PMP模考题（二） | 错题集
9、 在与项目团队成员的非正式谈话中，项目经理发现某个关键部分的供应商在执行一个已获批准的产品变更时有问题。项目经理接下来应执行下列哪一项？ In informal conversations with project team members, the project manager found that a key part of the vendor was having problems executing an approved product change. Which of the following should the project manager do next?
A：实施对供应商的质量审计 Implement quality audits for suppliers
B：安排一次变更控制会议 Schedule a Change Control meeting
C：审查供应商的工作绩效 Review suppliers work performance
D：与供应商的高级经理谈话 Talk to the senior manager of the Supplier
正确答案：C
解析：项目经理发现供应商在执行产品变更时出现问题，需要及时沟通并解决。与供应商的高级经理谈话可以更直接地了解问题的根源，并共同寻找解决方案。
11、 在每日站会上，项目经理与团队成员逐个交流，询问每个成员已经完成的工作，并批评他们到目前为止团队进展缓慢。会议持续了近一个小时，最后变成了一个状态会议。项目经理应该做些什么来避免下次的站会变成状态会议？ During a daily standup meeting, the project manager goes from one team member to another questioning each one on the work they have accomplished and reprimanding them for the slow progress the team made so far. The meeting lasts for almost an hour and turns into a status meeting. What should the project manager do differently to avoid the next standup meeting turning into a status meeting?
A：使用在会议开始30分钟后配置为报警的计时器 Use a timer configured to alarm 30 minutes after the start of the meeting
B：将开发生命周期从适应型切换到预测 Switch the development life cycle from adaptive to predictive
C：让团队成员代替项目经理来引导站会 Have a team member to facilitate the standup instead of the project manager
D：只关注阻碍进展的障碍和阻碍的问题 Only focus on issues that represent roadblocks and impediments to progress
正确答案：C
解析：知识点出处： 敏捷实践指南 页码：P54 章节：5.2.4 站会中常见的一个反模式是，站会变成了状态报告会议。 团队可以举办自己的站会。只要体现了团队工作需要的 密切合作，进行顺利，站会便会非常有用。要针对团队 何时需要站会、站会是否有效等问题有意识地做出决定。 站会可以自组织，让团队成员轮流主持。站会非状态报告会。
12、 一个敏捷团队刚刚完成了最终项目可交付成果的开发。团队成员正在向项目经理寻求下一步的建议。项目经理应该建议团队下一步做什么？ An agile team has just completed the development of the final project's deliverable. The team members are seeking advice from the project manager as to their next step. What should the project manager advise the team to do next?
A：确定验收标准 Determine the acceptance criteria
B：确保用户故事符合准备就绪的定义（DoR） Ensure that the user stories meet the definition of ready (DoR)
C：举行项目回顾 Hold a project retrospective
D：验证可交付成果是否符合完成的定义（DoD） Verify that the deliverables meet the definition of done (DoD)
正确答案：D
13、 敏捷项目进入第三次迭代。尽管团队坚持遵循敏捷最佳实践，但Scrum主管还是觉得团队动态存在问题。每个团队成员都独立工作，在Scrum活动中，团队成员之间不开放，避免冲突。团队目前在Tuckman开发模型的哪个阶段运行，Scrum主管可以做些什么来帮助团队进入下一个阶段？ An agile project enters its third iteration. Even though the team diligently adheres to agile best practices, the scrum master feels that there is something wrong with the team dynamics. Each team member works independently, and during scrum events, the team members are not open to one another and avoid conflict. In what stage of the Tuckman development model does the team currently operate, and what can the scrum master do to help the team to move onto the next stage?
A：震荡阶段；Scrum主管需要帮助团队在冲突中找到方向，实现高绩效 Storming; the scrum master needs to help the team navigate the conflict towards high performance.
B：规范阶段；Scrum主管需要帮助团队将不健康和低效的冲突放在一边 Norming; the scrum master needs to help the team put conflict aside as unhealthy and nonproductive
C：成熟阶段；Scrum主管需要确保冲突得到缓解，以便让团队成员继续工作 Performing; the scrum master needs to ensure conflict is mitigated to keep the team members on task.
D：形成阶段；Scrum主管需要帮助团队认识到冲突是具生产力且有必要的 Forming; the scrum master needs to help the team acknowledge that conflict is productive and necessary.
正确答案：D
15、 一名关键项目干系人撤回对项目的财务支持。项目现在资金不足，可能会取消，项目经理应该怎么做？ A key project stakeholder withdraws financial support for the project. The project is currently underfunded and may be canceled. What should the project manager do?
A：与该项目干系人开会，确定撤回财务支持的原因 To hold a meeting with the project stakeholders to identify the reason for withdrawing financial support
B：与团队一起头脑风暴成本节约方案 To brainstorm cost-saving solutions with the team
C：寻找愿意提供财务支持的新项目干系人 To find new project stakeholders who are willing to provide financial support
D：与项目发起人开会，建议取消项目 To hold a meeting with the project sponsor, it is recommended to cancel the project
正确答案：B
解析：本题考规划风险应对输入——项目文件（风险登记册）。 A、风险已经发生那就是要应对风险。找到原因也得应对现在已经发生的风险，所以B更主动。 B、本题考规划风险应对输入一项目文件（风险登记册）。关键相关方撤回财务支持，说明发现了风险，可能会导致项目取消。识别到风险后应该做风险分析和规划风险应对，所以四个选项中B选项属于规划风应对内容。 C、这个不是项目经理做的事，这是项目发起人做的事，相关方撤资后应该做风险分析和风险应对。 D、太消极，不选。
17、 项目发起人和客户通知项目经理他们对产品结果满意。项目经理下一步应该怎么做？ The project sponsor and the customer inform the project manager that they are satisfied with the product results. What should the project manager do next?
A：解散项目团队并收集经验教训 To dissolve the project team and collect lessons learned
B：向项目干系人提供最终审查报告，并获得他们的反馈 To provide the project stakeholders with the final review report and get their feedback
C：结束采购并向承包商付款 To close the procurement and pay the contractor
D：获得项目干系人的正式验收，并结束项目 To obtain formal acceptance by project stakeholders and close the project
正确答案：D
解析：项目经理在获得项目发起人和客户的满意确认后，下一步应该是获取项目干系人的正式验收，然后结束项目。正式验收是确保项目交付物已满足项目干系人期望的关键步骤，而项目结束则标志着项目的完成和正式交接。
22、 [单选] 在一个软件开发项目的规划阶段，公司被承诺如果比约定交付时间提前两个月交付产品，公司将获得一份奖励，产品开发的项目经理让编程人员在需求和设计完成之前开始代码编写。这种情况下，项目经理在应用哪项进度技术？ During the planning phase of a software development project, the company is offered an incentive to deliver the product two months earlier than the agreed upon delivery date. The project manager for the product development asks the programmer to start coding before the requirements and design are completed. Which scheduling technique is the project manager applying in this situation?
A：赶工 Crashing
B：快速执行 Fast implementation
C：快速跟进 Fast tracking
D：分阶段执行 Phased implementation
正确答案：C
23、 [单选] 为了满足正在制定的政府税收新法规，一家组织启动了一个项目，来修改其企业资源规划（ERP）系统。在管理这个项目时，项目经理应该做什么？ To meet new government tax regulations under development, an organization initiates a project to revise its enterprise resource planning (ERP) system. What should the project manager do when managing this project?
A：将其搁置，直到新法规得到明确规定 Place it on hold until the new regulations have been clearly define
B：创建一份工料合同（T&M） Create a time and material(T&M)contract
C：使用总价加经济价格调整合同（FPEPA） Use a fixed price with economic price adjustment(FPEPA)
D：制定一份灵活的工作说明书（SOW），规定明确退出条款 Develop a flexible statement of work(SOW)that has a clear exit clause
正确答案：B
解析：知识点出处：PMBOK 6th 页码：P471 章节：12.1.1.6 工料合同是兼具成本补偿合同和总价合同特点的混合型合同。这种合同往往适用于：在无法快速编制出准确的工作说明书的情况下扩充人员、聘用专家或寻求外部支持。 这题无法准确定义工作说明书
25、 你被分配到一个软件开发项目。产品需求在一开始就没有明确定义。因此，决定使用敏捷框架来开发产品。项目的其他方面将使用传统的瀑布式项目管理方法进行管理。以下哪一项可能会花费较少的时间来开发和/或实现该项目？ You are assigned to a software development project. The product requirements are not clearly defined upfront. Therefore, it has been decided to develop the product using an agile framework. Other aspects of the project will be managed using the traditional waterfall project management approach. Which of the following might you spend less time developing and/or implementing for this project?
A：项目章程 The project charter
B：问题日志 The issue log
C：变更管理计划 The change management plan
D：确认范围过程 The Validate Scope process
正确答案：A
解析：在敏捷项目中，通常不会花费太多时间来开发详细的项目章程，因为敏捷方法强调灵活性和适应性，更加注重快速响应变化。相比之下，传统的瀑布项目管理方法通常需要更详细和全面的项目章程，以确保项目的各个方面都得到充分的规划和定义。
27、 [单选] 项目经理与关键干系人进行了成本效益分析研讨会，以确定项目边界并证明其合理性。在审核结果后，项目经理发现预期收益的值不一致。项目经理应该做什么？ A project manager held a cost-benefit analysis workshop with key stakeholders to establish and justify project boundaries. After reviewing the results, the project manager found inconsistent values with expected benefits. What should the project manager do?
A：接洽干系人，以确认所提供的价值与项目范围一致 Engage with stakeholders to confirm that provided values align with the project's scope
B：根据干系人提供的值修改项目范围，并更新项目章程 Revise the project's scope based on stakeholder-provided values, and update the project charter
C：计算不一致值的平均值，并更新分析以符合预期收益 Compute the average of the inconsistent values,and update the analysis to align with expected benefits
D：将该不一致性记录为一项风险，并假设风险与风险管理计划中列出的预期收益一致 Log the inconsistencies as a risk,and assume that the risk aligns with the expected benefits outlined in the risk management plan
28、 [单选] 随着项目的进展，偏差分析表明与绩效测量基准相比，实际的项目绩效会恶化。因此，对成本、进度和范围的估算不再有效。团队确定大量的新功能、变更请求和缺陷修复是差异背后的主要原因。项目经理要确保在实际进展的基础上对项目的剩余工作进行进一步的估算，最好的行动方案是什么？ As the project progresses, the variance analysis shows that actual project performance compared to the performance measurement baseline deteriorates. As a result, estimates for cost, schedule, and scope are no longer valid. The team determines that a high volume of new features, change requests, and defect repairs are the main reason behind the variance. What is the project manager's best course of action to ensure that further estimates for the remainder of the work on the project are made based on real progress?
A：将产品开发方法转换为通过短迭代来适应和度量进度 Switch the product development approach to adaptive and measure progress via short iterations
B：限制项目中允许的新功能、变更请求和缺陷修复的数量 Limit the number of new features, change requests, and defect repairs allowed on the project
C：请使用自下而上估算成本和进度计划估算技术以及三点估算范围 Use a bottom-up estimating technique for cost and schedule, and three-point estimating for scope
D：基于单个的基准而不是单一的综合基准来衡量进度 Measure progress based on the individual baselines instead of the single integrated baseline
31、 [单选] 作为一位Scrum主管，当两个开发人员开始就应该分配给特定用户故事的点数而争吵不休时，你正在领导一个用户故事的相对规模评估练习。在争执变成现实之前，你把两个开发人员分开。考虑到这不是第一次发生这样的事件，你应该做些什么来尝试解决冲突？ As a scrum master, you are leading a user story relative sizing exercise, when two developers begin screaming at each other over the number of points that should be assigned to a particular user story. You separate the two developers before the argument becomes physical. Considering this is not the first such incident, what should you do to try and resolve the conflict?
A：取消会议，然后与开发人员会面 Dismiss the meeting and meet with the developers afterward
B：平均两个团队成员提供的故事点估算值 Average the story point estimates provided by the two team members
C：允许开发人员自行解决问题 Allow the developers to work out the issue on their own
D：使用理想时间估算方法而不是故事点 Use the ideal time estimation method instead of story points
32、 一家组织正在几个不同的国家/地区执行一个大型业务转型项目。干系人包括来自不同文化背景和年龄组的经理，项目信息主要通过电子邮件和社交媒体沟通。一个干系人抱怨说他们没有充分获得项目进展情况的通知。项目经理应该做什么？ An organization is implementing a large business transformation project in several different countries. The parties include managers from different cultural backgrounds and age groups, and project information is mainly communicated via email and social media. One party complained that they did not get full notification of project progress. What should the project manager do?
A：在所有项目会议中包含干系人 Include interested parties in all project meetings
B：要求干系人定期查收电子邮件 Relevant parties are required to check emails regularly
C：建立深层次的信任关系 Build deep trust relationships
D：遵循多方面的沟通方法 Follow a variety of communication methods
正确答案：D
33、 某项目主要依靠外部组织的力量来完成，其中一个合同的期限预计为3年，价格可能高达500万美元。买方想要采用总价合同，但又担心潜在卖方在报价中计入过高的通货膨胀应急储备。买方应该选择什么合同？ A project is completed by relying on the strength of external organization. The term of a contract is expected to be 3 years, and the price might be up to $5 million. The buyer intends to use lump-sum contract, but has a concern that the potential seller records excessive inflation emergency reserves in the offer. What kind of contract should the buyer choose?
A：固定总价合同 Firm Fixed Price (FFP)
B：总价加激励费用合同 Fixed Price Incentive Fee (FPIF)
C：总价加奖励费用合同 Fixed Price Reward Fee
D：总价加经济价格调整合同 Fixed Price plus Economic Price Adjustment (FPEPA)
正确答案：D
34、 由于生产线存在错误和缺陷，制造商正面临大量产品退货，产品经理怀疑根本原因可能是培训和/或库存采购和货物分类流程较差，若要确定生产问题的准确的、根本原因，应使用下列哪一项工具？ A manufacturer is experiencing a large number of returned items due to production line errors and defects. The product manager suspects that the root causes may be training and/or poor inventory purchasing and sorting processes. Which to should be utilized to determine the precise root causes of the production problems?
A：帕累托图 Pareto chart
B：直方图 Histogram
C：质量控制图 Quality control chart
D：石川图 Ishikawa diagram
正确答案：D
解析：知识点出处：PMBOK 6th 页码：P293 章节：8.2.2.4 因果图，又称“鱼骨图”、“why-why分析图”和“石川图”，将问题陈述的原因分解为离散的分支，有助于识别问题的主要原因或根本原因。 寻找根本原因的，就选因果图，石川图，鱼骨图。
35、 项目经理与多位高管相关方一起参与一个生命周期替换项目，其中一位相关方强烈反对该项目。若要获得该相关方的支持，项目经理应该怎么做？ A project manager joins a life cycle replacement project with multiple executive stakeholders,one stakeholders is strongly against the project.What should the project manager do to gain the stakeholders'support ?
A ：制定权力/影响力方格，以确定该相关方影响项目的能力并确认其支持 Develop A power/influence grid to determine the stakeholders’ ability to influence the project and confirm its support
B ：创建相关方参与计划，以确定该相关方的项目支持水平 Create a stakeholder engagement plan to determine the stakeholder’s level of project support
C ：将该问题升级上报给项目推动者，并请求替换一个支持该项目的相关方 Escalate the issue to a project champion and request an alternate stakeholder that will support the project
D ： 执行相关方分析，以确定缺乏项目支持的原因并对这些原因进行优先级排序 Conduct a stakeholder analysis to identify and prioritize reasons for the lack of project support
正确答案：D
解析：知识点出处： PMBOK 6th 页码：P512 章节：13.1.2.3 相关方分析： 相关方分析会产生相关方清单和关于相关方的各种信息， 例如，在组织内的位置、在项目中的角色、与项目的利害关系、期望、态度（对项目的支持程度），以及对项目信息的兴趣。 先进行相关方分 析，再更新参与 计划。B在D后面。 A确认其支持 不对。
37、 在项目执行期间，项目经理意识到对项目成功至关重要的几个关键干系人不包含在干系人参与计划中。项目经理应该如何让这些干系人参与并管理这些干系人？ During project execution,a project manager realizes that several key stakeholders critical to project success are not included in the stakeholder engagement plan. What should the project manager do to engage and manage these stakeholders?
A：了解新识别干系人的影响力和职权级别，并准备一份状态报告以向他们提供更新信息 Gain an understanding of the newly identified stakeholders' level of influence and authority
B：向新识别的干系人通知他们的项目职责 Inform the newly identified stakeholders of their project responsibilities
C：与所有干系人开会，介绍新识别的干系人 Meet with all stakeholders to include the realizes the newly identify stakeholders
D：将新识别的干系人添加至执行、负责、咨询和知情图，并向他们发送信息 Add the newly identified stakeholders to the responsible, accountable, consult, and inform (RACI) chart, and send them the information
正确答案：A
44、 项目集经理要求定期更新计划下项目的进展情况。除了一个项目外，所有项目都使用传统方法进行管理。项目集经理指出在整个规划中有太多的范围变更，并希望看到这些变更是如何影响各种项目的总体进度的。对于领导敏捷项目的Scrum主管来说，要满足项目经理的要求，最好的行动方案是什么？ A program manager requests regular updates on the progress of the projects under the program. All but one project in the program are managed using traditional methods. The program manager indicates that there are too many scope changes across the program and wants to see how these changes affect the overall progress of the various projects. What is the best course of action for the scrum master leading the agile project to address the program manager's request?
A：邀请项目集经理参加迭代审查会议 Invite the program manager to attend the iteration review meeting
B：建议项目集经理参加每日站会 Suggest that the program manager participate in the daily standups
C：让项目集经理审查迭代燃尽图 Have the program manager view the iteration burndown chart
D：定期将发布燃起图发送给项目集经理 Periodically send the release burnup chart to the program manager
正确答案：D
解析：知识点出处： 敏捷实践指南 页码：P152 章节：术语表 信息发射源： 它是一种可见的实物展示其向组织内其他成员提供信息在不干扰团队的情况下即时实现知识共享。 信息发射源一般包括看板、燃尽图、燃起图、障碍日志等 信息发射源可以实现信息共享。 C：不应该是审查，而是定期发送。
45、 项目交付日期前两天，项目发起人希望核实是否所有可交付成果均满足业务目标以及在项目生命周期过程中是否已应用所有变更。项目经理从开始就知道文档齐全。项目经理应该向项目发起人提供什么文件？ Two days before a project’s delivery date. The project sponsor wants to verify that all deliverable meet the business objectives, and that all the changes were applied throughout the project life cycle. The project manager knows that the project has been well documented from the beginning. What should the project manager provide to sponsor?
A：项目管理计划的所有版本 All versions of the project management plan
B：需求跟踪矩阵 Requirement traceability matrix
C：项目范围说明书 Project scope statement
D：项目章程副本 copy of the project charter
正确答案：B
解析：知识点出处： PMBOK 6th 页码：P149 章节：5.3.2.2 需求跟踪矩阵：把产品需求从其来源连接到能满足需求的可交付成果的一种表格。 把每个需求与业务目标或项目目标联系起来 ； 需求跟踪矩阵提供了在整个项目生命周期中跟踪需求的 一种方法； 需求跟踪矩阵还为管理产品范围变更提供了框架。 需求跟踪矩阵从来源链接到可交付成果；为产品范围变 更提供了框架
52、 [单选] 发起人担心敏捷项目进展不够快，因为没有发送项目状态报告。发起人向Scrum主管表达他们的担忧。Scrum主管向发起人保证项目正在按计划进行，并邀请发起人参加会议，亲眼看看项目进展。下面哪个会议Scrum主管最有可能邀请发起人？ A sponsor is worried that the agile project does not progress fast enough since no project status reports are being sent. The sponsor approaches the scrum master with their concerns. The scrum master reassures the sponsor that the project is moving ahead as planned and invites the sponsor to attend a meeting and see the progress with their own eyes. Which of the following meetings did the scrum master most likely invite the sponsor?
A：冲刺计划会议 Sprint planning meeting
B：每日站会 Daily standup meeting
C：冲刺审查会议 Sprint review meeting
D：冲刺回顾会议 Sprint retrospective meeting
正确答案：C
解析：知识点出处： 敏捷实践指南 页码：P55 章节：5.2.5 展示/评审： 在基于迭代的敏捷中，团队在迭代结束时展示所有已完成的工作项。在基于流程的敏捷中， 团队在需要时展示完成的工作，通常是当完成的功能累积到足以构成一个连贯组合时。团队，包括产品负责人在内，都需要反馈来决定何时需要产品反馈。 审查会议会展示已经完成的产品。然后让相关方评估否接受。
55、 项目经理完成了一个新产品开发项目的规划过程。在继续进入执行过程组之前需要完成的最后一个重要里程碑是什么？ The project manager completes the planning process for a new product development project.What is the last important milestone that needs to be completed before proceeding with the execution process?
A：最终确定项目章程 To finalize the Project Charter
B：接收执行项目的项目资金 To receive project funds for the project implementation
C：获得发起人和干系人的批准 To seek approval from the sponsor and stakeholders
D：执行干系人管理策略 To execute stakeholders' management strategies
正确答案：C
解析：知识点出处：PMBOK 6th 页码：P86 章节：4.2.3.1 项目管理计划项目管理计划是说明项目执行、监控和收尾方式的一份文件，它整合并综合了所有子管理计划和基准，以及管理项目所需的其他信息。 项目管理计划批准以后才能执行
56、 [单选] 发起人启动了一个实施正常变更的项目，已识别了项目干系人，并且发起人要求项目经理根据他们的影响力和权力提供相关的参与的政策。项目经理应该做什么？ The sponsor initiated a project that implements normal changes, identified project stakeholders, and the sponsor asked the project manager to provide a relevant participation policy based on their influence and power. What should the project manager do?
A：访谈干系人 Interview with interested parties
B：使用干系人映射（影响）分析 Use Stakeholder Mapping (Impact) Analysis
C：参考干系人登记册 Reference to Register of Interested Parties
D：使用数据分析技术 Using data analysis techniques
正确答案：B
解析：知识点出处： PMBOK 6th 页码：P512 章节：13.1.2.4 权力影响方格：基于相关方的职权级别（权力）、对项目成果的关心程度（利益）、对项目成果的影响能力（影响），或改变项目计划或执行的能力，每一种方格都可用于对相关方进行分类。 与权力/利益方格类似，权力影响也是分成四个区间。
68、 [单选] 在一个为期12个月的项目中，供应商通知项目经理所需的项目设备将被延迟，经过进一步调查后，项目经理得知该供应商在业绩表现方面口碑不佳。若要避免这个问题，项目经理应该事先做什么？ One month into a 12-month project, a vendor informs the project manager that required project equipment will be delayed. After further investigation,the project manager learns that this vendor has a reputation for under performing. What should the project manager have done to prevent this?
A：检查更新后的风险登记册和问题日志 Check the updated risk register and issue log
B：在供应商名单中添加备选供应商 Added a backup vendor to vendor list
C：在进度计划基准中包含应急缓冲 Include a contingency buffer in the schedule baseline
D：查看其他项目的经验教训文档 Reviewed the lessons learned documents from other projects
正确答案：D
解析：进行供方选择分析，可以查看过去的项目经验教训文档，选供应商事先应考虑该供应商正反两方面信息
73、 [单选] 在管理当前项目的时候，非常重要的一点是要运用从以往项目上积累的经验教训来提高项目管理的水平。因此在结束项目或阶段程序中，回顾下列哪项是比较重要的？ When managing current projects, it is important to use lessons learned from previous projects to improve the organization's project management process. Therefore, in Close Project or Phase, it is important to review the-
A：曾发生过的中等程度的风险 Secondary risks that occurred
B：风险核对单 Checklists for risk identification
C：工作分解结构词典 WBS dictionary
D：团队成员简历 Team members’ curriculum vitae
正确答案：D
解析：
80、 [单选] 项目经理B临时替换休探亲假的项目经理A，在一次每周进度会议期间，项目经理B发现两名团队成员对可交付成果的质量存在冲突，项目经理B审查质量管理计划，发现未明确定义质量标准，难以轻松衡量质量。项目经理B应该做什么？ Project manager B temporarily replaced project manager A who was on vacation. During a weekly progress meeting, project manager B found that two team members had conflicts with the quality of deliverable. Project manager B reviewed the quality management plan and found that it was not clearly defined quality standards make it difficult to measure quality easily. What should Project Manager B do?
A：与两位团队成员交谈以尝试解决争议 Talk to two team members to try to resolve the dispute
B：等待项目经理A回来，然后再指出问题 Wait for project manager a to come back before pointing out the problem
C：保持质量标准，因为这将使可交付成果获得更多的批准 Maintain quality standards, as this will lead to more approval of deliverable
D：签发变更请求，以更新质量管理计划 Issue a change request to update the quality management plan
正确答案：D
解析：本题考查实施整体变更控制本题。关键词：审查质量管理计划，发现未明确定义质量标准。说明是质量管理计划有问题，应该更新质量管理计划有变更，走流程，首先应该签发变更请求。选项D正确.
81、 [单选] 公司授权一个内部Scrum项目为高级管理层开发一个报告工具。由于预算有限，公司要求技术主管同时担任产品负责人。主管与管理层一起开发用户故事。在冲刺审查中，管理代表感到失望，因为工具不是他们所期望的。技术主管今后的最佳行动方案是什么？ A company authorizes an internal scrum project to develop a reporting tool for senior management. Due to a limited budget, the company requests the technical lead to also act as a product owner. The lead works with the management to develop user stories. At the sprint review, the management representative is disappointed as the tool is not what they expected. What is the technical lead’s best course of action going forward?
A：让Scrum主管替产品负责人填写 Ask the scrum master to fill in for the product owner
B：将产品负责人的职责委派给团队成员 Delegate the product owner responsibilities to the team members
C：要求公司提供专门的产品负责人 Ask the company to provide a dedicated product owner
D：继续履行技术领导和产品负责人的职责 Continue to perform the duties of both the technical lead and product owner
正确答案：C
83、 [单选] 一个开发新药的安全性和有效性可视化的项目正在进行中。Scrum被选为开发方法。在第三次冲刺的中途，项目团队成员发现所提供的数据缺少一个强制性参数。在项目计划期间，获得不完整数据的风险被提前识别并记录在风险登记册中。什么时候是使这个问题浮出水面的最合适的方法？ A project to develop visualizations of the safety and efficacy of a new drug is underway. Scrum has been selected as the development approach. Midway into the third sprint, a project team member finds that the data provided is missing a mandatory parameter. The risk of getting incomplete data was identified and recorded in the risk register earlier, during project planning. When would be the most appropriate approach to surface this problem?
A：问题应作为主题包含来在下次冲刺回顾上进行讨论 The problem should be included as a topic for discussion at the next sprint retrospective.
B：团队成员应在每日Scrum会议上将问题作为障碍提出来 The team member should raise the issue as an impediment during the daily scrum meeting.
C：在冲刺审查中应演示具有缺失参数的产品增量 The product increment with the missing parameter should be demonstrated at the sprint review.
D：已实现的风险应触发并由规划风险应对过程解决 The realized risk should trigger and be addressed by the Plan Risk Responses process.
正确答案：B
85、 [单选] 一个为期两年的项目完成了50%，进度绩效指数1.051和成本绩效指数为1.02。一个新的项目进入投资组合，被视为一个优先级并且高于当前的项目。因此，目前项目失去了三个关键资源。尽管资源紧张，但是高级主管仍然要求项目经理按时完成项目，并且按照预算且不会有额外的资源补给。项目经理应该怎样做？ A two-year project is 50% complete has a schedule performance index of 1.051 and a cost performance index of 1.02, a new project enters the portfolio and is deemed a higher priority than the current project. As a result, the current project loses three key resources. Despite tossing resources, the project manager is asked by senior management to complete the project on time and within budget without additional resources. What should do next？
A：执行资源平衡 executive resources balance
B：赶工 crashing
C：变更项目基准 change the project baseline
D：实施偏差分析 implements deviation analysis
正确答案：D
88、 [单选] 每次你与你的项目发起人会面，她都要强调对于你的新的电子商务项目的成本控制的必要性。她经常询问你成本业绩方面的问题，诸如哪一个预算达到了哪一个没有达到。为了回答她的问题，你应该提供什么？ Each time you meet with your project sponsor, she emphasizes the need for cost control on your new-business project. She always asks you about cost performance in terms of which budgets have been met and which have been met and which have not. What should you provide to answer her question?
A：绩效测量基准 Cost Performance baseline
B：业绩衡量图表 Performance measurement graphs and charts
C：资源生产力分析 Resource productivity analyses
D：趋势分析统计 Trend analysis statistics
92、 [单选] 项目经理前往另一个国家执行最终可交付成果的上线过程，到达后，项目经理得知，由于任务计划在当地假日期间完成，关键资源将不可用，而延迟上线将使最终项目的交付处于危险之中。若要避免这个问题，项目经理应该在项目开始时完成哪一项工作？ The project manager travels to another country to perform the final deliverable on-line process. Upon arrival, the project manager learns that because the task is scheduled to be completed during the local holiday period, key resources will be unavailable, and the delayed on-line will make the final project delivery at risk. To avoid this problem, which task should the project manager complete at the beginning of the project?
A：创建一份团队日历并围绕该信息创建项目进度计划 Create a team calendar and create a project schedule around that information
B：要求所有团队，无论在哪个国家，均遵循总部的日历 Require all teams, regardless of country, to follow the headquarters calendar
C：制定加班预算以补偿在假期工作的资源 Develop an overtime budget to compensate for resources that work during the holidays
D：记录风险登记册中包含各个国家日历的影响 Record the effect of the national calendar in the risk register
正确答案：A
解析：PMBOK（6）P208-6.5.1.2制定进度计划-项目文件-资源日历。规定了项目期间资源可用性。包括公共假日、不同地理位置等属性。B：不可能不考虑各地情况直接遵循总部日历。C：加班不是正常的项目进度安排，不作为首选。D：各国日历的影响可以记录在风险登记册中，但进度安排时只需要与这个项目相关的国家假日的影响，且资源日历中包括了与项目相关的国家的公共假日等信息。
96、 [单选] 在一个项目中，一家公司替换了其CEO，该CEO提出了一项新的五年战略计划。目前的项目完全符合这一新战略，但项目发起人希望修改项目的范围以适应该战略。项目经理应该做什么？ In a project, a company replaced its CEO, who proposed a new five-year strategic plan. The current project is fully in line with this new strategy, but the project sponsor hopes to modify the scope of the project to suit the strategy. What should the project manager do?
A：要求项目发起人发起变更请求 Ask the project sponsor to initiate a change request
B：修订项目章程，以反映范围变更 Revise the project charter to reflect changes in scope
C：在风险登记册中包含变更的影响 Include the effects of the change in the risk register
D：更新项目管理计划，以包含该变更 Update the project management plan to include the change
正确答案：A
解析：A 是参考答案。任何项目干系人都可以提出变更请求，应该通过实施整体变更控制过程对变更请求进行审查和处理。选项 B 范围发生变更，不用修订项目章程来反映变更；C和 D 是变更的后续步骤。知识点：P117，章节 4.6.1.4，变更请求。
100、 [单选] 你负责管理某新产品开发项目。高级管理层已经签发项目章程，批准项目计划。项目进度和预算都十分紧张，质量要求也很高。在项目执行阶段，项目干系人一直通过项目沟通计划所规定的方法了解项目进展情况。项目的范围、进度、成本和质量都符合项目计划的要求。突然，你得知整个项目有可能被取消，因为开发的产品完全无法接受。导致这种情况的原因是什么？ You are responsible for the management of a new product development project. The senior management has issued the project charter and approved the project plan. The project schedule and budget are very tight and the quality requirements are extremely high. In the project execution phase, the project stakeholders get to know the project progress by using the method as specified in the project communication plan. The project scope, progress, cost and quality are in line with the requirements specified in the project plan. Unexpectedly, you are told that the whole project may be cancelled because the developed product is totally unacceptable. What is the possible reason?
A：没有识别出某个关键项目干系人 The stakeholder of a key project has not yet been identified
B：项目干系人误解了项目执行情况 The stakeholder misunderstands the status of project execution
C：高级管理层不再支持项目 The senior management no longer supports the project
D：项目遇到了技术上的重大难题 The project is stuck in a major technical problem
正确答案：A
解析：A
105、 [单选] 在团队会议期间，项目经理不能保持项目团队的注意力，团队成员不断查看电子邮件，并讨论不相关的话题，发生这种问题的原因是什么？ During team meetings, the project manager cannot maintain the project team's attention. Team members constantly check emails and discuss unrelated topics. What is the cause of this issue?
A：项目经理没有准备会议议程 The project manager does not have a meeting agenda
B：项目经理没有沟通团队原则 The project manager has not communicated the ground rules
C：项目经理处于一个弱矩阵型组织 The project manager is in a weak matrix organization
D：项目经理的领导力不足 The project manager has inadequate leadership skills
正确答案：B
解析：
111、 [单选] 你向项目出资人提供了项目的成本估算，他对估算不满意，因为他认为价格太高了。他要你削减项目估算的15%，你该怎么做？ You provide a project cost estimate to the project sponsor. He is unhappy with the estimate, because he thinks the price should be lower. He asks you to cut 15 percent off the project estimate. What should you do?
A：启动该项目，并不断的节约成本 Start the project and constantly look for cost savings
B：告诉所有团队成员削减其估算的15% Tell all the team members to cut 15 percent from their estimates
C：告诉出资人要削减的活动 Inform the sponsor of the activities to be cut
D：加入工资率低的额外资源 Add additional resources with low hourly rates
正确答案：C
解析：
113、 [单选] 项目经理制定了一个全面的项目管理计划，包括完全详细的WBS和详细的项目进度计划。尽管做了这些努力，但项目仍然落后于计划，因为变更控制委员会（CCB）无法处理大量变更，即使其中大部分已经被产品负责人批准了。项目经理的最佳行动方案是什么？ A project manager has developed a comprehensive project management plan, including a fully elaborated WBS and detailed project schedule. Despite these efforts, the project is running behind schedule because the change control board (CCB) is unable to cope with the high volume of changes, even though most of them have been approved by the product owner. What is the project manager's best course of action?
A：要求终止现有的项目，并寻求批准来启动一个将使用敏捷方法的新项目 Request the termination of the existing project and seek approval to initiate a new project that will utilize agile methodologies
B：提交变更请求来更新项目进度计划，以反映CCB的长过程时间所造成的延迟 Submit a change request to update the project schedule to reflect the delays caused by the CCB's long process times
C：寻求批准绕过变更控制过程，让项目团队直接与产品负责人合作 Seek approval to bypass the change control process and have the project team collaborate directly with the product owner
D：告诉产品负责人项目正在使用预测模型，这意味着大多数变更都应该被拒绝 Instruct the product owner that the project is using a predictive model, which means most of the changes should be rejected
正确答案：C
解析：
117、 [单选] 项目经理正在对比项目预算与行业指数，项目经理注意到项目预算低于类似项目的预算，项目经理应该怎么做？ A project manager is comparing the project budget with the industry index. The project manager noticed that the project budget was lower than the budget for similar projects. What should the project manager do?
A：更新风险登记册 Update risk register
B：调节资金限制 Regulate funding limit
C：执行储备分析 Execute reserve analysis
D：请求专家判断 Request expert judgment
正确答案：C
解析：C是参考答案。储备分析用于确定项目所需的应急储备量和管理储备。PM应该参考行业指数进行储备分析并进行总预算调整。知识点：章节7.3.2.3。
119、 [单选] 在一个项目接近完成时，客户请求增加在已批准项目范围以外的额外功能。客户表示如果没有该功能，将不会提供项目验收。项目经理下一步应该做什么？ When a project is nearing completion, the client requests additional features that are not included in the scope of the approved project. The customer stated that without this feature, project acceptance will not be provided. What should the project manager do next?
A：与项目发起人讨论客户的需求，并请求获得他们的批准 Discuss the client's needs with the project sponsor and request their approval
B：要求客户遵循已批准的工作说明书（SOW）并避免变更 Require customers to follow approved work instructions (sow) and avoid changes
C：分析增加新功能的影响，并在不影响进度计划时将其包含在内 Analyze the impact of adding new features and include them only if they do not affect the schedule
D：收集有关该功能的更多信息，并向变更控制委员会（CCB）提交变更请求 Collect more information about the feature and submit a change request to the Change Control Board (CCB)
正确答案：D
142、 [单选] 一位项目经理最近被分配到一个敏捷项目，发现该项目的承包商没有任何敏捷经验。项目经理该怎么做？A project manager has recently been assigned to an agile project and discovers that a contractor for the project does not have any experience with agile. What should the project manager do?
A：要求项目发起人替换承包商，因为他们没有敏捷经验Ask the project sponsor to replace the contractor since they do not have agile experience.
B：向承包商发出正式通知，要求其获得敏捷认证Issue a formal notice to the contractor to obtain an agile certification.
C：咨询项目团队，了解承包商培训需求的程度Consult the project team to understand the extent of the training needs for the contractor.
D：指导承包商接受敏捷培训，因为项目已经开始Instruct the contractor to receive agile training since the project has already started.
正确答案：C
144、 [单选] 在使用敏捷方法的软件项目中，最近出现了工作超支。在评估情况后，项目经理得出结论，超支是由于产品待办事项列表项不够细化造成的。为了纠正这个问题，项目经理应该怎么做？In a software project using an agile approach, there have recently been work overruns. After assessing the situation, the project manager concluded that the overruns are occurring because of insufficiently refined product backlog items. What should the project manager do to correct this issue?
A：与发起人合作，修订产品愿景。Work with the sponsor to revise the product vision.
B：为待办事项列表中的事项创建一个准备就绪（DoR）的定义。Create a definition of ready (DoR) for the backlog items.
C：与服务请求管理者讨论问题。Discuss the issue with the service request manager.
D：与干系人一起完善产品待办事项列表。Refine the product backlog items with the stakeholders.
正确答案：D
148、 [单选] 加入Scrum团队的新成员的行动能力有限。敏捷教练意识到一些团队成员不确定团队的动态将如何变化。敏捷教练应该做什么？The new team member joining the scrum team has limited mobility. The scrum master is aware that some team members are unsure how the dynamics of the team will change. What should the scrum master do?
A：创建一个干系人参与计划。Create a stakeholder engagement plan.
B：设计一个沟通管理计划。Design a communications management plan.
C：相应的更新团队章程。Update the team charter accordingly.
D：安排一次会议，讨论团队必须做出的调整。Set up a meeting to discuss accommodations the team will have to make.
正确答案：D
152、 [单选] 一名几乎完成了原型所需产品功能的开发人员将在迭代过程中离开公司。项目经理应该做什么？A developer who has almost completed a require d product feature for a prototype leaves the company in the middle of an iteration. What should the project manager do？
A：检查待办事项列表，为以后的迭代重新安排可交付物的时间。Review the backlog to reschedule the deliverable for a later iteration.
B：直接与干系人一起回顾迭代过程。Engage with stakeholders directly to review the iteration process.
C：确定其他跨职能团队成员是否能够接管工作。Determine whether other cross-functional team members are able to take over the work.
D：去找管理层，要求雇用一个新的外部开发人员。Go to management and ask to hire a new external developer.
正确答案：C
关键字“开发人员在迭代过程中离开了公司”，属于资源题，敏捷的团队属于交叉职能，为了应对人员离职的影响，会采用结对编程，一人多能的方法，所以当开发人员离职后，c是比较好的答案；这也是适应型的由来，适应多变的环境，而没有收到阻碍；A就是一种阻碍的做法，不得已项目延迟；B答案和题目目的不搭界，不是流程有问题；D比较C是确定团队实在无人的做法。
156、 [单选] 敏捷团队成员抱怨工作环境太差，阴暗潮湿，项目经理应该怎么做？Agile team members complain that the work environment is too dark and damp. What should the project manager do?
A：让团队指派代表进行处理。Have the team assign a representative to handle it.
B：让团队克服并适应环境。Let the team overcome and adapt to the situation.
C：告诉团队这个问题马上得到解决。Tell the team that the problem will be fixed immediately.
D：让团队自组织打扫环境卫生解决吵闹问题。Let the team self-organize the cleaning to solve the noise problem.
正确答案：
157、 [单选] 一个公司开始实施Scrum，在第一个冲刺进行到一半的时候，沟通出现了一些问题，一些项目团队成员与其他团队成员不同步，造成这种沟通差距的原因是什么？A company starts implementing scrum about half way through the first sprint, communication issues develop some project team members are not insync with other team members. What is the cause for this communication gap?
A：项目冲刺板尚未更新The project sprint board has not been updated.
B：没有举行或执行每日的站立会议Daily stand up meetings were not held or enforced.
C：项目状态仪表板尚未更新The project status dashboard has not been updated.
D：尚未制定沟通管理计划The communications management plan has not been developed.