第341题 一家大公司正在将其项目转变为敏捷方法。过渡之后，执行管理层要求提供以前在旧报告和仪表盘中可用的信息。在转向敏捷实践之后，许多旧的报告和仪表盘不再相关。在这种情况下，项目经理应该怎么做?A large company is transitioning its projects to an agile approach. After the transition executive management requests the information that was previously available in old reports and dashboards. Many of the old reports and dashboards are no longer relevant after the shift to agile practices. What should the project manager do in this situation?

A.向管理团队解释报告和管理仪表盘不是有效的敏捷实践Explain to the management team that reporting and management dashboards are not effective agile practices.

B.要求管理团队审查认可的敏捷概念，以证明旧的信息是不相关的Ask the management team to review the endorsed agile concepts to prove that the old informations not relevant.

C.帮助管理团队理解对敏捷方法的变更如何影响某些报告和关键绩效指标（KPIs）的相关性Help the management team understand how the change to an agile approach impacts the relevance of certain reports and key performance indicators(KPls).

D.提醒管理团队，敏捷方法赋予团队自我指导的权利，因此不需要报告Remind the management team that an agile approach empowers teams to be self-directed and therefore there is no need for reporting.

参考答案：C

解析：根据题干，干系人需要得到指导，项目经理应该主动解释敏捷方法是如何工作的，这将使管理团队能够更好地理解变化，并根据新情况做出明智的决策。

第342题 当一个项目团队已经在一个项目上工作了几个月后，这个项目被取消了。项目发起人向项目经理施加压力，要求他尽快完成收尾工作，这样项目团队就可以转移到其他工作上。项目发起人已经指示团队不要浪费时间为被取消的项目归档项目工件。项目经理应该如何处理这种情况？After a project team has been working on a project for several months, the project is cancelled. The project sponsor is putting pressure on the project manager to perform closeout duties as fast as possible so that the project team can move on to other work. The project sponsor has instructed the team not to waste time archiving the project artifacts for the cancelled project. How should the project manager handle this situation?

A.遵守项目发起人不存档项目工件的要求。Comply with the project sponsor's request to not archive the project artifacts.

B.将项目发起人的指示记录为归档的项目工件。Document the project sponsor's instructions as the archived project artifacts.

C.将项目工件存档到项目经理的本地计算机上，以备将来参考。Archive the project artifacts on the project manager's local computer for future reference.

D.向项目管理办公室咨询，以获得有关项目工件的指导。Consult with the project management office (PMO) for guidance on project artifacts.

参考答案：D

解析：排除法，归档是必须做的工作，只有选项D体现了相关内容。PMO可以提供关于适当处理项目工件的方法。

第343题 公司成立了一个新的敏捷创新团队，其使命是将产品质量置于所有其他考虑因素之上。这一举措是在看到，社交媒体网络上存在大量对品牌质量下降的抱怨后提出的。哪个选项对实现团队目标最有效？ Company B is setting up a new agile innovation team with a mission of placing product quality above all other considerations. The initiative comes after a number of high-profile complaints on social media networks about the brand's diminished quality Which option would be most effective to achieve the team's goals?

A.提高产品价格，为使用更优质的材料提供资金。 Raise the product price to fund use of better-quality materials.

B.对比竞争对手产品的特性并跟踪缺陷。 Benchmark features against competitor products and track defects.

C.创建一个自动化测试台，以消除人为错误。 Create an automated testing bench to eliminate human error.

D.使用基于持续用户焦点组输入的测试驱动开发。 Use Test-Driven Development based on continuous user focus group input.

参考答案：D

解析：TDD确保了开发前的质量标准，且持续的用户输入对于确定目标是最重要的。

第344题 在使用敏捷方法的软件项目中，最近出现了工作超支。在评估情况后，项目经理得出结论，超支是由于产品待办事项列表项不够细化造成的。为了纠正这个问题，项目经理应该怎么做？In a software project using an agile approach, there have recently been work overruns. After assessing the situation, the project manager concluded that the overruns are occurring because of insufficiently refined product backlog items. What should the project manager do to correct this issue?

A.与发起人合作，修订产品愿景。Work with the sponsor to revise the product vision.

B.为待办事项列表中的事项创建一个准备就绪（DoR）的定义。Create a definition of ready (DoR) for the backlog items.

C.与服务请求管理者讨论问题。Discuss the issue with the service request manager.

D.与干系人一起完善产品待办事项列表。Refine the product backlog items with the stakeholders.

参考答案：B

解析：B选项最佳。DoR为每次迭代开发前针对需求梳理或需求输入所设置的质量验收标准，根据题干“超支是由于产品待办事项列表项不够细化造成的”，为待办事项创建准备就绪定义（DoR），可以确保其更明确，能有效纠正问题。D针对的范围相对较大。

第345题 一个敏捷团队已经完成了冲刺中10个故事的9个。在回顾会议期间，一些团队成员指出他们完成了他们的故事，然而有一个团队成员未能完成一个故事。敏捷领导者应该怎么做？An agile team has completed 9 out of 10 stories to the sprint. During the retrospective a few team members pointed out that they finished a of their stories. However one team member failed to finish a story. What should the agile leader do?

A.向团队强调每个成员都要对他们的故事负责，但是整个团队共同负责完成冲刺目标。Emphasize to the team that each member is responsible for their story but the team is collectively responsible for finishing the sprint.

B.要求团队在下一个冲刺计划中解决这个问题，而不是在回顾会议上。Ask the team to address this at the next sprint planning instead of at the retrospective.

C.建议团队在冲刺开始时，根据每个人的优势分配故事，以使绩效最大化。Suggest that the team assign stones at the beginning of the sprint based on each person's strengths to maximize performance.

D.与产品负责人合作，将故事从冲刺中删除，因为这些点不能分割。Work with the product owner to remove the story from the sprint because the points cannot be splits.

参考答案：A

解析：敏捷项目中，虽然团队成员自己认领任务，但是任务是团队集体承诺，而非个人。题干中，团队成员只对一部分任务负责，这时项目经理需要强调团队的整体责任，并加强合作，选A。

第346题 一个供应商，他的任务是为一个项目提供一个重要的部件，由于大规模的劳动力问题，无法交付材料。项目经理应该使用什么文档来更新细节并与相关的干系人沟通？A supplier, who was tasked with providing an important component for a project, is unable to deliver the materials due to a large-scale labor problem. What document should the project manager use to update the details and communicate to relevant stakeholders?

A.风险登记册Risk register

B.项目进度Project schedule

C.变更请求Change request

D.问题日志Issue log

参考答案：D

解析：PMBOK 6th，4.3.3.3-问题日志，P96。问题日志是一种记录和跟进所有问题的项目文件，所需记录和跟进的内容可能包括：问题类型；问题提出者和提出时间；问题描述；问题优先级；由谁负责解决问题；目标解决日期；问题状态；最终解决情况。项目出现问题需要记录在问题日志上，选D。

第347题 一个计划以迭代方式来进行执行阶段的项目，在前三个迭代中有以下度量指标。迭代进度绩效指数为1.2，0.98，0.90；成本绩效指数为1.15，1.0，0.98；项目的需求之一是，为了获得项目的付款授权，SPl和CPl都不能低于0.95。项目经理在迭代4中应该做什么来确保项目符合需求？A project that plans to execute in an iterative manner has the following metrics in the first three iterations. The iteration progress performance index is 1.2, 0.98, 0.90; The cost performance index is 1.15, 1.0, 0.98; One of the requirements of the project is that in order to obtain payment authorization for the project, both SPL and CPl cannot be lower than 0.95. What should the project manager do in iteration 4 to ensure that the project meets the requirements?

A.进度赶工Schedule crashing

B.快速跟进Fast tracking

C.挣得进度Earned schedule

D.挣值Earned value

参考答案：A

解析：根据题干可以得知，第三次迭代时，SPI已经低于0.95，进度延迟，需要进度压缩。进度压缩一般两种方式：赶工或者快速跟进，根据题干，当CPI>0.95可以赶工；否则快速跟进。当前CPI=0.98，即CPI还是安全的，可以通过增加成本实现赶工。选项B错误，快速跟进的代价是返工风险，如果可以赶工，就不要快速跟进。选项C错误，挣得进度是挣值管理的一个扩展，能够测量项目进度和预测项目完成时间，不是进度压缩的解决方案。选项D错误，挣值只是反映成本绩效及进度绩效的信息，不是解决方案。

第348题 一个最近成立的敏捷团队在一天工作12个小时来完成sprint承诺后筋疲力尽。在这种情况下，谁没有正确地履行自己的职责？ A recently formed agile team is exhausted after working 12-hourdays to fulfil sprint commitments. Who has NOT properly performed their duties in this situation?

A.项目经理 Project manager

B.团队成员 Team members

C.产品负责人 Product owner

D.Scrum教练 Scrum master

参考答案：D

解析：Scrum Master的角色是确保团队的工作条件，包括工作量，是适当的和可持续的。

第349题 尽管在质量控制和营销活动上投入了大量资金，但创新产品仍不能满足目标消费者。哪种敏捷实践可以最好地防止这种性质的失败？ An innovative product fails to satisfy targeted consumers despite significant investments in quality control and marketing campaigns. Which agile practice would best prevent future failures of this nature?

A.对产品发布进行持续的消费者可用性测试。 Run continuous consumer usability testing on product releases.

B.使产品负责人和市场营销人员的目标一。 Align objectives between the product owner and marketing.

C.拓宽目标消费者的角色类型定义。 Broaden the persona type definition of the target consumer.

D.向最小可行产品（MVP）添加更多功能和测试。 Add more features and tests to the minimum viable product (MVP).

参考答案：A

解析：持续的用户测试和反馈是最有效的调整方式，其涉及到用户的具体需求，并将它们逐步集成到产品发布中。

第350题 一名团队成员因为没有完成昨天的任务，在站立会议上被其他人公开批评。敏捷教练首先应该做什么来应对这种情况？A team member is openly criticized by others during a standup meeting for failing to complete yesterday's tasks. What should the agile coach do first to address the situation？

A.强调基本规则，然后专注于当天的活动和障碍。Emphasize the ground rules and then focus on today's activities and impediments.

B.让讨论继续下去，因为团队清楚当天的优先事项是很重要的。Let the discussion go on as it is important that the team is clear on priorities for the day.

C.参照团队章程避免讨论。Avoid the discussion by referring to the team charter.

D.在下一次冲刺回顾会议中向团队成员发表演讲。Address the team members involved during the next sprint retrospective.

参考答案：A

解析：关键字“站立会议上被其他人公开批评”，敏捷教练应该提醒团队成员遵守每日站会的规则，通过强调规则，敏捷教练可以提醒团队成员在站立会议中保持尊重和合作，这有助于创造一个积极的团队环境，鼓励开放的沟通和建设性的反馈。并强调站立会议的目的是了解当天的工作和障碍，应把注意力回到今天的沟通上，选择A。

第351题 项目经理观察到，两个团队成员在会议上公开争吵。为了推动他们的想法，每个团队成员都单独与发起人直接对话，并在没有通知项目经理或其他团队成员的情况下做出决定。项目经理应该采取哪两个行动？(选择两项）The project manager observed that two team members were openly bickering in the meeting. To advance their ideas, each team member individually speaks directly to the sponsor and makes decisions without informing the project manager or other team members. Which two actions should the project manager take? (Choose two)

A.直接与他们的经理讨论这种行为，要求他们纠正这种行为。Discuss this behavior directly with their manager and ask them to correct it.

B.与每个团队成员一起解决该行为问题。Work with each team member to resolve the behavior.

C.要求团队成员自己解决这个问题。Ask team members to figure this out on their own.

D.与其他项目经理讨论这种情况并征求意见。Discuss the situation with other project managers and seek input.

E.在下次会议上重申基本规则，确保所有团队成员都清楚这些规则。Reiterate ground rules at your next meeting, making sure all team members are aware of them.

参考答案：BE

解析：《PMBOK》第6版348页，9.5.2.1-冲突管理 选项A，项目所需资源进入项目组后，管理责任就转移给了项目经理，项目经理应优先主动解决问题。选项B，采取公开面对的方式来应对冲突，是正确的处理策略。选项C，采用了撤退的策略，一方面问题得不到解决，另外一方面也与项目经理的职责相违背。选项D，没有提到其他项目经理且项目经理应优先主动解决问题。排除。选项E，提前约定基本规则，是正确的决策。

第352题 一个大型的、多年的、工业项目的项目经理有一个项目，有来自不同地域的多样化的干系人。最近，该项目经理遇到了干系人参与方面的问题。项目经理应该使用哪两个工具来确定参与没有达到计划效果的根本原因？(请选择两项）A project manager for a large, multi-year, industrial project has a project with diverse stakeholders from different geographies. Recently, the project manager encountered issues with stakeholder engagement. Which two tools should a project manager use to determine the root cause of engagement not having the planned effect? (Please choose two)

A.开放空间会议 Open space meeting

B.问题记录 Problem log

C.石川图 Ishikawa figure

D.五个为什么 Five why

E.沟通管理计划 Communication Management Plan

参考答案：CD

解析：《PMBOK》第6版533页，13.4.2.1-根本原因分析 在干系人参与效果没有达到期望要求时，应开展根本原因分析，确定干系人参与未达预期效果的根本原因。“五个为什么”是丰田公司创始人丰田章一于20世纪30年代提出的，后经《丰田生产方式》进入管理学的工具箱。“五个为什么”通过连续的“为什么”来倒逼问题的真相，找出导致问题发生的根本原因，在组织内部形成解决问题的企业文化，因此，选项D是可以找出没有达到计划效果的根本原因的。选项C因果图是寻找根本原因、核心原因，最常用的工具。因此CD两个选项正确。

第353题 一个项目经理正在和三个虚拟团队一起做一个项目。团队A与团队B和团队C处于不同的时区。项目进行得很顺利，但最近A团队开始觉得自己被冷落了。信息到达A团队的时间较晚，或者有时会错过，B和C团队会优先考虑彼此的问题，而不是A团队。项目经理已经设定了项目指导方针，但意识到需要改进。项目经理应该做哪两件事来帮助团队更好地协作？（选择两个） A project manager is working on a project with three virtual teams. Team A is in a different time zone than teams B and C. The project was going well, but recently team A has started feeling left out. Information reaches team A late or is sometimes missed, and teams B and C give preference to each other's problems over team A. The project manager has already set project guidelines, but realizes they need to be improved. Which two things should the project manager do to help the teams collaborate better? (Choose two)

A.安排与所有三个团队的每周进度会议，让他们轮流担任关键角色。 Schedule weekly progress meetings with all three teams and have them take turns as key players.

B.计划团队成员在彼此的位置临时工作，以更好地提供团体意识。 Plan for team members to temporarily work at each other's locations to better provide a sense of community.

C.更新沟通管理计划，并鼓励各小组迅速和积极地加以审查。 Update the communications management plan and encourage the teams to review it promptly and proactively.

D.创建状态报告模板，并在当天结束前与所有团队成员分享。 Create a status reporting template and share it with all team members before the day end.

E.安排与每个团队的日常会议，详细了解他们的进展和关注点。 Schedule daily meetings with each team to understand their progress and concerns in detail.

参考答案：AC

解析：A选项建议项目经理安排每周进展会议，轮流让三个团队的关键成员参与，可以加强团队之间的沟通和协作，特别是对于时区差异较大的团队，有助于增进彼此了解和交流，避免信息延迟或遗漏等问题。C选项建议更新沟通管理计划，鼓励团队及时、主动地审阅计划内容，从而提高沟通效率和准确性，帮助团队更好地协作。

第354题 以下哪三种情况是Scrum主管应该注意的障碍？（选择三项）Which of the following three situations are obstacles that the Scrum Master should be aware of?(Choose three)

A.阻碍敏捷能力的技术 Technologies that hinder agile capabilities

B.缺乏团队授权，不能自我组织 Lack of team empowerment and inability to self-organize

C.在日常工作会议上对积压的工作进行审查 Review the backlog in daily work meetings

D.一个团队成员在谈论Scrum板上的用户故事 A team member talking about a user story on a Scrum board

E.一个团队成员谈论一个不在Scrum板上的用户故事 A team member talking about a user story that is not on the Scrum board

参考答案：ABE

解析：《敏捷实践指南》 4.2.1.2-仆人式领导消除组织障碍 Scrum主管肩负着消除敏捷实践障碍的职责，我们一起分析下各个选项。选项A，不适合的技术影响了敏捷能力，显然，这是Scrum主管要处理的。选项B，Scrum框架的实施需要对团队授权，形成自组织团队，显然当前的状况也属于要解决的障碍。选项CD，属于正确实践，不属于障碍。选项E，一个团队成员讨论未列在Scrum板上的用户故事，要么是PO未掌握该需求，要么该需求未及时同步到Scrum板上，无论是哪种情况，都属于障碍，要想办法排除。

第355题 项目经理被指派负责的一个项目正处于开发阶段，审查项目进展情况时，项目经理发现几项任务落后于进度计划，经过调查，项目经理发现几名团队成员被抽调开展其他任务，这使他们无法全身心地投入项目经理的项目，项目经理可以采取哪两种措施来让团队重回正轨？（选择两项）A project manager is assigned to a project that is in development As the project manager reviews the project's progress.they find a few tasks that are behind schedule.After investigating.the project manager discovers that a few team members were pulled to work on other assignments which impacted their ability to focus on the project manager's project.Which two actions can the project manager take to bring the team back on track?(Choose two)

A.与团队一起确定可加速交付项目的方案。Work with the team to identify options to accelerate project delivery.

B.允许团队成员按自己的节奏把进度赶上来。Allow the team members to catch up at their own pace.

C.与各个职能部门经理讨论项目延误的风险和工作的优先级。Discuss the risk of project delay and work priorities with the respective functional managers.

D.举行每日站会，以审查项目进展情况，并跟踪可交付成果的完成情况。Establish daily standups to review project progress and track the completion of deliverables.

E.就进度延误问题，立即提醒业务干系人。Alert the business stakeholders immediately of the schedule delay.

参考答案：AC

解析：《PMBOK》第6版222页，6.6-控制进度和《PMBOK》第6版352页，9.6-控制资源。涉及到进度和资源两个领域的管理，针对进度领域，要评估团队成员被抽调后的绩效表现，进行偏差分析和预测分析，来了解问题的严重程度，进而可以制定有效的解决方案，A选项正确。针对资源领域，团队成员被抽调，需要和团队成员所归属的职能部门负责人展开协商，来保障项目实施期间资源的可用性，C选项正确。选项B，项目经理承担整合管理责任，即需要综合各种资源、工具和技术来实现目标，所以针对目前的状况，项目经理要牵头制定有效方案，而不是放任自流。选项D，问题并不在于团队成员之间未协调步调和进展。选项E，向干系人传递的信息应以项目状态为主。

第356题 某新团队成员被增加到一个自组织团队中，该新团队成员不愿开口说话和参加团队讨论或参与决策。团队应采取哪两种措施来让该新团队成员参与进来？（选择两项）A new team member is added to a self-organizing team. The new team member is reluctant to speak and take part in team discussions or decisions.Which two actions should the team take to engage this new team member? (Choose two)

A.向项目经理报告该新团队成员的行为。Report to the project manager about the new team member's behavior.

B.指导该新团队成员提高对团队活动的参与度。Coach the new team member to improve engagement with the team.

C.强迫该新团队成员参加被视为很容易的活动。Force the new team member to participate in activities that are considered easy.

D.针对各种想法和观点，推动举办一场开诚布公的讨论。Facilitate an open discussion on all ideas and perspectives.

E.重新审查团队关于团队行为和准则的讨论。Revisit the team's discussion on team behaviors and norms.

参考答案：BD

解析：从题目来看，这应该是一个自组织团队，团队要确保每一个团队成员都能够参与到项目活动中去，保持团队和知识的相互交流，可能包含各种原因，B选项能够解决新成员没有兴趣参与的问题，D选项能解决新成员的融入问题。 A、自组织团队应自己解决团队问题；C、强迫-错误；E、团队规范不应该改变——但团队成员可以接受关于规范的指导。

第357题 发起人要求项目达到既定的质量标准。因此，发起人要求项目经理采取稳定的措施，以确保质量得到满足。项目经理应该做哪三件事？（选择三个）A sponsor requires that the established quality standards for the project be met. As a result, the sponsor asks the project manager for stable measures to ensure that the quality is met. Which three things should the project manager do?(Choose three)

A.分析经验教训，以确定质量标准中适当的测试指标。Analyze the lessons learned to determine appropriate testing metrics in quality standards.

B.在迭代规划中确定符合质量标准的验收标准。Identify in the iteration planning the acceptance criteria that meet quality standards.

C.根据质量标准，将绩效指标纳入经验证的可交付成果中。Incorporate performance metrics on the verified deliverables according to quality standards.

D.在回顾过程中确定符合质量标准的验收标准。Identify the acceptance criteria during the retrospective that meet the quality standards.

E.进行风险分析，以确定不符合质量标准的影响。Perform a risk analysis to determine the impact of not complying with quality standards.

参考答案：ABC

解析：选项A正确，通过分析过去项目的经验教训，项目经理可以确定适当的测试指标，以更好地满足项目的质量标准。选项B正确，在项目迭代计划中明确验收标准，有助于确保项目交付成果在各个阶段都符合既定的质量标准。选项C正确，将绩效指标与交付成果相结合，可以帮助项目经理跟踪评估项目在实现质量标准方面的表现。选项D错误，验收标准应在项目迭代计划阶段确定。选项E错误，评估项目风险不能直接确保项目满足既定的质量。

第358题 某公司领导团队决定采用敏捷方法投资新产品。商业和产品团队已经开始了这个新项目的规划活动。为了交付这个产品，项目经理需要哪三个关键因素？（选择三个）A company's leadership team has decided to invest in a new product using an agile approach. The commercial and product teams have started the planning activity for this new venture. Which three key factors does the project manager need in order to deliver this product? (Choose three)

A.高水平的产品待办事项列表High-level product backlog

B.关键绩效指标（KPls）Key performance indicators (KPls)

C.产品愿景Product vision

D.进度性能指标（SPIs）Schedule performance indexes (SPIs)

E.Product roadmap产品路线图

参考答案：ACE

解析：关键词“为这个新企业进行规划活动”，想要项目成功，首先要关注的是项目目标，选项ACE正确。选项A正确，高水平的产品待办事项列表有助于团队持续交付最高价值的增量。选项C正确，产品愿景是整个团队工作的总体目标，清晰的产品愿景对于确保团队中的每个人都朝着相同的最终目标努力是必要的。选项E正确，产品路线图是产品发布及其组成的可视化展示，概述了产品的目标、方向和进展。选项BD属于绩效指标，是在确定目标之后执行的时候关注的。

第359题 一个组织的管理系统正在被敏捷团队升级。虽然项目范围已被彻底确定，但功能需求已移交给项目团队，并且没有主题专家（SME）可继续从事项目工作。项目经理担心团队的进展会因为他们缺乏知识而受阻。哪两个项目事件将帮助项目经理确定是否存在这种情况？（选择两个）An organization's management system is being upgraded by an agile team. Although the project w as scoped thoroughly, the functional requirement s were handed over to the project team and there is no subject matter expert (SME) available to work on the project continuously. The project manager is concerned that the team's progress will be hindered by their lack of knowledge.Which two project events will assist the project manager to ascertain if this is the case?(Choose two)

A.需求分析Requirements analysis.

B.回顾会议Retrospective.

C.Sprint规划会议Sprint planning.

D.站立会议Standup.

E.细化待办事项列表Backlog refinement.

参考答案：BD

解析：回顾会议用于评估团队在过去迭代中的表现和问题。在回顾会议中，团队成员可以提出他们在项目中遇到的挑战和问题，并讨论如何改进。站立会议是敏捷项目管理中每日进行的会议，团队成员在会上分享他们的工作进展和任何遇到的问题。故选BD。

第360题 项目已经准备好开工，资源已经配置好。开发经理随后通知项目经理，由于家庭紧急情况，关键资源不再可用。开发经理表示，所有其他开发人员都被分配到其他项目，任何开发人员都没有能力承担额外的工作。接下来项目经理应该做些什么来满足这种资源需求呢？
A project is ready to start, and resources are allocated.  The development manager then informs the project manager that a critical resource is no longer available due to a family emergency.  The development manager indicates that all other developers have been assigned to other projects, and there is no capacity for any developer to take on additional work. What should the project manager do next to fulfill this resource need?

A.根据项目优先级确定资源分配选项。 Determine resource allocation options based on project priority.

B.对现有资源分配进行更改，并通知开发经理。 Apply changes to the existing resource allocations and inform the development manager.

C.与发起人会面，以确定如何调整时间表的基线。 Meet with the sponsor to determine how to rebase line the schedule.

D.将情况告知发起人，并要求延长目标完成日期。 Inform the sponsor of the situation and request an extension of the target completion date.

参考答案：A

解析：选A, 当关键资源不再可用时，项目经理必须首先确定对项目进度、预算和范围的影响。然后，项目经理应根据项目优先级评估资源分配选项。选项B错误，因为项目经理没有权力直接更改资源分配。他应该与开发经理和其他干系人讨论资源短缺，并共同制定解决方案。选项C和选项D都与解决资源短缺的问题无关。