10.沟通管理–沟通管理计划–沟通管理计划是项目管理计划的组成部分，描述将如何规划、结构化、执行与监督项目沟通，以提高沟通的有效性。该计划包括如下信息：干系人的沟通需求。–凡信息，找沟通。

161、 [单选] 一家公司的首席执行官（CEO）抱怨项目沟通的频率。CEO每周通过电子邮件收到五份项目报告，但没有足够的时间来审阅。此外，CEO收到的信息并不相关，因为它并没有解释项目的状态。项目经理应该首先做什么？

A company’s CEO complains about the frequency of project communications. The CEO receives five project reports each week by email but does not have enough time to review them. In addition, the information that the CEO receives is not relevant in that it does not explain the project status. What should the project manager do first?

A：与团队会面，决定发送给CEO的报告的类型和频率。
Meet with the team and decide the type and frequency of the reports to send to the CEO.

B：每周发送一份总结报告给CEO，而不是每周五份报告。
Send the CEO one executive summary per week instead of five reports per week.

C：审查沟通管理计划。
Review the communications management plan.

D：审查干系人参与计划。
Review the stakeholder engagement plan

A C

14.敏捷–Scrum五种仪式–展示/评审–在基于迭代的敏捷中，团队在迭代结束时展示所有已完成的工作项。在基于流程的敏捷中，团队在需要时展示完成的工作，通常是当完成的功能累积到足以构成一个连贯组合时。团队，包括产品负责人在内，都需要反馈来决定何时需要产品反馈。–每次冲刺结束后需要进行演示与评审反馈，以进一步降低风险。

7.成本管理–应急储备：在进度或成本基准内，为主动应对，已知风险而分配的时间或资金。【应急储备，已知应急的储备】管理储备：在绩效测量基准之外，留作管理控制之外用的一部分项目预算或项目时间。专为项目范围内不可预见的工作而预留。【管理储备，管理之外的储备】

162、 [单选] 一位项目经理被任命为一个正在进行的项目的仆人式领导，该项目历史上经常出现意料之外的问题。尽管目前阶段没有任何未解决的问题或风险迹象，但主要的干系人仍对继续剩下的冲刺阶段持疑虑态度。项目经理应该怎么做来解决这个问题？

A project manager has been assigned as the servant leader for an ongoing project that historically has presented unexpected problems. The main stakeholder is hesitant to continue with the rest of the sprints even though there are no open issues or indications of risks at this stage. What should the project manager do to address this problem?

A：增加应急储备以覆盖“未知—未知”风险。
Increase the contingency reserves to cover unknown-unknowns.

B：实施短周期检查并提供反馈。
Implement short cycles for inspection and provide feedback.

C：增加管理储备以覆盖“已知一未知”风险。
Increase the management reserves to cover the known-unknowns.

D：创建新的风险条目，将干系人视为阻碍者。
Create a new risk entry to identify the stakehoIder as a detractor.

C B

9.资源管理–冲突管理–成功的冲突管理可提高生产力，改进工作关系。假如意见分歧成为负面因素，应该首先由项目团队成员负责解决；如果冲突升级，项目经理应提供协助，促成满意的解决方案，采用直接和合作的方式，尽早并且通常在私下处理冲突。如果破坏性冲突继续存在，则可使用正式程序，包括采取惩戒措施。–冲突处理三步骤：1. 自行解决；2. 私下处理；3. 正式程序。

163、 [单选] 在一个时间紧迫的施工项目中，主管和技术人员之间发生了误解。误解变成了一个严重的冲突，技术人员向项目经理抱怨他们不能继续在主管手下工作。主管认为技术人员表现不佳才是冲突的原因。项目经理应如何解决这个问题？

In a time-critical construction project, a misunderstanding occurred between the supervisor and the technician. The misunderstanding turned into a major conflict and the technician has complained to the project manager that they cannot continue to work under the supervisor any longer. The supervisor cites the technician’s poor performance as the reason for the conflict. How should the project manager resolve the problem?

A：与技术人员和主管使用直接的、协作的方法
Use a direct, collaborative approach with the technician and supervisor

B：为技术人员提供一个即时的培训，以提高他们的技能组合
Provide a just-in-time training to the technician to improve their skill set

C：由于时间紧迫，用另外一个高效资源替换该技术人员
Replace the technician with a high performing resource as time is critical

D：与主管沟通，尝试缓和他们的态度
Talk to the supervisor to tone down their approach and attitude

A

变更–变更流程

变更–偏差分析判断基准是否变化→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。

164、 [单选] 在审视原型时，质量团队发现了一些偏差，虽然它们不会影响主要功能，但却有可能在未来成为问题，为了避免未来发生重大问题，该团队建议采取纠正措施，但需要额外资金，该项目已经预算紧张，甚至已经动用了应急储备。项目经理应该做什么？

While reviewing prototypes, the quality team found some deviations that do not affect the main functionality but have the potential to be an issue in the future. To avoid major problems in the future, the team recommends corrective actions that will require additional funds. The project is already struggling to stay on budget and has even used some of the contingency reserve. What should the project manager do?

A：向项目发起人报告，该产品工作正常，但该项目预算紧张。
Report to the project sponsor that the product is working and the project is struggling with the budget.

B：让质量团队弃用该样品，转而用新样品进行测试。
Ask the quality team to discard the sample and test again with a new sample.

C：询问产品设计师为何在设计阶段未将该偏差考虑在内。
Ask the product designer why the deviation was not considered in the design phase.

D：与干系人共同评估和启动变更请求流程。
Evaluate and initiate the change request process with the stakeholders.

D

2.项目运行环境–项目审计–通过项目审计，监督对项目管理标准、政策、程序和模板的遵守程度。–合规性问题是否遵守，可以通过项目审计来监督。

165、 [单选] 团队需要遵循已定义的网络安全合规性，这是客户项目的强制性要求。项目经理应该采取什么措施来监控项目中的合规性？

A team needs to follow defined cybersecurity compliance that is mandatory for a customer project. What should the project manager do to monitor compliance in the project?

A：与团队成员商议。
Confer with team members.

B：与安全专家审查。
Review with security experts.

C：安排定期项目审计。
Schedule regular project audits.

D：与客户讨论。
Discuss with the customer.

B C

14.敏捷–十二条原则–第八条–8. 敏捷过程提倡可持续开发。发起人、开发人员和用户应该都能始终保持步调稳定。–项目要可持续，当团队成员不想加班时，则需要调整相应的工作。

166、 [单选] 项目经理开始管理一个团队成员地理位置分散的项目，由于需要每月进行月度总结汇报，有时需要团队成员周末加班开会，但团队成员不想在周末进行加班，项目经理应该怎么做？

The project manager starts to manage a project with geographically dispersed team members. Due to the need for monthly summary reports, sometimes team members need to work overtime on weekends for meetings, but team members do not want to work overtime on weekends. What should the project manager do?

A：向团队成员强调团队章程及项目治理要求。
Reinforce team charter and project governance requirements to team members.

B：无论什么时候，团队都应该配合完成项目总结。
Should the team cooperate to complete the project summary whenever possible.

C：与项目干系人就可能有个别月份无法按时提交月度总结的情况进行沟通处理。
Communicate with project stakeholders on the possibility that monthly summaries may not be submitted on time for individual months.

D：避免在需要周末进行总结开会的月份进行月度总结汇报。
Avoid monthly review meetings in months that require weekend review meetings.

D C

9.资源管理–资源管理计划–资源管理计划

• 识别资源
• 获取资源
• 角色与职责
• 项目组织图
• 项目团队资源管理
• 团队建设
• 资源控制
• 认可计划

167、 [单选] 在一次会议结束之际，一位职能部门经理把项目经理叫到一边，代表一名项目团队成员提出一些顾虑，该团队成员不清楚他们在项目中的角色和职责。在这种情况下，项目经理该做什么？

At the end of a meeting,a functional manager takes the project manager aside to raise some concerns on behalf of a project team member who is unclear about their role and responsibilities for the project. What should the project manager do in this situation?

A：让职能部门经理和项目团队成员查阅项目章程。
Tell the functional manager and the project team member to review the project charter.

B：建议职能部门经理和项目团队成员查阅资源管理计划。
Advise the functional manager and the project team member to review the resource management plan.

C：让职能部门经理为该团队成员创建一张具体的执行、负责、咨询和知情（RACI）图。
Ask the functional manager to create a specific responsible, accountable, consult, and inform (RACI) chart for the team member.

D：在资源经理的帮助下，为该项目团队成员制定工作计划。
Develop a work plan for the project team member with the help of the resource manager.

C B
资源管理计划包含了角色与职责。C中的RACI应该由项目团队创建而非职能经理。

14.敏捷–通才型专家–敏捷团队是跨职能的。不过，许多成功的敏捷团队都由通才型专家组成，他们也称为 T 型人才。这意味着这些团队成员在具备一项擅长的专业化技能的同时，还拥有多种技能的工作经验，而不是单一的专业化。–T型、通才型、跨职能型人才是敏捷团队成员的重要特点。

168、 [单选] 一个项目负责人被分配到一个新项目，并被要求组建一个有效的五人敏捷团队。如果项目负责人没有限制，他们应该选择哪个团队？

A project leader is assigned to a new project and is asked to assemble an effective five- member agile team. If the project leader has no restrictions, which team should they choose?

A：成员独立工作且是最好的主题专家的团队（SMEs）。
A team whose members work independently and are the best subject matter experts (SMEs).

B：一个团队的成员有更广泛的能力，但喜欢单独工作。
A team whose members have more general aptitudes but like to work individually.

C：一个团队的成员拥有不同的技能，并且分布在不同的地理位置。
A team whose members have different skill sets and are spread out geographically.

D：一个团队的成员有更广泛的能力，可以在不同的任务上合作。
A team whose members have more general aptitudes and can collaborate on different tasks.

D

变更–变更流程–变更流程，变更提出后，先分析影响，再提交含解决措施的变更请求给CCB。–在预测中加入敏捷方法相当于一个新的变更，要走变更流程。

变更–偏差分析判断基准是否变化→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。

169、 [单选] 预测型项目团队遇到一个场景，他们需要使用一些敏捷工具和方法。然而，他们并不认为这是合适的，因为他们的组织项目管理流程并没有提到这一点。在这种情况下，项目经理应该怎么做？

A predictive project team come across a scenario where they need to use some agile tools and methods. However, they did not feel this was appropriate since their organizational project management processes did not mention this. What should the project manager do in this scenario?

A：确保项目团队遵循组织的项目管理过程。
Ensure the project team follows the organizational project management processes.

B：创建一个变更请求，以包含敏捷方法并继续实施。
Create a change request to include the agile methods and proceed to implementation.

C：与团队合作，确定适当的项目方法和做法，并加以实施。
Work with the team to determine appropriate project methods and practices and implement them.

D：准备总结并将此问题上报项目变更控制委员会（CCB）。
Prepare a summary and escalate this issue to the project’s change control board (CCB).

B

6.进度管理–组织变革–变革就绪情况

• 管理层的变革意愿；
• 组织在员工认知、审核和评估方式上做出改变的意愿；
• 集中或分散项目、项目集和项目组合管理职能；
• 专注于短期预算和指标而不是长期目标；
• 人才管理成熟度和能力。

强烈鼓励又不是强迫，以客户需求为主吧

170、 [单选] 一位项目经理已经使用预测型方法与同一组干系人一起工作了3年。这些干系人已投资于许多项目，并熟悉该方法。最近，该组织强烈鼓励所有项目经理采用敏捷方法。这是在项目经理计划启动一个大型复杂项目的两周前宣布的。项目经理应该怎么做？

A project manager has been working with the same group of stakeholders for 3 years using a predictive approach. The stakeholders have invested in many projects and are familiar with the approach. Recently the organization has strongly encouraged all project managers to adopt an agile approach. This was announced 2 weeks before the project manager planned to kick off a large complex project with the same group of stakeholders. What should the project manager do?

A：在新项目中使用敏捷方法，并为那些不熟悉这种方法的干系人安排敏捷培训。
Use the agile approach in the new project and schedule agile training for those stakeholders who are new to this approach.

B：继续使用新项目的预测型方法，因为这是干系人所熟悉方法。
Continue to use the predictive approach in the new project since it is the approach the stakeholders are familiar with using.

C：只与团队成员分享在新项目中采用敏捷方法的优点和缺点，并让他们决定使用哪种方法。
Share the pros and cons of adopting an agile approach for the new project only with the team and ask them to decide which approach to use.

D：与干系人分享和讨论采用敏捷方法的利弊，并选择他们喜欢的新项目方法。
Share and discuss the pros and cons of adopting agile with the stakeholders and choose the approach they prefer for the new project.

D
组织变革最大的困难在于干系人的支持。因此要与干系人充分讨论。