第141题 一名项目经理从市场上获取的信息表明，由于一些持续性的保护政策，项目所提供的可交付成果的商业价值将降低。基于这些信息，项目经理认为应该停止该项目。项目经理应该如何处理这种情况？A project manager acquired information from the market that would reduce the business value being delivered by an ongoing protect. Based on that information, the project manager believes the project should be stopped. How should the project manager handle the situation?

A.从待办事项列表中删除不再适用的工作项，并将待办事项列表提交给项目团队。Remove the items no longer applicable from the backlog and present the backlog to the project team.

B.继续在定义的范围内工作，并审查风险矩阵。Continue working on the defined scope and review the risk matrix.

C.与项目发起人讨论并取消项目。Have a discussion with the project sponsor and cancel the project.

D.与发起人进行讨论，并建议重新评估项目商业价值。Commend the project business value be reassessed.

参考答案：D

解析：项目经理只提供建议，根据项目章程规定，决策应由发起人做出，选D。

第142题 一个项目旨在为当地社区成员提供卫生设施，以支持改进的卫生实践。项目经理应该如何确保社区成员了解项目的最新进展？A project is designed to provide local community members with health facilities that will support improved sanitation practices. What should the project manager do to ensure the community members are up to date on project progress?

A.当干系人提出要求时，分享项目更新。Share project updates when requested by the stakeholders.

B.通过定期的社区会议分享项目更新。Share project updates through regular community meetings.

C.通过虚拟方式和当地报纸分享年度报告。Share the annual reports virtually and in the local newspapers.

D.与发起人分享项目报告，以便通知社区成员。Share project reports with sponsors to inform community members.

参考答案：B

解析：B选项最佳。通过定期的社区会议，项目经理可以直接与社区成员进行交流，分享项目进展，解答他们的疑问，并收集他们的反馈。AD错误，只在干系人要求时分享或者只分享年度报告，不满足“提供项目的最新进展”这一要求。

第143题 在一个与高级经理的项目状态会议中，项目经理给出了一个交付物的状态更新。一些高级经理声称他们不知道这个交付物。项目经理接下来应该做什么？During a project status meeting with senior managers, the project manager gives an update about the status of a deliverable. Some of the senior managers claim not to know about the deliverable. What should the project manager do next?

A.验证项目章程是否改变了原来的内容。Validate if the project charter changed from the original one.

B.与这些干系人会面，审查项目章程。Meet with these stakeholders to review the project charter.

C.检查这些干系人是否参加定期的项目会议。Check if these stakeholders attend regular project meetings.

D.审查项目章程以验证这个声称。Review the project charter to validate this claim.

参考答案：B

解析：PMBOK 6th，4.1.3.1-项目章程，P81。项目章程记录了关于项目和项目预期交付的产品、服务或成果的高层级信息。人的问题先沟通，高级经理不知道交付物，项目经理应该与他们会面，共同审查项目章程，确保他们对项目的交付物有清晰的理解。

第144题 一个项目团队确定了一个可以购买的低成本软件产品，这将大大减少开发的范围。开发经理已经确认该工具将满足业务需求。项目经理应该怎么做？A project team identified a low-cost software product available for purchase that would drastically reduce the scope of development. The development manager has confirmed that this tool would fulfill the business need. What should the project manager do?

A.提醒团队他们的主要职责是软件开发。Remind the team that their primary responsibility is software development.

B.向产品待办事项列表中添加用户故事以测试软件产品。Add a user story to the product backlog to test the software product.

C.在下一次每日站会上讨论这个选择，以最后作出决定。Discuss the option in the next daily standup meeting to finalize the decision.

D.将该选项推荐给产品负责人考虑。Recommend the option to the product owner for consideration.

参考答案：D

解析：在敏捷项目中，产品负责人负责根据业务价值来决定哪些内容应该进入产品待办事项列表，故选D。

第145题 一个项目出现了问题，其中数据集成团队和数据迁移团队有重叠的领域。这些领域的交付责任不明确。项目经理接下来应该做什么？A project has issues arising where the data integration team and the data migration team have areas that overlap. It is not clear who would be responsible for delivery on these areas. What should the project manager do next?

A.审查项目范围，以便协调项目团队的角色和职责。Review the project scope to align the project teams.

B.审查资源管理计划，以便协调项目团队的角色和职责。Review the resource management plan to align the project teams.

C.审查项目集成计划，以便协调项目团队的角色和职责。Review the project integration plan to align the project teams.

D.审查工作分解结构（WBS），以便协调项目团队的角色和职责。Review the work breakdown structure (WBS) to align the project teams.

参考答案：B

解析：PMBOK 6th，9.1.3.1-资源管理计划，P318。资源管理计划提供了关于如何分类、分配、管理和释放项目资源的指南。它详细地列出了谁负责什么，定义了角色和责任，以及如何解决资源相关的问题和冲突。在这个问题中，由于数据集成团队和数据迁移团队之间的职责不清，因此项目经理需要审查并可能更新资源管理计划以明确每个团队的职责。选B。

第146题 预测型项目团队遇到一个场景，他们需要使用一些敏捷工具和方法。然而，他们并不认为这是合适的，因为他们的组织项目管理流程并没有提到这一点。在这种情况下，项目经理应该怎么做？A predictive project team come across a scenario where they need to use some agile tools and methods. However, they did not feel this was appropriate since their organizational project management processes did not mention this. What should the project manager do in this scenario?

A.确保项目团队遵循组织的项目管理过程。Ensure the project team follows the organizational project management processes.

B.创建一个变更请求，以包含敏捷方法并继续实施。Create a change request to include the agile methods and proceed to implementation.

C.与团队合作，确定适当的项目方法和做法，并加以实施。Work with the team to determine appropriate project methods and practices and implement them.

D.准备总结并将此问题上报项目变更控制委员会（CCB）。Prepare a summary and escalate this issue to the project's change control board(CCB).

参考答案：B

解析：根据题干了解到，项目是预测型，需要使用到敏捷的一些方法，意味着需要走变更流程，变更前是会进行团队的评估讨论的，来确保方法选择的合理性，选项B包含C，所以B最佳。

第147题 在项目规划阶段，项目经理意识到项目的绩效将根据预算偏差和收入进行测量，但并未考虑整体项目进度。项目经理应该做什么？During a project planning phase, the project manager realizes that project performance win be measured based on budget deviation and revenue, but without consideration for the overall project schedule. What should the project manager do?

A.根据绩效回顾并更新项目进度Review and update the project schedule according to performance

B.回顾进度基线并考虑采用进度绩效指标Review the schedule baseline and consider ad opting a schedule performance indicator

C.专为此项目开发一个时间、成本和范围跟器Develop a time, cost, and scope tracking method exclusively for this project

D.为项目采用正式的变更管理流程Adopt a formal change management process for the project

参考答案：B

解析：根据题干，项目的绩效未考虑项目进度，因此项目经理需要回顾进度基准，并考虑采纳一个进度的绩效指标，以便全面地评估项目的绩效，选B。

第148题 一个项目经理负责几个大型交付物，需要在未来几周内由几位顶尖的开发人员完成。由于交付物的规模和复杂性，无法将工作分配给单个人。项目经理应该首先做什么？A project manager is tasked with large deliverables that require work by several top developers over the next few weeks. Because of the size and complexity of the deliverables the work cannot be assigned to a single person. What should the project manager do first?

A.通过变更控制过程请求额外的开发人员加入项目团队。Request additional developers to join the project team through the change cannot process.

B.使用工作分解结构（WBS）过程拆分交付物，使其更易于进行任务分配。Break down the deliverable by using the work breakdown structure (WBS) process to make more manageable for task assignment.

C.将整个交付物分配给第一个可用的开发人员来领导，并让他们将工作分配给其他开发人员。Assign the entire deliverable to the first available developer to lead and have them assign the work to the remaining developers.

D.将这种情况作为一个风险纳入风险登记册中，确定风险影响和可能的缓解措施，并密切监控。Include the situation as a risk in the risk register, identify risk impacts and possible mitigation measures, and monitor them closely.

参考答案：B

解析：PMBOK 6th，5.4-创建WBS，P156。创建工作分解结构（WBS）是把项目可交付成果和项目工作分解成较小、更易于管理的组件的过程。通过使用WBS，项目经理可以将大型和复杂的交付物细分成更小的、可管理的任务，从而更容易进行任务分配，并对项目的进展进行跟踪和控制。选B。

第149题 项目团队成员希望在随后的迭代中选择特定的具有挑战性的任务。项目负责人如何在下一次迭代中帮助团队成员？A project team member wants to select specific challenging tasks in the subsequent iteration. How can the project lead help the team member in the next iteration?

A.将具有挑战性的任务分配给团队成员。Assign the challenging tasks to the team member.

B.要求产品负责人分配具有挑战性的任务。Ask the product owner to assign the challenging tasks.

C.为未来的冲刺重新安排挑战任务的优先级。Reprioritize the challenging tasks to future sprints.

D.指导团队成员接受具有挑战性的任务。Coach the team member to pick up the challenging tasks.

参考答案：D

解析：敏捷项目中，鼓励团队成员自组织并决定如何完成他们的工作，而不是由项目经理或者其他人分配任务，故选D。

第150题 一个迭代项目的项目经理注意到，回顾事项表明团队对迭代开发的原则不够熟悉。团队开会分析最近由第三方培训师完成的培训中存在的差距。项目经理接下来应该怎么做？A project manager for an iterative project noticed that retrospective items indicate that the team is not fully conversant with the principles of iterative development. The team meets to analyze the gaps in the training that recently concluded with at hird-party trainer. What should the project manager do next?

A.启动混合式开发作为临时方法。Initiate hybrid development as an interim approach.

B.让项目团队自组织并发展他们的技能。Let the project team self-organize and develop their skills.

C.辅导和培训团队以满足项目需求。Mentor and coach the team to meet the project needs.

D.回顾培训合同以确定下一步。Review the training contract to determine thenext steps.

参考答案：D

解析：根据题干，团队已经意识到他们在迭代开发的原则方面存在不足，并明确存在培训差距，第一步先回顾培训合同内容，再辅导团队满足要求，先D后C。

第151题 项目经理在敏捷项目中收集各种信息并整合度量标准，发现团队的工作效率有所下降，每个人开发的项目数量减少了10%，使用根本原因分析（RCA）后，发现是因为对用于建模的一个框架缺乏了解。项目经理下一步应该做什么？A project manager collects various pieces of information and consolidates metrics in an agile project. The project manager finds that there is slack in the team in terms of productivity. The number of items sent to development per person has decreased by 10%, and the project manager used a root cause analysis (RCA) and discovered the reason is a lack of knowledge in one of the frameworks used for modeling. What should the project manager do next?A project manager collects various pieces of information and consolidates metrics in an agile project. The project manager finds that there is slack in the team in terms of productivity. The number of items sent to development per person has decreased by 10%, and the project manager used a root cause analysis (RCA) and discovered the reason is a lack of knowledge in one of the frameworks used for modeling. What should the project manager do next?

A.促进团队成员之间的知识共享和辅导。Foster knowledge sharing and coaching among team members.

B.在项目进度紧张的情况下安排外部培训。Arrange for external training amid the tight project schedules.

C.为表现不佳的团队添加新成员。Add new members for the under performing team.

D.寻求外部专家审查框架。Seek an external expert to review the framework.

参考答案：A

解析：执行关键原因分析后，原因是“对用于建模的一个框架缺乏了解”，使用一个不了解的框架，减少的工作项数量仅为10%，这说明团队成员只是缺乏对这个框架的使用熟练度，而不是对应的专业知识。对于这种情况，增加知识分享可以提高生产率。答案选A。选项B，外部培训的效果未知及消耗时间成本较选项A多，不利用项目进度。选项C，敏捷团队在团队建设完成，不建议轻易更换或增加新成员。选项D，审查的结果不解决根本问题。

第152题 一个项目经理正在规划一个项目，并发现特定项目任务的立法要求将会发生变化。这将发生在项目执行阶段进行到一半的时候，并将影响几个关键工人的许可证，使其不符合要求。项目经理应该怎么做？A project manager is planning a project and identifies that legislation requirements for specific project tasks will be changing. This will occur half way through the project execution phase and will affect a few key workers' licenses, which will become noncompliant. What should the project manager do?

A.立即开始为关键工人安排培训，以确保符合要求。Start scheduling the training for key workers now to ensure compliance.

B.保留当前的关键工人，因为项目已经开始。Maintain the current key workers since the project has already started.

C.更新项目章程，以确保新的立法要求得到满足。Update the project charter to ensure that new legislative requirements are met.

D.启动新工人的招聘活动，以满足许可证要求。Start a recruitment drive for new workers with the licenses required.

参考答案：A

解析：选项A，马上安排培训，以确保符合要求。属于主动遵守法规，为最佳答案。选项B，这种风险应对方式，会将风险隐患保留在项目内。选项C，更新章程，无法解决工人许可证现状不合规的情况。选项D，题干所指工人为关键工人，新工人的工作效果未知，并使项目成本增加。

第153题 在评估当前冲刺进度的每日站会会议期间，团队成员报告了一些由外部供应商管理的组件导致的延迟。项目经理应该如何解决团队成员所关心的问题？During the daily standup meeting that is assessing progress against the current sprint, a team member reports some delays due to a component managed by an external vendor. How should the project manager address the team member's concern?

A.请团队成员独立解决问题，尽量减少进一步的延误。Ask the team member to resolve the issue independently to minimize further delays.

B.请团队成员提供详细信息，以解决与供应商的问题。Ask the team member to provide details to address the issue with the vendor.

C.实施快速跟进，减少延误对冲刺的影响。Implement fast tracking to reduce the impact of the delay on the sprint.

D.更新沟通管理计划，以防止今后再次发生。Update the communications management plan to prevent future reoccurrence.

参考答案：B

解析：在敏捷项目中，项目经理作为仆人式领导，应帮助清除团队面临的任何障碍。在这种情况下，如果有外部供应商导致的问题，项目经理需要获取问题的详细信息，并与供应商沟通，以便寻找解决方案。选B。选项A错误，问题由外部供应商导致的，这超出了团队成员的职责和能力范围。

第154题 一个项目需要安装一个呼叫中心来支持运作，工作日从上午8点工作到下午5点，周末从上午8点工作到晚上12点。项目经理应该做什么？A project requires the installation of a call center to support operations. It is estimated that the call center will need 100 people working on weekdays from 8:00 a.m to 5:00 p.m and weekends from 8:00 a.m to 12:00 p.m. What should the project manager do?

A.与内部员工一起实施呼叫中心，确保按照公司文化开展工作。Implement the call center with internal staff to ensure the work is performed according to the company's culture.

B.与内部50%的人合作，将另外50%的人外包给外部公司。Work with 50% of the people internally and contract the other 50% to an outside company.

C.将分析委托给人力资源部门，以便组织呼叫中心的运营。Delegate the analysis to the human resources (HR) department in order to organize the call center operations.

D.进行备选方案分析，以决定是直接雇人还是与公司签订合同来做这项工作。Conduct an alternative analysis to decide whether to hire people directly or contract with a company to do the job.

参考答案：D

解析：项目问题优先内部解决，在项目经理决定是自制还是外购之前，重要的是要进行分析，权衡每种选择的利弊，选D。

第155题 一个从事IT部署项目的销售人员多次找到项目经理，抱怨他们的加班费被拖欠。项目经理意识到其他团队成员正在领取加班费。项目经理下一步应该做什么？A sales learn working on an IT deployment project approached the project manager on several occasions and complained about nonpayment of their overtime pay. The project manager realized that other team members are receiving their overtime pay. What should the project manager do next?

A.和销售团队讨论一下，找出解决问题的办法。Have a discussion with the sales team to find a solution to the issue.

B.确认原因，并将其作为问题记录。Identify the cause and record it as a problem.

C.指示销售团队与会计部门沟通以解决问题。Direct the sales team to speak with accountin g to resolve the issue.

D.将问题升级给职能经理。Escalate the issue to the functional manager.

参考答案：B

解析：PMBOK 6th，4.3.3.3-问题日志，P96。问题日志是一种记录和跟进所有问题的项目文件，可以帮助项目经理有效跟进和管理问题，确保它们得到调查和解决。遇问题先分析，选项B最佳。在寻求解决方案之前，应先了解问题的根本原因，并将问题记录在问题日志中，用于跟踪和管理。

第156题 在执行阶段的最后一个迭代中，项目的成本绩效指数（CPI）为0.9，进度绩效指数（SPI）为1.0。项目经理应该如何避免预算短缺？During the final iteration of the execution phase, the project has a cost performance index (CPI) of 0.9 and a schedule performance index (SPI) of 1.0. How should the project manager avoid a budget shortfall?

A.遵循风险管理计划。Follow the risk management plan.

B.降低团队的努力利用率。Reduce the team effort utilization.

C.寻找节约成本的机会。Look for cost-saving opportunities.

D.提交更改请求以增加管理储备。Submit a change request to add to the management reserve.

参考答案：C

解析：项目的成本绩效指数CPI＜1，这意味着项目正在成本超支，进度绩效指数SPI＝1，表示项目进度正常。因此，项目经理需要寻找节约成本的机会以改善成本绩效，选C。

第157题 一项新的可再生能源项目的初步可行性研究即将获得批准。为了确保项目时间进度得以维持，必须在初步可行性研究获得批准的同时，继续进行与可行性研究相关的活动。项目经理应该如何操作？A prefeasibility study for a new renewable energy project is nearing approval. To ensure that the project time lines are maintained, activities associated with the feasibility study must continue while the prefeasibility study is being approved. How should the project manager proceed?

A.在等待最终批准时，同时进行初步可行性研究和可行性研究。Proceed with both the prefeasibility and feasibility studies in parallel while waiting for the final approvals.

B.将可行性活动纳入初步可行性研究中，并申请变更项目范围和预算。Include the feasibility activities in the prefeasibility study and apply for a change of scope and budget.

C.在初步可行性研究获得批准的同时，获得许可进行可行性研究作为并执行活动。Obtain approval to proceed with the feasibility study as a parallel activity while the prefeas bility study is approved.

D.在进行可行性研究活动之前，确保初步可行性研究得到批准。Secure approval of the prefeasibility study before proceeding with the feasibility activities.

参考答案：C

解析：根据题干，“初步可行性研究即将获得批准”，为了保持项目时间线，项目经理应该先寻求许可，在初步可行性研究获得批准的同时进行可行性研究，这样可以确保项目进度，同时遵守必要的批准和评审过程，选C。选项A缺乏必要的审批过程。选项B可能导致初步可行性研究的范围扩大，并导致预算增加。选项D错误，等到初步可行性研究批准才开始可行性研究，会影响到项目的时间线。

第158题 到目前为止，一名经验丰富的项目经理从未管理过敏捷项目。由于项目的不确定性，项目经理正在努力定义项目范围，并花费了很长时间试图定义它。项目经理应该做什么？In experienced project manager has never managed an agile project until now. Due to the uncertainty of the project, the project manager is struggling with the definition of the project scope and is taking a long time trying to define it. What should the project manager do?

A.提交变更请求以利用以前的经验，并使用预测型方法管理项目。Submit a change request to leverage previous experience and manage the project using a predictive approach.

B.在开始执行之前，与团队安排一次每日项目定义会议，以定义项目范围。Before starting execution, schedule a daily project definition meeting with the team to define the project scope.

C.开始执行项目，因为项目范围将在整个项目中被定义和重新定义。Start executing the project as the scope will be defined and redefined throughout the project.

D.在开始执行之前，获得产品负责人的部分批准，以确定项目范围计划的基线。Obtain partial approval from the product owner to baseline the project scope plan before starting the execution.

参考答案：C

解析：根据题干，项目有很大的不确定性，适用敏捷方法。在敏捷项目中，提倡拥抱变化，范围在过程中是持续被定义的，选C。

第159题 项目经理正在管理一个新的开发计划，以使某些技术功能自动化。在项目启动期间，项目经理表示需要技术架构师在适当的时间内支持项目。项目发起人将现有的技术架构师告知项目经理，该架构师拥有有价值的知识，但是已经被分配到项目组合级别。项目经理应该为技术架构师角色使用什么参与模型来确保项目成功？A project manager is managing a new development program to automate some technical functions. During project kickoff, the project manager expresses the need for a technical architect to support the project for a moderate amount of time. The project sponsor informs the project manager about an existing technical architect who possesses valuable knowledge but is already assigned at the portfolio level. What engagement model should the project manager use for the technical architect role to ensure project success?

A.聘请一个新的技术架构师，他将完全致力于当前的项目。Hire a new technical architect who would be solely dedicated to the current project.

B.共享现有的技术架构师，以便他们可以分配到当前项目和其他项目。Share the existing technical architect so they can be allocated to the current project and other projects.

C.雇用一个新的技术架构师，他将在当前项目和其他项目之间分担工作。Hire a new technical architect who will share work between the current project and other projects.

D.指派现有的技术架构师专门负责当前的项目。Assign the existing technical architect to solely be dedicated to the current project.

参考答案：B

解析：项目组合中各项目优先度相同，“分配到项目组合级别”是指资源是支持一系列相关项目共同使用。因此选项B正确。 选项A，将增加当前项目成本。选项C，将增加项目组合的成本。选项D，项目发起人已声明此资源已分配到项目组合级别。

第160题 团队需要遵循已定义的网络安全合规性，这是客户项目的强制性要求。项目经理应该采取什么措施来监控项目中的合规性？A team needs to follow defined cybersecurity compliance that is mandatory for a customer project. What should the project manager do to monitor compliance in the project?

A.与团队成员商议。Confer with team members.

B.与安全专家审查。Review with security experts.

C.安排定期项目审计。Schedule regular project audits.

D.与客户讨论。Discuss with the customer.

参考答案：C

解析：PMBOK 6th，8.2.2.5-审计，P294。审计是用于确定项目活动是否遵循了组织和项目的政策、过程与程序的一种结构化且独立的过程。关键词“监控项目中的合规性”，通过项目审计，可以监督对项目管理标准、政策、程序和模板的遵守程度，以验证它们是否符合客户设定的网络安全合规性要求，选C。