第1题 项目经理在一个正在转向敏捷的组织工作。开发团队推荐使用燃尽图向所有干系人展示项目进展。项目经理应该怎么做，以确保项目整个过程中的有效沟通？A project manager works at an organization that is transitioning to agile. The development team has recommended using a burndown chart to provide visibility on project progress to all stakeholders. What should the project manager do to ensure effective communication throughout the project?

A.建议项目管理办公室（PMO）使用燃尽图作为唯一的沟通渠道。Advise the project management office (PMO) to use the burndown chart as the single communication channel.

B.为干系人登记表中的每个类别制定一份沟通管理计划。Develop a communications management plan for each category in the stakeholder register.

C.把燃尽图包含在每月向所有干系人发送的报告中。Include the burndown chart in a monthly report that is distributed to all stakeholders.

D.由于组织目前没有定义的敏捷方法论，所以推迟这项建议。Postpone the recommendation since the organization does not currently have a defined agile methodology.

参考答案：C

解析：可用排除法。选C，在月度报告中包括燃尽图可以帮助所有干系人了解项目的进度。选项A错误，燃尽图被视为唯一的沟通渠道不恰当。选项B，与题干场景不符合。选项D错误，燃尽图能够有效向所有干系人展示项目进展，没有理由推迟建议。

第2题 一位首席执行官要求项目经理为一个将在4年时间内执行的长期项目提供预算估算。项目经理应该怎么做？A CEO has requested that the project manager provide a budget estimate for a long-term project that will be executed over the span of 4 years. What should the project manager do?

A.包括企业环境因素（EEFs）Include enterprise environmental factors (EEFs)

B.进行自下而上的估算Conduct a bottom-up estimate

C.包括预计的通货膨胀率Include projected inflation rates

D.进行类比估算Conduct an analogous estimate

参考答案：C

解析：关键词“将在4年时间内执行的长期项目”，对于长期项目，项目经理首先要考虑包括通货膨胀率，例如设备、人工和材料的成本可能会随着时间的推移而增加，这最终会影响到项目的成本，概念题选准，谁小选谁，选项C正确，排除A。

第3题 团队中的一名成员在团队会议中总是缺席，但总是按时完成他们的分配任务。其他团队成员认为这个成员应该参加会议。项目经理应该做什么？One of the team members is consistently absent in team meetings, but always completes their assigned tasks on time. Other team members think this member should attend the meetings. What should the project manager do?

A.指派这个成员来主持下一次会议，以确保项目团队的协作。Assign this member to facilitate the next meeting to ensure project team collaboration.

B.允许每个团队成员按时提交他们的任务，并减少预定的会议数量。Allow each team member to submit their required tasks on time and reduce the number of scheduled meetings.

C.审查并更新项目基本规则，使会议出席成为强制性的。Review and update the project ground rules to make meeting attendance mandatory.

D.了解团队成员缺席的原因，并鼓励他参加未来的会议。Understand the reason for the team member's absence and encourage them to attend future meetings.

参考答案：D

解析：人的问题先沟通。在处理此类问题时，最佳的第一步通常是了解问题的原因，选D。

第4题 一个使用混合型方法将当前系统迁移到新的增强系统的项目正在进行。计划是分阶段迁移系统。然而，运营团队抱怨说，他们还没有准备好开始支持新系统。项目经理应该如何有效地处理这种情况？A project using a hybrid approach to migrate from a current system to a new and enhanced system is underway. The plan is to migrate the system in s tages. However, the operations team is complaining that they are not ready to start supporting the new system. How should the project manager effectively approach this situation?

A.建立一个经验教训登记册，包括今后项目的业务小组培训。Create a lessons learned register to include operations team training for future projects.

B.在每一阶段包括项目和运营团队之间的知识转移会议。Include knowledge transfer sessions between the project and operations teams at every stage.

C.改变项目管理计划，增加一个向运营团队进行产品移交的最后阶段。Change the project management plan to add a final stage for product handoff to the operations team.

D.准备详细的文件，在项目结束时与运营团队分享。Prepare detailed documentation to be shared with the operations team during project closure.

参考答案：B

解析：关键字“运营团队抱怨说他们还没有准备好开始支持新系统”，所以需要定期给他们做好知识交接工作，所以选择B，定期的知识转移会议提供持续的支持和教育，使运营团队能够跟上新系统的速度。选项A不解决当前问题；选项C更新项目计划需要走变更流程；选项D意味着直到项目结束才会发生知识转移，对于运营团队来说，这可能为时已晚，无法有效地支持新系统。

第5题 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.

参考答案：A

解析：选项A最佳，根据题干，会计经理的反馈很重要，且根据结果还要与其他职能经理沟通，才能定下来方案，但会计经理的时间安排又不允许参与其早期讨论，这时可以尝试请求会计经理委派一个能够支持项目的团队，以及时提供需要的反馈，避免项目延误。选项B错误，只等待会计经理，压缩后续任务，可能会造成其他风险。选项C错误，直接通过发起人介入可能会引起不必要的组织冲突。选项D错误，违背题干场景情况。

第6题 项目经理管理两个敏捷团队，并审查他们的指标，以发现哪个团队的表现更好。应该采取哪一种方法？A project manager is managing two agile teams and reviewing their metrics to find out which team is performing better. Which approach should be taken?

A.速度越快的团队表现越好，应该得到奖励。The team with the higher velocity is performing better and should be rewarded.

B.问题应在下一个迭代中作为回顾会议的一部分加以处理。The issue should be addressed as part of a retrospective in the next iteration.

C.速度不应该被比较。The velocity should not be compared as teams can size items differently.

D.在每次迭代结束时，比较两个团队的速度。The velocity of both teams should be compared at the end of every iteration.

参考答案：C

解析：选C，在敏捷开发中，速度是衡量团队在单个sprint中可以处理的工作量的标准，也是Scrum中的一个关键指标。但是要记住的关键点是，速度对每个团队来说都是独一无二的，这取决于他们的能力、工作环境、技术技能、领域知识，以及他们评估工作的方式。比较团队之间的速度并不是一个可靠或公平的性能度量，因为项目的大小（比如用户故事）在团队之间是不同的。

第7题 一个价值数百万美元的项目已经开始，并处于执行阶段。一个当地的监管机构刚刚宣布了一些需求的变更，这些变更需要在6个月内实施，也就是在项目执行阶段完成之前。项目经理接下来应该做什么？A multimillion-dollar project has started and is in the execution phase. A local regulatory authority has just announced changes to the requirements that will need to be implemented in 6 months, prior to completing the project execution phase. What should the project manager do next?

A.立即将新的需求添加到项目范围内，因为它们是强制性的变更。Add the new requirements to the project scope immediately since they are mandatory changes.

B.与合规部门一起审查新的需求，以确定是否需要进行变更请求。Review the new requirements with the compliance department to determine if a change request is needed.

C.忽略新的需求，因为当前的预算和进度不允许任何变更。Ignore the new requirements as the current budget and schedule do not allow for any changes.

D.按照已定义的项目需求进行，并延迟实施新的需求。Proceed with the defined project requirements and delay implementing the new requirements.

参考答案：B

解析：B选项最佳。根据整体变更控制程序，有新需求要变更，首先要了解情况，对其进行评估。选项A错误，范围变更需要走变更程序；选项C拒绝变更和选项D延迟变更不对。

第8题 一位敏捷项目经理刚刚得到了一个相当大的软件开发项目要实施。在启动阶段的早期，项目发起人请求指示初始版本交付的时间线。敏捷项目经理应该使用什么工具来进行这些评估？An agile project manager has just been given a sizeable software development project to implement. Early in the initiation stage, the project sponsor requests an indication of time lines for delivery of the initial release.What tools should the agile protect manager use to do these estimates？

A.产品待办事项列表、预算、资源管理计划。Product backlog, budget, resource management plan.

B.预算、最小可行产品（MVP）、回顾会议说明。Budget, minimum viable product (MVP), retrospective notes.

C.资源管理计划、回顾会议说明、待办事项列表整理。Resource management plan, retrospective notes,backlog grooming.

D.待办事项梳理，产品待办事项列表，最小可行产品（MVP）。Backlog grooming, product backlog, minimum viable product(MVP).

参考答案：A

解析：选A，关键字“项目发起人请求指示初始版本交付的时间线”，敏捷项目制定进度计划的方法是基于迭代和发布计划确定的。通常会使用时间盒，每个时间盒中的工作都是基于优先级排序的待办事项列表。无论采用何种方法制定进度计划，都需要处理人力投入和持续时间之间的关系以及预算。

第9题 一个项目经理正在领导一个已经执行了1年的项目。一位经验丰富的团队成员表现良好，但经常与项目经理持有不同的观点，拒绝执行他们的决定。团队的一部分支持这位团队成员的反抗，而其他团队成员则不支持。项目经理应该做什么？A project manager is leading a project that has been in execution for 1 year. An experienced team member is performing well, but often disagrees with the project manager and refuses to implement their decisions. Part of the team supports the team member's defiance, while the other team members do not. What should the project manager do?

A.进行绩效评审，并为团队成员定义和记录目标。Conduct a performance review and define and document the goals for the team member.

B.澄清决定，并请求项目团队遵循项目经理的决定。Clarify decisions and request that the project team follows the project manager's decisions.

C.了解团队成员的需求，并找到可能的机会来解决这个问题。Understand what the team member wants and find possible opportunities to address it.

D.删除现有的基本规则，并创建支持项目经理的新的基本规则。Remove existing ground rules and create new ground rules that support the project manager.

参考答案：C

解析：C选项最佳，了解团队成员的需求有助于项目经理找到更有效的解决方案，而不是强制团队成员遵守决定。

第10题 一个项目经理正在领导一个混合项目，工作分解结构（WBS）和时间表已经制定，但是项目经理很难将特定的资源分配给所有的项目任务。项目经理应该怎么做？A project manager is leading a hybrid project.The work breakdown structure (WBS) and the schedule were developed, but the project manager is having difficulty assigning specific resources to all of the project tasks.What should the project manager do？

A.将问题上报给项目发起人，寻求他们的立即干预。Escalate the issue to the project sponsor and seek their immediate intervention.

B.将未分配的任务分配给职能岗位，然后在资源可用时重新分配。Assign the unallocated tasks to the functional role and then reallocate when the resources a reavailable.

C.将未分配的任务分配给项目管理办公室（PMO）经理，并在资源可用时重新分配。Assign the unallocated tasks to the project management office (PMO) manager and reallocate when the resources are available.

D.暂时忽略未分配的任务。并在资源可用时重新分配。Ignore the unallocated tasks for now and reallocate when the resources are available.

参考答案：B

解析：当资源不足或不能确定时，项目经理可以把未分配的任务分配给相应的职能角色，然后在资源可用时重新分配。这样可以保证项目的进度，并确保所有的任务都被正确的考虑和管理。选项A和选项C不是一个好的做法，项目经理首先需要确定他们已经尽力分配所有可用的资源。选项D是一种无效的资源管理策略。忽视未分配的任务可能会导致项目进度延迟。

第11题 在项目规划阶段，项目经理被告知在另一个部门实施所需的IT系统之前，他们不能开始一个活动。项目经理应该做什么？During the project planning phase, a project manager is informed that they cannot start one activity before another department implements the required IT system. What should the project manager do?

A.快速处理这个依赖以避免延迟项目。Fast track this dependency to avoid delaying the project.

B.执行整体变更控制。Perform Integrated Change Control.

C.把这个依赖性包含在项目计划中。Include the dependency in the project schedule.

D.请求IT优先考虑满足计划所需的系统。Ask IT to prioritize the needed system to meet the schedule.

参考答案：C

解析：PMBOK 7th，2.4.2.3-进度，P58。进度计划是执行项目活动的模型，包括持续时间、依赖关系和其他规划信息。关键词“另一个部门实施所需的IT系统之前，他们不能开始一个活动”，这是一个外部依赖关系，在规划过程中，应包含在进度计划中，故选C。

第12题 在一次冲刺计划会议上，一个干系人被告知，他们的需求正在进行，最终产品将在接下来的两个冲刺中完成。干系人对时间表非常满意，并对敏捷团队给予全力支持。会议结束后，项目发起人打电话给项目经理，说有一个大的需求，他们希望团队马上去做，因为它有很大的商业价值。项目经理应该怎么做？During a sprint planning meeting, a stakeholder is told that their requirement is in progress and on track for the final product to be ready in the next two sprints. The stakeholder is very satisfied with the timeline and gives their full support to the agile team. After the meeting, the project sponsor calls the project manager about a large requirement they want the team to work on right away as it has significant business value. What should the project manager do？

A.给干系人打电话，告诉他们，由于这个最后一分钟的紧急要求，最终产品的进度必须延长。Call the stakeholders and tell them that due to this last-minute urgency, the schedule for the final product must be extended.

B.在决定新的优先级之前，进行影响分析并分享整体进度影响。Perform an impact analysis and share the overall schedule impact before deciding on a new priority.

C.拒绝发起人的新要求，因为这将影响利益相关者最终产品的交付。Reject the new requirement from the sponsor as this is going to impact the delivery of the stakeholder's final product.

D.要求产品负责人优先考虑发起人的新要求，并要求团队立即开展工作。Ask the product owner to prioritize the new request from the sponsor and ask the team to work on it immediately.

参考答案：B

解析：选B，这个问题中，项目经理需要评估这个新需求对项目时间线和资源的潜在影响。项目经理需要与项目团队一起工作，进行这项影响分析。在了解新需求对项目可能产生的影响后，项目经理可以与相关的干系人分享这些信息，之后产品负责人决定如何重新设定项目的优先级。选项A，C和D错误，在没有进行适当的影响分析之前，就直接采取这些行动可能会导致不必要的项目延期或资源浪费。

第13题 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

参考答案：C

解析：根据题干，干系人对当前获取的信息内容、频率不满，说明沟通出现问题，项目经理首先需要检查并审阅沟通管理计划，以确保沟通的频率、内容和方式，选C。选项D，干系人参与计划主要用于确定如何根据干系人的需求、利益和影响让他们参与项目决策和执行。

第14题 在项目的执行阶段，所有项目团队成员都被迫在家工作，而不是面对面。在此期间，项目经理发现一名团队成员对其他团队成员发表了不尊重的言论。项目经理应该如何处理这个情况？During the execution phase of a project, all project team members were forced to work from their homes rather than in person. During this time, the project manager discovered that one team member has made disrespectful remarks about another team member to other team members. How should the project manager handle this situation?

A.指导涉及的团队成员自行解决问题。Instruct the team members involved to resolve the issue among themselves.

B.与指导委员会讨论问题，以确定适当的行动方向。Discuss the issue with the steering committee to determine the proper course of action.

C.与冒犯的团队成员进行视频会议以解决问题。Coordinate a video conference with the offending team member to resolve the issue.

D.把冒犯的团队成员重新分配到另一个项目。Reassign the offending team member to a different project.

参考答案：C

解析：根据题干，虚拟团队发生矛盾，为避免更大影响，项目经理有责任介入，直接和行为不当的团队成员进行沟通并解决，选C。

第15题 一个公司开始实施Scrum，在第一个冲刺进行到一半的时候，沟通出现了一些问题，一些项目团队成员与其他团队成员不同步，造成这种沟通差距的原因是什么？A company starts implementing scrum about half way through the first sprint, communication issues develop some project team members are not insync with other team members. What is the cause for this communication gap?

A.项目冲刺板尚未更新The project sprint board has not been updated.

B.没有举行或执行每日的站立会议Daily stand up meetings were not held or enforced.

C.项目状态仪表板尚未更新The project status dashboard has not been updated.

D.尚未制定沟通管理计划The communications management plan has not been developed.

参考答案：B

解析：每日站立会议是Scrum团队中重要的沟通机制，其目的是同步团队的工作，并识别可能出现的阻碍。如果没有举行或执行每日站立会议，团队成员之间可能会出现沟通问题和不同步的情况。选项A不是最佳选项，冲刺看板的主要目的是提供一个可视化的工作流，而每日站立会议更侧重于团队成员之间的实时沟通和协作，因此，如果团队中存在沟通问题，优先考虑每日站立会议的执行情况通常更为重要。

第16题 组织使用预测方法，但对使用一些敏捷实践持开放态度，项目经理被要求推荐一种敏捷实践，为整个项目中提供业务价值。项目经理应该推荐什么？Organizations use predictive methods but are open to using some agile practices, and project managers are required to recommend an agile practice that provides business value for the entire project. What should a project manager recommend?

A.有时间限制的迭代，使测试团队能够彻底测试产品的增量Time-limited iterations enable the testing team to thoroughly test product increments

B.基于用户反馈的增量交付和频繁细化待办事项Incremental delivery and frequent refinement of to-do items based on user feedback

C.迭代开发，收集项目团队成员的频繁反馈Iterative development, collecting frequent feedback from project team members

D.经常回顾，以确保吸取经验教训和落实改进措施Regularly review to ensure lessons learned and implementation of improvement measures

参考答案：B

解析：选B，敏捷原则第一条，我们的最高目标是，通过尽早持续交付有价值的软件来满足客户需求。其他选项虽然也是敏捷实践的重要部分，但它们主要关注的是项目过程和团队协作，而不直接关注如何最大化业务价值。

第17题 项目经理从最近批准的项目中辞职。新项目经理被分配到项目中，需要确定所授予的权限。新的项目经理接下来应该做什么？A project manager resigned from a recently approved project. A new project manager has been assigned to the project and needs to determine the delegated authority. What should the new project manager do next?

A.参考项目章程Refer to the project charter

B.审查项目资源矩阵Review the project resource matrix

C.评估干系人登记册Assess the stakeholder register

D.更新沟通管理计划Update the communications management plan

参考答案：A

解析：PMBOK 6th，4.1.3.1-项目章程，P81。项目章程是由项目启动者或发起人发布的，正式批准项目成立，并授权项目经理使用组织资源开展项目活动的文件。它能确保相关方在总体上就主要可交付成果、里程碑以及每个项目参与者的角色和职责达成共识。所以当一个项目经理被分配到一个新项目时，项目章程是应该参考的第一份文件，选A。

第18题 项目经理被分配到一个时间表很紧的项目。由于最近的市场变化，市场营销团队已经确定了一些最初在范围内的功能不再需要。项目经理应该做什么?A project manager is assigned to a project that ha s a tight schedule. Due to recent market changes the marketing team has identified that a few features that were initially in the scope are no longer required. What should the project manager do?

A.通知营销团队，在项目的这个阶段，不再接受对范围的变更。Advise the marketing team that at this stage of the project changes to the scope are no longer accepted

B.将问题上报给项目管理办公室（PMO），并确保他们了解变更对进度的影响。Escalate the issue to the project management office (PMO) and make sure they understand the impact on the schedule due to the change.

C.根据市场和销售的输入更新风险登记册，并强调所讨论的特性的好处。Update the risk register with input from marketing and sales and highlight the benefits of the features discussion.

D.与项目干系人一起审查变更请求，并评估范围缩小的影响。Review the change request with the project stakeholders and evaluate the impact of the scope reduction.

参考答案：D

解析：遇变更需要走变更流程，其中首先需要评估变更的影响，选D。

第19题 一位项目经理正在领导一个跨组织的项目，该项目正在替换由15个业务单位使用的各种解决方案所依赖的平台。该项目是一个大型工作项目的一部分，一些资源与其他由各个业务单位发起的项目共享。项目经理应该首先咨询哪些干系人来管理相互依赖关系？A project manager is leading a cross-organizational project that is replacing a platform on which various solutions used by 15 business units were buiIt. The project is part of a large program of work, and some of the resources are shared with other projects outside of the program initiated by the respective business units. Which stakeholders should the project manager consult with first to manage interdependencies?

A.项目发起人Project sponsors

B.其他项目经理Other project managers

C.业务部门经理Business unit managers

D.项目集经理Program managers

参考答案：D

解析：项目集经理负责管理多个相互关联的项目，他们可以帮助确定项目之间的相互依赖关系，协调跨项目的资源，选D。

第20题 一个为提供材料信息系统的敏捷项目已经启动。在启动会议中，团队意识到，干系人需要在2个月内得到解决方案，但是整个项目至少需要4个月的时间才能交付。项目经理应该联系谁来帮助团队加速交付？An agile project to provide a material information system has started. During the kick-off meeting, the team realizes that the stakeholders require a solution in 2 months, but it will take at least 4 months to deliver the entire project. Who should the project manager contact to help the team accelerate the delivery?

A.向人力资源（HR）部门请求为项目团队增加更多的资源。Request from the Human Resources (HR) department to add more resources to the project team.

B.产品负责人和干系人一起对产品待办事项列表中的需求进行优先级排序。The product owner and the stakeholders to prioritize the requirements in the product backlog.

C.让团队提高速度以满足干系人的需求。Enable the team to increase speed to meet the needs of stakeholders.

D.让干系人他们对产品待办事项列表中的需求进行优先级排序。The stakeholders-to have them prioritize the equirements in the product backlog.

参考答案：B

解析：敏捷实践指南，图 2-2《敏捷宣言》十二大原则，P9。敏捷原则第一条，我们最重要的目标，是通过持续不断地及早交付有价值的软件使客户满意。根据题干，截止日期较短，项目经理首先要联系产品负责人和干系人，明确需求，并由产品负责人对产品待办事项列表进行优先级排序，帮助团队首先专注于交付最有价值的功能。选B。