14.敏捷–产品待办事项列表–敏捷中应对变更的方法就是不断地梳理需求的优先级。–要求产品负责人与客户确定事项的优先级。

121、 [单选] 在迭代演示期间，客户注意到他们希望对产品进行改进。团队接下来应该做什么？

During an iteration demo, a customer noticed an enhancement they would like to make to the product. What should the team do next?

A：完善和估算这个改进，以便知道它的规模。
Refine and estimate the enhancement so the size is known.

B：将其添加到未来要完成的产品待办事项列表中。
Add it to the product backlog to be completed in the future.

C：立即开始为客户进行改进工作。
Start working on the enhancement for the customer immediately.

D：要求产品负责人与客户确定事项的优先级。
Ask the product owner to prioritize the item with the customer.

D

9.资源管理–认可与奖励–在建设项目团队过程中，需要对成员的优良行为给予认可与奖励。最初的奖励计划是在规划资源管理过程中编制的，只有能满足被奖励者的某个重要需求的奖励，才是有效的奖励。在管理项目团队过程中，可以正式或非正式的方式做出奖励决定，但在决定认可与奖励时，应考虑文化差异。–只有能满足被奖励者的某个重要需求的奖励，才是有效的奖励。

122、 [单选] 一位从事大型人工智能（AI）项目的高级开发人员工作努力并取得了良好的效果。项目经理对开发人员的贡献感到非常满意，并认为开发人员应该得到奖励。项目经理应该怎么做？

A senior developer working on a large artificial intelligence (AI) project has worked hard and shown excellent results. The project manager is very happy with the developer’s contribution and thinks that the developer deserves a reward. What should the project manager do?

A：为项目团队创造一个机会来认可这个开发人员
Create an opportunity for the project team to recognize this developer

B：打印一份认可证书，并在会议期间颁发给该员工
Print a recognition certificate and present it to the developer during a meeting

C：向团队发送表彰电子邮件并抄送管理人员
Send a recognition email to the team and copy management

D：根据该员工的动力和兴趣来奖励他们
Reward the developer according to their motivations and interests

D

12.采购管理–风险识别活动的参与者–识别风险的参与者理论上越多越好。

123、 [单选] 一个项目团队正在为跨越河流的桥梁识别项目风险。团队需要发出风险研讨会的邀请，以便更好地理解涉及的风险。项目经理在发出邀请时应使用哪个分发列表？

A project team is identifying project risks for a bridge to be built across a river. The team needs to s end out invitations for a risk workshop to better understand the risks involved. Which distribution list should the project manager use when sending out invitations?

A：职能经理、团队成员，以及在该领域有经验的外部顾问。
Functional managers, team members, and external consultants with experience in the field.

B：团队成员、工程师和气象专家。
Team members, engineers, and weather experts.

C：团队成员，来自项目外部且在该领域有经验的顾问，以及客户。
Team members, consultants from outside the project with experience in the field, and the customer.

D：气象专家、职能经理和团队成员。
Weather experts, functional managers, and team members.

C

3.项目经理的角色–合规性管理–管家需遵守其组织内外得到适当授权的法律、规则、法规和要求。但高绩效项目会寻求通过各种方法将合规性更充分地融入项目文化，从而与可能相互冲突的各种准则更好地保持一致性。管家需努力遵守旨在保护他们及其组织、干系人和广大公众的准则。–合规性是项目开展的前提，应该立即培训解决许可证的合规性问题。

124、 [单选] 一个项目经理正在规划一个项目，并发现特定项目任务的立法要求将会发生变化。这将发生在项目执行阶段进行到一半的时候，并将影响几个关键工人的许可证，使其不符合要求。项目经理应该怎么做？

A project manager is planning a project and identifies that legislation requirements for specific project tasks will be changing. This will occur half way through the project execution phase and will affect a few key workers’ licenses, which will become noncompliant. What should the project manager do?

A：立即开始为关键工人安排培训，以确保符合要求。
Start scheduling the training for key workers now to ensure compliance.

B：保留当前的关键工人，因为项目已经开始。
Maintain the current key workers since the project has already started.

C：更新项目章程，以确保新的立法要求得到满足。
Update the project charter to ensure that new legislative requirements are met.

D：启动新工人的招聘活动，以满足许可证要求。
Start a recruitment drive for new workers with the licenses required.

A

13.干系人管理–引导干系人参与–为提高成功的可能性，应该在项目章程被批准、项目经理被委任，以及团队开始组建之后，尽早开始识别干系人并引导干系人参与。–需要决策或反馈的人没有时间，这种情况一般要其指派一名人员代为反馈。

A不一定可以解决需求，直接上C，但是答案选A，又开始委婉了，不过做项目确实是派代表，看来老外也不是那么直接了当。

125、 [单选] 一个新的系统项目在讨论解决方案的开始阶段，和与其他职能经理会面之前需要会计经理的反馈。项目经理知道会计经理在解决方案文档的截止日期前的几天才会有空。项目经理应该做什么来避免项目延误？

A new systems project requires feedback from the accounting manager at the beginning of solution discussions and before meeting with other functional managers. The project manager knows the accounting manager will not be available until a few days before the deadline for the solution document. What should the project manager do to avoid a delay in the project?

A：要求会计经理委派一个能够支持项目的团队成员。
Ask the accounting manager to delegate a team member who can support the project.

B：等待会计经理有空，同时寻找后续的任务，看哪些可以压缩。
Wait for the accounting manager to be available while identifying subsequent tasks that can be compressed.

C：要求发起人指示会计经理的上级提供一个替代资源。
Request that the sponsor direct the accounting manager’s supervisor to provide a replacement resource.

D：开始与其他职能经理的讨论，并在稍后与会计经理会面。
Begin discussions with other functional managers and meet with the accounting manager later.

C A

14.敏捷–人员–项目经理/教练–敏捷教练有责任确保团队中的每个角色承担他们应该有的职责。

126、 [单选] 从项目开始时，产品负责人就会在会议期间不断地询问每个产品迭代的预算。产品负责人似乎对成本比产品本身更感兴趣。项目经理应该做些什么来变更产品负责人的行为？

Since the beginning of a project, the product own er keeps asking during ceremonies about the budget spent for each product iteration. The product owner seems much more interested in the cost rather than the product itself. What should the project manager have done earlier to change the product owner’s behavior?

A：制定总价合同，将产品负责人的注意力从金钱转向价值。
Worked on a fixed-price contract to switch the product owner’s attention to value instead of money.

B：制定沟通管理计划，报告每次迭代的预算开支，而不是计划在仪式期间避免这些讨论。
Worked on a communications management plan with reports of budget spent in each iteration versus planned to avoid these discussions during ceremonies.

C：采用不同的估算方法，以对每个产品增量的成本支出有信心。
Worked on different approaches of estimating to give confidence of the cost spent in each product increment.

D：与产品负责人一起澄清他们在敏捷项目中的角色和敏捷仪式的范围。
Worked with the product owner to clarify their role in an agile project and the scope of the agile ceremonies。

D

9.资源管理–问题解决–遇到新的问题，要先分析影响。

127、 [单选] 在一个大型建筑项目的执行阶段，受托的物流公司决定因货柜不可用而提高价格。项目经理应该怎么做？

In the execution phase of a large construction project, the contracted logistic company decided to increase their price as a result of unavailability of shipping containers. What should project manager do?

A：评估物流公司提出的价格上涨的影响，并遵循合同和全球指南处理这种情况。
Assess the impact of the price increase given by the logistic company and follow the contract and global guidelines for this situation.

B：同意吸收价格上涨，因为货柜的不可用是物流公司无法控制的。
Agree to absorb the price increase because the unavailability is beyond the control of the logistic company.

C：放弃与物流公司的合同，并寻找另一家没有提高价格的公司。
Abandon the contract with the logistic company and look for another company that has not increased their prices.

D：向物流公司解释价格上涨是不可接受的，因为他们签署了合同。
Explain to the logistic company that an increase in price is not acceptable because they signed a contract.

A

13.干系人管理–管理干系人参与–遭遇干系人的抵制，需要了解干系人的关注点，并更新干系人的参与计划。

128、 [单选] 项目经理正在实施一个企业范围内的软件项目。该项目具有很大的商业影响，并得到了高级管理层的全力支持。然而，该项目经理在争取几个关键部门的支持方面遇到了困难。项目经理该怎么做呢？

A project manager is implementing an enterprise wide software project. The project has a great business impact and is fully supported by senior management. However, the project manager is facing difficulties gelling the support of several key departments. What should the project manager do?

A：要求高层与这些部门进行沟通。
Ask senior management to communicate with these departments.

B：雇用一名项目管理顾问协助解决问题。
Hire a project management consultant to help resolve the issue.

C：说服高级管理人员给抗拒的部门提供奖励。
Convince senior management to introduce rewards to resisting departments.

D：了解部门关注的问题并重新审视干系人参与计划。
Understand the departments concerns and revisit the stakeholder engagement plan.

D
在管理干系人参与过程中，需要开展多项活动，例如：
• 在适当的项目阶段引导干系人参与，以便获取、确认或维持他们对项目成功的持续承诺；
• 通过谈判沟通管理干系人期望；
• 处理与干系人管理有关的任何风险或潜在关注点，预测干系人可能在未来引发的问题；
• 澄清和解决已识别的问题。

9.资源管理–沟通技术–在解决集中办公或虚拟团队的团队建设问题方面，沟通技术至关重要。它有助于为集中办公团队营造一个融洽的环境，促进虚拟团队（尤其是团队成员分散在不同时区的团队）更好地相互理解。–虚拟团队找沟通

129、 [单选] 一个软件公司的办公室将因维修而关闭，项目团队将需要远程工作。有几名团队成员以前从未这样工作过，他们担心如何能够持续交付工作成果。项目经理应该采取什么措施来确保团队在远程工作时继续高效工作？

A software company office will be shut down for repairs, and a project team will be required to work remotely. A few team members have never worked this way and are apprehensive of how they will be able to consistently deliver their work products. What should the project manager do to ensure that the team continues to perform while working remotely?

A：向管理层申请资金，使所有团队成员都能在其他工作场所工作。
Request funding from management to enable all team members to work from an alternative workspace.

B：与资源经理联系，寻找有远程工作经验的其他团队成员。
Reach out to the resource managers for alternative team members who have experience working remotely.

C：为团队确定培训领域，使他们能够使用远程工具进行团队协作。
Identify areas of training for the team to be able to use remote tools for team collaboration.

D：减少项目范围，以补偿远程工作条件下的生产率。
Reduce the scope of the project to compensate for productivity during remote working conditions.

C

8.质量管理–问题解决–技术问题的解决，通常只能由项目团队整体来负责解决。

130、 [单选] 在一次项目审查会议中，项目团队遇到了一个关键的技术性问题，会在下一次评审会议中进行讨论。项目经理应该邀请哪些人参加下一次会议，以便得出有效的行动措施？

During a project review meeting, the project team encountered a critical technical issue that would be discussed at the next review meeting. Who should the project manager invite to the next meeting so that effective action can be taken?

A：内部团队
Internal team

B：最终用户团队
End user team

C：管理团队
Management team

D：项目团队
Project team

D
问题解决：
问题解决发现解决问题或应对挑战的解决方案。使用结构化的问题解决方法有助于消除问题和制定长久有效的
解决方案。问题解决方法通常包括以下要素：
• 定义问题；
• 识别根本原因；
• 生成可能的解决方案；
• 选择最佳解决方案；
• 执行解决方案；
• 验证解决方案的有效性。