第1441题 一个敏捷项目正在进行10次迭代中的第5次。在最后一次回顾性检查后，团队成员意识到他们必须加班加点才能完成承诺的工作，项目经理应该怎么做？An agile project is currently undergoing the fifth out of 10 iterations. After the last retrospective inspection, team members realized that they had to work overtime to complete the promised work. What should the project manager do?

A.要求增加团队成员以保持速度。Ask for additional team members to maintain the velocity

B.在迭代中实施一个检查点，以验证团队是否在轨道上。Implement a checkpoint in the iteration to verify if the team is on track

C.进行重点回顾，帮助团队发现根本原因。Conduct a focused retrospective to help the team to discover the root cause

D.要求团队在下个迭代中降低承诺。Ask the team to have a lower commitment for the next iteration

参考答案：C

解析：根据题干，团队承诺与实际进展出现了问题，在采取任何行动前确定问题的根本原因至关重要。通过回顾有助于帮助团队发现潜在问题，并提供讨论潜在解决方案的机会。

第1442题 项目经理被分配到一个新项目。项目管理办公室（PMO）和项目经理一致认为，这是推行每日站会的适当机会。项目团队从未使用过这样的工具，一些成员正在挑战这一决定。在这种情况下，项目经理应该怎么做？A project manager is assigned to a new project. The project management office (PMO) and the project manager agree that this is the right opportunity to include daily standup meetings. The project team has never used such tools, and a few members are challenging the decision. What should the project manager do in this situation?

A.聘请外部供应商以迭代方法执行设计阶段。Engage an external vendor to perform the design phase under an iterative approach.

B.要求熟悉迭代方法的新团队成员被分配到这个项目中。Request that new team members familiar wit h iterative approaches be assigned to this project.

C.更新项目时间表，将每日站会作为项目设计阶段的一部分。Update the project schedule to consider a daily standup as part of the project design phase.

D.定义基本规则、职责和冲突管理策略。Define the ground rules, responsibilities, and conflict management strategies.

参考答案：D

解析：根据题干，一些成员对新的工具有抵触，为了解决这种情况，项目经理应该与团队成员一起制定团队章程，包括基本规则、冲突处理策略等，D选项合适。

第1443题 当地一家公司正在开发一种新产品。第一次使用远程团队完成特性的编程任务。产品的设计来自本地团队。在第三次冲刺评审期间，产品负责人对项目的结果表示关注。远程开发团队抱怨说，他们没有清楚地理解每日站会中传达的需求。项目经理应该如何应对这种情况？A local company is developing a new product. The first time using a remote team to complete programming tasks for features. The product design comes from a local team. During the third sprint review, the product owner expressed concern about the results of the project. The remote development team complained that they did not clearly understand the requirements conveyed in the daily site meeting. How should project managers respond to this situation?

A.评估并将开发任务重新分配给曾经参与过之前项目的当地供应商。Evaluate and reassign the developing tasks to a local vendor who has worked on previous projects.

B.将风险记录在风险管理计划内，并使用应急储备雇用本地供应商。Document the risk in the risk management plan and use contingency reserves to hire a locaI vendor.

C.审查以前项目和组织过程资产（OPAs）的经验教训。Review lessons learned from previous projects and organizational process assets(OPAs).

D.确定沟通需求、环境和工具，以使信息得到传达。Determine the communication needs, environment, and tools to get the message across.

参考答案：D

解析：题干关键词“没有清楚地理解每日站会中传达的需求”，说明沟通出现了问题，最好的解决方法是重新评估当前的沟通策略，识别远程团队的具体沟通需求，并根据需要调整沟通环境或工具以改善理解。选D。

第1444题 一个团队正在一个中型项目上进行迄今为止构建的软件的第一次演示。产品负责人在提供批准之前发现了许多他们希望解决的问题。项目经理应该如何处理这个问题？A team is holding the first demonstration of the software built to date on a medium-sized project. The product owner has uncovered a number of issues they would like to be addressed before providing approval. How should the project manager approach this problem?

A.计划通过待办事项列表整理来解决问题，并将其纳入下一个冲刺Plan to address the issues through backlog grooming and incorporate them into the next sprint

B.向产品负责人提交变更管理计划，然后升级到指导委员会Refer the product owner to the change management plan, then escalate to the steering committee

C.请产品负责人参阅已签署的业务需求文件，并说明当前计划无法促进这些变更Refer the product owner to the signed business requirement document and explain that the current plan cannot facilitate these changes

D.告知产品负责人该问题将在软件的第二个版本中得到解决Tell the product owner the issues will be addressed in the second version of the software

参考答案：A

解析：敏捷实践指南，P41，4.3.2敏捷的角色-产品负责人。迭代演示会上暴露的问题或者新需求，应该进入产品待办事项列表，确定优先级，最紧急的安排进入下一个迭代，因此选项A正确。题目是敏捷项目场景，在敏捷项目中，需求的优先级由产品负责人决定，因此选项BCD中的让产品负责人参阅各类文件或者是其他人来决定需求优先级的做法都不正确。

第1445题 一个团队对于如何解决正在构建的产品的特性有不同的想法；尽管两天前冲刺就开始了，但双方仍未达成共识。项目经理该怎么做？A team has different ideas on how to address a feature of a product under construction and; although the sprint began two days ago, they have still not reached a consensus. What should the project manager do?

A.让产品负责人（关键的干系人）在不同的想法中做出选择。Ask the product owner, who is the key stakeholder, to choose among the different ideas.

B.小组提出想法，请大家投票，然后选择最受欢迎的想法。Propose ideas to the group, ask everyone to vote, and then choose the most popular idea.

C.安排一个会议，让每个人都有机会对每个想法表达自己的意见，然后投票决定。Schedule a session to give everyone the chance to express their opinions about each idea, then vote and decide.

D.提出对每个想法的赞成和反对意见，并试图在一个便利的会议上达成共识。Offer an opinion about the pros and cons of each idea and try to reach a consensus in a facilitated meeting.

参考答案：C

解析：敏捷团队为自组织团队，意见不同时，敏捷教练需要提供帮助，进行集体决策，选C。

第1446题 目前有一个团队正在开发一款移动应用解决方案。在冲刺执行期间，一名开发人员需要澄清特定任务的验收标准。项目经理应该做些什么来获得开发人员所需要的信息？A team is currently working on a mobile app solution. During sprint execution, one of the developers requires clarification about the acceptance criteria for a particular task. What should the project manager do to obtain the information required by the developer?

A.向项目发起人请求指示。Request direction from the project sponsor.

B.写一封电子邮件给客户要求澄清。Write an email to the client requesting clarification.

C.寻求开发经理的支持。Seek support from the development manager.

D.与产品负责人一起明确需求。Work with the product owner to clarify the requirement.

参考答案：D

解析：待办事项的验收标准由产品负责人确定，故选D。

第1447题 一个项目经理已经使用预测方法论超过10年了，并且正在转向敏捷项目。团队成员之前并没有一起工作过。经过两次冲刺的工作，团队并没有取得任何成果，完成工作的压力很大。在这个阶段，项目经理应该采用什么样的领导风格？A project manager has been using predictive methodologies for over 10 years and is transitioning to agile projects. Team members have not worked together before. After two sprints of work, the team did not achieve any results, and the pressure to complete the work was great. What leadership style should the project manager adopt at this stage?

A.一种指导风格，为团队作出决定，以达到早期的结果。A directive style that makes decisions for the group to reach early outcomes.

B.一种领导风格，指导那些需要帮助的人，并促进更大的团队合作。A leadership style that coaches people who want help and fosters greater team collaboration.

C.一种被动的领导风格，允许团队自组织，直到规范化阶段。A passive leadership style that allows the team to self-organize until the norming stage is reached.

D.一种民主风格，在多数意见占上风的情况下使用技术。A democratic style that uses techniques where majority opinion prevails.

参考答案：B

解析：敏捷实践指南，4.2-仆人式领导为团队赋权，P33。仆人式领导是通过对团队服务来领导团队的实践，它注重理解和关注团队成员的需要和发展，旨在使团队尽可能达到最高绩效。根据题干，敏捷团队，项目经理作为仆人式领导，在团队需要时，应该给团队成员提供指导和帮助，促进团队合作。选项A，为团队作出决定不对。

第1448题 一个项目经理被分配到一个正在向敏捷过渡的公司的项目中，并不是所有的干系人都相信这个项目，一些干系人希望整个项目在项目的早期就被定义和规划出来，但是项目发起人需要一个快速的胜利来确保项目的继续进行。项目经理应该使用什么方法？A project manager is assigned to a project in a company that is transitioning to agile. Not all stakeholders believe in the project, and some stakeholders would like the entire project defined and planned out early in the project. However the project sponsor needs a quick win to ensure the continuation of the project. What approach should the project manager use?

A.敏捷方法，因为这将更早地提供工作功能。An agile approach as this would provide working functionality earlier.

B.预测方法，因为这将使高级干系人满意。A predictive approach as this would please the senior stakeholders.

C.混合方法，因为这将减轻干系人的担忧。A hybrid project as this will mitigate stakeholders' concerns.

D.预测方法，因为这将显示所有干系人的好处。A predictive approach as this will show benefit for all stakeholders.

参考答案：C

解析：敏捷实践指南，3.1.11 -混合型生命周期，P30。作为过渡策略渐进的过渡涉及到要增加更多的迭代技术，以便改进学习，加强团队和干系人的一致性。之后，还要考虑增加更多的增量技术，以加快对发起人的价值和投资回报。上述各种方法的组合被视为一种混合方法。根据题干，该方法能同时满足干系人和发起人的期望，选C。

第1449题 在开发阶段，一个团队成员在一个特定任务中遇到问题，并尝试解决了几天。其他团队成员请求项目经理重新分配该任务给其他成员，以避免危及目标日期。当前负责该任务的团队成员表示，如果任务被重新分配给其他成员，他们会感到沮丧。项目经理应该如何处理这种情况？During the development phase, a team member has a problem with a specific task and tries to solve it for a few days. Another team member requested the project manager to reassign the task to another team member to avoid jeopardizing the target date. Members of the team currently in charge of the task said they would be frustrated if the task was reassigned to other members. How should the project manager handle this situation?

A.寻求专家的帮助来支持团队成员解决问题。Seek help from experts to support the team member in fixing the problem.

B.促进一次会议，与整个团队达成一致。Facilitate a session to reach an agreement with the team as a whole.

C.与客户协商项目交付的延迟。Negotiate with the customer a delay in the project delivery.

D.接受团队要求重新分配团队成员。Accept the team's request to reassign the team member.

参考答案：B

解析：人的问题先沟通。团队成员关于任务分配有不同意见，项目经理首先应该促进双方进行沟通，选B。会议可以帮助团队成员共同讨论和解决问题，并找到最佳的解决方案。

第1450题 敏捷项目经理在项目团队中拥有来自不同大陆的学习成员。在每日站会期间，项目经理注意到对项目目标和目的的理解存在差距。项目经理应该做什么？An agile project manager has learn members from different continents on the project team. During the daily scrum meetings the project manager notices that there are gaps in understanding about the project goals and objectives. What should the project manager do?

A.安排团队建设活动以鼓励团队之间的合作。Schedule team-building activities to encourage collaboration among the team.

B.指导团队成员解决理解上的差距。Coaching team members to address gaps in understanding.

C.召开另外一个会议，沟通项目的目标和目的。Conduct a meeting and communicate the goaIs and objectives of the project.

D.继续会议并沟通目标和目的，以解决差距。Continue the meetings and communicate the goals and objectives to resolve the gaps.

参考答案：C

解析：每日站会不解决问题，根据题干，团队成员对项目的目标和目标存在理解上的差距，最好是另起会议讨论，并进行指导。

第1451题 产品负责人不定期参加演示仪式。因此，演示仪式不断被重新安排，工作也会受到多方面的影响。项目经理认为产品负责人没有对项目负责。项目经理应该做些什么来避免这种情况？A product owner Goes not regularly attend demonstration ceremonies. As a result, the demonstration ceremonies are constantly rescheduled and the work is impacted in multiple ways. The project manager believes the product owner is not committed to the project. What should the project manager have done to avoid this situation?

A.定义了一组外部审计，可以向项目发起人公开这种情况。Defined a set of external audits that can expose this situation to the project sponsor.

B.在适当的项目治理级别上与产品负责人达成一致。Agreed with the product owner on appropriate project governance levels.

C.设置“已完成”（DoD）的定义，如果没有另外指定，则认为工作已完成。Set a definition of done (DoD) that considers the work as done if not otherwise specified.

D.要求另一位产品负责人代表产品负责人参加演示。Asked another product owner to attend the demonstrations on behalf of the product owner.

参考答案：B

解析：PO不参加演示会意味着产品增量无人验收，因此需要该人员参与，其职责和角色需要进行澄清，所以选择B；选项A错误，外部审计通常用于验证项目的合规性和执行效率。选项C错误，设置DoD依然需要产品负责人评审。选项D错误，这不是一个可靠的解决方案，可能会造成角色职责混乱。

第1452题 一位Scrum主管收到了对同一任务状态的不一致的更新信息。应如何从团队中获取准确的任务状态？A scrum master is receiving conflicting status updates for the same task. How should an accurate status be obtained from the team?

A.仔细检查交付物并确定正确的状态。Review the deliverable carefully and determine the right status.

B.指派一个人负责这个任务。Assign one person to be responsible for the task.

C.为每个任务建立一个清晰的完成定义（DoD）。Establish a clear definition of done (DoD) for each task.

D.鼓励团队成员一起工作。Encourage team members to work together.

参考答案：D

解析：D为最佳选项。通过鼓励团队成员一起工作，团队可以共享对任务的理解和状态，减少冲突。AB不符合敏捷自组织的原则。选项C与题目无关。

第1453题 项目经理被分配到一个正在进行的复杂项目。团队每次迭代都在交付价值。然而，可交付物是内部的，客户并不知道可交付物。项目经理应该采取什么行动？A project manager is assigned to an ongoing complex project. The team is delivering value each iteration. However, the deliverables are internal and the customers are unaware of the deliverables. Which action should the project manager take?

A.要求内部销售团队让客户了解交付的价值。Ask the internal sales team to keep the customer informed of the delivered value.

B.评估各种交付选项，以便立即向客户展示价值。Evaluate various delivery options in order to immediately demonstrate value to the customer.

C.告知客户进展情况，并就最终可交付物向客户更新。Inform the customer about the progress and update them on the final deliverables.

D.等待一个重要的里程碑完成，然后通知客户进度。Wait for an important milestone to complete and then inform the customer of the progress.

参考答案：B

解析：关键词“客户并不知道可交付物”，敏捷方法强调与客户合作，项目经理应该定期安排评审会议，尽早向客户展示价值，以收集客户反馈，确保其满意度。选项B最佳。

第1454题 一个项目经理正在领导一个敏捷团队。目前，每日站立会议和迭代会议由产品负责人负责组织。一名团队成员联系项目经理，表示他们希望提高自己的主持能力。项目经理应该如何回应这个请求？A project manager is leading an agile team. The daily standups and iteration meetings are currently facilitated by the product owner. A team member contacts the project manager and mentions that they are looking to improve their facilitation skills.How should the project manager respond to this request?

A.要求团队成员回顾之前项目中有关主持的教训。Ask the team member to review the lessons learned on facilitation from previous projects.

B.建议团队成员主持即将进行的迭代，并在迭代回顾中评估结果。Suggest that the team member facilitate an upcoming iteration and review the outcomes in the iteration retrospective.

C.让他们与其职能经理沟通，确定是否与他们的发展计划保持一致，然后再同意。Engage their functional manager to determine if there is alignment to their development plan before agreeing.

D.在项目待办事项中添加新的元素，以满足团队成员的培训需求。Add new elements to the project backlog to account for the training needs of the team member.

参考答案：B

解析：项目经理应该支持团队成员的发展和成长。让团队成员主持即将进行的迭代是一个很好的机会，他们可以在实际情境中应用和提升自己的主持技能，并在回顾中进行评估，有助于发现问题，选项B合适。

第1455题 一个项目经理正在领导一个专注于启动产品商业化的项目集中的三个项目。一旦这三个项目进入市场，项目经理就停止参加团队的定期会议。然而，项目集经理要求项目经理继续参加这些会议以保持团队的联系。这个要求并不符合项目经理的期望，因为项目集经理正在监督剩余的工作。项目经理应该如何处理这个情况？A project manager is leading three projects in a project concentration focused on initiating product commercialization. Once these three projects hit the market, the project manager stopped attending the team's regular meetings. However, the project portfolio manager requires the project manager to continue to attend these meetings to keep the team connected. This requirement does not meet the expectations of the project manager, who is overseeing the remaining work. How should the project manager handle this situation?

A.只参加监控市场发布情况的项目组会议。Attend only the program meetings where the market launch is being monitored.

B.通过邮件回答，并建议两个角色之间的任务分工。Provide an answer via email recommending a division of tasks between both roles.

C.礼貌地告诉项目集经理，参加这些会议不再需要。Politely inform the program manager that attending these meetings is no longer required.

D.安排一次会议，讨论不同的观点，并达成一致的决定。Schedule a meeting to discuss the different perspectives and agree on a decision.

参考答案：D

解析：当干系人存在冲突或期望差异时，最好的做法是直接进行沟通、讨论。选项D最佳，通过安排会议来讨论不同的观点，项目经理和项目集经理可以达成相互理解，并就符合项目最佳利益的决策达成一致。

第1456题 一个组织正在进行敏捷转型。执行领导团队担心他们会失去对项目范围的控制。作为这个项目的负责人，项目经理应该采取什么措施来减轻这个风险？An organization is undergoing an agile transformation. The executive leadership team is concerned that they will lose control over the scope of the project. What should the project manager, who is responsible for this project, do to mitigate this risk?

A.确保执行领导团队批准所有由多个敏捷团队提出的范围，以避免不一致。Ensure that the executive leadership team approves all scope that is being proposed by the multiple agile teams to avoid misalignment.

B.提出一种治理模型，赋予团队权力的同时，为执行领导团队提供必要的监督。Propose a governance model that empowers the teams while providing the necessary oversight to the executive leadership team.

C.提出一个基于风险和财务支出的多层次门控系统，根据需要涉及执行领导团队。Propose a multilayered gate system based on risks and financial expenditures, involving the executive leadership team as needed.

D.向执行领导团队保证当前治理模型不会受到敏捷方法的影响。Assure the executive leadership team that the current governance model will not be affected by the agile approach.

参考答案：B

解析：在敏捷转型中，执行领导团队担心失去对项目范围的控制，对此项目经理应该提出一种适合敏捷环境的治理模型，选项B合适，在赋予团队权力的同时，也为执行领导团队提供了适当的监督和透明度，以确保项目和组织整体战略目标和干系人的需求保持一致。

第1457题 一个组织在一个复杂的项目组中启动了一个项目。项目负责人注意到，由于项目管理办公室（PMO）实施的当前项目框架与敏捷交付不兼容，团队的士气低落。项目负责人应该怎么做？An organization initiated a project in a complex program. The project lead notices that the team is demotivated because the current project framework implemented by the project management office (PMO) is not compatible with agile delivery. What should the project lead do?

A.将问题升级到产品负责人。Escalate the problem to the product owner.

B.要求PMO审查框架。Ask the PMO to review the framework.

C.请求PMO定义一个新的框架。Request the PMO to define a new framework.

D.计划与项目团队进行头脑风暴会议。Plan a brainstorming session with the project team.

参考答案：B

解析：根据题干，项目管理办公室（PMO）实施的项目框架与敏捷交付不兼容，导致团队士气低落，这时项目负责人应该直接与PMO沟通，要求其重新审查项目框架，以确保它能适应敏捷的项目环境，选项B最佳。选项C错误，应先审查现有的框架，再考虑要不要定义一个新的框架。选项D不能解决根本问题。

第1458题 一个项目经理的新雇主决定使用敏捷交付方法来实现一个新的会计系统。首席财务官（CFO），同时也是项目发起人，致力于一种新的工作方式，但没有产品负责人的经验。项目经理的背景包括作为敏捷实践者和Scrum主管的几年经验。项目经理在项目开始时应该做什么？A project manager's new employer decided to use an agile delivery approach to implement a new accounting system. The chief financial officer (CFO), who is also the project sponsor, is committed to a new way of working but does not have experience as a product owner. The project manager's background includes a couple of years' experience as an agile practitioner working as a scrum master. What should the project manager do at the start of the project?

A.与开发团队合作，帮助项目发起人获得相关技能。Collaborate with the development team to heIp the project sponsor acquire the relevant skills.

B.承担产品负责人的角色，直到项目发起人准备接管产品负责人的角色。Assume the product owner role until the project sponsor is ready to take over the product owner role.

C.延迟系统的构建，直到项目发起人准备好接管产品负责人的角色。Delay the build of the system until the project sponsor is ready to take over the product owner role.

D.与项目发起人合作并协助其建立产品待办事项列表并确定优先次序。Work with and assist the project sponsor in building and prioritizing the product backlog.

参考答案：D

解析：可采用排除法。选项A错误，开发团队的主要任务是实现用户故事，而不是培训产品负责人。选项B错误，项目经理不能承担产品负责人的角色。选项C错误，延迟系统的构建不可取。选D正确，产品负责人的主要职责是管理产品待办事项列表，其中包括确定优先级和定义用户描述。在这种情况下，尽管CFO没有产品负责人的经验，但项目经理可以提供必要的培训和支持，以帮助CFO获得作为产品负责人的新角色所需的相关技能。

第1459题 在基于迭代的营销项目中，产品计划在第6次迭代时发布。在第3次迭代演示中，营销团队表示他们仍需要5次迭代才能推出产品，并且他们还没有开始做。项目团队应该做些什么来避免这个问题？In an iteration-based marketing project, a product is scheduled to be launched at the sixth iteration. In the third iteration demo the marketing team expressed that they need five iterations to launch the product and they have not started yet. What should the project team have done to avoid this issue?

A.在演示前与市场人员进行接触，讨论任何障碍因素。Held a touch point with marketing before the demo to discuss any impediments.

B.在第一个原因期间安排产品的演示。Scheduled a demo presentation of the product during the first reason.

C.要求营销团队立即开始开发产品。Asked the marketing team to start working on the product immediately.

D.在增加待办事项列表时确定营销要求和制约因素。Confirmed marketing requirements and constraints when adding to the backlog.

参考答案：D

解析：D选项最佳，其解决了问题的核心，即确保对时间线、需求和约束的清晰沟通和理解。选项A在演示前，时间已晚于增加待办事项列表时。