9.资源管理

！团建不是万能的

121、 [单选] 项目团队中一些经验丰富的成员抱怨项目经理。这些高级项目团队成员觉得项目经理在事无巨细地管理他们，阻碍他们完成工作。当项目经理意识到这些问题时，应该怎么做？

Some of the mote experienced members of a project team have complained about the project manager. The senior project team members feel that the project manager is micromanaging them and preventing them from completing their work. What should the project manager do when made aware of these issues?

A：询问如何成为这些团队成员更好的导师的建议。
Ask for advice on how to be a better mentor to these team members.

B：建立一个团队建设活动，将协同作用带回项目团队。
Set up a team building event to bring synergy back to the project team.

C：调整项目经理的管理风格，使其更适合高级团队成员。
Adjust the project manager’s management style to better fit senior team members.

D：每天与每个高级团队成员会面，监督项目状态。
Meet daily with each senior team member to monitor project status.

B

14.敏捷–组织考虑因素–组织文化–评估文化–商业环境部分要求支持组织变革的第一点是评估组织文化。

122、 [单选] 项目经理正在使用预测性项目管理方法处理多个建筑建设项目。组织内部的高级领导正在促进将更敏捷的实践包含到当前的项目方法中。项目发起人现在希望这些项目能够使用更敏捷的方法。强制在项目中使用任何敏捷方法之前，项目经理应该先做什么？

A project manager is working on multiple building construction projects using a predictive project management approach. Senior leadership within the organization is promoting the inclusion of more agile practices into the current project methodologies. The project sponsor now wants the projects to use more agile methodologies. Before mandating any agile methods to be used in a project, what should the project manager do first?

A：为项目团队的成员提供敏捷培训。
Provide agile training to those who will be part of the project team.

B：将所有现有项目转换为具有严格时间表的敏捷方法。
Shift all existing projects to agile methodologies with a strict timeline.

C：暂停当前的项目，使其适应新的敏捷节奏。
Pause the current projects to align them to the new agile cadence.

D：评估组织文化和对转型的准备情况。
Assess the organizational culture and readiness for the transformation.

7.成本管理

123、 [单选] 一位项目经理已经接管了一个现有的项目，根据前任项目经理的说法，该项目已经步入正轨并在预算范围内，但是，干系人对最近的进度报告不满意，因为指标显示项目被推迟，成本高于预期。项目经理应该怎么做？

A project manager has taken over an existing project. According to the previous project manager, the project is on track and within budget. However, stakeholders are unhappy with the recent progress report since the metrics show that the project is delayed and the cost is higher than expected. What should the project manager do？

A：安排与前任项目经理的会议。
Schedule a meeting with the previous project manager.

B：向变更控制委员会（CCB）提交变更请求。
Submit a change request to the change control board (CCB).

C：为项目组成员安排培训。
Schedule training for project team members.

D：进行挣值分析（EVA）。
Conduct an earned value analysis (EVA).

D

14.敏捷

124、 [单选] 项目经理正在进行一个使用混合方法的项目。可交付成果的一个关键输入是另一个使用敏捷方法项目的结果。项目经理下一步应该做什么？

A project manager is working on a project that is using a hybrid approach. One key input for the deliverable will be from the outcome of another project that is using an agile approach. What should the project manager do next?

A：参与其他项目的每日站会。
Participate in the other project’s daily stand-up meetings.

B：要求其他项目经理改变交付方法。
Ask the other project manager to change the delivery methodology.

C：与其他项目经理的高层项目时间表保持一致。
Align with the other project manager’s high-level project time lines.

D：要求其他项目经理制定一个工作分解结构（WBS）。
Request that the other project manager develop a work breakdown structure (WBS).

C

9.资源管理

125、 [单选] 在一次绩效考核后，一个团队成员找到项目经理，要求得到反馈。项目经理认为这个团队成员虽然有一两次工作迟到，但做事积极，而且一般都能按时完成工作。该团队成员对没有得到更好的年度绩效评价表示沮丧。项目经理应该怎么做才能避免成员出现挫折感？

After a performance review, a team member approaches the project manager and asks for feedback. The project manager mentions anecdotal information about this team member being a positive team player and generally getting their work done on time, even though they have been late with work once or twice. The team member expresses frustration at not having better information included in the annual performance review. What should the project manager do to prevent this frustration going forward?

A：要求人力资源（HR）部门提供为这个项目定义的关键绩效指标（KPIs）。
Request the human resource (HR) department to provide the key performance indicators (KPIs) that were defined for this project.

B：设定团队绩效目标，并解释团队如何获得相同的绩效分数。
Set team performance goals and explain how the team receives the same performance scores.

C：审查该团队成员的关键绩效指标（KPIs），并提醒该团队成员这些指标是如何确定的。
Review the key performance indicators (KPIs) for this team member and remind the team member how they are determined.

D：为团队成员提供速度跟踪工具，并解释团队成员如何看到和跟踪绩效。
Provide the team member with velocity tracking tools and explain how the team member can see and track performance.

C

13.干系人管理

日志更新问题

问题日志、变更日志、风险登记册随时更新，但要依据场景：
（1）问题、变更紧急时，优先处理问题；
（2）风险发生前先更新风险登记册，风险发生后先处理风险。

126、 [单选] 在一个大项目的执行阶段中期，一个不熟悉项目的新干系人加入了董事会，影响了项目的决策。这种变化正在影响项目的进度。项目经理应该先做些什么？

In the middle of the execution phase for a big project, a new stakeholder who was unfamiliar with the project joined the board of directors and is influencing the decisions made in the project. This change is impacting the project’s progress. What should the project manager do first?

A：通知客户有关变更的信息。
Inform the client about the change.

B：用一个新的风险来更新风险登记册。
Update the risk register with a new risk.

C：向干系人展示该项目。
Present the project to the stakeholder.

D：修订项目进度计划。
Revise the project schedule.

C

14.敏捷–实践–迭代和增量如何帮助交付工作产品–迭代可以帮助团队为交付和多种反馈创建一个节奏。团队会为交付和反馈创建增量。交付的第一部分是一次演示。团队会收到关于产品的外观和运行方式的反馈。团队成员回顾如何检查和调整有关过程以取得成功。演示或评审是敏捷项目流程的必要组成部分。为团队的交付节奏安排适当的演示。–持续的用户测试和反馈是最有效的调整方式，其涉及用户的具体需求，并将它们逐步集成到产品发布中。

127、 [单选] 尽管在质量控制和营销活动上投入了大量资金，但创新产品仍不能满足目标消费者。哪种敏捷实践可以最好地防止这种性质的失败？

An innovative product fails to satisfy targeted consumers despite significant investments in quality control and marketing campaigns. Which agile practice would best prevent future failures of this nature?

A：对产品发布进行持续的消费者可用性测试。
Run continuous consumer usability testing on product releases.

B：使产品负责人和市场营销人员的目标一致。
Align objectives between the product owner and marketing.

C：拓宽目标消费者的角色类型定义。
Broaden the persona type definition of the target consumer.

D：向最小可行产品（MVP）添加更多功能和测试。
Add more features and tests to the minimum viable product (MVP).

C

14.敏捷–不确定性、风险和生命周期选择–在敏捷场景下，风险应该通过短周期迭代（2-4周）中的仪式和评审产品增量去识别，分析和监控风险，并且通过信息发射源和产品待办事项列表来跟踪和管理风险以及应对措施。

所以A的做法是正确的，通过频繁审查产品增量来识别风险。

128、 [单选] 一位项目经理被分配到了一个项目，任务是开发一项全新的突破性技术。鉴于项目的复杂程度，此项目将使用敏捷法进行管理。项目经理应做些什么来确保此项目的风险能得到妥善处理？

A project manager is assigned a project to develop a new breakthrough technology. Given the complexity of the project, this project will be managed using an agile approach. What should the project manager do to ensure that the risks of the project are properly handled?

A：运用对增量工作进行频繁审查的方法，确保该项目的风险得到识别。
Use frequent reviews of incremental work to ensure that project risks are identified.

B：要求对此项目的价值和风险实施新的成本效益分析。
A new cost-benefit analysis of the value and risk of the project was required.

C：建立Scrum风险登记册来跟踪所有的项目风险。
Establish a Scrum risk register to track all project risks.

D：制定风险矩阵来跟踪、评估和评价此项目的不确定性。
Develop a risk matrix to track, evaluate and evaluate the uncertainty of the project.

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。

–PO根据商业价值对任务进行排序。敏捷开发中，产品负责人将为团队创建待办事项列表，可以帮助团队了解如何在不产生浪费的情况下交付最大的价值。
–产品负责人根据商业价值对任务进行排序。当敏捷团队遇到复杂性高的需求，无法在迭代结束交付时，产品负责人应该及时与团队一起进行沟通讨论，并评估是否需要调整迭代待办事项的优先级，确保本次迭代能够实现价值交付。
–优先级的问题，应该听PO的。
–指导开发方向是PO的角色内容。PO对接客户，以确定是否变更以及何时变更。
–设立了PO，还要经过CCB，那设立PO就没有意义。
–重要性：PO的角色不可或缺，需专人负责。

129、 [单选] 在冲刺计划过程中，产品负责人希望对具有高业务价值的项目进行优先排序。然而，项目团队关心的是技术债务和基础设施的依赖性，以交付预期的价值。项目经理应该如何处理这个问题？

During sprint planning, the product owner wants to prioritize items with high business value. However, the project team is concerned about technical debt and infrastructure dependencies to deliver the expected value. How should the project manager handle this issue?

A：支持投票活动，以便所有团队成员都可以表达他们的意见和投票背后的原因。
Support a voting exercise so all team members can express their opinion and the reason behind their vote.

B：支持项目发起人，以便自上而下做出决定，团队遵循所提供的方向。
Support the project sponsor so the decision is made top-down and the team follows the provided direction.

C：支持产品负责人，这样具有高业务价值的项目才会被包括在下一个冲刺中。
Support the product owner so only items with high business value are included in the next sprint.

D：支持项目团队，包括技术债务和基础设施依赖。
Support the project team so technical debt and infrastructure dependencies are included in the next sprint.

C

9.资源管理

互助互爱

130、 [单选] 一个高绩效团队成员的绩效在过去一年中得到持续提升，和其他成员拉开差距，但是项目经理不愿意公开承认该团队成员的贡献，因为他担心会打击其他人的积极性。而项目经理同样也很担心如果团队成员得不到应有的奖励，团队成员会离开。项目经理应该怎么做？

A high-performing team member’s performance has been consistently increasing over the past year, leaving other peers behind. The project manager has been reluctant to publicly recognize the tea m member’s contributions for fear of discouraging others. The project manager is also concerned that the team member may leave if not rewarded for the contributions made. What should the project manager do?

A：将表现较好的团队成员提升到更高的职位。
Promote the higher performing team member to a higher position.

B：要求表现好的团队成员指导其他团队成员。
Request the high-performing team member t o mentor the other team members.

C：提醒表现好的团队成员关注共同的奖励而不是个人的奖励。
Remind the high-performing team member to focus on shared rewards rather than individual rewards.

D：私下奖励表现好的团队成员，以避免团队的混乱。
Reward the high-performing team member privately to avoid team disruption.

B