第21题 在项目实施过程中进行了对建议解决方案的概念验证，并确定当前的技术无法支持它。项目经理接下来应该做什么？A proof of concept for a proposed solution was conducted during the project implementation, and it was determined that the current technology can not support it. What should the project manager do next?

A.请求另一名团队成员使用当前的技术重新进行概念验证，以确保这确实不是一个选项。Ask another team member to redo the nroot of concept using the current technology to ensure it is truly not an option.

B.使用根本原因分析（RCA）技术，如石川图，来确定为何当前的技术不支持。Use a root cause analysis (RCA) technique like Ishikawa diagrams to determine why the current technology is not supportive.

C.把这个问题添加到问题日志中，并与团队探讨可能的解决方案。Add this item to the issue log and explore possible resolution options with the team.

D.更新风险登记册，表示必须由团队负责人选择新的技术。Update the risk register indicating that a new technology must be chosen by the team lead.

参考答案：C

解析：关键词“当前的技术无法支持它”，这是一个问题，需要记录到问题日志中，并与团队一起讨论可能的解决方案，选C。

第22题 一个在项目团队中工作的工程师的任务需要额外的技能，但这个工程师并不具备这个技能。团队中的一名设计师具有这项技能的经验，并且愿意教授这项技能，尽管这不是当前工作的一部分。项目经理应该做什么？An engineer working on a project team has tasks that require an additional skill that the engineer does not have a designer on the team is experienced with this skill from previous jobs and is willing to teach this skill even though it is not part of the current work. What should the project manager do?

A.把这个情况升级到工程师的经理那里。Escalate the situation to the engineer's manager.

B.为工程师请求外部培训。Request external training for the engineer.

C.为工程师和设计师请求外部培训。Request external training for the engineer and designer.

D.允许工程师和设计师进行互相培训。Allow the engineer and designer to cross-train with each other.

参考答案：D

解析：D选项最佳，其有效地利用了团队的现有资源，这种交叉培训有助于团队成员的技能提升和团队的整体效率。

第23题 一个项目经理被分配到一个全球项目，在规划过程中，来自不同地区的团队成员不同意相互协作。项目经理应该怎么做？A project manager was assigned to a global project and during the planning process, team members from different regions disagreed collaborate with each other. What should a project manager do?

A.回顾从以前使用同一团队的项目中吸取的经验教训Review the lessons learned from previous projects using the same team

B.审查组织文化、结构和治理Review organizational culture, structure, and governance

C.协调会议以了解情况并解决任何冲突Coordinate meetings to understand the situation and resolve any conflicts

D.与区域经理协调会议，寻求支持Coordinate meetings with regional managers to seek support

参考答案：C

解析：解决协作问题的最佳方法是尽早、直接地进行沟通，了解团队成员的想法，以及潜在的冲突原因，然后寻求解决方案，选C。

第24题 一位IT项目经理得到了一个评价很高的新供应商的推荐，这家供应商提供优质的质量保证专业服务。项目经理计划在一个新项目中聘用这家有质量保证的供应商，但他们的费用超出了项目预算。项目经理接下来应该做什么？An IT project manager has been referred to a new, highly rated vendor that provides quality assurance professional services, the project manager plans to engage the quality assurance vendor on a new project, but their rates do not fit into what was budgeted for the project. What should the project manager do next?

A.与管理团队讨论此问题。Discuss the issue with the management team.

B.与项目干系人进行沟通。Engage the project stakeholders.

C.更新合同以降低费率。Update the contract with a lower rate.

D.与采购团队合作。Engage the procurement team.

参考答案：D

解析：根据题干，这是一个采购问题，项目经理应该与采购团队合作，与供应商进行谈判，或寻找其他供应商，以获得更符合预算的质量保证服务，选D。

第25题 一个软件开发供应商报告了一个阻碍其他剩余可交付成果的问题。项目经理应该怎么做？A software development provider reports an issue that is blocking the other remaining deliverables. What should the project manager do?

A.要求供应商寻求解决该问题的方案。Ask the provider to seek options to solve the issue.

B.把这个问题添加到问题日志中，并在下次评审会议上报告。Add the issue to the issue log and report it at the next review meeting.

C.审查当前计划，如有必要进行整合。Review the current plan and consolidate if necessary.

D.安排一次与供应商的会议，共同讨论解决方案。Schedule a meeting with the provider to collaborate on the options.

参考答案：D

解析：D选项最佳，项目经理应该首先向供应商了解问题情况，并找到解决方案。选项A错误，客户协作重于合同谈判。选项B错误，项目经理应该立即采取行动，而不是等到下次评审会议。

第26题 主要干系人无法持续参加项目状态会议，项目经理已经与该干系人进行了非正式和定期的沟通，以确保干系人了解项目的最新情况，然而项目经理最近辞职，在离开之前不会与新项目经理见面，项目经理应该如何确保新的项目经理继续更新这个特定的干系人？The main stakeholders are unable to continuously participate in project status meetings, and the project manager has conducted informal and regular meetings with this stakeholder to ensure that stakeholders are updated on the latest developments in the project, the project manager has recently resigned and will not meet with the new project manager before leaving. How should the project manager ensure that the new project manager continues to update this specific stakeholder?

A.用干系人参与的具体信息更新沟通管理计划。Specific information update communication management plan for stakeholder participation.

B.根据干系人的具体沟通需求更新干系人参与计划。Update the stakeholder engagement plan based on the specific communication needs of stakeholders.

C.确保项目团队已经得到了关于该干系人的特定需求的指导。Ensure that the project team has received guidance on the specific needs of this stakeholder.

D.确保项目文件包含关于干系人的具体说明。Ensure that the project file contains specific instructions about the stakeholders.

参考答案：A

解析：根据题干，了解到该干系人无法参加会议又需要让他了解项目情况，这时需要考虑沟通管理，沟通管理计划包括干系人的沟通需求，需沟通的信息项目，包括语言、形式、内容和详细程度等，所以选A。

第27题 一个敏捷项目有一个记录在案的需求清单，按高、中、低类别进行优先排序。项目团队表示很难知道接下来要做什么。因为很多条目被列为高优先级。项目经理应该推荐什么？An agile project has a documented list or requirements prioritized in high, medium, and low categories. The project team has expressed that it is difficult to know what to work on next as so many items are listed as high priority. What should the project manager recommend?

A.确保产品负责人根据产品路线图、发布计划和迭代计划来确定优先级。Ensure the product owner determines the priority based on a product roadmap, release plan, and iteration plan.

B.要求团队根据他们认为的逻辑顺序，对高优先级的项目进行优先排序。Ask the team to prioritize the high-priority items based on what they feel is a logical sequence to build.

C.要求团队根据发布计划和最有效的测试方法来确定高优先级项目的优先次序。Ask the team to prioritize the high-priority Items based on the release plan and what allows to testing most effectively.

D.放弃当前需求的高、中、低分类，按数字排序。Discard the current categorization of requirements as high, medium, and low and prioritize numerically.

参考答案：A

解析：产品负责人负责排列待办事项的优先级顺序，选A。

第28题 一个项目经理被指派接管一个现有的软件项目。项目经理继承了一个由关键干系人、主题专家和高级开发人员组成的精益团队。在与团队一起审查项目状态时，项目经理发现团队似乎缺乏方向和热情。新上任的项目经理该怎么做？A project manager has been assigned to take over an existing software project. The project manager inherited a lean team comprised of key stakeholders, subject matter experts (SMEs), and senior developers. While reviewing the project status with the team, the project manager observes that the team seems to lack direction and enthusiasm. What should the new project manager do？

A.确保每个人按计划完成分配的任务。Ensure everyone performs their assigned tasks as planned.

B.定期组织团队建设会议，更新风险登记册。Organize frequent team building sessions and update the risk register.

C.与项目发起人会面，提出项目的纠正措施。Meet with the project sponsor and propose a corrective action for the project.

D.鼓励参与决策并赋予团队权力。Encourage participation in decision making and empower the team.

参考答案：D

解析：关键字：“精益团队”，敏捷题，选D，敏捷团队是自组织团队，新的项目经理应该鼓励团队参与决策，并赋予他们权力，这样可以提高团队的积极性，使他们对工作更有热情，也有助于确保团队成员对项目目标有清晰的理解。

第29题 技术复杂项目的项目经理定期与主要干系人一起审查关键项目指标。在一次会议中，项目发起人解释说，他们使用项目经理的风险登记册作为在管理层交流项目的一种方式，项目经理应该如何确保在风险登记册中准确地报告项目风险？The project manager of technically complex projects regularly reviews key project indicators with key stakeholders. In a meeting, the project initiator explained that they use the project manager's risk register as a way to communicate the project with management. How should the project manager ensure accurate reporting of project risks in the risk register?

A.审查整个项目执行过程中的风险。Review the risks throughout the project execution process.

B.计划在项目结束时更新风险。Plan to update risks at the end of the project.

C.更新风险管理计划中的风险。Update the risks in the risk management plan.

D.列出项目启动会议中确定的项目风险。List the project risks identified during the project kickoff meeting.

参考答案：A

解析：项目风险不断变化，在整个项目执行过程中不断审查和更新风险，以确保风险登记册中的信息准确，选A。选项C错误，风险管理计划用来确定如何安排与实施风险管理活动，不记录风险。

第30题 项目B的一个领导一直向项目A的一个团队成员寻求帮助。项目A的项目经理应该怎么做？A leader from project B consistently reaches out to a team member in project A forassistance. What should project A's project manager do?

A.允许项目B的领导继续建立关系。Allow project B's leader to continue building relationships.

B.与项目B的领导交谈，讨论对两个项目可能产生的影响。Talk with project B's leader to discuss possible impacts to both projects.

C.告诉项目A的团队成员不要理会项目B的领导。Tell project A's team member to ignore project B's leader.

D.确保项目A的团队成员能够完成承诺给项目A的工作。Ensure project A's team member can finish the work committed to project A.

参考答案：B

解析：人的问题先沟通，B选项最佳。选项C，忽视并不能解决问题，还可能导致紧张和误解。

第31题 业务经理和产品负责人要求以更灵活的方式将更改纳入产品基线。与其他供应商相比，他们担心失去进入市场的时间。项目经理应该怎么做？The business manager and the product owner are requesting a more flexible way to incorporate changes into the product baseline. They are concerned about losing time to market with respect to other vendors. What should the project manager do?

A.审查变更的假设日志和项目管理计划。Review the assumption log and project management plan for changes.

B.确定适当的变更管理工具来进行项目。Identify adequate change management tools to conduct the project.

C.与主要干系人建立变更控制委员会（CCB）。Establish a change control board (CCB) with key stakeholders.

D.允许关键的干系人做出一些变更，以更快地交付产品。Allow key stakeholders to make some changes to deliver the product faster.

参考答案：B

解析：题目中“以更灵活的方式将更改纳入产品基线”，说明是敏捷环境。在敏捷环境中，我们应该更灵活地处理变化，以便更快地适应市场的需求。为实现这一目标，我们可以使用更多的适应性的工具与技术。选项A、C都是预测型项目管理方法。选项B正确。选项D较为片面。

第32题 新法律公布了关于电信塔分区许可证的规定，这可能会导致新网络部署的成本和进度超支。项目经理应该怎么做？The new law has announced regulations on telecommunications tower zoning licenses, which may result in the cost and progress of new network deployment exceeding branch. What should a project manager do?

A.评估新法律对项目计划的影响并确定其优先次序。Assess the impact of new laws on project plans and determine their priorities.

B.更新项目计划，因为法律是项目的义务。Update the project plan because the law is the obligation of the project.

C.尽量缩小范围，以赶上成本和进度基准。Try to narrow down the scope to catch up with cost and schedule benchmarks.

D.与发起人会面，要求增加额外的时间和预算。Meet with the initiator and request additional time and budget.

参考答案：A

解析：当出现新的法律规定时，需要先分析评估影响，然后规划采取适当的行动。选项A正确。选项B、C、D都是选项A之后可能的操作。

第33题 项目团队向客户交付了关键的可交付物。客户抱怨没有包括维修手册。项目经理下一步该怎么做？A project team delivered a critical deliverable to the customer. The customer complained that the maintenance manual was not included. What should the project manager do next?

A.提交一份包括手册的变更请求。Submit a change request to include the manual.

B.添加所需的手册并更新风险日志。Add the needed manual and update the risk log.

C.审查干系人参与计划。Review the stakeholder engagement plan.

D.审查合同的条款和条件。Review the terms and conditions of the contract.

参考答案：D

解析：关键词“客户抱怨没有包括维修手册”，项目经理应该首先核实项目范围，查看之前签订的合同条款，是否包含维修手册。

第34题 一家公司要把总部迁到另一个城市。负责这项任务的项目经理在过渡期间一直在使用一种预测型方法。然而，信息系统将使用敏捷方法进行迁移。项目经理需要决定与负责迁移系统的供应商签署哪种类型的协议。项目经理应该如何处理这种情况？A company is moving its headquarters to another city. The project manager responsible for the assignment has been using a predictive approach during the transition. However, the information systems will be migrated using an agile approach. The project manager needs to decide which kind of control to sign with the vendor responsible for migrating the systems.How should the project manager address this situation？

A.在所有项目迁移完成后协商付款。Negotiate payment after all project migrationis completed.

B.签署整个项目的单一协议。Sign a single agreement for the whole project.

C.在用户故事完成时使用固定价格增量。Use a fixed price increment when the user story is complete.

D.每个项目回顾会议后确认付款。Confirm payment after each project retrospective.

参考答案：C

解析：C是最佳选项，在使用敏捷方法进行系统迁移时，工作被分解成一系列的用户故事，每个用户故事代表了一项可交付的工作。因此，4个选项中选择固定价格的增量作为每个用户故事完成后的支付方式是最合理的。这种支付方式反映了敏捷的核心原则，即逐步并持续地交付价值。选项D不是最佳选择，因为项目回顾主要用于改进团队的工作流程和性能，而不是作为决定付款的依据。

第35题 敏捷团队已经完成了迭代，并向客户交付了约定的特性。令团队惊讶的是，客户不接受这些特性。项目团队进行了根本原因分析。项目经理应该做些什么来避免未来出现这种情况？An agile team has completed an iteration and delivered the agreed features to the customer. In a surprise to the team, the features are not accepted by the customer. The project team conducts a root cause analysis. What should the project manager do to avoid this situation in the future?

A.确保客户的要求从项目开始时就没有变更。Ensure that customer requirements do not change from the start of the project.

B.确保完成的定义（DoD）在未来的迭代中定义良好且完整。Ensure that the definition of done (DoD) is welI defined and complete for future iterations.

C.确保开发和质量保证团队成员正确实现特性。Ensure that the development and quality assu rance team members implement the feature correctly.

D.确保团队促进者正确地将任务分配给团队成员。Ensure that the team facilitator allocates tasks correctly to team members.

参考答案：B

解析：DoD（完成的定义）：是指一个任务或功能在被认为已完成时需要满足的一组条件或准则。根据题干，团队交付了约定的特性但客户不接受，表明验收标准存在不一致的可能，B选项最佳。选项A，与题目的描述无关；选项C，敏捷团队的质量由整个团队共同负责；选项D，敏捷团队是自组织团队，任务由团队自行分配。

第36题 一名项目经理被调到新的部门，负责一个不熟悉领域的现有项目。当试图了解这个敏捷项目的风险时，项目经理应该采用的主要工具是什么？A project manager has been moved to a new division and is in charge of an existing project in an unfamiliar domain. When attempting to gain an understanding of the risks for this agile project what i s the primary tool the project manager should em ploy？

A.概率评估Probability assessments

B.协作讨论Collaborative discussions

C.风险规避研讨会Workshops for risk avoidance

D.与项目支持者面谈Interview with the project champion

参考答案：B

解析：自组织团队，协作和沟通是核心。通过协作讨论，项目经理能够了解项目的各个方面，包括潜在的风险。选项A错误，虽然概率评估是风险管理的一部分，但它通常在识别出具体风险后使用，以确定风险发生的可能性。对于一个不熟悉的领域和项目，项目经理首先需要理解和识别风险，而这需要通过团队协作和沟通来完成。

第37题 团队成员表示，他们的用户故事直到迭代结束才能完成，因为他们的职能经理要求他们协助解决高优先级的生产问题。项目经理应该怎么做？A team member has indicated their user story will not be finished until the end of the iteration as their functional manager has requested they assist in resolving a high-priority production issue. What should the project manager do?

A.与产品负责人讨论用户故事将不会在此迭代中完成。Discuss with the product owner that the user story will not be completed this iteration.

B.与团队成员的职能经理会面，试图消除障碍因素。Meet with the team member's functional manager to try to remove the impediment.

C.告知项目团队成员不要处理生产问题，并通知其经理。Tell the project team member not to work on t he production issue and to inform their manager.

D.将问题升级至项目发起人，以解决和调整项目燃尽图。Escalate the issue to the project sponsor to resolve and adjust the project burndown chart.

参考答案：B

解析：项目经理的职责之一是帮助团队成员消除障碍，人的问题先沟通，所以项目经理应该先和职能经理沟通，讨论解决方案，选B。

第38题 一个项目团队在故事大小不合适的情况下完成了很多次迭代。在一些迭代中，团队对一些故事进行了大小调整，并提前完成它们。在其他迭代中，团队确定了故事的大小，但无法完成计划的活动。在计划下一个迭代的过程中，团队应该做些什么不同的事情？A protect team has completed many iterations wit hout proper sizing of the stories. In some iterations the team sized some stories and completed them ahead of time. In other iterations the team sized the stones but was unable to complete the plan ned activities. What should the team do differently during planning for the next iteration?

A.要求产品负责人和团队协调人提供故事的大小Request the product owner and team facilitator to provide the size of the story

B.平均每个团队成员为一个故事提供的故事点Average the story points provided by each team member for a story

C.继续多轮计划扑克，得出故事的大小Continue multiple rounds of planning poker and arrive at the size of the story

D.与不同的团队合作，得出故事的规模Collaborate with different teams and arrive at the size of the story

参考答案：C

解析：计划扑克/估算扑克（Planning Poker）是一种敏捷评估技术，整个团队协作来评估用户故事的相对大小，通过持续多轮的计划扑克，团队可以确保他们对每个故事所需的复杂性和工作量有共同的理解，这有助于为下一次迭代更好地规划和分配工作。

第39题 一个新的设施项目正在采用混合型方法开发。在第三次迭代之后，项目经理发现团队的生产力下降了。接下来项目经理该怎么做？A new facility project is being developed using a hybrid approach. After the third iteration, the project manager sees a decline in the team's productivity. What should the project manager do next?

A.与团队一起回顾迭代持续时间。Review the iteration duration with the team.

B.在下次回顾会议中讨论这个问题。Discuss the issue in the next retrospective.

C.鼓励团队提高他们的表现。Encourage the team to improve their performance.

D.减少迭代待办事项列表。Reduce the iteration backlog.

参考答案：B

解析：敏捷实践指南，5.2.1-回顾，P50。回顾是最重要的一个实践，原因是它能让团队学习、改进和调整其过程。B选项最佳，项目经理发现团队的生产力下降了，那么需要了解问题原因，通过回顾会议可以识别问题，并讨论改进计划。

第40题 一个组织正在向敏捷方法过渡。在项目的第一次冲刺评审中，产品负责人不接受冲刺的结果，并有一些顾虑。项目经理该怎么做？An organization is transitioning to an agile approach. At the project's first sprint review, the product owner did not accept the result of the sprint and has some concerns. What should the project manager do?

A.组织一次冲刺回顾会议，讨论这些问题以及如何在下一次冲刺中避免这些问题。Organize a sprint retrospective and discuss the issues and how they can be avoided in the next sprint.

B.要求项目团队解决产品负责人的问题，因为在敏捷中，产品负责人负责范围。Ask the project team to address the product owner's issues since the product owner is responsible for the scope in agile.

C.要求产品负责人接收成果，因为团队交付了在冲刺计划中达成一致的内容。Ask the product owner to accept the outcome since the team delivered what was agreed in the sprint planning.

D.在问题登记册中建立记录，并将问题上报项目指导委员会。Create a record in the issue register and escalate the issue to the project steering committee.

参考答案：A

解析：在敏捷方法中，冲刺回顾是团队反思过去的冲刺并讨论如何改进的活动。如果产品负责人不接受冲刺的结果，团队需要了解原因，需要一起讨论问题，找出改进的方法，以防止在未来的冲刺中再次出现同样的问题。