第1241题 一个项目经理正在领导一个新的敏捷项目。第一个冲刺的需求已经确定，工作即将开始。接下来项目经理应该做什么？A project manager is leading a new agile project. The requirements for the first sprint have been defined and the work is about to start. What should the project manager do next?

A.根据资源的专长分配任务。Assign the tasks to the resources based on their expertise.

B.确保团队清楚每个任务的优先级。Ensure that the priority of each task is clear to the team.

C.要求团队自组织和管理分配的工作。Ask the team to self-organize and manage the work assigned.

D.告诉团队在下一个每日站会中应该专注于哪项任务。Tell the team which task to focus on at the next daily standup.

参考答案：C

解析：敏捷项目，产品负责人负责确定产品待办事项列表的优先级，自组织团队有权利确定如何执行任务，完成工作安排，选C。

第1242题 敏捷团队的项目负责人意识到一个团队成员没有积极性，这影响了整个团队。项目负责人应该做些什么来改善这种情况？A project leader of an agile team realizes that one team member is unmotivated, which is affecting the whole team. What should the project leader do to improve the situation?

A.投资于开发团队的情商。Invest in developing the team's emotional intelligence.

B.让没有积极性的团队成员请个短假。Ask the unmotivated team member to take a short leave.

C.减少每日和回顾会议的次数。Reduce the number of daily and retrospective meetings.

D.把没有积极性的团队成员送到另一个团队。Send the unmotivated team member to another team.

参考答案：A

解析：情商是一种理解和管理自己以及周围人情绪的能力。发展情商可以帮助团队成员更好地管理自己的情绪，理解他人的情绪，有助于提高团队成员的积极性和工作效率，选A。

第1243题 项目经理受雇于一家跨国公司。项目经理是敏捷专家，其任务是支持项目团队减少返工和不满。项目经理应该如何实现这些目标？A project manager is hired by a global company. The project manager is an agile specialist and is tasked with supporting the project team to reduce rework and dissatisfaction. How should the project manager address these objectives?

A.缩小项目组合的范围，并向客户发送新的解决方法。Decrease the scope of the portfolio and send new solutions to the customer.

B.向客户交付包含项目组合时间线和交付的时间表。Deliver a schedule with the portfolio timeline and delivery to the customer.

C.采用增量循环向客户交付价值。Adopt an incremental cycle of delivering value to the customer.

D.用更多的细节准备交付，以满足客户。Prepare deliveries with more details to satisfy the customer.

参考答案：C

解析：增量式的交付方式可以让客户更早地开始使用并获得价值，同时也可以在每个迭代结束时获得客户的反馈，方便及时作出调整，减少后期返工，同时确保项目可交付物能满足客户的需求，进而提高客户满意度，选C。

第1244题 一个团队成员感到沮丧，认为他们的绩效低于平均水平，因为他们完成的项目数量没有其他团队成员多。团队成员变得消极、不再参与，这降低了团队的协作和生产力。项目经理应该怎么做来提高团队的绩效？A team member is frustrated, thinking that their performance is below average since they have not completed as many items as other team members. The team member has become negative and disengaged, bringing team collaboration and productivity down. What should the project manager do to increase the team's performance?

A.与团队成员会面，强调个人的贡献，以鼓励团队之间的竞争。Meet with the team members and highlight individual contributions to encourage competition among the team.

B.重申给团队，每个人都是团队的重要组成部分，绩效是团队的衡量，而不是个人的衡量。Reiterate to the team that everyone is an important part of the team and performance is a team measurement, not an individual measurement.

C.创建一个可视化的看板，包括团队成员的个人绩效水平，这样团队成员就可以看到所有的贡献。Create a visual board to include the individual team members' performance levels so the team members can see all the contributions.

D.与团队负责人交谈，确定保持团队独立工作的方法，并单独处理团队成员的担忧。Speak to the team lead to identify ways to keep the team performing independently and individually address the team member's concerns.

参考答案：B

解析：题干关键词“提高团队绩效”，在团队中，鼓励团队的协作和团队精神是非常重要的。项目经理应确保团队成员了解，他们每个人都是团队的重要组成部分，而团队的绩效是基于团队整体而不是个体。

第1245题 一个敏捷项目团队正在构建一个新产品。干系人需要项目商业价值的持续说明。项目经理应该如何进行？An agile project team is building a new product. The stakeholders require ongoing illustration of project business value. How should the project manager proceed?

A.持续为企业准备业绩价值报告Prepare performance value reports for the business on an ongoing basis.。

B.在每次冲刺结束时，都包括产品的构建部分的演示。Include demonstrations of the built portion of the product at the end of every sprint.

C.为干系人编写项目报告，并每周分发。Prepare a project report for the stakeholders and distribute it weekly.

D.确定最小可行产品（MVP），并在准备就绪时向企业进行演示。Confirm the minimum viable product (MVP) and demonstrate it to the business when it is ready.

参考答案：B

解析：敏捷实践指南，5.2.5-展示/评审，P55。当团队以用户故事的形式完成特定功能时，团队会定期展示工作产品。看过展示后，产品负责人接受或拒绝故事。关键词“干系人需要项目商业价值的持续说明”，通过定期的冲刺评审，团队可以持续向干系人展示交付的商业价值。选项D错误，MVP确实可以提供重要的商业价值，但这在项目期间只发生一次，而不是持续进行。

第1246题 一个大型组织决定采用基于行业趋势的敏捷方法论。该组织投入了大量的资金来采用它，但几个月后，实施失败。为了避免实施失败，项目经理应该做些什么不同的事情？A large organization decided to adopt an agile methodology based on the trends seen in the industry. The organization invested a large amount of money in adopting it, but after a few months, the implementation failed. What should the project manager have done differently to avoid the implementation failure?

A.对从项目团队到中层到高层管理的所有员工进行敏捷培训。Conducted agile training for all employees ranging from the project teams through mid-level to upper-level management.

B.进行事后分析，并从组织过程资产（OPAs）中获取教训，供日后使用。Conducted a postmortem and captured the learning in organizational process assets (OPAs) for future use.

C.评估组织的文化，进行适用性分析，并确定未来的状态。Assessed the organization's culture, performed a suitability analysis, and determined the future state.

D.聘请第三方敏捷交付团队来做实施。Hired a third-party agile delivery team to do the implementation.

参考答案：C

解析：进行组织转型，首先要评估组织文化是否适用，选C。

第1247题 一个新的政府法规规定，所有团队成员在下一个迭代的整个过程中都需要远程工作。这意味着需要完成产品待办事项的优先级变更。项目经理应该怎么做？A new government regulation has mandated that all team members will need to work remotely for t he duration of the next iteration. This means back log priority changes will need to be completed. What should the project manager do?

A.在下次回顾会议中将新的法规告知项目发起人。Communicate the new regulation to the project sponsor during the next retrospective.

B.尽快告知产品负责人所需的变更。Inform the product owner of the required change as soon as possible.

C.重新确定积压工作的优先级，并尽快与团队共享。Re-prioritize the backlog and share it with the team as soon as possible.

D.要求团队的协调者根据新的法规重新确定待办事项的优先级。Ask the team facilitator to re-prioritize the backlog based on the new regulation.

参考答案：B

解析：产品负责人负责管理产品待办事项优先级排序，当有外部环境有变化，可能影响项目或迭代的执行时，项目经理应尽快告知产品负责人，以便他们可以相应地调整和重新确定待办事项的优先级。

第1248题 项目经理正在管理一个旨在每三个月向市场提供增量交付的项目。团队已经被分配，并且产品待办事项列表是由产品负责人创建并确定优先级的。经过四次迭代之后，产品负责人将抱怨升级到首席执行官，因为产品没有满足产品负责人的期望。项目经理应该做些什么来防止这种情况的发生？A project manager is managing a project aimed at providing incremental deliveries to the market every three months. The team has been assigned, and the product backlog was created and prioritized by the product owner. After four iterations, the product owner escalates complaints to the CEO because the product does not meet the product owner's expectations. What should the project manager have done to prevent this situation from happening?

A.与产品负责人一起实施冲刺评审，与团队一起进行回顾，以最小化差距。Implemented sprint reviews with the product owner and retrospectives with the team to minimize gaps.

B.在日常scrum中进行风险管理分析。Performed risk management analysis during daily scrums.

C.审查组织过程资产（OPAs）和从类似项目获得的经验教训。Reviewed the organizational process assets (OPAs) and lessons learned from similar projects.

D.进行待办事项列表整理，确保满足验收标准。Performed backlog grooming to ensure that acceptance criteria were being met.

参考答案：A

解析：关键词“产品没有满足产品负责人的期望”，敏捷项目中，通过冲刺评审会议可以及时获得产品负责人和其他干系人对可交付成果的反馈，以便及时调整，并确保产品符合其期望。选A。

第1249题 在进行中的项目中，项目的主要联系人，也是客户，通知项目经理由于忙碌的日程将引入一个新的联系人。从现在开始，这位新的联系人也将参与重要决策。项目经理接下来应该采取什么行动？In an on going project, the customer, who has been the main contact for the project, informs the project manager that they will be introducing a new contact person due to their busy schedule. Moving forward, the new contact will also be making key decisions. What should the project manager do next?

A.更新干系人登记册，包括新联系人的详细信息。Update the stakeholder register with the new contact's details.

B.通知项目团队有关新的联系人。Inform the project team of the new point of contact.

C.更新沟通管理计划。Update the communications management plan.

D.请求与客户和新联系人的会议。Request a meeting with the customer and the new contact.

参考答案：A

解析：识别到新的干系人，首先更新干系人登记册。

第1250题 一个敏捷团队正在进行一个为期两周的冲刺，以实现商业价值。在冲刺开始后大约一周时，产品负责人意识到错过了一个法规合规要求。产品负责人提醒团队，如果这个要求在当前冲刺中没有完成，组织将面临罚款。项目经理应该如何减轻这个风险？An agile team is working on a two-week sprint to deliver business value. About one week after the sprint starts, the product owner realizes that a regulatory compliance requirement was missed. The product owner reminds the team that this require ment must be completed in the current sprint or t he organization will face a penalty. What should th e project manager do to mitigate this risk?

A.与项目发起人回顾此问题，并请求更多时间来完成此要求。Review the issue with the project sponsor and ask for more time to complete this requirement.

B.完成影响分析，因为在冲刺开始后，冲刺待办事项列表的范围不能被更改。Complete an impact analysis as the scope of the sprint backlog cannot be changed after the sprint has started.

C.将合规用户故事包含在下一个冲刺中，因为团队正在忙于当前冲刺。Include the compliance user story in the next sprint as the team is fully occupied with the current sprint.

D.请求团队将用户故事添加到当前的冲刺中，并让他们开始工作。Request the team to add the user story to the current sprint and let them work on it.

参考答案：D

解析：合规大于天，在敏捷方法中，虽然在冲刺开始后一般不会更改冲刺待办事项列表，但面对重要的合规问题和可能的罚款，需要立刻采取紧急措施。

第1251题 一位项目经理最近被任命到一个敏捷项目中。项目将对公司产生很大的影响，因此项目管理办公室（PMO）经理希望确保项目经理正确地管理风险。项目经理该怎么做呢？A project manager was recently appointed to an agile project. The project will have a lot of visibility and impact for the company, so the project management office (PMO) manager wants to ensure that the project manager manages the risks correctly. What should the project manager do?

A.实施敏捷风险宣言，确保对项目风险进行适当的跟踪、分析和补救。Implement the agile risk manifesto to ensure the proper tracking, analysis, and remediation of the project risks.

B.要求产品负责人担任风险经理，协助风险的补救。Ask the product owner to act as a risk manager to assist with the remediation of risks.

C.发挥敏捷风险经理的作用，负责风险管理过程。Implement the role of an agile risk manager to take care of the risk management process.

D.遵循风险管理流程，同时确保在每个迭代过程中识别、分析和管理风险。Follow the risk management process while ensuring that risks are identified, analyzed, and managed during each iteration.

参考答案：D

解析：选D正确，应该在每个迭代中持续地管理风险。选项A错误，没有“敏捷风险宣言”的说法。选项B错误，产品负责人的主要职责是最大化团队交付的价值，对待办事项进行优先排序，并向团队提供项目范围的详细信息。选项C错误，敏捷中，没有关于“敏捷风险经理”的角色定义。识别和管理风险是敏捷团队中每个人的责任，而不是单个角色的责任。

第1252题 项目团队已经组建，并已将任务分配给每个团队成员。所有团队成员都同意遵循混合项目方法。项目经理应该采取什么措施来确保团队作为一个有组织的单元进行表现？A project team has been formed, and the tasks ha ve been assigned to each team member. All team members have agreed to follow a hybrid project a pproach. What should the project manager do to ensure the team performs as an organized unit?

A.召开团队会议，讨论团队成员的优点和缺点。Call a team meeting to discuss team members' strengths and weaknesses.

B.建议团队调整他们的工作习惯和行为，以更好地解决冲突。Advise the team to adjust their work habits and behaviors to allow for better conflict resolut ion.

C.为团队成员制定规章制度，并在未达到目标时设定后果。Establish rules and regulations for team members with consequences if the goals are not reached.

D.确定团队行为，并了解如何一起工作。Establish team behavior and develop an understanding of how to work together.

参考答案：D

解析：为了确保团队作为一个有组织的单元高效工作，重要的是建立明确的团队行为和文化，以及确保团队成员了解并习惯如何一起工作。选D。

第1253题 项目经理正在启动一个敏捷项目，团队成员位于多个国家。为了连接团队并提高整体生产率，项目经理应该怎么做？A project manager is launching an agile project with team members located in multiple countries. In order to connect the team and improve the over all productivity, what should the project manager do?

A.考虑定期集结团队成员，共同完成关键任务并增强团队凝聚力。Consider regularly gathering team members to jointly complete key tasks and enhance team cohesion.

B.为各个地区分别安排会议，成为所有团队成员的全球联系中心。Schedule a different meeting with each of the regions, being the primary point of contact for all team members worldwide.

C.每周与各地区的主要联系人安排会议，由他们向各自的团队传达信息。Schedule weekly meetings with a key contact for each region who will be responsible for disseminating information back to the team.

D.以公司总部的时区为准，保持所有会议的时间一致。Keep all meetings at the same time, using the time zone for the company's headquarters as a reference.

参考答案：C

解析：C是最佳选项，为每个地区建立了一个明确的沟通渠道，确保每个区域的团队得到重要的更新和信息。选项B不太合实际，与每个地区的团队单独沟通会导致项目经理过于繁忙，成为沟通瓶颈。

第1254题 一家公司正在构建一个最小可行产品（MVP）。项目经理如何帮助确保公司构建一个高质量的产品？A company is building a minimum viable product (MVP). How can the project manager help to ensure the company builds a high-quality product?

A.与合格的第三方供应商合作，开发满足要求的产品。Partner with a qualified third-party vendor to develop a product that meets the requirements.

B.雇用一个质量工程领导来驱动策略。Hire a quality engineering leader to drive the strategy.

C.确定产品的质量指标，并推荐改进选项。Determine the quality metrics for the product and recommend options for improvements.

D.要求产品经理花费更多的时间提高质量。Ask the product manager to spend more time improving quality.

参考答案：C

解析：在产品开发过程中，有质量指标，团队才有明确的方向和参照，以达到预期的质量。选C。

第1255题 项目经理正在管理一个迭代的项目，该项目逐渐提供价值。随着时间的推移，干系人质疑团队现在提供的价值比项目开始时提供的要少。项目仍预计按计划完成。项目经理应该如何回应干系人？A project manager is managing an iterative project that delivers value incrementally. Over time, the stakeholders have challenged that the team is delivering less value now than they did at the beginning of the project. The project is still predicted to be completed as planned. How should the project manager respond to the stakeholders?

A.向干系人解释，进展是通过跟踪项目要求完成情况来衡量的，并与项目进度表进行对比，并告知他们项目进度正常。Explain to the stakeholders that progress is measured by the completion of project requirements that are tracked against the project schedule, and relay that the project is on schedule.

B.向干系人解释，价值交付是基于投入的资源和潜在的收益或损失减少来决定的，这些因素会随时间而变化。Explain to stakeholders that value delivery is based on the resources invested and the potential reduction in gains or losses, and that these factors change over time.

C.告知干系人，项目首先优先考虑待办工作列表中的最高商业价值项，并解释随着时间的推移，项目交付的商业价值减少是正常的。Inform the stakeholders that the project prioritizes the highest business value items in the backlog first, and explain it is not unusual for the project to deliver less business value over time.

D.与项目团队审查价值交付计划，以了解为什么价值交付在减少，并实施解决方案稳定价值交付，并沟通纠正措施。Review the value delivery schedule with the project team to understand why value delivery is decreasing, implement solutions to stabilize value delivery, and communicate the corrective actions.

参考答案：C

解析：迭代型项目，团队通常优先处理并交付最高的业务价值，随着这些高价值项的完成，剩下的项往往是业务价值较低的，因此随着项目的推进，每个迭代交付的业务价值可能会逐渐减少。这是个正常和预期的模式，需要向干系人说明这一点，选C。

第1256题 一个项目经理正在为一个石油和天然气客户使用敏捷方法进行软件开发项目。项目经理在准备进度表时遇到了困难，因为项目有各种各样的未知数。项目经理应该使用哪种进度规划方法来制定进度计划？A project manager is working on a software development project for an oil and gas client using an agile approach. The project manager is having difficulty preparing the schedule because the project has various unknowns. Which scheduling method should the project manager use to develop the schedule?

A.迭代进度规划Iterative scheduling

B.三点进度规划Three-point scheduling

C.参数进度规划Parametric scheduling

D.模拟进度规划Analogous scheduling

参考答案：A

解析：迭代进度规划是一种基于敏捷方法的进度安排技术，它可以应对不确定性较高的项目，选A。

第1257题 项目经理正在领导一个开发新的移动应用程序的项目。在一次非正式的交谈中，一个干系人要求项目经理在当前的冲刺中增加新的功能。项目经理应该怎么做？A project manager is leading a project to develop a new mobile application. During an informal conversation, a stakeholder asked the project manager to add new features to the current sprint. What should the project manager do?

A.要求干系人等待下一个冲刺计划。Request the stakeholder to wait until the following sprint planning.

B.在接下来的站立会议中讨论这个需求。Discuss this demand during the following standup meeting.

C.接受变更请求并协商时间表。Accept the change request and negotiate the time line.

D.让产品负责人与干系人讨论需求。Ask the product owner to discuss this request with the stakeholder.

参考答案：D

解析：产品负责人（Product Owner）负责管理产品待办事项列表，任何关于产品功能或需求的变更请求都应该首先与产品负责人讨论，由其评估并确定优先级。选D。

第1258题 一个项目经理正在主持一个进度评审会议，一些新加入项目的干系人表示他们无法访问之前分享的可交付成果。项目经理应该怎么做？A project manager is leading a progress review meeting when some stakeholders who are new to the project express concerns about not having access to previously shared deliverables. What should the project manager do?

A.在会议记录中记录新的干系人的关注点。Document the new stakeholders' concerns in the meeting minutes.

B.安排一次临时会议，与新的干系人讨论关注点。Schedule an adhoc meeting with the new stakeholders to discuss concerns.

C.使用社交媒体环境分享项目信息。Use social media environments to share the project information.

D.使用项目管理信息系统（PMIS）分享信息。Use the project management information system(PMIS) to share information.

参考答案：B

解析：项目管理中，为了保持会议的高效性，通常会限定会议的主题以及目标，如果涉及不相关问题，最佳的做法是另外安排单独的会议，选B。CD是之后可能的做法。

第1259题 公司正在使用范围管理计划中定义的特定组件开发的预测型方法。由于定期变化的法规要求，开发团队要求利用敏捷方法。对于开发团队的要求，项目经理应该怎么做？A company is using a predictive approach for the development of a particular component as define d in the scope management plan. Due to regularly changing regulatory requirements, the development team has requested to utilize agile approaches. What should the project manager do about the development team's request?

A.提高额外财政资源的要求Escalate the request for additional financial resources

B.向项目管理办公室提出修改组织过程资产的要求Forward the request to the project management office (PMO) to amend the organizational process assets

C.请项目发起人批准实施新办法Ask the project sponsor to obtain approval for implementation of the new approach

D.分析在要求的方法下需要解决的需求Analyze the requirements that will need to be addressed under the requested method

参考答案：D

解析：遇问题先分析，再行动。选项ABC皆为动作，D在它们之前，选D。

第1260题 敏捷团队正面临着可交付物质量的挑战。每次将一个功能推广到生产环境中，都会产生许多缺陷，从而妨碍客户正确地使用该解决方案。项目经理应该怎么做才能避免以后出现这种情况呢？An agile team is facing a challenge with the quality of its deliverables. Every time a feature is promoted to production, many defects arise, preventing the customers from properly using the solution. What should the project manager do to avoid this situation in the future?

A.建立有奖品的团队激励计划，允许团队成员加班发现缺陷。Create a team incentive program with prizes, allowing the team members to work overtime to find defects.

B.减少发布周期，将更多时间用于稳定现有特性，而不是发布新功能。Reduce the release cycle and invest more time on stabilizing the current features instead of releasing new ones.

C.雇佣一名质量保证专家，并将第二阶段的测试整合到当前项目生命周期。Hire a quality assurance specialist and integrate a second phase of testing into the current project life cycle.

D.利用接下来的回顾会议来了解质量问题的根本原因，并让团队制定行动计划。Use the next retrospective to understand the root cause of the quality issues and have the team come up with an action plan.

参考答案：D

解析：PMBOK 6th，8.2.2.2-数据分析，P292。根本原因分析作为一项技术，可用于识别问题的根本原因并解决问题。消除所有根本原因可以杜绝问题再次发生。质量问题要先了解根本原因，才能更好地解决问题，避免其再次发生。选D。