9.资源管理

1、 [单选] 项目已经准备好开工，资源已经配置好。开发经理随后通知项目经理，由于家庭紧急情况，关键资源不再可用。开发经理表示，所有其他开发人员都被分配到其他项目，任何开发人员都没有能力承担额外的工作。接下来项目经理应该做些什么来满足这种资源需求呢？

A project is ready to start, and resources are allocated. The development manager then informs the project manager that a critical resource is no longer available due to a family emergency. The development manager indicates that all other developers have been assigned to other projects, and there is no capacity for any developer to take on additional work. What should the project manager do next to fulfill this resource need?

A：根据项目优先级确定资源分配选项。
Determine resource allocation options based on project priority.

B：对现有资源分配进行更改，并通知开发经理。
Apply changes to the existing resource allocations and inform the development manager.

C：与发起人会面，以确定如何调整时间表的基线。
Meet with the sponsor to determine how to rebase line the schedule.

D：将情况告知发起人，并要求延长目标完成日期。
Inform the sponsor of the situation and request an extension of the target completion date.

A

4.整合管理–收尾流程–先完成经验教训总结，并归档相关文档后再开庆祝会解散团队。

2、 [单选] 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.

D C

11.风险管理–先分析影响，再采取措施。

3、 [单选] 项目经理正在管理一个需要专门架构服务的项目。该项目被认定为该组织的高风险项目。项目经理与高度专业化的外部架构师一起工作。然而架构师很快就会辞职，因为他们接受了一份来自另一家公司的邀请。项目经理下一步该怎么做？

A project manager is managing a project that requires specialized architecture services. This project was identified as a high risk for the organization. The project manager works with an external architect who is highly specialized. However, the architect will soon resign because they accepted an offer from another firm. What should the project manager do next?

A：与项目团队讨论，评估影响，并决定适当的后续行动。
Discuss this with the project team, assess the impact, and decide on the appropriate actions to follow.

B：询问架构师他们新雇主的联系方式，并打电话给他们的客户经理。
Ask the architect for the contact details for their new employer and call their account manager.

C：打电话给客户经理，给他们提供奖励，让他们留住专家。
Call the account manager and ask them to retain the expert by offering them an incentive.

D：将问题升级到采购部门，并要求他们与供应商公司讨论。
Escalate the issue to the procurement department and ask them to discuss this with the vendor firm.

A

易混14.敏捷–人员–产品负责人PO–产品负责人评估变更请求后，判定是否变更，不能直接变更。C选项错在这里

4、 [单选] 在每日站会上，开发人员指出一个待办事项将不会交付，因为他们需要在接下来的几天里意外休假。待办事项是用户在下一个冲刺评审中所期望的功能的先决条件。项目负责人应该怎么做？

In a daily standup meeting, a developer indicates that a backlog item will not be delivered because they need to take an unexpected leave for the next couple of days. The backlog item is a prerequisite for a feature expected by users in the next sprint review. What should the project lead do?

A：要求开发人员推迟休假，直到待办事项列表项目交付完毕。
Ask the developer to postpone the leave until the backlog item is delivered.

B：要求开发经理提供几天的替代人员。
Ask the development manager to provide a replacement for a couple of days.

C：与产品负责人合作，变更冲刺待办事项列表中的优先级。
Work with the product owner to change the priorities in the sprint backlog.

D：与产品负责人合作，通知用户功能延迟。
Work with the product owner to inform the users that the feature is delayed.

C D

变更–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。–“额外范围”需要评估是否会影响到基准；

5、 [单选] 一位项目经理刚刚收到一位运营职能经理的通知，要求他完成一个几周前正式关闭的项目的额外范围项目。这个范围看起来相对较小，作为日常运营活动的一部分很容易处理。项目经理应该如何处理这个要求呢？

A project manager has just received communication from an operational functional manager to complete an additional scope item for a project that was formally closed a few weeks ago. The scope looks relatively small and simple to handle as part of the daily operations activity. How should the project manager deal with this request?

A：提交变更请求并分配执行所需的预算和资源。
Submit a change request and allocate the budget and resources needed for execution.

B：确认预算和资源可用于执行工作请求。
Confirm that the budget and resources are available to execute the work request.

C：查核有关申请的组织内可用的其他资源。
Check the alternative resources available in the organization for the request.

D：评估请求的性质，并相应地计划沟通。
Evaluate the nature of the request and plan communication accordingly.

D

14.敏捷–流程：（2）每日站会（15分钟、轮流开、提出问题、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；

【参与：团队成员】
【含义：每日站会。为每日站会规定时间盒，不超出15 分钟。站会是为了发现存在问题，而不是解决它们。将问题添加到停车场区，然后创建另一次会议，它可以在站会之后立即召开，并在会上解决问题。】
【作用：团队成员利用每日站会对彼此做出小的承诺，发现问题，并确保团队工作顺利进行】
【重要性：每日站立会议是Scrum团队中重要的沟通机制，其目的是同步团队的工作，并识别可能出现的阻碍。如果没有举行或执行每日站立会议，团队成员之间可能会出现沟通问题和不同步的情况。因此，如果团队中存在沟通问题，优先考虑每日站立会议的执行情况通常更为重要。】

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（关键字：合作，一起解决问题）：

–实例：承包商缺乏敏捷经验，教练/项目经理应该根据其具体情况提供指导或者培训。
–反例：不是出现“合作”就一定选，如“与团队合作，只专注于预先沟通的项目结果”，前半句正确，但后半句违背了“仆人”。
–实例：有“职能经理”教练/项目经理也不叫，就是自己动手，仆人嘛。
–实例：Scrum Master角色的一个关键职责是确保团队的有效沟通。当团队的动态发生变化时，Scrum Master应引导团队进行有效的沟通，讨论并解决可能的问题，从而确保团队的生产力和协作。
–实例：敏捷项目中，每次冲刺的工作量是根据团队速度进行规划的，人员的减少会导致速度降低，但工作量的不变甚至增加了，项目经理应该向客户说明情况。这个更侧重于考察项目经理要亲自（仆人式）做对的事情。

6、 [单选] 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.

D

2.项目运行环境–C选项说了句有用的废话

7、 [单选] 项目经理发现遵守知识转移的标准化流程具有挑战性。项目团队和干系人分散在现场、办公室和偏远地点。此外，一些团队成员对电子共享文件的访问权限有限。项目经理应该如何应对这一挑战？

A project manager finds it challenging to comply with standardized processes for knowledge transfer. The project teams and stakeholders are scattered around field sites, the office, and remote locations. In addition, some team members have limited access to the electronically shared files. How should the project manager manage this challenge?

A：由于流程不适合公司环境，要求变更。
Request changes in the processes since it is not suitable for the company environment.

B：向团队传达强烈的信息，解释知识转移的重要性。
Communicate a strong message to the team explaining the importance of knowledge transfer.

C：研究环境和现有资源，以确定使用哪种方法。
Study the environment and the available resources to determine which approach to use.

D：通过电子邮件发送预期的信息，因为电子邮件是主要的通信工具。
Send the intended information through email since it is the primary communication tool.

C

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（关键字：合作，一起解决问题）：

–实例：承包商缺乏敏捷经验，教练/项目经理应该根据其具体情况提供指导或者培训。
–反例：不是出现“合作”就一定选，如“与团队合作，只专注于预先沟通的项目结果”，前半句正确，但后半句违背了“仆人”。
–实例：有“职能经理”教练/项目经理也不叫，就是自己动手，仆人嘛。
–实例：Scrum Master角色的一个关键职责是确保团队的有效沟通。当团队的动态发生变化时，Scrum Master应引导团队进行有效的沟通，讨论并解决可能的问题，从而确保团队的生产力和协作。
–实例：敏捷项目中，每次冲刺的工作量是根据团队速度进行规划的，人员的减少会导致速度降低，但工作量的不变甚至增加了，项目经理应该向客户说明情况。这个更侧重于考察项目经理要亲自（仆人式）做对的事情。

8、 [单选] 在一次回顾会议上，很多项目团队成员表示，由于受到其他团队的干扰和请求帮助的影响，他们在各个迭代期间未能完成任务。作为团队促进者，项目经理该做什么来避免发生这种情况？

During a retrospective review, many project team members say they are not completing tasks during the iterations because of interruptions and requests for help from other teams. As a team facilitator, what should the project manager do to avoid this?

A：与受影响的项目团队成员再次会面，告诉他们不要降低团队的产能。
Reunite with the project team members affected and tell them not to reduce the team’s capacity.

B：确定问题的根本原因，并与所有项目团队成员一起界定基本规则，以便最大程度地减少干扰因素。
Identify the problem’s root causes and define the ground rules with all project team members to minimize interferences.

C：建议项目团队成员改进规划，并缩小其故事的规模。
Recommend to the project team members that they should improve their planning and make their stories smaller.

D：聘请一名教练，帮助所有项目团队提高自行解决问题的能力。
Hire a coach to help all project teams to improve their abilities to solve problems on their own.

B

10.沟通管理–沟通模型–作为沟通过程的一部分： 发送方负责信息的传递，确保信息的清晰性和完整性，并确认信息已被正确理解；接收方负责确保完整地接收信息，正确地理解信息，并需要告知已收到或作出适当的回应。

9、 [单选] 一位项目干系人抱怨说，他们没有收到进度中规定的重要交付。负责可交付物的团队成员解释说，他们给干系人发了一封电子邮件，通知他们可交付物不能按时交付。项目经理应该做些什么来避免这种情况？

A project stakeholder complained that they did not receive an important delivery that was stated in the schedule. The team member responsible for this deliverable explained that they sent an email to the stakeholder, advising them that the deliverable would not be delivered on time. What should the project manager have done to avoid this situation?

A：确保团队成员没有直接与项目干系人沟通。
Ensured that the team member did not communicate directly with the project stakeholder.

B：确认干系人已知晓交货延迟。
Confirmed that the stakeholder was made aware of the delivery delay.

C：告诉团队成员将未完成的可交付物发送给干系人，并在稍后完成。
Told the team member to send the unfinished deliverable to the stakeholder and finalize it later.

D：直接与干系人沟通交货延迟问题。
Communicated with the stakeholder directly regarding the delivery delay.

B

11.风险管理–风险流程–监督风险–监督风险是在整个项目期间，监督商定的风险应对计划的实施、跟踪已识别风险、识别和分析新风险，以及评估风险管理有效性的过程。

理解题–D只是减轻，A相对还更好

10、 [单选] 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：告知项目干系人，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.

A