×反例14.敏捷–角色–教练/项目经理–仆人式领导–职责–核心工作–消除障碍；–作用–促进合作（关键字：合作，一起解决问题）–不是出现“合作”就一定选

131、 [单选] 一个项目经理被分配到一个针对客户的分析项目。项目经理需要确保团队的表现始终领先于预计的交付进度。项目经理在推动项目未来的冲刺周期上应该采取哪些措施？

A project manager is assigned to an analysis project for a customer. The project manager needs to keep the performance of the team a step ahead of the estimated delivery schedules. What should the project manager do to impact the sprint cycles going forward on the project?

A：增强团队的能力，以改善冲刺周期，并提供每周趋势报告。
Build the capacity of the team to improve sprint cycles and provide weekly trend reports.

B：聘请项目管理专家向团队解释在冲刺周期中工作的速度。
Engage an expert in project management to explain to the team how fast to work on the sprint cycle.

C：与团队合作，只专注于预先沟通的项目结果。
Work with the team on how to focus on only pre-communicated project results.

D：培训团队在时间表内分析数据并完成用户故事。
Train the team to analyze data and complete the user stories within the schedule.

C

9.资源管理–控制资源–项目经理应尊重团队成员的个人情况和喜好，在做出任何公开宣布或决定之前，应当先与影响的个人讨论这一问题，了解他们的意愿。

132、 [单选] 项目发起人和项目经理发现，由于供应商在不同时区的工作造成了产品交付的延迟，现在需要密切监督，直到项目恢复正轨。唯一的选择是重新安置项目团队中的三个关键成员，让他们在国外待上6个月。项目经理接下来应该做什么？

A sponsor and project manager found out that a vendor in a different time zone has delayed the delivery of its products and needs close supervision until the project gets back on track. The only option is to relocate three key members of the project team to spend 6 months abroad. What should the project manager do next?

A：在下次项目状态会议中，向整个团队传达成员出国重新安置的决定，以及这样做的含义
Communicate to the whole team the decision to relocate team members abroad and the implications of doing so in the next project status meeting.

B：与受影响的团队成员进行个别沟通，协商决定并确认他们愿意重新安置
Communicate individually with the affected team members to negotiate the decision and confirm their willingness to relocate.

C：将决定传达给人力资源（HR）部门，以便他们指示项目团队成员出国
Communicate the decision to the human resources (HR) department so they can direct the project team members to be sent abroad.

D：与受影响团队成员的经理沟通，并安排会议讨论这项任务的详细信息
Communicate to the affected team members’ manager and schedule a meeting to discuss the details of this assignment.

D

14.敏捷–术语表–完成的定义DoD–是指一个项目什么时候可以被认为是“完成”的标准，它可以包括各种质量和功能的具体要求。–它是团队需要满足的所有标准的核对单，只有可交付成果满足该核对单才能视为准备就绪可供客户使用。

133、 [单选] 在最后一次迭代结束时，客户拒绝可交付物，因为它们没有满足客户的期望。项目经理应该做些什么来防止这种情况发生？

At the end of the last iteration, the customer rejects the deliverables since they did not meet the customer’s expectations. What should the project manager have been done to prevent this situation?

A：让客户更多地参与到项目的规划过程中，并确保对程序达成一致。
Involved the customer more in the planning process for the project, and ensured agreement on the proceedings.

B：在商定的完成定义（DoD）中包括所有相关的标准，并共同制定产品愿景。
Included all relevant criteria in the agreed upon definition of done (DoD), and crafted a shared product vision.

C：在迭代开始时向客户提供待办事项列表和指定的用户描述。
Provided the customer with the backlog and the specified user stories at the beginning of the iteration.

D：与所有干系人密切合作制定DoD，以确保包括他们的期望。
Developed the DoD in close cooperation with all stakeholders to ensure their expectations were included.

D

14.敏捷–燃尽图

134、 [单选] 项目经理在一个正在转向敏捷的组织工作。开发团队推荐使用燃尽图向所有干系人展示项目进展。项目经理应该怎么做，以确保项目整个过程中的有效沟通？

A project manager works at an organization that is transitioning to agile. The development team has recommended using a burndown chart to provide visibility on project progress to all stakeholders. What should the project manager do to ensure effective communication throughout the project?

A：建议项目管理办公室（PMO）使用燃尽图作为唯一的沟通渠道。
Advise the project management office (PMO) to use the burndown chart as the single communication channel.

B：为干系人登记表中的每个类别制定一份沟通管理计划。
Develop a communications management plan for each category in the stakeholder register.

C：把燃尽图包含在每月向所有干系人发送的报告中。
Include the burndown chart in a monthly report that is distributed to all stakeholders.

D：由于组织目前没有定义的敏捷方法论，所以推迟这项建议。
Postpone the recommendation since the organization does not currently have a defined agile methodology.

C

5.范围管理

135、 [单选] 项目经理正在评估一个项目，并意识到项目的挣值（EV）表明花费的成本高于交付的价值。然后项目经理发现团队已经添加了不属于需求的小功能。项目经理应该怎么做？

A project manager is evaluating a project and realizes that its earned value (EV) shows the cost spent is higher than the value delivered. The project manager then discovers that the team has been adding small features that are not part of the requirements. What should the project manager do?

A：要求团队只关注和交付商定的功能。
Ask the team to focus on and deliver only the agreed-upon features.

B：请求追加预算，因为正在增加其他功能。
Request additional budget because additional features are being added.

C：鼓励团队继续，因为这最终会帮助客户。
Encourage the team to continue, as this will eventually help the customer.

D：要求产品负责人将额外的功能添加到需求中。
Ask the product owner to add the additional features to the requirements.

A

2.项目运行环境

136、 [单选] 在分析每月状态报告的项目时，项目经理注意到进度绩效指数（SPI）为0.75，成本绩效指数（CPI）为1.25。项目经理必须尽快提供第一次项目状态审查，并希望强调项目处于受控状态。项目经理应如何向主要干系人报告项目状态？

In analyzing a project for monthly status reporting, the project manager notices that the schedule performance index (SPI) is 0.75 and the cost performance index (CPI) is 1.25. The project manager must provide the first project status review soon and wants to emphasize that the project is under control. How should the project manager report the project status to key stakeholders?

A：为干系人准备一份关于挣值的详细演示，包括如何计算挣值以及项目当前挣值结果
Prepare a detailed presentation for stakeholders on earned value including how it is calculated and the project’s current earned value results

B：报告项目落后于计划，但可以添加额外的经验丰富的资源以保持在计划内并保持预算
Report that the project is behind schedule but that an additional experienced resource can be added to stay within schedule and maintain the budget

C：利用帕累托图和鱼骨图进行详细的根本原因分析，以证明该项目已处于控制之中
Perform a detailed root cause analysis utilizing a pareto chart and fishbone diagrams to demonstrate that the project is under control

D：报告项目没有按预期跟踪，但仍在控制中，因为下一个项目里程碑还有一个多月
Report that the project is not tracking as expected, but is still under control since the next project milestone is over a month away

B

4.整合管理–监控项目工作–在预测型生命周期中采用了迭代的方法进行测试，属于混合式生命周期的管理模式。新颁布了法律法规，事业环境因素发生了变化，需要对其分析，用以判断对当前项目实施的影响。

137、 [单选] 某食品公司正在运用预测型方法开发一种新产品，该产品目前正处于测试阶段，鉴于测试反馈的特点，项目经理已决定采用迭代方法，在其中一个迭代结束时，政府颁布了一部与该产品相关的法规。项目经理接下来该做什么？

A food company is developing a new product using a predictive approach, and the product is currently in the testing phase. Given the nature of the feedback of the tests,the project manager has decided to use an iterative approach. At the end of one of the iterations, a new regulation related to the product is enacted. What should the project manager do next?

A：重新进行测试，使试验符合新法规。
Start the tests over, adapting the trials to the new regulation.

B：进行评估，以确认在下一个迭代中遵守该新法规。
Include an assessment to verify compliance in the next iteration.

C：举行迭代审查会议，以应对该新法规。
Conduct an iteration review to address the new regulation.

D：就项目范围提出变更请求，以确保遵守该新法规。
Make a change request regarding the project’s scope to ensure compliance.

C

13.干系人管理

138、 [单选] 市场营销团队正在转向在他们的项目中使用混合方法。市场总监不了解混合方法，而项目经理需要总监的支持，因为市场总监是一个关键的干系人。项目经理应该怎么做来获得支持？

The marketing team is transitioning to using hybrid approaches for their projects. The marketing director is not knowledgeable about hybrid methodologies, and the project manager needs the director’s support as the marketing director is a key stakeholder. What should the project manager do to obtain the support?

A：培训市场营销团队，并随时通知总监。
Train the marketing team and keep the director informed.

B：指导市场总监采用混合方法。
Mentor the marketing director on hybrid approaches.

C：请市场营销团队成员来指导总监。
Ask the marketing team members to coach the director.

D：请市场总监参加日常会议。
Ask the marketing director to participate in daily meetings.

B

9.资源管理

易混–常见场景–团队有分歧

139、 [单选] 一个项目经理被分配到一个全球项目，在规划过程中，来自不同地区的团队成员不同意相互协作。项目经理应该怎么做？

A project manager was assigned to a global project and during the planning process, team members from different regions disagreed collaborate with each other. What should a project manager do?

A：回顾从以前使用同一团队的项目中吸取的经验教训
Review the lessons learned from previous projects using the same team

B：审查组织文化、结构和治理
Review organizational culture, structure, and governance

C：协调会议以了解情况并解决任何冲突
Coordinate meetings to understand the situation and resolve any conflicts

D：与区域经理协调会议，寻求支持
Coordinate meetings with regional managers to seek support

C

4.整合管理–结束项目或阶段–最终产品、服务或成果移交。项目交付的产品、服务或成果可转交给另一团队或组织，并由其在整个生命周期中进行运营、维护和支持。

140、 [单选] 一位项目经理正在领导一个由工料合同（T&M）协议资助的混合项目。项目已经完成，客户接受了产品的交付。一周后，客户要求项目经理修复他们在产品中发现的两个缺陷。项目经理对时间和金钱做出了估算，并要求客户对此进行确认。客户不同意，并坚持认为这项工作应该免费完成，因为这是产品中的一个缺陷。项目经理应该做些什么来防止这种情况发生？

A project manager is leading a hybrid project funded by a time and materials (T&M) agreement. The project was completed, and the client accepted the delivery of the product. One week later, the client asked the project manager to fix two defects they found in the product. The project manager responded with an estimate of time and money and asked the client to confi rm this. The client disagreed and insisted that the work should be done for free because it is a defect in the product. What should the project manager have done to prevent this?

A：培训客户工程师在产品交付后提供支持。
Trained client engineers to support the product after its delivery.

B：与客户一起审核项目质量控制计划。
Reviewed the project quality control plan with the client.

C：建议以固定成本为基础，并包括1个月的免费bug修复。
Suggested a fixed-cost basis and included free bug fixes for 1 month.

D：计划产品交付后如何支持。
Planned how the delivered product will be supported after its delivery.

B