第41题 由于供应商问题，项目团队的进度出现延误。有些任务正处于关键路径上。在这种情况下，项目经理应该怎么做？Due to supplier issues, the project team's progress has been delayed. Some tasks are on a critical path. In this situation, what should a project manager do in this situation?

A.将供应商相关问题上报给发起人解决。Report supplier related issues to the initiator for resolution.

B.与供应商一起审查工作分解结构（WBS）。Review Work Breakdown Structure (WBS) with suppliers.

C.与干系人一起审查关键路径，以确定下一步行动。Review the critical path with stakeholders to determine the next steps.

D.与采购部门讨论关键路径问题。Discuss critical path issues with the procurement department.

参考答案：C

解析：事的问题，先分析。在面临供应商问题导致的项目延误时，项目经理先要了解这个问题如何影响了项目的关键路径，选C。

第42题 一个项目经理刚刚被任命为一个经验丰富的敏捷团队的领导。项目经理应该如何影响团队完成项目目标？A project manager was just assigned to a project as the leader of an experienced agile team. How should the project manager influence the team to accomplish the project objectives?

A.对团队完成必要可交付物的能力表示信任。Express trust in the team's ability to fulfill the necessary deliverables.

B.对团队施加判断。Assert judgment over the team.

C.使用计划驱动方法以显示对项目的控制。Use a plan-driven approach in order to demonstrate control over the project.

D.增加主题专家（SMEs）的数量，以获得更好的结果。Increase the amount of subject matter experts (SMEs) to get better results.

参考答案：A

解析：敏捷实践指南，4.2.1.1-仆人式领导的促进作用，P35。项目经理成为仆人式领导时，工作重点就会从“管理协调”转向“促进合作”。促进者将帮助每个人各尽所能地思考和工作。促进者鼓励团队参与、理解，并对团队输出共同承担责任。根据题干，团队经验丰富，项目经理应该信任团队能力，选A。选项B错误，违背敏捷自组织团队的原则。选项C错误，计划驱动是预测方法，不适用于敏捷团队。

第43题 一个项目团队正在开发一个计划进行多次迭代的产品。他们正在交付增量价值。什么时候应该展示价值？A project team is working on a product that is planned for multiple iterations. They are delivering incremental value. When should the value be demonstrated?

A.完全开发完成后After full development is completed

B.主要功能完成时When a major feature is completed

C.每次迭代结束时At the end of each and every iteration

D.当发起人批准增加时When the sponsor approves the increment

参考答案：C

解析：《敏捷实践指南》5.2.5 展示/评审。选C，在敏捷项目管理中，特别是在像Scrum这样的框架中，价值在每次迭代或冲刺结束时得到展示。演示通常在称为冲刺评审或演示的会议中进行，团队将完成的工作展示给干系人。

第44题 项目团队开始定义一项产品，其功能仅早期客户使用，他们决定先创建原型，项目经理应该如何说服干系人采用这种方法？The project team started defining a product whose functionality was only used by early customers, and they decided to create a prototype first. How should the project manager persuade stakeholders to adopt this approach?

A.描述该产品如何让终端用户了解到完整的用户体验。Describe how the product provides end users with a complete user experience.

B.解释该产品提供足够的证据来指明未来的方向。Explain that the product provides sufficient evidence to indicate future directions.

C.描述该产品将如何帮助加快产品构建。Describe how the product will help accelerate product construction.

D.解释称该产品的开发不需要大量的时间和精力。Explain that the development of this product does not require a significant amount of time and effort.

参考答案：A

解析：PMBOK 6th，5.2.2.8-原型法，P147。原型法是指在实际制造预期产品之前，先造出该产品的模型，并据此征求对需求的早期反馈。通过描述用户体验，项目经理可以更好地说服相关人员，选A。选项B错误，虽然原型确实可以帮助团队收集到反馈和信息，但它不一定提供“足够的证据来指明未来的方向”，因为原型通常只包含产品的部分特性或功能。

第45题 一个项目经理正在领导一个自动化项目。项目团队是共同办公的，包括来自技术和业务部门的人员。项目经理发现个人差异和工作风格对项目产生了负面影响。这位项目经理应该如何解决这个问题？A project manager is leading an automation project. The project team is colocated and includes people from both the technical and business units. The project manager discovers that personal differences and work styles are affecting the project negatively. How should the project manager address this?

A.制定一个时间表，确保有个人差异的人分开工作。Develop a schedule that ensures people with personal differences work separately.

B.使用不涉及共同办公的方法来进行项目。Use an approach to the project that does not involve colocation.

C.与团队会面，并就团队成员的期望达成一致。Meet with the team and agree on expectations from team members.

D.邀请不同单位的职能经理解决他们的个人差异。 Invite the functional managers of the differentunits to address their personal differences.

参考答案：C

解析：关键词“项目经理发现个人差异和工作风格对项目产生了负面影响”，对于冲突需要沟通和解决。项目经理应该促进讨论，让团队有机会表达他们的想法，从而双方达成共识，选C。

第46题 敏捷项目正在运行六个迭代中的第二个。一个没有敏捷经验的新团队成员刚刚加入团队。在每日会议中，项目经理发现团队在实现目标时遇到问题。项目经理应该怎么做？An agile project is running its second of six iterations. One new team member who does not have agile experience has just joined the team. In the daily meetings, the project manager observes that the team is having problems meeting their goals. What should the project manager do?

A.向团队提供反馈，并召开会议审查团队规则。Provide feedback to the team and hold a meeting to review team rules.

B.向团队提供反馈，并召开回顾会议，找出根本原因。Provide feedback to the team and conduct a retrospective meeting to find a root cause.

C.向团队提供反馈，并要求对新成员进行敏捷培训。Provide feedback to the team and request agile training for the new member.

D.向团队提供反馈，并指导新的团队成员使用敏捷方法论。Provide feedback to the team and coach the new team member in agile methodology.

参考答案：B

解析：关键词“团队在实现项目目标时遇到了问题”，问题不明要先了解情况，可以通过回顾会议进行问题识别，并讨论解决方案，选B。选项C和D错误，有问题并非就是新员工导致的。

第47题 在一次辅导会议中，项目经理向一名初级项目经理简单介绍了使用挣值管理（EVM）方法来管理项目的益处，初级项目经理应该参考什么？During a coaching meeting, the project manager briefly introduced to a junior project manager the benefits of using Earned Value Management (EVM) to manage projects. What should junior project managers refer to?

A.S曲线S-curve

B.累积流图Cumulative flow chart

C.看板面板Kanban panel

D.水晶图Crystal Chart

参考答案：A

解析：挣值管理是一种项目管理工具，用于跟踪项目的预算和进度，并预测其最终结果。EVM常常与S曲线一起使用。S曲线是一种图形表示，显示项目的累积成本、计划成本和挣值，它可以帮助项目经理理解项目在时间、成本和进度方面的绩效。

第48题 在为国家级解决方案制定提案时，一位新的项目经理发现提案要求遵守多个组织和政策中的合规。项目经理了解，虽然已经有了几项合规，但是该项目的某些特定监管需求尚未到位。高级管理层建议项目经理忽略这些合规问题，因为当项目达到该阶段时他们会做好准备，并继续制定提案。项目经理首先应该做什么？While developing a proposal for a country-level solution, a new project manager found that the proposal required compliance across multiple organizations and policies. The project manager understood that while several compliance items were in place, some of the project's specific regulatory requirements were not yet in place. Senior management advises project managers to ignore these compliance issues because they will be prepared when the project reaches this stage and continue to develop proposals. What should a project manager do first?

A.验证监管要求并建立合规策略。Verify the regulatory requirements and establish a strategy for compliance.

B.在风险登记册中记录与高级管理层的互动。Document the interactions with senior management in the risk register.

C.建议高级管理人员继续这样做有违职业道德。Advise senior management that it is ethically unprofessional to continue.

D.用另一套监管要求制定提案。Build the proposal with an alternative set of regulatory requirements.

参考答案：A

解析：在项目管理中，当面对不确定的情况或遇到与项目相关的特定要求时，项目经理的首要任务是明确和验证这些要求，然后确定如何满足这些要求，故选A。因此，验证监管要求并为之建立一个策略是项目经理的首要任务。选项B错误，风险登记册不记录互动。

第49题 一个项目涉及出口150个包裹给客户。然而，客户只清关了30个包裹。物流经理在2周前向客户提供了详细信息，并建立了每周电话会议，与客户进行有效沟通，但客户一直没有参与电话会议。项目经理该如何处理这种情况？A project involves exporting 150 packages to the customer. However, only 30 packages have been cleared by the customer for shipment. The logistics manager provided details to the customer 2 weeks ago and set up a weekly conference call to effectively communicate with them, but the customer has not been participating in the calls. How should the project manager handle this situation?

A.要求变更合同，将货物装运包括在项目管理计划中。Request a change in the contract to include the shipment in the project management plan.

B.找出问题的根本原因，并讨论客户当前的参与情况。Find the root cause of the issue and discuss the customer's current engagement.

C.通知客户后续的包装不能生产。Inform the customer that subsequent packages cannot be manufactured.

D.向客户请求延期交货日期。Request a delivery date extension from the customer.

参考答案：B

解析：根据题干，客户没有清关所有包裹，也没有参与电话会议。人的问题先沟通，首先要了解情况发生原因，然后制定之后避免这种情况发生的策略，选B

第50题 项目经理在承包商完成的交付物上识别到一个风险，并将其添加到风险登记册。在交付物的最后检查会议中，项目经理注意到建议的缓解措施并未产生预期的效果。项目经理应该如何继续操作？A project manager identified a risk on a deliverable completed by a contractor and added it to the risk register. During the last inspection meeting for the deliverable, the project manager notices that the suggested mitigation did not produce the expected results. How should the project manager proceed?

A.审查采购绩效以识别根本原因Review the procurement performance to identify the root cause.

B.重新评估风险发生的概率和缓解策略。Reevaluate the probability of the risk occurrence and mitigation strategy.

C.提出一个变更请求，以应用这个风险的风险应对计划。Issue a change request to apply the risk response plan for this risk.

D.审计采购过程以识别为什么缓解措施没有奏效。Audit the procurement process to identify why the mitigation did not work.

参考答案：C

解析：当风险已经发生，并且其缓解措施没有产生预期效果时，项目经理应该考虑其他风险应对策略，有新请求，需走变更程序，选C。题目中主要关注的是风险和缓解措施，与采购绩效关系不大，况且发生问题后分析问题也是首先分析问题的影响而不是原因，所以A不正确；题干中提到建议的环节措施并未产生预期的效果，说明风险已经发生，这时无需再重新评估风险发生的概率，所以B不正确；问题发生后要分析问题，识别为什么风险应对措施没有生效并不能直接解决问题，所以D不正确。

第51题 敏捷项目的项目经理希望拥有一个高度敬业的团队。项目经理应该如何实现这一目标？A project manager for an agile project wants to have a highly engaged team. How should the project manager achieve this objective?

A.明确方向和任务，这样人们就能专注于他们的工作。Be clear with directions and assignments so people stay focused and engaged with their work.

B.营造一种环境，让每个人都知道自己的贡献对整个项目意味着什么。Promote an environment where everybody knows what their contribution means to the project as a whole.

C.设计一个奖励系统，通过认可上一次冲刺中的重要个人贡献来激励人们。Design a reward system to get people motivated by recognizing significant individual contributions from the last sprint.

D.鼓励团队成员之间不断轮换角色，以在项目交付过程中保持大家的积极性。Encourage continuous rotation of roles among team members to keep people motivated throughout project delivery.

参考答案：B

解析：敏捷团队是自组织和跨职能的，每个人都对项目负责，所以每个人都需要理解他们的角色和贡献将如何影响整个项目，以增强团队成员的主人翁意识和参与感，选B。选项C，只侧重于有重要贡献的个人，而不是团队整体。

第52题 公司正在进行一项大型转型项目，并采用敏捷实践。项目发起人要求项目经理向项目团队宣传转型中确定的新价值观。项目经理应该怎么做？A company has undertaken a large transformation project using agile practices. The project sponsor has asked the project manager to promote the new values identified in the intended transformation to the project team. What should the project manager do?

A.在冲刺计划中添加一个用户故事，对符合新价值观的行为给予表彰Add a user story during sprint planning that gives recognition to behaviors that are aligned with the new values.

B.在每次每日站会之前，给团队发送包含新价值观的标准电子邮件Send a standard email to the team prior to every daily standup containing the new values.

C.组织一次关注与转型相关的新价值观的团队会议Organize a team meeting focusing on the new values associated with the transformation.

D.在冲刺回顾中，对符合新价值观的团队成员行为给予表彰Give recognition to team members' behaviors that are aligned with the new values during the sprint retrospectives.

参考答案：D

解析：选D，在敏捷实践中，冲刺回顾是每个冲刺结束时进行的会议，团队在这个会议中反思过去的冲刺，讨论什么做得好，什么做得不好，以及如何改进，在这个会议中表彰符合新价值观的行为，可以帮助推广这些价值观，并鼓励团队采纳它们。选项A错误，用户故事通常用来描述产品功能，而不是行为或价值观。选项C不是最佳选项，表彰的宣传效果要比仅仅开会好。

第53题 项目经理被分配到一个项目。项目的进度和成本都很紧张，项目经理确定项目缺乏完成此项目所需的资源。项目经理应该做什么？A project manager is assigned to a project. The project schedule and costs are tight, and the project manager determined that there is a lack of resources to deliver this project. What should the project manager do?

A.确定资源需求并与干系人沟通，寻求资源。Identify the resource requirements and communicate them to the stakeholders seeking resources.

B.更新风险登记册，指出由于缺乏可用资源，项目可能会延迟。Update the risk register noting that, due to the lack of available resources, the project is likely to be delayed.

C.定义工作分解结构（WBS），确定资源差距，并减少项目管理活动。Define the work breakdown structure (WBS), identify the resource gaps, and reduce project management activities.

D.与干系人正式提出范围变更请求，以根据可用资源调整项目范围。Formalize a scope change request with the stakeholders to adjust the project scope with the available resources.

参考答案：A

解析：获取资源，优先谈判，应先与干系人沟通获得支持，选A。

第54题 一个项目经理在一个正在评估使用敏捷交付方法的组织。一个新的项目管理办公室（PMO）经理因为在Scrum方法上的不良体验建议项目委员会用预测性方法替代Scrum。项目经理应该怎么做？A project manager is part of an organization that is assessing the use of agile delivery approaches.A new project management office (PMO) manager who had a bad experience with a Scrum approach recommended that the project board replace Scrum with a predictive approach. What should the project manager do?

A.根据需要，为新方法制定风险管理计划。Define a risk management plan for the new approach, as needed.

B.审查收益实现计划，以包括变更的成本。Review the benefits realization plan to include the cost of the change.

C.根据需要，为新的方法定义一个项目管理计划。Define a project management plan for the new approach, as needed.

D.审查沟通管理计划，以确定新的干系人。Review the communications management plan to identity new stakeholders.

参考答案：B

解析：PMO经理建议将Scrum方法改为预测性方法，最好的行动方案是审查两种方法的好处和风险，包括更改的成本，以便对使用哪种方法做出明智的决定。选项B，审查收益实现计划以包括变更的成本，是项目经理在这种情况下采取的最合适的行动。选项A和C是错误的，因为重点应该是理解和评估PMO经理建议从Scrum转向预测方法的原因，而不是立即为新方法定义风险管理计划或项目管理计划。选项D是错误的，因为通过审查沟通管理计划来确定新的干系人并不能直接解决当前的问题。

第55题 当一个项目结束时，一个业务干系人向项目经理请求有关整体项目绩效的信息，以确定该计划的成功。项目经理应该怎么做，以向干系人提供相关信息？As a project is ending, a business stakeholder requests information from the project manager regarding overall project performance to determinethe success of the initiative. What should the project manager do to provide relevant information to the stakeholder?

A.更新项目状态报告，包括当前的绩效信息。Update the project status report to include current performance information.

B.在最终项目报告中记录关键绩效指标（KPIs）。Document the key performance indicators (KPls) in the final project report.

C.在经验教训登记册中记录项目绩效和影响因素。Document the project performance and influencing factors in the lessons learned register.

D.通知干系人，绩效将在项目结束后三个月进行评估。Inform the stakeholder that performance will be evaluated three months after project close.

参考答案：B

解析：题干表明项目结束时，业务干系人需要一个完整的视图来评估项目的整体绩效，关键绩效指标（KPls）是用于评估项目成功的关键度量标准，因此应在最终的项目报告中详细记录并呈现给干系人。选项A，主要关注项目的当前状态和近期的进展，而不是整体绩效或项目的结束。

第56题 在最后一次冲刺评审中，产品负责人声明产品没有交付任何价值。项目经理相信产品符合所有提供的规格。团队被产品负责人的声明搞糊涂了。当使用混合型方法时，项目经理应该做什么？During the last sprint review the product owner stated that the product does not deliver any value.The project manager believes that the product meets all the provided specifications. The team is confused by the product owner's statement. What should the project manager do when using a hybrid approach?

A.将问题升级到执行董事会，以便他们可以决定下一步的步骤。Escalate the matter to the executive board so they can decide on next steps.

B.优先处理项目待办事项列表，并要求开发团队解决问题。Prioritize the project backlog and ask the development team to fix the issues.

C.与产品负责人一起审查项目的收益管理计划。Review the project's benefits management pl an with the product owner.

D.要求产品负责人终止项目，因为该项目不再符合预期收益。Ask the product owner to terminate the project as it is no longer aligned to the expected benefits.

参考答案：C

解析：验证产品的商业价值，需要查阅效益管理计划，选C，通过审查效益管理计划，项目经理可以与产品负责人讨论预期的效益，并确定是否存在偏差或误解。这有助于澄清团队和产品负责人之间的沟通，并找出解决问题的方法。

第57题 在一个混合项目的执行过程中，不得不更换一个开发人员。新资源在质量保证任务上极其胜任，但在开发上却没有太多经验。项目经理该怎么做？During the execution of a hybrid project, one developer had to be replaced. The new resource is extremely competent in quality assurance tasks, but does not have much experience in development. What should the project manager do?

A.允许团队重新评估任务并决定如何分配任务。Allow the team to reevaluate the tasks and determine how they should be allocated.

B.保持相同的任务分配结构，以避免项目团队中的任何中断。Maintain the same task allocation structure to avoid any disruption in the project team.

C.将开发人员转移到另一个团队，寻找替代开发人员。Move the developer to another team and look for a replacement developer.

D.请求将所有质量保证任务分配给新的资源。Request that all quality assurance tasks be allocated to the new resource.

参考答案：A

解析：混合项目环境，通常是自组织团队，即团队成员自己决定谁做什么，而不是项目经 理决定，选A。

第58题 一个从事大规模网络实施的项目经理对硬件供应商感到沮丧。他们的交货一直很晚，而且经常没有关键部件。项目经理的公司已经决定取消合同，转向新的供应商，但唯一的选择是海外公司。项目经理应该首先做什么来进行这个变更？A project manager working on a large-scale network implementation is frustrated with the hardware supplier. Their deliveries have been consistently late and frequently do not have vital components. The project manager's company has decided to cancel the contract and move to a new supplier, but the only other option is an overseas company. What should the project manager do first to proceed with this change?

A.请求采购部门的帮助，了解下一步该怎么做。Request assistance from the procurement department on the next steps.

B.雇用一个懂得项目领域的翻译师。Engage the services of an interpreter who understands the project domain.

C.检查社交媒体，确定是否有使用新供应商的共同联系人。Check social media to determine if there are shared contacts using the new supplier.

D.了解新供应商的任何文化特点，这可能会影响谈判。Understand any cultural characteristics of the new supplier, which may affect negotiations.

参考答案：A

解析：项目遇到问题时，首先要分析问题，A选项请求采购部门帮助，了解下一步该怎么做，有分析问题的含义，而D选项则可能是分析问题后采取的措施，所以选A。

第59题 一位项目经理被分配到一条新的数字产品生产线，公司希望这能增加他们的收入。产品很复杂，需要客户反馈来不断完善产品。这个项目是由跨职能的敏捷团队来处理的。项目经理应该做些什么来确保快速交付价值？A project manager has been assigned to a new digital product line, which the company hopes will boost their revenue. The product is complex and requires customer feedback to continually refine the product. The project is being handled by a cross-functional agile team. What should the project manager do to ensure value is delivered quickly?

A.计划项目以通过定期发布增量交付价值。Plan the project to deliver value incrementally with regular releases.

B.请求增加预算，以支付主题专家（SMEs）更多的加班。Request a budget increase to pay the subject matter experts (SMEs) more overtime.

C.确定可以并行运行的任务，以更快地交付项目。Identify tasks that can run in parallel to deliver the project faster.

D.请项目发起人提供额外资源，以便迅速完成项目。Ask the project sponsor to provide additional resources to fast track the project.

参考答案：A

解析：敏捷项目通过迭代和增量的方式快速交付价值。

第60题 一个客户在敏捷项目中构建了一个矩阵组织结构，顶日经理与自组织不同部门的关键干系人在现场一起工作。项目经理应该如何处理不同的干系人？A client is structured as a matrix organization for an agile project. The project manager is working on-site with key stakeholders from different parts of the organization. How should the project manager handle the different stakeholders?

A.所有的干系人都很重要，所以项目经理应该遵循管理层和关键十系人提供的指示。All stakeholders are important, so the project manager should follow directions provided by management and key stakeholders.

B.由于有不同的观点，执行干系人分析并根据结果采取行动。Because there are different perspectives perform a stakeholder analysis and act based on the outcome.

C.项目经理在客户的场所工作，所以要遵循所有关键干系人的指示。The project manager is working on the client's premises, so follow the directions of all the key stakeholders.

D.这是一个敏捷项目，所以只听取项目经理的主管和组织的职能经理的指示。This is an agile project, so listen only to the directions of the project manager's supervisor and the functional managers of the organization.

参考答案：B

解析：选B，在项目中，存在多元化的干系人，每个人都可能带来不同的观点和需求。由于这个原因，进行干系人分析并根据结果行事是很重要的。这样，项目经理可以确定每个干系人的兴趣、影响力、需求，以及他们如何影响项目。然后，项目经理可以制定相应的策略来最大化积极影响并最小化负面影响。