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7. 項(xiàng)目經(jīng)理通知敏捷團(tuán)隊(duì)成員，由于意外的個人問題，產(chǎn)品負(fù)責(zé)人將不能參加即將到來的沖刺審查。這種情況下最可能的結(jié)果是什么？ A project manager informs the agile team members that, due to unexpected personal issues, the product owner will be unable to attend the upcoming sprint review. What would be the most likely outcome of this situation?
A不清楚團(tuán)隊(duì)在沖刺期間開發(fā)的產(chǎn)品增量是否被接受 It will be unclear whether the product increment developed by the team during the sprint is accepted or not?
B團(tuán)隊(duì)無法確定他們用于開發(fā)產(chǎn)品的過程是否需要改進(jìn) The team will be unable to determine if the process they used to develop the product needs improvement?
C不會產(chǎn)生任何嚴(yán)重后果，因?yàn)楫a(chǎn)品負(fù)責(zé)人缺席了一次沖刺審查會議 There will be no significant consequences as a result of the product owner missing one sprint review meeting?
D無法確定項(xiàng)目團(tuán)隊(duì)在最新沖刺期間增加了多少價值 It will be impossible to determine how much value has been added by the project team during the latest sprint?
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正確答案： A
解釋說明： 知識點(diǎn)出處： 敏捷實(shí)踐指南 頁碼：P55 章節(jié)：5.2.5 展示/評審 ：當(dāng)團(tuán)隊(duì)以用戶故事的形式完成特定功能時，團(tuán)隊(duì)會定期展示工作產(chǎn)品?？催^展示后，產(chǎn)品負(fù)責(zé)人接受或拒絕故事。 PO決定接受或拒絕故事，PO來不了，就驗(yàn)收不了。
11. 高級主管希望開始一項(xiàng)計(jì)劃，將公司戰(zhàn)略和附加價值與業(yè)務(wù)計(jì)劃保持一致。應(yīng)該先創(chuàng)建下列哪一項(xiàng)？ A senior executive wants to start an initiative align the company’s strategy and add business plan. Which of the following should be developed first?
A項(xiàng)目和產(chǎn)品的詳細(xì)描述 Detailed description of project and product?
B描述項(xiàng)目可交付成果和創(chuàng)建這些可交付成果所需工作的說明書 Statement describing the project’s deliverables and the work required to create deliverables?
C定義如何執(zhí)行、監(jiān)控和收尾項(xiàng)目的項(xiàng)目計(jì)劃 Project plan to define how the project is executed, monitored and controlled?
D正式授權(quán)一個項(xiàng)目的文件 Document that formally authorizes the project?
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正確答案： D
解釋說明： 知識點(diǎn)出處： PMBOK 6th 頁碼：P81 章節(jié)：4.1.3.1 項(xiàng)目章程： 項(xiàng)目章程是由項(xiàng)目啟動者或發(fā)起人發(fā)布的，正式批準(zhǔn)項(xiàng)目成立，并授權(quán)項(xiàng)目經(jīng)理使用組織資源開展項(xiàng)目活動的文件。它記錄了關(guān)于項(xiàng)目和項(xiàng)目預(yù)期交付的產(chǎn)品、服務(wù)或成果的高層級信息。項(xiàng)目要在章程正式批準(zhǔn)后才能正式開始。
13. 作為估算活動持續(xù)時間過程的一部分，項(xiàng)目經(jīng)理促成了與產(chǎn)品負(fù)責(zé)人和Scrum團(tuán)隊(duì)的沖刺計(jì)劃會議。項(xiàng)目經(jīng)理將用戶故事分解為較小的任務(wù)項(xiàng)，以小時為單位估算所需時間，并根據(jù)團(tuán)隊(duì)的能力確定沖刺待辦事項(xiàng)列表。盡管計(jì)劃周密，沖刺還是失敗了。項(xiàng)目經(jīng)理當(dāng)初可采取什么樣的不同做法？ As part of the Estimate Activity Durations process, the project manager facilitates a sprint planning meeting with the product owner and Scrum team. The project manager breaks down the user stories into low-level tasks, estimates the time required in hours, and determines the sprint backlog based on the team's capacity. Despite meticulous planning, the sprint fails. What might the project manager have done differently?
A在確定沖刺待辦事項(xiàng)列表之前，要求團(tuán)隊(duì)為產(chǎn)品待辦事項(xiàng)列表設(shè)優(yōu)先級 Asked the team to prioritize the product backlog before determining the sprint backlog?
B將確定的低級任務(wù)分配給項(xiàng)目進(jìn)度計(jì)劃中的特定人員 Assigned the identified low-level tasks to specific individuals in the project schedule?
C授權(quán)團(tuán)隊(duì)確定他們在沖刺期間可以完成多少用戶故事 Empowered the team to determine how many user stories they can complete during the sprint?
D在估算用戶故事和任務(wù)的大小時，使用故事點(diǎn)而不是小時 Used story points instead of hours while estimating the size of the user stories and tasks?
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正確答案： C
解釋說明： 知識點(diǎn)出處： 敏捷實(shí)踐指南 頁碼：P153 章節(jié)：術(shù)語表 自組織團(tuán)隊(duì)：它是一種跨職能團(tuán)隊(duì)，其中為實(shí)現(xiàn)團(tuán)隊(duì)目標(biāo)團(tuán)隊(duì)成員根據(jù)需要輪換著發(fā)揮領(lǐng)導(dǎo)作用。 自組織團(tuán)隊(duì)的核 心就是做什么事情，團(tuán)隊(duì)成員說了算。
15. 一個敏捷項(xiàng)目已經(jīng)進(jìn)入了第七次沖刺階段。在沖刺結(jié)束前兩天，客戶通知產(chǎn)品負(fù)責(zé)人，他們忘記在沖刺中包含某個功能。高級經(jīng)理無意中聽到談話，并表示包含該功能意味著范圍蔓延，并不應(yīng)被允許。產(chǎn)品負(fù)責(zé)人的最佳行動方案是什么？ An agile project has entered its seventh sprint. Two days before the end of the sprint, the customer informs the product owner that they forgot to include one feature in the sprint. A senior manager overhears the conversation and states that including the feature represents scope creep and should not be allowed. What is the product owner's best course of action?
A與客戶合作，在產(chǎn)品待辦事項(xiàng)列表中為該功能設(shè)優(yōu)先級 Work with the customer to prioritize the feature in the product backlog?
B請求客戶提交變更請求 Request that the customer submit a change request?
C指導(dǎo)團(tuán)隊(duì)在當(dāng)前的沖刺中開發(fā)該功能 Instruct the team to develop the feature in the current sprint?
D按照高級經(jīng)理的指示拒絕該功能 Reject the feature as instructed by the senior manager?
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正確答案： A
解釋說明： 知識點(diǎn)出處：敏捷實(shí)踐指南 頁碼：41 章節(jié)：4.3.2 產(chǎn)品負(fù)責(zé)人 Product Owner： 創(chuàng)建待辦列表并排序 、確認(rèn)工作優(yōu)先順序、 提供反饋、 指導(dǎo)開發(fā)方向 敏捷擁抱變更， PO與客戶一起確認(rèn)優(yōu)先級。
17. 敏捷項(xiàng)目團(tuán)隊(duì)與產(chǎn)品負(fù)責(zé)人、項(xiàng)目經(jīng)理和其他關(guān)鍵項(xiàng)目相關(guān)方會面，討論項(xiàng)目必須經(jīng)過的多層計(jì)劃。參與者承認(rèn)在發(fā)布和迭代級別上需要計(jì)劃。項(xiàng)目經(jīng)理指出，每天都需要規(guī)劃。項(xiàng)目經(jīng)理指的是以下哪項(xiàng)？ An agile project team meets with the product owner, project manager, and other key project stakeholders to discuss the multiple levels of planning that the project will have to go through. The participants acknowledge that planning will be required at the release and iteration level. The project manager indicates that planning will also be required on a day-to-day basis. Which of the following does the project manager refer to?
A在項(xiàng)目中盡早實(shí)施體系結(jié)構(gòu)刺探以降低技術(shù)風(fēng)險 Carrying out an architectural spike to reduce technical risks as early as possible in the project?
B同步和協(xié)調(diào)導(dǎo)致完成任務(wù)的個別活動 Synchronizing and coordinating the individual activities that lead up to the completion of a task?
C獲取項(xiàng)目團(tuán)隊(duì)成員，并根據(jù)資源管理計(jì)劃分配任務(wù) Acquiring project team members and assigning the tasks per the resource management plan?
D與組織中從事同一項(xiàng)目的其他團(tuán)隊(duì)協(xié)調(diào)團(tuán)隊(duì)活動 Coordinating team activities with other teams working on the same project in the organization?
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正確答案： B
解釋說明： 知識點(diǎn)出處： 敏捷實(shí)踐指南 頁碼：P53 章節(jié)：5.2.4 每日站會：? 上次站會以來我都完成 了什么？ ? 從現(xiàn)在到下一次站會， 我計(jì)劃完成什么？ ? 我的障礙（或風(fēng)險或 問題）是什么？ 每日站會不解決問題。
20. 對于一個具有戰(zhàn)略意義的重要客戶資源，項(xiàng)目經(jīng)理在確認(rèn)矩陣組織中資源可用性時，發(fā)現(xiàn)某個關(guān)鍵資源已調(diào)往一個內(nèi)部項(xiàng)目，項(xiàng)目經(jīng)理首先應(yīng)該采取何種行動？ For a strategically important customer resource, when the project manager identifies a resource availability in a matrix organization, it discovers that a key resource has been redeployed to an internal project, and what action should the project manager take first?
A與項(xiàng)目贊助人協(xié)商推遲項(xiàng)目 Negotiate and postpone projects with project sponsors?
B要求項(xiàng)目管理辦公室將資源重新調(diào)回項(xiàng)目 Request the project management Office to reassign resources to the project?
C更新風(fēng)險登記簿 Update the Risk register?
D與職能經(jīng)理協(xié)商將資源重新調(diào)回項(xiàng)目 Negotiate resources back to project with functional manager?
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正確答案： D
解釋說明： 知識點(diǎn)出處： PMBOK 6th 頁碼：P332 章節(jié)：9.3.2.2 談判： 職能經(jīng)理。 確保項(xiàng)目在要求的時限內(nèi)獲得最佳資源，直到完成職責(zé)。 執(zhí)行組織中的其他項(xiàng)目 管理團(tuán)隊(duì)。合理分配稀缺或特殊資源。 外部組織和供應(yīng)商。提供合適的、稀缺的、特殊的、合格的、經(jīng)認(rèn)證的或其他 特殊的團(tuán)隊(duì)或?qū)嵨镔Y源。 特別需要注意與外部談判 有關(guān)的政策、慣例、流程、指南、法律及其他標(biāo)準(zhǔn)。 獲取資源，優(yōu)先談判
22. 項(xiàng)目團(tuán)隊(duì)成員來自于多個部門，并將處理項(xiàng)目和運(yùn)營活動，任務(wù)和資源均已確定。若要確保資源，項(xiàng)目經(jīng)理應(yīng)做什么？ Project team members come from multiple departments and will handle project and operational activities, tasks and resources have been determined. What should the project manager do to ensure resources?
A要求職能經(jīng)理為項(xiàng)目提供可用資源 Ask the functional manager to provide available resources for the project?
B與職能經(jīng)理協(xié)商項(xiàng)目的資源和角色 Negotiate project resources and roles with functional managers?
C聯(lián)系資源，溝通任務(wù)，并與職能經(jīng)理確認(rèn) Contact resources, communicate tasks, and confirm with functional manager?
D將資源需求發(fā)送給發(fā)起人以與職能經(jīng)理協(xié)商 Send resource requirements to the sponsor to negotiate with the functional manager?
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正確答案： B
解釋說明： 知識點(diǎn)出處： PMBOK 6th 頁碼：P332 章節(jié)：9.3.2.2 談判： 職能經(jīng)理。 確保項(xiàng)目在要求的時限內(nèi)獲得最佳資源， 直到完成職責(zé)。 執(zhí)行組織中的其他項(xiàng)目管理團(tuán)隊(duì)。合理分配稀缺 或特殊資源。 外部組織和供應(yīng)商。提供合適的、稀缺的、特殊的、合格的、經(jīng)認(rèn)證的或其他 特殊的團(tuán)隊(duì)或?qū)嵨镔Y源。 特別需要注意與外部談判有關(guān)的政策、慣例、流程、 指南、法律及其他標(biāo)準(zhǔn)。 獲取資源，優(yōu)先談判
24. 一位敏捷教練被分配到一個新成立的團(tuán)隊(duì)中，負(fù)責(zé)他們的第一個項(xiàng)目。教練安排了團(tuán)隊(duì)，提供了關(guān)于敏捷最佳實(shí)踐的培訓(xùn)，并解釋說敏捷團(tuán)隊(duì)是自我管理的。然而，團(tuán)隊(duì)成員正在努力從看板面板分配用戶故事，并且由于缺乏協(xié)作，生產(chǎn)力正在受到影響。敏捷教練的最佳行動方案是什么？ An agile coach has been assigned to a newly formed team with their first project. The coach colocated the team, provided training on agile best practices, and explained that agile teams are self-managing. However, the team members are struggling to assign user stories from the Kanban board, and productivity is suffering as a result of the lack of collaboration. What is the best course of action for the agile coach?
A忽略這個問題，因?yàn)槊艚輬F(tuán)隊(duì)?wèi)?yīng)該是自我管理的 Ignore the problem as agile teams are supposed to be self-managing.?
B從現(xiàn)在開始，將用戶故事標(biāo)記給各個團(tuán)隊(duì)成員 Assign the user stories to individual team members from now onward?
C將團(tuán)隊(duì)章程替換為更有生產(chǎn)力的項(xiàng)目團(tuán)隊(duì)的章程 Replace the team charter with one from a more productive project team.?
D采取更直接的方法，由于團(tuán)隊(duì)仍處于形成階段 Take a more directive approach since the team is still in its forming stage.?
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正確答案： D
解釋說明： 知識點(diǎn)出處： PMBOK 6th 頁碼：P338 章節(jié)：9.4 塔克曼階梯理論：形成階段 、 震蕩階段 、規(guī)范階段、成熟階段 、 解散階段 形成階段，敏捷教練應(yīng)該指導(dǎo)團(tuán)隊(duì)。
25. 兩名項(xiàng)目團(tuán)隊(duì)成員經(jīng)常對項(xiàng)目工作方法產(chǎn)生分歧，若要解決這樣的情況，項(xiàng)目經(jīng)理應(yīng)該做什么？ Two project team members often disagree on project working methods. What should the project manager do to resolve this situation?
A與這些團(tuán)隊(duì)成員的直接經(jīng)理進(jìn)行面對面的會談 Have face-to-face meetings with the direct managers of these team members?
B審查團(tuán)隊(duì)績效數(shù)據(jù)以確定這是否影響項(xiàng)目 Review team performance data to determine if this affects the project?
C組織團(tuán)隊(duì)建設(shè)活動以增強(qiáng)團(tuán)隊(duì)關(guān)系 Organize team building activities to enhance team relationships?
D使用沖突管理技能，營造一個積極的工作環(huán)境 Use conflict management skills to create a positive work environment?
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正確答案： D
解釋說明： 知識點(diǎn)出處： PMBOK 6th 頁碼：348 章節(jié)：9.5.2.1 沖突管理 ：成功的沖突管理可提高生產(chǎn)力，改進(jìn)工作關(guān)系。同時，如果管理得當(dāng)，意見分歧有利于提高創(chuàng)造力和改進(jìn)決策。 如果管理得當(dāng)，有助于提高創(chuàng)造力和改進(jìn)。
26. 一家供應(yīng)商稱因?yàn)槟稠?xiàng)主要功能未包含在約定的范圍內(nèi)，所以未能實(shí)施。項(xiàng)目團(tuán)隊(duì)不認(rèn)同這一說法，項(xiàng)目經(jīng)理下一步應(yīng)該做什么？ A supplier said that a major function could not be implemented because it was not included in the agreed scope. The project team did not agree with this statement. What should the project manager do next?
A將該問題升級上報(bào)給項(xiàng)目發(fā)起人解決 Escalate the issue to the project sponsor for resolution?
B簽發(fā)一份報(bào)價邀請書(RFQ),聘請新的供應(yīng)商 Issue an invitation to quote (RFQ) and hire a new supplier?
C要求法律部門對供應(yīng)商采取行動 Ask the legal department to take action on the supplier?
D審查采購管理計(jì)劃和合同協(xié)議 Review the procurement management plan and contract agreement?
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正確答案： D
解釋說明： 知識點(diǎn)出處： PMBOK 6th 頁碼：P489 章節(jié)：12.2.3.2 協(xié)議：可包括（但不限于）： 采購工作說明書或主要的 可交付成果； 進(jìn)度計(jì)劃、里程碑，或進(jìn)度計(jì)劃中規(guī)定的日期； 績效報(bào)告； 定價和支付條款； 檢查、質(zhì)量和驗(yàn)收標(biāo)準(zhǔn)； 范圍有歧義， 查看合同中對可交付成果的定義
28. 在項(xiàng)目開始時，一位相關(guān)方通知項(xiàng)目經(jīng)理他們將缺席多次項(xiàng)目會議，項(xiàng)目經(jīng)理首先應(yīng)該做什么？ At the beginning of the project, a related party informs the project manager that they will be absent from multiple project meetings. What should the project manager do first?
A識別一位替代相關(guān)方在該相關(guān)方缺席時參加會議 Identify an alternate party to the meeting in the absence of that party.?
B通過映射他們的權(quán)力和影響力來分析相關(guān)方 Analyze interested parties by mapping their power and influence.?
C監(jiān)控該相關(guān)方，并在會議之前請求提供信息 Monitor the interested party and request information before the meeting?
D堅(jiān)持要求讓該相關(guān)方參加所有會議以避免開創(chuàng)先例 Insist on having the relevant party participate in all meetings to avoid setting a precedent?
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正確答案： B
解釋說明： 知識點(diǎn)出處： PMBOK 6th 頁碼：P512 章節(jié)：13.1.2.4 權(quán)力影響方格： 基于相關(guān)方的職權(quán)級別（權(quán)力）、對項(xiàng)目成果的關(guān)心程度（利益）、對項(xiàng)目成果的影響能力（影響），或改變項(xiàng)目計(jì)劃或執(zhí)行的能力，每一種方格都可用于對相關(guān)方進(jìn)行分類。 與權(quán)力/利益方格類似，權(quán)力影響也是分成四個區(qū)間。
35. 公司計(jì)劃發(fā)布一款新的軟件產(chǎn)品以應(yīng)對市場需求，項(xiàng)目經(jīng)理組織一次與所有內(nèi)部項(xiàng)目相關(guān)方會議，討論并整合輸入和想法。項(xiàng)目經(jīng)理執(zhí)行的是下列哪一項(xiàng)？ A company plans to release a new software product in response to market demand. A project manager organizes a workshop with all internal project stakeholders to discuss and consolidate inputs and ideas. What is the project manager performing?
A思維導(dǎo)圖 Mind mapping?
B決策分析 Decision analysis?
C親和圖 Affinity diagramming?
D頭腦風(fēng)暴 Brainstorming?
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正確答案： D
解釋說明： 知識點(diǎn)出處： PMBOK 6th 頁碼：P80 章節(jié)：4.1.2.2 頭腦風(fēng)暴： 本技術(shù)用于在短時間內(nèi)獲得大量創(chuàng)意，適用于團(tuán)隊(duì)環(huán)境，需要引導(dǎo)者進(jìn)行引導(dǎo)。頭腦風(fēng)暴由兩個部分構(gòu)成：創(chuàng)意產(chǎn)生和創(chuàng)意分析。 召集所有相關(guān)方討論想法。 ABC啟動過程沒有此工具
41. 在每日站會上，項(xiàng)目經(jīng)理與團(tuán)隊(duì)成員逐個交流，詢問每個成員已經(jīng)完成的工作，并批評他們到目前為止團(tuán)隊(duì)進(jìn)展緩慢。會議持續(xù)了近一個小時，最后變成了一個狀態(tài)會議。項(xiàng)目經(jīng)理應(yīng)該做些什么來避免下次的站會變成狀態(tài)會議？ During a daily standup meeting, the project manager goes from one team member to another questioning each one on the work they have accomplished and reprimanding them for the slow progress the team made so far. The meeting lasts for almost an hour and turns into a status meeting. What should the project manager do differently to avoid the next standup meeting turning into a status meeting?
A使用在會議開始30分鐘后配置為報(bào)警的計(jì)時器 Use a timer configured to alarm 30 minutes after the start of the meeting?
B將開發(fā)生命周期從適應(yīng)型切換到預(yù)測 Switch the development life cycle from adaptive to predictive?
C讓團(tuán)隊(duì)成員代替項(xiàng)目經(jīng)理來引導(dǎo)站會 Have a team member to facilitate the standup instead of the project manager?
D只關(guān)注阻礙進(jìn)展的障礙和阻礙的問題 Only focus on issues that represent roadblocks and impediments to progress?
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正確答案： C
解釋說明： 知識點(diǎn)出處： 敏捷實(shí)踐指南 頁碼：P54 章節(jié)：5.2.4 站會中常見的一個反模式是，站會變成了狀態(tài)報(bào)告會議。 團(tuán)隊(duì)可以舉辦自己的站會。只要體現(xiàn)了團(tuán)隊(duì)工作需要的 密切合作，進(jìn)行順利，站會便會非常有用。要針對團(tuán)隊(duì) 何時需要站會、站會是否有效等問題有意識地做出決定。 站會可以自組織，讓團(tuán)隊(duì)成員輪流主持。站會非狀態(tài)報(bào)告會。
43. 一個關(guān)鍵相關(guān)方堅(jiān)持團(tuán)隊(duì)用正式的文檔廣泛地記錄軟件代碼。產(chǎn)品負(fù)責(zé)人解釋說，雖然一定數(shù)量的文檔是必要的，但團(tuán)隊(duì)成員最好把時間花在開發(fā)軟件上，因?yàn)檫@對客戶來說代表了最大的價值。產(chǎn)品負(fù)責(zé)人向相關(guān)方解釋了以下哪一種敏捷概念？ A key stakeholder insists that the team extensively documents the software code in a formal document. The product owner explains that while a certain amount of documentation is necessary, the team members time is better spent developing the software because it is what represents the most value to the customer. Which of the following agile concepts does the product owner explain to the stakeholder?
A略微分配 Fractionally assigned?
B服務(wù)型領(lǐng)導(dǎo) Servant leadership?
C勉強(qiáng)夠用 Barely sufficient?
D結(jié)對編程 Pair programming?
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正確答案： C
解釋說明： 知識點(diǎn)出處：敏捷實(shí)踐指南 頁碼：P9 章節(jié)：2.2 工作的軟件大于流程和文檔。
45. 在什么時候通過增加剩余項(xiàng)目的預(yù)算（利用業(yè)績表現(xiàn)修正的）達(dá)到當(dāng)前實(shí)際的計(jì)算EAC的方法最經(jīng)常使用？ When is the most frequently used method of calculating EAC by increasing the budget of the remaining projects (corrected by performance) to achieve the current actual calculation?
A在偏離被視為非典型的偏離的時候 Current variances are viewed as atypical ones?
B由于條件發(fā)生變化，初始的估計(jì)假定不再可信的時候 Original estimating assumptions are no longer reliable because conditions have changed?
C當(dāng)前的偏離被視為未來偏離的代表的時候 Current variances are viewed as typical of future variances?
D初始的估計(jì)假定被認(rèn)為存在根本性缺陷的時候 Original estimating assumptions are considered to be fundamentally flawed?
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正確答案： C
解釋說明： 知識點(diǎn)出處： PMBOK 6th 頁碼：P265 章節(jié)：7.4.2.2 預(yù)測：假設(shè)以當(dāng)前 CPI 完成 ETC 工作。這種方法假設(shè)項(xiàng)目將按 截至目前的情況繼續(xù)進(jìn)行，即 ETC工作將按項(xiàng)目截至目前的累計(jì)成本績效指數(shù)（CPI） 實(shí)施。公式：EAC = BAC/CPI。 利用業(yè)績表現(xiàn)修正，說明偏差 具備代表性， 屬于典型偏差。
51. 一家公司已與一家水電站簽訂了軟件開發(fā)合同。項(xiàng)目管理計(jì)劃指定Scrum作為開發(fā)方法。在項(xiàng)目的幾次沖刺階段，監(jiān)管機(jī)構(gòu)通知執(zhí)行機(jī)構(gòu)，由于新的環(huán)境法，原本不包括在范圍基準(zhǔn)中的安全功能將需要被內(nèi)置到軟件中。項(xiàng)目經(jīng)理的最佳行動方案是什么？ A company has been contracted to develop software for a hydroelectric plant. The project management plan specifies Scrum as the development approach. Few sprints into the project, regulators notify the performing organization that due to new environmental laws, safety features originally not included in the scope baseline will need to be built into the software. What is the project manager's best course of action?
A發(fā)出變更請求以更新項(xiàng)目管理計(jì)劃，一旦獲得批準(zhǔn)，確保范圍基準(zhǔn)得到更新 Issue a change request to update the project management plan and, once approved, ensure that the scope baseline is updated?
B與產(chǎn)品負(fù)責(zé)人進(jìn)行根本原因分析，以確定為安全功能最初未包含在范圍中的原因 Conduct a root cause analysts with the product owner to determine why the safety features were not included in the scope in the first place?
C使用MoSCoW優(yōu)先級模型來梳理范圍基準(zhǔn)，并將新的安全功能分類為"應(yīng)具有" Use the MoSCoW model of prioritization to groom the scope baseline and categorize the new safety features as "should have"?
D在沖刺計(jì)劃期間與團(tuán)隊(duì)討論新功能，如果團(tuán)隊(duì)同意，請他們在下次沖刺中實(shí)現(xiàn)功能 Discuss the new features with the team during sprint planning and if the team agrees, ask them to implement the features in the next sprint?
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正確答案： A
解釋說明： 知識點(diǎn)出處： PMBOK 6th 頁碼：P113 章節(jié)：4.6 變更流程：變更提出后，先分析影響，再提交含解決措施的變更請求給 CCB 存在范圍基準(zhǔn)，說明使用了混合方法 改變了范圍基準(zhǔn)， 需要提交變更請求。
52. 在你的項(xiàng)目中，鍍金一直是反復(fù)出現(xiàn)的問題，因?yàn)閳F(tuán)隊(duì)一直在添加他們認(rèn)為對客戶有用的功能，盡管這些功能并沒有包含在WBS中。變更請求是在事后提交的，并且一些功能最終被添加到項(xiàng)目范圍。你擔(dān)心與計(jì)劃的偏差。你會怎樣做才能更好地控制范圍，防止進(jìn)一步鍍金？ Gold plating had been a recurring issue on your project as the team has been adding features they think are useful for the customer even though the features were not included in the WBS. Change requests have been submitted after the fact, and some of the features were eventually added to the project scope. You are concerned about deviations from the plan. What might you do to control scope better and prevent further gold plating?
A采用敏捷方法，這樣團(tuán)隊(duì)就可以開發(fā)任何他們認(rèn)為有價值的功能 Adopt an agile approach so the team can develop any features they deem valuable?
B提交變更請求，以獲取問題日志中的鍍金問題 Submit a change request to capture the gold plating problem in the issue log?
C在項(xiàng)目回顧中討論問題，并更新經(jīng)驗(yàn)教訓(xùn)登記冊 Discuss the issue at the project retrospective and update the lessons learned register?
D與團(tuán)隊(duì)成員進(jìn)行日常站會的敏捷實(shí)踐相協(xié)調(diào) Incorporate the agile practice of holding daily standup meetings with the team?
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正確答案： D
解釋說明： 補(bǔ)充知識點(diǎn) 范圍蔓延： 在客戶的要求下，沒有經(jīng)過正常的范圍變更控制批準(zhǔn)程序， 而直接擴(kuò)大了項(xiàng)目定義范圍的工作內(nèi)容。 鍍金：范圍蔓延的一種，指在定義范圍的工作范圍以內(nèi)，項(xiàng)目團(tuán)隊(duì)主動增加的額外工作。 鍍金是在任何開發(fā)方法中 都不建議的。因此A不對， 即使到敏捷，也是PO決定范圍。 D，每日站會讓開發(fā)團(tuán)隊(duì)集中在現(xiàn)有范圍內(nèi)。
55. 敏捷教練協(xié)助團(tuán)隊(duì)召開會議，對團(tuán)隊(duì)剛剛完成的迭代進(jìn)行反思和調(diào)整。教練和團(tuán)隊(duì)成員為討論設(shè)置了階段，創(chuàng)建了迭代過程中發(fā)生的事情的共享圖片，評估在前一步中生成的數(shù)據(jù)，并決定如何處理討論過程中確定的問題。這次會議的下一步應(yīng)該是什么？ An agile coach facilitates a meeting with the team to reflect and adapt on the iteration the team has just completed. The coach and the team members set the stage for the discussion, create a shared picture of what happened during the iteration, evaluate the data generated in the previous step, and decide what to do about the problems identified during the discussion. What should be the next step in this meeting?
A執(zhí)行決策 Implement the decisions?
B結(jié)束會議 Close the meeting?
C演示產(chǎn)品 Demonstrate the product?
D解散參與者 Dismiss the participants?
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正確答案： B
解釋說明： 知識點(diǎn)出處： 敏捷實(shí)踐指南 頁碼：P50 章節(jié)：5.2.1 回顧總結(jié)會：回顧是最重要的一個實(shí)踐，原因是它能讓 團(tuán)隊(duì)學(xué)習(xí)、改進(jìn)和調(diào)整其過程。 回顧會的三個步驟，反思—改進(jìn)—計(jì)劃。題干中步驟完成，結(jié)束會議。
59. 項(xiàng)目經(jīng)理在項(xiàng)目執(zhí)行中途負(fù)責(zé)管理該項(xiàng)目。項(xiàng)目相關(guān)方對團(tuán)隊(duì)績效和交付表示擔(dān)憂。團(tuán)隊(duì)成員向項(xiàng)目經(jīng)理保證，根據(jù)批準(zhǔn)的范圍，項(xiàng)目符合進(jìn)度計(jì)劃和預(yù)算。 若要管理這項(xiàng)目的相關(guān)方，項(xiàng)目經(jīng)理應(yīng)查閱哪份文件？ The project manager is responsible for managing the project in the midway of the project. Project stakeholders are concerned about team performance and delivery. The team members assure the project manager that the project is in line with the schedule and budget according to the approved scope. Which document should the project manager review to manage the stakeholders involved in this project?
A績效報(bào)告 Performance Report?
B項(xiàng)目管理信息系統(tǒng) （PMIS）Project Management Information System (PMIS)?
C績效改進(jìn)計(jì)劃 Performance Improvement Plan?
D培訓(xùn)計(jì)劃 Training Program?
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正確答案： A
解釋說明： 知識點(diǎn)出處： PMBOK 6th 頁碼：P382 章節(jié)：10.2.1.3 工作績效報(bào)告： 根據(jù)溝通管理計(jì)劃的定義，工作績效報(bào)告會通過本過程傳遞給項(xiàng)目相關(guān)方可以表現(xiàn)為有助于引起關(guān)注、制定決策和采取行動的儀表指示圖、熱點(diǎn)報(bào)告、 信號燈圖或其他形式。 相關(guān)方擔(dān)心績效，就把績效報(bào)告給相關(guān)方看，用以引起 關(guān)注或制定決策。
61. 在某建設(shè)工程項(xiàng)目的地基開挖過程中，對于因氣候原因造成的進(jìn)度延后風(fēng)險，項(xiàng)目經(jīng)理采取了風(fēng)險接受的策略。由于在施工期間下特大雨，工程不得不停工3天。項(xiàng)目經(jīng)理應(yīng)該怎么做？ During the foundation excavation of a construction project, the project manager adopts risk acceptance strategy for the delay risk caused by climate reasons. Due to the extremely heavy rain during the construction period, the project has to be suspended for 3 days.
A使用應(yīng)急儲備 To use emergency reserves?
B把項(xiàng)目工期延長3天 To extend the project duration by 3 days?
C要求保險公司賠償 To make a claim to the insurer?
D與團(tuán)隊(duì)成員開會討論處理方案 To meet and discuss with team members for handling solutions?
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正確答案： A
解釋說明： 知識點(diǎn)出處： PMBOK 6th 頁碼：P443 章節(jié)：11.5.2.4 接受風(fēng)險接受是指承認(rèn)威脅的存在，但不主動采取措施。 接受策略又分為主動或被動方式。最常見的主動接受策略是 建立應(yīng)急儲備。被動接受策略則不會主動采取行動。 最常見的主動接受策略是建立應(yīng)急儲備。
72. 項(xiàng)目經(jīng)理被批準(zhǔn)執(zhí)行一個價值1200萬美元為期三年的項(xiàng)目，6個月后，25%項(xiàng)目已完成，項(xiàng)目團(tuán)隊(duì)開支為400萬美元。 計(jì)算完進(jìn)度績效指數(shù)和成本績效指數(shù)后，下一步應(yīng)該做什么？ The project manager is approved to execute a $12million, three-year project. After 25% of the project is completed. What is the next step after calculating the schedule performance index and cost performance index?
A要求更多資金 Ask for more money?
B執(zhí)行偏差分析 Perform variance analysis?
C制定績效預(yù)測 Develop performance forecast?
D提交變更請求 Submit a change request?
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正確答案： B
解釋說明： 知識點(diǎn)出處： PMBOK 6th 頁碼：P262 章節(jié)：7.4.2.2 偏差分析：成本和進(jìn)度偏差是最需要分析的兩種偏差。可開展偏差分析，通過比較計(jì)劃成本和實(shí)際成本，來識別成本基準(zhǔn)與實(shí)際項(xiàng)目績效之間的差異；然后可以實(shí)施進(jìn)一步的分析，以判定偏離進(jìn)度基準(zhǔn)的原因和程度，并決定是否需要采取糾正或預(yù)防措施 先進(jìn)行偏差分析,再確認(rèn)是否要采取糾正或預(yù)防措施。ACD都是糾正或預(yù)防措施。
73. 你的上一個敏捷項(xiàng)目遭受了各種各樣的延遲，比如陳述和驗(yàn)證需求、編寫和測試代碼、要求客戶澄清需求和接收澄清之間的時間間隔。在即將到來的敏捷項(xiàng)目中，你希望應(yīng)用一些精益敏捷實(shí)踐來確保減少或完全消除時間浪費(fèi)。在計(jì)劃即將到來的項(xiàng)目時，你最好的行動方案是什么？ Your last agile project suffered from various delays, such as time passing between stating and verifying requirements, writing and testing code, and asking customers to clarify requirements and receiving clarifications. In your upcoming agile project, you want to apply some lean-agile practices to ensure that time waste reduced or entirely eliminated. What is your best course of action while planning your upcoming project?
A制定并嚴(yán)格執(zhí)行詳細(xì)的項(xiàng)目管理計(jì)劃 Develop and rigorously follow a detailed project management plan?
B使用根本原因分析技術(shù)查找過程中的瓶頸 Use the root cause analysis techniques to find bottlenecks in the process?
C創(chuàng)建自主團(tuán)隊(duì)并為他們提供所需的資源 Create a self-directed team and provide them with the resources they need?
D安排與客戶的電話會議以明確要求 Schedule conference calls with the customer to clarify requirements?
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正確答案： C
解釋說明： 知識點(diǎn)出處：敏捷實(shí)踐指南 頁碼：P9 章節(jié)：2.2 自組織團(tuán)隊(duì)最符合敏捷的價值觀和原則
77. 你正在預(yù)測管理項(xiàng)目的敏捷階段的中途。公司CEO剛剛通知你們，由于疫情蔓延，所有非必要人員將被要求遠(yuǎn)程工作，包括你們的項(xiàng)目團(tuán)隊(duì)。然而，資源管理計(jì)劃要求使用集中辦公來增強(qiáng)溝通和協(xié)作。你的最佳行動方案是什么？ You are midway into an agile phase of a predictively managed project. You have just been notified by the company's CEO that, due to a growing pandemic, all non-essential personnel will be required to work remotely, including your project team. However, the resource management plan mandates the use of physical colocation to enhance communication and collaboration. What is your best course of action?
A請求變更資源管理計(jì)劃，以合并使用虛擬工具在遠(yuǎn)程環(huán)境中集中辦公 Request a change to the resource management plan to incorporate the use of virtual tools to replicate colocation in a remote environment?
B檢查虛擬團(tuán)隊(duì)成員的需求，調(diào)查替代方案，并實(shí)現(xiàn)虛擬團(tuán)隊(duì)成員參與的選項(xiàng) Examine virtual team member needs, investigate alternatives, and implement options for virtual team member engagement?
C提交變更請求以更新項(xiàng)目管理計(jì)劃，將項(xiàng)目管理方法從混合式轉(zhuǎn)變成預(yù)測性 Submit a change request to update the project management plan to migrate the project management approach from hybrid to predictive?
D將項(xiàng)目暫停直到疫情結(jié)束，然后讓小組回到現(xiàn)場工作，以遵守資源管理計(jì)劃 Put the project on hold until the pandemic is over and then bring the team back on-site to comply with the resource management plan?
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正確答案： A
解釋說明： 知識點(diǎn)出處： PMBOK 6th 頁碼：P357 章節(jié)：9.6.3.2 如果控制資源過程出現(xiàn)變更請求，或者推薦的糾正措施 或預(yù)防措施影響了項(xiàng)目管理計(jì)劃的任何組成部分或項(xiàng)目 文件，項(xiàng)目經(jīng)理應(yīng)提交變更請求。并通過實(shí)施整體變更 控制過程（見 4.6節(jié)）對變更請求進(jìn)行審查和處理。 確定變更了，就提交變更，更改資源管理計(jì)劃。
81. 已經(jīng)決定使用敏捷框架來管理項(xiàng)目。項(xiàng)目正在實(shí)施中。在這種適應(yīng)性環(huán)境中，項(xiàng)目經(jīng)理應(yīng)該關(guān)注什么？ It has been decided that a project will be managed using an agile framework. The project is now in execution. In this adaptive environment, what should be the focus of the project manager?
A執(zhí)行詳細(xì)的產(chǎn)品計(jì)劃和交付 Performing detailed product planning and delivery?
B建立合作決策的環(huán)境 Building a collaborative decision-making environment?
C要求項(xiàng)目團(tuán)隊(duì)對截止日期負(fù)責(zé) Holding the project team accountable for deadlines?
D計(jì)劃在每次迭代中將完成什么 Planning what will be accomplished during each iteration?
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正確答案： B
解釋說明： 知識點(diǎn)出處：敏捷實(shí)踐指南 頁碼：P34 章節(jié)：4.2.1 仆人式領(lǐng)導(dǎo)的職責(zé)： 仆人式領(lǐng)導(dǎo)通過管理關(guān)系，在團(tuán)隊(duì)內(nèi)和組織中建立溝通與協(xié)作。這些關(guān)系可以幫助領(lǐng)導(dǎo)在 組織中得心應(yīng)手地為團(tuán)隊(duì)提供支持。這種支持有助于消除障礙，促進(jìn)團(tuán)隊(duì)理順過程。 仆人式領(lǐng)導(dǎo)創(chuàng)造協(xié)作的環(huán)境
83. 你正在為一個為當(dāng)?shù)仉娏景惭b智能無線電表的多階段項(xiàng)目開發(fā)基準(zhǔn)。第一階段將準(zhǔn)備基礎(chǔ)設(shè)施，第二階段將安裝儀表，第三階段將上傳軟件。然而，由于反無線技術(shù)組織的反對，尚不清楚該項(xiàng)目是否會在整個規(guī)劃區(qū)域全部完工。在項(xiàng)目過早關(guān)閉的情況下，為了增加交付價值的機(jī)會，你的最佳行動方案是什么？ You are developing baselines for a multi-phase project to install smart wireless meters for a local electric utility company. The first phase will prepare infrastructure, second will install the meters, and third will upload the software. However, due to the opposition of anti-wireless-technology groups, it's unclear if the project will be completed all across the planned region. What is your best course of action to increase the chances of delivering value in case the project closes prematurely?
A要求當(dāng)?shù)卣疄轫?xiàng)目團(tuán)隊(duì)成員提供必要的安全措施，以保護(hù)他們免受與反無線技術(shù)團(tuán)體的潛在對抗 Request that the local government provide the necessary security measures for the project team members to protect them from the potential confrontation with the anti-wireless-technology groups?
B獲得發(fā)起人的批準(zhǔn)，向那些同意額外工作以盡快完成工作的人提供獎金，即使這涉及到在夜晚和周末輪班工作 Get approval from the sponsor to offer bonuses to those who agree to work extra time to complete the work as fast as possible even if this involves working in shifts during nights and weekends?
C建議將項(xiàng)目從多階段切換到一階段方法，并完成基礎(chǔ)設(shè)施準(zhǔn)備、儀表安裝和軟件上傳，迭代一次一個鄰域 Suggest switching the project from a multi-phase to one-phase approach and complete infrastructure preparation, meters' installation, and software upload in short iterations one neighborhood at a time?
D建議項(xiàng)目終止，因?yàn)樵诜桨钢忻枋龅那闆r下，無法按時、按時完成項(xiàng)目、范圍和預(yù)算，并為客戶提供任何價值 Recommend project termination since under the circumstances described in the scenario there is no way to complete the project on time, scope and budget, and deliver any value to the customer?
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正確答案： C
解釋說明： 知識點(diǎn)出處： 敏捷實(shí)踐指南 頁碼：P9 章節(jié)：2.2 敏捷十二原則第1條 ：我們的最高目標(biāo)是，通過盡早持續(xù)交付有價值的軟件來滿足客戶的需求。 價值交付是敏捷原則的第一條
88. 根據(jù)溝通管理計(jì)劃，項(xiàng)目應(yīng)該使用儀表板向相關(guān)方傳達(dá)信息。一些團(tuán)隊(duì)成員在更新他們在儀表板上的項(xiàng)目數(shù)據(jù)時遇到了一些困難。對項(xiàng)目經(jīng)理來說，最好的行動方案是什么？ According to the communications management plan, the project should use a dashboard to communicate information to stakeholders. Some team members are struggling to keep their project data current. What is the best action for the project manager?
A鼓勵團(tuán)隊(duì)成員盡可能輸入任何信息 Encourage team members to enter any information whenever they can?
B向那些在及時報(bào)告上有困難的團(tuán)隊(duì)成員提供幫助 Offer help to those team members who are struggling to report on time?
C讓團(tuán)隊(duì)專注于他們的工作并代表他們報(bào)告狀態(tài) Have the team focus on their work and report the status on their behalf?
D減少或調(diào)整那些無法保持?jǐn)?shù)據(jù)最新狀態(tài)的格式 Reduce or adjust the format of those not able to keep their data current?
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正確答案： B
解釋說明： 知識點(diǎn)出處： PMBOK 6th 頁碼：P342 章節(jié)：9.4.2.6 培訓(xùn)：如果項(xiàng)目團(tuán)隊(duì)成員缺乏必要的管理或技術(shù)技能，可以把對這種技能的培養(yǎng)作為項(xiàng)目工作的一部分。 A，沒有意義 C，數(shù)據(jù)輸入還是得 團(tuán)隊(duì)成員來 D，先教會成員， 若的確有問題再調(diào)整。
89. 在一個職能型組織中，一位關(guān)鍵的項(xiàng)目資源在咨詢項(xiàng)目經(jīng)理之前直接與客戶進(jìn)行溝通。這位資源之前經(jīng)常發(fā)生這種問題，該資源已同意所有客戶溝通必須先得到項(xiàng)目經(jīng)理的批準(zhǔn)。 項(xiàng)目經(jīng)理應(yīng)該怎么做？ In a functional organization, a key project resource communicates directly with the customer without consulting the project manager. This is a common issue for this resource.The resource had agreed that all customer communications would first be approved by the project manager. What should the project manager do?
A與該資源的職能經(jīng)理開會，討論該資源的行為 Meet with the resource’s functional manager to discuss the resource's behavior?
B召開團(tuán)隊(duì)會議以識別并糾正該資源的錯誤 Conduct a team meeting to identify and correct the resource’s mistake?
C與項(xiàng)目發(fā)起人召開會議，以討論該資源的行為 Hold a meeting with the project sponsor to discuss the resource’s behavior?
D與客戶開會以確認(rèn)所有溝通都應(yīng)該通過項(xiàng)目經(jīng)理 Meet with the customer to confirm that all communications should go through the project manager?
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正確答案： A
解釋說明： 知識點(diǎn)出處： PMBOK 6th 頁碼：P47 章節(jié)：2.4.4.2 職能型：聯(lián)絡(luò)員，無權(quán)限； 矩陣型：項(xiàng)目經(jīng)理，一定權(quán)限 ；項(xiàng)目型：項(xiàng)目經(jīng)理，所有權(quán)限 職能型組織中, 團(tuán)隊(duì)的行為只能找職能經(jīng)理溝通。
94. 項(xiàng)目團(tuán)隊(duì)負(fù)責(zé)制造 10，000 個小零件?；诩袡z查 500 個零件的批次質(zhì)量是控制質(zhì)量工具哪一種的實(shí)例？ The project team is responsible for creating 10,000 small parts. Basing the quality of the batch on an intensive review of 500 parts is an example of what quality control tool?
A質(zhì)量審計(jì) Quality audit?
B帕累托原則 Pareto principle?
C統(tǒng)計(jì)抽樣 Statistical sampling?
D檢查 Inspection?
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正確答案： C
解釋說明： 知識點(diǎn)出處： PMBOK 6th 頁碼：P303 章節(jié)：8.3.2.1 統(tǒng)計(jì)抽樣：統(tǒng)計(jì)抽樣是指從目標(biāo)總體中選 取部分樣本用于檢查（如從 75 張工程圖紙中隨機(jī)抽取10 張）。 樣本用于測量控制和確認(rèn)質(zhì)量。抽樣的頻率和規(guī)模應(yīng)在規(guī)劃 質(zhì)量管理過程中確定。 取部分樣本進(jìn)行檢查。
97. 在編寫第三份進(jìn)度報(bào)告時，項(xiàng)目經(jīng)理注意到團(tuán)隊(duì)成員未能記錄他們的任務(wù)績效，若要評估這些任務(wù)的進(jìn)度并最終完成報(bào)告，項(xiàng)目經(jīng)理應(yīng)該做些什么？ When writing the third progress report, the project manager noticed that team members failed to record their task performance, what should the project manager do to evaluate the progress of these tasks and finally complete the report?
A使用趨勢分析來預(yù)測進(jìn)度 Use trend analysis to predict progress?
B讓團(tuán)隊(duì)成員提交他們的進(jìn)度 Have team members submit their progress?
C更新問題日志以報(bào)告未提交的進(jìn)度情況 Update the issue log to report uncommitted progress?
D使用剩余活動計(jì)算平均進(jìn)度 Calculate average progress using remaining activity?
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正確答案： B
解釋說明： 知識點(diǎn)出處： PMBOK 6th 頁碼：P225 章節(jié)：6.6.1.3 工作績效數(shù)據(jù) ：工作績效數(shù)據(jù)包含關(guān)于項(xiàng)目狀態(tài)的數(shù)據(jù)，例如哪些活動已經(jīng)開始，它們的進(jìn)展如何（如實(shí)際 持續(xù)時間、剩余持續(xù)時 間和實(shí)際完成百分比）， 哪些活動已經(jīng)完成。 工作績效數(shù)據(jù)需要團(tuán)隊(duì)成員提交。
98. 敏捷項(xiàng)目的第一次迭代即將開始。發(fā)起人召集團(tuán)隊(duì)、Scrum主管、產(chǎn)品負(fù)責(zé)人和其他項(xiàng)目相關(guān)方參加啟動會議。發(fā)起人強(qiáng)調(diào)需要在項(xiàng)目盡可能早的時候以最小的成本識別和應(yīng)對項(xiàng)目風(fēng)險。與會者實(shí)現(xiàn)發(fā)起人要求的最佳方式是什么？ The first iteration of an agile project is about to begin. The sponsor gathers the team, the scrum master, the product owner, and other project stakeholders for the kick-off meeting. The sponsor emphasizes the need to identify and respond to the project risks as early in the project as possible and at the minimal cost. What is the best way for the meeting participants to implement the sponsor's request?
A團(tuán)隊(duì)和相關(guān)方應(yīng)該經(jīng)常審查產(chǎn)品增量 The team and stakeholders should frequently review product increments.?
B項(xiàng)目相關(guān)方應(yīng)該在每次沖刺中執(zhí)行基于風(fēng)險的刺探 The project stakeholders should conduct risk-based spikes in each sprint.?
C產(chǎn)品負(fù)責(zé)人和發(fā)起人應(yīng)該對高風(fēng)險的用戶故事進(jìn)行優(yōu)先級排序 The product owner and the sponsor should prioritize high-risk user stories.?
D團(tuán)隊(duì)?wèi)?yīng)該與Scrum主管一起實(shí)現(xiàn)結(jié)對編程 The team should implement pair programming with the scrum master.?
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正確答案： A
解釋說明： 知識點(diǎn)出處： 敏捷實(shí)踐指南 頁碼：P56 章節(jié)：5.2.7 持續(xù)集成： 在不同層面測試、驗(yàn)收測試驅(qū)動開發(fā) （ATDD） 、測試驅(qū)動開發(fā)和行為驅(qū)動開發(fā)、 刺探 。 B刺探應(yīng)由團(tuán)隊(duì)做 C，PO與團(tuán)隊(duì)和相關(guān) 方共同確認(rèn)優(yōu)先級。 D，結(jié)對編程應(yīng)由團(tuán) 隊(duì)來做。
99. 在準(zhǔn)備項(xiàng)目的第四份狀態(tài)報(bào)告時,項(xiàng)目經(jīng)理了解到客戶正在遷移到新系統(tǒng)。客戶通知為了保持一致性,以及為了簡化項(xiàng)目報(bào)告的審查,所有未來的報(bào)告均應(yīng)使用新系統(tǒng)提交。由于原始系統(tǒng)被定義為在進(jìn)度報(bào)告期間使用的軟件,因此項(xiàng)目經(jīng)理將該問題記錄為經(jīng)驗(yàn)教訓(xùn)。將該問題作為經(jīng)驗(yàn)教訓(xùn)報(bào)告的價值是什么? While preparing a project's fourth status report,the project manager learns that the client is migrating to a system.The client advises that to maintain uniformity,and to ease the review of project report,all future reports should be submitted using the new system,since the origin system was defined as the software to be used during progress reporting,the project manager records this as a lesson learned. What is the value of reporting this as a lesson learned?
A它可以作為防止法律訴訟的依據(jù) It could be used as a basis for preventing a lawsuit?
B它可被識別為一個可能發(fā)生的問題 It can be identified as a possible issue?
C它可以作為建議合同團(tuán)隊(duì)保持靈活性的依據(jù) It can be used a basis for recommending contrast-team flexibility?
D它將有助于防止未來合同中軟件規(guī)范的遺漏 It will help prevent software specification omissions in future flexibility?
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正確答案： D
解釋說明： 知識點(diǎn)出處： PMBOK 6th 頁碼：P104 章節(jié)：4.4.3.1 經(jīng)驗(yàn)教訓(xùn)登記冊：經(jīng)驗(yàn)教訓(xùn)登記冊可以記錄遇到 的挑戰(zhàn)、問題、意識到的風(fēng)險和機(jī)會，或其他適用的內(nèi)容。經(jīng)驗(yàn)教訓(xùn)登記冊在早期創(chuàng)建，在整個項(xiàng)目期間，它可以作為 很多過程的輸入，也可以作為輸出而不斷更新。 經(jīng)驗(yàn)教訓(xùn)改善未來績效，因此參考經(jīng)驗(yàn)教訓(xùn)，一般不會犯過去的錯誤
104. 在項(xiàng)目執(zhí)行期間，一名外部相關(guān)方反對一項(xiàng)重大范圍變更。除非重新評估相關(guān)方的決定，否則項(xiàng)目進(jìn)展將受到影響。項(xiàng)目經(jīng)理下一步該怎么做？ During the project implementation, an external stakeholder is opposed to a major scope change.Unless the stakeholder's decision is reassessed, the project progress will be impacted.What should the project manager do next?
A審查相關(guān)方管理計(jì)劃評估影響 To review the stakeholder's effort for the plan to assess the impact?
B請求項(xiàng)目發(fā)起人解決相關(guān)方的問題 To request the project sponsor to solve the problem encountered by the stakeholder?
C修訂預(yù)算，反映可選方案的成本 To revise the budget to reflect the cost of the alternative?
D調(diào)查相關(guān)方反對背后的理由 To investigate the reason behind the opposition?
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正確答案： A
解釋說明： 知識點(diǎn)出處： PMBOK 6th 頁碼：P522 章節(jié)：13.2.3.1 相關(guān)方參與計(jì)劃 ：是項(xiàng)目管理計(jì)劃的組成部分。 它確定用于促進(jìn)相關(guān)方有效參與決策和執(zhí)行的策略和行動。 相關(guān)方參與計(jì)劃可包括（但不限于）調(diào)動個人或相關(guān)方參與 的特定策略或方法。 遇抵制，找相關(guān)方參與計(jì)劃。
106. 一家公司總是在項(xiàng)目管理上使用預(yù)測法，但是現(xiàn)在項(xiàng)目管理辦公室想要結(jié)合一些敏捷的最佳實(shí)踐來產(chǎn)生更早的收益實(shí)現(xiàn)。項(xiàng)目經(jīng)理即將開始為新項(xiàng)目做計(jì)劃，她擔(dān)心項(xiàng)目團(tuán)隊(duì)不具備在混合環(huán)境中工作的能力。項(xiàng)目經(jīng)理的最佳行動方案是什么？ A company has always utilized a predictive approach to project management, but now the project management office wants to incorporate some agile best practices to generate earlier revenue realization. The project manager is about to begin planning for the new project and is concerned that the project team is not equipped to work in a hybrid environment. What is the project manager's best course of action?
A授權(quán)團(tuán)隊(duì)自我組織和學(xué)習(xí)敏捷最佳實(shí)踐 Empower the team to self-organize and study agile best practices?
B向項(xiàng)目管理辦公室（PMO）申請培訓(xùn) Request the training from the project management office (PMO?
C將團(tuán)隊(duì)敏捷技能不足的風(fēng)險添加到風(fēng)險登記冊 Add the risk of the team's inadequate agile skills to the risk register?
D審查敏捷最佳實(shí)踐的經(jīng)驗(yàn)教訓(xùn)知識庫 Check the lessons learned repository for agile best practices?
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正確答案： B
解釋說明： 知識點(diǎn)出處： 敏捷實(shí)踐指南 頁碼：P82 章節(jié)：6.6.3 敏捷PMO的服務(wù)：通過培訓(xùn)和指導(dǎo)發(fā)展人才 過渡期間應(yīng)該安排專業(yè)的敏捷培訓(xùn)。
113. 項(xiàng)目經(jīng)理發(fā)現(xiàn)項(xiàng)目可交付成果與發(fā)起人期望之間存在若干不一致之處，為確保一致，項(xiàng)目經(jīng)理應(yīng)該制定下列哪一項(xiàng)？ A project manager finds several inconsistencies between project deliverables and sponsor expectations.To ensure alignment,what should the project manager develop?
A風(fēng)險登記冊 Risk register?
B相關(guān)方參與計(jì)劃 Stakeholder management plan?
C溝通管理計(jì)劃 Communications management plan?
D工作分解結(jié)構(gòu)(WBS) Work breakdown structure(WBS)?
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正確答案： B
解釋說明： 知識點(diǎn)出處： PMBOK 6th 頁碼：P522 章節(jié)：13.2.3.1 相關(guān)方參與計(jì)劃：相關(guān)方參與計(jì)劃是項(xiàng)目 管理計(jì)劃的組成部分。 它確定用于促進(jìn)相關(guān)方有效參與決策和執(zhí)行的 策略和行動。 期望不一致，就要持續(xù)管理好相關(guān)方的期望。
120. 在迭代計(jì)劃過程中，敏捷教練希望確保她的開發(fā)團(tuán)隊(duì)有一種簡單的方法來組織他們的工作，以及在迭代中剩余工作的可視化表示。敏捷教練最好使用以下哪一種工具來實(shí)現(xiàn)她的目標(biāo)？ During iteration planning, an agile coach wants to ensure that her development team has an easy way of organizing their work as well as a visual representation at a glance of the work remaining to be completed in an iteration. Which of the following tools is best for the agile coach to use to accomplish his goals?
A燃盡圖 A burndown chart?
B任務(wù)板 A task board?
C燃起圖 A burnup chart?
D一覽表 A glance chart?
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正確答案： B
解釋說明： 知識點(diǎn)出處：敏捷實(shí)踐指南 頁碼：P105 章節(jié)：A3.4 看板面板（如圖 A3-2 所示）是一種技術(shù)含量低但接觸廣泛的技術(shù)，使用者在一開始時可能會認(rèn)為其過于簡單，但很快便會發(fā)現(xiàn)其強(qiáng)大的功能?？窗迕姘謇昧羞M(jìn)入和退出 策略以及限制在制品等制約因素，可提供一目了然的工作流、瓶頸、 阻礙和整體狀態(tài)信息。此外，面板可作為面向所有觀眾的信息發(fā)射源，提供團(tuán)隊(duì)工作狀態(tài)的最新信息。 只有看板面板能夠 同時規(guī)劃工作和了解進(jìn)度。燃盡圖和燃起圖僅能了解進(jìn)度。
123. 一個開發(fā)新藥的安全性和有效性可視化的項(xiàng)目正在進(jìn)行中。Scrum被選為開發(fā)方法。在第三次沖刺的中途，項(xiàng)目團(tuán)隊(duì)成員發(fā)現(xiàn)所提供的數(shù)據(jù)缺少一個強(qiáng)制性參數(shù)。在項(xiàng)目計(jì)劃期間，獲得不完整數(shù)據(jù)的風(fēng)險被提前識別并記錄在風(fēng)險登記冊中。什么時候是使這個問題浮出水面的最合適的方法？ A project to develop visualizations of the safety and efficacy of a new drug is underway. Scrum has been selected as the development approach. Midway into the third sprint, a project team member finds that the data provided is missing a mandatory parameter. The risk of getting incomplete data was identified and recorded in the risk register earlier, during project planning. When would be the most appropriate approach to surface this problem?
A問題應(yīng)作為主題包含來在下次沖刺回顧上進(jìn)行討論 The problem should be included as a topic for discussion at the next sprint retrospective.?
B團(tuán)隊(duì)成員應(yīng)在每日Scrum會議上將問題作為障礙提出來 The team member should raise the issue as an impediment during the daily scrum meeting.?
C在沖刺審查中應(yīng)演示具有缺失參數(shù)的產(chǎn)品增量 The product increment with the missing parameter should be demonstrated at the sprint review.?
D已實(shí)現(xiàn)的風(fēng)險應(yīng)觸發(fā)并由規(guī)劃風(fēng)險應(yīng)對過程解決 The realized risk should trigger and be addressed by the Plan Risk Responses process.?
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正確答案： B
解釋說明： 知識點(diǎn)出處： 敏捷實(shí)踐指南 頁碼：P53 章節(jié)：5.2.4 每日站會： 上次站會以來我都完成 了什么？ 從現(xiàn)在到下一次站會， 我計(jì)劃完成什么？ 我的障礙（或風(fēng)險或 問題）是什么？ 每日站會會提出問題或風(fēng)險或障礙
125. 你負(fù)責(zé)的一個大型項(xiàng)目是在你的城市安裝5G互聯(lián)網(wǎng)中心。盡管大多數(shù)項(xiàng)目變量都是清晰的，并且可以使用瀑布方法進(jìn)行管理，但是技術(shù)方面并沒有完全定義，并且將隨著項(xiàng)目的進(jìn)展進(jìn)行詳細(xì)闡述。發(fā)起人要求更頻繁和更快地交流項(xiàng)目信息。為了滿足發(fā)起人的要求，你不會使用以下哪個方法？ You are in charge of a large project to install 5G internet hubs across your city. Although most of the project variables are clear and can be managed using the waterfall approach, technical aspects are not fully defined and will be elaborated as the project progresses. The sponsor requests that project information will be communicated more frequently and quickly. To address the sponsor's request, you will use all of the following, except:
A保持頻繁的團(tuán)隊(duì)檢查點(diǎn) Holding frequent team checkpoints?
B進(jìn)行有規(guī)律的相關(guān)方審查 Conducting regular stakeholder reviews?
C實(shí)現(xiàn)信息發(fā)射源 Implementing information radiators?
D每周傳達(dá)項(xiàng)目狀態(tài) Communicating project status weekly?
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正確答案： D
解釋說明： 知識點(diǎn)出處：敏捷實(shí)踐指南 頁碼：P152 章節(jié)：術(shù)語表 信息發(fā)射源： 它是一種可見的實(shí)物展示其向組織內(nèi)其他成員提供信息在不干擾團(tuán)隊(duì)的情況下即時實(shí)現(xiàn)知識共享。 信息發(fā)射源一般包括看板、燃盡圖、燃起圖、障礙日志等 四個選項(xiàng)中，只有D不夠敏捷。
128. 項(xiàng)目經(jīng)理希望在新項(xiàng)目中使用一名特定供應(yīng)商。該供應(yīng)商目前正在為項(xiàng)目經(jīng)理管理的另一個項(xiàng)目工作。項(xiàng)目經(jīng)理希望在開始為新項(xiàng)目工作之前，先完成當(dāng)前項(xiàng)目。在供應(yīng)商開始為新項(xiàng)目工作之前，項(xiàng)目經(jīng)理應(yīng)該做什么？ The project manager wants to use a specific vendor in the new project. The vendor is currently working on another project managed by the project manager. The project manager wants to complete the current project before starting work on the new project. What should the project manager do before the vendor starts working on the new project?
A與供應(yīng)商一起評審合同協(xié)議。 Review contract agreements with suppliers?
B更新采購文檔。 Update purchase document?
C執(zhí)行采購審計(jì)。 Perform procurement audits?
D要求供應(yīng)商完成所有現(xiàn)有工作。 Require suppliers to complete all existing work?
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正確答案： C
解釋說明： 知識點(diǎn)出處： PMBOK 6th 頁碼：P498 章節(jié)：12.3.2.5 采購審計(jì)： 審計(jì)是對采購過程的結(jié)構(gòu)化審查。應(yīng)該在采購合同中明確規(guī)定與審計(jì)有關(guān)的權(quán)利和義務(wù)。 買方的項(xiàng)目經(jīng)理和賣方的項(xiàng)目經(jīng)理都應(yīng)該關(guān)注審計(jì)結(jié)果， 以便對項(xiàng)目進(jìn)行必要調(diào)整。 注意題干中提到的問題的邏輯關(guān)系
129. 項(xiàng)目集經(jīng)理要求定期更新計(jì)劃下項(xiàng)目的進(jìn)展情況。除了一個項(xiàng)目外，所有項(xiàng)目都使用傳統(tǒng)方法進(jìn)行管理。項(xiàng)目集經(jīng)理指出在整個規(guī)劃中有太多的范圍變更，并希望看到這些變更是如何影響各種項(xiàng)目的總體進(jìn)度的。對于領(lǐng)導(dǎo)敏捷項(xiàng)目的Scrum主管來說，要滿足項(xiàng)目經(jīng)理的要求，最好的行動方案是什么？ A program manager requests regular updates on the progress of the projects under the program. All but one project in the program are managed using traditional methods. The program manager indicates that there are too many scope changes across the program and wants to see how these changes affect the overall progress of the various projects. What is the best course of action for the scrum master leading the agile project to address the program manager's request?
A邀請項(xiàng)目集經(jīng)理參加迭代審查會議 Invite the program manager to attend the iteration review meeting?
B建議項(xiàng)目集經(jīng)理參加每日站會 Suggest that the program manager participate in the daily standups?
C讓項(xiàng)目集經(jīng)理審查迭代燃盡圖 Have the program manager view the iteration burndown chart?
D定期將發(fā)布燃起圖發(fā)送給項(xiàng)目集經(jīng)理 Periodically send the release burnup chart to the program manager?
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正確答案： D
解釋說明： 知識點(diǎn)出處： 敏捷實(shí)踐指南 頁碼：P152 章節(jié)：術(shù)語表 信息發(fā)射源： 它是一種可見的實(shí)物展示其向組織內(nèi)其他成員提供信息在不干擾團(tuán)隊(duì)的情況下即時實(shí)現(xiàn)知識共享。 信息發(fā)射源一般包括看板、燃盡圖、燃起圖、障礙日志等 信息發(fā)射源可以實(shí)現(xiàn)信息共享。 C：不應(yīng)該是審查，而是定期發(fā)送。
131. 在新目標(biāo)國家推出產(chǎn)品前不久，公司意識到該產(chǎn)品并不完全符合當(dāng)?shù)氐臄?shù)據(jù)隱私法。由于預(yù)算限制，公司管理層要求項(xiàng)目團(tuán)隊(duì)將可能的罰款成本與返工成本進(jìn)行比較。返工的一部分包括向產(chǎn)品待辦事項(xiàng)列表中添加新需求。在這種情況下，下面哪個選項(xiàng)最有可能幫助到你？ Shortly before rolling out a product in a newly targeted country, a company realizes that the product does not fully comply with local data privacy laws. Due to budget constraints, the company management asks the project team to compare costs for possible fines with costs for rework. Part of the rework would involve adding new requirements to the product backlog. In this situation, which of the following is most likely to help?
A重構(gòu) Refactoring?
B用戶畫像 Personas?
C階段關(guān)口 A phase gate?
D快速跟進(jìn) Fast tracking?
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正確答案： C
解釋說明： 知識點(diǎn)出處： PMBOK 6th 頁碼：P18 章節(jié)：1.2.4 階段關(guān)口： 為做出進(jìn)入下個階段、進(jìn)行整改或結(jié)束項(xiàng)目集或項(xiàng)目的決定，做的階段末審查。 審查一個階段末的問題，做成本效益分析，以決定下個 階段的項(xiàng)目。
132. 項(xiàng)目經(jīng)理在制定項(xiàng)目進(jìn)度計(jì)劃時，希望按照符合邏輯的方式排列任務(wù)順序，并使用至少有高級的承包商。項(xiàng)目經(jīng)理應(yīng)該查閱哪份文件？ The project manager wants to arrange the task order in a logical way and use at least a noble contractor while developing the project schedule. Which document should the project manager check?
A里程碑清單 List of milestones?
B項(xiàng)目范圍說明書 Project scope statement?
C活動清單 Activity list?
D活動屬性 Activity attributes?
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正確答案： D
解釋說明： 知識點(diǎn)出處： PMBOK 6th 頁碼：P186 章節(jié)：6.2.3.2 活動屬性：活動屬性可能包括活動描述、緊前活動、緊后活動、邏輯關(guān)系、提前量和滯后量（見 6.3.2.3 節(jié)）、 資源需求、 強(qiáng)制日期、制約因素和假設(shè)條件 活動屬性的概念
135. 幾個星期以來，項(xiàng)目經(jīng)理一直報(bào)告項(xiàng)目在正常進(jìn)行中，現(xiàn)在卻突然報(bào)告項(xiàng)目滯后于進(jìn)度計(jì)劃，項(xiàng)目經(jīng)理意識到某個項(xiàng)目風(fēng)險管理不當(dāng)，且其負(fù)責(zé)人在不同時區(qū)遠(yuǎn)程工作。項(xiàng)目經(jīng)理應(yīng)當(dāng)更加注意下列哪一項(xiàng)？ For several weeks, the project manager has been reporting that the project is progressing normally, but now suddenly reports that the project lags behind the schedule, the project manager realizes that the risk management of a certain project is improper, and its leader works remotely in different time zones.Project managers should pay more attention to which of the following?
A資源過度承諾和溝通不暢 Over commitment of resources and poor communication?
B包容性和資源隔離不足 Inclusiveness and insufficient resource isolation?
C語言障礙和缺乏問責(zé)制 Language barriers and lack of accountability?
D項(xiàng)目發(fā)起人的指導(dǎo)不足 Insufficient guidance from project sponsors?
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正確答案： A
解釋說明： 知識點(diǎn)出處： PMBOK 6th 頁碼：P377 章節(jié)：10.1.3.1 溝通管理計(jì)劃： 溝通管理計(jì)劃是項(xiàng)目管理計(jì)劃的組成部分，描述將如何規(guī)劃，結(jié)構(gòu)化、執(zhí)行與監(jiān)督項(xiàng)目溝通， 以提高溝通的有效性。該計(jì)劃包括如下信息： ? 相關(guān)方的溝通需求 遇到遠(yuǎn)程團(tuán)隊(duì)、虛擬團(tuán)隊(duì)之類的題目，優(yōu)先想到溝通
136. 一位敏捷教練被要求為即將到來的敏捷項(xiàng)目團(tuán)隊(duì)建立團(tuán)隊(duì)。管理層希望利用公司現(xiàn)有的人才，而不要使用外部資源。敏捷教練聯(lián)系人力資源部門，在公司內(nèi)部網(wǎng)站上為未來的團(tuán)隊(duì)成員發(fā)布招聘廣告。敏捷教練在廣告中提出的以下哪項(xiàng)工作要求是最好的？ An agile coach has been requested to put together a team for the upcoming agile project. The management wants to use the talent available in the company without the need to go outside. The agile coach approaches the human resource department to advertise the position for the prospective team members on the company internal website. Which of the following job requirements is best for the agile coach to indicate in the ad?
A熟悉動態(tài)系統(tǒng)軟件開發(fā)方法（DSDM） Experienced with the dynamic systems software development methods (DSDM)?
B熟練掌握自動化測試過程和程序 Self-starter and proficient in the automated testing processes and procedures?
C對不同技能是否有專注的專長和豐富的經(jīng)驗(yàn) Has a focused specialty as well as a breadth of experience across multiple skills?
D具有團(tuán)隊(duì)合作精神，熟悉所有敏捷軟件開發(fā)工具 Team player and briefly familiar with all agile software development tools?
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正確答案： C
解釋說明： 知識點(diǎn)出處：敏捷實(shí)踐指南 頁碼：P42 章節(jié)：4.3.3 通才型專家： 敏捷團(tuán)隊(duì)是跨職能的。不過，許多成功的敏捷團(tuán)隊(duì)都由通才型專家組成，他們也稱為 T 型人才。 這意味著這些團(tuán)隊(duì)成員在具備一項(xiàng)擅長的專業(yè)化技能的同時，還擁有多種技能的工作經(jīng)驗(yàn)，而不是單一的專業(yè)化 T型、通才型、跨職能型人才是敏捷團(tuán)隊(duì)成員的重要特點(diǎn)。
139. 一家公司開始了它的第一個混合型項(xiàng)目。項(xiàng)目進(jìn)度計(jì)劃是根據(jù)基準(zhǔn)來衡量的，并且產(chǎn)品是使用Scrum開發(fā)的。公司已經(jīng)為團(tuán)隊(duì)進(jìn)行了敏捷培訓(xùn)。項(xiàng)目的完成日期到了，團(tuán)隊(duì)提交他們到目前為止能夠完成的內(nèi)容?？蛻魴z查產(chǎn)品并指出一個重要的功能沒有交付。造成這種情況最可能的原因是什么？ A company undertakes its first hybrid project. The project schedule is measured against the baseline, and the product is developed using Scrum. Agile training is provided to the team. The project completion date is due, and the team submits what they were able to complete so far. The customer inspects the product and indicates that an important feature was not delivered. What was the most likely reason that caused this situation?
A項(xiàng)目團(tuán)隊(duì)拒絕在晚上和周末工作以完成整個產(chǎn)品待辦事項(xiàng)列表 The project team refused to work evenings and weekends to complete the entire product backlog.?
B產(chǎn)品負(fù)責(zé)人未包括在敏捷培訓(xùn)中，甚至沒有分配到項(xiàng)目中 A product owner was not included in agile training or was not even assigned to the project.?
C項(xiàng)目團(tuán)隊(duì)沒有與客戶協(xié)商如何確定產(chǎn)品待辦事項(xiàng)列表的優(yōu)先級 The project team did not consult with the customer on how to prioritize the product backlog.?
D進(jìn)度基準(zhǔn)太短，無法開發(fā)產(chǎn)品待辦事項(xiàng)列表中的所有項(xiàng)目 The schedule baseline was too short for all the items in the product backlog to be developed.?
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正確答案： B
解釋說明： 知識點(diǎn)出處：敏捷實(shí)踐指南 頁碼：41 章節(jié)：4.3.2 產(chǎn)品負(fù)責(zé)人 Product Owner ：創(chuàng)建待辦列表并排序、 確認(rèn)工作優(yōu)先順序、 提供反饋 、指導(dǎo)開發(fā)方向 PO對接客戶， 以確定是否變更以及何時變更。
140. 項(xiàng)目經(jīng)理被分配到一個項(xiàng)目，該項(xiàng)目將把一個大型組織從預(yù)測環(huán)境轉(zhuǎn)變?yōu)槊艚莘椒?。在?dāng)前狀態(tài)下，組織中的工作被分解成部門孤島，而員工好被描述為專門的貢獻(xiàn)者。這種敏捷轉(zhuǎn)換的最佳策略是什么？ A project manager has been assigned to a project that will transform a large organization from a predictive environment to agile methodologies. In its current state, the work in the organization is decomposed into departmental silos, and the employees are best described as specialized contributors. What is the best strategy for this agile transformation?
A使用混合生命周期作為預(yù)測到敏捷的過渡策略 Use hybrid life cycles as a transition strategy from predictive to agile?
B為所有從預(yù)測性到敏捷的項(xiàng)目建立一個固定的日期 Establish a fixed date for all projects to transition from predictive to agile?
C介紹一些針對大型復(fù)雜項(xiàng)目的敏捷技術(shù) Introduce some agile techniques on a large and complex project?
D調(diào)整項(xiàng)目，使其范圍是固定的，時間和成本是可變的 Tailor projects so that the scope is fixed with time and cost being variable?
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正確答案： A
解釋說明： 知識點(diǎn)出處： 敏捷實(shí)踐指南 頁碼：P47 章節(jié)：4.3.7 克服組織孤島：孤島組織往往給跨職能敏捷團(tuán) 隊(duì)的組建帶來重重障礙。需要構(gòu)建跨職能團(tuán)隊(duì)的團(tuán)隊(duì)成員通常需要向不同的管理人員報(bào)告，管理人員會采用不同的標(biāo)準(zhǔn)衡 量他們的績效。管理人員需要關(guān)注的不是資源利用效率， 而是過程效率（和基于團(tuán)隊(duì)的指標(biāo)）。 孤島式組織不利于敏捷，因此建議先以混合型開發(fā)方法過渡， 后面再到完全敏捷。
143. 在執(zhí)行一個高技術(shù)項(xiàng)目期間，高層管理人員在不通知項(xiàng)目經(jīng)理的情況下重新分配核心團(tuán)隊(duì)。整合新團(tuán)隊(duì)成員將增加項(xiàng)目進(jìn)度延遲的可能性。若要確定適當(dāng)?shù)捻憫?yīng)措施，項(xiàng)目經(jīng)理應(yīng)參考哪份文件？ During the execution of a high-tech project, senior management redistributes the core team without notifying the project manager. The integration of new team members will increase the possibility of project delays.To determine the appropriate response, which document should the project manager refer to?
A經(jīng)驗(yàn)教訓(xùn)儲存庫 Lessons learned repository?
B工作分解結(jié)構(gòu)(WBS)字典 Work breakdown structure (WBS) dictionary?
C團(tuán)隊(duì)技能矩陣 Team skills matrix?
D風(fēng)險登記冊 Risk Register?
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正確答案： D
解釋說明： 知識點(diǎn)出處： PMBOK 6th 頁碼：P455 章節(jié)：11.7.1.2 風(fēng)險登記冊的主要內(nèi)容包括： 已識別單個項(xiàng)目風(fēng)險 ? 風(fēng)險責(zé)任人 ? 商定的風(fēng)險應(yīng)對策略 ? 以及具體的應(yīng)對措施。 遇風(fēng)險，先查冊
149. 一個項(xiàng)目已獲得批準(zhǔn)，且資源管理計(jì)劃已到位。項(xiàng)目經(jīng)理聯(lián)系職能經(jīng)理，并要求他們所在地區(qū)的主題專家(SME)分配給項(xiàng)目團(tuán)隊(duì)。然而，由于年終收尾活動，首席財(cái)務(wù)官拒絕從其他部門分配主題專家。項(xiàng)目經(jīng)理應(yīng)該做什么? A project has been approved and a resource management plan is in place. The project manager contacts the functional managers and asks the subject matter experts (SME) in their area to be assigned to the project team. However, due to year-end closing activities, the CFO refused to assign subject matter experts from other departments.What should the project manager do?
A請求發(fā)起人使用他們的影響力來釋放該資源 Ask the initiator to use their influence to release the resource?
B為該項(xiàng)目雇用一個新的永久性資源 Hire a new permanent resource for the project?
C推遲該項(xiàng)目直到該資源可用為止 Postpone the project until the resource is available?
D獲得一個臨時、技能熟練的外部資源 Obtain a temporary, skilled external resource?
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正確答案： A
解釋說明： 知識點(diǎn)出處： PMBOK 6th 頁碼：P330 章節(jié)：9.3 獲取資源的重要性：不能獲得項(xiàng)目所需的資源時，可能會影響項(xiàng)目進(jìn)度、預(yù)算、客戶滿意度、質(zhì)量和風(fēng)險；資源 或人員能力不足會降低 項(xiàng)目成功的概率，最壞的情況可能導(dǎo)致項(xiàng)目取消。 不能獲取資源，項(xiàng)目可能失敗。職能經(jīng)理不給人，可以 考慮找領(lǐng)導(dǎo)。
150. 每次你與你的項(xiàng)目發(fā)起人會面，她都要強(qiáng)調(diào)對于你的新的電子商務(wù)項(xiàng)目的成本控制的必要性。她經(jīng)常詢問你成本業(yè)績方面的問題，諸如哪一個預(yù)算達(dá)到了哪一個沒有達(dá)到。為了回答她的問題，你應(yīng)該提供什么？ Each time you meet with your project sponsor, she emphasizes the need for cost control on your new-business project. She always asks you about cost performance in terms of which budgets have been met and which have been met and which have not. What should you provide to answer her question?
A績效測量基準(zhǔn) Cost Performance baseline?
B業(yè)績衡量圖表 Performance measurement graphs and charts?
C資源生產(chǎn)力分析 Resource productivity analyses?
D趨勢分析統(tǒng)計(jì) Trend analysis statistics?
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正確答案： A
解釋說明： 知識點(diǎn)出處： PMBOK 6th 頁碼：P224 章節(jié)：6.6.1.1 績效測量基準(zhǔn)： 使用掙值分析時，將績效測量基準(zhǔn)與實(shí)際結(jié)果比較，以決定是否有必要進(jìn)行變更、采取糾正措施或預(yù)防措施。 向發(fā)起人提供績效測量基準(zhǔn)，將績效比較結(jié)果告之。
153. 一個敏捷團(tuán)隊(duì)舉行了一次發(fā)布回顧。討論的重點(diǎn)是在軟件發(fā)布之前的幾周內(nèi)發(fā)生的一些破壞性風(fēng)險事件。這些風(fēng)險很難解決，并威脅到發(fā)行日期。風(fēng)險在發(fā)布計(jì)劃的早期就已經(jīng)確定了，但是與對客戶來說價值相對較低的用戶故事相關(guān)聯(lián)。為了避免這些風(fēng)險在離預(yù)定發(fā)布日期這么近的時候發(fā)生，我們應(yīng)該做什么呢？ An agile team holds a release retrospective. The discussion is focused on some disruptive risk events that occurred in the last few weeks, just before the software has been released. The risks were difficult to resolve and threatened the release date. The risks were identified early in release planning but were associated with user stories that were relatively low in value to the customer. What could have been done to avoid having these risks occur so close to the scheduled release date?
A應(yīng)該批準(zhǔn)加班，并在發(fā)布前幾周增加資源，以減輕高風(fēng)險用戶故事的影響 Overtime should have been authorized, and resources added in the weeks leading up to the release to mitigate the impact of the high-risk user stories.?
B產(chǎn)品負(fù)責(zé)人應(yīng)該更勤奮地在待辦事項(xiàng)列表中編寫用戶故事，以便將風(fēng)險降到最低或完全消除 The product owner should have been more diligent in writing the user stories in the release backlog so that the risk is minimized or removed completely?
C真的沒有什么可以避免所描述的問題，因?yàn)轱L(fēng)險事件總是發(fā)生在預(yù)定的發(fā)布日期之前 There is really nothing that could have been done to avoid the issue described because risk events always occur just before the scheduled release date.?
D產(chǎn)品負(fù)責(zé)人可以在產(chǎn)品待辦事項(xiàng)列表中提前而不是推遲完成高風(fēng)險用戶故事 The product owner could have scheduled the completion of high-risk user stories in the product backlog sooner rather than later in the release cycle.?
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正確答案： D
解釋說明： 知識點(diǎn)出處：敏捷實(shí)踐指南 頁碼：P42 章節(jié)：4.3.3 風(fēng)險價值矩陣：產(chǎn)品負(fù)責(zé)人的工作是確保團(tuán)隊(duì)從事最高價值的工作。 首先要做高風(fēng)險高價值的事情。
154. 項(xiàng)目經(jīng)理正在制定一個項(xiàng)目計(jì)劃。項(xiàng)目贊助人得知后，立即讓項(xiàng)目經(jīng)理針對項(xiàng)目成本開展初始粗略評估，以滿足未來財(cái)政預(yù)算的需求。 項(xiàng)目經(jīng)理采用下列哪一項(xiàng)評估項(xiàng)目成本？ The project manager is developing a project plan, on short notice project sponsor asks the project manager to create an initial rough estimate of project cost to satisfy requirements for the upcoming fiscal budget. The project manager uses which of the following for estimating the project cost?
A自下而上估算 Bottom-up estimating?
B三點(diǎn)結(jié)算 Three-point estimating?
C類比估算 Analogous estimating?
D建立參數(shù)模型 Parametric modeling?
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正確答案： C
解釋說明： 知識點(diǎn)出處： PMBOK 6th 頁碼：P244 章節(jié)：7.2.2.2 成本類比估算使用以往類似項(xiàng)目的參數(shù)值或?qū)傩詠砉浪恪?項(xiàng)目的參數(shù)值和屬性包括 （但不限于）范圍、成本、 預(yù)算、持續(xù)時間和規(guī)模指標(biāo)， 類比估算以這些項(xiàng)目參數(shù)值 或?qū)傩詾榛A(chǔ)來估算當(dāng)前項(xiàng)目的同類參數(shù)或指標(biāo)。一般題目中出現(xiàn)粗 略、需要快速估算、量級字眼，都是選 擇類比估算
156. 一位新的項(xiàng)目經(jīng)理最近在他們當(dāng)前的組織中結(jié)束了一個項(xiàng)目。新項(xiàng)目經(jīng)理使用了他們之前公司的最終項(xiàng)目報(bào)告格式，一位相關(guān)方評論說，雖然缺少了幾條關(guān)鍵信息，但他們更喜歡這種格式。項(xiàng)目經(jīng)理下一步應(yīng)該做什么？ A new project manager recently ended a project in their current organization. The new project manager used the format of the final project report of their previous company, and a related party commented that although a few key pieces of information were missing, But they prefer this format.What should the project manager do next?
A向其他項(xiàng)目經(jīng)理提供報(bào)告的副本，并鼓勵他們使用該報(bào)告 Provide copies of the report to other project managers and encourage them to use the report?
B使用批準(zhǔn)的格式重新編寫報(bào)告，然后與他們的經(jīng)理討論如何改進(jìn)報(bào)告 Rewrite the report using an approved format and then discuss with their manager how to improve the report?
C考慮項(xiàng)目收尾完成的報(bào)告，并將該報(bào)告的副本存檔 Consider a report on the completion of the project and archive a copy of the report?
D與項(xiàng)目團(tuán)隊(duì)開會，以審查項(xiàng)目報(bào)告格式并獲得反饋意見 Meeting with the project team to review the project report format and get feedback?
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正確答案： B
解釋說明： 知識點(diǎn)出處： PMBOK 6th 頁碼：P124 章節(jié)：4.7.1.2 項(xiàng)目管理計(jì)劃的所有組成部分均為本過程的輸入報(bào)告格式需要與計(jì)劃保持一致。若有變更，需要走變更流程。
157. 在敏捷迭代中，由于意外的挑戰(zhàn)，任務(wù)1無法按時完成。項(xiàng)目中的另一個團(tuán)隊(duì)依賴于任務(wù)1的及時完成以完成他們的項(xiàng)目部分。項(xiàng)目經(jīng)理應(yīng)該如何解決這個問題？ During an agile iteration, Task 1 cannot be completed on time due to unexpected challenges. Another team within the project is depending on timely completion of Task 1 in order to fulfill their part of the project. How should the Project Manager resolve this issue?
A分別與兩個團(tuán)隊(duì)會面，讓他們想出一個方法來滿足要求的最后期限并按時完成項(xiàng)目 Meet with both teams separately and ask them to figure out a way to meet the required deadlines and complete the project on time?
B與產(chǎn)品負(fù)責(zé)人會面，重新確定迭代待辦事項(xiàng)列表的優(yōu)先級，以免影響其他團(tuán)隊(duì)或義務(wù) Meet with the product owner to reprioritize the iteration backlog so that it does not impact other teams or obligations?
C增加項(xiàng)目團(tuán)隊(duì)的成員數(shù)量，并增加迭代長度，以確保工作將按照進(jìn)度計(jì)劃完成 Increase the number of team members for the project team and increase the iteration length ensuring that the work will be completed according to schedule?
D讓團(tuán)隊(duì)成員知道你希望他們在困難條件下盡最大努力，并確保在經(jīng)驗(yàn)教訓(xùn)中注意迭代的挑戰(zhàn) Let team members know you want them to do their best under difficult circumstances, and make sure to note the iteration's challenges in lessons learned?
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正確答案： B
解釋說明： 知識點(diǎn)出處：敏捷實(shí)踐指南 頁碼：41 章節(jié)：4.3.2 產(chǎn)品負(fù)責(zé)人 Product Owner： 創(chuàng)建待辦列表并排序、 確認(rèn)工作優(yōu)先順序、 提供反饋 、指導(dǎo)開發(fā)方向 本次迭代已經(jīng)結(jié)束，下次迭代是解決問題還是做新任務(wù)， 需要PO給出優(yōu)先級。
164. 項(xiàng)目辦公室剛剛發(fā)布給你一份項(xiàng)目狀況檢查報(bào)告。當(dāng)你看到在執(zhí)行總結(jié)中標(biāo)題為“建議”的章節(jié)時，你的心情激動起來：你又一次被批評沒有為項(xiàng)目提供足夠的支持細(xì)節(jié)。盡管報(bào)告沒有舉例，但是你記得在PMBOK中看到過支持細(xì)節(jié)，它包括如下全部，除了 The project office just issued you a project health check report. Your heart races with anticipation as you scan the euphemistically entitled “recommendations” in the executive summary. Once again, you have been criticized for failing to provide sufficient supporting detail about the project. Although the report does not provide examples, you remember reading about supporting detail in the PMBOK It includes all the following except.
A命令和交付進(jìn)度 Order and delivery schedules?
B現(xiàn)金流推算 Cash-flow projections?
C最好和最壞情況下的備用進(jìn)度表 Best-and worst-case alternative schedules?
D相關(guān)方職位報(bào)告 Stakeholder position papers?
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正確答案： D
解釋說明： 知識點(diǎn)出處： PMBOK 6th 頁碼：P112 章節(jié)：4.5.3.1 工作績效報(bào)告： 工作績效報(bào)告的示例包括狀態(tài)報(bào)告和進(jìn)展報(bào)告。工作績效報(bào)告可以包含掙值圖表和信息、趨勢線和預(yù)測、儲備燃盡圖、缺陷直方圖、合同績效信息和風(fēng)險情況概述?？梢员憩F(xiàn)為有助于引起關(guān)注、制定決策和采 取行動的儀表指示圖、熱點(diǎn)報(bào)告、信號燈圖或其他形式。 工作績效報(bào)告中不包含相關(guān)方的職位信息。
165. 當(dāng)項(xiàng)目發(fā)起人找到Scrum主管，要求在當(dāng)前的沖刺中立即開發(fā)一個新的、緊急的、潛在的復(fù)雜的強(qiáng)制性法規(guī)遵循相關(guān)的需求時，Scrum團(tuán)隊(duì)正處于沖刺的中途。發(fā)起人強(qiáng)調(diào)，如果需求沒有實(shí)現(xiàn)，整個項(xiàng)目可能會被取消。Scrum主管的最佳回應(yīng)是什么？ A scrum team is midway into a sprint when the project sponsor approaches the scrum master and requests that a new, urgent, and potentially complex mandatory compliance-related requirement should be developed immediately in the current sprint. The sponsor stresses that if the requirement is not implemented, the entire project may be canceled. What is the scrum master’s best response?
A將要求添加到產(chǎn)品待辦事項(xiàng)列表，并請求產(chǎn)品負(fù)責(zé)人在沖刺結(jié)束之后審查需求 Add the requirement to the product backlog and request the product owner to review the requirement after the sprint is over?
B與產(chǎn)品負(fù)責(zé)人討論要求，讓他們做出決定，包括沖刺取消 Discuss the requirement with the product owner, and let them make a decision, including sprint cancellation?
C提交變更請求以更新范圍基準(zhǔn)并將要求添加到需求可追溯性矩陣 Submit a change request to update the scope baseline and add the requirement to the requirement traceability matrix?
D將要求添加到當(dāng)前沖刺待辦事項(xiàng)列表，并指示團(tuán)隊(duì)立即開始處理該待辦事項(xiàng)列表 Add the requirement to the current sprint backlog and direct the team to start working on it immediately?
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正確答案： B
解釋說明： 知識點(diǎn)出處：敏捷實(shí)踐指南 頁碼：41 章節(jié)：4.3.2 產(chǎn)品負(fù)責(zé)人 Product Owner： 創(chuàng)建待辦列表并排序、 確認(rèn)工作優(yōu)先順序、 提供反饋、 指導(dǎo)開發(fā)方向。 是否變更，由PO決定。
167. 一個使用多個供應(yīng)商的項(xiàng)目估計(jì)將在兩年內(nèi)完成。在第一年結(jié)束時,發(fā)現(xiàn)存在重大預(yù)算超支。項(xiàng)目經(jīng)理意識到必須將項(xiàng)目重新拉回控制,因此簽發(fā)一項(xiàng)變更請求。若要支持這項(xiàng)變更請求,項(xiàng)目經(jīng)理應(yīng)該做什么? A project that uses several vendors is estimated to complete in two years.At the end of the first year,a significant budget overrun is identified that project must be brought back under control,the project manager issues change request.What should the project manager do to support the change request?
A更新變更控制過程 Update the change control progresses?
B完成質(zhì)量審計(jì) Complete a quality audit?
C召開風(fēng)險研討會 Conduct a risk workshop?
D執(zhí)行根本原因分析 Perform a root cause analysis?
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正確答案： D
解釋說明： 知識點(diǎn)出處： PMBOK 6th 頁碼：P111 章節(jié)：4.5.2.2 根本原因分析關(guān)注識別問題的主要原因，它可用于識別出現(xiàn)偏差的原因以及項(xiàng)目經(jīng) 理為達(dá)成項(xiàng)目目標(biāo)應(yīng)重點(diǎn)關(guān)注的領(lǐng)域。 注意監(jiān)控過程組六個數(shù)據(jù)分析的工具，根本原因分析為其之一。
168. 項(xiàng)目經(jīng)理正在整理用于驗(yàn)收產(chǎn)品可交付成果的文件。驗(yàn)收可交付成果時，項(xiàng)目經(jīng)理應(yīng)該做什么？ A project manager is assembling the documents for the acceptance of product deliverables. Upon acceptance of the deliverables, what should the project manager do?
A收尾項(xiàng)目可交付結(jié)果 Close the project deliverables?
B將可交付成果文件存檔 Archive the deliverable documents?
C轉(zhuǎn)移可交付成果的所有權(quán) Transfer ownership of the deliverables?
D獲得客戶對可交付成果的反饋 Obtain customer feedback on the deliverables?
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正確答案： D
解釋說明： 知識點(diǎn)出處： PMBOK 6th 頁碼：P166 章節(jié)：5.5.3.1 驗(yàn)收的可交付成果： 符合驗(yàn)收標(biāo)準(zhǔn)的可交付成果應(yīng)該由客戶或發(fā)起人正式簽字批準(zhǔn)。應(yīng)該從客戶或發(fā)起人那里 獲得正式文件，證明相關(guān)方對項(xiàng)目可交付成果的正式驗(yàn)收。 這些文件將提交給結(jié)束項(xiàng)目或階段過程 對可交付成果滿意的話，要正式簽字批準(zhǔn)。其他選項(xiàng)都 是收尾時候做的。
169. 一個產(chǎn)品開發(fā)項(xiàng)目正在進(jìn)行中。該項(xiàng)目在軟件開發(fā)中使用敏捷的生命周期，并在一個包羅萬象的項(xiàng)目管理計(jì)劃中運(yùn)行。盡管經(jīng)過周密的計(jì)劃，但在發(fā)布了兩個軟件版本之后，用戶指南并沒有更新以反映最新的版本，這給最終用戶造成了很大的混亂。項(xiàng)目經(jīng)理應(yīng)該做什么來確保此問題不再發(fā)生？ A product development project is underway. The project uses an agile life cycle in software development and runs in an all-encompassing project management plan. Despite careful planning, after the release of two software versions, the user guide was not updated to reflect the latest version, which caused a lot of confusion to end users. What should the project manager do to ensure that this problem does not occur again?
A提交變更請求以修改用戶指南，使指南與當(dāng)前軟件版本保持一致 Submit a change request to modify the user's guide in a way that the guide will be consistent with the current software release?
B還原到軟件的用戶指南與發(fā)布給用戶的軟件一致的最后一個版本 Revert back to the last version of the software where the user's guide was consistent with the software released to the users?
C要求CCB執(zhí)行配置審查，以確保項(xiàng)目配置項(xiàng)的組成正確 Ask the CCB to perform a configuration audit to ensure that the composition of the project's configuration items is correct?
D提交變更請求以修訂變更管理計(jì)劃，以確保將用戶指南標(biāo)識為配置要素 Submit a change request to revise the change management plan to ensure that the user's guide is identified as a configuration element?
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正確答案： C
解釋說明： 知識點(diǎn)出處： PMBOK 6th 頁碼：P118 章節(jié)：4.6.2.2 變更控制工具：為了便于開展配置和變更管理，可以使用一些手動或自動化的工具。配置控制重點(diǎn)關(guān)注可交付成果及各個過程的技術(shù)規(guī)范，而變更控制則著眼于識別、記錄、批準(zhǔn)或否決對項(xiàng)目文件、可交付成果或基準(zhǔn)的變更。 配置管理的一個重要功能就是管理產(chǎn)品版本
多選題
1. 你正在領(lǐng)導(dǎo)并執(zhí)行項(xiàng)目管理計(jì)劃中所概述的工作。作為這個過程的一部分，你已經(jīng)通過服務(wù)型領(lǐng)導(dǎo)成功地鼓舞和激勵了scrum團(tuán)隊(duì)，以快速的速度生成項(xiàng)目可交付成果。因此，項(xiàng)目趨向于滿足并超過績效測量基準(zhǔn)。 作為這個過程的一部分，你可能需要執(zhí)行哪些活動?(選擇兩個） You are in the process of leading and performing the work as outlined in the project management plan. As part of this process, you have successfully inspired and motivated your scrum team through servant leadership to produce project deliverables at a rapid pace. As a result, the project is trending to meet and exceed the performance measurement baseline. What activities might you need to perform as part of this process? (Choose two)
A為項(xiàng)目章程尋求批準(zhǔn) Seek approval for the project charter?
B實(shí)施已批準(zhǔn)的變更請求 Implement approved change requests?
C確定項(xiàng)目相關(guān)方的全面列表 Identify a comprehensive list of project stakeholders?
D協(xié)助日常的站立會議 Facilitate the daily standup meetings?
E制定風(fēng)險應(yīng)對策略以應(yīng)對已識別的風(fēng)險 Develop risk response strategies to address identified risks?
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正確答案： BD
解釋說明： 知識點(diǎn)出處： PMBOK 6th 頁碼：P90 章節(jié)：4.3 指導(dǎo)與管理項(xiàng)目工作是為實(shí)現(xiàn)項(xiàng)目目標(biāo)而領(lǐng)導(dǎo)和執(zhí)行項(xiàng)目管理計(jì)劃中所確定的工作，并實(shí)施已批準(zhǔn)變更的過程 從題干描述來看，屬于執(zhí)行過程組，因此選B和D
5. 項(xiàng)目經(jīng)理剛剛從組織辭職的另一位項(xiàng)目經(jīng)理那里接管一個正在進(jìn)行的項(xiàng)目。在審查項(xiàng)目管理計(jì)劃時，項(xiàng)目經(jīng)理意識到成本偏差和進(jìn)度偏差主要是負(fù)面的。項(xiàng)目尚未解決，還未向供應(yīng)商支付已完成的工作，并且減輕次生風(fēng)險正迅速耗盡預(yù)算。本應(yīng)該采取哪種三項(xiàng)措施來避免這種情況？（選擇三項(xiàng)） A project manager has just taken over an ongoing project from another project manager who resigned from the organization. During a review of the project management plan, the project manager realizes that the cost variance and schedule variance are primarily negative. Several issues reported on the project have not been resolved. Vendors have not been paid for work done, and mitigation of secondary risks is quickly depleting the budget. Which three actions should have been taken to avoid this situation? (Choose three)
A在項(xiàng)目章程中實(shí)施明確的假設(shè) Implemented explicit assumptions in the project charter?
B在項(xiàng)目章程中增加應(yīng)急預(yù)算 Added a contingency budget to the project charter?
C確定項(xiàng)目交接程序 Identified project handoff procedures?
D確保項(xiàng)目治理控制措施得到批準(zhǔn)和實(shí)施 Ensured the project governance controls were approved and implemented?
E在項(xiàng)目規(guī)劃階段確定高風(fēng)險和對策 Identified high-level risks and responses in the project planning phase?
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正確答案： ADE
解釋說明： 知識點(diǎn)出處： PMBOK 6th 頁碼：P395 章節(jié)：11 項(xiàng)目風(fēng)險管理的目標(biāo)在于提高正面風(fēng)險的概率和（或）影響，降低負(fù)面風(fēng)險的概率和（或）影響，從而提高項(xiàng)目成功的可能性。 進(jìn)度和成本同時有問題都是風(fēng)險沒有管理好。B章程里沒風(fēng)險C交接不管用
6. 項(xiàng)目經(jīng)理正在制定進(jìn)度管理計(jì)劃。由于客戶表示需要盡早頻繁地交付商業(yè)價值，因此項(xiàng)目經(jīng)理選擇將迭代計(jì)劃與待辦事項(xiàng)列表合并。該項(xiàng)目的進(jìn)度管理計(jì)劃中需要解決以下哪項(xiàng)？（選擇三項(xiàng)） The project manager is in the process of developing the schedule management plan. Since the customer has expressed the need for early and frequent delivery of business value the project manager elects to incorporate iterative scheduling with a backlog. Which of the following will need to be addressed in the schedule management plan for this project?(Choose three）
A在資源可用時使用看板面板來從待辦事項(xiàng)列表拉動工作 Using a Kanban board to pull work from the backlog when resources become available?
B使用基于適應(yīng)型生命周期的滾動式規(guī)劃 Accounting for rolling wave planning based on an adaptive life cycle?
C以用戶故事的形式記錄需求 Documenting the requirements in the form of user stories?
D在初始項(xiàng)目計(jì)劃期間將工作包分解為活動清單 Decomposing work packages into an activity list during initial project planning?
E在項(xiàng)目待辦事項(xiàng)中確定并優(yōu)化用戶故事的優(yōu)先級 Prioritizing and refining the user stories in the project backlog?
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正確答案： BCE
解釋說明： 知識點(diǎn)出處：PMBOK 6th 頁碼：P177 章節(jié)：6 項(xiàng)目進(jìn)度管理的發(fā)展趨勢和新興實(shí)踐：具有未完項(xiàng)的迭代型進(jìn)度計(jì)劃。這是一種基于適應(yīng)型生命周期的滾動式規(guī)劃（B），例如敏捷的產(chǎn)品開發(fā)方法。這種方法將需求記錄在用戶故事中（C），然后在建造之前按先級排序（E）并優(yōu)化用戶故事，最后在規(guī)定的時間盒內(nèi)開發(fā)產(chǎn)品功能。 具有未完成項(xiàng)的迭代型進(jìn)度計(jì)劃，而非按需進(jìn)度計(jì)劃，因此不選A。
7. 隨著項(xiàng)目的進(jìn)展和可交付成果的產(chǎn)生，項(xiàng)目經(jīng)理重新審查相關(guān)方參與計(jì)劃，以確定可以對計(jì)劃進(jìn)行哪些改進(jìn)，以提高相關(guān)方的參與。在這些項(xiàng)目文件中，哪些文件對正在執(zhí)行的項(xiàng)目管理過程影響最大?(選擇三個) As the project progresses and deliverables are being produced, the project manager revisits the stakeholder engagement plan to determine what refinements can be made to the plan to improve stakeholder engagement.Among the project documents, which will be the most influential to the project management process being performed? (Choose three)
A相關(guān)方登記冊 Stakeholder register?
B風(fēng)險登記 Risk register?
C資源管理計(jì)劃 Resource management plan?
D相關(guān)方參與評估矩陣 Stakeholder engagement assessment matrix?
E問題日志 Issue log?
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正確答案： ABE
解釋說明： 知識點(diǎn)出處： PMBOK 6th 頁碼：P519 章節(jié)：13.2.1.3 項(xiàng)目文件 ：問題日志（E） 風(fēng)險登記冊（B） 相關(guān)方登記冊（A） ITTO題
8. 一位項(xiàng)目經(jīng)理正在為一家初創(chuàng)公司領(lǐng)導(dǎo)一個敏捷項(xiàng)目。雖然這是該組織的第一個此類項(xiàng)目，但可能會有更多類似的項(xiàng)目緊隨其后。因此，項(xiàng)目經(jīng)理希望確保在這個項(xiàng)目中獲得的知識能夠用于未來的項(xiàng)目。 下列哪一種做法將最好地支持知識轉(zhuǎn)移，以造福未來的項(xiàng)目?(選擇三個) A project manager is leading an agile project for a startup company. Although this is the first such project for the organization, there will likely be many more similar projects to follow. Therefore, the project manager wants to ensure that the knowledge gained during this project is used for the benefit of future projects. Which of the following practices will best support the transfer of knowledge to benefit future projects? (Choose three)
A記錄在整個項(xiàng)目中學(xué)習(xí)到的經(jīng)驗(yàn)教訓(xùn)中獲得的知識。 Document knowledge gained in the lessons learned register throughout the project?
B確保經(jīng)驗(yàn)教訓(xùn)登記冊最后定稿并轉(zhuǎn)移到經(jīng)驗(yàn)教訓(xùn)存儲庫。 Ensure that the lessons learned register is finalized and transferred to the lessons learned repository?
C與項(xiàng)目團(tuán)隊(duì)和相關(guān)相關(guān)方定期召開回顧會議。 Conduct regular retrospective meetings with the project team and relevant stakeholders?
D定期審查作為項(xiàng)目管理計(jì)劃組成部分的知識管理計(jì)劃。 Regularly review the knowledge management plan as an element of the project management plan?
E確保在配置管理計(jì)劃中將所學(xué)到的經(jīng)驗(yàn)記錄作為配置元素列出。 Ensure that the lessons learned register is listed as a configuration element in the configuration management plan?
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正確答案： ABC
解釋說明： 知識點(diǎn)出處： PMBOK 6th 頁碼：P104 章節(jié)：4.4.3.1 經(jīng)驗(yàn)教訓(xùn)登記冊：在項(xiàng)目早期創(chuàng)建。在整個項(xiàng)目期間，它 可以作為很多過程的輸入，也可以作為輸出而不斷更新。 在項(xiàng)目或階段結(jié)束時，把相關(guān)信息歸入經(jīng)驗(yàn)教訓(xùn)知識庫，成為組織過程資產(chǎn)的一部分。 D不存在知識管理計(jì)劃。 E配置管理計(jì)劃不存檔項(xiàng)目知識。
9. 一個大型建設(shè)項(xiàng)目正處于實(shí)施階段。根據(jù)項(xiàng)目進(jìn)度表，今天項(xiàng)目經(jīng)理有三個項(xiàng)目新相關(guān)方的單獨(dú)指導(dǎo)會議。 當(dāng)指導(dǎo)這些相關(guān)方時，項(xiàng)目經(jīng)理可能執(zhí)行下列哪一個項(xiàng)目管理過程?(選擇兩個) A large construction project is in the execution stage. According to the project schedule, today the project manager has individual mentoring sessions with three stakeholders that are new to the project. When mentoring these stakeholders, which of the following project management processes might the project manager be performing? (Choose two)
A制定項(xiàng)目章程 Develop Project Charter?
B制定溝通管理計(jì)劃 Plan Communications Management?
C識別相關(guān)方 Identify Stakeholders?
D管理溝通 Manage Communications?
E建設(shè)團(tuán)隊(duì) Develop Team?
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學(xué)員得分： 0.0
正確答案： DE
解釋說明： 知識點(diǎn)出處： PMBOK 6th 頁碼：P379 章節(jié)：10.2 管理溝通：管理溝通是確保項(xiàng)目 信息及時且恰當(dāng)?shù)厥占?生成、發(fā)布、存儲、 檢索、管理、監(jiān)督和最終處置的過程。 項(xiàng)目經(jīng)理按計(jì)劃做事，說明是在執(zhí)行階段，只有DE是執(zhí)行
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