第81题 一位项目经理听说过，团队每天会收到大量的电子邮件，这让他们无法进行项目工作。一位团队成员表示，他们希望在需要的时候能够访问到与项目相关的信息。这个团队成员指的是哪种类型的沟通？A project manager has heard about the large volume of emails the team receives each day which prevents them from doing project work. One team member has stated that they would like to be able to access project-related information when needed. To what type of communication is the team member referring?

A.大众传播Mass communication

B.推式沟通Push communication

C.拉式沟通Pull communication

D.互动沟通Interactive communication

参考答案：C

解析：PMBOK 6th，10.1.2.5-沟通方法，P374。关键词“在需要的时候能够访问到与项目相关的信息”。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。

第82题 项目经理需要团队定义步骤，并识别将数据迁移到新系统的风险。项目经理应该使用哪种类型的领导来完成这一任务？A project manager needs the team to define the steps and identify the risks of migrating data to a new system. What type of leadership should the project manager use to accomplish this?

A.放任型Laissez-toure

B.变革型Transformational

C.交易型Dynamic

D.服务（仆人）型Servant

参考答案：D

解析：关键词“项目经理需要团队”，仆人式领导者专注于满足团队的需求，并赋予他们实现目标的能力。领导者为团队提供支持、指导和资源，帮助他们实现目标。这种风格鼓励合作，使团队能够掌控自己的工作，同时也提供必要的支持和指导，以确保他们的成功。选D。选项A放任型领导，又被称为“无为而治”，其很少提供指导或方向，根据题干场景，仆人式领导更适合；选项C交易型领导，关注目标、反馈和成就以确定奖励；选项D变革型领导：通过理想化特质和行为、鼓舞性激励、促进创新和创造，以及个人关怀提高追随者的能力。

第83题 项目交付的一个模块在用户验收测试（UAT）中失败。项目经理意识到在功能测试中失败的组件是由另一个团队创建的，并且业务经理批准了一个不同的功能。项目经理应该怎么做？One of the modules delivered by the project failed during user acceptance testing (UAT). The project manager realizes that the component that failed the functional tests was created by another team and a different functionality was approved by the business manager. What should the project manager do?

A.与所有干系人一起回顾整体变更控制流程。Review the integrated change control process with all the stakeholders.

B.将不一致的情况上报给项目管理办公室（PMO）和职能经理的主管。Escalate the misalignment to the project management office (PMO) and the functional man ager's director.

C.要求项目管理办公室（PMO）从其他团队的预算中回收修复的成本。Ask the project management office (PMO) to recover the cost of fixing it from the other team's budget.

D.要求专门的业务资源来支持Request dedicated business resources to support functional testing.

参考答案：A

解析：根据题干，了解到项目交付的组件与业务经理批准的功能不匹配时，这可能是由于变更控制流程中的某些误解造成的。项目经理应该与所有相关干系人一起回顾整体变更控制流程，确保所有的变更都经过了适当的评审、批准和沟通。选A。

第84题 一个项目经理正在领导一个涉及70个干系人的大型项目，项目经理从客户那里听到了各种意见和期望，其中一些是相互矛盾的。因此，一些需求不清楚。项目经理应该做什么来建立关于需求的共识？A project manager is leading a large-scale project that involves 70 stakeholders. The project manager has heard various comments and expectations from the customers, some of which are contradictory. Consequently, some requirements are not clear. What should the project manager do to build consensus regarding the requirements?

A.把这个上报给管理团队，让他们审查和指导。Escalate the issue to the management team for their review and guidance.

B.创建一个调查模板，收集干系人的反馈，以达成协议。Create a survey template to collect feedback from stakeholders to reach an agreement.

C.组织一次与所有干系人面对面的会议，了解他们的利益和关注点。Organize a face-to-face meeting with all stakeholders to understand their interests and concerns.

D.利用专家的判断来确定应该考虑的要求。Leverage expert judgment to determine the requirements that should be considered.

参考答案：C

解析：C是最佳选项，在需求不清晰、或存在相互矛盾的情况下，项目经理应该组织一个面对面的会议，直接与所有的十系人沟通，以了解他们的需求、兴趣和关注点，这样可以帮助项目经理更好地理解各方的需求和期望，从而更好地管理这些需求，并尽可能地解决相互之间的矛盾。选项B不是最佳选项，创建调查模板虽然可能对收集反馈有所帮助，但这种方法无法解决需求之间的矛盾，并且面对面的会议可以提供更多的信息和理解。

第85题 项目团队强调了一个关于优先级冲突的主要问题，其中涉及一些干系人需求。项目经理应该怎么做？A major issue about conflicting priorities has been highlighted by the project team with regard to a few stakeholder requirements. What should the project manager do?

A.为团队安排其他项目的优先级，稍后处理相互冲突的需求。Prioritize other items for the team and deal with the conflicting requirements later.

B.允许项目团队决定遵循什么是最合适的需求。Allow the project team to decide what is the most appropriate requirement to follow.

C.升级到项目管理办公室（PMO），要求解决这些需求。Escalate to the project management office (PMO) and request a solution for the requirements.

D.就有关需求与有关干系人谈判达成共同协议。Negotiate a common agreement with the involved stakeholders regarding the requirements.

参考答案：D

解析：基于干系人需求优先级有冲突，最好的方法通常是直接与干系人合作，谈判以达成共识，选D。

第86题 一个新的项目团队已经组建，项目经理注意到一些团队成员不太喜欢成为项目团队的一部分。因此，团队成员各自为战，而不是作为一个团队协同工作。项目经理应该怎么做来解决这个问题？A new project team has formed, and the project manager notices that some of the team members do not feel comfortable being part of the project team. As a result, members of the team are working individually and not as a team. What should the project manager do to resolve this?

A.促进一个团队建设会议来帮助解决这个问题。Facilitate a team building meeting to help this issue.

B.允许团队成员保留他们之前的个人角色。Allow the team members to remain in their fo rmer individual roles.

C.直接指导团队成员如何执行他们的任务。Directly guide the team members on how to perform their tasks.

D.等待完成一些迭代后再进行干预。Wait until some iterations are completed to in tervene.

参考答案：A

解析：根据题干，“团队成员各自为战，而不是作为一个团队协同工作”，团队建设可以帮助团队建立信任、沟通和协作。通过团队建设活动，项目经理可以帮助团队成员更好地了解彼此、建立信任、明确团队目标和期望，从而推动团队合作和整合。选A。

第87题 国防软件应用的项目经理拥有一个文化和性别多样化的团队，项目时间线很短。考虑到项目会有压力，项目经理应该使用什么技能来监督团队的表现？A project manager for a defense software application has a culturally and gender-diverse team with a short project time line. Considering the project will be stressful what skill should the project manager use to monitor the team's performance?

A.胁迫Coercion.

B.解决冲突Conflict resolution.

C.情商Emotional intelligence.

D.谈判Negotiating.

参考答案：C

解析：PMBOK 6th，9.5.2.1-人际关系与团队技能，P349。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。选C。

第88题 项目进度落后，超出预算，导致下一个可交付物出现问题。项目经理通知干系人，他们非常关心项目。项目经理应该做些什么来减轻干系人的担忧？A project is behind schedule and over budget, resulting in a problem for the next deliverable. The project manager informs the stakeholders, who are very concerned about the project. What should the project manager do to alleviate the stakeholder s' concerns？

A.发送信息澄清，以便对情况有充分的了解。Send communications for clarification so there is a full understanding about the situation.

B.展示绩效指标，并向干系人建议纠正措施。Demonstrate the performance indexes and recommend corrective actions to the stakeholders.

C.安排一个开工会议，解释项目的问题，并获得批准和支持。Schedule a kick-off session to explain the problems of the project and gain approval and support.

D.与发起人谈话，说明情况，让发起人向干系人解释。Speak with the sponsor and explain the situation so that the sponsor can explain it to the stakeholders.

参考答案：B

解析：选项C错误，目前项目不会有启动大会；选项D错误，麻烦发起人；选项AB中选择B是因为有纠正措施，让干系人了解你下一步要做什么，更能减轻担忧，所以比A优。项目经理应向干系人提供有关项目绩效指标（如进度和成本绩效）的信息，以说明当前情况。此外，项目经理应建议纠正措施，以解决导致项目落后于计划和超出预算的问题。这种方法将向干系人展示为使项目重回正轨而采取的步骤，从而有助于缓解他们的担忧。

第89题 在一个受管制的行业中，一个组织已经决定从预测性的交付方式转变为敏捷的交付方式。已经决定，正在进行的项目将采用Scrum，而项目经理仍然对项目结果负责。在第四个冲刺演示期间，客户注意到一个功能不符合规定。项目经理该怎么做？In a regulated industry, an organization has decided to shift from predictive delivery to agile delivery. It has been decided that the ongoing project will adopt Scrum, while the project manager remains responsible for the project results. During the fourth sprint demonstration, the customer noticed a feature that did not comply with regulations. What should the project manager do?

A.让团队咨询合规官，为过去冲刺中的用户故事更新完成的定义（DoD）。Have the team consult with the compliance of icer to update the definition of done (DoD) for the user stories in the past sprint.

B.让产品负责人与变更控制委员会（CCB）协商，以实施必要的合规要求。Have the product owner consult with the change control board (CCB) to have the necessary compliance requirements implemented.

C.让Scrum主管组织一次每周的会议，由合规官员、产品负责人和项目团队参加。Have the scrum master organize a weekly meeting with the compliance officer, the product owner, and the project team.

D.让产品负责人定期与合规官一起审查产品待办事项列表中的用户故事，以发现任何差距。Have the product owner review the user stories in the product backlog with the compliance officer on a regular basis to identify any gaps.

参考答案：D

解析：合规大于天，如果存在与合规相关的需求，这些需求应该包含在用户故事中，产品负责人定义产品待办事项列表，其与合规官合作，可确保合规需求被清楚地定义和理解，选项D正确。

第90题 项目经理在团队会议上，由于潜在的范围变更的影响，项目团队需要对新的建议时间表做出决定。项目经理应该怎么做？A project manager is in a team meeting and the project team requires a decision to be made about a new suggested timeline due to an impact from a potential scope change. What should the project manager do?

A.遵循干系人参与计划。Follow the stakeholder engagement plan.

B.参照干系人图和组织结构图，指派级别最高的人做决策。Review the stakeholder map along with the organizational chart and delegate the most senior person to make the decision.

C.召集所有干系人开项目决策会议来探讨这个决定。Schedule a project decision meeting with all stakeholders to discuss the decision.

D.代表组织作出决策。Make the decision on behalf of the organization.

参考答案：A

解析：干系人参与计划，确定了如何根据干系人的需求、利益和影响让他们参与项目决策和执行。根据题干，项目团队需要有新的决策，这需要干系人的参与，故应遵循干系人参与计划。选项C可能包含在A中，流程选大不选小。

第91题 一个项目团队正在执行一个由众多内部和外部干系人组成的大型监管项目，初步的影响分析揭示了几个系统包括对现有模块的增强以及新的构建。在完成初始设计研讨会后，团队进行了一次头脑风暴会议，以更好地了解可能的用户类型。哪种技术最适合这个目的？A project team is executing a large regulatory project comprised of a multitude of internal and external stakeholders. An initial impact analysis revealed several systems, including an enhancement to existing modules as well as new builds. After completion of the initial design workshop, the team conducted a brainstorming session to better under stand the types of likely users. Which technique will best serve this purpose？

A.人物角色Personas

B.权力影响方格Power influence grid

C.权力作用方格Power user grid

D.凸显模型Salience model

参考答案：A

解析：选A，人物角色（Personas）。人物角色是一种用户体验设计技术，它可以帮助团队更好地理解和关注可能的用户类型。人物角色通常是基于用户研究的虚构角色，它们代表了一组用户的行为、技能、态度和目标。在这个项目中，使用人物角色可以帮助团队在设计和开发过程中始终将用户的需要和期望置于中心，以确保最终的产品或系统能够满足用户的需求。另一方面，权力影响方格（Power influence grid）、权力作用方格（Power user grid）和凸显模型（Salience model）主要用于理解和管理项目的干系人，而不是理解用户。

第92题 一个软件公司的办公室将因维修而关闭，项目团队将需要远程工作。有几名团队成员以前从未这样工作过，他们担心如何能够持续交付工作成果。项目经理应该采取什么措施来确保团队在远程工作时继续高效工作？A software company office will be shut down for repairs, and a project team will be required to work remotely. A few team members have never worked this way and are apprehensive of how they will be able to consistently deliver their work products. What should the project manager do to ensure that the team continues to perform while working remotely?

A.向管理层申请资金，使所有团队成员都能在其他工作场所工作。Request funding from management to enable all team members to work from an alternative workspace.

B.与资源经理联系，寻找有远程工作经验的其他团队成员。Reach out to the resource managers for alternative team members who have experience working remotely.

C.为团队确定培训领域，使他们能够使用远程工具进行团队协作。Identify areas of training for the team to be able to use remote tools for team collaboration.

D.减少项目范围，以补偿远程工作条件下的生产率。Reduce the scope of the project to compensate for productivity during remote working conditions.

参考答案：C

解析：根据题干，虚拟团队首先注重沟通协作，所以项目经理应该确保团队有适当的远程协作工具，并应该通过培训使团队成员适应新的工作环境，以保持工作效率并持续交付项目。

第93题 一个项目在12个月前开始，目前处于14次迭代的第12次。团队表现良好，按时完成了所有的可交付物。然而，一些团队成员开始抱怨项目的时间太长，在这个关键阶段产生了绩效不佳的风险。作为服务型（仆人式）领导者，项目经理应该做些什么来减少这种风险呢？A project started 12 months ago and is currently in the 12th iteration of 14 iterations. The team performed well and completed all deliverables on time. However, some team members began to complain that the project took too long, creating a risk of poor performance at this critical stage. As a service-oriented leader, what should a project manager do to reduce this risk?

A.如果项目可交付物未能按时完成，与团队会面以加强他们的责任和后果。Meet with the team to reinforce their responsibilities and the consequences if the project deliverables are not completed on time.

B.对项目可交付物实施额外控制，以确保所有里程碑按时完成。Apply additional controls to the project deliverables to ensure that all milestones are achieved on time.

C.联系职能经理，确保团队的积极性在项目结束前保持高水平。Contact the functional manager to ensure that team motivation remains high until the end of the project.

D.与项目发起人安排一次团队活动，以突出项目的重要性并认可团队的工作。Schedule a team event with the project sponsor to highlight the importance of the project and recognize the work of the team.

参考答案：D

解析：关键字“一些团队成员开始抱怨项目太长”，作为一个仆人式领导，项目经理应该关注团队的需求，并激励他们完成任务。通过团队建设活动和对他们的工作表示赞赏，可以提高他们的士气，以增加他们完成项目的动力。

第94题 一名几乎完成了原型所需产品功能的开发人员将在迭代过程中离开公司。项目经理应该做什么？A developer who has almost completed a require d product feature for a prototype leaves the company in the middle of an iteration. What should the project manager do？

A.检查待办事项列表，为以后的迭代重新安排可交付物的时间。Review the backlog to reschedule the deliverable for a later iteration.

B.直接与干系人一起回顾迭代过程。Engage with stakeholders directly to review the iteration process.

C.确定其他跨职能团队成员是否能够接管工作。Determine whether other cross-functional team members are able to take over the work.

D.去找管理层，要求雇用一个新的外部开发人员。Go to management and ask to hire a new external developer.

参考答案：C

解析：敏捷方法鼓励团队成员的跨功能，这意味着每个团队成员都应该能够执行各种任务。在开发人员在迭代期间离开的情况下，理想的行动方针是查看团队的其他成员是否有能力完成任务。

第95题 产品负责人对新产品有想法，但很难定功能，因为他们不确定每个功能的商业价值。项目经理应该让交付团队做什么来解决这个问题？A product owner has an idea for a new product but is struggling to define the features because they are not certain of the perceived business value for each feature. What should the project manager have the delivery team do to address this issue?

A.评估产品路线图，看看是否有另一个产品更适合这个构建。Assess the product roadmap to see if there is another product that is more suitable for the build.

B.开发最小可行产品（MVP），供选定的客户群体进行评估。Develop a minimum viable product (MVP) for assessment from a select customer group.

C.委托一名商业分析师研究竞争对手的类似产品。Commission a business analyst to research similar competitor products.

D.完成工作分解结构（WBS）以评估每个特性的成本。Complete a work breakdown structure (WBS) to assess the cost of each feature.

参考答案：B

解析：关键词“不确定每个功能的商业价值”，选B最佳，推出最小可行性产品可以从用户那里获得关于功能商业价值的反馈，有助于确定未来的产品开发路径，这是测试功能商业价值的一种非常经济有效的方法。

第96题 项目经理正在进行一个软件开发项目。项目经理和项目团队识别了项目风险。随着项目的进展，其中一个风险实现了，项目经理参考了风险管理计划，以确定如何管理风险。一旦选择并实施了风险管理策略，风险就被关闭了。问题是：项目经理在什么时候将风险从风险登记册移到问题日志？A project manager is working on a software development project. The project manager and the project team identified the project risks. As the project progressed, one of the risks materialized, and the project manager referred to the risk management plan to determine how to manage the risk. Once the risk management strategy was chosen and implemented, the risk was closed. At what point did the project manager move the risk from the risk register to the issue log?

A.风险监控Risk monitored

B.风险发生Risk occurred

C.风险管理Risk managed

D.风险识别Risk identified

参考答案：B

解析：当风险发生时，它就从风险转变为实际问题，选B。

第97题 一家公司的预算周期为2年。项目经理被指派负责一个高度关注的项目，以交付一个全新的、创新的能力。虽然定义了新功能的需求，但解决方案设计才刚刚开始。项目经理的老板担心最终的解决方案会超出项目的预算。项目经理接下来应该采取什么措施来预见解决方案对预算的影响？A company operates on a 2-year budgeting cycle. The project manager has been assigned a high-visibility project to deliver a brand new, innovative capability. While the requirements for the new capability are defined, the solution design is only beginning. The project manager's boss is concerned that the final solution will exceed the budget for the project. What should the project manager do next to anticipate the budget impacts of the solution?

A.应用挣值技术，将计划的价值与项目关键点上交付的实际价值进行比较。Apply earned value techniques that compare planned to actual value delivered at key points in the project.

B.制定工作分解结构（WBS）并执行基于活动的成本估算。Develop a work breakdown structure (WBS) and perform activity-based cost estimating.

C.对每个解决方案设计执行情景规划，并将评估纳入下一个预算周期。Perform scenario planning on each of the solution designs and incorporate estimates into the next budgeting cycle.

D.咨询其他公司的同事，并使用历史信息来预最终成本。Consult colleagues at other companies and use historical information to predict the final cost.

参考答案：B

解析：选B最佳，通过将项目的工作分解为具体的活动，并对每个活动进行成本估算，最终得出的整体项目估算较为准确。选项A错误，挣值技术是用于衡量项目的进度和成本绩效的一种方法，该情况下不适用。选项C错误，解决方案设计刚刚开始，情景规划的估算可能会过于不准确。选项D错误，依赖于其他公司的数据和历史信息无法准确反映本项目的特定情况。

第98题 最近，一个组织决定将预测交付方式转换为敏捷交付方式。一个正在进行的项目仍将由项目经理领导。该项目的敏捷团队还没有产生任何文档。正在进行的项目的项目经理应该做什么？An organization has recently decided to switch from a predictive to an agile delivery approach. The one ongoing project will still be led by a project manager. The agile teams for that project have not produced any documentation. What should the project manager of the ongoing project do?

A.向产品负责人提交新的用户故事，以便将文档放到产品待办事项列表中。Submit new user stories to the product owner in order to put documentation in the product backlog.

B.引入文档管理工具来支持敏捷团队准备文档。Introduce a document management tool to support the agile teams in preparing the documentation.

C.与敏捷团队核对，看项目经理对敏捷宣言的理解是否正确。Check with the agile teams to see if the project manager's understanding of the Agile Manifesto is correct.

D.增加一名额外的团队成员来担任所需文档的抄写员的角色。Add an additional team member to take up the role of scribe for the required documentation.

参考答案：C

解析：敏捷宣言强调“个体与互动重于过程和工具”“工作的软件重于详尽的文档”。如果团队未产生任何文档，项目经理应首先检查自己对敏捷宣言的理解是否正确，然后与敏捷团队沟通情况，并讨论后续的解决方案，看是否需要引入文档管理工具。选项AD违背敏捷宣言。

第99题 当项目经理正在领导一个项目时，突然发生了一个重大危机导致经济衰退，这可能威胁到项目的结果。项目经理应该怎么做？A project manager is leading a project when a major crisis suddenly causes an economic downturn, which may threaten the project outcome. What should the project manager do?

A.根据当前的实际情况更新项目章程和效益管理计划。Update the project charter and benefits management plan with the current realities.

B.创建一个提议，建议项目发起人终止项目。Create a proposal suggesting that the project sponsor terminate the project.

C.将一些项目资源重新分配到组织中的其他任务。Reallocate some project resources to other assignments in the organization.

D.在项目效益管理计划和风险管理计划中记录新的风险。Record new risks in the project benefit management plan and risk management plan.

参考答案：B

解析：项目本身具有风险性，为规避无畏的损失，一条道走到黑，通常在编写项目章程时会注明一个退出条款，这个条款也被称为”退出匝道“，相当于上高速走错路了，还有地方能拐下来。这个退出条款一方面可以说明在正常执行结束以后如何结束项目，另外也可以说清楚到了什么状态可终止项目。根据题干，已经威胁到了项目的成果，再继续下去徒劳无味，所以可以查看项目章程中的退出条款终止项目，选项A错误，选项B正确。选项C错误，过早决策。选项D错误，风险记录在风险登记册中。

第100题 在执行阶段，项目经理正在检查问题日志，并发现仍有未解决的高优先级问题。大多数开放问题需要项目团队之外的外部领域专家的努力。项目经理应该怎么做？During the executing phase, a project manager is reviewing the issue log and finds there are outstanding high-priority issues that are still open. Most of the open issues require effort from external do main experts who are not on the project team. What should the project manager do?

A.请问题报告者关闭问题，因为没有项目团队成员具有所需的领域知识。Ask the issue reporter to close the issues, because there are no project team members who have the required do main knowledge.

B.与问题报告者一起审查未决问题。Review the open issues with the issue reporter and issue a change request to hire an external domain expert.

C.要求项目团队成员学习所需的领域知识，并在短时间内解决尚未解决的问题。Request that the project team members learn the required domain knowledge and resolve the open issues in a short time.

D.缩减项目范围，以确保项目小组具备按时交付系统的知识。Reduce the project scope to ensure that the project team has the knowledge to deliver the system on schedule.

参考答案：B

解析：排除法，选项B最佳。选项A不解决问题。选项C，学习可能需要大量时间，导致项目进度延误。选项D不是最佳解决方案，缩小项目范围会影响项目的目标、质量和干系人的要求。