PMP--一模--解题--11-20

14.敏捷–角色–产品负责人PO–职责–1.梳理产品待办事项列表；2.确定产品功能。

11、 [单选] 在当前冲刺期间，产品负责人的可用性受到了其他承诺的限制。在每日站会上，团队成员抱怨他们不能从产品负责人那里得到答案，结果，产品增量的开发被延迟。对于scrum master来说，最好的行动方案是什么？

During the current sprint, the product owner’s availability has been limited due to other commitments. At the daily standup, the team members complain that they cannot get answers from the product owner, and, as a result, the development of the product increment is delayed. What is the best course of action for the scrum master?

A：让高级开发人员做出产品决策
Let the senior developers make the product decisions

B：代表团队成员联系产品负责人
Contact the product owner on behalf of the team members

C：在冲刺审查期间提及可用性问题
Mention the availability issue during the sprint review

D：在冲刺回顾中讨论可用性问题
Discuss the availability issue at the sprint retrospective

Scrum（敏捷型）
流程：
（1）迭代计划会（选故事、领任务、拆任务）：输入产品Backlog 、冲刺目标 → 输出冲刺Backlog 、燃尽图、任务板
（2）每日站会（15分钟、轮流开、不解决问题）：输入任务板/看板 →输出任务板更新、燃尽图更新、障碍日志、产品增量
（3）迭代评审会（演示、评审、反馈）：输入产品增量 → 输出确认的产品增量、干系人的反馈
（4）迭代回顾会（总结、改进、计划）：输入问题日志、干系人的反馈 → 输出改进计划、新的待办事项，选D。

“团队成员抱怨他们不能从产品负责人那里得到答案”第一时间跟PO沟通。

9.资源管理–事业环境因素

12、 [单选] 项目经理正在制定一个关键项目的资源管理计划，该项目涉及位于不同国家具有不同文化的资源，下列哪一项将帮助项目经理处理这种情况？

The project manager is developing the resources management plan for a key project that involves different culture resources in different countries. Which of the following will help the project manager deal with this situation?

A：团队建设活动
Team building activities

B：事业环境因素
Business environment factors

C：人际关系技能
Interpersonal skills

D：虚拟团队
Virtual team

事业环境因素 (EEF)。团队不能直接控制的，将对项目、项目集或项目组合产生影响、限制或指导作用的各种条件。排除B。 “题目的文化”就是“不能直接控制的环境因素”，选B。
>选C。

7.成本管理–挣值分析

13、 [单选] 项目的成本绩效指数（CPI）和进度绩效指标（SPI）均大于1.0，项目经理减少投入以保持进度。在这个过程中，什么会保持不变？

A project’s cost performance index (CPI) and schedule performance index (SPI) are both greater than 1.0. The project manager decreases inputs to maintain the schedule.During this process, what remains unchanged?

A：进度 Schedule

B：成本 Cost

C：成本与进度 Cost and schedule

D：进度基准 Schedule baseline

进度基准。经过批准的进度模型，能够通过正式的变更控制程序进行变更，并被用作与实际结果进行比较的依据。选D。

13.干系人管理

14、 [单选] 由于组织结构的变化，干系人A承担了新的责任，并已经从指导管理委员会辞职。干系人A替代者干系人B，提出与项目商业利益有关的问题。项目经理首先应该怎么做？

As a result of changes in an organization’s structure，stakeholder A takes on new responsibilities and steps down from the steering committee . stakeholder A’s replacement，stakeholder B, raises issues regarding the project’s business benefits. What should the project manager do first？

A：在问题登记册中记录该问题，并更新项目利益
Document the issue in the issue log and update the project benefits.

B：更新项目管理计划
Update the project management plan

C：与干系人会面，包括项目发起人
Meet with the stakeholders，including the project sponsor

D：更新干系人登记册，并参考干系人管理策略
Update the stakeholder register and refer to the stakeholder management strategy

D

4.整合管理–结束项目与阶段–收尾的第一步是完成项目的验收

15、 [单选] 公司聘请一名项目经理来管理一个小型高端项目，如果这个项目成功，将会为公司带来额外的合作。有效的收尾过程是项目成功的关键因素。为确保成功，项目经理必须产生什么可交付成果？

The company hired a project manager to manage a small high-end project. If the project is successful, it will bring additional cooperation for the company. The effective closing process is a key factor in the success of the project. What deliverables must be generated by the project manager to ensure success?

A：验收文件 Acceptance documents

B：储备分析 Reserve analysis

C：进度报告 Progress report

D：采购审计 Procurement audit>

A

4.整合管理–风险登记册与经验教训登记册的区分–？

16、 [单选] 在项目执行期间，项目经理发现在规划期间未考虑政府法规。经过详细分析后，项目经理解决了这个问题。若要阻止再次发生这个问题，项目经理应该做什么？

During project execution, the project manager found that government regulations were not considered during the planning period. After a detailed analysis, the project manager resolved the issue. What should the project manager do to prevent this problem from happening again?

A：将该过程记录在风险登记册中
Record this process in the risk register

B：在问题日志中记录该事项
Record this in the issue log

C：更新经验教训
Update lessons learned

D：向指导委员会通知解决方案
Inform the steering committee of the solution

风险登记册与经验教训登记册的区分：
风险登记册是记录风险管理过程输出的存储文件。风险登记册中的信息可以包括相关管理风险的负责人，概率、影响、风险评分、计划的风险应对，和用来获得关于单个风险的高层级理解的其他信息。
经验教训登记册。经验教训登记册可被用于记录在某一项目、阶段或迭代期间所获知识的项目文件，以便未来可将这些知识用于提高团队和组织的绩效。选C。

9.资源管理–管理团队引言–项目经理应留意团队成员是否有意愿和能力完成工作，然后相应地调整管理和领导力方式。相对那些已展现出能力和有经验的团队成员，技术能力较低的团队成员更需要强化监督。

17、 [单选] 项目经理注意到一位团队成员在团队会议期间似乎越来越不满。该团队成员没有在关键的工作包上取得进展，这种进展的缺乏现在正在影响关键路径。团队成员认为他们在项目团队中没有扮演正确的角色。项目经理应该做什么？

A project manager notices that one team member seems increasingly unhappy during team meetings. The team member is not making progress on a key work package, and this lack of progress is now impacting the critical path. The team member feels that they are not in the correct role within the project team. What should the project manager do?

A：让团队成员相信他们的能力，提醒他们被选中是有原因的。
Reassure the team member about their abilities by reminding them that they were chosen for a reason.

B：与团队成员会面，基于他们的优势而讨论他们可以如何做出贡献。
Meet with the team member to discuss where they can contribute, based on their strengths.

C：让团队成员接受有针对性的培训，以获得他们所指定角色所需的技能。
Enroll the team member in targeted training to acquire the needed skills for their assigned role.

D：安排与团队成员的每周触点，以讨论可能影响他们工作的障碍。
Schedule weekly touchpoints with the team member to discuss barriers that may impact their work.

团队成员认为他们在项目团队中没有扮演正确的角色，得出：B

13.干系人管理–干系人参与度评估矩阵

18、 [单选] 在新项目的干系人会议中，项目经理发现一名干系人对项目有抵触。项目经理记录该情况，并对该干系人的参与程度评级。项目经理使用了哪项工具或技术来为干系人的参与程度评级？

During a new project’s stakeholder meeting, the project manager discovers that one stakeholder is resistant to the project. The project manager notes this, and rates the stakeholder engagement level. What tool or technique did the project manager use to rate this stakeholder’s engagement level?

A：干系人参与度评估矩阵 Stakeholder Engagement Assessment Matrix

B：风险概率和影响评级 Risk probability and impact assessment

C：人际关系技巧 Interpersonal skills

D：专家判断 Expert judgment

A

14.敏捷–宣言–重视实在的

19、 [单选] 一个关键干系人坚持团队用正式的文档广泛地记录软件代码。产品负责人解释说，虽然一定数量的文档是必要的，但团队成员最好把时间花在开发软件上，因为这对客户来说代表了最大的价值。产品负责人向干系人解释了以下哪一种敏捷概念？

A key stakeholder insists that the team extensively documents the software code in a formal document. The product owner explains that while a certain amount of documentation is necessary, the team members time is better spent developing the software because it is what represents the most value to the customer. Which of the following agile concepts does the product owner explain to the stakeholder?

A：略微分配 Fractionally assigned

B：服务型领导 Servant leadership

C：勉强够用 Barely sufficient

D：结对编程 Pair programming

仆人式领导是一种为团队赋权的方法。仆人式领导是通过对团队服务来领导团队的实践，它 注重理解和关注团队成员的需要和发展，旨在使团队尽可能达到最高绩效。仆人式领导的作用是促进团队发现和定义敏捷。仆人式领导实践并传播敏捷。选B。

9.资源管理

20、 [单选] 项目经理发展团队会议由于主导讨论的人迟到而中断。若要提高团队会议的效率，项目经理应怎么做？

Project Manager Development Team meeting was cancelled due to the person leading the discussion being late. To improve the effectiveness of team meetings, what should the project manager do?

A：使用专业引导师。 Use a professional facilitator

B：认可按时到达的团队成员。 Recognize team members who arrive on time.

C：为团队会议设定基本规则。 Set ground rules for team meetings.

D：开展团队建设活动。 Conduct team-building exercises.

C