第1261题 一个项目经理正在和一个刚接触敏捷的团队一起工作。一个更有影响力的干系人正在与敏捷的本质作斗争。项目经理知道这个干系人作为提倡者是需要的，并且希望尽一切可能让干系人适应这个项目。项目经理应该在状态报告中包含哪些内容来说明项目的绩效？A project manager is working with a team that is new to agile. One of the more influential stakeholders struggles with the nature of agile. The project manager knows that this stakeholder is needed as an advocate and wants to do everything possible to make the stakeholder comfortable with the project. What should the project manager include in the status report to illustrate the project's performance?

A.MoSCoW评估的结果。Results of the MoSCoW assessment.

B.成本效益分析。Cost-benefit analysis.

C.投资回报率（ROI）分析。Return on investment(ROI) analysis.

D.挣值分析（EVA）。Earned value analysis (EVA).

参考答案：D

解析：进行挣值分析能说明项目的绩效情况，选D。选项A是优先级排序技术，选项BC是财务测量指标。

第1262题 一家公司正在进行数字化转型，并将其项目组合改为敏捷方法。因此，领导层希望更新员工的绩效评估系统。项目经理应该提出什么建议？A company is undergoing a digital transformation and is changing its project portfolio to an agile approach. As a result, the leadership is looking to up date the performance measuring system for the workforce. What should the project manager propose?

A.保持绩效管理不变，关注范围、成本和进度指标的实现。Keep the performance management as is and focus on the achievement of scope, cost, and schedule indicators.

B.提出基于价值衡量的方法，例如利用目标和关键结果。Propose an approach based on value measurement, such as the use of objectives and key results.

C.保持对成本指标的关注，但去掉范围和进度，因为它们在敏捷方法中是灵活的。Maintain focus on cost indicators, but remove scope and schedule as they are flexible with an agile approach.

D.保持对进度指标的关注，但是去掉范围和成本，因为它们用敏捷方法是灵活的。Keep the focus on progress metrics, but remove scope and cost because they are flexible with agile methods.

参考答案：B

解析：敏捷方法强调以交付价值为导向，倾向于使用基于经验和价值的衡量指标，而不是预测型衡量指标。选B。

第1263题 在回顾会议中，项目经理听到干系人一直在迭代演示中抱怨产品特性没有按要求被交付。项目经理应该向产品负责人提供什么建议，以确保产品的特性总是按要求交付？During a retrospective meeting a project manager hears that stakeholders have been constantly complaining at iteration demos about product features not being delivered as requested. What advice should the project manager give to the product owner to ensure that product features are always delivered as requested?

A.在每日站会期间包括干系人，以监督进度。Include stakeholders during daily standup meetings to monitor progress.

B.在待办事项列表细化之前，与干系人确认验收标准。Validate acceptance criteria with stakeholders prior to backlog refinement.

C.避免在迭代评审中包括干系人。Avoid including stakeholders in iteration reviews.

D.创建一个需求追溯矩阵，并相应地分发它。Create a requirements traceability matrix and distribute it accordingly.

参考答案：B

解析：关键词“产品功能没有按要求交付”，验收标准是用于定义特性完成的条件，应在细化待办事项或开始开发之前与干系人进行确认，选B。

第1264题 项目经理正在管理一个混合项目，该项目使用一个承包商来完成几个关键的可交付物。承包商已经被雇佣来执行一项重要的交付，但尚未确认其是否能够满足要求的进度。项目经理该怎么做？A project manager is managing a hybrid project that is using a contractor for a few key deliverable. The contractor has been hired to perform an important delivery, but has not yet confirmed that they can meet the required schedule. What should the project manager do?

A.将问题升级到采购团队，因为项目的最终交付日期将受到影响。Escalate the issue to the procurement team as the final delivery date of the project will be impacted.

B.与干系人一起审查项目范围，并从范围中删除可能延迟的项目。Review the project scope with the stakeholders and remove the potentially delayed item from the scope.

C.与承包商或供应商一起计划任务交付，突出当前情况的关键性。Plan the task delivery with the contractor or vendor, highlighting the criticality of the current situation.

D.与采购部门核对，看看是否有另一个之前使用过的承包商可以开发任务。Check with procurement to see if there is another previously used contractor who can develop the task.

参考答案：C

解析：C选项最佳，项目使用的供应商在执行重要交付，为确保进度，项目经理应该与供应商一起做好交付计划，让供应商明确交付期望。题干并未说承包商已耽误进度，选项A和D错误。

第1265题 一个敏捷项目的项目经理被要求削减30%的预算，因为这是一个小的项目团队，预算主要分配给资源。项目经理应使用什么策略，以便在受限的环境中继续提供价值？The project manager of an agile project has beer asked to reduce the budget by 30% Since this is a small project team, the budget is primarily allocated to resources. What strategy should the project manager use in order to keep delivering value in a restricted environment?

A.减少项目人员，并相应地调整范围和时间表，以支持预算削减。Reduce the project staff and adjust the scope and timelines accordingly in support of the budget reduction.

B.平衡项目团队以适应预算挑战，并提供培训以降低低绩效的风险。Balance the project team in order to accommodate the budget challenges, and provide training to mitigate the risk of low performance.

C.优先考虑产品待办事项，寻找商业价值高、人力投入低的事项，并调整项目预算和人员配置，以满足这些事项的需求。Prioritize the product backlog looking for high business value and low effort, and adjust the project budget and staffing to account for tho se items.

D.将项目范围限于基本的关键特性，并以目前的工作人员编制水平进行项目，直到所有预算都用完为止。Restrict the project scope only to basic critical features and run the project with the current staffing level until all of the budget is consumed.

参考答案：C

解析：关键词“继续提供价值”，根据敏捷原则第一条，我们的最高目标是，通过尽早持续交付有价值的软件来满足客户需求，这意味着需要优先处理具有高业务价值和低工作量的产品待办事项，并调整项目预算和人员配置以适应这些项目。选C。

第1266题 项目经理正在管理一个项目来开发一个新工具。由于项目的性质，项目经理决定使用敏捷方法。当项目经理发现另一家公司拥有非常类似的工具的专利时，识别出的风险之一就成为问题。项目经理应该做些什么来解决这个问题？A project manager is managing a project to develop a new tool. Because of the nature of the project, the project manager decides to use an agile approach. One of the identified risks becomes an issue when the project manager finds out that another company patented a very similar tool. What should the project manager do to address this issued?

A.安排与重要的干系人开会，审查问题并决定下一步Schedule a meeting with critical stakeholders to review the issue and decide on the next steps

B.暂停该项目，释放资源，直至问题解决Put the project on hold and release the resources until the issue is resolved

C.通知产品负责人，并将问题记录在风险登记册中，以便密切监督后续步骤。Inform the product owner and log the issue in the risk register to monitor closely for next steps.

D.联系拥有同类工具专利的公司，比较与当前项目的异同。Contact the company that owns the patent of the similar tool to compare the similarities and differences with the current project.

参考答案：A

解析：遇到问题先分析，不宜直接采取行动。项目经理应该及时与关键干系人讨论分析这个问题，并共同决定如何处理。

第1267题 一个复杂的项目处于执行阶段。该项目旨在产生预测和增量可交付物。敏捷团队在他们的任务上拖延了。敏捷团队中有一个人负责为项目经理制作进度报告。这个资源拥有帮助其他团队成员完成工作量所需的技能。项目经理应该做些什么来优化生成进度报告的资源的时间？A complex project is m its execution phase. The project is set up to produce both predictive and incremental deliverables. The agile team is running late on their tasks. There is a resource on the agile team who is responsible for producing progress reports for the project manager. This resource has the required skills to help other team members with their workload. What should the project manager do to optimize the time of the resource who produces the progress reports?

A.与敏捷团队更紧密地合作，消除对进度报告的需要。Work more closely with the agile team to eliminate the need for progress reports.

B.将此记录在问题日志中，并找一个资源来制作报告。Record this in the issue log and find a resource to produce the reports.

C.自己生成进度报告。Produce the progress reports on their own.

D.利用新的资源来制作进度报告。Engage a new resource to produce the progress reports.

参考答案：A

解析：敏捷宣言强调，工作的软件重于详尽的文档，且敏捷团队中的沟通一般有相应的信息发射源，而不是用传统的报告的方式，选A。

第1268题 新的建筑项目正处于其生命周期的中期。市政当局通知项目经理，由于新的法规要求，项目周围的停车场必须容纳比最初计划的车辆数量多一倍。项目经理接下来应该怎么做？New construction projects are in the middle of their life cycle. The municipality informed the project manager that due to new regulatory requirements, the parking lot surrounding the project must accommodate twice as many vehicles as originally planned. What should the project manager do next?

A.请求项目发起人为这个变化提供资金支持，因为这是一项新的法规要求，然后订购材料开始施工。Request the project sponsor to fund this change as it is a new regulation, then order the materials in order to start working.

B.评估所需变化的影响，并与执行发起人协商确定最佳行动方案。Assess the impact of the required change and consult with the executive sponsors to determine the best course of action.

C.要求设计人员在项目运行的同时开始设计这个新需求的解决方案，并确定这个变化的资金支持。Ask the designers to start designing a solution for this new requirement while the project is running and determine the funding for this change.

D.让公司的律师写信给市政府，拒绝变更，因为它不是市政府批准的范围的一部分。Have the company's lawyers write to the municipality and reject the change as it was not part of the scope approved by the municipality.

参考答案：B

解析：B是最佳选项，有变更，应该先评估对项目的影响，再确定接下来的策略。需求变更需先走变更流程，而不是直接行动，AC错误，D直接拒绝不合适。

第1269题 在会议中，一位有经验的项目团队成员总是指出其他团队成员的问题。其他团队成员感觉这位有经验的团队成员在会议中在逃避他自己的问题。项目经理应该做什么？An experienced project team member always points out the issues of other team members during meetings. The other team members feel that the experienced team member is deflecting their own issues in meetings. What should the project manager do?

A.安排分组会议，让每个人都能表达他们的观点。Arrange separated group meetings to allow everyone to express their opinions.

B.与团队一起复习沟通管理计划，并执行该计划。Review the communications management plan with the team and enforce its implementation.

C.为所有未来的团队会议准备议程，并引导讨论。Prepare an agenda for all future team meetings and facilitate the discussion.

D.以支持的方式与有经验的团队成员交谈，讨论问题。Speak with the experienced team member to discuss the issues in a supportive way.

参考答案：D

解析：人的问题先沟通，根据题干，问题源于有经验的团队成员，所以项目经理应该直接地、积极地与这个团队成员沟通，找出问题的原因，并探讨更好的交流和合作方式。

第1270题 一个团队成员突然遇到可能持续几天的紧急情况。没有其他团队成员可以接手他的任务和工作职责。项目经理应该如何应对这个问题？A learn member has a sudden emergency that may last for several days. There are no other team members who can cover their tasks and job duties. What should the project manager do to address this concern?

A.召开紧急项目团队会议，讨论这个情况。Hold an emergency project team meeting to discuss the situation.

B.请求人力资源（HR）经理找一个外部替代人员。Ask the human resources (HR) manager for an external replacement.

C.在问题日志中记录这个情况。Log the situation in the issue log.

D.更新关键干系人关于这个问题的信息。Update the key stakeholders on the issue.

参考答案：A

解析：团队应协作解决问题。当一个团队成员无法完成其任务和职责时，应首先和项目其他团队成员进行讨论，大家共同找到一个解决方案。

第1271题 一家供应商被聘请为项目提供信息安全服务。供应商已经决定不再提供这项服务，因为他们没有按时付款。他们的服务至关重要，这个决定将影响项目的结果。项目经理应该做些什么来解决这个问题？A supplier is hired to provide information security services for a project. The supplier has decided not to provide this service any longer since they have not been paid on time. Their services are critical and this decision will affect the outcome of the project. What should the project manager do to ad dress this issue?

A.与供应商协商付款，并提醒他们长期合作。Negotiate the payments with the supplier and remind them of their long-term association.

B.根据合同的服务水平协议（SLA）对供应商进行处罚。Penalize the supplier according to the contract's service level agreement(SLA).

C.聘请另一家信息安全供应商，并激励他们快速交付。Hire another information security vendor and incentivize them to deliver quickly.

D.告知相关干系人这一挑战并寻求他们的支持。Inform the relevant stakeholders of this challenge and seek their support.

参考答案：A

解析：A选项最佳，项目经理应该先和供应商沟通，了解情况，讨论解决方案，并努力和供应商保持良好的合作关系。

第1272题 一位仆人式领导即将启动一个机密的敏捷研究项目。已识别到存在团队成员向外部人员披露项目细节相关的一个高风险。该仆人式领导应该如何应对这种风险？A servant leader is about to start a confidential agile research project. A high risk has been identified related to a team member disclosing details of t he project with external people. What should the servant leader do to address this risk?

A.将此限制作为基本规则，并通过在每次迭代结束时审查基本规则来确保所有团队成员都熟悉它。Include this restriction as a ground rule and ensure all team members are familiar with it by reviewing the ground rules at the end of every iteration.

B.预测风险成本，以计算在风险发生时需要分配的所需应急储备。Forecast the cost of the risk to calculate the required contingency reserve that needs to be allocated if the risk materializes.

C.要求职能经理就这一风险对团队进行教育，并确保采取纪律处分。Ask the functional manager to educate the team about this risk and ensure that disciplinary actions will be taken.

D.联系人力资源部，确保如果员工泄露任何机密信息，将采取纪律处分。Contact the human resources (HR) department to ensure that disciplinary actions will be taken if the employees disclose any confidential information.

参考答案：A

解析：A选项最佳，将不向外部人员透露项目细节的限制作为基本规则，可以确保所有团队成员都意识到并理解保密的重要性，且通过不断回顾有助于强化期望。

第1273题 一个敏捷团队最近开始为一家金融机构从事一个项目。项目发起人担心敏捷方法不会为组织的合规标准提供足够的支持。为了减轻这种风险并避免问题，项目经理应该做什么？An agile team recently started working on a project for a financial institution. The project sponsor is concerned that an agile approach will not provide enough support for the organization's compliance standards.In order to mitigate this risk and avoid problems, what should the project manager do?

A.建议使用合规审查委员会，该委员会将负责在产品向公众发布之前批准所有产品特性。Propose using a compliance review board that will be responsible for approving all product features prior to their release to the public.

B.与合规小组联络，让他们负责理解需求并保持它们在待办事项列表中的优先级。Liaison with the compliance group, making them responsible for understanding the requirements and keeping them prioritized in the backlog.

C.与合规团队会面，确保他们的需求包含在每个故事的已完成的定义（DoD）中。Meet with the compliance team and make sure that their requirements are covered in the definition of done (DoD) for each story.

D.确保同行审查过程也涵盖合规要求，为项目创造第二层安全。Ensure that the peer review process also covers compliance requirements, creating a second layer of security for the project.

参考答案：C

解析：C选项最佳，项目经理可以确保合规标准被明确地处理，并作为团队可交付成果的一部分得到满足。

第1274题 敏捷项目处于第七个迭代阶段，项目从开始就需要适应多个变更，比如法规变更、技术创新、市场竞争和其他变更。项目经理应该做些什么来管理这些持续进入项目的变更？An agile project is in the seventh iteration with multiple changes being accommodated from the project start due such as regulatory changes technological innovations market competition and other changes. What should the project manager do to manage these continuous changes coming into the project?

A.要求产品负责人停止适应范围的进一步变更。Ask the product owner to stop accommodating further changes to the scope.

B.利用产品负责人监督外部环境。Leverage the product owner to monitor the external environment.

C.在当前迭代中处理关键和紧急的变更。Accommodate the critical and urgent changes in the current iteration.

D.建议产品负责人在单独的项目中执行变更。Suggest to the product owner to execute that changes in a separate project.

参考答案：B

解析：敏捷提倡拥抱变化，B选项最佳，产品负责人负责定义需求及其排序，通过让产品负责人监测外部环境，我们可以及时了解到相关变化，并据此调整项目的方向和需求。

第1275题 在执行敏捷项目期间，项目经理发现预算几乎完全被使用了，但项目并没有接近完成。项目经理应该如何解决这个问题？During execution of an agile project, a project manager realizes the budget is almost completely used, but the project is not close to being completed. What should the project manager do to address this concern?

A.审查项目时间表，寻找减少项目进度的机会。Review the project time line and find opportunities to reduce the project schedule.

B.与项目发起人审查预算，并要求增加预算。Review the budget with the project sponsor and ask for an increase to the budget.

C.审查待办事项列表，寻找优化工作优先级和缩小项目范围的可能性。Review the backlog and find opportunities to reprioritize the work and reduce the project scope.

D.审查资源管理计划，寻找减少项目成本的机会。Review the resource management plan and find opportunities to reduce project costs.

参考答案：C

解析：预算有问题，一个常见的做法是审查待办事项列表，发现优化待办事项的可能，以减少一些不必要的功能，从而缩减项目范围，降低成本，注意之后还需要PO作出决策。C选项最佳。

第1276题 项目经理正在开发一个软件产品，该产品将被安装到客户组织的所有层级。客户的高级发起人坚持认为只有公司最高层的干系人应参与到规划阶段。项目经理应该怎么做？A project manager is working on a software produ ct that will be installed across all levels of the client's organization. The client's executive sponsor insists that only stakeholders at the highest level of the company will be involved in the planning phase. What should the project manager do?

A.询问客户项目将如何影响客户的组织，并建议所有受影响的干系人参与进来。Ask the client how the project will affect the client's organization and recommend that all impacted parties be involved.

B.让项目经理自己公司的高级干系人与客户的高级发起人交谈。Engage the project manager's senior stakeholders in the company with the client's senior sponsor.

C.独立分析以确定来自客户组织的干系人。Independent analysis to identify stakeholders from the client organization.

D.遵从客户高级发起人的判断，因为他们将决定项目是否成功。Defer to the judgment of the client's executive sponsor since they will determine whether the project is a success.

参考答案：A

解析：有效的干系人参与是项目成功的关键，尤其是当项目影响到整个组织时。选项A最佳，项目经理应该向客户说明项目的影响，并建议所有受影响的干系人参与到项目规划中。这样可以确保从项目开始时就获得干系人的需求和反馈，减少项目执行过程中可能出现的问题。

第1277题 一个敏捷项目团队接到了项任务，要开发一个与机器人交互的工业系统。该项目团队此前没有任何执行这类工作的经验。团队成员有兴趣获得这类专业知识，但这可能会导致项目延迟。这种情况应该如何处理？An agile project team received an assignment to develop an industrial system that interfaces with robots. The project team does not have any previous experience performing this type of work. Team members are interested in acquiring such expertise but it may result in a project delay. How should this situation be handled?

A.使用机器人供应商公司来开发界面，这样团队就不会因为在这类工作中缺乏专业知识而受到阻碍。Use a robotics vendor company to develop the interfaces so the team will not be held back by a lack of expertise in this type of work.

B.为团队增添一名有经验的专业人员，以加强知识分享，并帮助团队在新产品上增长专业知识。Add an experienced professional to the team to reinforce knowledge sharing and help grow team expertise in the new product.

C.创建一个独立的团队，由经验丰富的成员组成，他们理解技术，并根据团队的专业化程度划分产品待办事项列表。Create a separate team with experienced members who understand the technology and sp lit the product backlog according to team specialization.

D.在必要的时候，聘请一家咨询公司来解决机器人界面问题，并帮助避免延迟和质量问题。Hire a consulting company to address the robotic interface questions, when necessary, and to help avoid delays and quality issues.

参考答案：B

解析：团队中加入经验丰富的专业人员，可以通过知识共享，帮助团队获得必要的专业知识选B。

第1278题 敏捷领导者注意到，一个团队成员经常无法按时完成交付物。敏捷领导者怀疑这个团队成员没有接受适当的培训。敏捷领导者应该怎么做？An agile leader notices that one team member consistently fails to complete the deliverables on time. The agile leader suspects that this team member does not have the proper training. What should the agile leader do?

A.将任务重新分配给另一个团队成员，并要求这个团队成员完成培训。Reassign the task to another team memeher and require the team member to complete training.

B.在回顾会议中提醒整个团队，他们必须在每个冲刺中完成所有交付物。Use the retrospective meeting to remind the entire team that they must complete all deliverables in each sprint.

C.与团队一起回顾“完成的定义”（DoD），以便每个人都理解团队在这个冲刺中必须交付什么。Review the definition of done (DoD) with the team so that everyone understands what the team must deliver in this sprint.

D.直接与团队成员讨论改进，并承诺在商定的时间框架内完成。Speak directly with the team member about improvements and commit to an agreed-upon time frame.

参考答案：D

解析：根据题干，团队成员遇到绩效问题，敏捷领导者应该提供反馈和指导，选D。

第1279题 一个项目正在进行迭代设计阶段。其中一个团队成员的表现不佳。这是公司的一项关键项目，执行即将开始。项目经理应该做什么？A project is going through its iterative design stage. One of the team members has been performing poorly. This is a critical project for the company and execution is about to start. What should the project manager do?

A.关于团队成员的不佳表现，请求职能经理采取行动Request action from the functional manager regarding the team members poor performance

B.避免在下一个有迭代设计阶段的项目中选择这个团队成员Avoid selecting the team member to the next project that has an iterative design stage

C.在迭代设计阶段向团队成员提供反馈和辅导Provide feedback and coach the team member during the iterative design stage

D.将问题升级到人力资源经理，并要求替换团队成员Escalate the issue to the human resources manager and request that the team member be replaced

参考答案：C

解析：在敏捷项目中，项目经理有责任持续促进团队成员的成长和发展，选C。

第1280题 项目经理收到项目可交付成果的验收，并举行了经验教训会议，若要结束该项目，项目经理下一步应该做什么？
A project manager received acceptance of project deliverables and held the lessons learned session. To close the project, what should the project manager do next?

A.解散资源 Release the resources

B.更新组织过程资产 Update the organizational process assets

C.核实范围 Validate the scope

D.开展绩效评估 Conduct performance evaluations

参考答案：B

解析：PMBOK(6)，P121，4.7-结束项目或阶段。 “举行了经验教训会议”并“结束该项目”，明显处于收尾阶段，应该先将经验教训更新到组织过程资产，才会解散资源 其他选项：CD不是收尾阶段，A在B的后面。