第321题 在一次绩效考核后，一个团队成员找到项目经理，要求得到反馈。项目经理认为这个团队成员是一个积极的团队成员，而且一般都能按时完成工作，尽管他有一两次工作迟到。该团队成员对年度绩效评估中没有更好的信息表示沮丧。项目经理应该怎么做才能避免这种挫折感的出现？After a performance review, a team member approaches the project manager and asks for feedback. The project manager mentions anecdotal information about this team member being a positive team player and generally getting their work done on time, even though they have been late with work once or twice. The team member expresses frustration at not having better information included in the annual performance review. What should the project manager do to prevent this frustration going forward?

A.要求人力资源（HR）部门提供为这个项目定义的关键绩效指标（KPls）。Request the human resource (HR) department to provide the key performance indicators (KPls) that were defined for this project.

B.设定团队绩效目标，并解释团队如何获得相同的绩效分数。Set team performance goals and explain how the team receives the same performance scores.

C.审查该团队成员的关键绩效指标（KPls），并提醒该团队成员这些指标是如何确定的。Review the key performance indicators (KPIs) for this team member and remind the team member how they are determined.

D.为团队成员提供速度跟踪工具，并解释团队成员如何看到和跟踪绩效。Provide the team member with velocity tracking tools and explain how the team member can see and track performance.

参考答案：C

解析：团队成员因绩效问题沮丧，项目经理有责任提供反馈，并说明详细情况，帮助他们在未来改进绩效，选C。

第322题 一名项目经理被分配管理多个敏捷项目团队。项目经理想要授权给团队，让他们自组织。项目经理应该做些什么来创造一个积极的环境？A project manager has been assigned to manage multiple agile project teams. The project manager wants to empower the teams and make them seIf-organizing. What should the project manager do to create a positive environment?

A.建立团队基本规则，并与团队分享，严格遵守。Establish the team ground rules and share them with the team for strict adherence.

B.复制其他项目制定的基本规则，并提供给团队。Copy the ground rules established by another project and provide them to the teams.

C.提取组织的政策和过程，进行定制，并交给团队来坚持。Extract the organization's policies and processes, customize them, and give them to the teams to adhere to.

D.帮助团队建立并遵守他们的基本规则，并在后续定期重新访问。Help the teams in establishing and adhering to their ground rules and revisit after regular intervals.

参考答案：D

解析：在敏捷项目管理中，项目经理应该鼓励团队自我组织并赋权给他们。这包括让团队制定他们自己的团队章程，并定期审查和更新，选D。选项A，由项目经理制定规则；选项B，复制其他项目规则；选项C，提取组织的政策和过程，都不符合敏捷管理原则，团队基本规则应该由团队制定。

第323题 在第三次规划会议结束后，客户和一个职能经理要求开更多的会议来为产品添加更多的功能。项目经理应该怎么做才能更快地开始构建产品？At the end of a third planning meeting, the client and a functional manager requested additional meetings to add more features to the product. What should the project manager do to start building the product faster?

A.允许发起人决定规划阶段应持续多久。Allow the sponsor to determine how long the planning phase should last.

B.允许客户决定规划阶段应持续多久。Allow the client ta determine how long the planning phase should last.

C.让职能经理与团队一起完成规划并开始构建产品。Ask the functional manager to work with the team to finalize planning and begin building the product.

D.解释说，更多的特性可以在即将到来的迭代中规划，然后开始构建产品。Explain that more features can be planned in upcoming Iterations and begin building the product.

参考答案：D

解析：敏捷原则强调通过早期和持续的产品交付来提供客户价值，选项D最佳。

第324题 产品负责人为团队提供了新产品初始发布的优先级待办事项列表。在分析之后，团队得出结论，支持初始启动的工作中缺少一些工作，并将这些信息提供给产品负责人。产品负责人承认遗漏的工作，并将其添加到待办事项列表的底部。团队对遗漏工作收到的优先级并不满意。在这种情况下，项目经理应该怎么做？The product owner provided the team with a priority to-do list for the initial release of the new product. After analysis, the team concluded that some of the work supporting the initial launch was missing and provided this information to the product owner. The product owner acknowledges the missing work and adds it to the bottom of the to-do list. The team is not satisfied with the priority received for missing work. What should the project manager do in this situation?

A.让项目团队将推荐的工作从待办事项列表的底部拉出来，以最大限度地创造价值。Have the project team pull the recommended work out of the bottom of the to-do list to maximize value creation.

B.分析并重新安排待办事项列表的优先级，并向产品负责人和团队提供决策。Analyze and reprioritize the backlog and provide the decision to the product owner and team.

C.建议产品负责人优先考虑遗漏的工作，因为最小可行产品（MVP）需要这些工作。Recommend the product owner prioritize the missing work higher because it is needed fort he minimum viable product (MVP).

D.通过支持决策并指示团队遵循所提供的优先顺序，授权产品负责人。Empower the product owner by supporting the decision and instructing the team to follow the prioritization as provided.

参考答案：C

解析：产品负责人全权负责产品待办事项的优先级，所以项目经理只能提建议，选C。

第325题 项目发起人和项目经理发现，由于供应商在不同时区的工作造成了产品交付的延迟，现在需要密切监督，直到项目恢复正轨。唯一的选择是重新安置项目团队中的三个关键成员，让他们在国外待上6个月。项目经理接下来应该做什么?A sponsor and project manager found out that a vendor in a different time zone has delayed the delivery of its products and needs close supervision until the project gets back on track. The only option is to relocate three key members of the project team to spend 6 months abroad. What should the project manager do next?

A.在下次项目状态会议中，向整个团队传达成员出国重新安置的决定，以及这样做的含义Communicate to the whole team the decision to relocate team members abroad and the implications of doing so in the next project status meeting

B.与受影响的团队成员进行个别沟通，协商决定并确认他们愿意重新安置Communicate individually with the affected team members to negotiate the decision and confirm their willingness to relocate.

C.将决定传达给人力资源（HR）部门，以便他们指示项目团队成员出国Communicate the decision to the human resources (HR) department so they can direct the project team members to be sent abroad.

D.与受影响团队成员的经理沟通，并安排会议讨论这项任务的详细信息Communicate to the affected team members' manager and schedule a meeting to discuss the details of this assignment.

参考答案：B

解析：项目经理应尊重团队成员的个人情况和喜好，在做出任何公开宣布或决定之前，应当先与受影响的个人讨论这一问题，了解他们的意愿，选B。

第326题 在最后一次迭代结束时，客户拒绝可交付物，因为它们没有满足客户的期望。项目经理应该做些什么来防止这种情况发生?At the end of the last iteration, the customer rejects the deliverables since they did not meet the customer's expectations. What should the project manager have been done to prevent this situation?

A.让客户更多地参与到项目的规划过程中，并确保对程序达成一致。Involved the customer more in the planning process for the project, and ensured agreement on the proceedings.

B.在商定的完成定义（DoD）中包括所有相关的标准，并共同制定产品愿景。Included all relevant criteria in the agreed upon definition of done (DoD), and crafted a shared product vision.

C.在迭代开始时向客户提供待办事项列表和指定的用户描述。Provided the customer with the backlog and the specified user stories at the beginning of the iteration.

D.与所有干系人密切合作制定DoD，以确保包括他们的期望。Developed the DoD in close cooperation with all stakeholders to ensure their expectations were included.

参考答案：B

解析：“完成的定义”（DoD）是指一个项目什么时候可以被认为是“完成”的标准，它可以包括各种质量和功能的具体要求；而“产品愿景”则是对项目最终期望实现的目标的描述，它给出了项目为何存在、将为客户提供何种价值的明确指示。通过共同制定产品愿景和完善DoD的相关标准，可以确保交付物满足客户的期望。选B。

第327题 项目经理即将启动一个大型项目，项目需求不明确，期限固定，预算固定。客户无法提供产品负责人，因为他们没有足够的能力，并且他们希望在项目期间只参与几次。项目经理应该如何规划和管理项目？A project manager is about to start a large-scale project with unclear requirements, a fixed deadline, and a fixed budget. The client is unable to provide a product owner, as they do not have enough capacity and they want to be involved only a few times during the project. How should the project manager plan and manage the project?

A.拒绝管理该项目，因为在没有产品负责人的情况下开发此类项目风险太大。Refuse to manage the project as there is too much risk in developing this kind of project without a product owner.

B.明确项目需求，编制长期详细计划，并根据该计划管理项目。Define the project's requirements, prepare a long-term detailed plan, and manage the project according to it.

C.说服客户需要一个产品负责人，因为项目经理不可能在没有所有相关角色的情况下运行敏捷项目。Convince the client that a product owner is needed, as the project manager is not able to run an agile project without all the relevant roles in place.

D.事先就最小可行产品（MVP)达成一致，设定审查期限，并在待办事项列表和每周冲刺的情况下运行项目。Agree up front on a minimum viable product (MVP), establish deadlines for review, and run the project with a backlog and weekly sprints.

参考答案：D

解析：关键词“项目需求不明确”，适合敏捷方法。D选项最佳，可以通过提供最小可行产品（MVP）来了解客户的核心需求并获取反馈，然后再根据持续反馈不断更新待办事项列表，以交付最高价值的特性。

第328题 一家电信公司正在进行全国网络部署，涉及不断变化的技术要求。为了解决这种情况，该公司最近采用了混合项目生命周期。在回顾期间，一些团队成员抱怨说，我的大部分故事都准备好测试了，但没有进展，因为他们正在等待项目经理的批准。项目经理应该怎么做？A telecommunications company is doing a national network rollout involving continuously changing technical requirements. To address the situation the company has recently adopted a hybrid project life cycle. During a retrospective some team members complain that me majority of me stories are ready to test but have not advanced because they are waiting for the project manager's approval. What should the project manager do?

A.更新问题日志，审查经验教训登记册，以便作出选择。Update the issue log and review the lessons learned register for options.

B.执行冲突解决方案，以适应团队的需求。Implement conflict resolution to accommodate the team's needs.

C.实施决策技术来推进故事。Implement decision-making techniques to advance the stories.

D.赋予团队自我组织和自己做决定的能力。Empower the team to self-organize and make their own decisions.

参考答案：D

解析：混合型项目的特点，团队可以自组织。根据题干，“团队成员的测试一直在等待项目经理的审批”，此时，项目经理应该直接赋权给团队，自己决定测试即可。

第329题 一个项目刚刚启动，管理层的期望是确保第一次迭代的交付品能够帮助营销团队向潜在客户展示产品原型。项目经理应该怎么做？A project just kicked off and management' s expectation is to ensure that the deliverable of the first iteration helps the marketing team present the product prototype to potential customers. What should the project manager do?

A.增加工作分解结构（WBS）的细节，以减少错误和延误。Increase the details of the work breakdown structure (WBS) to minimize errors and delays.

B.将待办事项划分为几个阶段，以确保首先交付关键功能。Split the backlog into phases to ensure that the key features are delivered first.

C.要求发起人对产品的一些功能进行优先排序。Ask the sponsor to prioritize some functionalities of the product.

D.确定产品所需的最小功能。Identify the minimum functionality required for the product.

参考答案：D

解析：确定产品所需的最小功能，这样，营销团队可以拿到一个基本可用的产品去给潜在的客户展示，选D。A需要耗费大量时间，与题意不符；B虽然强调了交付关键功能的重要性，但它并没有明确地指出能向潜在客户展示产品原型；选项C错误，产品待办事项的优先级排序是产品负责人决定的。

第330题 加入Scrum团队的新成员的行动能力有限。敏捷教练意识到一些团队成员不确定团队的动态将如何变化。敏捷教练应该做什么?The new team member joining the scrum team has limited mobility. The scrum master is aware that some team members are unsure how the dynamics of the team will change. What should the scrum master do?

A.创建一个干系人参与计划。Create a stakeholder engagement plan.

B.设计一个沟通管理计划。Design a communications management plan.

C.相应的更新团队章程。Update the team charter accordingly.

D.安排一次会议，讨论团队必须做出的调整。Set up a meeting to discuss accommodations the team will have to make.

参考答案：D

解析：Scrum Master角色的一个关键职责是确保团队的有效沟通。当团队的动态发生变化时，Scrum Master应引导团队进行有效的沟通，讨论并解决可能的问题，从而确保团队的生产力和协作，最佳答案是D。

第331题 项目经理被指派与技术和运营团队一起负责现有产品新版本的设计。项目经理组织一次联合需求会议，以确定最实用的想法。项目经理被告知，会议可能会变得混乱。项目经理应该做些什么来确保会议是互动的、多产的、高效的？A project manager is assigned to lead a design for a new version of an existing product with the technology and operations teams. The project manager organizes a joint requirements session to determine the most practical ideas. The project manager was advised that the session may become chaotic. What should the project manager do to ensure the session is interactive, productive, and efficient?

A.从两个团队中挑选资深和有经验的员工，安排面对面的面试。Pick the senior and experienced staff members from both teams and arrange face-to face interviews.

B.组织一场正式的会议，由一名熟练的主持人领导，并为参与者之间如何互动制定明确的规则。Organize a formal session led by a skilled facilitator with defined rules for how participants will interact with one another.

C.分发关于产品主要特性的调查表，并鼓励各小组提出设计建议。Distribute a questionnaire on the key features of the product and encourage the teams to respond with their design recommendations.

D.与来自两个团队的参与者举行多次规模可控的会议，讨论他们的想法。Hold multiple sessions of manageable sizes with participants from both teams to discuss their ideas.

参考答案：B

解析：关键词“会议可能会变得很混乱”，对此，最好的方法是制定规则。B选项最佳，再将不同的干系人聚集在一起时，举行具有明确规则的结构化会议，将有助于确保富有成效的互动，同时一个熟练的主持人可以促进公开对话，并有效管理潜在的冲突。

第332题 当一个项目接近完成时，项目发起人告诉项目经理立即结束项目，并转移到另一个项目。在项目结束前，项目经理应该完成哪些关键任务？As a project is reaching completion, the project sponsor tells the project manager to immediately close the project and to move on to another project. Which critical task should the project manager complete before closing the project?

A.确保整个团队得到适当的认可，组织一个项目告别派对，庆祝项目的成功和结束。Ensure that the whole team is appropriately recognized and organize a project farewell party to celebrate the project success and closure.

B.更新和关闭风险登记册和问题日志，并将其保存在组织的项目管理信息系统（PMIS）中。Update and close both the risk register and issue log with the latest updates, and save them in the organization's project management information system(PMIS).

C.按照组织接受的做法存档所有项目文件，以便这些文件可以在未来的其他项目中使用。Archive all the project documents following the organization's accepted practices so the documents can be used in other future projects.

D.与项目发起人会面，并提出新项目可能难以进行的意见，因为目前的项目尚未完成。Meet with the project sponsor and advise that the new project might be difficult to undertake because the current project is not yet complete.

参考答案：C

解析：尽管项目意外中止，但是依然应当做好收尾工作，确保项目文件按规定归档，以保存好组织过程资产。选项A错误，这是个意外中止的非正常项目，项目没有成功；选项D与题意不符。

第333题 当项目发起人要求额外的可交付物时，项目完成了70%。项目经理首先应该做什么？A project is 70% complete when the project sponsor requests an additional deliverable. What should the project manager do first?

A.拒绝请求，因为太迟，导致主要范围蔓延。Reject the request as being too late and leading to major scope creep.

B.向变更控制委员会（CCB）提出请求，以便作出决定。Submit the request to the change control board (CCB) for a decision.

C.与项目发起人就可能的替代办法进行谈判。Negotiate with the project sponsor on the possible alternatives.

D.确定这项变更对项目各方面可能产生的影响。Determine the possible impact of this change on all aspects of the project.

参考答案：D

解析：变更题，走变更流程，首先分析影响，选D。

第334题 一个项目的发起人想要开发一款拥有30个功能并能在10个不同国家使用的软件。要完成的工作量让团队感到不堪重负。项目经理应该怎么做？A project sponsor wants to develop software that would have 30 features and would be used in 10 different countries. The team feels overwhelmed with the amount of work to be done. What should the project manager do?

A.通过项目激励措施来支持和激发团队。Encourage and motivate the team with project incentives.

B.对团队进行细分，以处理项目的不同方面。Subdivide the team to handle different aspects of the project.

C.支持团队寻找并实施最小可行产品（MVP）。Support the team to find and execute the mini mum viable product(MVP).

D.组织项目实施以满足项目发起人的要求。Organize project execution to satisfy the proje ct sponsors request.

参考答案：C

解析：MVP是一种产品开发策略，它鼓励团队首先开发并发布一个只包含核心、必要的功能的产品版本，这个版本的产品能满足早期用户的基本需求，同时帮助客户快速获得市场反馈。在项目范围过大的情况下，考虑构建最小可行产品（MVP）是一个好主意。选C。

第335题 项目经理和项目团队在规划和消除障碍因素之后，已经将项目带回到正轨。在当前的冲刺中，团队报告说以前导致重大延迟的障碍因素再次出现。团队尝试执行与之前相同的缓解任务。然而，这些任务对这个障碍没有起到与之前相同的作用。项目经理应该怎么做？A project manager and project team have brought a project back on track after mapping and removing impediments. During the current sprint the team reported that an impediment that previously caused major delays has appeared again. The team tried implementing the same mitigation tasks that worked previously. However, the tasks are not having the same result with the impediment. What should the project manager do?

A.将该障碍的问题升级上报给项目发起人Escalate the issue with an impediment to the project sponsor

B.使用应急预算实施进度压缩Use the contingency budget to implement schedule compression.

C.实施组织过程资产（OPAs）中列出的缓解计划Implement the mitigation plans listed in the organizational process assets(OPAs)

D.作为监控的一部分，重新评估这个问题Reassess the issue as part of monitoring and controlling.

参考答案：D

解析：当障碍再次出现，且先前成功的缓解任务不起作用时，这意味着情况可能发生了变化，因此有必要进行重新评估，并制定适当的解决方案，D最佳。

第336题 项目经理正在评估一个项目，并意识到项目的挣值（EV）表明花费的成本高于交付的价值。然后项目经理发现团队已经添加了不属于需求的小功能。项目经理应该怎么做？A project manager is evaluating a project and realizes that its earned value (EV) shows the cost spent is higher than the value delivered. The project manager then discovers that the team has been adding small features that are not part of the requirements. What should the project manager do?

A.要求团队只关注和交付商定的功能。Ask the team to focus on and deliver only the agreed-upon features.

B.请求追加预算，因为正在增加其他功能。Request additional budget because additional features are being added.

C.鼓励团队继续，因为这最终会帮助客户。Encourage the team to continue, as this will eventually help the customer.

D.要求产品负责人将额外的功能添加到需求中。Ask the product owner to add the additional features to the requirements.

参考答案：A

解析：根据题干，项目正在经历范围蔓延，项目经理应该提醒团队关注并只交付已经商定的功能。

第337题 一位敏捷项目经理已经开始在一家建设购物中心的公司工作。项目经理希望实施一些与项目相关的敏捷实践。为了获得不同干系人的支持，项目经理应该做些什么？An agile project manager has started working in a company that builds shopping centers. The project manager wants to implement some agile practices, which are relevant to the project. What should the project manager do in order to gain buy-in from the different stakeholders?

A.与相关的干系人组织一次会议，解释敏捷的好处和与项目相关的实践。Organize a meeting with relevant stakeholders explaining the benefits of agile and the practices relevant for the project.

B.将项目管理计划（包括建议的敏捷实践）发送给干系人。Send the project management plan, which includes the suggested agile practices, to the stakeholders.

C.请项目管理办公室（PMO）获得干系人的支持，因为敏捷是一种不同于他们以前工作方式的方法。Ask the project management office (PMO) to get buy-in from the stakeholders, because agile is an approach that differs from their previous ways of working.

D.与顾问召开会议，向干系人提供敏捷实践方面的培训。Organize a meeting with a consultant to provide training to the stakeholders on agile practice.

参考答案：A

解析：为了获得不同干系人的支持，项目经理应该直接与干系人沟通，解释干系人可能有的任何关注或问题，选A。

第338题 项目经理在打算使用敏捷交付方法的组织中工作，产品负责人问项目经理从项目评估的角度来看敏捷交付的好处是什么。项目经理应该如何回复产品负责人？A project manager works at an organization that intends to use an agile delivery approach, The product owner asks the project manager what the benefit of agile delivery is from a project evaluation perspective. How should the project manager reply to the product owner?

A.功能提前交付；因此，更多的价值被交付。The functionality is delivered early; therefore, more value is delivered.

B.团队生产力更高；因此，更多的价值被交付。The team productivity is higher; therefore, more value is delivered.

C.成本降低；因此，交付的总价值更高。The cost is reduced; therefore, the total value delivered is higher.

D.风险显著降低；因此，更多的价值被交付。The risk is significantly reduced; therefore, more value ls delivered.

参考答案：A

解析：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。选A。

第339题 一位项目经理已经使用预测型方法与同一组干系人一起工作了3年。干系人已经在许多项目中进行了投资，并且熟悉该方法。最近，该组织强烈鼓励所有项目经理采用敏捷方法。这是在项目经理计划与同一组干系人启动一个大型复杂项目的两周前宣布的。项目经理该怎么做？A project manager has been working with the same group of stakeholders for 3 years using a predictive approach. The stakeholders have invested in many projects and are familiar with the approach. Recently the organization has strongly encouraged all project managers to adopt an agile approach. This was announced 2 weeks before the project manager planned to kick off a large complex project with the same group of stakeholders. What should the project manager do?

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

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

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

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

参考答案：D

解析：虽然组织鼓励采用敏捷方法，但干系人一直用的是预测的方法，项目经理首先应该帮助干系人了解敏捷方法，并就选用方法达成共识，选D。选项A直接采用敏捷方法，和B直接采用预测型方法都太绝对。

第340题 一个项目计划在两周内结束。该团队预计将继续长时间工作，并显示出疲劳的迹象。项目经理应该做些什么来鼓励团队？A project is scheduled to end in 2 weeks. The team is expected to continue working long hours and is showing signs of weariness and fatigue. What should the project manager do to encourage the team?

A.安排培训课程以提高团队绩效Schedule training courses to enhance team performance

B.增加新的团队成员来帮助完成项目Add new team members to help the project finalization

C.根据考核结果启动奖励和激励措施Initiate rewards and incentives according to assessment results

D.安排工作午餐会议直到项目完成Schedule working lunch meetings until the project is complete

参考答案：C

解析：根据题干，团队将继续长时间工作，这时鼓励团队的最佳方式是根据评估结果实施奖励，以激发团队成员的积极性，选项C最佳。