第581题 你正在创建在你的公司部署一个新的ERP软件的时间表。该公司目前正在进行敏捷转型，因此决定迭代开发新的ERP。ERP的第一个版本应该在四个月内推出，你知道另一个全公司范围操作系统升级的项目计划在三个月内推出。随着升级项目影响你的进度，你应该评估以下哪一项以确定在推出前的迭代次数？
You are creating the schedule to deploy a new ERP software in your company. The company is currently undergoing an agile transformation, so it was decided to develop the new ERP iteratively. The first release of the ERP should be rolled out in four months, and you know that another project, a company-wide operating system upgrade, is scheduled in three months. With the upgrade project affecting your schedule, an impact on which of the following should you assess to determine the number of iterations until rollout?

A.发布规划 Release planning

B.产品路线图 Product roadmap

C.迭代待办事项列表 Iteration backlogs

D.项目章程 Project charter

参考答案：A

解析：知识点出处：PMBOK 6th 页码：P216 章节：6.5.2.8 敏捷发布规划基于项目路线图和产品发展愿景，提供了高度概括的发布进度时间轴（通常是 3 到 6个月）。同时，敏捷发布规划还确定了发布的迭代或冲刺次数，使产品负责人和团队能够决定需要开发的内容，并基于业务目标、依赖关系和障碍因素确定达到产品放行所需的时间。 敏捷发布规划确定了发布迭代次数或冲刺次数

第582题 项目经理与关键干系人进行了成本效益分析研讨会,以确定项目边界并证明其合理性。在审核结果后,项目经理发现预期收益的值不一致。 项目经理应该做什么?
A project manager held a cost-benefit analysis workshop with key stakeholders to establish and justify project boundaries.After reviewing the results,the project manager found inconsistent values with expected benefits. What should the project manager do?

A.接洽干系人,以确认所提供的值与项目范围一致 Engage with stakeholders to confirm that provided values align with the project's scope

B.根据干系人提供的值修改项目范围,并更新项目章程 Revise the project's scope based on stakeholder-provided values,and update the project charter

C.计算不一致值的平均值,并更新分析以符合预期收益 Compute the average of the inconsistent values,and update the analysis to align with expected benefits

D.将该不一致性记录为一项风险,并假设风险与风险管理计划中列出的预期收益一致 Log the inconsistencies as a risk,and assume that the risk aligns with the expected benefits outlined in the risk management plan

参考答案：A

解析：知识点出处： PMBOK 6th   页码：P77 章节：4.1.1.1 一般情况下，商业论证会包含商业需求和 成本效益分析，以论证项目的合理性并 确定项目边界。 商业论证过程发现问题，不能自行处理，因此排除BC，D假设一致也有问题。

第583题 随着项目的进展，偏差分析表明与绩效测量基准相比，实际的项目绩效会恶化。因此，对成本、进度和范围的估算不再有效。团队确定大量的新功能、变更请求和缺陷修复是差异背后的主要原因。项目经理要确保在实际进展的基础上对项目的剩余工作进行进一步的估算，最好的行动方案是什么？
As the project progresses, the variance analysis shows that actual project performance compared to the performance measurement baseline deteriorates. As a result, estimates for cost, schedule, and scope are no longer valid. The team determines that a high volume of new features, change requests, and defect repairs are the main reason behind the variance. What is the project manager's best course of action to ensure that further estimates for the remainder of the work on the project are made based on real progress?

A.将产品开发方法转换为通过短迭代来适应和度量进度 Switch the product development approach to adaptive and measure progress via short iterations

B.限制项目中允许的新功能、变更请求和缺陷修复的数量 Limit the number of new features, change requests, and defect repairs allowed on the project

C.请使用自下而上估算成本和进度计划估算技术以及三点估算范围 Use a bottom-up estimating technique for cost and schedule, and three-point estimating for scope

D.基于单个的基准而不是单一的综合基准来衡量进度 Measure progress based on the individual baselines instead of the single integrated baseline

参考答案：A

解析：知识点出处： 敏捷实践指南 页码：P18 章节：3.1 四种生命周期特征。 变更过多，说明需求是动态的，不建议使用瀑布型。

第584题 产品待办事项列表包含用户故事，这些故事通常基于最高价值进行优先级排序。谁负责在产品待办事项列表中定义和确定用户故事的优先级？
A product backlog contains the user stories, and these are typically prioritized based on the highest value. Who is responsible for defining and prioritizing user stories in a product backlog?

A.项目经理 Project Manager

B.产品负责人 Product Owner

C.Scrum主管 Scrum master

D.发起人 Sponsor

参考答案：B

解析：知识点出处：敏捷实践指南 页码：P41 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。 优先级由且只由PO来确定。

第585题 一个大型房地产开发项目的项目经理意外离职，任命了新项目经理，进度计划仅受到了一个月的影响。这使用的是什么风险应对策略？
The project manager of a large real estate development project unexpectedly leaves the Company and a new project manager has been appointed. The schedule is only affected by one month. What risk response strategy is used here?

A.转移 Transfer

B.减轻 Mitigation

C.回避 Avoidance

D.接受 Acceptance

参考答案：B

解析：知识点出处： PMBOK 6th   页码：P443 章节：11.5.2.4 减轻：采用较简单的流程、 进行更多次测试、 选用更可靠的卖方、 原型开发、 在一个系统中加入冗余部件， 降低了对项目的影响，属于减轻。

第586题 作为一位Scrum主管，当两个开发人员开始就应该分配给特定用户故事的点数而争吵不休时，你正在领导一个用户故事的相对规模评估练习。在争执变成现实之前，你把两个开发人员分开。考虑到这不是第一次发生这样的事件，你应该做些什么来尝试解决冲突？
As a scrum master, you are leading a user story relative sizing exercise, when two developers begin screaming at each other over the number of points that should be assigned to a particular user story. You separate the two developers before the argument becomes physical. Considering this is not the first such incident, what should you do to try and resolve the conflict?

A.取消会议，然后与开发人员会面 Dismiss the meeting and meet with the developers afterward

B.平均两个团队成员提供的故事点估算值 Average the story point estimates provided by the two team members

C.允许开发人员自行解决问题 Allow the developers to work out the issue on their own

D.使用理想时间估算方法而不是故事点 Use the ideal time estimation method instead of story points

参考答案：A

解析：知识点出处：PMBOK 6th 页码：348 章节：9.5.2.1 成功的冲突管理可提高生产力，改进工作关系。假如意见分歧成为负面因素，应该首先由项目团队成员负责解决；如果冲突升级，项目经理应提供协助，促成满意的解决方案，采用直接和合作的方式，尽早并且通常在私下处理冲突。如果破坏性冲突继续存在，则可使用正式程序，包括采取惩戒措施。 冲突处理三步骤1.自行解决2. 私下处理3. 正式程序

第587题 一家组织正在几个不同的国家/地区执行一个大型业务转型项目。干系人包括来自不同文化背景和年龄组的经理，项目信息主要通过电子邮件和社交媒体沟通。一个干系人抱怨说他们没有充分获得项目进展情况的通知。项目经理应该做什么？
An organization is implementing a large business transformation project in several different countries. The parties include managers from different cultural backgrounds and age groups, and project information is mainly communicated via email and social media. One party complained that they did not get full notification of project progress.What should the project manager do?

A.在所有项目会议中包含干系人 Include interested parties in all project meetings

B.要求干系人定期查收电子邮件 Relevant parties are required to check emails regularly

C.建立深层次的信任关系 Build deep trust relationships

D.遵循多方面的沟通方法 Follow a variety of communication methods

参考答案：D

解析：知识点出处： PMBOK 6th 页码：P364 章节：10 沟通管理的发展趋势和新兴实践：制定项目干系人沟通策略时，通常应考虑所有可用技术，并从中作出选择；同时也应尊重因文化、实践和个人背景而产生的对沟通偏好。多面性方法能够提高与不同年代和文化背景的干系人沟通的效果。 凡信息，找沟通。

第588题 某项目主要依靠外部组织的力量来完成，其中一个合同的期限预计为3年，价格可能高达500万美元。买方想要采用总价合同，但又担心潜在卖方在报价中计入过高的通货膨胀应急储备。买方应该选择什么合同？
A project is completed by relying on the strength of external organization. The term of a contract is expected to be 3 years, and the price might be up to $5 million. The buyer intends to use lump-sum contract, but has a concern that the potential seller records excessive inflation emergency reserves in the offer. What kind of contract should the buyer choose?

A.固定总价合同 Firm Fixed Price (FFP)

B.总价加激励费用合同 Fixed Price Incentive Fee (FPIF)

C.总价加奖励费用合同 Fixed Price Reward Fee

D.总价加经济价格调整合同 Fixed Price plus Economic Price Adjustment (FP-EPA)

参考答案：D

解析：知识点出处：PMBOK 6th 页码：P471章 节：12.1.1.6 总价加经济价格调整：这种合同适用于两种情况：卖方履约期将跨越几年时间，或将以不同货币支付价款。它是总价合同的一种类型，但合同中包含了特殊条款，允许根据条件变化，如通货膨胀、某些特殊商品的成本增加（或低），以事先确定的方式对合同价格进行最终调整。 三种情况时间跨度长不同货币支付特殊商品

第589题 由于生产线存在错误和缺陷,制造商正面临大量产品退货,产品经理怀疑根本原因可能是培训和/或库存采购和货物分类流程较差，若要确定生产问题的准确的、根本原因,应使用下列哪一项工具?
A manufacturer is experiencing a large number of returned items due to production line errors and defects. The product manager suspects that the root causes may be training and/or poor inventory purchasing and sorting processes. Which to should be utilized to determine the precise root causes of the production problems?

A.帕累托图 Pareto chart

B.直方图 Histogram

C.质量控制图 Quality control chart

D.石川图 Ishikawa diagram

参考答案：D

解析：知识点出处：PMBOK 6th 页码：P293 章节：8.2.2.4 因果图，又称“鱼骨图”、“why-why分析图”和“石川图”，将问题陈述的原因分解为离散的分支，有助于识别问题的主要原因或根本原因。 寻找根本原因的，就选因果图，石川图，鱼骨图

第590题 项目经理与多位高管干系人一起参与一个生命周期替换项目，其中一位干系人强烈反对该项目。若要获得该干系人的支持，项目经理应该怎么做？
A project manager joins a life cycle replacement project with multiple executive stakeholders,one stakeholders is strongly against the project.What should the project manager do to gain the stakeholders'support ?

A.制定权力/影响力方格，以确定该干系人影响项目的能力并确认其支持 Develop A power/influence grid to determine the stakeholders’ ability to influence the project and confirm its support

B.创建干系人参与计划，以确定该干系人的项目支持水平 Create a stakeholder engagement plan to determine the stakeholder’s level of project support

C.将该问题升级上报给项目推动者，并请求替换一个支持该项目的干系人 Escalate the issue to a project champion and request an alternate stakeholder that will support the project

D.执行干系人分析，以确定缺乏项目支持的原因并对这些原因进行优先级排序 Conduct a stakeholder analysis to identify and prioritize reasons for the lack of project support

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。 先进行干系人分 析，再更新参与 计划。B在D后面。 A确认其支持 不对。

第591题 一个组织正在从预测性项目管理过渡到敏捷。作为项目经理，你即将开展的项目需要提交合规报告，由于监管的原因，这些报告需要提交给内部审计师。如何在这种混合环境中满足法规遵循报告的需要？
An organization is transitioning from predictive project management to agile. As a project manager, your upcoming project will require compliance reporting that will need to be submitted to internal auditors due to regulatory oversight. How might you address the need for compliance reporting in this hybrid environment?

A.与审计师合作来简化过程 Work with the auditors to streamline the process

B.任命一位团队成员完成合规性报告 Task one of the team members to complete the compliance reporting

C.将合规报告的责任转移给法律部门 Transfer the responsibility of compliance reporting to the legal department

D.避免敏捷，因为它不适合在监管环境中运行的项目 Avoid agile as it not suitable for projects that operate in a regulatory environment

参考答案：A

解析：知识点出处：敏捷实践指南 页码：P35 章节：4.2.1.2 消除组织障碍仆人式领导还应该关注其他冗长的过程，这些过程往往造成瓶颈问题，阻碍团队或组织的敏捷性。可能需要处理的过程或部门的例子包括，财务部门、变更控制委员会或审计部门。仆人式领导可以与他人携手合作，质疑和审核他们的过程，为敏捷团队和领导提供支持。 审计一般属于瓶颈过程，阻碍了团队快速交付价值。

第592题 在项目执行期间,项目经理意识到对项目成功至关重要的几个关键干系人不包含在干系人参与计划中。项目经理应该如何让这些干系人参与并管理这些干系人?
During project execution,a project manager realizes that several key stakeholders critical to project success are not included in the stakeholder. engagement plan.What should the project manager do to engage and manage these stakeholders?

A.了解新识别干系人的影响力和职权级别,并准备一份状态报告以向他们提供更新信息 Gain an understanding of the newly identified stakeholders'level of influence and authority

B.向新识别的干系人通知他们的项目职责 Inform the newly identified stakeholders of their project responsibilities

C.与所有干系人开会,介绍新识别的干系人 Meet with all stakeholders to include the realizes the newly identify stakeholders

D.将新识别的干系人添加至执行、负责、咨询和知情图,并向他们发送信息 Add the newly identified stakeholders to the responsible,accountable,consult, and inform(RACI)chart,and send them the information

参考答案：A

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。 再分析干系人， 再引导干系人的参与。

第593题 在启动为一家大公司创建服务的过渡项目时,项目经理发现存在多个具有相互竞争需求的业务领域。若要获得干系人的共识,项目经理应该做什么?
While inviting a transition project to create service for a large company,a project manager discovers that there are multiple business areas with competing requirements.What should the project manager do to obtain consensus among stakeholders?

A.与干系人开会,以获得必要的信息 Meet with stakeholders to obtain the necessary information

B.进行业务领域评估,以了解独特需求 Conduct business area evaluation to understand unique needs

C.确保项目发起人承诺负责项目章程 Ensure that the project sponsor commits to the project charter.

D.协商每个业务领域最有资质的资源 Negotiation for the most-qualified resources to obtain the necessary information

参考答案：A

解析：知识点出处：PMBOK 6th 页码：P145 章节：5.2.2.6 引导：引导与主题研讨会结合使用，把主要干系人召集在一起定义产品需求。研讨会可用于快速定义跨职能需求并协调干系人的需求差异。 快速定义跨职能需求并协调干系人的需求差异。

第594题 在最后一次迭代结束的前几天，团队通知项目经理，他们将无法完成两个工作包A和B，因为WBS不够完善。团队认为他们可能能够按时完成包A，但需要额外一周的时间来完成包B，后者的优先级更高。对项目经理来说，最好的行动方案是什么？
A few days before the end of the last iteration, the team informs the project manager that they will be unable to finish two work packages, A and B, because the WBS is insufficiently refined. The team thinks they might be able to complete package A on time but will need an additional week to complete package B which has a higher priority. What is the best course of action for the project manager?

A.扩展迭代长度以完成包A和B Extend the iteration length in order to finish both packages A and B

B.指示团队完成包B，因为它具有更高优先级 Instruct the team to complete package B since it has a higher priority

C.指示团队完成包A，因为它可以及时完成 Instruct the team to complete package A since it can be done on time

D.咨询产品负责人并做出相应的决定 Consult with the product owner and make a decision accordingly

参考答案：D

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 。 产品负责人来确定需求的优先级。

第595题 你刚被指派负责某项目，该项目正处于项目计划阶段，风险管理团队负责人向你报告已完成风险识别工作，该负责人对项目存在很多风险表示很担心，为了有效地管理项目风险，项目经理下一步的工作将如何开展?
Recently, you have been assigned to take charge of a project. This project is in the planning phase. The leader of the risk management team reports to you that he has completed risk identification. This leader is very concerned that the project may have a lot of risks. In order to manage the project risks effectively, what should the project manager do next?

A.通过风险分析确定哪些风险最值得管理 To identify which risks are the most worthy of managing by performing risk analysis

B.为已识别的风险编制有效的应对计划 To prepare an effective response plan for identified risks

C.开展风险分析工作，进一步了解风险 To perform risk analysis, in order to further understand such risks

D.为各项风险指定责任人 To appoint the responsible persons for individual risks

参考答案：C

解析：知识点出处：PMBOK 6th 页码：P419 章节：11.3 实施定性风险分析是通过评估单个项目风险发生的概率和影响以及其他特征，对风险进行优先级排序，从而为后续分析或行动提供基础的过程。 识别完风险后要定性分析

第596题 在项目会议期间,一个团队发现三个月前关闭的问题仍然处于活跃状态,并对项目的预算产生负面影响。若要防止这种情况再次发生,项目经理可以做什么?
During a project meeting,a team discovers that an issue closed three months ago is still active and negatively impacting the project's budget.What should the project manager do to avoid this from reoccurring?

A.要求团队监督潜在问题 Ask the team to monitor potential issues.

B.将该问题作为一项风险记录在风险登记册中 Document the issue as a risk in the risk register

C.更新问题日志,并监督纠正措施 Update the issue log,and monitor corrective actions

D.将会议纪要就近保存,以跟踪所有问题 Keep meeting minutes nearby to track all issues

参考答案：C

解析：知识点出处： PMBOK 6th 页码：P96 章节：4.3.3.3 问题日志 ：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。 问题解决以后，要更新问题日志，同时审查问题是否真正关闭。

第597题 在管理项目时，你发现团队中的一些成员相处得不好。你还认识到三个团队成员不确定如何完成他们的可交付成果。你所有的团队成员都在同一栋楼里一起工作。你还可以在一个单独的会议室里与所有团队成员定期举行每周会议。在这种情况下，哪种方法没有帮助？
While managing a project, you discovered that a few of your team members are not getting along. You also realized that three team members are not sure how to complete their deliverables. All of your team members are working together in the same building. You also have regular weekly meeting with all the team members in a single meeting room. Which technique will NOT be helpful in this situation?

A.作战室 War room

B.训练 Training

C.奖励和表扬 Reward and recognition

D.谈判 Negotiation

参考答案：A

解析：知识点出处：PMBOK 6th 页码：P340-342 章节：9.4.2 建设团队的工具团队建设、认可与奖励、培训、沟通技术、集中办公、虚拟团队、谈判、激励。 已经在一起了，集中办公作用不大。

第598题 由于内部需求，项目主题专家（SME）的职能经理要求项目发起人更新负责该地区的项目主题专家（SME），该SME对该项目十分关键，他的决定将对项目的进度计划产生严重风险。项目经理应该做什么？
Due to internal needs, the functional manager of the project subject matter expert (SME) asked the project sponsor to update the project subject matter expert (SME) in charge of the area. This SME is critical to the project, and his decision will pose a serious risk to the project schedule.What should the project manager do?

A.请求与项目发起人及职能经理开会 Request a meeting with the project sponsor and functional manager

B.释放该SME并更新项目进度计划 Release the SME and update the project schedule

C.与该SME交谈，请求其留在项目中 Talk to the SME and ask it to stay in the project

D.向项目发起人请求提供额外资金以聘请一位新SME Ask the project sponsor for additional funding to hire a new SME

参考答案：A

解析：知识点出处： PMBOK 6th 页码：P329 章节：9.3 获取资源的重要性：不能获得项目所需的资源时，可能会影响项目进度、预算、客户满意度、质量和风险；资源或人员能力不足会降低项目成功的概率，最坏的情况可能导致项目取消。 专家不可或缺，先考虑找职能经理协商

第599题 项目集经理要求定期更新计划下项目的进展情况。除了一个项目外，所有项目都使用传统方法进行管理。项目集经理指出在整个规划中有太多的范围变更，并希望看到这些变更是如何影响各种项目的总体进度的。对于领导敏捷项目的Scrum主管来说，要满足项目经理的要求，最好的行动方案是什么？
A program manager requests regular updates on the progress of the projects under the program. All but one project in the program are managed using traditional methods. The program manager indicates that there are too many scope changes across the program and wants to see how these changes affect the overall progress of the various projects. What is the best course of action for the scrum master leading the agile project to address the program manager's request?

A.邀请项目集经理参加迭代审查会议 Invite the program manager to attend the iteration review meeting

B.建议项目集经理参加每日站会 Suggest that the program manager participate in the daily standups

C.让项目集经理审查迭代燃尽图 Have the program manager view the iteration burndown chart

D.定期将发布燃起图发送给项目集经理 Periodically send the release burnup chart to the program manager

参考答案：D

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。信息发射源可以实现信息共享。 C：不应该是审查，而是定期发送。

第600题 项目交付日期前两天，项目发起人希望核实是否所有可交付成果均满足业务目标以及在项目生命周期过程中是否已应用所有变更。项目经理从开始就知道文档齐全。项目经理应该向项目发起人提供什么文件？
Two days before a project’s delivery date. The project sponsor wants to verify that all deliverable meet the business objectives, and that all the changes were applied throughout the project life cycle. The project manager knows that the project has been well documented from the beginning. What should the project manager provide to sponsor?

A.项目管理计划的所有版本 All versions of the project management plan

B.需求跟踪矩阵 Requirement traceability matrix

C.项目范围说明书 Project scope statement

D.项目章程副本 copy of the project charter

参考答案：B

解析：知识点出处： PMBOK 6th 页码：P149 章节：5.3.2.2 需求跟踪矩阵：把产品需求从其来源连接到能满足需求的可交付成果的一种表格。 把每个需求与业务目标或项目目标联系起来 ； 需求跟踪矩阵提供了在整个项目生命周期中跟踪需求的 一种方法； 需求跟踪矩阵还为管理产品范围变更提供了框架。 需求跟踪矩阵从来源链接到可交付成果；为产品范围变 更提供了框架