文章目录
- 技巧
- 一模
- 二模
- 三模
- 冲刺
- 必选
技巧
项目生命周期
敏捷:关键干系人是持续参与;需求不明确,建议使用敏捷方法,创建产品待办事项列表;敏捷项目通过迭代和增量的方式快速交付价值;
预测:关键干系人是在特定里程碑参与;
混合型:关键干系人建议定期参与。
一模
14.敏捷–项目生命周期–原型法–迭代型生命周期,通过连续的原型或概念验证来改进产品或成果。每个新的原型都能带来新的干系人新的反馈和团队见解。题目中明确提到需要反馈,因此原型法比较好用。
23、 [单选] 一个敏捷团队的任务是开发一款机器人。项目经理希望确保在机器人被实际建造之前,团队能够收到关于需求的早期反馈并相应地调整设计。项目经理应该使用以下哪一项来实现这个目标?
An agile team is tasked with the development of a robot. The project manager wants to ensure that before the actual robot is built, the team receives early feedback on requirements and adapts the design accordingly. Which of the following should the project manager use to achieve that goal?
A:原型设计
Prototyping
B:设计审查
Design review
C:核对单
Checklists
D:商业论证
Business case
商业论证:许多项目(尽管不是所有项目)都是基于商业论证而启动。也可能由于任何确定的交付需要,或者修改流程、产品或服务(如合同、工作说明书或其他文件)的需要而启动项目。在所有情况下,项目的目的就是提供预期成果,该成果通过有价值的解决方案满足需要。商业论证可以包含有关战略一致性、风险敞口评估、经济可行性研究、投资回报率、预期关键绩效测量、评估和替代方法的信息。
14.敏捷–项目生命周期–特征–混合生命周期的特征–对于整个项目,没有必要使用单一的方法,为达到特定的目标,项目经常要结合不同的生命周期要素。从题干描述来看,手机开发方法主要为敏捷,摄像头为预测。
105、 [单选] 你正在领导一个开发新智能手机的项目。因为你要预测需求的许多变更,并不断从干系人那里得到反馈来调整智能手机,所以工作将以小的增量迭代完成。然而,这款智能手机的摄像头将由一家拒绝以渐进方式合作的供应商开发。你为该项目选择什么项目管理方法是最好的?
You are leading a project to develop a new smartphone. Since you are anticipating many changes in requirements and continuous feedback from stakeholders to adjust the smartphone accordingly, the work will be done iteratively in small increments. However, the camera for the smartphone will be developed by a vendor who refuses to collaborate in an incremental way. What project management approach is best for you to select for this project?
A:以敏捷方法为主,带有一些预测组件
Predominantly agile with some predictive components
B:以预测方法为主,带有一些敏捷组件
Predominantly predictive with some agile components
C:在计划过程中具有预测性,在执行过程中具有敏捷性
Predictive during planning and agile during execution
D:在计划和执行期间均以敏捷方法为主
Agile during planning and predictive during execution
14.敏捷–项目生命周期–特征–敏捷是持续参与;预测是在特定里程碑参与;混合型建议定期参与。
110、 [单选] 你将与你的团队会面来确定项目的生命周期。在分析了定义和管理需求、开发可交付成果、处理变更、控制风险和成本,以及与关键干系人合作的最佳方式之后,做出了选择混合生命周期的决定。在选定项目生命周期后,关键干系人多久参与一次?
You meet with your team to determine the life cycle for your project. After analyzing the best way to define and manage requirements, develop deliverables, handle changes, control risk and cost, and engage key stakeholders, the decision is made to select a hybrid life cycle. With the project life cycle selected, how often will the key stakeholders be involved?
A:持续参与
Continuously
B:在特定里程碑参与
At specific milestones
C:定期参与
Regularly
D:完全不参与
Not involved at all
A
14.敏捷–项目生命周期–特征–敏捷是持续参与;预测是在特定里程碑参与;混合型建议定期参与。
127、 [单选] 由于不确定的市场环境和即将到来的项目的复杂性,贵公司正在考虑从传统的项目管理方式向混合的项目管理方式过渡。公司要求你研究各种选择,以整合新的项目管理实践,帮助公司更接近目标。以下哪一项你最不可能推荐?
Due to an uncertain market environment and complexity of upcoming projects, your company is considering a transition from a traditional to hybrid project management approach. The company tasks you with researching various options for incorporating new project management practices that would help the company move closer to its goal. Which of the following would you least likely recommend?
A:让业务分析人员参与需求管理
Involving business analysts in requirements management
B:在初始项目规划期间增加详细程度
Increasing the level of detail during initial project planning
C:实施工具以识别复杂的项目要素
Implementing tools to identify complex project elements
D:结合敏捷、增量和迭代实践
Incorporating agile, incremental, and iterative practices
排除其他,选B
二模
14.敏捷–项目生命周期–特征–变更过多,说明需求是动态的,不建议使用瀑布型。
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
C
14.敏捷–项目生命周期–特征–敏捷项目通过迭代和增量的方式快速交付价值。
170、 [单选] 一位项目经理被分配到一条新的数字产品生产线,公司希望这能增加他们的收入。产品很复杂,需要客户反馈来不断完善产品。这个项目是由跨职能的敏捷团队来处理的。项目经理应该做些什么来确保快速交付价值?
A project manager has been assigned to a new digital product line, which the company hopes will boost their revenue. The product is complex and requires customer feedback to continually refine the product. The project is being handled by a cross-functional agile team. What should the project manager do to ensure value is delivered quickly?
A:计划项目以通过定期发布增量交付价值。
Plan the project to deliver value incrementally with regular releases.
B:请求增加预算,以支付主题专家(SMEs)更多的加班。
Request a budget increase to pay the subject matter experts (SMEs) more overtime.
C:确定可以并行运行的任务,以更快地交付项目。
Identify tasks that can run in parallel to deliver the project faster.
D:请项目发起人提供额外资源,以便迅速完成项目。
Ask the project sponsor to provide additional resources to fast track the project.
C
三模
14.敏捷–项目生命周期–特征–需求不明确,建议使用敏捷方法,创建产品待办事项列表。
39、 [单选] 几个月来,某团队一直在开展一个项目,但何时完成仍不明朗,因为随着新情况的不断出现,项目范围经常变化不定,一些可交付成果已经完成,但当新干系人加入团队时,他们抱怨项目结果不符合业务目标。项目经理如何才能防止未来发生这种情况?
A team has been working on a project for several months, but the completion date is unclear because the scope is changing frequently as new knowledge is gained. Some deliverables have already been completed, but when new stakeholders join the team,they complain that project outcomes are not meeting business goals. How can the project manager prevent this situation from happening in the future?
A:创建详细的工作分解结构(WBS)和里程碑进度计划,并得到所有干系人批准。
Create a detailed work breakdown structure(WBS)and milestone schedule approved by all stakeholders.
B:创建优先级已确定的待办事项列表,并与干系人一起定义迭代审查会议。
Create a prioritized backlog and define iteration review sessions with stakeholders.
C:安排每日例会,以审查团队绩效和障碍因素。
Schedule a daily meeting to review team performance and impediments.
D:安排举行每个项目阶段的启动会,以便向所有干系人分享项目管理计划。
Schedule a kick-off meeting for every project phase to share the project management plan with all stakeholders.
AB
14.敏捷–项目生命周期–特征–高度不确定性,选择敏捷。
102、 [单选] 客户审查了具有高度不确定性的项目计划。客户对需要多次迭代的工作表示担忧,并且有无法达到强制交付日期的风险。在这种情况下,项目经理应使用哪种方法?
A customer reviewed the plan for a project with high uncertainty. The customer expressed concerned about the work requiring so much iteration with a risk of not reaching the mandatory delivery date. Which approach should the project manager use in this situation?
A:混合方法 Hybrid approach
B:预测方法 Predictive approach
C:看板方法 Kanban approach
D:敏捷方法 Agile approach
AD
冲刺
无
必选
14.敏捷–项目生命周期–增量型生命周期–增量交付会发现隐藏或误解的需求,便于项目与客户需求保持一致,并根据需要进行调整。
关键词:交付需要快速部署。可见是敏捷开发最合适,而如何确保解决方案的及时交付,少量多次的交付,可以尽早得到顾客的反馈。
43、 [单选] 一个项目经理正在努力交付一个需要快速部署
给公众的解决方案。项目团队经验丰富,干系人正在支持交付,客户正在合作。项目经理应该使用什么策略来确保解决方案的及时交付
?
A project manager is working on the delivery of a solution that needs to be deployed to the public quickly. The project team is experienced, the stakeholders are supporting the delivery, and the customer is cooperating. What strategy should the project manager use to ensure on-time delivery of the solution?
A:与客户会面,就解决方案的组件和优先事项达成一致。
Meet with the customer to agree on the components of the solution and the priorities.
B:要求发起人支持额外资源的分配,以及时完成交付。
Ask the sponsor for support regarding the allocation of additional resources to finish on time.
C:制定增量交付的高级计划,并尽早获得客户的反馈。
Have a high-level plan for incremental deliveries and get the customer’s feedback as early as possible.
D:制定所有里程碑、可交付成果、功能和资源分配的详细计划。
Have a detailed plan of all milestones, deliverables, functionalities, and allocation of resources.
DC
1.有些项目优化是为了加快交付速度。许多企业和项目无法等待所有的事情全部完成;这种情况下,客户愿意接受整个解决方案的一个部分。这种少量可交付成果的频繁交付称为增量型生命周期–敏捷实践指南,P22,3.1.3
2.“快速部署”和“及时交付”说明最关注的要素是速度,因此需要采用增量式交付,C相对更好。
3.解题技巧:题干要求“交付/提供价值”,这选项中也应带有“交付”。
A:本身做法没错,但关键词是“快速部署”,那么只强调和客户达成一致,相对而言没有制定增量。
计划和及时获取用户反馈更贴合场景,某种程度上C包括了A(增量交付计划需要先和客户达成一致)。
B:题干没有提到目前缺少资源。
D:典型的预测型项目做法,不符合“快速部署”和“及时交付”的要求。
解析:敏捷实践指南,3.1.4-敏捷生命周期的特征-增量交付,P24。在敏捷项目中,增量交付会发现隐藏或误解的需求,便于项目与客户需求保持一致,并根据需要进行调整。关键词:交付需要快速部署。可见是敏捷开发最合适,而如何确保解决方案的及时交付,少量多次的交付,可以尽早得到顾客的反馈。选项D是瀑布开发方式可排除;选项B与题干矛盾,干系人和顾客都在积极配合,不存在资源的不足;选项A只是要求达成一致,最终结果是否满足得不到顾客的反馈,是无法实现及时交付的。
13.干系人管理–项目有高可见度,但具有中等复杂性,意味着干系人层面需要特别注意,吸引干系人并管理他们的期望是项目成功的关键。并且提及以前已经执行过类似的项目,即有相关经验教训可参考。
138、 [单选] 一个项目经理被分配到一个高可见度的项目,该项目已经被确定为具有中等复杂性,基于以前的类似项目
。项目需要现成的产品交付给客户。基于这种情况,项目经理在整个项目生命周期中应该关注什么?
A project manager has been assigned to a high-visibility project that has been identified as having medium complexity, based on previous similar projects. The project needs to be delivered to the customer as a ready-to-use product. Based on this scenario, what should the project manager focus on throughout the project life cycle?
A:资源管理和经验教训
Resource management and lessons learned
B:时间管理和干系人参与
Time management and stakeholder engagement
C:成本管理与风险管理
Cost management and risk management
D:干系人的参与和经验
教训
Stakeholder engagement and lessons learned
CD
解析:根据题干,项目有高可见度,但具有中等复杂性,意味着干系人层面需要特别注意,吸引干系人并管理他们的期望是项目成功的关键。并且提及以前已经执行过类似的项目,即有相关经验教训可参考。
D选项最佳。
ABC选项虽然也都是项目生命周期里应该关注的,但是跟题目中的情景不符。