第801题 由于三天前出现的问题没有得到解决，所以冲刺中计划好的任务未能完成。项目经理希望在未来防止这种情况的发生。项目经理应该做什么？
A planned task in a sprint does not get completed due to an issue that appeared three days ago but did not get resolved. The Project Manager wants to prevent this type of situation in the future. What should the Project Manager do?

A.在回顾期间检查问题 During the retrospective, examine the issue

B.在演示中解决这个问题 In the demo, address the issue

C.在下一次迭代规划会议期间讨论这个问题 During the next iteration planning meeting, discuss the issue

D.在接下来的每日站会上，审查该问题 In the next daily standup meeting, review the issue

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。 回顾总结会的主要目的是总结经验教训。

第802题 作为估算活动持续时间过程的一部分，项目经理促成了与产品负责人和Scrum团队的冲刺计划会议。项目经理将用户故事分解为较小的任务项，以小时为单位估算所需时间，并根据团队的能力确定冲刺待办事项列表。尽管计划周密，冲刺还是失败了。项目经理当初可采取什么样的不同做法？
As part of the Estimate Activity Durations process, the project manager facilitates a sprint planning meeting with the product owner and Scrum team. The project manager breaks down the user stories into low-level tasks, estimates the time required in hours, and determines the sprint backlog based on the team's capacity. Despite meticulous planning, the sprint fails. What might the project manager have done differently?

A.在确定冲刺待办事项列表之前，要求团队为产品待办事项列表设优先级 Asked the team to prioritize the product backlog before determining the sprint backlog

B.将确定的低级任务分配给项目进度计划中的特定人员 Assigned the identified low-level tasks to specific individuals in the project schedule

C.授权团队确定他们在冲刺期间可以完成多少用户故事 Empowered the team to determine how many user stories they can complete during the sprint

D.在估算用户故事和任务的大小时，使用故事点而不是小时 Used story points instead of hours while estimating the size of the user stories and tasks

参考答案：C

解析：知识点出处：敏捷实践指南 页码：P153 章节：术语表 自组织团队：它是一种跨职能团队，其中为实现团队目标团队成员根据需要轮换着发挥领导作用。 自组织团队的核 心就是做什么事情，团队成员说了算。

第803题 在某个软件开发项目中，卖方已经按照合同要求圆满地完成了项目工作，这时，买方又要求在合同中添加一项新工作。鉴于上述情况，卖方应该如何做?
In a software development project, the seller has successfully completed the project work in accordance with the requirements as specified in the contract. At this point, the buyer requests to add a new work in the contract. Given this, what should the seller do?

A.开始合同收尾，并要求就新工作签订新合同 To proceed with the contract closing and to request a new contract for the new work

B.同意添加新工作，但要求用成本补偿的方式来做 To agree to add the new work, but request the cost reimbursement

C.拒绝做新工作，因为合同已经完成 To refuse to do new work because the contract has been completed

D.立即开展新工作，以便维护与买方的良好关系 To immediately start the new work to maintain a good relationship with the buyer

参考答案：A

解析：知识点出处：PMBOK 6th 页码：P121 章节：4.7 项目已经完成，可以正常进入收尾。买方有新的工作要求，可以签订新的合同。

第804题 高级主管希望开始一项计划，将公司战略和附加价值与业务计划保持一致。应该先创建下列哪一项？
A senior executive wants to start an initiative align the company’s strategy and add business plan. Which of the following should be developed first?

A.项目和产品的详细描述 Detailed description of project and product

B.描述项目可交付成果和创建这些可交付成果所需工作的说明书 Statement describing the project’s deliverables and the work required to create deliverables

C.定义如何执行、监控和收尾项目的项目计划 Project plan to define how the project is executed, monitored and controlled

D.正式授权一个项目的文件 Document that formally authorizes the project

参考答案：D

解析：知识点出处：PMBOK 6th   页码：P81 章节：4.1.3.1 项目章程：项目章程是由项目启动者或发起人发布的，正式批准项目成立，并授权项目经理使用组织资源开展项目活动的文件。它记录了关于项目和项目预期交付的产品、服务或成果的高层级信息。项目要在章程正式批准后才能正式开始。

第805题 项目每日站会时间很长，经常超过两个小时。项目团队利用站会对项目障碍的解决方案进行扩展讨论。项目经理应该做什么来改善每日站会？
A projects daily standups are long and often last more than two hours. The project team uses the standup meetings for extended discussions about solutions to project obstacles. What should the Project Manager do to improve the daily standup meetings?

A.邀请部门经理参加团队成员的讨论，以便以商业方式确定解决方案 Invite department managers to participate in the team members discussions, in order to identify solutions in a business-like manner

B.要求在每次站会时缩短讨论时间，留出更多的工作时间 Request shorter discussion time during each standup, leaving more time for working

C.加入新的团队成员，他将负责管理障碍和会议来讨论可能的解决方案 Insert a new team member who will manage obstacles and meetings to discuss possible solutions

D.指导团队成员，让他们有机会缩短所有的站会，并改进他们确定解决方案的方法 Coach team members that they have the opportunity to shorten all standup meetings and improve their method for identifying solutions

参考答案：D

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：为每日站会规定时间盒，不超出 15 分钟。站会是为了发现存在问题，而不是解决它们。将问题添加到停车场区，然后创建另一次会议，它可以在站会之后立即召开，并在会上解决问题。 每日站会不解决问题。

第806题 一个敏捷项目已经进入了第七次冲刺阶段。在冲刺结束前两天，客户通知产品负责人，他们忘记在冲刺中包含某个功能。高级经理无意中听到谈话，并表示包含该功能意味着范围蔓延，并不应被允许。产品负责人的最佳行动方案是什么？
An agile project has entered its seventh sprint. Two days before the end of the sprint, the customer informs the product owner that they forgot to include one feature in the sprint. A senior manager overhears the conversation and states that including the feature represents scope creep and should not be allowed. What is the product owner's best course of action?

A.与客户合作，在产品待办事项列表中为该功能设优先级 Work with the customer to prioritize the feature in the product backlog

B.请求客户提交变更请求 Request that the customer submit a change request

C.指导团队在当前的冲刺中开发该功能 Instruct the team to develop the feature in the current sprint

D.按照高级经理的指示拒绝该功能 Reject the feature as instructed by the senior manager

参考答案：A

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 敏捷拥抱变更， PO与客户一起确认优先级。

第807题 在一次会议上，产品负责人重申了产品愿景，描述了目标用户组，业务目标，以及敏捷项目即将发布的主要功能。随后，为了直观地描述这些功能，产品负责人创建了产品路线图。以下哪项最能描述会议目的？
During a meeting, the product owner restated the product vision, described the target user groups, the business goals, and main features to be delivered by the agile project in its upcoming releases. Then, to visually depict these features, the product owner created the product roadmap. Which of the following best describes the purpose of the meeting?

A.在项目干系人之间建立共享的项目愿景 Establish a shared project vision among the project stakeholders

B.为每个即将发布的版本创建产品待办事项列表 Create the product backlog for each one of the upcoming releases

C.在项目干系人之间建立共享发布愿景 Establish a shared release vision among the project stakeholders

D.确定项目范围、进度、成本、质量和资源 Determine the project scope, schedule, cost, quality, and resources

参考答案：A

解析：知识点出处：敏捷实践指南 页码：P49 章节：5.1 敏捷项目章程 · 我们为什么要做这个项目？这是项目愿景。 · 谁会从中受益？如何受益？这可能是项目愿景和/或项目目标的一部分。 · 对此项目而言，达到哪些条件才意味着项目完成？这些是项目的发布标准。 · 我们将怎样合作？这说明预期的工作流。 这题注意项目愿景的作用。

第808题 一个施工项目的已批准成本基准包含一些已识别风险的储备。在执行阶段，发生了一次地震，但该项目并未考虑此风险，需要资金进行灾后恢复。项目经理应该做什么？
The approval cost baseline for a construction project includes some identified risk reserves. During the implementation phase, an earthquake occurred, but the project did not consider this risk and required funding for post-disaster recovery. What should the project manager do?

A.无需寻求授权即可变更项目的成本基准，并继续进行项目工作 No need to seek authorization to change the cost basis of the project and continue the project work

B.向变更控制委员会（CCB）提交申请，以获得额外资金和成本基准变更 Submit an application to the Change Control Board (CCB) for additional funding and cost baseline changes

C.在未咨询CCB的情况下，使用已识别风险的储备来支付灾后恢复成本 Use of identified risk reserves to pay for disaster recovery costs without consulting CCB

D.要求管理层授权将已识别风险的储备用于支付灾后恢复成本 Require management to authorize the use of identified risk reserves for post-disaster recovery costs

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。 使用管理储备需要进行变更。

第809题 一家组织的经验教训数据库表明过去的重大项目问题是质量失败，为确保质量，项目经理决定在制定质量保证计划时做的更彻底，项目经理应该怎么做？
An organization's lessons learned database shows that the major project problem of the past was quality failures. To ensure quality, the project manager should make more thorough decisions while developing quality assurance programs. What should the project manager do?

A.根据项目的范围和需求制定质量管理计划 Develop the quality management plan based on the scope and requirements of the project

B.将所有质量控制过程纳入项目中 Include all quality control processes in the project

C.在项目核对单中包含来自过往项目所有的经验教训 Include all lessons learned from past projects in the project checklist

D.在风险登记册中添加一个新风险 Add a new risk to the risk register

参考答案：C

解析：知识点出处：PMBOK 6th 页码：P292 章节：8.2.2.1 核对单：核对单是一种结构化工具，通常列出特定组成部分，用来核实所要求的一系列步骤是否已得到执行或检查需求列表是否已得到满足。 核对单的重要特点，全面且避免遗漏。

第810题 公司计划发布一款新的软件产品以应对市场需求，项目经理组织一次与所有内部项目干系人会议，讨论并整合输入和想法。项目经理执行的是下列哪一项？
A company plans to release a new software product in response to market demand. A project manager organizes a workshop with all internal project stakeholders to discuss and consolidate inputs and ideas. What is the project manager performing?

A.思维导图 Mind mapping

B.决策分析 Decision analysis

C.亲和图 Affinity diagramming

D.头脑风暴 Brainstorming

参考答案：D

解析：知识点出处：PMBOK 6th 页码：P80 章节：4.1.2.2 头脑风暴：本技术用于在短时间内获得大量创意，适用于团队环境，需要引导者进行引导。头脑风暴由两个部分构成：创意产生和创意分析。 召集所有干系人讨论想法。ABC启动过程没有此工具

第811题 制定项目章程时，销售团队和运营团队对高层次项目描述和需求意见不一致。项目经理应该怎么做？
While developing a project charter, a disagreement on the high-level project description and requirements occurs between the sales and operational teams. What should the project manager do?

A.使用专家判断来完成项目章程。 Use expert judgment to complete the project charter.

B.安排一次与项目发起人的会议。 Schedule a meeting with the sponsor.

C.应用引导技术解决问题。 Apply facilitation techniques for problem solving.

D.使用可用的详细信息完成项目章程。 Complete the project charter with the available details.

参考答案：C

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812题 项目经理从项目管理办公室（PMO）收到项目绩效评估报告，该报告指出，其中一位干系人认为范围控制很差，但没有提供额外的细节，项目经理应该怎么做？
A project manager receives a project performance evaluation report from the project management office (PMO). The report states that one stakeholder believe the scope has been poorly controlled, but no additional details is provided. What should the project manager do?

A.无视该反馈，因为没有任何细节可以支持这个问题 Disregard the feedback,since there were no details to support the issue

B.与几位干系人分别讨论该问题，以确定是谁提供了该反馈 Discuss the issue individually with several stakeholder to determine who provided the feedback

C.在发送工作绩效信息后，与利害干系人开会以获取更多详细信息并说明所感知的问题 After sending work performance information, meet with stakeholders to obtain more detailed and address perceived issues

D.与最高级别的干系人开会，详细说明是如何妥善管理范围的 Meet with the most senior stakeholders to explain in detail how the scope was properly managed

参考答案：C

解析：知识点出处：PMBOK 6th   页码：P524 章节：13.2 在管理干系人参与过程中，需要开展多项活动，例如：·在适当的项目阶段引导干系人参与，以便获取、确认或维持他们对项目成功的持续承诺；·通过谈判沟通管理干系人期望；·处理与干系人管理有关的任何风险或潜在关注点，预测干系人可能在未来引发的问题；·澄清和解决已识别的问题。 通过谈判与沟通管理干系人的期望，B选项，没必要分别讨论。

第813题 项目经理正在制定项目进度计划，并希望赋予团队比过去项目更多的决策权。他创建了一个甘特图，显示WBS工作包级别的活动，这些活动被分配给团队而不是个人。然后，他将工作包记录在一个看板面板的待办事项列表中。项目经理如何通过理想化的属性和行为使用鼓舞人心的激励来授权团队？
A project manager is developing the project schedule and wants to empower the team with more decision making authority than past projects. He creates a Gantt chart that displays activities down to the work package level of the WBS, which are assigned to the team rather than individuals. He then records the work packages in the backlog of a Kanban board. How might the project manager use inspirational motivation to empower the team through idealized attributes and behaviors?

A.采取自由放任的领导风格 Adopt a Laissez-faire leadership style

B.融入仆人型领导者的要素 Incorporate the elements of a servant leader

C.利用例外管理 Utilize management by exception

D.使用变革型领导风格 Use a transformational leadership style

参考答案：D

解析：知识点出处：敏捷实践指南 页码：P73 章节：6.1.2 变革就绪情况： • 积极明确的管理层支持； • 变革管理实践，包括沟通和引导； • 逐个项目应用敏捷实践 • 向团队增量地引入敏捷实践；以及 • 通过采取适用的敏捷技术和实践示范引导。 从题干看出，这明显是从瀑布型向敏捷型的变革，需要变革型领导风格。

第814题 一个项目连续错过交付日期，项目团队评估完该情况后，项目经理意识到团队绩效差的原因在于团队成员对于自己的职责缺乏清晰认识。项目经理首先应该关注哪一项？
A project has consistently missed the delivery dates. After assessing the situation with the project manager realizes the poor performance is due to a lack of charity for team member’s responsibilities? What should the project manager focus on first?

A.创建RACI图 Create a RACI chart

B.巩固领导团队的角色 Consolidate the role of the leadership

C.协商获得具有更高技能的新团队成员 Negotiation for new team member with stronger skills

D.使用奖励和强制权利激励成员 Use reward and coercive power to motivate the team

参考答案：A

解析：知识点出处：PMBOK 6th 页码：P317 章节：9.1.2.2 责任分配矩阵：责任分配矩阵展示项目资源在各个工作包中的任务分配矩阵图能反映与每个人相关的所有活动，以及与每项活动相关的所有人员，它也可确保任何一项任务都只有一个人负责，从而避免职权不清。如果团队是由内部和外部人员组成，RACI 矩阵对明确划分角色和职责特别有用。角色（人）跟职责（活）之间的关系，找责任分配矩阵。

第815题 项目团队刚刚完成一个新的订单跟踪系统的开发。项目发起人销售总监对新系统非常满意。而生产总监对此不满，并要求重新设计该系统以满足生产需求。项目经理估计重新设计系统会导致项目实施延迟两个月。项目经理本应如何做就可以避免发生这种情况？
A project team has just completed the development of a new order tracking system. The project sponsor, the director of sales, is pleased with the new system. However, the director of manufacturing is not pleased and has demanded that the system be re-designed to meet manufacturing concerns. The project manager estimates that a system redesign will delay implementation by two months.How could the project manager have avoided this situation?

A.在编制计划阶段完成角色和职责矩阵 Completed a roles and responsibility matrix in the planning phrase.

B.让项目干系人充分参与，确保要求不被忽略 Involved key stakeholders to ensure that requirements were not overlooked.

C.确保让销售总监批准该需求 Ensured that the director of sales had approved the requirements.

D.在编制项目计划阶段，制定有效的项目范围和变更控制流程 Developed an effective project scope and change control process during project planning.

参考答案：B

解析：知识点出处：PMBOK 6th 页码：P504 章节：13 干系人参与：为提高成功的可能性，应该在项目章程被批准、项目经理被委任，以及团队 开始组建之后，尽早开始识别干系人并引导干系人参与。

第816题 一个敏捷团队即将开始项目的第一次迭代来为客户开发一个软件应用程序。发起人要求团队与客户紧密协作，以增加项目成功的机会。项目经理应该鼓励以下哪一项来支持发起人的要求？
An agile team is about to begin the first iteration of the project to develop a software application for a customer. The sponsor requests that the team works in close collaboration with the customer to increase the chances of the project's success. Which of the following should the project manager encourage to support the sponsor's request?

A.与客户谈判，制定全面的项目协议 Negotiating with the customer to formulate comprehensive project agreements

B.根据团队成员的动机把工作交给他们，并相信他们能完成工作 Assigning work to the team members based on their motivation and trust them to get the job done

C.指责客户和团队可以无限期地保持恒定的速度 Ensuring that the customer and the team can maintain a constant pace indefinitely

D.欢迎客户需求的变更，即使是在产品开发的后期 Welcoming changing customer requirements, even late in the development of the product

参考答案：D

解析：知识点出处：敏捷实践指南 页码：P9 章节：2.2 D敏捷拥抱变更；A客户合作大于合同谈判；B适合指导团队不适合客户合作。

第817题 你正在领导一个本应使用敏捷方法管理的项目。然而，每周产品负责人都会与项目团队举行一个长达5小时的待办事项列表细化会议，在会上她将项目范围划分为工作包级别。在三次迭代之后，项目团队的速度比预期的要慢。你的最佳行动方案是什么？
You are leading a project that was supposed to be managed using agile methods. Every week, however, the product owner holds a five-hour backlog refinement meeting with the project team where she presents the project scope broken down to the work package level. After three iterations, the project team's velocity is slower than expected. What is your best course of action?

A.使产品负责人将范围分解到任务级别，并将任务分配给团队成员 Ask the product owner to decompose the scope down to the task level and assign the tasks to the team members

B.建议产品负责人每周召开两次5小时的待办事项列表细化会议，以进一步明确范围 Advise the product owner to hold two five-hour backlog refinement meetings per week to gain further clarity on the scope

C.通过每周1小时的待办事项列表细化会议，指导产品负责人介绍总体故事概念 Coach the product owner on presenting the overall story concept with one-hour weekly backlog refinement meetings

D.与团队成员和产品负责人进行团队建设练习，以改善他们之间的沟通 Hold a team-building exercise with the team members and product owner to improve the communication between them

参考答案：C

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 指导PO完成他的角色内容。

第818题 项目经理应该使用什么方法来准确收集项目需求，并从多个不同国家的项目干系人获得反馈？
What method should the project manager use to accurately collect project requirement and feedback from stakeholder located in several countries?

A.问卷调查 Questionnaires and surveys

B.焦点小组 Focus groups

C.引导式研讨会 Facilitate workshops

D.访谈 Interview

参考答案：A

解析：知识点出处：PMBOK 6th   页码：P143 章节：5.2.2.2 问卷调查：指设计一系列书面问题，向众多受访者快速收集信息。 问卷调查方法非常适用于以下情况：受众多样化，需要快速完成调查，受访者地理位置分散，并且适合开展统计分析。 位于不同国家，最好使用问卷调查。

第819题 在开发一个新产品时，耐久性测试是关键路径上的一项重要活动。然而，测试设施被一个优先级较高的项目占用，且占用时间比原计划长。项目经理接下来应该怎么做？
In the development of a new project the endurance testing is an important activity on the critical path. However, the last facility is occupied by a higher project. Which is taking longer than initially planned. What should the project manager do text?

A.为延迟的项目开展根本原因分析 Perform a root cause analysis for the delayed project

B.审查风险登记册中的适当响应 Review the risk register for the appropriate response

C.将延期情况通知项目干系人 Inform the project stakeholders about the delay

D.将问题上报给高级管理层 Escalate the issue to senior management

参考答案：B

解析：知识点出处：PMBOK 6th   页码：P455 章节：11.7.1.2 风险登记册： •已识别单个项目风险 •风险责任人 •商定的风险应对策略 •以及具体的应对措施 遇风险，先查册。

第820题 一家大型、全球性公司的员工分布在七个不同国家。为确保项目成功，每个人——无论其地理位置——必须能够方便地通过安全的内部网站访问培训。这使用的是哪种沟通方法？
A large, global company has employees located in seven different countries. To assure the project successes, everyone – regardless of physical location – must be able to convenient to visit training via a secured intranet site.

A.交互式沟通 Interactive

B.编码沟通 Encoded

C.拉式沟通Pull

D.推式沟通Push

参考答案：C

解析：知识点出处：PMBOK 6th 页码：P374 章节：10.1.2.5 沟通方法： · 互动沟通。在两方或多方之间进行的实时多向信息交换。它使用诸如会议、电话、即时信息、社交媒体和视频会议等沟通工件。 · 推式沟通。向需要接收信息的特定接收方发送或发布信息。在推式沟通中，可以采用的沟通工件包括信件、备忘录、报告、电子邮件、传真、语音邮件、博客、新闻稿。 · 拉式沟通。适用于大量复杂信息或大量信息受众的情况。它要求接收方在遵守有关安全规定的前提之下自行访问相关内容。这种方法包括门户网站、企业内网、电子在线课程、经验教训数据库或知识库。 从网站获取信息属于拉式沟通。