第761题 敏捷团队正试图确定理想的迭代长度。团队成员对此进行了长时间的激烈争论，但没有人愿意妥协。scrum master被召来帮助解决冲突。对于scrum master来说，最好的行动方案是什么？
An agile team is trying to determine the ideal iteration length. The team members are having a long and intense argument about it, but no one is willing to compromise. The scrum master is called in to help resolve the conflict. What is the best course of action for a scrum master?

A.避免参与过程并让团队达成共识 Avoid being involved in the process and let the team work out toward a consensus

B.建议评估每个建议的迭代长度的优缺点 Recommend evaluating the pros and cons of each one of the suggested iteration lengths

C.如果团队无法达成协议，以纪律处分威胁他们 Threaten the team with disciplinary actions if they are unable to come to an agreement

D.在关系受损之前为团队做决定，从而打破僵局 Break the impasse by making the decision for the team before relationships are damaged

参考答案：B

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。 仆人式领导促进协作沟通，ACD都是在避免、强迫团队。

第762题 两名项目团队成员经常对项目工作方法产生分歧，若要解决这样的情况，项目经理应该做什么？
Two project team members often disagree on project working methods. What should the project manager do to resolve this situation?

A.与这些团队成员的直接经理进行面对面的会谈 Have face-to-face meetings with the direct managers of these team members

B.审查团队绩效数据以确定这是否影响项目 Review team performance data to determine if this affects the project

C.组织团队建设活动以增强团队关系 Organize team building activities to enhance team relationships

D.使用冲突管理技能，营造一个积极的工作环境 Use conflict management skills to create a positive work environment

参考答案：D

解析：知识点出处：PMBOK 6th 页码：348 章节：9.5.2.1 冲突管理：成功的冲突管理可提高生产力，改进工作关系。同时，如果管理得当，意见分歧有利于提高创造力和改进决策。 如果管理得当，有助于提高创造力和改进。

第763题 离完成分配的任务只剩 30 天时，一名项目团队成员离开公司。可惜的是，没有可用的替代资源。项目经理在项目进度计划中包含一个应急储备金。为了计算剩余的应急储备金，项目经理应该使用什么技术？
From the completion of assigned tasks only 30 days, a project team members leave the company. Unfortunately, there is no available alternative resources. Project manager includes a contingency reserve in the project schedule. In order to calculate the remaining contingency reserve, the project manager should use what technology?

A.风险审计 risk audit

B.趋势分析 trend analysis

C.储备分析 Reserves analysis

D.技术绩效衡量 Technical performance measurement

参考答案：C

解析：知识点出处：PMBOK 6th 页码：P456 章节：11.7.2.1 储备分析：在整个项目执行期间，可能发生某些单个项目风险，对预算和进度应急储备产生正面或负面的影响。储备分析是指在项目的任一时点比较剩余应急储备与剩余风险量，从而确定剩余储备是否仍然合理。 题干中有明确说明计算储备金，明显是在做储备分析。

第764题 为了使新确定的干系人尽早参与项目，scrum master建议邀请他们参加即将举行的冲刺审查会议，以向干系人证明团队正在朝着正确的方向发展，并从干系人那里获得有关团队工作完成情况的反馈。以下哪个是邀请干系人参加本次会议的另一个原因？
To engage the newly identified stakeholders in the project at the earliest opportunity, the scrum master suggests inviting them to the upcoming sprint review meeting to demonstrate to the stakeholders that the team is moving in the right direction and get feedback from the stakeholders about what the team has accomplished. Which of the following is another reason for inviting the stakeholders to this meeting?

A.反思团队绩效 To reflect on the team performance

B.为下次冲刺确定高风险用户故事的优先级 To prioritize high-risk user stories for the next sprint

C.重新确定发布待办事项列表优先级 To reprioritize the release backlog

D.讨论下次冲刺的高级别计划 To discuss the high-level plans for the next sprint

参考答案：D

解析：知识点出处：敏捷实践指南 页码：P55 章节：5.2.5 展示/评审：当团队以用户故事的形式完成特定功能时，团队会定期展示工作产品。看过展示后，产品负责人接受或拒绝故事。 冲刺评审会议的结果是一份修订的产品待办列表，确定很可能进入下个冲刺的产品代办列表。

第765题 项目经理在执行一个资源有限，期限严格的项目。需要注意的是，该项目目前落后于进度。德国的审查显示，一名资源被过度分配，项目经理下一步应该怎么做？
The project manager is implementing an attractive project with limited resources and strict deadlines. The project is currently lagging behind the schedule. The German review shows that a resource is over-allocated. What should the project manager do next?

A.重新分配来自另一个项目不必要的资源 Redistribute unnecessary resources from another project

B.为延迟的任务增加资源，并再次执行资源平衡 Increase resources for deferred tasks and execute resource leveling again

C.提出一项变更请求，以减少范围 Make a change request to reduce the scope

D.计算关键路径以确定对项目的影响，并重新分配资源 Calculate critical path to determine the impact on the project and redistribute resources

参考答案：D

解析：知识点出处：PMBOK 6th 页码：P227 章节：6.6.2.2 关键路径法：检查关键路径的进展情况有助于确定项目进度状态。关键路径上的偏差将对项目的结束日期产生直接影响。评估次关键路径上的活动的进展情况，有助于识别进度风险。 遇到问题应该先确认影响，再采取措施。

第766题 一位敏捷教练被分配到一个新成立的团队中，负责他们的第一个项目。教练安排了团队，提供了关于敏捷最佳实践的培训，并解释说敏捷团队是自我管理的。然而，团队成员正在努力从看板面板分配用户故事，并且由于缺乏协作，生产力正在受到影响。敏捷教练的最佳行动方案是什么？
An agile coach has been assigned to a newly formed team with their first project. The coach colocated the team, provided training on agile best practices, and explained that agile teams are self-managing. However, the team members are struggling to assign user stories from the Kanban board, and productivity is suffering as a result of the lack of collaboration. What is the best course of action for the agile coach?

A.忽略这个问题，因为敏捷团队应该是自我管理的 Ignore the problem as agile teams are supposed to be self-managing.

B.从现在开始，将用户故事标记给各个团队成员 Assign the user stories to individual team members from now onward

C.将团队章程替换为更有生产力的项目团队的章程 Replace the team charter with one from a more productive project team.

D.采取更直接的方法，由于团队仍处于形成阶段 Take a more directive approach since the team is still in its forming stage.

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 形成阶段，敏捷教练应该指导团队。

第767题 一个项目是为了设计新的政府机构服务，其所有可交付成果均已获得验收。设计活动产生了许多机密文件。作为收尾过程的组成部分，项目经理应该做什么？
One project is designed to design new government agency services, and all of its deliverables have been accepted. The design activity produced a lot of confidential documents. What should project managers do as part of the closing process?

A.将文件添加到公司知识库以供将来参考 Add the document to the corporate knowledge base repository for future reference

B.参阅合同中有关处理机密材料的政策 Refer to the contract's policy on handing confidential material

C.从项目管理办公室(PMO)获得有关如何销毁机密材料的指示 Obtain instructions from the project management office(PMO)on how to destroy confidential material

D.按照PMO保留政策归档项目文件 Archive the project document per the PMO retention policy

参考答案：B

解析：知识点出处：PMBOK 6th 页码：P128 章节：4.7.3.4 组织过程资产更新：项目经理应该回顾以往的阶段文件，确认范围过程（见 5.5 节）所产生的客户验收文件，以及合同协议（如果有的话），以确保在达到全部项目要求之后才正式关闭项目。 机密文件的处理，需要审查合同中的要求，以确保正式关闭项目。

第768题 一家全球性公司推出一个新项目，由各分支机构共同交付一个质量体系。关键项目干系人担心位于公司总部外面的人员参与程度。若要解决这个问题，项目经理应该怎么做？
A global company launches a new project to deliver a quality system across its branches. Key stakeholders are concerned about the levels of engagement for those located outside of company headquarters. What should the project manager do to address this?

A.为位于公司总部的人员举行面对面会议，并向所有团队成员发送电子邮件会议纪要。 Conduct face-to-face meetings for those located in company headquarters, and email meeting minutes to all team members.

B.与所有团队成员分享主要成就，并根据需要安排后续追踪电话。 Share main achievements with all team members, and schedule follow-up calls as required.

C.使用电子邮件向所有团队成员发送项目相关主题。 Email all team members with topics relevant to the project.

D.安排运行所有参与者参加的虚拟会议，并向所有团队成员发送电子邮件会议纪要。 Schedule virtual meetings that allow all participants to attend, and email meeting minutes to all team members.

参考答案：D

解析：知识点出处：PMBOK 6th 页码：P392 章节：10.3.2.5 会议：面对面或虚拟会议适用于制定决策，回应干系人请求，与提供方、供应方及其他项目干系人讨论。 针对公司外面的人员，监督沟通，最好采用虚拟会议的方式。

第769题 你被指派领导一个敏捷项目来开发一个新的软件应用程序。但需求模糊，以至于你甚至不知道从哪里开始项目计划。你意识到管理项目上的变更将是最大的挑战。在这种环境中处理变更的最佳策略是什么？
You are assigned to lead an agile project to develop a new software application. The requirements are so vague that you don't even know where to start the project planning. You realize that managing changes on the project will be the biggest challenge. What is your best strategy to handle changes in this environment?

A.建立严格的变更控制过程 Establish a rigorous change control process

B.在需求到达时实施所有变更和任何变更 Implement all and any changes as they arrive

C.允许变更，即使在开发后期 Allow for changes, even late in development

D.让团队决定要实施哪些变更 Let the team decide on what changes to implement

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 敏捷拥抱变更

第770题 在编制人力资源计划时，项目经理发现来自职能部门的一名成员需要经过3天的培训，才能具备某种特定的技能，来完成某个特定的工作包。由于专业的限制，项目团队中没有其他人可以替代该成员。项目经理应该怎么做？
When preparing the HR plan, the project manager finds that a member from a functional department master a particular skill only after receiving three-day training to complete a specific work package. Due to limitation of profession, no other in the project team can replace this member. Then, what should the project manager do?

A.在项目进度计划中增加3天时间 To add extra 3 days in the project schedule

B.要求他利用业余时间完成这3天的培训 To request him to complete the 3-day training in his spare time

C.把该培训作为项目工作之一，加入项目计划中，并进行风险分析 To take the training as one of the project tasks, to participate in the project plan, and to perform risk analysis

D.要求用一个不需培训的成员来替换该成员 To require a member who doesn’t need to receive this training to replace the member

参考答案：C

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。 项目经理按敏捷方式来，团队没有，说明团队没有掌握敏捷方法的技能。

第771题 你刚刚被分配到一个即将到来的敏捷项目中。作为项目前期工作的一部分，你要审查组织关于合规性的所有政策和程序。你意识到其中只有一些可能适用于你的项目。首先你应该做什么？
You have just been assigned to an upcoming agile project. As part of pre-project work, you review all of the organization's policies and procedures regarding compliance. You realize that only some of them may be applicable to your project. What should you do first?

A.将项目管理方法从敏捷切换到传统 Switch the project management approach from agile to traditional

B.将所有合规政策和程序纳入实施战略 Incorporate all compliance policies and procedures in the implementation strategy

C.确保合规活动包含在项目进度基准中 Ensure compliance activities are included in the project schedule baseline

D.对合规性类别进行分类以确定项目资源的支出 Classify the compliance categories to determine the expenditure of project resources

参考答案：D

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。 合规性一般都会成为敏捷项目的障碍，因此要消除这些障碍，只做必要的工作。

第772题 敏捷项目团队与产品负责人、项目经理和其他关键项目干系人会面，讨论项目必须经过的多层计划。参与者承认在发布和迭代级别上需要计划。项目经理指出，每天都需要规划。项目经理指的是以下哪项？
An agile project team meets with the product owner, project manager, and other key project stakeholders to discuss the multiple levels of planning that the project will have to go through. The participants acknowledge that planning will be required at the release and iteration level. The project manager indicates that planning will also be required on a day-to-day basis. Which of the following does the project manager refer to?

A.在项目中尽早实施体系结构刺探以降低技术风险 Carrying out an architectural spike to reduce technical risks as early as possible in the project

B.同步和协调导致完成任务的个别活动 Synchronizing and coordinating the individual activities that lead up to the completion of a task

C.获取项目团队成员，并根据资源管理计划分配任务 Acquiring project team members and assigning the tasks per the resource management plan

D.与组织中从事同一项目的其他团队协调团队活动 Coordinating team activities with other teams working on the same project in the organization

参考答案：B

解析：知识点出处：敏捷实践指南 页码：P53 章节：5.2.4 每日站会：·上次站会以来我都完成 了什么？·从现在到下一次站会，我计划完成什么？·我的障碍（或风险或 问题）是什么？ 每日站会不解决问题。

第773题 项目具有较短的迭代计划和执行周期，其中需求是逐步细化的。关键干系人不断地参与进来，并提供频繁的反馈，从而使团队能够更快地应对变更。在这种类型的项目环境中，项目经理管理质量的最佳方法是什么？
A project has short iterative planning and executing cycles where the requirements are progressively elaborated. The key stakeholders are continuously involved and provide frequent feedback allowing the team to respond to changes more quickly. What is the best way for the project manager to manage quality in this type of project environment?

A.通过定期进行质量审计 By conducting periodic quality audits

B.通过使用确认范围过程 By using the Validate Scope process

C.通过安排定期回顾 By scheduling regular retrospectives

D.通过使用质量控制矩阵 By using the quality control matrix

参考答案：C

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。 从题干分析，这是一个敏捷方法，只有C回顾会属于敏捷的方法。

第774题 在新目标国家推出产品前不久，公司意识到该产品并不完全符合当地的数据隐私法。由于预算限制，公司管理层要求项目团队将可能的罚款成本与返工成本进行比较。返工的一部分包括向产品待办事项列表中添加新需求。在这种情况下，下面哪个选项最有可能帮助到你？
Shortly before rolling out a product in a newly targeted country, a company realizes that the product does not fully comply with local data privacy laws. Due to budget constraints, the company management asks the project team to compare costs for possible fines with costs for rework. Part of the rework would involve adding new requirements to the product backlog. In this situation, which of the following is most likely to help?

A.重构 Refactoring

B.用户画像 Personas

C.阶段关口 A phase gate

D.快速跟进 Fast tracking

参考答案：C

解析：知识点出处：PMBOK 6th   页码：P18 章节：1.2.4 阶段关口：为做出进入下个阶段、进行整改或结束项目集或项目的决定，做的阶段末审查。 审查一个阶段末的问题，做成本效益分析，以决定下个阶段的项目。

第775题 由于缺乏供应商支持，实施了将一个外部软件模块替换成内部模块的权变措施。在没有供应商答复的计划日期下，项目经理应该怎么做？
Due to lack of supplier support, a workaround to replace an external software module with an internal module is implemented. What should the project manager do as there is no planned date replied by the supplier?

A.等待供应商的答复，并将该问题上报给项目发起人 To wait for the supplier's response and report the issue to the project sponsor

B.将该权变措施作为一项变更请求提交给变更控制委员会（CCB） To submit the workaround as a change request to the Change Control Board (CCB)

C.遵循范围管理计划 To follow the scope control plan

D.更新问题日志 To update the Problem Log

参考答案：B

解析：知识点出处：PMBOK 6th 页码：P457 章节：11.7.3.2 变更请求：执行监督风险过程后，可能会就成本基准和进度基准，或项目管理计划的其他组件提出变更请求，应该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。 权变以后，需要提交变更请求。

第776题 项目发起人通知项目经理一项新的政府法律被批准了，该法律将影响项目的进度计划和预算，这种可能性作为一种主动接受的威胁包含在风险管理计划中。 项目经理下一步应该做什么？
The project sponsor informs the project manager that a new government law has been approved that will affect the project's schedule and budget, and this possibility is included in the risk management plan as a proactively accepted threat.What should the project manager do next?

A.更新风险管理计划，并记录经验教训 Update the risk management plan and record lessons learned

B.向变更控制委员会（CCB）提交一份变更请求 Submit a change request to the Change Control Board (CCB)

C.使用应急储备来管理这种情况 Use emergency reserves to manage this situation

D.评估管理储备来控制该风险 Assess management reserves to control the risk

参考答案：C

解析：知识点出处：PMBOK 6th   页码：P443 章节：11.5.2.4 接受风险：接受是指承认威胁的存在，但不主动采取措施。接受策略又分为主动或被动方式。最常见的主动接受策略是建立应急储备。被动接受策略则不会主动。 最常见的主动接受策略是建立应急储备。

第777题 新项目中的所有团队成员都希望通过尽快交付价值来获得客户的信任。项目经理了解到一个资源已经在其他项目中与发起人一起工作。某资源似乎在使用个人影响力，从而与项目发起人合作以增加项目的利益实现。在项目的哪个阶段，项目经理应该解决这个问题以优化成本效益？
All team members on a new project want to gain the customer's trust by delivering value as quickly as possible. The project manager learns that one resource has worked with the sponsor on other projects. The resource seems to be using personal influence, working with a project sponsor to increase the project's benefits realization. At which stage in the project should the project manager address this concern to optimize cost effectiveness?

A.在团队的执行阶段开始时 At the start of the team's performing stage

B.紧接在第一次效益实现后 Immediately after the first benefit realization

C.在下次回顾仪式期间 During the next retrospective ceremony

D.在下一次资源绩效审查期间 During the next resource performance review

参考答案：C

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。

第778题 scrum master 正在进行日常的站会。开发团队的每个成员都表示，由于各种阻碍，他们的工作已经停滞。因此，整个开发团队都被闲置，并且进度基准处于危险之中。scrum master 首先应该做什么？
A scrum master is conducting a daily standup. Each member of the development team states that their work has been stalled due to various blockers. As a result, the entire development team has been idled, and the schedule baseline is in jeopardy. What should the scrum master do first?

A.在会议期间努力解决问题 Attempt to resolve the problems during the meeting

B.分析并优先设置阻碍的优先级 Analyze and prioritize the blockers

C.与此同时让团队参与另一个项目 Assign the team to work on another project in the meanwhile

D.将该问题升级上报给项目发起人 Escalate the issue to the project sponsor

参考答案：B

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779题 一个项目来取代目前公司的文件存储系统已经获批。外部供应商提供硬件，内部团队开发软件。这个团队是自组织的，由一般的专家组成。团队建议迭代地与供应商合作，但供应商表示拒绝。因此，只有软件将被迭代开发。什么项目管理方法对该项目最有效？
A project has been chartered to replace the current company's file storage system. An external vendor provides the hardware, and an internal team develops the software. The team is self-organizing and comprised of generalized specialists. The team suggests working iteratively with the vendor, but the vendor refuses. Therefore, only software will be developed iteratively. What project management approach would work best for this project?

A.混合式 Hybrid

B.瀑布式 Waterfall

C.敏捷式 Agile

D.预测式 Predictive

参考答案：A

解析：知识点出处：敏捷实践指南 页码：P26 章节：3.1.6 混合生命周期的特征： 对于整个项目，没有必要使用单一的方法。为达到特定的目标，项目经常要结合不同的生命周期要素。预测、迭代、增量和/或敏捷方法的组合就是一种混合方法。 软件开发为敏捷，其他为瀑布。

第780题 项目经理正在管理一个软件开发项目的执行工作。在执行过程中，发生了一个风险应对计划中没有包括的风险。项目经理应该怎么做？
The project manager is managing the execution of a software development project. During the execution process, a risk that is not included in the risk response plan happens. What should the project manager do?

A.使用应急储备来解决风险的后果 To solve the risk consequence with emergency reserves

B.把风险的实际情况报告给管理层 To report the actual situation of the risk to the management

C.召开团队会议讨论权变措施 To hold a team meeting to discuss workaround

D.忽略此风险，因为它未包括在风险计划中 To ignore this risk, because this risk is not included in the plan.

参考答案：C

解析：知识点出处：PMBOK 6th 页码：P457 章节：11.7.3.2 变更请求：执行监督风险过程后，可能会就成本基准和进度基准，或项目管理计划的其他组件提出变更请求，应该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。 未知风险发生后的应对措施叫权变措施。