第541题 一家组织正在开展一个软件应用程序开发项目，有不同的干系人参与到该项目的不同阶段。项目经理应该如何让干系人在整个项目过程中参与？
An organization is working on a software application development project with different stakeholders involved in different stages of the project. How should the project manager involve stakeholders throughout the project?

A.使用来自干系人的信息来制定项目需求 Use information from interested parties to develop project requirements

B.定期与所有干系人确认关键项目决策 Regularly confirm key project decisions with all interested parties

C.让干系人参与制定项目商业论证 Involve interested parties in developing project business case

D.不断与所有干系人分享项目状态报告 Continuously share project status reports with all interested parties

参考答案：B

解析：知识点出处：PMBOK 6th 页码：P522 章节：13.2.3.1 干系人参与计划是项目管理计划的组成部分。 它确定用于促进干系人有效参与决策和执行的策略和行动。 规划好干系人的定期决策，让干系人持续参与项目。

第542题 项目负责人反复抱怨，称开发团队开发的功能似乎与原始设计不一致。什么做法有助于解决这个问题？
A project owner repeatedly complains, saying that a function developed by the development team does not seem to align with the original design. What will help to solve this issue?

A.让产品负责人参加下一次迭代审查会议，以了解产品的开发状态。 Ask the product owner to sit in on the next iteration review meeting to learn more about the development status for the product.

B.要求质量保证团队识别与初始设计相比较的任何功能不匹配。 Ask the quality assurance team to identify any mismatches in functionality compared to the initial design.

C.要求开发团队重写功能，使其与项目范围相匹配。 Ask the development team to rewrite the function so that it matches with the project scope.

D.在下一次回顾会议中安排时间讨论所有的纠正措施，并要求项目负责人参加会议。 Schedule time during the next retrospective session to discuss all corrective actions and ask the project owner to participate in the session.

参考答案：D

解析：知识点出处：敏捷实践指南 页码：P50 章节：5.2.1 回顾总结会：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。 回顾会用于识别改进。A，PO本来就全程参与；B，功能问题非质量问题；C，需要与整个团队确认

第543题 项目经理被批准执行一个价值1200万美元为期三年的项目，6个月后，25%项目已完成，项目团队开支为400万美元。 计算完进度绩效指数和成本绩效指数后，下一步应该做什么？
The project manager is approved to execute a $12million, three-year project. After 25% of the project is completed. What is the next step after calculating the schedule performance index and cost performance index?

A.要求更多资金 Ask for more money

B.执行偏差分析 Perform variance analysis

C.制定绩效预测 Develop performance forecast

D.提交变更请求 Submit a change request

参考答案：B

解析：知识点出处： PMBOK 6th   页码：P262 章节：7.4.2.2 偏差分析：成本和进度偏差是最需要分析的两种偏差。可开展偏差分析，通过比较计划成本和实际成本，来识别成本基准与实际项目绩效之间的差异；然后可以实施进一步的分析，以判定偏离进度基准的原因和程度，并决定是否需要采取纠正或预防措施。 先进行偏差分析,再确认是否要采取纠正或预防措施。ACD都是纠正或预防措施。

第544题 你正在处理一个为某位客户开发产品的项目。你已经决定采用敏捷开发方法论。你注意到，客户并不有意参与项目，因为他们认为，一旦已与你签下订单，你的团队应该在商定的时间和成本内交付产品。在这种情况下，最好的方法是什么？
You are handling a project to develop a product for one of your clients. You have decided on Agile methodology for development. You notice that the client is not very involved in the project because they believe that once the order has been placed with you, your team should deliver the product within the time and cost agreed on. What would be the best approach in this scenario?

A.在项目的开始签署 Take a sign-off at the beginning of the project

B.与产品负责人合作，并进行冲刺审查 Engage product owner and conduct sprint reviews

C.等待客户提供反馈 Wait for the client to give you feedback

D.基于类似的项目做出决定 Make a decision based on similar projects

参考答案：B

解析：知识点出处：敏捷实践指南 页码：41 章节：4.3.2 产品负责人Product Owner：创建待办列表并排序、确认工作优先顺序、提供反馈、指导开发方向。 在Scrum中，一切对客户的沟通为PO。

第545题 一家公司启动了一个与开发新服务相关的项目，而该公司并不具有此类专业知识。项目经理了解到，运营部门不批准且可能不支持持续维护。 项目经理应该怎么做？
A Company launches a project related to the development of a new service, and the Company does not have this expertise. The project manager understands that the Operations Department does not approve and may not give support for the ongoing maintenance. What should the project manager do?

A.执行沟通需求分析，并记录该情况 To perform communication needs analysis and record the situation

B.根据之前项目的信息，创建一份风险识别核对单 Create a checklist of risk identification based on information from previous projects

C.将此活动包含在工作分解结构（WBS）中，并在发生时对其进行处理 To include this activity into the Work Breakdown Structure (WBS) and process it when occurred

D.评估如何获得该部门的项目支持，以减少任何负面影响 To assess how to get project support from the department to reduce any negative impact

参考答案：D

解析：知识点出处： PMBOK 6th   页码：P512 章节：13.1.2.3 干系人分析：干系人分析会产生干系人清单 和关于干系人的各种信息，例如，在组织内的位置、在项目中的角色、与项目的利害关系、期望、态度（对项目的支持程度），以及对项目信息的兴趣。 注意干系人的核心思想就是管理干系人的抵制与支持。

第546题 项目已完成60%,此时一名项目干系人建议增加一个新事项，提高项目效益，为此，需要额外的资金。 项目经理应该怎么做？
The project has been completed 60%.At this point,a project stakeholder suggests adding a new item to improve the project efficiency. Therefore ,additional funds are required. What should the project manager do?

A.包含该新事项 To include this new item

B.请求变更控制委员会（CCB）的批准 To request for approval of the Change Control Board (CCB)

C.更新成本管理计划，反映额外的资金 To update the cost control plan to reflect additional funds

D.拒绝该请求 To reject the request

参考答案：B

解析：知识点出处：PMBOK 6th 页码：P113 章节：4.6 变更提出后，先分析影响，再提交含解决措施的变更请求给CCB。 审批前，三步骤提出变更-分析影响-提交审批

第547题 你正在预测管理项目的敏捷阶段的中途。公司CEO刚刚通知你们，由于疫情蔓延，所有非必要人员将被要求远程工作，包括你们的项目团队。然而，资源管理计划要求使用集中办公来增强沟通和协作。你的最佳行动方案是什么？
You are midway into an agile phase of a predictively managed project. You have just been notified by the company's CEO that, due to a growing pandemic, all non-essential personnel will be required to work remotely, including your project team. However, the resource management plan mandates the use of physical colocation to enhance communication and collaboration. What is your best course of action?

A.请求变更资源管理计划，以合并使用虚拟工具在远程环境中集中办公 Request a change to the resource management plan to incorporate the use of virtual tools to replicate colocation in a remote environment

B.检查虚拟团队成员的需求，调查替代方案，并实现虚拟团队成员参与的选项 Examine virtual team member needs, investigate alternatives, and implement options for virtual team member engagement

C.提交变更请求以更新项目管理计划，将项目管理方法从混合式转变成预测性 Submit a change request to update the project management plan to migrate the project management approach from hybrid to predictive

D.将项目暂停直到疫情结束，然后让小组回到现场工作，以遵守资源管理计划 Put the project on hold until the pandemic is over and then bring the team back on-site to comply with the resource management plan

参考答案：A

解析：知识点出处： PMBOK 6th 页码：P357 章节：9.6.3.2 如果控制资源过程出现变更请求，或者推荐的纠正措施 或预防措施影响了项目管理计划的任何组成部分或项目 文件，项目经理应提交变更请求。并通过实施整体变更 控制过程（见 4.6节）对变更请求进行审查和处理。 确定变更了，就提交变更，更改资源管理计划。

第548题 随着项目进行，项目经理会收到干系人的抱怨，他们声称项目状态会议和电子邮件报告太少，无法让干系人了解项目的最新状态。项目经理审查沟通管理计划，并提交变更请求以修改报告状态的方式。项目经理最好在变更请求中包含以下哪项？
As the project progresses, the project manager gets complaints from stakeholders who say that project status meetings and email reports are too infrequent to keep the stakeholders up-to-date with the project's status. The project manager reviews the communications management plan and submits a change request to modify the way the status is reported. Which of the following is best for the project manager to include in the change request?

A.结合使用信息发射源 Incorporating the use of information radiators

B.终止分发电子邮件报告 Eliminating the distribution of email reports

C.在每日站会汇报项目状况 Reporting project status at the daily standups

D.将项目状态发送给更少的干系人 Sending project status to fewer stakeholders

参考答案：A

解析：知识点出处： 敏捷实践指南 页码：P152 章节：术语表 信息发射源：它是一种可见的实物展示其向组织内其他成员提供信息在不干扰团队的情况下即时实现知识共享。 信息发射源一般包括看板、燃尽图、燃起图、障碍日志等。 在敏捷项目中，使用可见的实物展示信息更透明化。 C每日站会不报告项目状态。

第549题 根据沟通管理计划，项目应该使用仪表板向干系人传达信息。一些团队成员在更新他们在仪表板上的项目数据时遇到了一些困难。对项目经理来说，最好的行动方案是什么？
According to the communications management plan, the project should use a dashboard to communicate information to stakeholders. Some team members are struggling to keep their project data current. What is the best action for the project manager?

A.鼓励团队成员尽可能输入任何信息 Encourage team members to enter any information whenever they can

B.向那些在及时报告上有困难的团队成员提供帮助 Offer help to those team members who are struggling to report on time

C.让团队专注于他们的工作并代表他们报告状态 Have the team focus on their work and report the status on their behalf

D.减少或调整那些无法保持数据最新状态的格式 Reduce or adjust the format of those not able to keep their data current

参考答案：B

解析：知识点出处： PMBOK 6th   页码：P342 章节：9.4.2.6 培训：如果项目团队成员缺乏必要的管理或技术技能，可以把对这种技能的培养作为项目工作的一部分。 A，没有意义；C，数据输入还是得团队成员来；D，先教会成员。若的确有问题再调整。

第550题 你被要求向公司内部与在项目外部的部门提供项目活动和过程的信息。这群人将信息与组织和项目的政策、过程和程序进行比较，并确定所使用的良好和最佳的做法，以及项目活动和过程中的不一致、差距和缺点。该外部团队正在使用什么工具或技术？
You have been requested to provide information on your project’s activities and processes to a unit within your company but external to the project. This group of individuals will compare the information to organizational and project policies, processes and procedures and identify good and best practices being used as well as nonconformity, gaps, and shortcomings within project activities and processes. What tool or technique is being conducted by the external team?

A.审计 Audits

B.统计抽样 Statistical sampling

C.数据分析 Data analysis

D.解决问题 Problem solving

参考答案：A

解析：知识点出处：PMBOK 6th 页码：P294 章节：8.2.2.5 审计是用于确定项目活动是否遵循了组织和项目的政策、过程与程序的一种结构化且独立的过程。质量审计通常由项目外部的团队开展，如组织内部审计部门、项目管理办公室 (PMO)  或组织外部的审计师。 题干描述地所有内容都是审计做的事情。

第551题 项目团队负责制造 10，000 个小零件。基于集中检查 500 个零件的批次质量是控制质量工具哪一种的实例？
The project team is responsible for creating 10,000 small parts. Basing the quality of the batch on an intensive review of 500 parts is an example of what quality control tool?

A.质量审计 Quality audit

B.帕累托原则 Pareto principle

C.统计抽样 Statistical sampling

D.检查 Inspection

参考答案：C

解析：知识点出处： PMBOK 6th   页码：P303 章节：8.3.2.1 统计抽样：统计抽样是指从目标总体中选 取部分样本用于检查（如从 75 张工程图纸中随机抽取10 张）。 样本用于测量控制和确认质量。抽样的频率和规模应在规划 质量管理过程中确定。 取部分样本进行检查。

第552题 敏捷教练协助团队召开会议，对团队刚刚完成的迭代进行反思和调整。教练和团队成员为讨论设置了阶段，创建了迭代过程中发生的事情的共享图片，评估在前一步中生成的数据，并决定如何处理讨论过程中确定的问题。这次会议的下一步应该是什么？
An agile coach facilitates a meeting with the team to reflect and adapt on the iteration the team has just completed. The coach and the team members set the stage for the discussion, create a shared picture of what happened during the iteration, evaluate the data generated in the previous step, and decide what to do about the problems identified during the discussion. What should be the next step in this meeting?

A.执行决策 Implement the decisions

B.结束会议 Close the meeting

C.演示产品 Demonstrate the product

D.解散参与者 Dismiss the participants

参考答案：B

解析：知识点出处： 敏捷实践指南 页码：P50 章节：5.2.1 回顾总结会：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。 回顾会的三个步骤，反思—改进—计划。题干中步骤完成，结束会议。

第553题 在与项目团队成员的非正式谈话中，项目经理发现某个关键部分的供应商在执行一个已获批准的产品变更时有问题。项目经理接下来应执行下列哪一项？
In informal conversations with project team members, the project manager found that a key part of the vendor was having problems executing an approved product change. Which of the following should the project manager do next?

A.实施对供应商的质量审计 Implement quality audits for suppliers

B.安排一次变更控制会议 Schedule a Change Control meeting

C.审查供应商的工作绩效 Review suppliers work performance

D.与供应商的高级经理谈话 Talk to the senior manager of the Supplier

参考答案：C

解析：知识点出处：PMBOK 6th 页码：P498 章节：12.3.2.3 绩效审查对照协议，对质量、资源、进度和成本绩效进行测量、比较和分析，以审查合同工作的绩效。其中包括确定工作包提前或落后于进度计划、超出或低于预算，以及是否存在资源或质量问题。 项目经理的采购绩效审查是对供应商的合同绩效进行管理的重要工具。

第554题 在项目评审会上，项目经理发现一个项目团队不能解决的问题。项目经理应该怎么做？
During a project review meeting, the project finds an issue that cannot resolved by the project team. What should the project manager do?

A.更新问题日志。 Update the problem log.

B.提交变更请求。 Submit a change request.

C.更新干系人管理计划。 Update related party management plan.

D.请求额外的资源。 Request additional resources.

参考答案：A

解析：知识点出处：PMBOK 6th 页码：P96 章节：4.3.3.3 问题日志可以帮助项目经理有效跟进和管理问题，确保它们得到调查和解决。作为本过程的输出，问题日志被首次创建，尽管在项目期间任何时候都可能发生问题。在整个项目生命周期应该随同监控活动更新问题日志。 开会发现问题，先记录下来，下面再解决。

第555题 进行自制或外购分析后，项目经理将已经包含工作分解结构（WBS）中的内容进行外包，项目经理应该采取下列哪一项措施？
After a make-or-buy analysis, the project manager decided to outsource the deliverables that included in the work breakdown structure (WBS). Which of the following should the project manager do next?

A.将需要外包的可交付成果从WBS中移除 Remove deliverables from the WBS that will be outsourced

B.将需要外包的可交付成果保留在 WBS 中 Maintain in the WBS the deliverables that will be outsourced

C.创建另一个 WBS，仅包含将需要外包的可交付成果 Create another WBS includes only the deliverables that will be outsourced

D.等到选定外包供应商后才对 WBS 进行更改 Don’t change anything of the WBS until the outsourcing provider is selected

参考答案：B

解析：知识点出处：PMBOK 6th 页码：P161 章节：5.4.2.2 WBS  包含了全部的产品和项目工作，包括项目管理工作。通过把 WBS  底层的所有工作逐层向上汇总，来确保既没有遗漏的工作，也没有多余的工作。这有时被称为 100% 规则。 100%原则，因此工作包即使外包，也不能删除。

第556题 在每日站会上，项目经理与团队成员逐个交流，询问每个成员已经完成的工作，并批评他们到目前为止团队进展缓慢。会议持续了近一个小时，最后变成了一个状态会议。项目经理应该做些什么来避免下次的站会变成状态会议？
During a daily standup meeting, the project manager goes from one team member to another questioning each one on the work they have accomplished and reprimanding them for the slow progress the team made so far. The meeting lasts for almost an hour and turns into a status meeting. What should the project manager do differently to avoid the next standup meeting turning into a status meeting?

A.使用在会议开始30分钟后配置为报警的计时器 Use a timer configured to alarm 30 minutes after the start of the meeting

B.将开发生命周期从适应型切换到预测 Switch the development life cycle from adaptive to predictive

C.让团队成员代替项目经理来引导站会 Have a team member to facilitate the standup instead of the project manager

D.只关注阻碍进展的障碍和阻碍的问题 Only focus on issues that represent roadblocks and impediments to progress

参考答案：C

解析：知识点出处： 敏捷实践指南 页码：P54 章节：5.2.4 站会中常见的一个反模式是，站会变成了状态报告会议。 团队可以举办自己的站会。只要体现了团队工作需要的 密切合作，进行顺利，站会便会非常有用。要针对团队 何时需要站会、站会是否有效等问题有意识地做出决定。 站会可以自组织，让团队成员轮流主持。站会非状态报告会。

第557题 客户和供应商已经签署了一份合同，合同中约定了项目需求。由于对此类项目具有非常丰富的经验，项目经理指示计划编制团队绕过制订工作分解结构(WBS)这一过程，直接开始安排资源和任务。项目经理从计划中删掉了客户的其中一项需求，因为根据项目经理的经验认定这项需求是没有必要的。但是在项目进行到一半的时候，人工成本就已经超出预算 30%了。 下列哪个原因最有可能造成这种情况?
The customer and supplier have signed a contract stipulating the project requirements. Due to extensive experience on this type of project, the project manager instructs the planning team to bypass the development of a work breakdown structure (WBS) and begin scheduling resources and tasks. The project manager has dropped one of the customer’s requirements from the plan because the project manager’s experience has shown that it is NOT needed. Midway through the project, the labor costs exceed the budget by 30 percent. To what reason would this MOST likely be attributed?

A.未能成功使用参数估算技术 Failure to use parametric estimating techniques

B.未识别的工作没有列入预算 Unidentified work not being budgeted

C.未能成功使用非参数估算技术 Failure to use non-parametric estimating technique

D.有缺陷的缩减 Flawed contracting

参考答案：B

解析：知识点出处：PMBOK 6th 页码：P151 章节：5.3 定义范围：在收集需求过程中识别出的所有需求未必都包含在项目中，所以定义范围过程就要从需求文件（收集需求过程的输出）中选取最终的项目需求，然后制定出关于项目及其产品、服务或成果的详细描述。准备好详细的项目范围说明书，对项目成功至关重要。 定义范围的作用

第558题 一个敏捷团队刚刚完成了最终项目可交付成果的开发。团队成员正在向项目经理寻求下一步的建议。项目经理应该建议团队下一步做什么？
An agile team has just completed the development of the final project's deliverable. The team members are seeking advice from the project manager as to their next step. What should the project manager advise the team to do next?

A.确定验收标准 Determine the acceptance criteria

B.确保用户故事符合准备就绪的定义（DoR） Ensure that the user stories meet the definition of ready (DoR)

C.举行项目回顾 Hold a project retrospective

D.验证可交付成果是否符合完成的定义（DoD） Verify that the deliverables meet the definition of done (DoD)

参考答案：D

解析：知识点出处：敏捷实践指南 页码：P151 章节：术语表 完成的定义DoD：它是团队需要满足的所有标准的核对单，只有可交付成果满足该核对单才能视为准备就绪可供客户使用。 敏捷项目完成后，检查DOD，以验证是否满足标准

第559题 敏捷项目进入第三次迭代。尽管团队坚持遵循敏捷最佳实践，但Scrum主管还是觉得团队动态存在问题。每个团队成员都独立工作，在Scrum活动中，团队成员之间不开放，避免冲突。团队目前在Tuckman开发模型的哪个阶段运行，Scrum主管可以做些什么来帮助团队进入下一个阶段？
An agile project enters its third iteration. Even though the team diligently adheres to agile best practices, the scrum master feels that there is something wrong with the team dynamics. Each team member works independently, and during scrum events, the team members are not open to one another and avoid conflict. In what stage of the Tuckman development model does the team currently operate, and what can the scrum master do to help the team to move onto the next stage?

A.震荡阶段；Scrum主管需要帮助团队在冲突中找到方向，实现高绩效 Storming; the scrum master needs to help the team navigate the conflict towards high performance.

B.规范阶段；Scrum主管需要帮助团队将不健康和低效的冲突放在一边 Norming; the scrum master needs to help the team put conflict aside as unhealthy and nonproductive

C.成熟阶段；Scrum主管需要确保冲突得到缓解，以便让团队成员继续工作 Performing; the scrum master needs to ensure conflict is mitigated to keep the team members on task.

D.形成阶段；Scrum主管需要帮助团队认识到冲突是具生产力且有必要的 Forming; the scrum master needs to help the team acknowledge that conflict is productive and necessary.

参考答案：D

解析：知识点出处： PMBOK 6th   页码：P338 章节：9.4 形成阶段：冲突低，信任低 震荡阶段：冲突高，信任低 规范阶段：冲突高，建立信任 成熟阶段：冲突低，信任高 团队成员避免冲突，相互独立，说明不信任对方，但是没有冲突，说明还在形成阶段。

第560题 项目经理观察到某些项目团队成员开始一起工作并调整工作习惯，但是，他们彼此不互相信任。项目经理可以得出下列哪一项关于团队的结论？
The project manager observes that some project team, members begin to work together and adjust work habits, however, they do not trust each other. The project manager may conclude which of the following about the team?

A.团队处于发展的规范阶段，很有可能前进到执行阶段。 it is in the norming stage of development and will most probably move on the performing stage.

B.团队处于发展的规范阶段，很有可能倒退回震荡阶段。 It is in the norming stage of the development and will most probably slip back to the storming stage.

C.团队处于发展的震荡阶段，很好有可能前进到规范阶段。 It is in the storming stage of development and will most probably move on to the norming stage.

D.团队处于发展的震荡阶段，很有可能倒退回组建阶段 It is in the storming stage of the development and will most probably slip back to the forming stage,

参考答案：B

解析：知识点出处：PMBOK 6th 页码：P338章节：9.4塔克曼阶梯理论：形成阶段、震荡阶段、规范阶段、成熟阶段、解散阶段。调整工作习惯，属于规范阶段，但是不信任，可能后退到震荡。