第101题 一个新的项目经理正在管理一个混合项目。项目经理希望成为服务型（仆人式）领导者，通过消除障碍因素来支持团队，但是没有收到来自团队的关于他们所面临的问题和风险的反馈。项目经理应该怎么做？A new project manager is managing a hybrid project. The project manager wants to be a servant leader to support the team by removing impediments but is not receiving feedback from the team about the issues and risks they are facing.What should the project manager do？

A.实施每日站会，团队可以分享他们的障碍因素、风险和问题。Implement daily standups where the team can share their impediments, risks, and issues.

B.审查沟通管理计划并实施变更。Review the communications management plan and implement changes.

C.与团队安排每周风险评审会议，评审项目风险和关注点。Schedule weekly risk review meetings with the team to review project risks and concerns.

D.分发一份沟通管理计划给Scrum主管。Distribute a copy of the communications management plan to the scrum master.

参考答案：A

解析：关键字“没有收到团队关于他们所面临的和风险的反馈”，选A，团队可以通过每日站会分享障碍、风险和问题。选项BD错误，敏捷项目通常不会有正式的沟通管理计划。敏捷方法论强调的是面对面的沟通和团队间的频繁交流，以适应项目的快速变化和增强团队的协作。选项C属于预测模型的一个经典会议，但在敏捷环境中，每日站立会议更能及时地发现问题，促进沟通。

第102题 一个新的项目经理正在为一个软件开发公司制定时间敏感的社交媒体策略，并为干系人制定沟通管理计划。自从公司转向全职远程工作以来，这是第一个主要的项目。在审查所有之前的公司文献后，项目经理发现了一个标准操作程序（SOP）文档，概述了所有沟通应如何进行。项目经理应该如何处理？A new project manager is working on a time-sensitive social media strategy for a software development company that is building a communications management plan for the stakeholders. This is the first major project since the company shifted to working remotely on a fulltime basis. After reviewing all previous company artifacts, the project manager finds a standard operating procedure (SOP) document outlining how all communication shouId take place. How should the project manager poceed?

A.遵循项目的SOP，记录所需的更改，并上报至变更管理委员会。Adhere to the SOP for the project, make a note of required changes, and escalate to the change management board.

B.使用SOP作为基础计划，并在项目的控制和监控阶段进行更新。Use the SOP as a base plan and make updates during the control and monitoring phase of the project.

C.忽略SOP，为这个项目写一个单独的沟通管理计划。Ignore the SOP and write a separate communications management plan for this project.

D.评估SOP的相关性，进行更新，并在项目规划期间征求干系人的意见。Assess the SOP for relevancy, make updates, and circulate to the stakeholders for comment during project planning.

参考答案：D

解析：考虑到公司已转向全职远程工作，过去的SOP可能不再完全适用。因此，项目经理应该评估SOP的相关性，根据当前项目情况进行必要的更新，并确保与所有干系人的需求和期望保持一致，选D。

第103题 一位项目经理收到了干系人关于项目进展沟通不畅的反馈。每周向项目管理办公室（PMO）提供状态报告，并遵循标准的沟通管理计划。项目经理应该怎么做？A project manager has received feedback from stakeholders regarding poor communication about project progress. Weekly status reports were provided to the project management office (PMO), and the standard communications management plan was followed. What should the project manager do?

A.对现有沟通方法进行根本原因分析（RCA）。Perform a root cause analysis (RCA) of the existing communication approach.

B.确保所有投诉的干系人都在分发名单上。Ensure that all of the complaining stakeholders are on the distribution list.

C.创建一个实现在线协作工具的变更请求。Create a change request for implementing an online collaboration tool.

D.分发状态报告的硬拷贝（纸质版），并确认消息已被读取。Distribute hard copies of status reports and confirm that messages were read.

参考答案：A

解析：A选项最佳，项目经理通过执行根本原因分析，可以确定导致沟通问题的潜在问题，并制定解决这些问题的计划。

第104题 一名敏捷团队成员获得了新工具的认证，然而，这名团队成员抱怨团队的其他成员由于缺乏知识而没有使用该工具。服务型领导者应该如何运用情商来利用这种情况使项目受益？An agile team member received certification on a new tool: however, this team member is complaining that the rest of the team is not using the tool due to lack of knowledge. How should the servant leader apply emotional intelligence to leverage this situation to benefit the project?

A.申请预算来奖励团队成员，这样其他人就会有动力去获得同样的认证。Request budget to reward the team member so others will be motivated to obtain the same certification.

B.将团队成员提升为产品负责人，与客户一起利用新的知识。Promote the team member to product owner to leverage the new knowledge with the clients.

C.为开始在项目中使用新工具的团队成员提供激励。Provide an incentive to team members who begin using the new tool on this project.

D.请团队成员利用其最近获得的知识来开发和向团队提供培训。Ask the team member to use their recently acquired knowledge to develop and provide training to the team.

参考答案：D

解析：D选项最佳，该选项允许团队成员与团队的其他成员分享他们新获得的知识，从而鼓励协作学习环境，它还确保团队的其他成员配备了有效使用新工具所需的知识，这可以为整个项目的成功作出贡献。选项C可能会激励团队成员使用该工具，但并不能确保他们拥有有效使用该工具所需的知识或技能。

第105题 项目团队正在审查项目的商业文件以进行阶段关口会议，并发现效益需要由项目发起人验证。不幸的是，项目的发起人最近被更换，新的发起人似乎并不支持。项目经理应该如何应对这种情况？A project team is reviewing the project business document for a phase-gate session and discovers that the benefits need to be validated by the project sponsor. Unfortunately, the project sponsor was recently changed, and the new sponsor does not seem to be supportive. What should the project manager do to address this situation?

A.通知并上报到高层管理团队，要求他们采取行动。Notify and escalate to the high-level management team and request that they take action.

B.与项目发起人安排讨论，澄清项目的商业文件。Arrange for a discussion with the project sponsor and clarify the project business document.

C.安排与项目发起人的一对一会议，以获得他们对项目效益的支持。Schedule a one-on-one meeting with the project sponsor to obtain their buy-in on the project benefits.

D.在风险登记册中添加管理层更迭的风险。Identify and add the change in management as a risk in the risk register.

参考答案：B

解析：人的问题先沟通。有新的发起人，且其似乎不那么支持时，首先需要与其进行沟通以澄清项目的目的、价值和期望的效益，以寻求支持。选B。

第106题 一个自组织团队正在按照承诺交付。团队接受了使用新技术的开发任务，迭代开始降低速度。什么样的管理决策适合这种情况？A self-organizing team was delivering as committed. The team accepted a development task with new technology and the iterations started to have reduced velocity. What management decision is suited for this situation?

A.为团队成员提供学习和适应技术的机会。Provide opportunity for team members to learn and adjust to the technology.

B.把表现不佳的团队成员从团队中移走。Move team members who are not performing from the team.

C.为团队添加新成员，提高速度。Add new members to the team and increase the velocity.

D.将项目重新分配给使用过这种技术的团队。Re-assign the project to a team that has worked with this technology.

参考答案：A

解析：选A，团队由于新技术而面临挑战，看到新技术，要想到进行培训和学习，且为他们提供学习和适应新技术的机会是符合敏捷原则的，这可以帮助团队克服问题。选项B错误，调动团队成员会破坏团队的活力和士气。选项C不是最佳选项，引入额外成员，不是首选策略，增加成本，且可能有其他次生风险。选项D错误，否定了整个团队。

第107题 一个关键的项目里程碑被错过了，因为一个团队成员没有按时完成任务。这在终端用户的演示中引起了一场激烈的讨论。项目经理下一步该怎么做？A critical project milestone was missed because one of the team members did not complete their tasks on time. This resulted in a heated discussion during a demonstration for the end users. What should the project manager do next?

A.与团队成员一对一地讨论这个问题。Discuss the issue with the team member in a one-on-one meeting.

B.在团队会议上要求团队成员解释延迟的原因。Ask the team member to justify the delay during a team meeting.

C.审查人力资源（HR）政策，以采取相关的纠正措施。Review the human resources (HR) policies for relevant corrective actions.

D.将绩效问题上报给团队成员的职能经理。Report performance issues to the functional managers of team members.

参考答案：A

解析：出现团队个体初次发生问题时，应该单独一对一沟通，了解产生问题的原因，尊重团队个体成员，选A。且与团队成员单独讨论这个问题将提供讨论延迟原因的机会，项目经理可以确定任何必要的纠正措施，使项目重回正轨，并确保团队成员理解履行承诺的重要性。选项B，在团队会议上要求团队成员解释，可能会导致公众批评或团队成员的尴尬。

第108题 一个项目经理意识到一个项目正在被拖延，因为一些关键的决策受到组织的高级管理层，和外部干系人之间的矛盾观点的影响。项目经理应该怎么做？A project manager realizes that a project is being delayed because some key decisions are influenced by conflicting perspectives between the organization's senior management and external stakeholders. What should a project manager do?

A.审查干系人登记册，并确保按照沟通管理计划进行沟通。Review the stakeholder register and ensure that communications are being followed in line with the communications management plan.

B.将项目团队与外部因素（如高级管理层和干系人）隔离开来，以便更快作出决定。Isolate the project team from external factors such as senior management and stakeholders so that decisions can be made more quickly.

C.审查剩余的范围，重新确定项目的时间表，以考虑到决策的延迟。Review the remaining scope and re-baseline the project's schedule to take into account delays in decision making.

D.审查项目的治理是否充分，并确保有适当的结构。Review the adequacy of the project's governance and ensure that an appropriate structure is in place.

参考答案：D

解析：根据题干，关键决策受到了干系人之间矛盾观点的影响，那么应该有一个明确的机制来解决冲突和作出决策，项目经理应该检查项目的治理情况，确保适当的结构已经到位，选D。选项A错误，关键决策延误是观点冲突导致的，不是沟通问题。

第109题 一个项目经理即将与团队启动一个新项目。由于前所未有的事件，所有团队成员目前都在远程工作。项目经理应该如何确保项目信息分享的连续性？A project manager is about to kick off a new project with the team. Due to an unprecedented event, all team members are currently working remotely. How should the project manager ensure the continuity of information sharing for the project?

A.鼓励团队创建并分发更大的周报。Encourage the team to create and distribute larger weekly reports.

B.设置清晰的沟通渠道，并增加团队在线互动。Setup clear communication channels with increased team interactions online.

C.建议团队尽可能多地与所有团队成员进行沟通。Advise the team to communicate as much as possible with all team members.

D.发送关于项目里程碑截止日期的多封电子邮件。Send out multiple emails regarding the project's milestone deadlines.

参考答案：B

解析：在远程工作团队需要有清晰、有效和高效的沟通渠道，来确保信息准确、及时地传递给所有团队成员，选B。

第110题 一个项目负责人被分配到一个新项目，并被要求组建一个有效的五人敏捷团队。如果项目负责人没有限制，他们应该选择哪个团队？A project leader is assigned to a new project and is asked to assemble an effective five- member agile team. If the project leader has no restrictions, which team should they choose?

A.成员独立工作且是最好的主题专家的团队（SMEs）。A team whose members work independently and are the best subject matter experts (SMEs).

B.一个团队的成员有更广泛的能力，但喜欢单独工作。A team whose members have more general aptitudes but like to work individually.

C.一个团队的成员拥有不同的技能，并且分布在不同的地理位置。A team whose members have different skill sets and are spread out geographically.

D.一个团队的成员有更广泛的能力，可以在不同的任务上合作。A team whose members have more general aptitudes and can collaborate on different tasks.

参考答案：D

解析：敏捷实践指南，表 4-1-成功敏捷团队的属性，P40，成功的敏捷团队属性包括专门人员、跨职能团队成员、集中办公等属性，许多成功的敏捷团队都由通才型专家组成，注重团队合作，因此D选项最符合成功敏捷团队的标准。A、B项，成员独立工作不敏捷；C项，分布在不同地理位置不利于敏捷。

第111题 一个项目经理被分配到一个汽车产品开发项目的试点阶段。根据测试实验室的说法，六周前已完成了一个耐用性测试，并取得了良好的结果，但上个月离开组织的测试工程师没有留下任何报告。前任项目经理应该做什么来预防这个问题？A project manager is assigned to an automotive p roduct development project in the middle of the pilot phase. According to the test lab, a durability test was completed with good results six weeks ago, but there were no reports left behind by the te st engineer who left the organization the previous month. What should the previous project manager have done to prevent this issue?

A.建立一个结对工程环境，使经验丰富的工程师始终与初级工程师一起工作，以方便知识传递。Built a pair-engineering environment so that experienced engineers always work with junior engineers to assist in knowledge transfer.

B.每月领导一个技术基准研讨会，分享最新的技术趋势，并要求所有团队成员参加研讨会。Led a technical benchmark workshop every month to share state-of-the-art technology trends and ask all team members to attend the workshop.

C.与第三方测试实验室签订合同，外包所有测试过程，并要求他们产出所有测试报告。Contracted with a third-party test lab to outsource all testing processes and required that they produce all test reports.

D.在内部服务器中为项目建立共享存储库，并要求团队在服务器上创建、记录和保存所有项目交付成果。Built shared repository for the project in the internal server and asked the team to create, record, and save all project deliverables to the server.

参考答案：D

解析：项目经理应该确保项目交付成果和文档的可追溯性和可访问性。通过在内部服务器上为项目建立一个共享存储库，并要求团队成员将项目交付成果存储到该服务器上，可以确保团队内对知识的有效获取，选D。

第112题 从项目开始时，产品负责人就会在会议期间不断地询问每个产品迭代的预算。产品负责人似乎对成本比产品本身更感兴趣。项目经理应该做些什么来变更产品负责人的行为？Since the beginning of a project, the product own er keeps asking during ceremonies about the budget spent for each product iteration. The product owner seems much more interested in the cost rather than the product itself. What should the project manager have done earlier to change the product owner's behavior?

A.制定总价合同，将产品负责人的注意力从金钱转向价值。Worked on a fixed-price contract to switch the product owner's attention to value instead of money.

B.制定沟通管理计划，报告每次迭代的预算开支，而不是计划在仪式期间避免这些讨论。Worked on a communications management plan with reports of budget spent in each iteration versus planned to avoid these discussions during ceremonies.

C.采用不同的估算方法，以对每个产品增量的成本支出有信心。Worked on different approaches of estimating to give confidence of the cost spent in each product increment.

D.与产品负责人一起澄清他们在敏捷项目中的角色和敏捷仪式的范围。Worked with the product owner to clarify their role in an agile project and the scope of the agile ceremonies。

参考答案：D

解析：敏捷环境中，产品负责人重点关注产品的需求、价值，而不是成本，因此需要通过与产品负责人的合作来明确各自职责。

第113题 项目发起人要求产品负责人尽快提供具有最高投资回报率（ROI）的功能。项目负责人应该使用哪个工件来跟踪效益？A project sponsor asked the product owner to deliver the functionality that provides the highest return on investment (ROI) as soon as possible. Which artifact should the project lead use to track benefits?

A.需求待办事项列表。Requirements backlog.

B.产品待办事项列表。Product backlog.

C.项目章程。Project charter.

D.项目范围。Project scope.

参考答案：B

解析：产品待办事项列表是指团队围绕某产品维护的一个以用户为中心的需求的有序列表。PO会根据业务价值，动态调整列表上的需求优先级，故选B。

第114题 项目经理被要求实施一种混合方法，该方法将取代即将到来的项目的预测方法。项目经理应如何相应地调整其职责？A project manager is asked to implement a hybrid approach that will replace a predictive approach on an upcoming project. How should the project manager adjust their responsibilities accordingly?

A.支持团队合作，消除障碍因素，成为服务型（仆人型）领导者。Become a servant leader by supporting team collaboration and removing impediments.

B.将协调活动委派给产品负责人，以便项目经理能够进行协作管理。Delegate coordination activities to the product owner so the project manager can locus on managing collaboration.

C.要求Scrum主管专注于协作，而项目经理专注于协调。Request a scrum master to focus on the collaboration while the project manager focuses on the coordination.

D.向项目团队成员介绍新的沟通工具。Introduce new communication tools to the project team members.

参考答案：A

解析：项目方式由预测型转变为混合型，则需要增加敏捷相关内容，敏捷推崇自组织团队、仆人式领导，A项最符合混合项目管理方法。

第115题 项目团队的业绩在最近三个迭代中有所下降。一些团队成员感到失望，并在回顾会议上提出他们的担忧。项目经理应该怎么做？A project team's performance has declined for the last three iterations. Some of the team members are disappointed, and raise their concerns during the retrospective meeting. What should the project manager do?

A.关注矫正问题而非仅仅纠正表面症状。Focus on remediation not merely on correcting symptoms.

B.将团队的表现与其他项目团队进行比较。Compare the team's performance against othe rproject teams.

C.根据迭代工作量确定潜在的故障点。Identify potential failure points based on the teration workload.

D.激励团队表现得更好。Motivate the team to perform better.

参考答案：A

解析：在多次迭代中性能下降意味着可能潜在问题，项目经理应该致力于识别根本原因并解决，选A。

第116题 一家公司正在启动一个有严格截止日期的关键项目。在第一次计划会议期间，团队意识到需求清单中的条目太多，无法按时交付。项目经理应该首先做什么？A company is starting a critical project with a strict deadline. During the first planning meeting, the team realizes that the list of requirements has too many items to allow on-time delivery. What should the project manager do first?

A.更新风险登记册，并提出应急计划，以在截止日期前完成。Update the risk register and present a contingency plan to meet the deadline.

B.建议客户减少待办事项，以满足日期要求。Suggest to the customer to reduce the backlog to meet the date.

C.提高团队按时完成项目的能力。Increase the capacity of the team to finish the project on time.

D.要求团队提出符合日期要求的最小可行产品（MVP）。Ask the team to propose a minimum viable product (MVP) to meet the date.

参考答案：D

解析：根据题干，需求太多无法按时交付，选项D最小可行产品可以让团队专注并交付最重要的功能。选项A，目前团队面临的是无法交付的问题，不是风险；选项B，产品待办事项列表是PO负责的；选项C，提高团队成员工作能力不是一朝一夕的事，不是目前应该首要做的。

第117题 在过去，项目经理和项目团队使用预测型方法表现良好。然而，该组织最近决定采用敏捷方法，并且项目发起人希望在即将到来的项目中使用敏捷方法。在启动项目之前，项目经理应该做些什么？In the past, the project manager and the project team performed well using predictive methodology. However, the organization recently decided to adopt agile approaches, and the project sponsor wants to use an agile approach in an upcoming project. Before initiating the project, what should the project manager do?

A.编制一份风险报告，说明风险的可能性和影响，然后与项目发起人分享。Prepare a risk report that captures the probability and impact of risks, and then share it with the project sponsor.

B.与团队分享组织的决策，并制定在即将到来的项目中采用敏捷方法的计划。Share the organization's decision with the team and make plans to adopt an agile approach in the upcoming project.

C.向人力资源部门申请有敏捷经验的新团队成员。Make a request to human resources for new team members who have agile experience.

D.请项目发起人变更预测方法，因为这是小组的长处。Ask the project sponsor to change the approach back to predictive as that is the team's strength.

参考答案：B

解析：本题考查生命周期的选择。既然组织决定转型，采用敏捷的方式，项目经理作为组织的一份子，应该支持组织的决定，并且学习和适应新的模式，也是很不错的做法，因此本题的最佳实践为B选项。A选项，这是在规划阶段需要做的事情，而不是启动前。C选项，是A选项之后，进行分析后可能会采取的措施，但还是更优先给没有敏捷经验的团队成员申请培训。D选项，组织所决定的大趋势，不可逆，应该支持组织的决定。

第118题 一个项目团队正在为跨越河流的桥梁识别项目风险。团队需要发出风险研讨会的邀请，以便更好地理解涉及的风险。项目经理在发出邀请时应使用哪个分发列表？A project team is identifying project risks for a bridge to be built across a river. The team needs to s end out invitations for a risk workshop to better understand the risks involved. Which distribution list should the project manager use when sending out invitations?

A.职能经理、团队成员，以及在该领域有经验的外部顾问。Functional managers, team members, and external consultants with experience in the field.

B.团队成员、工程师和气象专家。Team members, engineers, and weather experts.

C.团队成员，来自项目外部且在该领域有经验的顾问，以及客户。Team members, consultants from outside the project with experience in the field, and the customer.

D.气象专家、职能经理，和团队成员。Weather experts, functional managers, and team members.

参考答案：C

解析：客户是项目重要的干系人，通常对项目的目标、需求和预期有着深入的理解，除此之外，专家判断能给出很多指导性建议，C选项最符合题意。

第119题 在执行阶段，项目经理发现可交付物没有达到主要干系人所要求的质量规格。这导致进度绩效指数（SPI）从0.98下降到0.72，成本绩效指数（CPI）从1.5下降到1.1。项目经理应该采取什么行动来缓解可交付物在下一次迭代中被拒绝的问题？During the execution phase, the project manager discovered that the deliverables are not meeting the quality specifications requested by the main stakeholder. This has caused the schedule performance index (SPI) to deteriorate from 0.98 to 0.72 and the cost performance index (CPI) from 1.5 to 1.1. What action should the project manager take to mitigate the issue of the deliverables being reject ed during the next iteration?

A.提交变更请求，按质量问题的解决方案的优先级排序，以将对其余可交付物的影响最小化。Submit a change request to prioritize resolutions for the quality issue to minimize the impact on the rest of the deliverables.

B.在冲刺计划期间加强完成的定义（DoD），以便团队对预期有共同的理解。Reinforce the definition of done (DoD) during sprint planning so that the team has a common understanding of expectations.

C.确保对产品待办事项列表进行适当的优先排序，以避免产生排斥的依赖关系。Assure that the product backlog is properly prioritized to avoid dependencies that cause rejection.

D.创建一个专用的冲刺，以完成以前冲刺中所有未完成的规范。Create a dedicated sprint to complete all of the pending specifications from previous sprints.

参考答案：B

解析：关键字“交付物不符合主要干系人所要求的质量规格”，属于敏捷的质量问题，选B，DoD概述了增量必须满足的条件和质量标准，当交付不符合规定的时候，需要审查并明确DoD，以确保可交付成果的质量。

第120题 当项目团队在每个冲刺中向客户交付增值特性时，他们表现得非常好。然而，他们文档有所缺失，项目经理必须找到一种方法来确保文档保持最新。项目经理应该采取什么行动？A project team is performing extremely well when it comes to delivering the value-added features to the customer in each sprint. However, they are missing the documentation portion and the project manager must find a way to make sure the documentation is kept current. Which action should the project manager take?

A.创建一个特定的冲刺来交付项目文档。Create a specific sprint to deliver the project documentation.

B.在项目期间分配一个专用资源来处理文档。Assign a dedicated resource to work on the documentation during the project.

C.将文档作为已完成定义（DoD）中的一个标准部分。Make documentation a standard part of the d efinition of done(DoD).

D.在功能交付后，再关注文档。Focus on the documentation alter the features are delivered.

参考答案：C

解析：敏捷项目管理更重视工具，不代表不需要文档，而是强调合适的文档，比较好的做法就是把文档的完成作为DoD的部分，而不是单独补充，选C。在敏捷方法中，已完成定义（DoD）代表了用户故事或任务必须满足的标准，才能被认为是“完成”。