第1341题 作为组织变更管理团队的一员，项目经理必须让项目团队了解任何变更，项目经理需要避免出现任何误解或抗拒情绪，以便确保项目团队将会支持公司的任何变更。项目经理应该做什么？As a member of an organizational change management team, a project manager must pass on any changes to the project team. The project manager needs to avoid any misunderstandings or resistance to help ensure that the project team will support any organizational change. What should the project manager do?

A.定期与团队开会，确保他们了解相关变更。Meet with the team on a regular basis to ensure they are aware of changes.

B.核实团队成员的变更意愿。Check with the team members on their willingness to change.

C.与有抗拒情绪的成员举行会议，以促使项目顺利实施。Conduct meetings with resistant members to facilitate smooth project implementation.

D.对团队发挥影响力，向其沟通任何变更。Influence the team to communicate any changes.

参考答案：A

解析：如果人员有抵抗，你怎么办？他们甚至还不知道这些变化。首先项目经理告诉他们即将发生的变化。它说避免误解和抵抗，所以A对。“遇到抵抗”的问题选C。 要对团队成员持续产生影响，就需要定期的沟通，而沟通的最好的方式没有什么比开会更好的活动了，B选项不解决问题，C选项典型的强迫行为，D只是沟通，并不是结果。

第1342题 在一个软件项目章程获得批准后，项目经理计划收集干系人、解决方案以及产品需求。两位关键干系人离开项目，由位于不同时区的人员取代。若要完成需求跟踪矩阵，项目经理应该怎么做？
After a software project charter is approved, the project manager plans to gather stakeholders, solutions and product requirements. Two key stakeholders leave the project and are replaced by people located in different time zones. What should the project manager do to complete the requirements tractability matrix?

A.使用名义小组技术收集多个地区的意见 Use the nominal group technique to collect multiple location inputs

B.安排一次联合应用设计（JAD）研讨会 Facilitate a joint application design (JAD) workshop

C.举行多次虚拟会议 Conduct multiplhold virtual meetings

D.执行站点顺序需求审查 Perform site-sequential requirements reviews

参考答案：B

解析：PMBOK(6)P145- 5.2.2.6 引导。JAD是引导式研究会的一种，引导式研讨会就是为了解决不同干系人需求差异的重要工具。 其他选项：A名义小组也是收集需求的工具，不过跨职能的需求B更合适一些。CD非收集需求的工具。

第1343题 项目经理得知一次定期项目团队会议上的沟通渠道中断。项目经理应该做什么来确保所有项目团队成员都同样了解项目情况?
A project manager knows that communication channels were disrupted a regular project team meeting. What should the project manager do to ensure that all project team members are equality informed?

A.重新计划一次具有适当沟通渠道的项目团队会议 Replan the project team meeting with proper communication channels.

B.在问题日志中添加该信息 Adds this information to the issue log.

C.向所有团队成员发送会议记录 Send the meeting minutes to all team members.

D.询问会议参与者的意见 Ask the participants for their input.

参考答案：A

解析：PMBOK(6)，P386，10.2.2.7会议。题干中问道，要所有成员“同样了解”情况，再开一次是最好的。其他选项：B问题日志是一种记录和跟进所有问题的项目文件，在问题日志添加对解决题目的问题意义不大，C发送会议记录无法确保大家理解一致。D沟通渠道中断，原本会议就不完整再询问会上意见也没用

第1344题 由于升职，一位新干系人加入到一个项目中。该干系人对其新角色的操作责任有良好的认识，但未接受过与该项目角色相关的培训。项目经理应该怎么做？
As the result of a promotion,a new stakeholder is added to a project. The stakeholder has a good sense of the operational responsibilities of their new role, but has no training related to this role on project. What should the project manager do?

A.与新干系人开会，审查相关项目文件并收集背景信息，然后更新干系人登记册 Meet with the new stakeholder to review relevant project documents and and collect background information，then update the stakeholder register.

B.请新干系人书面确认他们对新角色的理解，然后更新项目章程 Ask the new stakeholder for written confirmation of their understanding of the new role, then update the project charter.

C.更新项目治理计划以添加这位新干系人，并包含相关责任的描述以反映这项变更 Update the project governance plan to add the new stakeholder and include a description of the associated responsibilities to reflect this change.

D.修订工作分解结构（WBS），以包含这位新干系人的相关可交付成果 Revise the work breakdown structure(WBS)to include the associated deliverables of the new stakeholder.

参考答案：A

解析：PMBOK(6)P514- 13.1.3.1 干系人登记册-身份信息。干系人在项目中的角色，项目经理应该与干系人当面沟通，同时记录到干系人登记册中。 其他选项：B，更新项目章程不对；C无须大动干戈进行项目治理；D，操作过于具体。

第1345题 执行质量控制的项目经理希望了解一个变量是否会对另一个变量产生影响，项目经理应该使用什么基本质量工具来确定这个问题？
The project manager performing quality control wants to know if one variable will affect another. What basic quality tools should the project manager use to determine the problem?

A.散点图 Scatter Diagram

B.控制图 Control Chart

C.帕累托图 Pareto Chart

D.流程图 Flow Chart

参考答案：A

解析：PMBOK(6)，P304，8.3.2.5数据表现。散点图是一种展示两个变量之间的关系的图形，它能够展示两支轴的关系，一支轴表示过程、环境或活动的任何要素，另一支轴表示质量缺陷。两个变量之间的相关性，用散点图判断。或看到相关性，找散点图。

第1346题 一个典型的高绩效团队成员开始表现出绩效下降以及在会议上对其他团队成员的一些攻击性行为。项目经理已经和这个人在这个项目上共事好几个月了，以前从未见过这种类型的行为。项目经理应该怎么做？ A typically high-performing team member has started to demonstrate a performance drop as well as some aggressive behaviors toward other team members in meetings. The project manager has worked with this individual for many months on this project and has not seen this type of behavior before. What should the project manager do?

A.与个人讨论项目经理的观察，以确定他为什么这样做。 Discuss the project manager's observations with the individual to determine why he is behaving this way.

B.与其他团队成员讨论个人的行为，以确定他们是否注意到并知道正在发生什么。 Discuss the individual's behavior with the other team members to determine if they have noticed and know what is going on.

C.参加更多的团队会议，更密切地观察团队，以确定根本原因。 Attend more team meetings to observe the team more closely to determine the root cause.

D.与团队成员的职能经理以及人力资源（HR）讨论他们的表现，并讨论下一步。 Discuss their performance with the team member's functional manager as well as human resources (HR) and discuss next steps.

参考答案：A

解析：从英文题目来看，A答案里的“个人”指的是有攻击性行为的高绩效团队成员。发生冲突，首先与当事人私下沟通，了解原因。

第1347题 一个项目团队成员生病了，几周内不能回到项目中来。在每日站会上，团队分享了他们的担忧，因为生病的团队成员是他们正在开发的组件中唯一熟练的人。项目经理应该做些什么来防止这种情况发生呢？ A project team member is sick and will not be able to return to the project for a few weeks. During the daily meeting, the team shares their concerns as the sick team member was the only one skilled in the component they were developing. What should the project manager have done to prevent this?

A.要求为组件的构建提供可靠的文档。 Requested robust documentation for the component's build.

B.将特定组件的开发外包给另一个团队。 Outsourced development of the specific component to another team.

C.在每个组成部分获得超过一种熟练的资源。 Acquired more than one resource skilled in each component.

D.促进项目期间跨职能知识转移。 Facilitated cross-functional knowledge transfer during the project.

参考答案：D

解析：敏捷实践指南，P42，4.3.3通才型专家。敏捷团队中，要防止只有一个人能够完成特定工作所带来的制约，最好是建立跨职能团队，并进行知识转移。

第1348题 项目经理收到设备采购的两份标书。采购部门坚持接受最低报价，而制造部门更愿意选择性能最好但价格更高的设备。为了满足项目预算，项目经理选择最便宜的报价。项目经理使用的是哪种冲突管理技巧？
A project manager receives two bids for the purchase of equipment.The procurement department insists on accepting the least expensive bid while the manufacturing department prefers to choose the best performing,but more expensive equipment.To meet the project budget,the project manager selects the least expensive biWhat conflict management technique did the project manager use?

A.妥协/调解 Compromise/reconcile

B.撤退/回避 Withdraw/avoid

C.缓和/包容 Smooth/accommodate

D.强迫/命令 Force/direct

参考答案：D

解析：解析：PMBOK（6）348-9.5.2.1人际关系与团队技能。项目经理单方面做出了最终决策，属于强迫/命令的冲突管理技巧。

第1349题 在项目中途，一个挑剔的客户要求提供定期报告，包含比沟通管理计划中批准的更详细信息。这项请求将导致生产成本超出预算，项目经理不能承受让客户生气的后果，但客户又拒绝见面讨论此事。项目经理应该怎么做？
Middle through a project, a difficult customer demands periodic reports that contain much greater detail than what was approved in the communication management plan. This request will cause production cost to exceed the budget, the project manager cannot afford to upset this customer, but the customer refuses to meet to discuss this matter. What should the project manager do?

A.提醒客户注意干系人参与计划中列出的要求并请求采取纠正措施 Remind the customer of the requirements outlined in the stakeholder engagement plan and request corrective actions

B.要求在该干系人组织中有影响的人物帮助指导客户的期望，使其与商定的计划保持一致 Ask someone with influential in the stakeholder organization to help guide the customer’s expectations to align with the agreed-upon plan

C.提交变更请求以支付制作报告的额外费用 Submit a change requests to cover the additional cost of producing the reports

D.接受该请求，让客户满意并更新沟通管理计划 Accept the request to keep the customer satisfied and update the communications

参考答案：B

解析：PMBOK(6)P534- 13.4.2.5 政治意识。干系人提出了新的需求，但是拒绝沟通，但是项目又不能不走变更流程直接执行，因此只能找有影响力的人尝试沟通。政治意识：政治意识有助于理解组织战略，理解谁能行使权力和施加影响，以及培养与这些干系人沟通的能力。 其他选项：A，客户拒绝沟通。CD直接接受了不对。

第1350题 与关键干系人一起对项目管理计划审查后，项目经理被告知18个月的发布计划是不可接受的，产品应在6个月内推出，根据新的时间表，项目经理该做什么？After reviewing the project management plan with key stakeholders, the project manager was told that an 18-month release plan was unacceptable and the product should launch in six months. Based on the new timeline, what should the project manager do?

A.审查项目待办事项列表，查明哪些是高优先级事项，并指出符合预期期限的最小可行性产品（MVP）。Review the project backlog looking for high-priority items and come up with a minimum viable product (MVP) that fits the expected timeline.

B.与干系人一起回顾关键路径，解释为什么不可能在预期期限内交付范围内的所有成果。Go over the critical path with stakeholders,explaining why it is not possible to deliver all the scope in the expected timeline.

C.寻求发起人批准将项目预算增至三倍，增加雇佣人员，以弥补被压缩的进度计划。Seek approval with the sponsor to triple the project budget,hiring more people to compensate for the compressed schedule.

D.制定加班计划，运用赶工和快速跟进方法，并将失败的风险告知项目干系人。Plan for overtime.apply crashing and fast tracking,and share the risk of failure with project stakeholders.

参考答案：A

解析：《敏捷实践指南》22页，3.1.3-增量型生命周期的特征。“项目经理被告知18个月的发布计划是不可接受的，产品应在6个月内推出”，关键干系人迫切需要尽早提供产品来赢得市场竞争，所以在18个月后才能提供产品，会失去推广窗口期，进而导致竞争失利。要能够尽快的推出所需产品，就需要对产品功能进行梳理，梳理出哪些功能和需求具有高优先级，在6个月后推出的首款产品中要具备这些必备的功能，从而能够以最小的成本、最快的速度来获得用户反馈和市场验证，尽早获取价值。这种具备了主要功能及特色的产品被称为MVP（Minimum Viable Product，MVP），所以A选项正确。选项B，对于项目经理来说，项目的成果是为了满足商业需要，所以即便通过解释说服干系人接受了18个月工期的进度安排，从项目的最终目标来看，项目也处于失败的边缘。选项C，最小可行性产品（MVP）不仅仅是考虑快，还要兼顾最小的成本投入，所以为了快而增加资源投入，违背了MVP的管理原则。选项D，与C同理。

第1351题 一个团队成员通知项目经理，一个干系人要求向其他干系人有限制地分发进度报告，项目经理应该做什么？
A team member informs the project manager that a stakeholder requested limited distribution of progress reports to other stakeholders.What should the project manager do?

A.将这项请求升级上报给项目发起人进行进一步审查 Escalate this request to the project sponsor for further review.

B.向该干系人解释必须遵循沟通管理计划 Explain to the stakeholder that communications management plan must be follow

C.要求团队成员遵循这项请求,并通知发起人 Ask the team member to follow the request,and inform the sponsor.

D.让该干系人准备包含这项请求的新项目章程 Have the stakeholder prepare a new project charter that includes this request.

参考答案：B

解析：PMBOK(6)P377- 10.1.3.1 沟通管理计划。分发进度报告的方式和时间在《沟通管理计划》中体现，这是项目的基准之一，因此在变更此文件前必须按照沟通管理计划来。 其他选项：A上报没必要，C不能直接执行，D请求新章程没必要 。

第1352题 项目经理接管了一个处于第二阶段的多阶段项目，其应该从之前的项目经理那里获得哪些来有效地管理当前和未来项目阶段的资源？
A project manager assumes a multi-phase project during its second phase.What show they seek from the previous project manager to effectively manage resources for current and future project phases?

A.将在未来几个阶段交付的任务 Tasks that will be delivered in the next phase

B.下一个阶段的资源日历 Resources calendar for the next phase

C.已定义角色和职责的资源 Resources with defined roles and responsibilities

D.资源分解结构(RBS) Resources breakdown structure(RBS)

参考答案：D

解析：PMBOK(6)P354- 9.6.1.2项目文件。资源分解结构为项目过程中需要替换或重新获取资源的情况提供了参考。多个阶段的需求，目前排除法只能选D。A看任务是不合适的，因为没有资源。B没有当前阶段的信息，C只有当前阶段没有未来阶段的信息。

第1353题 一个项目的延迟交付，且需要进行变更才能获得理想的可交付成果质量级别，项目经理签发正式的变更请求，并与所有干系人沟通变更，然后项目经理得知这种沟通方式未能满足干系人的期望。项目经理应该怎么做？
A Project is delayed and a change is needed to obtain the desired quality level of the deliverables.The project manager issue a formal change request and communication the change to all stakeholders.The project manager then learned that this communications approach failed to meet the expectations of the stakeholders. What should the project manager do?

A.审查沟通管理计划和干系人参与计划 Review the communication management and stakeholder engagement plan

B.签发变更请求，在项目管理计划中包含干系人的期望 Issue a change request and include the expectations of the stakeholders in the project management plan

C.与项目发起人开会，以更好地了解干系人的期望 Meet with the project sponsor to better understand stakeholder’s expectations

D.遵循沟通管理计划，并签发一份状态报告 Follow the communications management plan,and issue a status report

参考答案：A

解析：PMBOK(6)，P530，13.4-监督干系人参与。 干系人对沟通方式不满，既是沟通的问题，又是干系人的问题。先审查一下这两个文件，再考虑应对措施。 其他选项：BCD都在A的后面。

第1354题 在冲刺评审会议上，其中一位主要干系人提出了一项新需求，该需求非常关键，应首先加以考虑。在这种情况下，你作为产品负责人，接下来要做什么？
During the sprint review meeting, one of the key stakeholders came up with a new requirement which is highly critical and should be taken up first. What would you do next as a product owner in this case?

A.将需求添加到下一个迭代的待办事项列表中 Add the requirement to next iteration backlog

B.将需求添加到产品待办事项列表中 Add the requirement to the product backlog

C.召开一个冲刺计划会议，并与团队讨论这个需求 Hold a sprint planning meeting and take up this requirement with the team

D.在评审会议上通知团队成员，下一步需要处理这个需求 Inform the team members in the review meeting that they need to work on this requirement next

参考答案：B

解析：冲刺评审会议主要有两个主要作用，一是评审本次迭代的潜在产品增量，二是与外部干系人进行交互。当外部干系人在冲刺评审会议中提出了新的需求，PO可以加入待办事项列表中，但是只能由PO来最终决定需求优先级。 选项A错误，需求是不是下个迭代做，是不是马上做，需要PO根据产品待办事项列表中的所有需求，进行评估和决策，而不是在这个冲刺评审会议中直接决定。 选项B正确，外部干系人提出的任何需求，都是要先加入待办事项列表中。 选项C错误，与团队讲解和讨论需求，应该在待办事项梳理会议中进行 选项D错误，需求是否马上做，需要由PO进行决策，根据产品待办事项列表中的所有需求，进行评估和决策。而不是直接通知团队成员马上处理。

第1355题 项目经理正在为必须遵循最终期限的项目制定人力资源计划。一名团队成员最近被分配到另外一个国家，该团队成员的专业水平对项目成功和实现最终期限至关重要。而可用的本地资源专业水平各不相同。项目经理应该怎么做？
The project manager is developing a HR plan for the project that must follow deadlines. A team member has recently been assigned to another country, and the professional level of the team members is critical to the success of the project and deadline, but the available local resources vary in professional levels. What should the project manager do?

A.通知项目发起人可能产生的影响，并让他们决定最终的行动方案 To notify the project sponsors of the possible impact and allow them decide the final action plan

B.分配新资源并减少项目范围，以满足最终期限 To allocate new resources and reduce the scope of the project to meet the deadline

C.计划一个可行的虚拟团队环境，并确保时区的所有团队成员的承诺 To plan a viable virtual team environment and ensure that all team members in the time zone should make commitments

D.使用更多本地资源来对项目进度赶工 To use more local resources to rush for the progress of the project

参考答案：C

解析：PMBOK(6)P333- 9.3.2.4 虚拟团队。排除法，A找发起人不对，B缩减范围不可取，C和D都是可能的方案，但是D不一定有效，因为是关键资源，同时成本也更好。因此，C更合适，让其远程办公解决关键资源出国的问题。

第1356题 一个项目刚刚完成启动阶段，项目经理正在开始该项目的需求收集过程。干系人都位于同一地点，但来自优先级有冲突的不同部门。之前的项目经理经常被要求在执行阶段包含新的范围，导致项目预算的计划外增加并延长商定的进度计划。在满足所有干系人需求的同时，项目经理应该如何及时收集需求？
A project manager is beginning the requirements gathering process lot a project that has just completed the initiation phase. Project stakeholders are all in the same location but come from different departments with conflicting priorities. Previous project managers have often been required to include new scope during the execution phase, causing unplanned increase to the project budget and delaying the upon schedule, what should the project manager do to gather the requirements in a timely manner while meeting the needs of all stakeholders?

A.与所有干系人一起召开需求收集会议，以记录初始范围，然后将其分解为可完成的小部分可管理工作 Conduct a requirements gathering session with all stakeholders to document the initial scope and then break it into smaller pieces of manageable work that can be completed

B.与所有项目干系人一起召开需求收集会议，以记录全部需求，然后关闭项目工作说明书 (SOW)并拒绝任何新需求 Conduct a requirements gathering session with all stakeholders to document full requirements, then close the statement of work (SOW) and reject any new requirements

C.分别与最重要的干系人开会进行需求收集，然后仅在工作说明书中更新这些干系人的新需求 Individually Meet with the most important stakeholders for requirements gathering , then update the SOW with new requirements only from these stakeholders

D.单独与所有干系人开会以记录范围，然后通过变更请求过程处理任何其他高优先级需求 individually meet with all stakeholders to document the scope, and then handle any additional high-priority requirements through the change request process

参考答案：A

解析：PMBOK(6)，P138，5.2收集需求。收集需求一定要全面的收集所有干系人的需求，不然后面会面临着大量的变更。其他选项：B拒绝新需求不对，CD不全面。

第1357题 在执行阶段，一个已签约的第三方供应商交付了项目的主要组件之一。虽然该供应商按时交付组件，但项目经理发现该组件未能满足批准的标准。由于项目处于收尾和移交的最终阶段，项目经理应该做什么？
A contracted third-party vendor delivered one of the main components of the project during the execution phase. Although the vendor delivered on-time,the project manager discovers that the component failed to meet the approved standards. Since the project is in its final phase of closure and handover, what should the project manager do?

A.审查该组件的记录和文件 Review the component's records and documents.

B.在项目管理办公室(PMO)的指导下结束该项目 Close the project with guidance from the project management office(PMO).

C.将组件未能满足标准记录下来,将其传达给供应商,然后结束项目 Note that the component failed of meet standards,communicate it to the vendor,and close the project.

D.通过查阅对供应商工作的正式验收文件来调查该问题 Investigate the issue by referring to the formal acceptance of the vendor's work.

参考答案：D

解析：PMBOK(6)P125- 4.7.1.7 采购文档。采购文档包含用于管理采购过程的完整支持性记录，包括工作说明书、支付信息、承包商工作绩效信息、计划、图纸和其他往来函件。组件的规格、质量要求在工作说明书里，工作说明书等采购文档可以做为对供应商的验收文件，来确认供应商是否达到了规格标准。题干中处于收尾过程中回顾当时的采购问题，可以查询之前的采购文档。 其他选项：A的描述没有D准确。B跟题目无关，不对。C还要找到原因以后才能做为经验教训被记录下来。

第1358题 项目经理从项目团队和供应商处收到一连串电子邮件，争论最近收到的一个可交付成果。项目团队认为该可交付成果未能满足特定需求，但供应商却坚持他们不知道这个需求。项目经理首先应该查阅哪份文件？
A project manager receives a chain of e-mails from the project team and vendor,arguing about a recently received deliverable.The project team believes that the deliverable fails to meet a specific requirement,but the vendor maintains they are unaware of this requirement.To what should the project manager first refer?

A.需求管理计划 Requirements management plan.

B.工作分解结构(WBS) Work Breakdown structure(WBS).

C.沟通管理计划 Communication management plan.

D.工作说明书（SOW） Statement of works(SOW).

参考答案：D

解析：PMBOK(6)P477，12.1.3.4-采购工作说明书。 项目经理与供应商打交道应该基于外部文件而非内部文件，只有D是与供应商打交道的外部文件。里面确定了规格、数量、质量水平、绩效数据等等。 其他选项：ABC都是内部文件。

第1359题 一个敏捷团队拥有11名集中办公的团队成员，他们以一个稳定的速度执行工作，在第九次迭代中，有些团队成员离职，并由分布在不同地理位置的成员代替。敏捷项目管理者应对新团队有何期待？
One agile team has 11 team members who work together. They implement the work stably. In the ninth iteration, some team members quit the job and are taken over by the members in different geographical locations. What expectations should agile practitioner place on the new team?

A.团队将经历形成阶段，并将以之前项目团队的相同的速度水平执行工作 The team will experience the stage of formation and implement work at the speed the same with that of the previous project team

B.在团队以稳定的速度执行工作之前，团队将经历震荡阶段，并在更为频繁的沟通中规范化 Before the team implements work stably, the team will experience the stage of fluctuations and become standardized in the more frequent communication

C.团队将处理和解决所发生的任何团队冲突 The team will handle and solve any possible team conflicts

D.团队成员将关注他们自己的可交付成果和进度 Team members will focus on their deliverable results and progress

参考答案：B

解析：PMBOK(6)，P338，P9.4建设团队-塔克曼阶梯理论。分布在不同地理位置的新团队成员的加入，需要项目团队重新磨合以适应相互之间的工作方式和工作习惯，会回退到震荡阶段。选项A：新团队成员刚刚加入就以团队相同的速度水平工作不现实。选项C：冲突管理的责任在项目经理身上，必要时要寻求资源所属职能部门经理的协助。选项D：震荡阶段团队成员的摩擦，让团队成员难以完全聚焦在可交付成果和进度上。

第1360题 在一个施工项目期间，由于大雨影响了混凝土的一致性，混凝土无法使用。这种可能性及其估算成本已在风险登记册中确定。项目经理应该如何提供额外成本的资金?
During a construction project,concrete is unable to be used because heavy rain affected its consistency: This possibility and its estimated cost were already identified in the risk register. How should the project manager fund the additional costs?

A.应用预算储备 Apply the budget reserve.

B.向客户索取储备 Request reserves from the client.

C.使用管理储备 Use the management reserve.

D.评估应急储备 Access the contingency reserve.

参考答案：D

解析：PMBOK(6)，P245，7.2.2.6储备分析。已经在风险登记册中确定，因此是已知风险，应急储备应对已知风险，管理储备应对未知风险，因此选D。