文章目录
- 8.质量管理--管理质量--数据表现--因果图--查明问题的因果
- 14.敏捷–角色–产品负责人PO–职责–1.创建待办列表并排序;2.确认工作优先顺序;3.提供反馈;4.指导开发方向。--待办列表的中用户故事没有描述清楚，要找P0确认。
- 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--小问题，让团队解决；其他问题，教练解决；–作用–促进合作
- 敏捷–角色–教练/项目经理–仆人式领导–职责–消除组织障碍
- 14.敏捷--变革就绪情况--项目经理找干系人
- 14.敏捷–角色–教练/项目经理–仆人式领导–职责–消除组织障碍--敏捷教练应该提醒团队成员遵守每日站会的规则，通过强调规则，敏捷教练可以提醒团队成员在站立会议中保持尊重和合作，这有助于创造一个积极的团队环境，鼓励开放的沟通和建设性的反馈。并强调站立会议的目的是了解当天的工作和障碍，应把注意力回到今天的沟通上。
- 9.资源管理
- 14.敏捷--变革就绪情况--项目经理找干系人
- 10.沟通管理
- 11.风险管理--过程--识别风险→实施定性风险分析→实施定量风险分析→规划风险应对→实施风险应对→监督风险
- 4.整合管理
8.质量管理–管理质量–数据表现–因果图–查明问题的因果
141、 [单选] 一个项目有一个质量管理计划。该计划规定，项目可交付成果必须在截止日期前至少五个工作日进行质量评审。有四个交付品不符合质量要求。项目经理应该怎么做？
A project has a quality management plan in place.This plan states that project deliverables must be reviewed for quality at least five business days before the deadline. Four deliverables have failed the quality requirement.What should the project manager do?
A：生成一个因果图进行分析。
Generate a cause-and-effect diagram for analysis.
B：重写质量管理计划的相关部分。
Rewrite relevant portions of the quality management plan.
C：询问对项目进行内部审计的可行性。
Inquire regarding the feasibility of an internal audit of the project.
D：联系项目发起人并请求建议。
Contact the project sponsor and request advice.
DA
14.敏捷–角色–产品负责人PO–职责–1.创建待办列表并排序;2.确认工作优先顺序;3.提供反馈;4.指导开发方向。–待办列表的中用户故事没有描述清楚，要找P0确认。
142、 [单选] 一家公司正在从预测方法向敏捷方法过渡。在最后两次冲刺评审期间，产品负责人抱怨开发团队，指出增量不符合用户场景中定义的验收标准。开发团队抱怨定义了冲刺待办事项列表的产品负责人，因为待办事项列表中的事项不能在项目开始时约定的两周的冲刺中交付。作为服务型（仆人型）领导者，项目经理应该如何解决这种情况？
A company is transitioning from a predictive to an agile approach. During the last two sprint reviews, the product owner complained about the development team, indicating that the increments do not meet the acceptance criteria defined in the user stories. The development team complained about the product owner, who is defining sprint backlog items, because the backlog items cannot be delivered during the 2-week sprints agreed to at the beginning of the project. How should the project manager resolve this situation in their new role as servant leader?
A：查组织过程资产（OPAs），找出类似的情况，并审查所采取的解决行动。
Review the organizational process assets (OPAs) to find similar situations and review the resolution actions taken.
B：要求团队使用下一个冲刺来完成前几个冲刺剩下的所有技术债务。
Request that the team use the next sprint to complete all technical debt remaining from the previous sprints.
C：将冲刺延长至3周，以完成产品负责人要求的工作。
Extend the sprints to 3 weeks to allow the work requested by the product owner to be completed.
D：鼓励整个团队根据他们的角色被授权并对所做的决定负责。
Encourage the whole team to be empowered and accountable for the decisions made according to their roles.
D
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–小问题，让团队解决；其他问题，教练解决；–作用–促进合作
敏捷–角色–教练/项目经理–仆人式领导–职责–消除组织障碍
143、 [单选] 敏捷团队中某问题设计解决者，经常在不编写文档的情况下将方案告知团队成员，导致团队成员苦不堪言，建议怎么做？
A problem solver in an agile team often communicates the solution to team members without writing documentation, causing team members to suffer. What do you recommend?
A：停止工作，直到提供文档。Stop working until documentation is provided.
B：审查导致该情况的流程。Review the processes that led to the situation.
C：要求提供文档。Request for documentation.
D：将此成员清除出团队。Clear this member from the team.
B
14.敏捷–变革就绪情况–项目经理找干系人
144、 [单选] 一家公司即将开始一项复杂的研究项目。由于不确定性的程度，项目经理建议使用混合型方法；然而，该组织只有预测项目的经验。项目经理如何制定对组织使用混合型方法的策略？
A company is about to start a complex research project. Due to the level of uncertainty, the project manager recommends the use of a hybrid approach; however, the organization only has experience with predictive projects. How can the project manager strategize the use of a hybrid approach to the organization?
A：向主要干系人介绍混合型方法的好处，以获得他们的支持。
Present the benefits of a hybrid approach to key stakeholders to get their support.
B：创建一个项目变更请求，以使用混合型方法来执行项目。
Create a project change request to execute the project using a hybrid approach.
C：致函项目管理办公室（PMO），要求使用混合型方法。
Send a letter to the project management office (PMO) requesting to use a hybrid approach.
D：向项目团队提交通知，确认他们将在项目中使用混合型方法。
Submit a notification to the project team confirming they will be using a hybrid approach on the project.
B
14.敏捷–角色–教练/项目经理–仆人式领导–职责–消除组织障碍–敏捷教练应该提醒团队成员遵守每日站会的规则，通过强调规则，敏捷教练可以提醒团队成员在站立会议中保持尊重和合作，这有助于创造一个积极的团队环境，鼓励开放的沟通和建设性的反馈。并强调站立会议的目的是了解当天的工作和障碍，应把注意力回到今天的沟通上。
145、 [单选] 一名团队成员因为没有完成昨天的任务，在站立会议上被其他人公开批评。敏捷教练首先应该做什么来应对这种情况？
A team member is openly criticized by others during a standup meeting for failing to complete yesterday’s tasks. What should the agile coach do first to address the situation？
A：强调基本规则，然后专注于当天的活动和障碍。
Emphasize the ground rules and then focus on today’s activities and impediments.
B：让讨论继续下去，因为团队清楚当天的优先事项是很重要的。
Let the discussion go on as it is important that the team is clear on priorities for the day.
C：参照团队章程避免讨论。
Avoid the discussion by referring to the team charter.
D：在下一次冲刺回顾会议中向团队成员发表演讲。
Address the team members involved during the next sprint retrospective.
每日站立会议 ：
由 Scrum Master 和开发团队参加，产品负责人可以自行选择是否参加。每日站立会议是快速专注的会议，用来分享迭代或迭代进展。
每个团队成员就他们将要完成的任务对其他人做口头承诺。 每个团队成员回答以下问题：
“ 昨天做什么?”
“今天将做什么?”
“遇到了什么问题?“
每日立会只有猪的角色可以发言，鸡的角色不可以发言这次会议时间箱 15 分钟，每天发生在同一时间和地点。选A。
9.资源管理
146、 [单选] 在项目执行过程中，一名经验丰富的团队成员通知项目经理，由于运营计划冲突，他们不能参加所有预定的项目活动。项目经理该怎么做？
During the execution of a project, an experienced team member informs the project manager that they cannot take part in all of the scheduled project activities due to a conflicting operational schedule. What should the project manager do?
A：用团队中其他可用的资源替换团队成员。
Replace the team member with another available resource on the team.
B：与团队成员的职能经理讨论情况，看看是否可以调整时间表。
Discuss the situation with the team member’s functional manager to see if the schedule can be adjusted.
C：与项目管理办公室（PMO）核对完成活动所需的可用资源。
Check with the project management office (PMO) on the available resources to complete the activities.
D：鼓励团队成员优先安排计划的项目活动。
Encourage the team member to prioritize scheduled project activities.
14.敏捷–变革就绪情况–项目经理找干系人
147、 [单选] 一位敏捷项目经理已经开始在一家建设购物中心的公司工作。项目经理希望实施一些与项目相关的敏捷实践。为了获得不同干系人的支持，项目经理应该做些什么？
An agile project manager has started working in a company that builds shopping centers. The project manager wants to implement some agile practices, which are relevant to the project. What should the project manager do in order to gain buy-in from the different stakeholders?
A：与相关的干系人组织一次会议，解释敏捷的好处和与项目相关的实践。
Organize a meeting with relevant stakeholders explaining the benefits of agile and the practices relevant for the project.
B：将项目管理计划（包括建议的敏捷实践）发送给干系人。
Send the project management plan, which includes the suggested agile practices, to the stakeholders.
C：请项目管理办公室（PMO）获得干系人的支持，因为敏捷是一种不同于他们以前工作方式的方法。
Ask the project management office (PMO) to get buy-in from the stakeholders, because agile is an approach that differs from their previous ways of working.
D：与顾问召开会议，向干系人提供敏捷实践方面的培训。
Organize a meeting with a consultant to provide training to the stakeholders on agile practice.
A
10.沟通管理
148、 [单选] 一位项目经理正在为一家政府公司做一个财务系统实施项目。其中一个使用预测方法的关键干系人不喜欢聊天、任务跟踪器等虚拟工具。他们更喜欢电子邮件、电话和面对面的会议。项目经理应该如何处理这种情况呢？
A project manager is working on a financial system implementation project for a government company. One of the key stakeholders, who uses predictive approaches, does not like virtual tools such as chats, task trackers, and so forth. They prefer email, telephone calls, and face-to- face meetings. How should the project manager approach this situation?
A：利用定期的屏幕分享会议向干系人展示进展情况。
Use regular screen-sharing sessions to show the progress to the stakeholder.
B：与干系人就沟通方法保持一致并达成一致。
Align and agree with the stakeholder on the communication approach.
C：要求经理使用虚拟通信工具和在线仪表盘。
Ask the manager to use virtual communication tools and online dashboards.
D：创建一个数字仪表盘，以满足经理的信息需求。
Create a digital dashboard to meet the manager’s information needs.
11.风险管理–过程–识别风险→实施定性风险分析→实施定量风险分析→规划风险应对→实施风险应对→监督风险
149、 [单选] 一名项目经理在A国的一个组织工作，负责在B国开设第一家实体店。发起人已经确定了该商店的城市，并希望尽量减少与当地政府存在的任何潜在问题。项目经理应采取哪些行动来解决发起人的要求？
A project manager is working for an organization in country A and has been tasked with opening the first brick-and-mortar store in country B. The sponsor has identified the city for the store and wants to minimize any potential issues with the local government. Which action should the project manager take to address the sponsor’s request?
A：与组织的法律部门合作，确定当地的法规，以确保项目的符合性
Work with the organization’s legal department to identify local regulations to ensure project compliance
B：与该组织的项目管理办公室（PMO）合作，建立一个由位于该城市的居民组成的项目团队
Work with the organization’s project management office (PMO) to build a project team of residents located in the city
C：与该组织的房地产部门合作，并联系当地政府，以确定商店的最佳位置
Work with the organization’s real estate department and reach out to the local government to identify the best location for the store
D：与当地政府合作，建立将在商店工作的员工队伍
Work with the local government to build the profiles of employees that will be working in the store
D
4.整合管理
150、 [单选] 由于某些活动发生延迟，其中一位项目团队成员在未获得任何批准的情况下扩大了范围。项目经理接下来该做什么？
Due to delays on some activities,one of the project team members has increased the scope without any approval. What should the project manager do next?
A：评估对项目所做变更的影响。
Evaluate the impacts of the changes that were made to the project.
B：用新范围更新项目文档。
Update project documentation with the new scope.
C：删除这些变更，以符合最初需求。
Remove the changes to match the original requirements.
D：增加项目团队成员，以避免屡次发生进度计划延迟的情况。
Add team members to the project to avoid more schedule delays.
A
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