第1141题 敏捷团队正在根据商业分析师团队提供的用户故事开发产品。在第四次冲刺之后，干系人举行了一次演示，其中三个已完成的故事获得通过，其余两个故事未能满足干系人的期望，项目经理应该怎么做？
An Agile teams is working on product according to the user stories provided by a team of business analysts. After the fourth sprint, a demo for stakeholders is held and Three completed stories pass, The remaining two stories fail to meet stakeholders expectations. What should the project manager do?

A.要求商业分析师开发新的用户故事 Ask the business analysts to develop new user stories

B.审查用户故事并签发变更请求 Review the user stories and issue a change request

C.确认干系人的期望，然后更新并重新编写用户故事 Confirm stakeholder expectations, then update and rework the user stories

D.启动一个新项目，将修订后的用户故事纳入工作范围 Initiate a new project to incorporate revised user stories into the scope of work

参考答案：C

解析：在敏捷方法中，用户故事未通过，要重新梳理干系人的期望，并重新编写用户故事。 选项A：商业分析师负责收集需求 选项B：用户故事没有满足干系人的需求，需要重新开发。 选项D：没有进入到收尾阶段。

第1142题 项目经理必须为政府编制一份工厂生产能力报告。这份报告将通过对400家工厂的总经理进行调查而创建，并且必须在四个月内完成，然而，根据现有资源以及调查每位总经理所需的时间，该项目预计需要一年时间。项目经理应使用什么工具或技术来满足预期期限？
A project manager must compile a factory productivity for government. The report will be created by surveying general managers across 400 factories and must be completed in four mouths. However 9based on the available resources and the time needed to survey each general manager, the project is expected to take one year. What tool or technique should the project manager use to meet the expected deadline?

A.进度压缩 Schedule compression

B.快速跟进 Fast tracking

C.标杆对照 Benchmarking

D.统计抽样 Statistical sampling

参考答案：A

解析：PMBOK(6)P215- 6.5.2.6进度压缩。 时间不够，要考虑进度压缩 其他选项：CD都不是进度工具，B不全面，除快速跟进外，进度压缩还包括赶工。

第1143题 项目经理正在开展与IT系统开发相关的项目。负责安装服务器的一位团队成员询问项目经理是否可以订购具有比原计划更快处理器的服务器。这款服务器来自同一制造商，成本大致相同。主题专家（SME）分析并确定已遵循纠正措施和变更管理程序。项目经理下一步应该怎么做？
A project manager is working on a project related to IT system development. A team member responsible for installing a server asks the project manager if it is acceptable to order a server with a faster processor than planned. The server is from the same manufacturer and costs approximately the same. Subject matter experts (SME) analyzed and determined corrective actions and change management procedures were followed. What should the project manager do next?

A.更新问题日志，变更请求和工作绩效数据 Update the issue log, change request, and work performance data

B.批准变更请求，更新项目管理计划并评估事业环境因素 Approve the change request, update the project management plan, and assess the enterprise environmental factors

C.更新项目文件、项目管理计划和工作绩效报告 Update the project documents, project management plan, and work performance reports

D.与干系人沟通、更新变更日志并执行变更 Communicate with the stakeholders, update the change log, and execute the change

参考答案：D

解析：PMBOK(6)P113-4.6 实施整体变更控制。已经遵循的变更控制程序，说明已经批准了，接下来是批准以后的动作，更新项目文件和计划、通知干系人、执行变更。 其他选项：C没必要更新工作绩效报告。A非正常变更程序。B，已经批准，没必要再次批准。

第1144题 完成一项目任务所需的设备价格上涨了 50%。项目经理首先应该怎么做？
The price of equipment required to complete a project task increases by 50 percent. What should the project manager do first?

A.提交变更请求以批准额外资金 Submit a change request for the approval of additional funds.

B.签发变更请求以减少范围，保持原始预算 Issue a change request to reduce the scope to maintain the original budget.

C.进行成本效益分析，以确定对预算的影响 Conduct a cost-benefit analysis to determine the impact on the budget.

D.与供应商协商一个较低的价格 Negotiate a lower price with the supplier.

参考答案：C

解析：PMBOK（6）P282-8.1.2.3数据分析-成本效益分析。成本效益分析是用来估算备选方案优势和劣势的财务分析工具，以确定可以创造最佳效益的备选方案。首先要对价格上涨的影响进行分析，根据分析的结果做出决策。 选项ABD：依赖于评估的结果。

第1145题 在批准一位团队成员的紧急请假请求之前，项目经理需要确保计划的项目活动不会被延迟。项目经理首先应该审查哪份文件？
Before approving a team member's request for an urgent leave, a project manager needs to ensure that scheduled activities will not be delaye. What should the project manager first review?

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

B.资源日历 Resource calendars

C.资源分解结构（RBS） Resource breakdown structure(RBS)

D.项目进度计划 Project schedule plan

参考答案：D

解析：PMBOK（6）P222-6.6控制进度。资源日历发生变化，要结合进度基准评估团队成员请假的影响。当然，评估不局限于进度基准。 选项ABC：注意，情景中强调了“确保计划的项目活动不会延迟”，所以要首先审查项目进度计划。

第1146题 —个干系人认为最近一个项目的可交付成果没有实现，若要获得该干系人的批准，项目经理应该怎么做？
A stakeholder believes that a recent project's deliverables were not achieve. What should the project manager do to gain this stakeholder's approval?

A.分析该干系人的需求和期望并审查项目范围 Analyze this stakeholder's needs and expectations and review the project scope.

B.与该干系人一起审查项目章程 Review the project charter with this stakeholder.

C.与该干系人一起审查质量管理计划 Examine the quality management plan with this stakeholder.

D.获得该干系人的新需求并执行风险分析 Obtain the stakeholder's new requirements and perform a risk analysis

参考答案：A

解析：解析：PMBOK（6）P530-13.4监督干系人参与。首先对干系人的需求和项目范围进行比对，分析问题。选项B，项目章程是宏观需求，排除。没有强调质量问题和不确定性，排除CD选项。

第1147题 根据一个工程项目的合同条款，付款与项目总体进度的百分比挂钩，项目经理必须提交月度进度报告，以促进发票开具流程，在项目团队成员每月报告其分配的活动时，项目经理应该如何保持健康的现金流？
Per an engineering project's contract terms, payment are linked to the project's percentage of the overall progress. The project manager must submit monthly progress reports to facilitate the invoicing process. As project team members report monthly on their assigned activities,what should the project manager do to maintain a healthy cash flow?

A.分配一位团队成员来整合数据 Assign A team member to integrate the data

B.提供项目报告 Provide project reports

C.执行定量分析 Perform a quantitative analysis

D.应用挣值（EV）原则 Apply earned value (EV) principle

参考答案：D

解析：“付款与项目总体进度的百分比挂钩”，需要在月度进度报告中回报当前进度的测量结果，选项D的挣值分析可以做到。选项C的定量分析通常出现在风险管理领域。选项B的项目报告也包括了挣值分析的结果，所以选D更为精准。

第1148题 项目经理识别到一项需要特殊知识的任务，但团队成员都没有这方面的知识，项目经理认为即将开展的项目也会出现类似的情况。项目经理下一步应该怎么做？
The project manager identifies a task that will require special knowledge but none of the team members have this knowledge. The project manager believes a similar situation will occur in an upcoming project. What should the project manager do next?

A.为团队准备一个培训课程，并考虑到成本和时间 Prepare a training session for the team, taking into consideration cost and time.

B.请客户修改需要这些特殊知识的可交付成果 Ask the client to modify deliverables that require this special knowledge.

C.将团队成员更换为更有经验的人员 Replace members of the learn with more experienced individuals.

D.提交变更请求，以修改项目范围 Submit a change request to modify the project scope.

参考答案：A

解析：解析：PMBOK（6）P342-9.4.2.6培训。项目经理应该按资源管理计划中的安排来实施预定的培训，也应该根据管理项目团队过程中的观察、交谈和项目绩效评估的结果，来开展必要的计划外培训。 选项BD：首先尝试采用培训的方式来解决技能上的短板，而不能要求根据人员的能力来调整范围。 选项C：经过培训后，如果技能的短板不能弥补，再通过替换或招募的方式获取新资源。

第1149题 在初始项目会议期间，有权做出重要项目决策的关键干系人无法参加，若要避免潜在的项目交付风险，项目经理应该怎么做？
Key stakeholders with the authority to make important project decisions were unavailable during initial project meeting. What should the project manager do to avoid potential risk to project delivery?

A.将关键干系人集合在一起，以澄清业务需求 Assemble key stakeholders to gain clarify on business requirements

B.与项目发起人开会，以获得对项目目标的批准 Meet with the project sponsor to obtain approval of the project objectives

C.将会议纪要发送给关键干系人 Send the meeting minutes to key stakeholders

D.与项目发起人一起审查干系人参与计划 Review the stakeholder engagement plans with the project sponsors

参考答案：C

解析：PMBOK(6)P80- 4.1.2.4会议 看英文“initial project meeting”。初始会议，启动阶段，“关键干系人无法参加”，因为这个干系人有决策权，且确定不能参会，所以只有C最合适。 其他选项：A，干系人已经确定不能参会了，B，不参会的干系人有决策权，只要发起人不合适。D，启动阶段还没有干系人参与计划。

第1150题 在回顾过去的经验时，一位敏捷教练观察到，他对人的表情，动态和动机的理解能力在他的成功中起到了重要作用。以下哪项人际关系技能他的成功起了很大作用？In reviewing past experiences, an agile coach observed that his ability to understand human expressions, dynamics, and motivations played a major role in his success. Which of the following interpersonal skills has been instrumental in his success?

A.解决冲突的能力Ability to resolve conflict

B.情商Emotional intelligence

C.服务型领导Servant Leadership

D.适应性领导Adaptive leadership

参考答案：B

解析：《敏捷实践指南》P36 知识点：仆人式领导情商 关键词：人际关系技能，理解能力 人际关系技能在四个选项中仅包含情商和冲突管理，对于表情等的理解能力属于情商范畴，所以选择B选项。 A，冲突管理和理解能力不符，CD，是领导方式的类型，和人际关系技能无关

第1151题 一位项目经理正在与一个多元化的团队合作一个备受瞩目公共工程项目。项目干系人的公共部门非常担心，因为这个项目直接影响到他们的社区。项目经理应使用什么来与这个项目干系人团体沟通？
A project manager is working on a high-profile public works project with a diverse and engaged group of stakeholders.The public sector of stakeholders is very concerned,as this project directly impacts their community. What should the project manager use to communicate with this stakeholder group?

A.推式沟通 Push communication

B.交互式沟通 Interactive communication

C.项目干系人沟通 Stakeholder notifications

D.项目报告 Project reports

参考答案：B

解析：解析：PMBOK（6）P374-10.1.2.5沟通方法。在两方或多方之间进行的实时多向信息交换，适合采用交互式沟通（互动沟通）。 选项A：推式沟通的特点是可以确保发送，但是不能确保信息的接受效果，所以不利于向社区解答他们的困惑，这种沟通方式容易“火上浇油”。 选项C：范围太广。 选项D：项目报告用来说明的项目执行状态，不适用于向公众进行说明。

第1152题 一个至关重要的项目增加了一个新的干系人。该干系人与每位团队成员联系，以获取有关项目目标和状态的信息。项目经理应该如何为该干系人提供这些信息？
A crucial important project adds a new stakeholder, this stakeholder approaches each team member to obtain information about the project's objectives and status, what should the project manager do to provide the stakeholder with this information?

A.邀请该干系人参加定期的项目状态会议 Invite the stakeholder to regular project status meetings

B.将项目章程通过电子邮件发送给该干系人，然后通过电话跟进 Email the project charter to the stakeholder then follow up with a phone call

C.要求该干系人与职能经理和项目发起人交谈 Ask the stakeholder to speak with the functional manager and project sponsor

D.确保该干系人从团队成员那里收到所有必要的信息 Ensure that the stakeholder receives all required information from team members

参考答案：A

解析：PMBOK（6）P388-10.3监督沟通。选项B缺项目状态信息，选项CD监督沟通的责任在项目经理，不能由其他干系人代劳，所以选项A适用，可以在项目状态会议上同步项目目标和状态。

第1153题 项目经理识别到项目干系人具有不同的需求和期望。为确保项目成功，项目经理应该怎么做去确保项目的成功？
The project manager identifies that project stakeholders have different requirements and expectations. What should the project manager do to ensure the success of the project?

A.应用推进技术 To use progress technology

B.创建权力/影响方格 To create power/influence grids

C.执行风险分析 To perform risk analysis

D.定义角色和职责 To define roles and responsibilities

参考答案：B

解析：PMBOK（6）P512-13.1.2.4数据表现-权力利益方格。基于干系人的职权级别（权力）、对项目成果的关心程度（利益）、对项目成果的影响能力（影响），或改变项目计划或执行的能力， 对干系人进行分类。根据分类的结果，对不同类别的干系人使用不同的管理策略，有助于提升项目的成功几率。 选项A：没有这个说法。 选项C：管理干系人参与的过程中，如果暴露出来的问题有引发风险的可能，要将其视为风险进行管理，在选项B之后。 选项D：资源管理领域，干系人不一定参与项目的实施过程，所以定义角色和职责错误。

第1154题 敏捷团队领导注意到一名团队成员的绩效水平下降，并且经常在早上的站会上迟到。敏捷团队领导应采取哪一种解决方案？An agile team leader notices a team member's performance level has dropped and is often late to the morning standup. Which solution should agile team leaders adopt?

A.与该团队成员密切合作，寻找具体的方式来提供支持。Work closely with this team member to find specific ways to provide support.

B.引导主动参与并等待该团队成员发起一次会议。Lead active participation and wait for the team member to initiate a meeting.

C.要求该团队成员按时到达参加会议。Ask that team member to arrive on time for the meeting.

D.在回顾会议上与团队讨论这个问题。Discuss this with the team during the retrospective.

参考答案：A

解析：《敏捷实践指南》P34 知识点：仆人式领导为团队赋权 关键词：一名，绩效下降，站会迟到 仆人式领导帮助他人成长，当仅有一名成员出现无法配合团队的情况下，团队领导应该对其进行关怀和帮助，助其寻找解决方案，选择答案A。 B，这个问题不是团队问题，无需和团队成员一起开会，C，仆人式领导不能要求，而且要求可能无效。D，回顾会太晚了。

第1155题 团队根据原型评审会上的客户反馈意见实施了一项变更，一位关键干系人现在担心项目可交付成果不符合验收标准。项目经理应该如何防止再次发生这种情况？
A team implemented a change based on client feedback from the prototype review. A key stakeholder is now concerned that a project deliverable fails to meet the acceptance criteria. What should the project manager do to prevent this from reoccurring?

A.检查工作分解结构（WBS）以确定哪些干系人的可交付成果受到影响 Check the work breakdown structure ( WBS ) to identify which stakeholder’s deliverable is being impact

B.评审干系人参与过程并利用相关信息更新干系人参与计划 Review the stakeholder engagement process and update the stakeholder engagement plan with relevant information.

C.与发起人讨论制定干系人参与计划的相关事宜 Have a discussion with the sponsor about developing the stakeholder engagement plan.

D.使用一个来自以前类似项目的干系人参与过程 Use the stakeholder engagement process from a similar, previous project.

参考答案：B

解析：PMBOK(6)，P522，13.2.3.1 干系人参与计划。干系人的担心，就要解决他的担心，相关的应对措施在干系人参与计划里。其他选项：C与发起人讨论的意义不大。A不是干系人的处理措施。D只是B的一项输入。

第1156题 项目团队未能监督一项高风险，因此未能按时执行减轻措施，项目经理指示团队立即执行该措施，但另一位经理否决了这一指示，因为对项目没有造成负面影响。项目经理下一步应该做什么？
A project team failed to monitor a high risk,so the mitigation action was not performed on time. The project manager instructs the team to perform the action immediately, but anther manger overrules that since there was no negative impact. What should the project manager do next?

A.提交变更请求 Submit a change request.

B.询问团队未能监督风险的原因 Ask the team why the risk was not monitored

C.与团队一起重新评估风险 Reassess the risk with the team.

D.遵循经理的指示 Follow the manger's instructions.

参考答案：C

解析：PMBOK(6)P457- 11.7.2.3 风险审查会。在风险审查中，还可以识别出新的单个项目风险（包括已商定应对措施所引发的次生风险），重新评估当前风险。此风险没有影响，需要重新评估此风险。 其他选项：先重新评估，再采取AD的措施。B后面再说。

第1157题 在每周一次的项目会议上，一位团队成员表示在修订一项可交付成果时，一名销售经理对客户服务过程做出一项重要评论，影响到整个项目。项目经理对销售经理参与项目可交付成果感到吃惊。若要预防这个问题，项目经理应该事先做什么？
During a weekly project meeting, a team member states that during a deliverable revision, a sales manager made an important remark regarding a customer care process that impacts the entire project. The project manager Is surprised that the sales manager is involved in the project deliverables. What should the project manager have done to prevent this?

A.完善风险审查会议，制定风险登记册 Improved the risk review meetings and developed the risk register.

B.执行干系人分析，并制定干系人参与计划 Performed a stakeholder analysis and developed the stakeholder engagement plan.

C.将职能团队过程包含进问题日志中，并制定预防措施 Included functional team processes in the issue log and developed preventive.actions.

D.识别项目范围并通知干系人 Identified the scope of the project and informed the stakeholders

参考答案：B

解析：PMBOK（6）P507-13.1识别干系人。识别干系人是定期识别项目干系人，分析和记录他们的利益、参与度、相互依赖性、影响力和对项目成功的潜在影响的过程。销售经理做为项目干系人，没有被识别出来，干系人管理存在疏漏。 选项A：管理干系人参与的过程中，如果暴露出来的问题有引发风险的可能，要将其视为风险进行管理，在选项B之后。 选项C：“事先应该做什么”，而不是问题暴露出来以后应该做什么。 选项D：干系人的真实诉求不一定是对可交付成果不满，要对干系人分析，挖掘干系人的核心诉求。

第1158题 项目经理在预算范围内按时成功收尾项目，最终产品已移交运营并对适当的文件存档。几周后，供应商提供的一个部件发生故障，但仍在保修期内，运营经理致电项目经理并要求釆取纠正措施，包括使用剩余的项目预算来支付维修费用。项目经理下一步应该怎么做？
A Project manager successfully closes out a project on time and under budge, the final product is transferred to the operation and the proper paperwork is filed, a few weeks later, a vendor-supplied part breaks,but is still under warranty, the operation manager calls the project manager and demands corrective actions, including using the remaining project budget to pay for repairs. What should the project manager do next?

A.重新审查项目，确定是否有足够的剩余资金来支付维修费用，并执行纠正措施 Reopen the project 's determine if there are enough remaining funds to pay for repairs.and perform corrective actions

B.建议运营经理审查采购文件，并遵循供应商合同中规定的保修索赔程序 Advise the operation manager to review the procurement documents and follow warranty claim procedures as stated in the vendor’s contract

C.要求法务部门对供应商采取法律行动，以赔偿与更换和安装部件相关的成本 Ask the legal department to take legal action against the vendor for restitution of costs associated with replacement and installation of the part

D.将问题升级上报给高级管理层，以防止运营经理可能采取任何可能的行动 Escalate the issue to senior management for protection from any potential actions the operation manager may take

参考答案：B

解析：PMBOK（6）P489-12.2.3.2协议。合同中包括：检查、质量和验收标准；担保和后续产品支持；终止条款和替代争议解决方法等。所以对售后维保产生争议的时候，首先查看合同。 选项A：控制账户已关闭，无法动用资金。 选项C：在选项B之后，根据合同中的约定进行索赔管理。 选项D：不解决问题，解决了发现问题的人。

第1159题 一份口头声明指出，加入Scrum团队的新团队成员有特殊需要，敏捷专家注意到，某些团队成员不确定团队动力会发生什么样的变化。敏捷专家该做什么？A verbal announcement is made that the new team member joining the Scrum team has limited mobility. The scrum master is aware that some team members are unsure how the dynamics of the team will change. What should the scrum master do?

A.制定干系人参与计划。Create a stakeholder engagement plan.

B.开会讨论团队将不得不做出哪些调整。Set up a meeting to discuss accommodations the team will have to make.

C.制定沟通管理计划。Design a communications management plan.

D.相应地更新团队章程。Update the team charter accordingly.

参考答案：B

解析：敏捷团队自组织，因此解决问题方式是讨论，然后更新团队协议；应该先做讨论，达成一致才能更新章程，去使用情商。

第1160题 任命的项目经理获悉，干系人对已识别到的项目问题和风险非常担心，他们对一个多月没有收到任何沟通表示不满。项目经理应该怎么做？
A newly appointed project manager learns that stakeholders are concerned about identified project issues and risks. They are dissatisfied that for over a month no communications have been receive. 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 communications management and stakeholder management plans.

B.更新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的信息 Update the communications management and stakeholder management plans and provide immediate communication regarding the issues and risks to the stakeholders.

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的信息 Meet with stakeholders to determine the frequency required for communications, then immediate provide them with information regarding the 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 the key stakeholders then update the communications management and stakeholder management plans.

参考答案：D

解析：PMBOK（6）P388-10.3监督沟通。信息的传递存在缺失，分析问题，如有必要更新沟通管理计划。所以选项D在选项B之前。 选项A：现有的沟通管理计划已经无法满足干系人对信息获取的需求。 选项C：对干系人沟通频率的期望，要先进行评估，然后整合进沟通管理计划。