第441题 一位新的项目经理在一个项目实施中途被指派负责该项目。在首次风险审查会议上，该项目经理注意到，项目团队成员所用风险登记册的版本与项目经理所用风险登记册的版本不同。项目经理本应采取什么措施来避免发生这种问题？A new project manager is assigned to a project midway through its implementation.During the first risk review meeting,the project manager notices that the version of the risk register used by the project team members is different from the one the project manager is using. What should the project manager have done to avoid this issue?

A.依从专家判断。Performed expert judgment.

B.参照沟通管理计划。Referred to the communications management plan.

C.验证问题日志。Validated the issue log.

D.验证项目工件。Validated the project artifacts.

参考答案：B

解析：《PMBOK》第6版388页，10.3-监督沟通。从近几次考试的趋势来看，出题者越来越贴近于实战。这道题的情景就非常的具象，项目团队所使用的风险登记册的版本不一致，无论是风险登记册模板不统一，还是风险登记册上记录的信息存在着差异，都属于沟通管理存在缺失，选项B正确。选项A，专家提供建议，最终的解决还是要由项目经理实施。选项C，当问题暴露出来时，应登记至问题日志，避免遗漏也便于跟踪解决，所以验证问题日志的描述有误。选项D，沟通管理计划中包含了对项目完成信息传递所需工件的约定，如果按照沟通管理计划执行，风险登记册的版本不应该出现版本不统一的问题，也就不需要提前进行验证。

第442题 项目经理领导的创新项目由于高度的不确定性而面临很多风险。项目经理应该使用什么策略来使用敏捷方法来管理这些风险？
A project manager is leading an innovation project that is facing a lot of risks due to a high level of uncertainty. What strategy should the project manager use to manage these risks using an agile approach?

A.开发敏捷风险矩阵来跟踪、评估和评估项目的不确定性。 Develop an agile risk matrix to track, assess, and evaluate the uncertainty of the project.

B.实施scrum风险回顾会议，在项目结束时分析风险。 Implement a scrum risk retrospective to analyze the risks at the end of the project.

C.指派一个敏捷风险经理来更好地理解和跟踪项目风险。 Assign an agile risk manager to better understand and track the project risks.

D.不断评估风险，并随着项目进展重新确定工作的优先次序。 Evaluate the risks constantly and reprioritize work as the project progresses.

参考答案：D

解析：选D,在敏捷项目中，项目经理应不断评估风险，评估风险的影响，并随着项目的进展不断评估和重新确定工作的优先级。虽然开发敏捷风险矩阵或指派敏捷风险经理可能是有益的，但如果项目团队没有持续评估风险并做出适当的决策来减轻风险，这些策略就不会有效。在项目结束时实施scrum风险回顾也不对，因为需要在整个项目周期中持续管理风险以确保成功。

第443题 董事会的一名成员是一个对组织非常重要的项目的发起人。该相关方有诸多其他优先要务，目前没有参与到项目活动中，项目经理应如何促使相关方参与到项目中？A member of the board of directors is the sponsor of a project that is important to the organization.This stakeholder has many other priorities and is not currently engaged in the project activities. How should the stakeholder be engaged in the project?

A.与该相关方协商，使其提高兴趣度。Consult with the stakeholder and increase their level of interest.

B.让该相关方参与治理和决策过程。Involve the stakeholder in governance and decision making.

C.该相关方需要了解项目进展情况。The stakeholder needs to be made aware of the project progress.

D.让该相关方随时了解相关情况，并根据其需要与其协商。Keep the stakeholder informed and consult with them based on their needs.

参考答案：B

解析：《PMBOK》第6版530页，13.4-监督相关方参与。在对相关方管理的时候，要想相关方参与到项目里面，需要根据调动其参与的需要与之进行沟通，互通有无，对他的期望和需求进行干预，所以很多同学选了D选项。但是要注意的是，这位相关方的角色比较特殊，他是发起人，一位角色已经被明确但是没有参与到项目中的发起人，所以对他进行管理就不能仅限于传递信息和管理期望了，而是要他发挥其他应起的作用-参与决策，因此选项B正确。选项A，协商的方式有误，对相关方进行管理的目的也不仅仅是提升其兴趣度。选项C，先入为主的认为相关方对项目进度兴趣较大。

第444题 在项目会议上，业务分析师需要市场顾问的投入来继续完成任务。业务分析师试图联系顾问，但被告知顾问没有时间讨论这个项目。项目经理应该做些什么来推进项目？
At a project meeting, a business analyst requires input from a marketing consultant to continue working on a task. The business analyst has tried to contact the consultant but has been told that the consultant does not have the time to discuss the project. What should the project manager do to move the project forward?

A.将有关顾问的问题升级到职能经理，以便顾问将必要的时间用于项目。 Escalate the issues about the consultant to the functional manager so the consultant dedicates the necessary time to the project. .

B.将一个新的项目风险纳入风险登记册，并将顾问分配为风险所有人，因为他们有责任提供投入。 Include a new project risk into the risk register and allocate the consultant as the risk owner as it is their responsibility to provide input.

C.与顾问讨论该要求，并与业务分析师和顾问确定讨论项目需求的时间。 Discuss the request with the consultant and set up time with the business analyst and consultant to discuss the project requirements.

D.敦促业务分析师继续联系顾问讨论项目，因为这是业务分析师的责任。 Urge the business analyst to continue contacting the consultant to discuss the project since this is the responsibility of the business analyst.

参考答案：C

解析：选项C是最佳选择，因为它涉及与顾问讨论问题，并为必要的讨论留出时间，这有助于推进项目。选项A涉及升级，可能会对顾问及其职能经理的关系产生负面影响。选项B只是将问题添加到风险登记册中，并没有提供推进项目的解决方案。选项D将所有责任都交给了业务分析师，并且没有解决顾问不可用的问题。

第445题 在开发阶段结束时，一名关键开发人员因工作量繁重而想要辞职，但是，该开发人员的专业知识在用户验收测试和调试期间至关重要。 项目经理应该怎么做？
At the end of the development phase, a key developer wants to resign due to heavy workloads, but the developer's expertise is critical during the user acceptance testing and trial run. What should the project manager do?

A.查看资源日历，以获取资源平衡机会 To view the Resource Calendar for resource balancing opportunities

B.要求人力资源部门替换该开发人员 To require the HR Department to replace the developer

C.将该问题上报给开发人员的直线经理 To report the issue to the developer's line manager

D.将该问题上报给项目管理办公室(PMO) To report the issue to the Project Management Office (PMO)

参考答案：A

解析：PMBOK(6)P227- 6.6.2.4 资源优化。任务分配过于繁重，可以通过资源平衡让资源得以休息。 其他选项：工作繁重，是项目进度计划有问题，先从工作规划入手解决问题，BCD各种找领导不合适。

第446题 一个组织即将启动一个分阶段的项目。由于严格的法规，有些阶段必须事先完全计划好。然而，其他阶段允许在范围和时间表上有更多的灵活性和实验。发起人希望按计划实现项目目标，但也希望随着项目的进展适应新的信息和变更。项目经理应该为这个项目选择哪种项目管理方法？
An organization is about to start a multi phased project. Due to strict regulations, some of the phases must be completely planned in advance. However, other phases allow for more flexibility and experimentation on scope and schedule. The sponsor wants to pursue the project objectives as planned, but also wants to accommodate new information and changes as the project progresses. Which project management approach should the project manager select for this project?

A.混合 Hybrid

B.增量式 Incremental

C.敏捷 Agile

D.分阶段 Phased

参考答案：A

解析：该项目的最佳方法是(A)混合。混合项目管理方法结合了传统项目管理方法和敏捷项目管理方法的元素，允许灵活和适应性的方法，同时考虑到严格的法规和适应项目进展变化的能力。这种方法允许在规划和灵活性之间取得平衡，使其适用于具有可预测和不确定因素的项目。

第447题 在回顾会议上，敏捷团队正在讨论未达到产品负责人期望的情况。项目经理本应在项目之初采取什么措施？During the retrospective ceremony,the agile team is talking about the product owner's expectations not being met.What should the project manager have done at the beginning of the project?

A.清晰地向团队传达项目愿景和冲刺目标。Communicated project vision and sprint goals clearly to the team.

B.定义敏捷团队在创建待办事项列表方面的预期贡献。Defined the expected agile team contribution in the creation of the backlog.

C.评估敏捷团队的能力，并规划必要的培训。Assessed the capabilities of the agile team and planned for the required training.

D.定义团队基本规则，并共享项目愿景。Defined the team ground rules and shared project vision.

参考答案：A

解析：《敏捷实践指南》49页-5.1 项目章程和团队章程。“未达到产品负责人期望的情况”，说明是刚刚完成的冲刺或者之前的冲刺没有达到预期的目标。因此，在项目之初明确项目的愿景和项目的目标对于团队成员理解如何相互协作是至关重要的，A选项正确。选项B，创建待办事项列表是PO的职责，非敏捷团队。选项C，并非是团队的能力出现了短板，而是团队成员的工作流存在问题。选项D，基本规则明确了团队的行为方式，从情景的描述来看，未提及行为方式是影响目标达成的关键因素，排除。

第448题 —个发展中国家的政治变更可能影响那里即将完成的一个项目。项目经理应该怎么做？
A political change happened in a developing country may affect a project that is about to be completed there. What should the project manager do?

A.接受风险 To accept the risk

B.执行风险分析 To perform risk analysis

C.通知相关方 To notify stakeholders

D.赶工 To rush for work

参考答案：B

解析：PMBOK(6)P419 -11.3实施定性风险分析。题干说可能影响，因此是风险。识别完风险，实施定性风险分析。 其他选项：A在后面做考虑，CD都与风险无关

第449题 项目经理被指派交付某组织旗舰产品的一个关键解决方案。重要的成功因素包括敏捷性、市场适应能力和对市场上产品/服务的快速响应能力，为了确保公司取得成功，项目经理应该采取的其中一项关键活动是什么？A project manager has been selected to deliver one of an organization's key flagship solutions.Critical success factors include agility.market adaptation, and a quick response to market offerings. What is one of the key activities that the project manager should undertake to ensure company success?

A.与项目发起人一起审查项目目标，以商定更加现实且可实现的项目目标和可交付成果。Review the project objectives with the project sponsor to agree on more realistic and achievable project plans and deliverables.

B.请求项目发起人增拨资金，以雇佣额外的技能熟练的资源，并提高项目交付方法和结果的质量。Request more funding from the project sponsor to hire additional skilled resources and to incorporate additional quality in the project delivery approach and outcome.

C.定期审查项目的计划、目标和可交付成果，以确保获取所有相关数据，从而继续进行明智的项目决策。Conduct periodical reviews of the project plans,objectives,and deliverables to ensure all relevant data are captured to continue.

D.在进行市场观察后创建商业论证，然后将之提交给发起人，以便修改项目可交付成果，从而达到新界定的目标。Create a business case after performing a market review,and then submit it to the sponsor to modify the project deliverable to meet the newly defined objectives.

参考答案：A

解析：为了确保项目成功，首先要做的就是确定项目可实现的项目目标和成果，这是首先要做的，所以选择A；B选项不能确保结果的达成，C选项是监控过程，那个时候已经迟了，D选项可能是确定目标的后续活动。

第450题 在一个工地监督一个项目时，项目经理注意到工地团队每周的工作休息时间增加了几分钟。项目经理应该如何处理这个问题呢？
While monitoring a project at a work site, the project manager notices that the site team's work breaks have increased by a few minutes every week. How should the project manager approach this?

A.由于工人的长时间休息而减少支付给他们的工资。 Reduce payment to the workers due to their extended breaks.

B.向所有小时工发出正式的书面警告，因为他们在休息时迟到。 Issue a formal written warning to all hourly workers for their break tardiness.

C.与团队开会讨论问题并提出解决方案。 Have a meeting with the team to discuss the issue and propose solutions.

D.解雇一些没有遵守休息政策的工人。 Dismiss some of the workers for failing to adhere to the break policy.

参考答案：C

解析：选C,项目经理应与团队召开会议，讨论问题并提出解决方案。这种方法是专业的，开放合作，并找到适合每个人的解决方案。降低工资、发出正式书面警告或解雇员工可能会损害士气，并可能使情况更糟。

第451题 在某项目进行期间，一名初级团队成员接洽项目经理，寻求风险减轻方面的指导和建议。项目经理该如何应对？During the course of a project,a junior team member approaches the project manager for some direction and advice on risk mitigation. How should the project manager respond?

A.让该初级团队成员请教开发风险减轻策略的高级团队成员。Refer the junior team member to the senior team member who develops the risk mitigation strategy.

B.告知该初级团队成员风险减轻不属于他们的工作。Inform the junior team member that risk mitigation is not part of their work.

C.提供指导并为该初级团队成员跟进一些开发活动。Offer guidance and follow up with some developmental activity for the junior team member.

D.告诉该初级团队成员可从经验教训中找到相关信息。Tell the junior team member that the information is available in lessons learned.

参考答案：C

解析：仆人式领导风格有义务帮助团队成员发展其技能，解决其问题，故指导和跟进这些活动比较合理。

第452题 一位高级项目经理正在为家尚未盈利的公司工作。然而，该公司有许多创新项目正在开发中。大多数项目的时间线都已推迟，工作人员不堪重负。项目经理应该做些什么来帮助公司实现他们的财务目标？
A senior project manager is working for a company that is not yet making a profit. However, the company has many innovative projects in development. Most of the project time lines have slipped, and the staff is overwhelmed. What should the project manager do to help the company meet their financial objectives?

A.确定项目的优先次序，对能够增加利润的项目给予较高的优先次序。 Prioritize the projects, giving higher priority to projects that will increase profit.

B.确保项目是快速跟踪的，以便恢复时间线。 Make sure the project is fast tracked so that slipped time lines are recovered.

C.要求高层管理雇用额外的工作人员来支持项目。 Request that upper management hires additional staff to support the projects.

D.确保所有项目都是高质量的，并按时交付。 Ensure that all of the projects are of high quality and are delivered on time.

参考答案：A

解析：最佳选项是A,有助于确保有限的资源得到有效利用，为公司带来最大的利益。

第453题 由于供应商与项目经理之间沟通失误，可交付成果所需的一项主要输入内容缺失，由于该可交付成果缺失，项目的关键路径被延长，项目经理接下来该做什么？One of the main inputs required for a deliverable is missing due to a miscommunication between the vendor and project manager.Because of the missed deliverable,the critical path of the project is extended. What should the project manager do next?

A.开始审计供应商的流程和程序。Start an audit of the vendor's processes and procedures.

B.执行应急计划，与供应商共同应对该问题。Execute a contingency plan to address the issue with the vendor.

C.与该供应商一起审视从先前项目吸取到的经验教训。Review lessons learned from previous projects with this vendor.

D.对项目开展过程中出现的供应商问题进行详细分析。Make a detailed analysis on vendor issues during the project.

参考答案：B

解析：如果出现问题首先就是要解决问题，能够解决该问题的只有B选项。先要进行分析，找出根本原因，再有行动方案。

第454题 在迭代规划会议期间，团队A识别出一个重要的可交付物依赖于团队b的可交付物。项目经理应该做什么？
During iteration planning, team A identifies that an important deliverable is dependent upon a deliverable from team B. What should the project manager do?

A.通知团队B依赖性，并确保可交付物已计划好。 Inform team B of the dependency and ensure that the deliverable is planned.

B.使A团队成为B团队的一部分，并确保可交付物准备就绪。 Make team A part of team B and ensure that the deliverable is ready.

C.要求团队B立即开始这项活动，并交付给团队A。 Request team B to immediately start this activity and deliver to team A

D.要求团队B专注于他们的待办事项列表，并基于他们的优先级交付。 Ask team B to focus on their backlog and deliver based on their priority.

参考答案：A

解析：最佳选项是A。选项B错误，因为不可能仅仅因为一个可交付成果就将两个独立的团队合并为一个。团队可能有不同的目标、目标和专业领域，将它们合并可能会造成混乱和误解。选项C错误，因为项目经理不适合要求一个团队根据另一个团队的要求对其工作进行优先级排序。另一个团队可能有自己的优先事项和截止日期，期望他们停止工作并立即专注于新的可交付成果是不现实的。选项D错误，因为它忽略了两个团队之间的依赖关系。如果团队B的可交付成果对团队A项目的成功至关重要，那么项目经理必须确保及时规划和交付可交付成果。简单地要求团队B优先考虑他们的待办事项，而不考虑对团队A项目的影响，可能会导致延迟或后续问题。

第455题 A公司的一个项目在最后一个迭代结束前在既定的范围、进度计划和预算内成功交付，但在项目的庆祝仪式上，其中一位业务相关方却表示，他们认为该项目非常失败，因为它未增加任何商业价值。项目经理本应采取什么措施来避免这种认知？A project for Company A was successfully delivered within scope,schedule,and budget by the end of the last iteration.However,during the project celebration ceremony,one of the business stakeholders says they perceive the project as a failure as it did not add any business value.What should the project manager have done to avoid this perception?

A.确认是否已制定沟通管理计划，使业务相关方认识到项目的成功之处。Confirmed that there is a communications management plan in place make business stakeholders aware of the success.

B.让业务相关方参加冲刺回顾会议。Involved the business stakeholders in the sprint review.

C.与发起人和关键相关方一起确定产品待办事项列表中的优先要务，以便交付商业利益。Defined product backlog priorities with the sponsor and key stakeholders to deliver business benefits.

D.为关键相关方开展收尾调研。Implemented a closing survey for key stakeholders.

参考答案：C

解析：与发起人和主要利益相关者一起定义产品待办事项优先级以交付业务收益是确保项目符合业务需求和目标并交付预期价值的重要步骤。

第456题 一个项目团队正在对一个产品进行发布后评估，需要七个干系人的详细反馈。六名干系人迅速提供了反馈。其中一人没有提供任何反馈，尽管团队多次提出要求。在这种情况下，项目经理应该怎么做？
A project team is performing a post-release evaluation of a product that requires detailed feedback from seven stakeholders. Six of the stakeholders have promptly provided feedback. One of them has not provided any feedback despite numerous requests from the team. What should the project manager do in this situation?

A.与不情愿的项目相关方安排一次会议，以获得他们的反馈。 Schedule a meeting with the reluctant project stakeholder to obtain their feedback.

B.与所有七名项目干系人会面，并要求他们提供所有反馈。 Meet with all seven of the project stakeholders and request all of their feedback.

C.向发起人解释为什么不情愿的相关方需要提供反馈。 Explain to the sponsor why the reluctant stakeholder needs to provide feedback.

D.主持与不情愿的相关方和项目团队的会议，以解决任何冲突。 Host a meeting with the reluctant stakeholder and project team to resolve any conflict.

参考答案：A

解析：最佳选项是A,干系人不配合可以直接与其沟通，了解原因并解决这个问题。选项B,不需要与所有干系人会面，因为只有一个干系人没有提供反馈。选项C,向发起人解释，没有解决问题。如果由于与项目团队的冲突而不愿提供反馈，则选项D(召开会议解决冲突)可能是一个潜在的解决方案。相对来说，A最优。

第457题 项目经理正在领导一个项目，该项目的几位相关方来自公司其他职能部门，其中一位相关方刚刚晋升为另一个职能部门的负责人，该部门也是该项目的一个相关方，项目经理应该让项目团队更新哪些内容来确保与相关方保持适当沟通？A project manager is leading a project with several stakeholders in other functional areas of the company.One of these stakeholders has just been promoted to lead another functional area,and remains a stakeholder for this project. What should the project manager have the project team update to ensure proper communications to stakeholders?

A.项目管理计划。Project management plan.

B.沟通管理计划。Communications management plan.

C.相关方参与计划。Stakeholder engagement plan.

D.相关方登记册。Stakeholder register.

参考答案：B

解析：《PMBOK》第6版377页，10.1.3.1-沟通管理计划。一道很让同学们纠结的题目，沟通是参与项目的人员之间的信息流动和调动相关方参与项目的方式之一，所以似乎选择相关方登记册和相关方参与计划也说的通。但是，要注意因为项目的系统属性，在对项目进行管理时，面对一个问题可能存在多个驱动因素，但是会存在一个因素是最为重要的。回到情景，确保与相关方的适度沟通，显然最不能缺少的因素就是沟通管理计划，如果缺失，将出现沟通上的混乱，因此B选项正确。选项A，沟通管理计划虽然包含在项目管理计划中，但是我们要选最为精准的。选项CD，会影响沟通的效果，但不是最为关键的因素，排除。

第458题 新任命一名项目经理来领导一个远程工作的项目团队。项目经理决定使用一套在以前的项目中很有效的工具。然而，一些团队成员对这个计划并不满意。项目经理应该做些什么来避免这种情况呢？
A project manager is newly appointed to lead a project team that will be working remotely. The project manager decided to use a set of tools that worked well for previous projects. However, a few team members are not happy with this plan. What should the project manager have done to avoid this?

A.请求项目发起人批准购买市场上最新的协作工具。 Asked the project sponsor for approval to purchase the newest collaboration tool on the market.

B.与项目团队会面，确定他们的协作需求，并确定最有效的工具。 Met with the project team to determine their collaboration needs and identified tools that will work best.

C.允许项目团队成员在项目中使用最适合他们的工具。 Allowed the project team members to use the tools that will work best for them for this project.

D.将选择协作工具的责任委托给项目的技术负责人。 Delegated the responsibility of selecting the collaboration tools to the project's technical leader.

参考答案：B

解析：选B,在使用工具之前应该先与项目团队沟通，了解需求之后再确定使用什么工具。

第459题 某研发部门正计划开发一个产品，为组织引进一条新业务线。项目经理应做什么来提高该项目的成功几率？A research and development department is planning to develop a product that will introduce a new line of business for the organization. What should the project manager do to increase the project's chances of success?

A.根据项目管理办公室(PMO)提供的先前项目的模板，开始制定项目管理计划。Start developing the project management plan based on a previous project template from the project management office.(PMO)

B.对该新举措进行影响分析，以确定应该如何推出该项目。Conduct an impact analysis of the new initiative to determine how the project should be rolled out.

C.策划举行一次工作会议，重点关注该举措的范围、愿景和使命。Plan a working session focusing on the scope,vision,and mission of the initiative.

D.进行标杆对照，以确定该举措的商业可行性。Conduct benchmarking to determine the business viability of the initiative.

参考答案：D

解析：商业论证的过程，A显然是靠后的工作，已经决定要推出，所以B选项也不妥，C选项因为是项目层面，所以涉及愿景和使命也不妥，故D的正确性更高。

第460题 高级项目经理包括初级项目经理作为项目团队的一部分。在一次辅导课程中，初级项目经理向高级项目经理询问如何提高效率，减少返工。高级项目经理应该如何回应？
A senior project manager has included a junior project manager as part of the project team. During a coaching session, the junior project manager asks the senior project manager how to be efficient and reduce rework. How should the senior project manager respond?

A.使用工作分解结构(WBS)来根据项目和资源需求创建项目时间表。 Use a work breakdown structure (WBS) to create a project schedule based on the project and resource requirements.

B.监控资源分配，确保团队成员每天工作8小时。 Monitor resource allocation to ensure that team members work 8 hours per day.

C.分配项目任务给团队，不管他们的技能如何，以完成项目时间表。 Assign project tasks to the team regardless of their skills to accomplish the project schedule.

D.安排与主要干系人的每日会议，以评估项目管理计划的有效性。 Schedule daily meetings with key stakeholders to assess the effectiveness of the project management plan.

参考答案：A

解析：解析WBS是一个有用的工具，可以将项目分解为更小、更易于管理的组件，并有效地分配资源。这可以通过确保正确完成任务并有效使用资源来帮助减少返工。监控资源分配和安排与主要干系人的日常会议也有帮助，但相对而言WBS更能减少返工和提高效率。C选项错误，将项目任务分配给团队成员而不管他们的技能如何，这不是推荐的最佳做法，因为这可能会降低项目的效率和质量。知识点