

157、 [单选] 由于市场条件的变化，原始项目需求的商业价值发生了变化。项目经理在执行阶段应考虑什么？

Due to a change in market conditions, the business value for the original project requirements has changed. What should the project manager consider for execution?

A：评估并处理小需求，以交付商业价值。
Evaluate and work on small requirements to deliver business value.

B：与干系人协商，以使用现有的商业价值进行交付。
Negotiate with the stakeholder to deliver with existing business value.

C：按计划继续，因为变更对项目没有影响。
Continue as planned since changes will have no impact on the project.

D：考虑商业价值修改后的需求。
Take into consideration the requirements with the modified business value.

B

14.敏捷–角色–教练/项目经理–仆人式领导–职责–为团队赋权

158、 [单选] 一家电信公司正在进行全国网络部署，涉及不断变化的技术要求。为了解决这种情况，该公司最近采用了混合项目生命周期。在回顾期间，一些团队成员抱怨说，我的大部分故事都准备好测试了，但没有进展，因为他们正在等待项目经理的批准。项目经理应该怎么做？

A telecommunications company is doing a national network roll out involving continuously changing technical requirements. To address the situation the company has recently adopted a hybrid project life cycle. During a retrospective some team members complain that me majority of me stories are ready to test but have not advanced because they are waiting for the project manager’s approval. What should the project manager do?

A：更新问题日志，审查经验教训登记册，以便作出选择。
Update the issue log and review the lessons learned register for options.

B：执行冲突解决方案，以适应团队的需求。
Implement conflict resolution to accommodate the team’s needs.

C：实施决策技术来推进故事。
Implement decision-making techniques to advance the stories.

D：赋予团队自我组织和自己做决定的能力。
Empower the team to self-organize and make their own decisions.

A

5.范围管理

159、 [单选] 已经批准了项目范围说明书，项目经理和核心团队已经分配到这个项目。突然，项目经理因突发医疗事故暂时请假。在项目经理休假期间，团队制定项目进度计划。当项目经理回来的时候，一份详细的进度计划就基本完成了。项目经理应该做什么？

A project scope statement has been approved, and the project manager and core team have been assigned to the project. Suddenly, the project manager takes a temporary leave of absence due to a medical emergency. While the project manager is on leave, the team develops the project schedule. When the project manager returns, a detailed schedule is almost complete. What should the project manager do?

A：确保进度计划与愿景和目标一致。
Ensure that the schedule is aligned with the vision and objectives.

B：将合规问题升级到项目管理办公室（PMO）。
Escalate the compliance issue to the project management office (PMO).

C：祝贺团队并进入执行阶段。
Congratulate the team and move on to the execution phase.

D：与团队和项目发起人制定新的详细进度计划。
Develop a new detailed schedule with the team and project sponsor.

A

3.项目经理的角色

160、 [单选] 一个设施扩建项目正处于执行阶段。有一个项目活动是将所有新设备的电力连接到一个现有的设施，即A点，这需要相当数量的电缆长度。施工队发现，电力可以连接到B点，这样可以省钱。项目经理下一步应该做些什么？

A facility extension project is in the execution stage. There is a project activity to connect the power of all new equipment to an existing facility, Point A, which requires a significant cable length. The construction team found that the power could be connected to Point B and save money. What should the project manager do next?

A：使用B点选项进行成本收益分析以进行评估。
Perform a cost-benefit analysis to evaluate using the Point B option.

B：将此问题添加到变更日志中，并通过变更控制委员会（CCB）请求额外的预算。
Add the issue to the change log and request additional budget through the change control board (CCB).

C：在解释了项目预算和进度约束后，向施工队寻求决定。
Seek a decision from the construction team after explaining the project budget and schedule constraint.

D：使用B点选项，因为它将节省项目成本和时间。
Use the Point B option because it will save the project cost and time.

A