项目管理专业人士资格认证（PMP）题库（1459题）

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项目经理制定了一个全面的项目管理计划，包括完全详细的WBS和详细的项目进度计划。尽管做了这些努力，但项目仍然落后于计划，因为变更控制委员会（CCB）无法处理大量变更，即使其中大部分已经被产品负责人批准了。项目经理的最佳行动方案是什么？
A project manager has developed a comprehensive project management plan, including a fully elaborated WBS and detailed project schedule. Despite these efforts, the project is running behind schedule because the change control board (CCB) is unable to cope with the high volume of changes, even though most of them have been approved by the product owner. What is the project manager's best course of action?

A.要求终止现有的项目，并寻求批准来启动一个将使用敏捷方法的新项目 Request the termination of the existing project and seek approval to initiate a new project that will utilize agile methodologies

B.提交变更请求来更新项目进度计划，以反映CCB的长过程时间所造成的延迟 Submit a change request to update the project schedule to reflect the delays caused by the CCB's long process times

C.寻求批准绕过变更控制过程，让项目团队直接与产品负责人合作 Seek approval to bypass the change control process and have the project team collaborate directly with the product owner

D.告诉产品负责人项目正在使用预测模型，这意味着大多数变更都应该被拒绝 Instruct the product owner that the project is using a predictive model, which means most of the changes should be rejected

知识点：PMP新模考（二）

参考答案：C

解析：知识点出处：敏捷实践指南 页码：41 章节：4.3.2 产品负责人 Product Owner： 创建待办列表并排序 、确认工作优先顺序、 提供反馈、 指导开发方向 。 设立了PO，还要经过CCB，那设立PO就没有意义。