第821题 一个新项目即将开始，但两位关键干系人对可交付成果的看法相互矛盾。项目经理应该怎么做？
A new project is about to start, but two key stakeholders have conflicting views on deliverables. What should the project manager do?

A.向干系人提供详细的客户需求 Present detailed customer requirements to the stakeholders

B.与干系人开会，讨论可交付成果和关键成功标准 Meet with the stakeholders to discuss deliverables and key success criteria

C.制定项目管理计划和项目范围 Develop the project management plan and project scope

D.在项目管理计划中包含不同意见 Include the different opinions in the project management plan

参考答案：B

解析：知识点出处：PMBOK 6th 页码：P80 章节：4.1.2.4 会议：在本过程中，与关键干系人举行会议的目的是识别项目目标、成功标准、主要可交付成果、高层级需求、总体里程碑和其他概述信息。 启动阶段的会议与干系人讨论可交付成果以及成功标准。

第822题 在项目启动大会之后，分配给项目团队的一位技术专家对被选中参与项目工作态度很消极，为避免对其他项目成员造成负面影响，项目经理应该怎么做？
After the kick-off meeting conference, a technical expert assigned to the project team was very negative about being selected to participate in the project. To avoid negative impact on other project members, what should the project manager do?

A.请求人力资源部门替换这位技术专家 Request the human resources department to replace this technical expert

B.尝试去理解这位技术专家的态度，并基于收集到的信息再采取进一步行动 Try to understand the attitude of this technical expert and take further action based on the information collected

C.给该技术专家发出书面警告他言行的不当，以避免对其他成员造成负面影响 Give the technical expert a written warning of his improper words and actions to avoid negative impact on other members

D.给该技术专家分配一项可以避免跟其他人有互动的任务 Assign this technical expert a task that can avoid interaction with other members

参考答案：B

解析：知识点出处：PMBOK 6th 页码：P349 章节：9.5.2.1 情商：情商指识别、评估和管理个人情绪、他人情绪及团体情绪的能力。项目管理团队能用情商来了解、评估及控制项目团队成员的情绪，预测团队成员的行为，确认团队成员的关注点及跟踪团队成员的问题，来达到减轻压力、加强合作的目的。 先尝试理解专家的真实想法。

第823题 你的敏捷项目需要本地无法找到的专家。你可以在全球各地找到所需的资源，但由于各种限制，不能在项目期间对专家进行配置。你认为推进项目的唯一方法是在虚拟环境下建立团队。启动会议将在几周后举行。要让团队参加会议，你的最佳行动方案是什么？
Your agile project needs specialists that are not available locally. You find the needed resources across the globe, but due to various constraints, cannot colocate them for the duration of the project. You decide that the only way to go ahead with the project is by setting up the team in a virtual environment. The kick-off meeting is in a few weeks from now. What is your best course of action to have the team attend the kick-off?

A.让团队成员在会议期间连接到视频会议 Have the team members connect to the video conference during the meeting

B.可能的话，带团队成员亲自参加启动会议 If possible, bring the team members to attend the kick-off meeting in person

C.将会议录下来并将录像发送给团队成员 Record the kick-off meeting on a video and send the recording to the team

D.什么都不做，因为敏捷团队有权作出自己的决策 Do nothing since agile teams are empowered to make their own decisions

参考答案：B

解析：知识点出处：敏捷实践指南 页码：P9 章节：2.2 敏捷原则第6条： 无论对开发团队还是团 队内部，信息传达最有效的方法都是面对面的交谈。 如果可能的话，还是要当面开启动会，以获取干系人的承诺。

第824题 一个开发团队正在为他们的敏捷项目进行计划中的一次冲刺。一位干系人找到 scrum master，想知道为什么在上一次冲刺中删除某一功能、在下次冲刺中交付什么功能计划，以及钱是如何花在项目上的。在这种情况下，scrum master 最好采取什么行动方案？
A development team is working through one of the sprints planned for their agile project. A stakeholder approaches the scrum master wondering why a certain feature was removed from the last sprint, what features are planned to be delivered in the next sprint, and how the money is being spent on the project. What is the best course of action for the scrum master to take in this situation?

A.建议干系人查阅项目燃尽图 Advise the stakeholder to consult the project burndown charts

B.将干系人推荐给团队成员以获取信息 Refer the stakeholder to the team members to get the information

C.建议干系人与产品负责人交谈 Recommend that the stakeholder talk to the product owner

D.在每日站会上提供所要求的信息 Provide the requested information at the daily standup meeting

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 所有的待办列表优先级的划分，都由PO来决定。

第825题 一位先前不活跃的干系人参与程度突然增加，这种意外的参与导致了一些变更请求。项目经理应该做什么？
The involvement of a previously inactive interested party suddenly increased, and this unexpected participation led to some change requests. What should the project manager do?

A.向干系人解释变更请求过程 Explain the change request process to interested parties

B.审查已批准的有关干系人请求的期望 Review approved expectations regarding stakeholder requests

C.与该干系人开会，以评估变更请求 Meet with the interested party to evaluate the change request

D.要求干系人与发起人讨论这些请求 Ask interested parties to discuss these requests with the sponsor

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826题 公司的新产品系列将在两个月内发布，95%的项目任务均已完成。但是，管理层却决定终止产品发布并取消项目。项目经理下一步该怎么做？
The Company's new product line will be launched in two months, and 95% of the project tasks have been completed. However, the management decides to terminate the product launch and cancel the project. What should the project manager do next?

A.立即停止所有项目任务 To stop all project tasks immediately

B.按原计划完成项目 To complete the project as per the original plan

C.释放资源并记录项目状态 To release resources and record the project status

D.收尾项目并更新经验教训 To close the project and update lessons learned

参考答案：D

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827题 在项目执行过程中，你被任命为项目经理。项目各项指标都在基线的允许范围内，如果客户对项目绩效不满意，你首先应该做什么？
You are assigned project manager in executing project; the project is in control on baseline, if customers are not satisfied with the performance, then what you should do firstly?

A.与项目团队一起讨论 Discussing with project team

B.重新计算基线 Baseline revised

C.重新商谈合同 Contract Renegotiation

D.与客户见面 Meeting with customers

参考答案：D

解析：知识点出处：PMBOK 6th 页码：P534 章节：13.4.2.5 通过积极倾听，减少理解错误和沟通错误。 执行中被任命，绩效正常但是干系人不满意，说明干系人需求可能有差异，最有效的是当面了解需求。

第828题 项目经理发现项目可交付成果与发起人期望之间存在若干不一致之处，为确保一致，项目经理应该制定下列哪一项？
A project manager finds several inconsistencies between project deliverables and sponsor expectations.To ensure alignment,what should the project manager develop?

A.风险登记册 Risk register

B.干系人参与计划 Stakeholder management plan

C.沟通管理计划 Communications management plan

D.工作分解结构（WBS） Work breakdown structure(WBS)

参考答案：B

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：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。 期望不一致，就要持续管理好干系人的期望。

第829题 你正负责为世界银行的一个大项目准备成本估计。因为你的估计需要尽可能的准确，所以你决定准备一个自下而上的估计。你的第一步是：
You are responsible for preparing a cost estimate for a large World Bank project. You decide to prepare a bottom-up estimate because your estimate needs to be as accurate as possible. Your first step is to

A.确定在进程中需要的计算工具 Locate a computerized tool to assist in the process

B.利用前面的项目成本估计来帮助准备这个成本估计 Use the cost estimate from a previous project to help you prepare this estimate

C.确定并且估计每一个工作包的成本 Identify and estimate the cost for each individual work item

D.向这个方面的专家咨询，并且将他们的建议作为你的估计的基础 Consult with subject matter experts and use their suggestions as the basis for your estimate

参考答案：C

解析：知识点出处：PMBOK 6th 页码：P244 章节：7.2.2.4 自下而上估算：自下而上估算是对工作组成部分进行估算的一种方法。首先对单个工作包或活动的成本进行最具体、细致的估算，然后把这些细节性成本向上汇总或“滚动”到更高层次，用于后续报告和跟踪。自下而上估算的准确性及其本身所需的成本，通常取决于单个活动或工作包的规模或其他属性。

第830题 为了帮助改善虚拟团队的沟通，项目经理部署了一个在线聊天工具，其中包含了每个人在工作时使用的各种主题的渠道。通常一切安静，但有时突然会有长长的聊天流，谈论许多与项目工作相关或无关的话题。聊天流很容易让人分心，通常很难找到与工作相关的重点。对项目经理来说，最好的行动方案是什么？
To help improve the communication of a virtual team, the project manager deploys an online chat tool with channels for various topics that everyone uses while working. Often, all is quiet, but sometimes, there are sudden long streams of chat about many topics, both related and unrelated to the project work. The chat stream can be quite distracting, and it is often difficult to find important points that relate to work. What is the best course of action for the project manager?

A.什么不做，网上聊天是人们相互了解的一种释放 Nothing. Online chat is a release for people getting to know one another.

B.取消聊天工具，让团队成员改用电子邮件和电话 Eliminate the chat tool and instruct the team to use email and phone instead

C.加入到乐趣中并鼓励团队成员继续这样的对话 Join in on the fun and encourage the team to keep on with this type of conversation.

D.要求团队使用其他渠道进行与工作无关的对话 Request the team to use another channel for non-work related conversations.

参考答案：D

解析：知识点出处：敏捷实践指南   页码：P35 章节：4.2.1.1 仆人式领导：促进团队内部和团队之间的合作与对话。例如，仆人式领导在团队内部和团队之间帮助发现瓶颈问题，并进行相应沟通。然后，团队将解决这些瓶颈问题。此外，促进者还鼓励大家通过交互式会议、非正式对话和知识共享展开协作。 虽然非正式对话相对有益，但是要以不影响工作为前提。

第831题 在迭代的中途，敏捷团队遇到了一个小的技术问题。其中一位团队成员回忆说，敏捷教练从她过去作为高级开发人员的经验来看，是这个领域的专家。团队要求教练帮助解决这个问题。敏捷教练首先应该做什么？
Midway into an iteration, an agile team faces a minor technical issue. One of the team members recalls that the agile coach is an expert in the field from her past experience as a senior developer. The team requests that the coach help resolve the issue. What should the agile coach do first?

A.让团队解决问题 Let the team resolve the issue

B.帮助团队解决问题 Help the team resolve the issue

C.为团队解决问题 Resolve the issue for the team

D.咨询产品负责人 Consult with the product owner

参考答案：A

解析：知识点出处：敏捷实践指南 页码：P35 章节：4.2.1.1 仆人式领导的促进作用: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。促进者帮助团队创建可接受的解决方案。 问题比较小，让团队自己解决，可以促进他们的技术能力和协作能力。

第832题 在你的项目中，镀金一直是反复出现的问题，因为团队一直在添加他们认为对客户有用的功能，尽管这些功能并没有包含在WBS中。变更请求是在事后提交的，并且一些功能最终被添加到项目范围。你担心与计划的偏差。你会怎样做才能更好地控制范围，防止进一步镀金？
Gold plating had been a recurring issue on your project as the team has been adding features they think are useful for the customer even though the features were not included in the WBS. Change requests have been submitted after the fact, and some of the features were eventually added to the project scope. You are concerned about deviations from the plan. What might you do to control scope better and prevent further gold plating?

A.采用敏捷方法，这样团队就可以开发任何他们认为有价值的功能 Adopt an agile approach so the team can develop any features they deem valuable

B.提交变更请求，以获取问题日志中的镀金问题 Submit a change request to capture the gold plating problem in the issue log

C.在项目回顾中讨论问题，并更新经验教训登记册 Discuss the issue at the project retrospective and update the lessons learned register

D.与团队成员进行日常站会的敏捷实践相协调 Incorporate the agile practice of holding daily standup meetings with the team

参考答案：D

解析：补充知识点 范围蔓延： 在客户的要求下，没有经过正常的范围变更控制批准程序， 而直接扩大了项目定义范围的工作内容。 镀金：范围蔓延的一种，指在定义范围的工作范围以内，项目团队主动增加的额外工作。 镀金是在任何开发方法中 都不建议的。因此A不对， 即使到敏捷，也是PO决定范围。 D，每日站会让开发团队集中在现有范围内。

第833题 项目经理加入一个项目，但项目经理在该项目所涉及的行业经验有限，在该项目的整个生命周期中，项目经理精心记录每个差距、问题和不一致性。但是，无论项目经理如何记录和跟踪生产问题，但问题都没有得到解决，这使项目交付面临风险。 若要解决这些问题，项目经理事先应该做什么？
A project manager joins a project in an industry with which they have limited experience.Throughout the project's life cycle,the project manager meticulously documents each gap, problem,and inconsistency.However,production issues remain ,unresolved；regardless of the project manager's efforts to record and track them,which puts project delivery at risk. What should the project manager have done to resolve these issues?

A.调整范围基准和项目进度计划与客户需求保持一致 Aligned the scope baseline and project schedule to the customer's needs

B.使用主题专家（SMEs）提供适合的应对行动 Used subject matter experts (SMEs) to provide suitable response actions

C.审查干系人的需求与验收标准相匹配 Reviewed stakeholder requirements to match the acceptance criteria

D.检查需求跟踪矩阵，以确保它与可交付成果相联系 Examined the requirements tractability matrix to insure that it linked to the deliverables.

参考答案：B

解析：知识点出处：PMBOK 6th 页码：P94 章节：4.3.2.1 • 关于项目所在的行业以及项目关注的领域的技术知识； • 成本和预算管理； • 法规与采购； • 法律法规； • 组织治理。 看到行业领域的事情，一般都找专家判断。

第834题 一家公司正在努力定义新项目的范围，该项目有多个阶段，阶段之间有高度的依赖关系。项目经理应该如何应对这个挑战？
A company is struggling to define the scope of a new project that has multiple phases with a high level of dependency between the phases. How should the project manager approach this challenge?

A.与专门帮助企业定义大型项目的工作范围的第三方公司签订合同。 Contract with a third-party company that specializes in helping businesses define scope of work on large projects.

B.与项目干系人合作，以推荐将有助于定义项目的范围的迭代方法。 Work with project stakeholders to recommend an iterative approach that will then help to define the project's scope.

C.制定在进度计划中提供额外的时间的项目管理计划，然后试图修改工作范围。 Construct a project management plan that provides extra time within the schedule, then seek to revise the scope of work.

D.暂停项目的最终交付日期，以便在明确工作范围后有时间修改时间表。 Suspend final delivery dates for the project in order to have time to revise the schedule once there is clarity on the scope of work.

参考答案：B

解析：知识点出处：PMBOK 6th 页码：P153 章节：5.3.2 工具与技术： 专家判断 决策技术 引导 A，成本太高，建议先B再考虑A。CD过于消极。

第835题 在一个软件开发项目的项目执行阶段举行的评审会议期间，最终用户和项目发起人对一项关键功能的演示感到满意，项目经理下一步应该做什么？
During a review meeting in the project execution phase of a software development project, end users and the project sponsor are pleased with the demonstration of a key feature. What should the project manager do next?

A.指示团队进行收益评估 Direct the team to conduct a benefit assessment

B.请求在用户验收报告上签字 Request sign off on the user acceptance report

C.执行质量管理计划中的活动 Execute activities in the quality management plan

D.更新测试计划以减少测试工作 Update test plans to reduce testing efforts

参考答案：B

解析：知识点出处：PMBOK 6th   页码：P166 章节：5.5.3.1 验收的可交付成果：符合验收标准的可交付成果应该由客户或发起人正式签字批准。应该从客户或发起人那里获得正式文件，证明干系人对项目可交付成果的正式验收。这些文件将提交给结束项目或阶段过程。 对可交付成果满意的话，要正式签字批准。

第836题 干系人称一个可交付成果中遗漏一项功能，之前的任何讨论中都没有提及该项功能，也不在验收标准中，然而干系人却坚称这项功能是必须的，可以充分利用该可交付成果。项目经理应该怎么做？
Stakeholders claimed that a function was missed in the deliverables, but this function was not mentioned in any of the previous discussions or was not in the acceptance criteria. However, stakeholders insisted that this function was necessary and the deliverables could be fully utilized. What should the project manager do?

A.实施该可交付成果并为遗漏的功能提交变更请求 Implement the deliverables and submit a change request for the missing function

B.实施该可交付成果并开始遗漏功能的工作 Implement the deliverables and begin to work on the missing function

C.推迟实施该可交付成果并为遗漏的功能提交变更请求 Postpone the implementation of the deliverables and submit a change request for the missing function

D.推迟实施该可交付成果并开始遗漏功能的工作 Postpone the implementation of the deliverables and begin to work on the missing function

参考答案：C

解析：知识点出处：PMBOK 6th 页码：P166 章节：5.5.3.3 变更请求 对已经完成但未通过正式验收的可交付成果及其未通过验收的原因，应该记录在案。可能需要针对这些可交付成果提出变更请求，开展缺陷补救。 客户不验收，只能推迟实施，再提交变更。

第837题 敏捷项目的第一次迭代即将开始。发起人召集团队、Scrum主管、产品负责人和其他项目干系人参加启动会议。发起人强调需要在项目尽可能早的时候以最小的成本识别和应对项目风险。与会者实现发起人要求的最佳方式是什么？
The first iteration of an agile project is about to begin. The sponsor gathers the team, the scrum master, the product owner, and other project stakeholders for the kick-off meeting. The sponsor emphasizes the need to identify and respond to the project risks as early in the project as possible and at the minimal cost. What is the best way for the meeting participants to implement the sponsor's request?

A.团队和干系人应该经常审查产品增量 The team and stakeholders should frequently review product increments.

B.项目干系人应该在每次冲刺中执行基于风险的刺探 The project stakeholders should conduct risk-based spikes in each sprint.

C.产品负责人和发起人应该对高风险的用户故事进行优先级排序 The product owner and the sponsor should prioritize high-risk user stories.

D.团队应该与Scrum主管一起实现结对编程 The team should implement pair programming with the scrum master.

参考答案：A

解析：知识点出处：敏捷实践指南 页码：P56 章节：5.2.7 持续集成：在不同层面测试、验收测试驱动开发（ATDD）、测试驱动开发和行为驱动开发、刺探 。 B刺探应由团队做C，PO与团队和干系人共同确认优先级。 D，结对编程应由团队来做。

第838题 在项目执行期间，一名外部干系人反对一项重大范围变更。除非重新评估干系人的决定，否则项目进展将受到影响。项目经理下一步该怎么做？
During the project implementation, an external stakeholder is opposed to a major scope change.Unless the stakeholder's decision is reassessed, the project progress will be impacted.What should the project manager do next?

A.审查干系人管理计划评估影响 To review the stakeholder's effort for the plan to assess the impact

B.请求项目发起人解决干系人的问题 To request the project sponsor to solve the problem encountered by the stakeholder

C.修订预算，反映可选方案的成本 To revise the budget to reflect the cost of the alternative

D.调查干系人反对背后的理由 To investigate the reason behind the opposition

参考答案：A

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。 遇抵制，找干系人参与计划。

第839题 一客户给你一复杂项目的采购工作说明书，该项目为期 8 个月，未知的东西不多。客户只要你将它完成，并只希望在 8 月末你交付完成项目的时候见你。在这种情况下，下列哪种做法最好？
A customer has given you a contract statement of work for a complex, eight month project that has a few unknowns. The customer has asked you to just get it done and onlywants to see you at the end of eight months when you deliver the finished project. Under these circumstances, which of the following is the BEST thing to do?

A.按要求完成项目，但是一直与客户时不时地确认其范围 Complete the project as requested, but validate its scope with the customer occasionally throughout.

B.在 8 个月内完成项目，期间不联系客户 Complete the project within eight months without contacting the customer during this time.

C.让管理层时不时地和客户联系 Ask management to check in with the customer occasionally.

D.完成项目，但是记录下客户不想联系 Complete the project, but document that the customer did not want contact. Procurement Management Answers

参考答案：A

解析：知识点出处：PMBOK 6th 页码：P164 章节：5.5 确认范围：由客户或发起人审查从控制质量过程输出的核实的可交付成果，确认这些可交付成果已经圆满完成并通过正式验收。本过程对可交付成果的确认和最终验收，需要依据：从项目范围管理知识领域的各规划过程获得的输出（如需求文件或范围基准），以及从其他知识领域的各执行过程获得的工作绩效数据。 确认范围是对可交付成果的实质性验收，此过程非常重要且不能省略。

第840题 项目经理为一个具有按时完成盈利项目历史记录的组织工作。然而，由于缺乏干系人的支持以及他们未能提供信息，这些项目都经历过问题。若要避免这些问题,，项目经理在新项目开始时应该做些什么? A project manager works for an organization with a history of completing projects on time. However, these projects have all experienced issues due to alack of stakeholder's support and their failure to provide information. What should the project manager do at the beginning of a new project to avoid these issues?

A.管理所有干系人的期望，并为每个人提供解决方案 Manage all stakeholder's expectation,and provide a solution for each one

B.准备一份包含所有干系人的沟通管理计划 Prepare a communications management plan that includes all stakeholders

C.在启动阶段识别关键干系人并进行优先级排序 Identify and prioritize the key stakeholders during the initiating stage

D.复制之前项目的工作，因为这些项目结束时都很好 Duplicate efforts from previous projects since they ended well

参考答案：C

解析：知识点出处：PMBOK 6th   页码：P504 章节：13 干系人的观点：项目经理和团队正确识别并合理引导所有干系人参与的能力，能决定着项目的成败。要尽早地识别关键的干系人，因此识别干系人在启动阶段开始。