第721题 根据项目的特点，项目经理建议选择一种敏捷方法，该方法限制团队成员在任何给定时间执行的任务数。此方法还允许团队提高工作过程中问题和瓶颈的可见性。项目经理建议采用以下哪种方法？
Based on the characteristics of the project, the project manager suggests selecting an agile method that limits the number of tasks being worked on by the team members at any given time. This method will also allow the team to increase the visibility of issues and bottlenecks in their work process. Which of the following methods does the project manager suggest?

A.看板 Kanban

B.Scrum Scrum

C.水晶 Crystal

D.改善 Kaizen

参考答案：A

解析：知识点出处：敏捷实践指南 页码：P103 章节：A3.4 看板方法：通过限制在制品将可以提高工作效率和质量。

第722题 你的上一个敏捷项目遭受了各种各样的延迟，比如陈述和验证需求、编写和测试代码、要求客户澄清需求和接收澄清之间的时间间隔。在即将到来的敏捷项目中，你希望应用一些精益敏捷实践来确保减少或完全消除时间浪费。在计划即将到来的项目时，你最好的行动方案是什么？
Your last agile project suffered from various delays, such as time passing between stating and verifying requirements, writing and testing code, and asking customers to clarify requirements and receiving clarifications. In your upcoming agile project, you want to apply some lean-agile practices to ensure that time waste reduced or entirely eliminated. What is your best course of action while planning your upcoming project?

A.制定并严格执行详细的项目管理计划 Develop and rigorously follow a detailed project management plan

B.使用根本原因分析技术查找过程中的瓶颈 Use the root cause analysis techniques to find bottlenecks in the process

C.创建自主团队并为他们提供所需的资源 Create a self-directed team and provide them with the resources they need

D.安排与客户的电话会议以明确要求 Schedule conference calls with the customer to clarify requirements

参考答案：C

解析：知识点出处：敏捷实践指南 页码：P9 章节：2.2 自组织团队最符合敏捷的价值观和原则

第723题 在获取成功完成项目的活动中，项目团队喜欢互动和交流项目执行的故事，此时项目团队处于什么阶段？
In the event of successful completion of the project, the project team likes to interact and exchange project execution stories. What phase is the project team in?

A.震荡阶段 Oscillation phase

B.调整阶段 Adjustment phase

C.成熟阶段 Performing phase

D.规范阶段 Specification phase

参考答案：D

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 交流项目执行的故事，属于学习相互信任的阶段，因此属于规范。

第724题 一项目经理正在解决两名团队成员间的纠纷。一个人说系统应在测试之前集成，另一个说每个系统应该在集成之前分别测试。该项目包含 30 个人，要集成 12 个系统。出资人要求集成要按时。项目经理应该怎么说能够最好的解决这个冲突？
A project manager is trying to settle a dispute between two team members. One says the systems should be integrated before testing, and the other maintains each system should be tested before integration. The project involves over 30 people, and 12 systems need to be integrated. The sponsor is demanding that integration happen on time. What is the BEST statement the project manager can make to resolve the conflict?

A.按我说的方法做 Do it my way.

B.让我们冷静下来，把工作做完 Let's calm down and get the job done.

C.我们先都冷静一下，下周再来处理 Let's deal with this again next week after we all calm down.

D.让我们集成之前先部分测试，集成之后再全部测试 Let's do limited testing before implementation and finish testing after implementation.

参考答案：D

解析：知识点出处：PMBOK 6th   页码：P349 章节：9.5.2.1 妥协/调解：为了暂时或部分解决 冲突，寻找能让各方 都在一定程度上满意的方案。 A强迫；B缓解；C撤退；D妥协。

第725题 一名新项目经理被任命管理一个正在执行的项目。针对这个项目，三天内将召开一次重要的里程碑核实会议。若要确保相应人员受邀参加会议，项目经理应该怎么做？
A new project manager is appointed to an ongoing project for which an important milestone validation meeting will occur in three days. What should the project manager do to ensure that the appropriate people are invited to this meeting?

A.请求高级管理层提供建议 Ask senior management for recommendations

B.参照以往里程碑核实会议的与会者 Refer to the attendance at previous milestone validation meetings

C.与项目团队讨论该问题 Discuss it with the project team

D.查看干系人管理计划 Consult the stakeholder management plan

参考答案：D

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。干系人参与计划可包括（但不限于）调动个人或干系人参与的特定策略或方法。 干系人的参与策略在干系人参与计划里。

第726题 在一个软件开发项目中，开发人员发现一个可以提高速度的新工具。项目经理分析发现这种新工具能够缩短当前开发阶段20%的时间，并节省10%的项目成本。在变更控制委员会批准之后，项目经理修订了项目进度。这属于哪种风险应对类型？
During a software development project, a developer discovers a new tool that could increase development speed. The project manager’s analysis finds implementing the new tool could shorten the current development phase by 20% and save 10% of the project’s cost. After approval from the change control board, the project manager revises the project schedule. What is the type of risk response?

A.开拓 Exploit

B.接受 Accept

C.增强 Enhance

D.转移 Transfer

参考答案：A

解析：知识点出处：PMBOK 6th 页码：P444 章节：11.5.2.5 开拓：如果组织想确保把握住高优先级的机会，就可以选择开拓策略。此策略将特定机会的出现概率提高到100%，确保其肯定出现，从而获得与其相关的收益。

第727题 当一个敏捷团队进行第七次迭代时，一个新干系人加入了该项目。干系人经常联系团队成员以请求信息并质疑他们的方法。Scrum主管注意到团队的生产力下降了。对于Scrum主管来说，最好的行动方案是什么？
As an agile team works its way through the seventh iteration, a new stakeholder joins the project. The stakeholder frequently contacts the team members to request information and question their methods. The scrum master notices that the productivity of the team drops. What is the best course of action for the scrum master?

A.清除妨碍团队进展的障碍和阻碍 Remove impediments and roadblocks that interfere with the team's progress

B.鼓励团队与干系人互动，并满足他们的需求 Encourage the team to interact with and address the needs of the stakeholder

C.将团队从干系人和任何其他外部影响中隔离出来 Isolate the team from the stakeholder and any other external influences

D.为团队提供他们需要的任何东西，以提高他们的积极性和生产力 Provide the team with anything they need to be more motivated and productive

参考答案：A

解析：知识点出处：敏捷实践指南 页码：P34 章节：4.2.1 仆人式领导的职责：仆人式领导通过管理关系， 在团队内和组织中建立沟通与协作。这些关系可以帮助领导在组织中得心应手地为团队提供支持。这种支持有助于消除障碍，促进团队理顺过程。 在敏捷实践中，项目经理重要的核心工作就是消除障碍。

第728题 一个在瀑布式项目管理方法方面经验丰富的项目团队被分配到一个敏捷项目中。为了使转换更容易，已经决定保留瀑布方法的一些要素。在迭代审查期间，意识到开发团队之间的误解导致了工作的重复。项目经理如何处理这个问题？
A project team that is experienced in the waterfall project management approach has been assigned to their first agile project. To make the transition easier, it has been decided to keep some elements of the waterfall approach in place. During the iteration review, it was realized that a misunderstanding among the development team has led to a duplication of efforts. How might the project manager address this issue?

A.在即将到来的迭代回顾中提出该话题 Bring up the topic during the upcoming iteration retrospective

B.什么都不做，因为团队成员正在从瀑布过渡到敏捷 Do nothing since the team members are transitioning from waterfall to agile

C.弹回到瀑布项目管理框架 Fallback to a waterfall project management framework going forward

D.提交变更请求以更新沟通管理计划 Submit a change request to update the communications management plan

参考答案：A

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。 迭代审查会过后，将发现的问题在后续的回顾总结会提出来。

第729题 项目团队由前军事和非军事小组成员组成。没有军事背景的团队成员认为前军事团队成员在他们的项目方法中过于结构化和僵化。前军事成员认为其他团队成员更随意的方式表明他们对该项目不太投入。什么样的工具或技术对项目经理和团队成员进行有效沟通最有用？
A project team is comprised of former military and non-military team members. The team members without a military background view the former military team members as overly structured and rigid in their approach to the project. The former military members view the other team members' more casual approach as an indication that they are less committed to the project. What tool or technique will be the most useful for the project manager and the team members to communicate effectively?

A.政治意识 Political awareness

B.团队章程 Team charter

C.冲突管理 Conflict management

D.文化意识 Cultural awareness

参考答案：D

解析：知识点出处：PMBOK 6th 页码：P376 章节：10.1.2.6 文化意识：具有文化意识并采取后续行动，能够最小化因项目干系人社区内的文化差异而导致的理解错误和沟通错误。文化意识和文化敏感性有助于项目经理依据干系人和团队成员的文化差异和文化需求对沟通进行规划。 军事背景和非军事背景人员有巨大的文化差异。

第730题 自项目开始以来，作为项目经理同事的职能经理一直公开反对该项目，在讨论项目里程碑交付的团队会议期间，职能经理评论该里程碑没有实现，因为它无法满足质量需求。项目经理应该做什么？
The functional manager as a project manager colleague has publicly opposed the project since the project began, and during a team meeting discussing the delivery of a project milestone, the functional manager commented that the milestone was not achieved because it failed to meet quality requirements. What should the project manager do ?

A.接受他的意见避免与职能经理发生冲突 Accept the opinions to avoid conflicts with functional managers

B.向发起人升级上报该职能经理缺乏协作的能力 Escalate to the sponsor and report that the functional manager lacks the ability to collaborate

C.忽略该职能经理的评论并接受该里程碑 Ignore the function manager's comment and accept the milestone

D.与职能经理一起审查里程碑的质量验收标 准Review milestone quality acceptance criteria with functional managers

参考答案：D

解析：知识点出处：PMBOK 6th   页码：P286 章节：8.1.3.1 质量管理计划：质量管理计划包括（但不限于）以下组成部分：•项目采用的质量标准；•项目的质量目标；•质量角色与职责；•需要质量审查的项目 可交付成果和过程； 到底有没有满足质量需求， 看质量标准即可。

第731题 项目落后于进度。项目团队发现，通过应用一个替代方法，他们可以加快关键路径上的一个项目可交付成果。然而，这将增加项目成本。项目经理应该怎么做？
A project is behind schedule. The project team discovers that, by applying an alternate method, they may be able to expedite a project deliverable on the critical path. However, it will increase the project’s cost. What should the project manager do?

A.增加额外的项目资源 .Add additional project resources

B.对所有方法开展预期货币价值分析（EMV） Conduct expected monetary value (EMV) analyses on all methods

C.获得替代方法的批准 Obtain approval for the alternate method

D.将增加的成本更新到项目预算中 Update the project budget with the increased cost

参考答案：C

解析：知识点出处：PMBOK 6th 页码：P113 章节：4.6 变更流程：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732题 项目团队成员因杰出工作和满足项目成本目标而获得奖励，高级经理向项目经理确认谁可以获得奖励，项目经理可以在哪里获得此奖励的定义标准和频率？
The project team members are rewarded for outstanding work and meeting project cost objectives. The senior manager confirms to the project manager who can get the reward. Where can the project manager get the definition criteria and frequency of this award?

A.责任分配矩阵（RAM） Responsibility assignment Matrix (RAM)

B.项目管理计划 Project management plan

C.人员解散计划 Personnel dissolution plan

D.资源管理计划 Resources management plan

参考答案：D

解析：知识点出处：PMBOK 6th 页码：P319 章节：9.1.3.1 资源管理计划：认可计划。将给予团队成员哪些认可和奖励，以及何时给予。 奖励的频率和标准在资源管理计划里。

第733题 一个只有一位项目经理的小型组织决定从传统的瀑布式项目管理方法过渡到敏捷。然而，相关的组织人员缺乏敏捷方法的经验。该组织选择使用混合生命周期作为过渡战略。还应该做些什么来促进过渡？
A small organization with one project manager decides to transit from a traditional waterfall project management approach to agile. However, the relevant organizational personnel lack experience with agile methodologies. The organization has elected to use hybrid life cycles as a transition strategy. What else should be done to facilitate the transition?

A.将现有项目经理替换成经验丰富的外部敏捷教练 Replace the existing project manager with an experienced external agile coach

B.建立指令性项目管理办公室（PMO）来领导过渡 Establish a directive project management office (PMO) to lead the transition

C.将项目经理的角色完全化为敏捷团队的自我管理 Eliminate the project manager's role entirely as agile teams are self-managing

D.聘请外部敏捷教练协助组织进行过渡 Contract an external agile coach to assist the organization with the transition

参考答案：D

解析：知识点出处：敏捷实践指南 页码：P30 章节：3.1.11 许多团队无法在一夜之间切换到敏捷工作方式。因此，计划一个渐进的过渡是有意义的。 A还需要项目经理；B指令型错误；C暂时无法完全敏捷化。

第734题 新任命的项目经理获悉，干系人对已识别的项目问题和风险非常担心，他们对超过一个月时间里没有任何沟通表示不满。新项目经理应该怎么做？
The newly appointed project manager was informed that the stakeholders were very worried about the identified project issues and risks. They were dissatisfied with no communication for more than a month. What should the new project manager do?

A.实施现有沟通管理计划和干系人参与计划 Implement the existing communication management plan and stakeholder management plan

B.更新现有沟通管理计划和干系人参与计划，并立即向干系人提供有关问题和风险 Update the existing communication management plan and stakeholder management plan and immediately provide stakeholders with relevant issues and risks

C.与干系人开会以确定沟通所需的频率，然后立即向他们提供有关这些问题和风险 Meet with stakeholders to determine the frequency of communication needed, and then immediately provide them with these issues and risks

D.与关键干系人开会，然后更新沟通管理计划和干系人参与计划 Meet with key stakeholders and then update the communication management plan and stakeholder management plan

参考答案：D

解析：知识点出处：PMBOK 6th 页码：P528 章节：13.3.2.5 会议：会议用于讨论和处理任何与干系人参与有关的问题或关注点。 · 问题解决； · 经验教训和回顾总结； · 项目开工； 管理干系人参与需要尽可能当面与其沟通并达成一致。

第735题 作为制定进度计划过程的一部分，项目经理使用甘特图创建项目进度计划。三个Scrum团队将开发项目的可交付成果。由于依赖关系，团队将需要通过每周两次的延长的站会来协调他们的工作。项目经理接下来应该做什么？
As part of the Develop Schedule process, the project manager creates the project schedule using a Gantt chart. Three Scrum teams will develop the project deliverables. Due to dependencies, the teams will be required to coordinate their work twice a week using extended standup meetings. What should the project manager do next?

A.提交将甘特图表切换到燃尽图表的变更请求 Submit a change request to switch the Gantt chart to burndown chart

B.在项目进度计划中包含Scrum of Scrums（SoS）会议 Include Scrum of Scrums (SoS) meetings in the project schedule

C.使进度赶工以消除团队之间的依赖关系 Crash the schedule to eliminate the dependencies between the teams

D.在项目进度计划中反映团队的实际速度 Reflect the actual velocity of the teams in the project schedule

参考答案：B

解析：知识点出处：敏捷实践指南 页码：P111 章节：A3.10 Scrum of Scrums：是由多个 Scrum 团队而不是一个大型 Scrum 团队所使用的一种技术，每个团队包含三到九名成员来协调其工作。每个团队的代表会与其他团队代表定期召开会议，每日例会，或是一周两次或三次。其目标是确保团队协调工作并清除障碍，以优化所有团队的效率。 有依赖关系的Scrum团队，需要开SoS会议来优化效率。

第736题 在一个职能型组织中，一位关键的项目资源在咨询项目经理之前直接与客户进行沟通。这位资源之前经常发生这种问题，该资源已同意所有客户沟通必须先得到项目经理的批准。 项目经理应该怎么做？
In a functional organization, a key project resource communicates directly with the customer without consulting the project manager. This is a common issue for this resource.The resource had agreed that all customer communications would first be approved by the project manager. What should the project manager do?

A.与该资源的职能经理开会，讨论该资源的行为 Meet with the resource’s functional manager to discuss the resource's behavior

B.召开团队会议以识别并纠正该资源的错误 Conduct a team meeting to identify and correct the resource’s mistake

C.与项目发起人召开会议，以讨论该资源的行为 Hold a meeting with the project sponsor to discuss the resource’s behavior

D.与客户开会以确认所有沟通都应该通过项目经理 Meet with the customer to confirm that all communications should go through the project manager

参考答案：A

解析：知识点出处：PMBOK 6th   页码：P47 章节：2.4.4.2 职能型：联络员，无权限；矩阵型：项目经理，一定权限；项目型：项目经理，所有权限。 职能型组织中，团队的行为只能找职能经理沟通。

第737题 在当前冲刺期间，产品负责人的可用性受到了其他承诺的限制。在每日站会上，团队成员抱怨他们不能从产品负责人那里得到答案，结果，产品增量的开发被延迟。对于scrum master来说，最好的行动方案是什么？
During the current sprint, the product owner's availability has been limited due to other commitments. At the daily standup, the team members complain that they cannot get answers from the product owner, and, as a result, the development of the product increment is delayed. What is the best course of action for the scrum master?

A.让高级开发人员做出产品决策 Let the senior developers make the product decisions

B.代表团队成员联系产品负责人 Contact the product owner on behalf of the team members

C.在冲刺审查期间提及可用性问题 Mention the availability issue during the sprint review

D.在冲刺回顾中讨论可用性问题 Discuss the availability issue at the sprint retrospective

参考答案：B

解析：知识点出处：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 PO的角色必不可少，因此需要与PO讨论让他参加项目。

第738题 项目的客户告诉项目经理他已经没钱了，不能再支付该项目。项目经理应该首先做什么？
The customer on a project tells the project manager he has run out of money to pay for the project. What should the project manager do FIRST?

A.推迟进度中的多数项目工作，以给客户时间去寻找资金 Shift more of the work to later in the schedule to allow time for the customer to get the funds

B.进入行政收尾 Enter administrative closure

C.停止工作 Stop work

D.解散一部分项目团队 Release part of the project team

参考答案：B

解析：知识点出处：PMBOK 6th 页码：P127 章节：4.7.3.4 收尾流程：如果项目在完工前提前终止，则需要在正式的收尾文件中说明项目终止的原因，并规定正式程序，把该项目的已完成和未完成的可交付成果移交他人。 项目中止，项目经理正常安排收尾，调查原因并总结经验教训。

第739题 项目经理正在领导一个正在努力协作的多元文化团队。项目经理一开始将此视为团队建设的典型震荡阶段，但团队未能成功通过该阶段。结果，项目开始落后于进度。项目经理在第一次发现这个问题时应该做什么？
The project manager is leading a multicultural team that is working hard to collaborate. The project manager initially regarded this as a typical shock phase of team building, but the team failed to successfully pass this phase. As a result, the project began to lag behind schedule.What should the project manager do when he first discovers this problem?

A.命令团队成员将他们的分歧放在一边，努力实现共同的项目目标 Order team members to set aside their differences and work towards common project goals

B.让团队成员放心，一旦他们彼此熟悉，冲突便会减少 Reassure team members that conflicts will decrease once they become familiar with each other

C.召开团队讨论和会议，以处理不同文化的做法和沟通风格 Convening team discussions and meetings to deal with different cultural practices and communication styles

D.确定哪些团队成员造成冲突，并采用循序渐进的纪律处分措施 Determine which team members are causing the conflict and use progressive disciplinary measures

参考答案：C

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 震荡阶段，项目经理采用教练技术，陪伴团队一起解决问题。

第740题 项目经理正在制定一个关键项目的资源管理计划，该项目涉及位于不同国家具有不同文化的资源，下列哪一项将帮助项目经理处理这种情况？
The project manager is developing the resources management plan for a key project that involves different culture resources in different countries. Which of the following will help the project manager deal with this situation?

A.团队建设活动 Team building activities

B.事业环境因素 Business environment factors

C.人际关系技能 Interpersonal skills

D.虚拟团队 Virtual team

参考答案：B

解析：知识点出处：PMBOK 6th 页码：P315 章节：9.1.1.4 事业环境因素 组织文化和结构； · 设施和资源的地理分布； · 现有资源的能力和可用性； · 市场条件。 只有B是规划资源管理的输入或工具。