第281题 一位项目经理被任命为一个正在进行的项目的仆人式领导，该项目历史上经常出现意料之外的问题。尽管目前阶段没有任何未解决的问题或风险迹象，但主要的干系人仍对继续剩下的冲刺阶段持疑虑态度。项目经理应该怎么做来解决这个问题？A project manager has been assigned as the servant leader for an ongoing project that historically has presented unexpected problems. The main stakeholder is hesitant to continue with the rest of the sprints even though there are no open issues or indications of risks at this stage. What should the project manager do to address this problem?

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

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

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

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

参考答案：B

解析：B选项最佳，敏捷强调快速反馈，通过短周期检查并提供反馈，项目经理可以让干系人密切了解项目的进展情况，并能及时发现并处理可能出现的问题，以消除干系人的疑虑。

第282题 一个项目经理被分配到一个针对客户的分析项目。项目经理需要确保团队的表现始终领先于预计的交付进度。项目经理在推动项目未来的冲刺周期上应该采取哪些措施？A project manager is assigned to an analysis project for a customer. The project manager needs to keep the performance of the team a step ahead of the estimated delivery schedules. What should the project manager do to impact the sprint cycles going forward on the project?

A.增强团队的能力，以改善冲刺周期，并提供每周趋势报告。Build the capacity of the team to improve sprint cycles and provide weekly trend reports.

B.聘请项目管理专家向团队解释在冲刺周期中工作的速度。Engage an expert in project management to explain to the team how fast to work on the sprint cycle.

C.与团队合作，只专注于预先沟通的项目结果。Work with the team on how to focus on only pre-communicated project results.

D.培训团队在时间表内分析数据并完成用户故事。Train the team to analyze data and complete the user stories within the schedule.

参考答案：A

解析：根据题干描述，目前团队需要“比预计的交付进度提前一步”，也就是要压缩当前的进度。因此只有A提到的增强团队能力，并持续监控，才能有机会在冲刺周期内交付更多的用户故事（提高速度），最终实现进度压缩并提前交付。 选项B，目前是需要压缩进度，并不是团队不理解速度的概念。选项C，目前是需要压缩进度，并不是要变更项目结果。选项D，目前是需要压缩进度，不能再遵循原有的时间表。

第283题 一位项目团队成员在完成分配的任务时遇到困难。在一个团队会议上，项目经理确定团队中还有其他成员在类似任务方面拥有更多经验。项目经理应该怎么做？A project team member is struggling to deliver an assigned task. In a team meeting, the project manager determines that there are other members on the team who have more experience with similar tasks. What should the project manager do?

A.请求其中一位经验较丰富的团队成员支持该成员完成任务。Ask one of the more experienced team members to support the team member with the task.

B.将任务重新分配给其中一位经验较丰富的项目团队成员，以加快完成任务的速度。Reassign the task to one of the more experienced project team members for a faster completion of the assigned task.

C.要求经验丰富的团队成员制作一份关于如何完成任务的手册。Ask the experienced team members to produce a manual on how to complete the task.

D.将问题告知项目管理办公室（PMO），并要求替换经验较少的团队成员。Inform the project management office (PMO)of the issue and request a replacement for the less experienced team member.

参考答案：A

解析：PMBOK 6th，9.4-建设团队，P338。建设项目团队的目标包括“促进团队成员之间的交叉培训和辅导，以分享知识和经验”。因此当团队成员在完成分配任务存在困难时，可以通过成员之间的帮助，辅导和培训来解决。因此选项A是正确的，让有经验的成员来帮助遇到困难的成员。 选项B，将任务重新分配给其他成员，有可能会导致其他成员的过载工作，反而会导致项目延长工期。选项C，相当于增加了额外工作，会涉及到WBS和范围基准的变更。选项D，PMO本身不负责册团队成员的分派，应该是项目经理和职能经理协商获取资源。另外直接替换经验较少成员也是对他个人的不尊重。

第284题 项目经理正在管理一个程序中的两个集成项目。一个关键的集成点未对齐，这已经导致了延迟。团队的一位集成主管是这个集成领域的主题专家（SME）。另一个团队的集成主管不是SME，但他的级别更高，而且在项目上工作的时间更长。两个团队的主管都在彼此指责。项目经理应该首先做什么来解决这个问题？A project manager is managing two integrated projects in a program. A key integration point is misaligned, which has resulted in delays. One of the team's integration leads is a subject matter expert (SME) in this integration area. The other team's integration lead is not a SME but is more senior and has worked on the project longer Both team leads are blaming each other. What should the project manager do first to resolve this situation?

A.将问题的解决分配给在项目上工作时间更长的资深集成主管。Assign the resolution of the issue to the senior integration lead who has worked on the project longer.

B.与两位集成主管会面，了解根本原因并确定解决方案。Meet with both integration leads to understand the root cause and determine a resolution.

C.将问题升级到制定集成计划的程序架构师。Escalate the issue to the program architect who developed the integration plan.

D.将问题的解决分配给是主题专家的集成主管。Assign the resolution of this issue to the integration lead who is a SME.

参考答案：B

解析：PMBOK 6th，13.3.2.3-人际关系与团队技能-冲突管理，P527。解决冲突的最佳方式是合作/解决，B选项最佳。

第285题 项目经理正在处理一个有多个工作流的项目。其中一个工作流多次错过了截止日期。项目经理应该和谁讨论这个情况，以确保这种情况不再发生？A project manager is working on a project with multiple work streams. One of the work streams missed its deadline multiple times. Who should the project manager speak to about this situation to ensure it does not happen again?

A.工作流负责人和项目发起人Work stream leader and project sponsor

B.仅工作流负责人Work stream leader alone

C.工作流负责人和职能经理Work stream leader and functional manager

D.工作流负责人和项目管理办公室（PMO）Work stream leader and project management office (PMO)

参考答案：B

解析：项目是由多个工作流组成的，那么其中的一个工作流出现问题，应该由项目经理和该工作流的负责人共同负责纠正和改善。选项A，工作流属于项目的一部分，没有超出项目经理的权力管理范围，不需要上报。选项C，职能经理只负责提供资源，项目层面的问题职能经理不负责。选项D，PMO是帮助项目经理提供工具，模板，流程等支持的，不负责具体的项目问题。

第286题 项目经理在执行项目合同过程中收到一项重大差异，项目经理应该进行什么工作来应对额外的工作？The project manager has received a major discrepancy in the execution of the project contract. What should the project manager do to cope with the additional work?

A.更新工作分解结构。Update the work breakdown structure.

B.更新风险登记册。Updating the risk register.

C.更新资源管理计划。Update the resource management plan.

D.更新采购管理计划。Update the purchasing management plan.

参考答案：B

解析：PMBOK 6th，4.5.3.4-项目文件更新-风险登记册，P113。在项目执行过程中收到了偏差，对项目目标实现而言属于风险，因此当监控到风险后，应该及时更新风险登记册。 选项A，更新WBS涉及到范围基准变更，需要走变更控制流程，并由CCB审批通过后才能更新。选项C和D，风险与资源和采购领域无关。

第287题 项目经理正在负责一个大型的建筑项目，项目团队的专家们位于不同的地方，项目经理已经着手量化风险的工作。项目经理首先应该做什么？The project manager is in charge of a large construction project, the project team experts are located in different locations, and the project manager has begun to quantify the risk. What should a project manager do first?

A.使用在线协同软件开始分析工作。Start analysis work using online collaboration software.

B.评估所有选项，并在所有合适的选择中进行推荐。Evaluate all options and make recommendations among all suitable ones.

C.要求项目团队与专家在同一个地方工作并开始分析。Ask the project team to work in the same place as the experts and start the analysis.

D.与专家们交流，推荐最佳方案。Talk to experts and recommend best practices.

参考答案：D

解析：对于一个大型的建筑项目，项目经理首先应该与项目团队的专家们进行沟通和交流，了解项目的整体情况和可能遇到的风险。在专家的帮助下，可以更好地制定风险应对策略和措施。

第288题 项目经理管理一个涉及跨部门的多个干系人的项目，团队刚刚新加入了两人，项目经理希望他们两个能快速跟上项目整体状态，并能有效地和干系人沟通，项目经理应该做什么？The project manager is managing a project involving multiple stakeholders across departments. The team has just joined two new people, and the project manager hopes that both of them can quickly keep up with the overall project status and communicate effectively with the stakeholders. What should a project manager do?

A.让两位新成员阅读干系人参与计划。Have two new members read the stakeholder participation plan.

B.召开一次新成员和所有干系人的会议。Convene a meeting of new members and all stakeholders.

C.让两位成员查阅干系人登记册。Have two members review the stakeholder register.

D.让两位成员更新干系人参与计划。Have both members update the stakeholder engagement plan.

参考答案：B

解析：排除法。当团队新加入了两位成员时，让他们尽快熟悉和了解项目整体状态以及与各干系人的沟通十分关键。B选项提出召开一次新成员和所有干系人的会议，这为新成员提供了一个与所有相关干系人见面并了解他们的期望、需求和关注点的机会。同时，这也有助于所有干系人更好地了解新成员，并使新成员能够快速熟悉项目环境。选项A、C和D都不够全面快速。

第289题 项目经理开始管理一个团队成员地理位置分散的项目，由于需要每月进行月度总结汇报，有时需要团队成员周末加班开会，但团队成员不想在周末进行加班，项目经理应该怎么做？The project manager starts to manage a project with geographically dispersed team members. Due to the need for monthly summary reports, sometimes team members need to work overtime on weekends for meetings, but team members do not want to work overtime on weekends. What should the project manager do?

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

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

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

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

参考答案：C

解析：排除法。选项C，通过与干系人沟通，可使其了解情况，找到双方都能接受的方案。选项A并不能解决成员周末加班的问题；选项B忽略了团队成员的困难，可能会引起他们的不满和抵触情绪；选项D容易引起项目干系人的不满。

第290题 项目已经进行10个月了。客户反馈，竞争对手将推出一个新产品，与客户计划的功能相同，且对手开发时间更短。客户就该问题，希望召开紧急会议，商讨应对方案。项目经理本可以做什么避免此情况？The project has been going on for 10 months. According to customer feedback, the competitor will launch a new product with the same features as the customer planned, and the competitor will have a shorter development time. The customer wants to hold an emergency meeting to discuss the solution. What could the project manager have done to avoid this situation?

A.运用迭代法。Use iterative method.

B.使用产品原型。Use product prototypes.

C.选择增量法。Selective increment method.

D.要求可持续性反馈。Ask for sustainability feedback.

参考答案：B

解析：PMBOK 6th，5.2.2.8 原型法，P147。通过制作一个实际的产品模型或原型，可以与客户和潜在用户进行早期的、可视化的交流和反馈收集，这样在早期阶段就能发现并解决可能的问题，让团队更好地理解客户的需求和期望，同时也能提前让客户方面预判产品将可能遇到的竞争环境

第291题 某项目应用敏捷开发方法，客户提出要新添加一个功能，哪一个人负责分析该请求？In a project using agile development methods, the customer asks to add a new feature. Who is responsible for analyzing the request?

A.项目经理Project manager

B.Scrum主管Scrum master

C.产品负责人Product owner

D.项目发起人Project sponsor

参考答案：C

解析：PO的职责包括梳理产品待办事项列表，确定产品功能。

第292题 一个公司正在转向一种混合型方法，并为所有的项目经理进行了能力建设活动。在这些能力建设活动中，重点是敏捷方法和团队促进技能。在开始实施阶段时，项目经理面临着如何激励新雇用的敏捷员工的问题。为什么项目经理在激励敏捷员工方面存在问题？A company is moving to a hybrid approach and conducted capacity activities for all of the project managers. During these capacity-building activities, the focus was on agile approaches and team facilitation skills. When starting the implementation phase, the project managers faced issues motivating the newly hired agile staff. Why are the project managers having issues motivating the agile staff?

A.能力建设活动错过了仆人式领导的概念转移。The capacity building activities missed the servant leadership concept transfer.

B.过渡期通常会导致这类问题。Transitional periods normally cause this type of problem.

C.敏捷员工不习惯由项目经理领导。The agile staff is not used to being led by a project manager.

D.项目经理被期望成为敏捷团队中的教练。Project managers are expected to become coaches in agile teams.

参考答案：D

解析：敏捷实践指南，4.2.1.1仆人式领导的促进作用，P35。仆人式领导的一个重要职责就是促进，根据题干可了解到项目经理已经接受过团队促进技能的培训，这就是仆人式领导的概念，排除A。而教练技术能够激励员工，D选项最佳。

第293题 一家上市公司的项目中，CFO提出一项项目范围外的功能请求，要求项目经理为财务部系统进行升级。这会导致项目进度延长4个月，成本也会增加。项目经理还获知若不进行系统升级，项目将无法通过财务部CFO审批。项目经理应该怎么做？In the project of a public company, the CFO made a functional request outside the scope of the project, asking the project manager to upgrade the financial department system. This would add up to four months to the project schedule and cost. The project manager was also informed that without a system upgrade, the project would not be approved by the Finance CFO. What should a project manager do?

A.上报发起人，说明变更的原因和对项目的影响。Report to the sponsor, explaining the reason for the change and the impact on the project.

B.同意该变更请求，以获得CFO支持。Agree to the change request for CFO support.

C.拒绝该变更请求，这会增加项目成本和造成延期。Reject the change request, which will increase project costs and cause delays.

D.与CFO开会，拒绝变更并说明这对项目进度、成本造成的影响。Meet with CFO to reject changes and explain the impact on project schedule and cost.

参考答案：A

解析：作为项目经理，有责任将这些自己无法解决的情况详细地告知干系人。因此，向发起人报告这一变更及其对项目的影响是正确的第一步。通过这样的沟通，发起人可以了解变更的细节以及它如何影响项目，从而做出明智的决策。选项BCD都是直接同意/拒绝了CFO，当涉及到项目基准的变更，只能由CCB审批是否同意，项目经理无权直接做出决定。

第294题 一个项目团队中一些团队成员表示不舒服，一些表示对接下来需要做的事不清楚，一些表示出了对项目进度的担忧。请问这个团队现在属于塔克曼理论中的哪个阶段？Some team members on a project team expressed discomfort, some expressed a lack of clarity about what needed to be done next, and some expressed concern about the project schedule. What stage of Tuckerman's theory does this team belong to?

A.形成阶段Formative stage

B.震荡阶段Shock stage

C.成熟阶段Mature stage

D.哀悼阶段Mourning stage

参考答案：B

解析：这个团队现在属于塔克曼理论中的震荡阶段。这个阶段中，团队成员可能会对团队领导和项目方向产生怀疑和不信任，表现出对项目进度和目标的担忧，以及对自己在团队中的角色和职责的不确定性。

第295题 一个已经在风险登记册的风险发生了，然后开始执行缓解计划期间，同一个组件的残余风险被识别出来，项目经理应该怎么做？A risk already in the risk register occurs, and then during the implementation of the mitigation plan, residual risks for the same component are identified. What should the project manager do?

A.进行新风险登记，并寻找解决措施Register new risks and find solutions.

B.对新风险启动风险分析识别程序Initiate risk analysis and identification procedures for new risks.

C.继续完成初始风险的缓解工作Continue to complete initial risk mitigation.

D.针对新风险，上报发起人Report new risks to the sponsor.

参考答案：C

解析：PMBOK 6th，11.5.3.3-项目文件更新，P448。残余风险是指采取风险应对措施之后仍然存在的风险，它不是新的风险，所以项目经理应该继续完成初始风险的缓解工作，即继续执行缓解计划。

第296题 一个酒店建设混合项目，供应商做出一个酒店房间原型，这个原型的作用是什么？In a hotel construction hybrid project, the supplier makes a hotel room prototype, what is the role of this prototype?

A.供客户检查，提供反馈方便及时改进For customers to check, provide feedback to facilitate timely improvement.

B.确认房间是否合规Confirm that the room is compliant.

C.用于酒店网站展示，加速上市For hotel website display, accelerate listing.

D.展示供应商有快速建设房间能力Demonstrate the supplier's ability to build rooms quickly.

参考答案：A

解析：PMBOK 6th，5.2.2.8 原型法，P147。原型法是指在实际制造预期产品之前，先造出该产品的模型，并据此征求对需求的早期反馈。

第297题 有个项目干系人不怀好意，总是阻拦项目正常推进，在项目状态更新会议上不仅总是唱反调还经常发邮件，项目经理应该怎么办？What should a project manager do if he or she has a malevolent stakeholder who keeps blocking the project from moving forward, who not only plays devil's advocate in the project status update meetings, but also emails a lot?

A.无视该干系人，继续推进项目。Ignore the stakeholder and proceed with the project.

B.把他从干系人登记册删除，以后开会不喊他。Remove him from the stakeholder register and leave him out of future meetings.

C.开会与项目团队对质，解决干系人的疑问。Meet with project team to resolve stakeholder concerns.

D.找个双方尊重的中间人组织个非正式会议，向该干系人提出疑问解决问题。Set up an informal meeting with a mutually respected intermediary to raise questions and resolve issues with the stakeholder.

参考答案：D

解析：当一个项目干系人持续以不合作的态度阻挠项目正常推进时，项目经理不能简单地无视他，因为这样可能使问题持续存在并可能恶化。合理的处理方法是主动应对，选项D最为恰当。

第298题 在一次项目审查会议中，项目团队遇到了一个关键的技术性问题，会在下一次评审会议中进行讨论。项目经理应该邀请哪些人参加下一次会议，以便得出有效的行动措施？During a project review meeting, the project team encountered a critical technical issue that would be discussed at the next review meeting. Who should the project manager invite to the next meeting so that effective action can be taken?

A.内部团队Internal team

B.最终用户团队End user team

C.管理团队Management team

D.项目团队Project team

参考答案：D

解析：根据题干，下一次的评审会议是为了解决一个关键的技术性问题，因此，参加的人员应当既具备技术知识，又具备决策和协调的权力。选项D最佳。

第299题 项目经理被派到别的国家地区负责一个新项目，如何保证协作和项目成功？When a project manager is assigned to a new project in another country or region, how to ensure collaboration and project success?

A.确认总公司在当地有可用的资源。Verify that the head office has resources available locally.

B.考虑当地文化差异。Consider local cultural differences.

C.指导团队进行项目管理。Guide the team in project management.

D.指派一名本地资源协助。Assign a local resource to assist.

参考答案：B

解析：为保证协作和项目成功，项目经理需要先考虑事业环境因素带来的影响，事业环境因素包括考虑文化因素，选B。

第300题 一家供应商与医疗公司接洽，由于市场条件意外变化，需要价格上调。医疗公司要求项目经理解决。项目经理应该怎么做？A provider approached a medical company that needed a price increase due to an unexpected change in market conditions. The medical company asked the project manager to solve it. What should a project manager do?

A.无论任何变化，坚定以前的价格。Regardless of any changes, firm the previous price.

B.分析合同中价格调整应对策略，并与采购部门协商。Analyze the price adjustment strategy in the contract and negotiate with purchasing department.

C.为供应商提供新价格，并要求在变化前尽可能多交付产品。Offer suppliers new prices and ask for as many products as possible to be delivered before the change.

D.认可价格，同时请采购部门寻找新的供应商。Accept the price and ask the purchasing department to find new suppliers.

参考答案：B

解析：PMBOK 6th，12.3.1.3-协议，P496。协议是双方之间达成的谅解，包括对各方义务的一致理解。在执行过程中甲乙双方出现了争议，应该先一起对照和确认协议（合同），再遵循合同进行后续的协商和处理。