1. 一家公司转向采用跨职能团队进行项目开发的敏捷方法，并将项目经理分配到一个关键的项目。项目经理应该如何避免员工辞职的可能性？ A company switches to an agile approach for project development with cross-functional teams,and assigns a project manager to a critical project.What should the project manager use to avoid any possibility of employees resigning?
A. 进行圆桌讨论、研讨会和一对一的会议 Conduct roundtable discussions，workshops，workshops，and one-on-one meetings.
B. 成立一个委员会来确定敏捷方法 Establish a committee to work on defining agile approaches.
C. 要求人力资源部门参与该项目以协助员工管理 Ask the human resource department to become involved in the project to assist with employee management.
D. 为所有项目团队成员协商更好的工资或项目奖金 Negotiate better salaries or project bounses for all project team members.
2. 在冲刺计划会议上，两名团队成员开始就用户故事、优先级和估算展开辩论，并慢慢转变为激烈的争论。作为 Scrum主管，你应该怎么做？ During a sprint planning meeting, two of the team members have started debating and arguing over a user story, its priority, and estimates. This debate is slowly moving towards a heated argument. What steps would you take as a Scrum Master?
A. 告诉团队休息5分钟再继续开会 Tell the team to take a coee break and then come back after 5 mins
B. 将此事上报给双方团队的经理 Escalate the matter to the respective people manager of both the team members
C. 干预并指导团队合作，专业地解决问题 Intervene and guide the team to resolve the matter collaboratively and professionally
D. 谴责两位团队成员在会上的行为如此不专业 Reprimand both the team members in the meeting for behaving so unprofessionally
3. 你是一名 Scrum主管，团队的工作速度正在下降。你会用什么方法来处理这种情况？ You are a Scrum Master. Your team is facing a reduction in their velocity. What would be your approach to handle the situation?
A. 帮助团队清除工作过程中的障碍，并处理他们的行政事务 Help the team by removing the obstacles from their path and handling their administrative tasks
B. 与效率低下的成员交谈，要求他们提高生产力 Talk to the non productive members and ask them to enhance their productivity
C. 制定一个计划让团队回到正轨，并与团队共享该计划 Create a plan to bring the team back on track and share it with the team for action
D. 将问题交给团队，支持他们找到提高生产力的最佳解决方案。敏捷管理始终关注的是团队合作 Take the issue to the team and support them to find the best solution to enhance productivity. Agile is always about team eort and collaboration
4. 一个数据项目中心项目发起人识别到一个通过升级设备技术降低运营成本的机会，这项升级将使项目成本增加12%。该发起人提交了变更请求并遵循变更管理计划，而且变更控制委员会(CCB)批准了该变更。但是在更新记录计划时，公司首席财务官要求项目经理放弃这项变更。项目经理下一步应该怎么做？ The sponsor of a date center project identified an opportunity to reduce operating costs by upgrading equipment technology ,the upgrade will increase the project costs by 12 percent. The sponsor submitted a change request and followed the change management plan, and the change control board (CCB) approved the change . While updating the plan of record , the company CFO asks the project manager to discard the change . What should the project manager do next?
A. 分配该变更进行实施，并遵循规划沟通管理过程 Distribute the change for implementation and follow the plan, communication management process
B. 放弃该变更，并与相关方沟通，不会釆取任何行动 Discard the change and communicate to stakeholders with there will be no action
C. 拒绝该变更，并要求首席财务官与变更控制委员会沟通此事 Reject the change and ask the CFO to communicate this to the CCB
D. 说服首席财务官，可以在不增加预算的情况下实施该变更 Convince the CFO that the change can be implemented without A budget increase
5. 一个项目可交付成果已交付给客户,但未能满足质量标准,项目经理下一步应该做什么? A project deliverable has been delivered to the client,but it falls to meet quality standards.What should the project manager do next?
A. 审查可接受的公差水平 Review acceptable tolerance levels.
B. 调整下一个可交付成果的参数。 Adjust the parameters for the next deliverable .
C. 对可交付成果进行补救工作 Conduct remedial work on the deliverable .
D. 执行根本原因分析,并识别纠正方案 Perform a root analysis,and identify a corrective solution.
6. 由于财务问题，客户取消了一个接近完成的项目。项目经理下一步应该怎么做？ Due to financial issues, a customer canceled a project that is nearly complete . What should the project manager do next?
A. 立即解散所有项目资源 Immediately release all project resources
B. 请求项目发起人批准停止工作 Request project sponsor approval to stop work
C. 记录经验教训 Document the lessons learned
D. 完成剩余任务 Complete the remaining tasks
7. 项目经理正在为一个沟通项目制定—份进度计划。可用的项目信息很模糊，若要解决这个问题，项目经理应该怎么做？ The project manager is developing a schedule for a communication project. The available project information is vague . What should a project manager do to address this?
A. 增加所有活动的总浮动时间 Increase the total float of all activities
B. 使用三点估算确定活动持续时间 Determine activity durations using three-point estimatin g .
C. 为不确定的活动分配应急储备 Assign a contingency reserve for uncertain activities.
D. 与项目团队一起开会，估算活动持续时间 Meet with the project team to estimate activity durations.
8. 项目经理通过将工作包分解到活动中去，识别并记录产生项目可交付成果的具体行动， 结果将产生哪一份文件？ A project manager identifies and documents the specific actions that produce project deliverables by breaking down work packages into activities. What document will be produced as a result?
A. 资源分解结构(RBS) Resource breakdown structure (RBS)
B. 活动资源需求 Activity resource requirements
C. 里程碑清单 Milestone list
D. 活动持续时间估算 Activity duration estimates
9. 一个本地项目在不断扩大,现在将包括来自不同国家的相关方。为了有效管理这些全球相关方,项目经理必须调整哪些现有文件? A local project is expanding and will now include stakeholders from different countries.what existing documentation must the project manager adjust to effectively manage these global stakeholders?
A. 组织沟通需求 Organization communication requirements.
B. 风险登记册 Risk register.
C. 变更控制程序 Change control procedures.
D. 沟通管理计划 Communication management plan.
10. 供应商不断延迟向项目管理团队提交状态报告。项目经理应该怎么做？ A supplier continuously delays submitting status reports to the project management team. What should the project manager do ?
A. 向该供应商发送一封警告信，并暂停向他们付款 Send the supplier a warning letter and withhold payments to them.
B. 修改检查和采购管理计划 Modify the inspections and procurement management plan.
C. 提交请求以变更供应商的范围 Submit a request to change the supplier's scope .
D. 制定风险应对计划 Develop a risk response plan.
11. 在授权资源分配之前，公司的项目管理办公室(PMO)要求项目经理出示批准的项目章程。 但是，项目发起人将在未来三周内休假，相关方希望项目尽快开始。 项目经理该怎么做？ Before authorizing resource assignments, a company’s project management office(PMO) requires that the project manager present the approved project charter. However, the project sponsor is on vacation for the next three weeks. Stakeholders want the project to start as soon as possible . What should the project manager do ?
A. 暂停项目，直到发起人批准项目章程为止 Hold the project until the sponsor approves the project charter.
B. 获得指导委员会的授权 Obtain authorization from the steering committee .
C. 找到可以非正式启动项目的资源，以避免延期 Find resources that can informally start the project to avoid delays.
D. 审查主要项目里程碑，识别潜在的任务压缩以避免延期 Review the main project milestones to identify potential task compression to avoid delays.
12. —个更换关键应用程序的项目将影响多个内部和外部服务。在规划过程中，拥有这些服务的项目相关方未能承诺履行约定活动。项目经理应该如何改进项目相关方的参与程度？ A project that replaces critical applications will affect multiple internal and external services. During the planning process, project stakeholders with these services fail to commit to carrying out the agreed activities. How should the project manager improve the participation of the project stakeholders?
A. 用谈判和沟通 To negotiate and communicate
B. 将这种情况上报给指导委员会 To report this to the Steering Committee
C. 准备一份概率和影响矩阵 To prepare a Probability and Impact Matrix
D. 将这种情况记录在问题日志中 To record this situation in the Issue Log
13. 一位项目经理正在领导一个位于三个不同国家的多元文化项目团队。最近，任务延后变得很常见，团队成员经常发生争论而不合作。 若要减少潜在的冲突，并改善团队沟通和交付，项目经理应该怎么做？ A project manager is leading a multi-culture project team based in different countries. Recently, task slippage has become common, and team members often argue rather than collaborate . What should the project manager do to reduce the urperlyin conflicts, and improve team communication and delivery?
A. 使用批准的虚拟工具安排每周一次的重新调整会议，以确保团队充分参与 Set up a weekly realignment meeting with an approved virtual tool to ensure full team participation.
B. 与每个团队安排一次电话会议，并进行团队建设练习 Schedule a conference call with each team, and conduct a team-building exercise .
C. 为团队成员发送一封电子邮件，鼓励他们一起工作 Email team members encouraging them to work together.
D. 将该问题升级上报给高级管理层 Escalate the issue to senior management.
14. 你是软件开发项目的产品负责人。你的团队正在努力进行新的迭代。软件发布计划在月底进行，一切都在按计划进行。你刚接到客户的电话，他想彻底改变你的团队正在开发的功能，因为他认为这些功能不再重要。你需要更改计划以适应新的需求。什么时候可以在敏捷管理中更改计划? You are the Product Owner of a software development project. Your team is working hard on the new iteration. The release is planned for the end of the month and all is going according to the plan. Just now, you get a call from the customer and he wants to completely change the functionality your team is working on, as he thinks that it is no longer relevant. You need to change the plan to accommodate the request. When can a plan be changed in Agile Management?
A. 在迭代结束时 At the end of the Iteration
B. 当我们发现新情况或需要改变现状时 When we find out something new or when we need to change something
C. 在每日站会上 At the daily standup meeting
D. 一旦做了计划便无法更改 You cannot change once the plan is prepared
15. 项目经理通过每周一次的电子邮件与相关方沟通。在接下来的委员会管理会议上，一名相关方得知项目的状态感到很惊讶，并表明其从未收到任何更新。若要在将来避免这种情况，项目经理应该怎么做？ A project manager communicates with stakeholders via weekly E-mails. At the next board management meeting, a stakeholders is surprised to learn about the project’s status and states they have not received any updates. What should the project manager do to avoid this situation in the future?
A. 查阅项目章程 Refer to the project charter
B. 确保遵循沟通管理计划 Ensure the communication management plan is followed
C. 邀请该相关方参加未来的项目会议 Invite the stakeholder to future project meetings
D. 密切管理该相关方 Manage the stakeholder closely
16. 一个具有多元文化的项目团队分布在不同的地理位置，这会带来挑战，因为密切沟通对团队的成功绩效非常关键，若要最大限度地减少团队的错误沟通，项目经理应该怎么做？ A multicultural project team is geographical distributed, This causes challenges, since close communication is key to the team、successful performance, what should the project manager do to minimize team miscommunication ?
A. 安排每日虚拟会议 Schedule daily virtual conferences
B. 制定并审查项目仪表板 Establish and review the project dashboards
C. 发送每日项目状态报告 Send daily project status report
D. 每天通过电子邮件与团队核对 Check in with the team daily via email
17.
供应商沟通说，某个项目事项的交付将延迟2周时间。项目经理应该怎么做？ A vendor communicates that the delivery of a project item will be delayed by two weeks.What should the project manager do?
A.
实施整体变更控制过程 Implement the Perform Integrated Change Control process.
B.
执行偏差分析 Conduct a variance analysis.
C.
审查合同中的违约赔偿条款 Review the contract clause for liquidated damages.
D.
确定一种执行进度压缩的方法 Identify a way to conduct schedule compression,
18. 一位经验丰富的项目经理加入了一个已经执行六个月的项目。在与相关方的第一次会议期间，项目经理了解到客户担心他们的期望没有得到满足。 项目经理应该查阅哪一份文件来解决这个问题？ An experienced project manager joins a project that has been ongoing for six months.During their first meeting with stakeholder, the project manager learns of a customer concern that their expectations are not being met. What should the project manager refer to address this concern?
A. 项目章程 Project charter
B. 假设日志 Assumption log
C. 范围管理计划 Scope management plan
D. 相关方参与计划 Stakeholder engagement plan
19. 项目经理正在制定相关方参与计划，并识别到一位权力等级较高但在项目中兴趣较低的相关方，项目经理应该如何对待该相关方？ A project manager is developing the stakeholder engagement plan and identifies a stakeholder with a high level of power and a low level of interest in the project. How should the project manager deal with this stakeholder?
A. 重点管理 Manage closely
B. 随时告知 Keep informed
C. 监督 Monitor
D. 令其满意 Keep satisfied
20.
由于突然和极端的汇率波动，进口项目设备的成本增加了27%。项目经理应该如何减轻这个成本超支问题？ Due to sudden and extreme exchange rate fluctuations,the cost of imported project equipment has increased by 27 percent.What should the project manager do to mitigate this cost overrun?
A.
使用变更控制程序来吸收额外成本 Absorb the additional cost using change control procedures.
B.
使用管理储备支付额外成本 Fund the additional cost using the management reserve .
C.
修改成本基准以反映当前状况 Revise the cost baseline to reflect current conditions
D.
采用应急储备补贴成本超支 Subsidize the cost overrun with the contingency reserve .
21. 客户需要批准的产品指南，以便在新的站点实施已完成的项目解决方案。但是，客户却无法实施解决方案，因为可交付成果不能按照已批准需求的规范执行。 若要避免这个问题，项目经理应该事先做什么？ Customer needs the approved product guidelines to implement a completed project solution at a new site . However, the customer cannot implement the solution because the deliverables fail to be executed in accordance with the specifications of the approved requirements. To avoid this problem, what should the project manager do in advance?
A. 完成统计抽样分析 To complete the statistical sampling analysis
B. 应用质量检查 To use the quality check
C. 执行质量审计 To perform the quality audit
D. 核实变更 To verify changes
22. 在项目的规划阶段,一位关键相关方通知项目经理在制定项目章程过程中未考虑一项需求,这一新需求极大地改变关键可交付成果。 项目经理应该做什么? During a project's planning stage,a key stakeholder informs the project manager that a requirement failed to be considered during project charter development.This new requirement greatly diverts from the key deliverable . What should the project manager do?
A. 收集有关该需求的更多详细信息,并启动一个新项目来解决该需求 Gather more details on the requirement,and initiate a new project to address them
B. 向该相关方保证将考虑他们的意见,并保证他们参与项目 Assure the stakeholder that their input will be considered,and guarantee their involvement in the project
C. 告知该相关方该需求超出范围 Inform the stakeholder that the requirement is out of scope
D. 通知发起人并添加该需求 Notify the sponsor and add the requirement
23. 在启动阶段，项目经理意识到主要里程碑与范围不一致，这可能导致误解，项目经理下一步应该怎么做？ During the initiating stage,a project manager realizes that main milestones are misaligned with the scope,which may cause misinterpretation.What should the project manager do next?
A. 在项目管理计划中详细说明范围和可交付成果 Detail the scope and deliverables in the project management plan.
B. 提出一项变更请求，以修改范围和可交付成果 Submit a change request to modify the scope and deliverables.
C. 在项目章程中规定范围和可交付成果 Specify the scope and deliverables in the project charter.
D. 在问题日志中记录误解范围和可交付成果的可能性 Document the possibility of scope and deliverables misinterpretation in the issue lo g .
24. 你正在与客户进行冲刺评审会议。以下哪项不是这次会议的目的？ You are conducting a Sprint Review meeting with the customer. Which is not the purpose of this meeting?
A. 确定交付的故事是否满足客户期望 Find whether the stories delivered meets customer expectation
B. 确保对交付的每一个故事做出了正确的估计 To ensure that right estimations are in place for each of the stories delivered
C. 讨论即将到来的冲刺和应完成的故事 to discuss the upcoming sprint and the stories that should go in it
D. 确定交付的故事是否需要更改 Determine any changes in the stories delivered
25. 正在准备一个大型战略项目的组织雇佣了在该领域有丰富经验的一家国际公司。该公司使用不同的语言,并有文化差异。项目经理知道沟通是项目失败的主要原因,并担心他们缺乏与外国相关方打交道的经验。 若要正确管理信息流,项目经理应该做什么? An organization preparing for a large strategic project hires an international company with experience in this area .This company speaks a different language and has cultural differences.The project manager knows that communication is a primary reason that projects fail,and is concerned about their lack of experience with foreign stakeholders. What should the project manager do to properly manage the information flow?
A. 利用外国公司的经验与相关方进行沟通 Leverage the experience of the foreign company to communicate with the
B. 制定沟通战略,以满足项目及其相关方的需求 Develop a communication strategy that addresses the needs of both the
C. 遵循书面沟通的最佳实践 Follow best practices of written communication
D. 聘请会说当地语言和外语的专业人士 Hire professionals who speak both the local and foreign language
26. 项目团队在交付产品增量时遇到困难，项目经理安排一次回顾总结会议以找出差错。谁应该参加这次会议？ A project team is experiencing difficulties in delivering product increments.The project manager schedules a retrospective to identify gaps. Who should attend this meeting?
A. 指导委员会成员 Steering committee members
B. 所有直接参与项目生产进度工作的成员 All members directly involved in producing progress work fir the project
C. 项目管理办公室(PMO)的负责人和项目经理 The head of the project management office (PMO)and the project manager
D. 参与该项目的每个团队的团队领导 The team leaders of each team involved in the project
27. 项目经理正在核实所有项目可交付成果文件已更新,且所有问题均已解决。这描述了什么过程? A project manager is verifying that all project-deliverable documents are updated and all issues are resolve What process does this decision?
A. 管理项目知识 Manage project knowledge
B. 结束项目或阶段 Close project or phase
C. 监控项目工作 Monitor and control project work
D. 实施整体变更控制 Perform integrated change control
28. 项目经理为一个为期12周的项目安排一次启动大会。两名相关方表示他们无法参加会议。项目经理应该怎么做？ A project manager schedules a kick-off meeting for a 12-week project. Two stakeholders indicate they are unable to attend the meetin g . What should the project manager do?
A. 将会议重新安排在每个人都有空的时间 Reschedule the meeting for a time when everyone is available .
B. 在开始启动大会之前分别与两名相关方开会，以收集他们的意见和承诺 Meet separately with the two stakeholders prior to the kick-off meeting to capture their comments and commitment.
C. 按计划继续开会，并将会议记录发送给两位缺席的相关方 Continue with the meeting as planned and send the meeting minutes to the two absent stakeholders.
D. 将该问题升级上报给项目发起人，已获得缺席相关方的承诺 Escalate the issue to the project sponsor that obtains confirmations from the absent stakeholdrs.
29. 项目经理希望为一个新项目进行风险评估。项目经理应该如何收集所有相关信息？ A project manager wants to facilitate a risk assessment for a new project. How should the project manager collect all relevant information?
A. 标杆对照 Benchmarking
B. 焦点小组会议 Focus group
C. 多标准决策分析 Multicriteria decision analysis
D. 思维导图 Mind mapping
30. 项目经理正在多个国家领导一项产品部署工作，最终部署时间非常紧迫，项目经理必须快速准备估算，项目经理应该使用什么估算技术？ A project manager is leading a product deployment effort in several countries. The final deployment has a tight schedule and the project manager must prepare an estimate quickly.what estimating technique should the project manager use?
A. 类比估算 Analogous estimating
B. 参数估算 Parametric estimating
C. 自下而上估算 Bottom-up estimating
D. 三点估算法 Three-point estimating
31. 在项目执行阶段，项目发起人直接与团队成员和分包商沟通。项目发起人偶尔向他们提供有关实施方法、工作技巧和任务排序的指导。项目经理应该怎么做？ During the project execution phase,project sponsors communicate directly with team members and subcontractors.Project sponsors occasionally provide them with guidance on implementation methods,work skills, and task sequencin g .What should the project manager do?
A. 使用人际关系技能让项目发起人查阅沟通管理计划 Use interpersonal skills to let project sponsors view communication management plans
B. 更新相关方参与计划， 禁止项目发起人与团队和分包商直接沟通 Update the relevant parties to participate in the plan, prohibit project sponsors from communicating directly with teams and subcontractors
C. 更新执行、负责、 咨询和知情(RACI)矩阵 Update execution, responsibility,consulting and informed (RACI) Matrix
D. 将项目发起人与团队 和分包商的沟通更新到问题日志 Update the project sponsors and teams communication with subcontractors to the problem log
32. 在创建组织业务计划的项目期间,项目经理促成与高级管理层一起召开优势、劣势、机会与威胁(SWOT)分析研讨会。项目经理正在实施的是哪一个过程? During a project to create an organizational business plan,the project manager facilitates strengths,weaknesses,opportunities,and threats(SWOT) analysis workshop with senior management.What progress is the project manager implementing?
A. 实施定性风险分析 Perform Qualitative Risk Analysis.
B. 制定风险响应计划 Plan Risk Responses.
C. 规划风险管理 Plan Risk Management.
D. 识别风险 Identify Risk.
33. 涉及一家全球公司10家分公司的项目即将完成，项目经理正在安排召开一次经验教训总结会议，项目经理应该邀请谁来参加会议？ A project that involves 10 branches of a global company is nearing completion.The project manager is scheduling a lessons learned meetin g . Who should the project manager invite to the meeting?
A. 所有相关方 All stakeholders
B. 项目经理的业务部门主管 Head of the business unit of the project manager
C. 项目团队的所有成员 All members of the project team
D. 高级管理层 Senior management
34. 业务开发经理识别到一个机会，通过向现有产品添加一个新功能来扩大市场份额。下一步应该怎么做？ Business development manager identifies an opportunity to increase the market share by adding a new feature to existing product. What should he do in the next step?
A. 任命一名项目经理让项目正式化 To appoint a project manager to formalize the project
B. 开展成本效益分析 To perform cost-benefit analysis
C. 开展优势、劣势、机会与威胁（SWOT）分析 To perform the Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis
D. 制定项目章程 To lay down the Project Charter
35. 一项批准的项目变更将需要一名IT部门的专用资源。该资源的经理没有空提供批准,但马上需要该资源以确保项目保持进度。 项目经理应该怎么做？ An approved project change will require dedicated resources from an IT department. The resource’s manager is unavailable to provide approval, but the resource is needed immediately to ensure that the project stays on schedule . What should the project manager do?
A. 将新工作分配给现有团队成员 Assign the new work to existing team members.
B. 寻求项目发起人的指导 Seek guidance from the project sponsor.
C. 告诉该资源开始工作，并在经理有空时获得批准 Tell the resource to start working and get approval when the manager is available .
D. 查阅变更管理计划 Refer to the change management plan.
36. Charlie是他所在公司的项目经理，该公司正在逐步过渡到敏捷环境。最近，Charlie拿到了一个新项目，该项目与他过去的两个项目非常相似，需求也很简单。你会推荐Charlie采用哪种生命周期？ Charlie is a project manager in his organization which is slowly transitioning to agile environment. Recently, Charlie got a new project which is very much like two of his past projects. Requirements are also straightforwar d . Which technique would you recommend Charlie to adopt?
A. 预测型生命周期 Predictive Life Cycle
B. 迭代型生命周期 Iterative Life Cycle
C. 增量型生命周期 Incremental Life Cycle
D. 混合型生命周期 Hybrid Life Cycle
37. 决定在任何工作进度下不能出现超过特定数量的项目，以便在周期从开始到结束期间更好发现效率不足的情况，这种做法叫什么？ What is the practice called when it is decided that not more than a particular number of items can be present in any particular state in order to identify ineciencies in a cycle from start to finish?
A. 群集 Swarming
B. 限制在制品 Limiting Work In Progress
C. 结对编程 Pair programming
D. 持续整合 Continuous Integration
38. 在一个为期五年的项目执行一年后，项目经理得知，团队人员流动率高的原因在于团队没有收到与正在从事同一个项目的其他团队相同的财务津贴。项目经理预测，因为较高的人员流动率，该项目将遭受两年半的延期。支付额外补偿的金额未包含在合同中，项目发起人不愿意谈判。 项目经理应该怎么做？ By the end of the first year of a five-year project,the project manager realizes that the reason for high team turnover is very high due to the team does not receive the same financial allowances as other teams that are working on the same project.The project manager forecasts that with this high staff turnover rate,the project will suffer a two-and-a-half-year delay.The amount to cover additional disbursements was not included in the contract,and the project sponsor is unwilling to renegotiate . What should the project manager do?
A. 向项目发起人提出一个减少范围的变更请求 Present a change request to reduce scope to the project sponsor,
B. 使用预算储备支付补偿 Pay disbursements using budget reserves.
C. 将该问题升上报给组织的项目集成或项目组合管理办公室 Escalate the problem to the organizatiion’s program or portfolio management office(PMQ).
D. 请求延长工期 Request a schedule extension.
39. 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
40. 项目经理正在规划一项举措，必须交付给之前没有交付经验的世界上某些地方。若要识别全球范围的项目制约因素，项目经理能够做什么？ The project manager is planning an initiative that must be delivered to some parts of the world that have not previously delivered experience . What can a project manager do to identify global project constraints?
A. 审查经验教训 To review lessons learned
B. 与项目发起人一起召开实况调查会议 To hold a fact-finding meeting with the project sponsor
C. 与全球项目相关方头脑风暴 To brainstorm with global project stakeholders
D. 研究事业环境因素 To research the business environmental factors
41. 首席执行官宣布一个新项目，该项目具有成本和时间限制目标，商业论证尚未最终确定。根据经验，项目经理强烈感觉将不能实现这些目标。若要确保项目成功，项目经理应该怎么做？ A CEO announces a new project with cost and time constraint targets.The business case is not yet finalizeBased on experience,the project manager feels strongly that these targets will not be met. What should the project manager do to ensure the project's success?
A. 与项目团队协商承诺长时间工作，并快速跟进该项目 Negotiate with the project team to commit to working long hours,and fast track the project.
B. 与首席执行官会面，并强调可以实现的目标 Meet with the CEO,and highlight what is achievable .
C. 修改项目章程以适应首席执行官的期望 Revise the project charter to accommodate the CEO's expectations.
D. 将首席执行官的假设条件更新到假设日志中 Update the assumption log with the CEO's assumptions.
42.
与供应商签订合同，开发一个对公司整体市场份额至关重要的软件包。在交付软件后，一位相关方通知项目经理需求未得到满足。若要避免这个问题，项目经理应该事先做什么？ A vendor contracted to develop a software packages that is key to company's overall market share .Upon delivery of the software, a stakeholder informed the project manager that requirements were unmet. What should the project manager have done to prevent this?
A.
将该供应商包含在需求开发中，并让他们签署需求文件 Included the vendor in the requirements development and made them sign the requirements document
B.
根据采购管理计划监控供应商的活动 Monitor the vendor's activities according to the purchasing management plan
C.
聘请资源在内部生产产品，以确保完全控制输出 Hired resources to produce the product internally to ensure complete control of the output
D.
为供应商的公司分配一名人员，以确保在整个开发过程中遵循需求 Assigned a resource to the vendor's company to ensure that requirements were followed throughout the development
43. —个相关方认为最近一个项目的可交付成果没有实现，若要获得该相关方的批准，项目经理应该怎么做？ A stakeholder believes that a recent project's deliverables were not achieve .What should the project manager do to gain this stakeholder's approval?
A. 分析该相关方的需求和期望并审查项目范围 Analyze this stakeholder's needs and expectations and review the project scope .
B. 与该相关方一起审查项目章程 Review the project charter with this stakeholder.
C. 与该相关方一起审查质量管理计划 Examine the quality management plan with this stakeholder.
D. 获得该相关方的新需求并执行风险分析 Obtain the stakeholder's new requirements and perform a risk analysis
44. 为了监控项目进度，一个敏捷团队计划选择一个工具来显示在某个时间已经处理了多少工作。哪个工具可以实现这个目的？ In order to monitor their project progress, an agile team is planning to pick a tool to show how much work is being handled at a particular time . Which tool would do that?
A. 工作分解结构 Work breakdown structure
B. 看板面板 Kanban Board
C. 工作进度结构 Work Progress Structure
D. 区块链 Blockchain
45. 采购部门通知项目经理项目管理软件已更新。团队成员没有使用此更新过的软件经验，但需要此项技能来完成项目。项目经理应该怎么做？ A procurement department notifies a project manager that the project management software has been update d .Team members have no experience working with this update,but will need the skills to complete the project.What should the project manager do?
A. 请求额外的时间来培训资源 Request additional time to train resources.
B. 更新资源管理计划 Update the resource management plan.
C. 聘请熟悉这项更新的外部资源来完成工作 Hire an external resource familiar with the update to complete the job
D. 要求供应商提供主题专家(SME)来培训团队 Ask the vendor to supply a subject matter expert(SME)to train the team.
46. 一个项目跨越不同国家，且时间紧迫，公司未来的成功取决于是否满足最后期限。项目经理应该使用什么工具或技术来提高团队执行能力？ A project spans different countries and has a tight schedule .The company’s future success depends on meeting the deadline . What tool or technique should the project manager use to enhance the team's ability to perform?
A. 基本规则 Ground rules
B. 集中办公 Collocation
C. 虚拟团队 Virtual teams
D. 培训 Training
47. —位新团队成员加入一个项目。项目经理的纪律严明，并期待按时参加每周会议。这位新成员来自一个文化自由的组织，习惯性参加各种会议迟到，当被问到为什么迟到，该团队成员回应说他们忙于处理可交付成果，他们认为应该优先处理可交付成果。项目经理应该怎么做？ A new team member joins a project.The project manager is highly disciplined and expects timely participation in weekly meetings. The new member comes from an organization with a liberal culture and,out of habit is continually late for meetings.When asked why,the team member responds that they are busy working on deliverables,which they believe have priority.What should the project manager do?
A. 暂停该团队成员的工作并解释这种行为是不允许的 Suspend the team member and explain that this behavior is not permitted
B. 再次与该团队成员会面，解释守时至关重要 Meet with the team member again to explain that punctuality is crucial.
C. 忽略这种行为，因为这名团队成员正在确保工作不受影响 Ignore the behavior,as this team member is ensuring that work is not affected,
D. 强调基本规则并影响团队，以便所有人都了解并遵守这些规则 Highlight ground rules and influences the team so that these rules arc understood and followed by all.
48. 一个矩阵型组织的项目经理注意到一个资源正在进行大量的加班工作来完成项目任务。项目经理下一步应该怎么做？ A project manager in a matrix organization notice that a resource is working a significant amount of overtime to complete project assignments. What should the project manager do next?
A. 将该问题上报给项目发起人 Escalate the issue to the project sponsor.
B. 将该信息更新到问题日志中 Update the issue long with this information.
C. 与资源经理讨论这种情况 Discuss the situation with the resource’s manager.
D. 将该信息更新到风险登记册中 Update the risk register with this information.
49. 一家公司计划扩大其公司网站的服务范围。项目经理开始根据批准的项目章程收集详细的需求。 项目经理应该怎么做才能就项目的可交付成果达成一致意见？ A company plans to expand the service scope of its corporate website . The project manager starts to collect detailed requirements based on the approved project charter. What should the project manager do to reach a group consensus on the project's deliverabies?
A. 与相关方和主题专家(SMEs)—起召开焦点小组会议 Conduct a focus group with stakeholders and subject matter experts(SMEs).
B. 与关键相关方一起使用引导技术 Use facilitation skills with key stakeholders.
C. 与相关方一起进行头脑风暴 Brainstorm with the stakeholders.
D. 访谈关键相关方和发起人，以获取有关需求的更多信息 Interview key stakeholders and sponsors to obtain additional information about requirements.
50. 一个新的政府法规将要求对一个处于开发阶段的产品进行变更。项目团队在项目开始时修订项目管理计划以实施新的需求，而非在后期添加需求。这应该使用什么类型的变更请求？ A new government regulation will require changes to a product under development. The project team revises the project management plan at the start of the project to implement new requirements rather than add requirements later. What type of change request should be used?
A. 纠正措施 Corrective action
B. 主动措施 Active action
C. 预防措施 Preventive action
D. 更新措施 Update action
51. 在审查进度计划时，项目经理发现由于一个意外问题导致存在严重的范围蔓延。项目经理应该怎么做？ While reviewing the schedule, the project manager discovers is sigfiiflcant scope creep due to an unforeseen issue . What should the project manager do?
A. 停止与该问题相关的工作，并通知项目发起人 Stop the work related to the issue, and imform the project sponsor.
B. 更新风险登记册并通知发起人 Update the risk register, and notify the project spolsor.
C. 向变更控制委员会(CCB)提交变更请求，并更新项目基准 Submit a change request to the change control board(CCB), and update the project baseline .
D. 使用因果图执行根本原因分析，并更新风险管理计划 Perform a root cause analysis using a causc-and-effect diagram, and update the risk
52. 你的公司最近采用了Scrum方法，团队成员很沮丧，因为他们现在必须每天开15分钟的会。每日站会的目的是什么？ Your organization has recently adopted scrum methodology. Your team members are frustrated as they now must meet on daily basis for 15 minutes. What is the purpose of daily scrum?
A. 自我组织 To self-organize
B. 计划 To plan
C. 降低风险 To mitigate risks
D. 以上都对 All of the above
53. 项目发起人要求项目经理确保在预算范围内交付产品，项目经理应使用什么技术？ A project sponsor ask a project manager to ensure that a product is delivered within budget. What technique should the project manager use?
A. 成本效益分析 cost-benefit analysis
B. 预防成本 Prevention costs
C. 面向X的设计 Design for X
D. 统计抽样 Statistical sampling
54. 在举行每日站会时， Scrum主管的重点应该是什么？ What should the focus be of the Scrum Master while holding a daily standup meeting?
A. 重点应该是从所有人那里获取进度更新 The focus should be to get status updates from all
B. 重点应是了解与项目计划差多少 The focus should be to identify deviations from the project plan
C. 重点应是了解是否出现无法赶上时间表的进度落后现象 The focus should be to identify the delays that will lead to not meeting the timelines
D. 重点应该是与团队一起制定每日计划，并协助他们更积极地完成工作 The focus should be to create a daily plan with the team and to assist them to do their work more eectively
55. 项目发起人任命一位高级工程师到指导委员会，来帮助监督项目管理计划。该工程师经常不同意由项目团队制定的计划，并在提交标准之前对项目管理计划表达严重关切。项目经理应该怎么做？ The project sponsor appoints a senior engineer to the steering committee to help oversee the project management plan.The engineer often disagree with the plans produced by the project team,and expresses critical concerns about the project management plan before it is submitted for approval. What should the project manager do?
A. 通知项目发起人，该工程师延迟了规划过程 Inform the project sponsor that the engineer is delaying the planning process
B. 与指导委员会一起审查项目计划，并解决该工程师提出的任何问题 Review the project plan with the steering committee,and address any concerns that are raised by the engineer
C. 与工程师进行私下会议，了解并解决他关切的问题 Conduct a private meeting with the engineer to understand and address their concerns
D. 提交项目管理计划，并在以后通过遵循变更管理程序解决该工程师的关切问题 Submit the project management plan,and address the engineer's concerns at a better time by following change management procedures
56. 项目经理计划在一个月内部署一个全球性项目。但是，多名经理联系项目发起人，表示缺乏对项目可交付成果的认识。规划期间，项目经理应完成下列哪一项？ A project manager plans to deploy a global project in one month . However, several managers have contacted the project sponsor indicating a lack of awareness of project deliverables. What should the project manager have done during planning?
A. 开展项目影响分析.安排进度活动并采取行动 Conducted a project impact analysis, scheduled activities, and taken actions
B. 审查项目章程澄清范围 Reviewed project charter to clarify scope
C. 安排每周风险审查会议 Scheduled weekly risk review meetings
D. 识别项目相关方，并将其包含进沟通管理计划中 Identified project stakeholders and included them in the communications management plan
57. 项目经理正在为一个新项目制定项目进度计划，根据项目经理的经验，该项目需要两年才能完成。然而，公司总监要求该项目在18个月内完成。项目经理应该怎么做？ A project manager has prepared project schedule for a new project. According to the project manager’s experience, the project will take two years to complete . However, the company director requests that the project is to be completed in 18 months. What should the project manager do?
A. 根据总监的要求修订项目进度计划 Revise the project schedule based on the director's request.
B. 使用资源平衡，来平均项目团队成员的任务 Use resource leveling to even out project team member tasks.
C. 减少项目范围以满足修订的项目进度计划 Reduce the project scope to meet the revised project schedule .
D. 保持项目进度计划不变，但显示这种变更对其他制约因素的影响 Keep the project schedule unchanged, but show the impact this change would have on other constraints.
58. 在一个IT基础设施设备项目的执行阶段，IT经理要求提供比预算中最初包含的服务器更昂贵的服务器，项目经理应该怎么做？ During the execution phase of an IT infrastructure project,the IT manager requests a more expensive server than the one that was initially included in the budget.What should the project manager do?
A. 执行风险评估 Conduct a risk assessment
B. 提出变更请求 Initiate a change request
C. 在范围说明书中核实该请求 Validate the request with a scope statement
D. 批准该请求 Approve the request
59. 项目团队正在对一家制造公司的原型进行质量检查，在控制图上连续七个点落在平均线上方，但处于控制界限内。 质量过程的绩效水平是什么？ The project team is conducting a quality check on the prototype of a manufacturing company, seven consecutive points fall above the average line on the control chart, but within the control limits. What is the performance level of the quality process?
A. 在规格界限内 Within the specification limits
B. 在规格界限外 Out of the specification limits
C. 失控 Out of control
D. 处于控制当中 Under control
60. 任命的项目经理获悉，相关方对已识别到的项目问题和风险非常担心，他们对一个多月没有收到任何沟通表示不满。 项目经理应该怎么做？ A newly appointed project manager learns that stakeholders are concerned about identified project issues and risks. They are dissatisfied that for over a month no communications have been receive What should the new project manager do?
A. 实施现有沟通管理计划和相关方参与计划 Implement the existing communications management and stakeholder management plans.
B. 更新沟通管理计划和相关方参与计划，并立即向相关方提供有关问题和风险的信息 Update the communications management and stakeholder management plans and provide immediate communication regarding the issues and risks to the stakeholders.
C. 与相关方开会以确定沟通所需的频率，然后立即向他们提供有关这些问题和风险的信息 Meet with stakeholders to determine the frequency required for communications, then immediate provide them with information regarding the issues and risks.
D. 与关键相关方开会，然后更新沟通管理计划和相关方参与计划 Meet with the key stakeholders then update the communications management and stakeholder management plans.
61. 在一个项目的结束阶段，项目经理和供应商对所交付的工作是否符合要求存在冲突。若要解决这个问题，项目经理应该查阅哪一份文件？ At a project ending phase , the project manager and a vendor are confiscate about whether the work delivered meets requirements. What should the project manager reference to resolve this ?
A. 项目章程 Project Charter
B. 建议邀请书(RFP) Request for proposal（RFP）
C. 工作说明书(SOW) Statement of work
D. 工作分解结构(WBS) Work breakdown structure（WBS）
62. 项目经理识别到一项需要特殊知识的任务，但团队成员都没有这方面的知识，项目经理认为即将开展的项目也会出现类似的情况。项目经理下一步应该怎么做？ The project manager identifies a task that will require special knowledge but none of the team members have this knowledge . The project manager believes a similar situation will occur in an upcoming project. What should the project manager do next?
A. 为团队准备一个培训课程，并考虑到成本和时间 Prepare a training session for the team, taking into consideration cost and time .
B. 请客户修改需要这些特殊知识的可交付成果 Ask the client to modify deliverables that require this special knowledge .
C. 将团队成员更换为更有经验的人员 Replace members of the learn with more experienced individuals.
D. 提交变更请求，以修改项目范围 Submit a change request to modify the project scope .
63. 项目经理得知，因为未得到足够的支持，一位团队成员无法满足指定的截止日期。原计划由另一个部门的职能经理直接管理的一位人员能支持该团队成员，但因其超负荷无法完成，组织内没有其他资源可用。项目经理应该怎么做？ A project manager learn member could not meet assigned deadline because adequate support was not receive An overloaded resource, who is directly managed by a functional manager in another department was scheduled to support this team member, but was unable,no other resources are available within the organization. What should the project manager do?
A. 联系该超负荷人员的职能经理，并审查该资源日程计划 Engage with the overloaded resource’s functional manager,and review the resource scheduling plan
B. 要求该团队成员与该超负荷人员联系，以解决该问题 Ask the team member to engage with the overloaded resource to resolve the problem
C. 要求该超负荷人员的职能经理解决该问题 Ask the overloaded resource’s functional manager to resolve the issue
D. 与团队开会，以解决该问题 Meet with the team to resolve the issue
64. 一位一直使用瀑布管理方式的新的产品负责人正在努力学习使用敏捷估算。作为Scrum主管，你需要告诉他敏捷估算和瀑布估算有什么不同。你会怎么说？ A new product owner who normally works with waterfall is struggling to use agile estimations. You as a Scrum Master must tell him how agile estimation is different from that of waterfall. What would you tell?
A. 瀑布估算是迭代的 Waterfall estimation is iterative
B. 敏捷估算是迭代的和及时的 Agile estimation is iterative and just in time
C. 在敏捷中，估算是预先完成的 In agile, estimation is done up front
D. 在瀑布中，估算是分阶段进行的 In waterfall, estimation is done in phases
65. 鲍勃是一名 Scrum 主管。他和敏捷团队与产品负责人一起为他们将要开发的新应用程序编写用户故事。为了进一步分析故事，鲍勃建议使用MoSCoW技术。MoSCoW 代表什么？ Bob is a scrum master. He and the agile team worked with product owner to write the user stories for the new application that they will be developin g . To further analyze the stories, Bob recommended to use MoSCoW technique . MoSCoW stands for?
A. 必须有，应该有，可以有，不会有 Must have, Should Have, Could Have, Won’t Have
B. 必须有，应该有，可以有，将会有 Must Have, Should Have, Could Have, Would Have
C. 可能有，应该有，本来可以有，不会有 Might Have, Should Have, Could Have, Won’t Have
D. 可能有，应该有，可以有，将会有 Might Have, Should Have, Could Have, Would Have
66. 某个特定采购商品的原料成本预计增加发生，项目经理首先应该怎么做？ A planned increase in raw material costs for a specific procurement item occurs. What should the project manager do first?
A. 通知发起人 Inform the sponsor
B. 执行储备分析 Perform a reserve analysis
C. 执行实施整体变更控制过程 Conduct the Perform Integrated Change Control process
D. 研究偏差的原因 Research the reasons for the deviation
67. 在项目规划期间,项目经理希望将尽可能多的成本超支风险转移给供应商。项目经理应使用哪一个合同类型? During the project planning,the project manager wants to transfer as many cost overrun risks as possible to the supplier.What type of contract should the project manager use?
A. 固定总价(FFP) Firm fixed price(FFP).
B. 总价加经济价格调整(FPEPA) Fixed price with economic price adjustment(FPEPA).
C. 成本加激励费用(CPIF) Cost plus incentive fee(CPIF).
D. 成本加固定费用(CPFF) Cost plus fixed fee(CPFF).
68. 公司推出一项新产品，预估实施质量控制系统将花费100万美元，预期的故障和潜在维修成本估计为50万美元。项目经理应该提出什么建议？ A company launching a new product estimates that implementing a quality control system will cost $1 million, expected failures and potential repair costs are estimated at US$500,000. What should the project manager propose?
A. 在做出决定之前考虑声誉损失成本 Factoring in the loss of reputation costs before making A decision
B. 实施质量控制系统，因为这是质量成本(COQ) Implementing a quality control system, as this is the cost of quality (COQ)
C. 不实施质量控制系统，因为非一致性成本较低 Not implemented a quality control system, as the cost of nonconformance is less
D. 实施质量控制系统，因为质量控制是最佳实践 Implement a quality control system, as quality control is a best practice
69. 公司聘用一名项目经理来协调一个期限紧迫的敏捷项目，项目经理和敏捷团队都由一位项目组合经理管理，该项目组合经理倾向于根据需要将开发人员重新分配给其他紧急事项，当项目经理与其接洽时，项目组合经理坚持认为他有权根据需要调动资源，项目经理应该怎么做？ A Company hires a project manager to coordinate an agile project with tight deadlines, The project managers and the agile team are all managed by a portfolio manager who has a tendency to reassigned developers to other urgent items as needed, when approached by the project manager , the portfolio manager is adamant that he have the authority to more required, what should the project manager do?
A. 将此问题提升为问题日志中的问题 Raise this ad an issue in the issue log
B. 更新风险登记册 Update the risk register
C. 将此问题升级上报给项目组合经理的主管 Escalate it to the portfolio manager's supervisor
D. 请求额外的资源 Request additional resources
70. 在项目执行期间，团队识别到几个变更请求，其中包括项目成功所需的功能，这些功能未能包含在需求跟踪矩阵中。若要避免这种情况，项目经理事先应该做什么？ During project execution, the learn identifies several change requests that include functionality needed for project success. These failed to be included the requirements traceability matrix. To avoid this, what should the project manager do beforehand?
A. 创建工作分解结构(WBS) Created a work breakdown structure (WBS)
B. 定义范围 Defined the scope
C. 核实范围 Validated the scope
D. 控制范围 Controlled the scope
71. 一位新项目经理负责管理一个处于规划阶段之后的项目。新项目经理应该审查什么以确定团队的角色和职责？ A new project manager assumes a project after its planning phase, what should the new project manager review To identify the team's roles and responsibilities ?
A. 组织结构图 Organizational chart
B. 资源管理计划 Resource management plan
C. 项目章程 project charter
D. 工作分解结构(WBS) Work breakdown structure (WBS)
72. 为了限制项目变更的数量，项目经理制定了一个严格的变更管理计划，该计划只允许批准减轻主要潜在风险或已实现风险的变更。团队成员提出一个范围变更，该范围变更将消除对落后于进度的外部项目的依赖。项目经理应该做什么? To limit the number of project changes, the project manager establishes a strict change management plan that allows only changes that mitigate major potential or realized risks. Team members propose a scope change that will eliminate the dependency on external projects that are behind schedule . What should a project manager do?
A. 与发起人和外部项目经理讨论提议的变更 Discuss the proposed change with the sponsor and external project manager.
B. 拒绝该变更，因为根据变更管理计划应避免所有变更 Reject the change because all changes should be avoided according to the change management plan.
C. 接受该变更，因为这是一项预防措施 Accept the change，as it is a preventive action.
D. 同意该变更，因为这是一项纠正措施 Agree the change as this is a corrective action.
73. 项目经理A认识到需要额外资源来按时完成项目，并请求项目经理B提供资源方面的协助。 如果项目经理B同意，应审查哪一份文件？ Project manager A realizes that additional resources are required to complete their project on time and asks project manager B for assistance with resources.If project manager B agrees, what document should be reviewed?
A. 项目人员配备 Project staff assignment
B. 资源日历 Resource calendar
C. 项目组织图 Project organization chart
D. 团队绩效评估 Team performance assessments
74. 项目经理正在管理一个进度紧张的项目。团队成员位于全国各地,非常繁忙,对关注经验教训登记册并不感兴趣。 若要确保准备、管理并跟踪经验教训,项目经理应该做什么? A project manager is leading a project with tight schedules.Team members,who are located in different regions across the country,are busy and uninterested in focus on the lessons learned register. What should the project manager do to ensure that the lessons learned are prepared,managed,and tracked?
A. 安排定期电话会议,以收集信息并更新经验教训登记册 Organize regular conference calls to collect information and update the lessons learned register
B. 组织项目结束会议,以便团队成员可以报告问题并应用最佳实践 Organize an end-of-project meeting so that team members can report issues and applied best practices
C. 要求每个团队成员在有时间时更新经验教训登记册 Require each team member to update the lessons learned register when they have time
D. 分配一名资源用问题日志来准备和更新经验教训登记册 Assign a resource to prepare and update the lessons learned register using the issue log
75. 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
76. 项目经理负责管理一个项目，该项目旨在推出一项新服务，项目经理得知，技术部门对于使用已提供的培训来操作这项服务感到不自信。项目经理首先应该怎么做？ A project manager is working on a project to launch a new service . The project manager realizes that the technical department does not feel confident about operating the service the training they have been given.What should the project manager do firs
A. 完成一项变更控制要求并将该问题纳入经验教训中 Complete a change control requirement and include the lessons learned
B. 建议团队与指定的相关方一起审查验收标准 Advise the team to review the acceptance criteria with the assigned stakeholders
C. 将可交付成果转移给对操作这项服务更有信心的另一团队 Transfer the deliverables to another team who ice Is more confident in operating the service
D. 停止项目以确认操作员对接受的培训感到满意 Stop the project to verify that the operators fed comfortable with the training received
77. 一个新项目完工所需成本的不确定性很高。项目经理应该用什么方法来确定预期成本？ A new project has high uncertainly in the cost required for completion.What approach should the project manager use to determine the expected costs?
A. 类比估算 Analogous estimating
B. 统计技术估算 Statistical techniques estimating
C. 参数估算 Parametric estimating
D. 三点估算 Three-Point estimating
78. 相关方已就项目可交付成果，关键里程碑以及角色与职责达成一致意见，项目经理与商业分析师开会，以评估项目的详细需求，项目经理首先应该怎么做？ Stakeholders have agreed on project deliverables, key milestones, and roles and responsibilities. The project manager meets with the business analyst to assess the project’s detailed requirements. What should the project manager do first?
A. 安排需求评审会议 Arrange a requirements review meeting
B. 分享项目章程 Share the project charter
C. 制定范围管理计划 Develop the scope management plan
D. 审查工作分解结构(WBS) Review the work breakdown structure (WBS)
79. 一个项目落后于进度，并超出预算。由于相关方压力增大，项目团队是在高压下工作，这导致了质量与生产经理之间的冲突，每一方都为项目延误和成本超支而指责对方。项目经理应该怎么做？ A project is behind schedule and over budget. As a result of increased stakeholder pressure, the project team has been placed under serious duress. This causes a conflict between the quality and production managers, with each blaming the other for the delays and cost overruns. What should the project manager do?
A. 与两位经理会面，并要求他们立即结束冲突，以避免对项目造成负面影响 Meet with both managers, and ask them to immediately and end the conflict to avoid negatively impacting the project.
B. 与相关方讨论该情况，并遵照他们的建议处理冲突 Discuss the situation with the stakeholders, and follow their suggestions for dealing with the conflict.
C. 与两位经理的主管会面，讨论可能的行动 Meet with the managers' supervisors to discuss possible actions.
D. 查阅团队章程以了解如何处理这个冲突的指导方针 Refer to the team charter for guidelines on how to deal with this conflict.
80. 公司进行重组，导致项目团队发生变化。项目经理应该怎么做？ A company restructures, which results in changes to the project team. What should the project manager do?
A. 与新的团队成员确认商业论证 Validate the business case with the new team members.
B. 参阅组织分解结构(OBS) Reference the organizational breakdown structure(OBS)
C. 执行相关方分析 Perform a stakeholder analysis.
D. 与新的团队成员审查项目需求 Review the project requirements with the new team members.
81. 一个系统成功发布并且已平稳运行超过两周时间，项目经理要求相关方正式验收，但是利益相关方希望做出他们认为易于实施的轻微变更。 项目经理应该如何才能获得该变更的正式验收？ A system launched successfully and has been running smoothly for more than two weeks. The project manager requests formal acceptance from stakeholder, but one stakeholder wants to make a slight change they believe will be easy to implement. What should the project manager do to gain formal acceptance of the change?
A. 将该变更升级上报给项目发起人进行验收 Escalate the change to the project sponsor for acceptance .
B. 更新变更日志，并开始实施 Update the change log and start implementin g .
C. 保持约定的验收标准，并请求相关方批准 Maintain the agreed-upon acceptance criteria, and request stakeholder approval.
D. 与团队开会评估该请求 Meet with the team to evaluate the request.
82. 一位具有独特和关键技能的主题专家(SME)不愿接受项目经理的指令，项目经理首先应该怎么做？ A subject matter expert (SME) with unique and critical skills will not accept the authority of the project manager. What should the project manager do first ?
A. 与该主题专家的直线经理开会以解决该冲突 Meet with the SME line manager to resolve the conflict
B. 与该主题专家一起审查项目管理计划以核实所有团队角色 Review the project management plan with the SME to validate all team roles
C. 要求项目发起人替换该主题专家 Ask the project sponsor to replace the SME
D. 更新资源管理计划和风险登记册 Update the resource management plan and the risk register
83.
一位项目团队成员决定，如果所有功能都已经交付那么让客户参与一些替代设计是不必要的，整个团队决定只让技术部门参与进行最好的产品设计。用户验收测试后，客户对所选的设计有所抱怨。为了确保客户接受项目可交付成果，项目经理应该做什么？ A project team member decides that engaging the customer on some alternative designs is unnecessary if all functionalities are delivere d . The entire team decides only to engage the technical department on the designing for best product. After user acceptance testing, the customer complains about the selected design. To ensure that the customer accepts the project deliverables, what should the project manager do?
A. 与客户沟通产品设计是由技术团队决定的 Communicate to the customer that the project design is determined by the technical team.
B. 要求客户接受项目可交付成果，因为它们符合所有约定的功能要求 Ask the customer to accept the project deliverables, as they meet all agreed functional requirements.
C. 确保客户和技术团队协作选择新产品设计 Ensure that both the customer and technical team collaboratively selects the new product design.
D. 将设计问题更新到问题日志中并继续执行项目 Update the issues long with the design issue and continue with project execution.
84. 虽然某个可交付成果已遵循质量控制过程,但客户对其质量表示不满,项目经理首先应该做什么? Although the quality control process was followed for a deliverable,the customers express displeasure with its quality. What should the project manager do first?
A. 将该问题升级上报给合同经理 Escalate the issue to the contract manager.
B. 继续执行该项目,因为可交付成果已通过质量控制检查 Continue to execute the project because the deliverables have passed the quality control checks.
C. 审查内部质量控制流程 Review the internal quality control process
D. 将可交付成果的质量与验收标准进行比较 Compare the quality of deliverables with acceptance criteria
85. 作为新团队的敏捷教练，你正在解释不同的角色及其对应的职责。你正在谈论自己当前的角色，并告诉他们，别人期望你这个角色做什么工作，哪项工作不包括在内？ As an agile coach for a new team, you are explaining the roles and associated responsibilities of those roles. You are talking about your own role at present and telling them what is expected out of you. Which activity is not expected from you?
A. 确保团队理解产品和项目的愿景 Ensure team's understanding of the product and project vision
B. 为团队成员提供培训和资源 Provide trainings and resources to the team members
C. 消除团队前进路上的障碍和干扰 Remove impediments and distractions from the team's path
D. 在冲突开始时处理冲突 Handle conflicting situations as and when they start
86. 在新项目启动会议期间，生产经理拒绝接受批准的章程，因为项目需要采购新设备。然而，项目经理通知项目发起人，由于生产经理缺席，章程未能包括设备采购。项目经理下一步应该怎么做？ During a new project’s kick-off meetin g .a production manager refuses to accept the approved charter because the project will require the procurement of new equipment.The project manager then informs the sponsor that the charter failed to include equipment procurement because the production manager was absent.What should the project manager do next?
A. 与客户一起审查生产经理关切的问题 Review the production manager’s concern with the client.
B. 记录生产经理关切的问题，并在项目启动大会之后获得他们的支持 Record the production manager’s concern and obtain their support after the kick-off meetin g .
C. 开展另一项成本效益分析，包括生产经理的反馈 Conduct another cost-benefit analysis that includes the production manager’s feedback.
D. 向生产经理解释设备成本不会影响项目业务价值 Explain to the production manager that equipment costs will not impact project business value .
87. 一份设备报价邀请书(RFQ)在报纸上公布了。一些供应商要求举行投标前会议,一些供应商询问有关设备类型的问题,还有一家供应商提交的报价远低于公司估算的价格。若要避免这个问题,项目经理应该事先做什么? A request for quotation(RFQ) for equipment is published in a newspaper.Some vendors request pre-bid conferences,some ask questions about the type of equipment,and one vendor submits a quote much lower than the company estimate .What should the project manager have done to avoid this?
A. 要求有更多此设备经验的供应商 Requested vendors with more experience with this equipment.
B. 延长提交报价的时间 Extended the time to submit quotations.
C. 遵循采购管理计划 Followed the procurement management plan.
D. 将所有详情包含进工作说明书(SOW)中 Included all details in the procurement statement of work(SOW).
88. 一家组织在一个发展中国家启动一个大型项目。项目经理同时也是当地的一位相关方，非常支持这个项目。在项目执行期间，该项目经理调到另一个国家工作，新项目经理对该项目的支持较少，因为该项目使用了许多专注于其他日常职责的当地资源。项目经理应该审查哪份文件？ An organization initiates a large project in a developing country. The project manager, who is also the local stakeholder, is very supportive of this project. During project execution, the project manager is transferred to another country. The new project manager is less supportive of the project because it uses many local resources that could be focusing on other daily responsibilities. What document should the project manager review?
A. 组织过程资产 Organizational process assets
B. 相关方参与评估矩阵 Stakeholder engagement assessment matrix
C. 项目管理计划 Project management plan
D. 相关方参与计划 Stakeholder engagement plan
89. 项目经理正在管理一个为期五年，价值2亿美元的项目，程序文件管理被列为项目发起人的主要需求，优先级甚至超过了设计本身。在以文件化设计的形式确定关键可交付成果后，项目经理与文件管理员签订合同。在这种情况下，项目经理风险管理计划的关键组成部分是哪份计划？ A project manager is working on a five-year, US$200 million project. Procedural document management is listed as the sponsor’s main requirement, prioritized even above the design itself . After identifying key deliverables in the form of documented designs, the project manager contracts a document controller. In this case, what plan is the key component of the project manager's risk management plan?
A. 需求管理计划 Requirements management
B. 成本管理计划 Cost management
C. 资源管理计划 Resource management
D. 质量管理计划 Quality management
90. 在为一个有预算限制的项目生成状态报告时，项目经理发现该项目比进度计划落后一周。若要将项目拉回正轨，项目经理应该怎么做？ While generating the status report for a budget-constrained project, the project manager identifies that the project is one week behind schedule . What should the project manager do to bring the project back on track?
A. 重新分配关键路径活动的团队成员 Reallocate team members on critical-path activities.
B. 向项目发起人要求额外的时间 Request additional time from the project sponsor.
C. 请求项目管理办公室(PMO)增加团队成员。 Ask the project management office (PMO) for additional team members.
D. 执行资源优化 Perform resource optimization.