PMP--二模--解题--161-170

14.敏捷–敏捷团队–敏捷团队是自组织和跨职能的，每个人都对项目负责，所以每个人都需要理解他们的角色和贡献将如何影响整个项目，以增强团队成员的主人翁意识和参与感。

161、 [单选] 敏捷项目的项目经理希望拥有一个高度敬业的团队。项目经理应该如何实现这一目标？

A project manager for an agile project wants to have a highly engaged team. How should the project manager achieve this objective?

A：明确方向和任务，这样人们就能专注于他们的工作。
Be clear with directions and assignments so people stay focused and engaged with their work.

B：营造一种环境，让每个人都知道自己的贡献对整个项目意味着什么。
Promote an environment where everybody knows what their contribution means to the project as a whole.

C：设计一个奖励系统，通过认可上一次冲刺中的重要个人贡献来激励人们。
Design a reward system to get people motivated by recognizing significant individual contributions from the last sprint.

D：鼓励团队成员之间不断轮换角色，以在项目交付过程中保持大家的积极性。
Encourage continuous rotation of roles among team members to keep people motivated throughout project delivery.

B

4.整合管理–结束项目或阶段–验收的可交付成果–验收的可交付成果可包括批准的产品规范、交货收据和工作绩效文件。对于分阶段实施的项目或提前取消的项目，还可能包括部分完成或中间的可交付成果。

过渡到运营，说明该阶段已经处于收尾。收尾工作中，首先要确保得到已验收的可交付成果。

162、 [单选] 一个项目经理刚刚成功地完成了一次部署，并准备在开始关闭操作之前将项目过渡到一个运营状态。项目经理应如何操作以确保项目做好转移到运营状态的准备？

A project manager just completed a successful deployment and is preparing to transition the project to an operational state before starting closeout actions. What should the project manager do to ensure that the project is ready to move to an operational state?

A：评审项目章程中的项目批准要求，并确认由谁来批准项目目。
Review the project approval requirements in the project charter and confirm who will be approving the project.

B：与项目团队会面，评审工作分解结构（WBS），并确认已交付成果。
Meet with the project team to review the work breakdown structure (WBS) and confirm deliverables have been delivered.

C：参考项目正在进行的工作（WIP）报告，以确保待办事项工作中没有其他工作。
Refer to the project’s work in progress (WIP) reports to ensure that there is no additional work in the backlog.

D：制定计划以偿还项目期间发生的技术债务，并确保项目发起人同意该计划。
Develop a plan to repay the technical debt incurred during the project and ensure that the project sponsor agrees with the plan.

14.敏捷–不确定性、风险和生命周期选择–风险管理是一个持续的过程，且需要团队合作，团队成员应在每个迭代中共同识别、评估和应对风险。

163、 [单选] 一个项目经理正在领导一个刚开始敏捷的团队。在启动会议期间，一名团队成员询问如何使用敏捷方法管理风险。项目经理应该如何回应？

A project manager is leading a team that is new to agile. During the kickoff meeting, one team member asks how risks will be managed using agile approaches. How should the project manager respond?

A：风险管理是一项协作工作，将在每次迭代中进行管理。
Risk management is a collaborative effort and will be managed during each iteration.

B：风险由项目经理管理，并在每个项目开始时进行预测。
Risks are managed by the project manager and forecast at the beginning of each project.

C：风险将在与所有团队成员的回顾会议期间进行管理。
Risks will be managed during a retrospective session with all of the team members.

D：风险由团队管理，并将在风险管理启动时对其进行分析。
Risks are managed by the team and they will be analyzed during risk management kickoff.

C

？但是没法解释为啥不选A，因为回顾会就是可以总结经验，还是说已经在回顾会上发现的问题且关键，需要立马有措施；14.敏捷–敏捷团队–在成功的敏捷团队中，团队成员在工作中以各种方式开展合作（如结对、群集、群体开发）。因此当团队只有一个成员具备经验和特定技能时，可以通过合作的形式。进行知识共享和能力复制，使更多的团队成员具备该技能，从而提升团队的整体技能水平。

164、 [单选] 一个计划在四个月内执行的项目被分为八个迭代。在第一次回顾中，团队意识到只有一个成员有经验做一个关键的项目需求。项目经理应该怎么办？

A project defined to be executed in four months is divided into eight iterations. During its first retrospective, the team realizes that only one member has experience doing a key project requirement. What should the project manager do?

A：邀请团队成员在下一次回顾中分享经验。
Invite the team member to share experience in the next retrospective.

B：请求发起人增加具有所需经验的团队成员。
Ask the sponsor to add team members with the required experience.

C：在团队内计划知识共享会议。
Plan knowledge-sharing sessions within the team.

D：请求发起人为团队提供培训课程。
Ask the sponsor for a training course for the team.

A

？14.敏捷

165、 [单选] 项目经理被分配到一个新项目。该项目是针对该公司希望尽快推出的新产品，以测试市场准备情况。该项目是大型业务转型的一部分，目标是为新产品打开交付渠道。项目经理应该推荐哪种交付方式？

A project manager is assigned to a new project. The project is for a new product that the company wants to launch as soon as possible to test market readiness. The project is part of a large business transformation, and the objective is to open delivery channels for the new product. Which delivery approach should the project manager recommend?

A：有经验的项目团队的预测方法。
A predictive approach with an experienced project team.

B：具有明确定义的用户故事的自适应方法。
An adaptive approach with clearly defined user stories.

C：具有定义松散的大型史诗的自适应方法。
An adaptive approach with loosely defined large epics.

D：具有明确接受标准的预测方法。
A predictive approach with clear acceptance criteria.

C

14.敏捷–实践–展示/评审–在敏捷项目管理中，客户参与被视为至关重要，因为它确保了产品的发展与客户的需求和期望保持一致。通过邀请客户代表参加评审会议，可以确保他们对产品的发展有所了解，并能提供及时的反馈。

166、 [单选] 在第四个冲刺中，一个项目经理注意到没有一个客户代表参加过任何一个冲刺。团队告诉项目经理他们已经准备好了一个原型。项目经理下一步应该做什么？

During the fourth sprint, a project manager noticed that none of the customer representatives have participated in any of the sprints. The team told the project manager that they had a prototype ready. What should the project manager do next?

A：联系客户，确认他们收到了在制品（WIP）的更新。
Contact the customer to confirm that they received updates of the work in progress (WIP).

B：告诉团队创建一个原型手册，为最终用户提供指导。
Tell the team to create a prototype manual to provide guidance for the end user.

C：向质量保证（QA）团队提供关于能力的演示。
Deliver a presentation about the capabilities to the quality assurance (QA) team.

D：邀请客户代表参加评审会议，与团队一起评审原型。
Invite the customer representatives to the review meeting to review the prototype with the team.

D

14.敏捷–敏捷团队–团队结构–敏捷团队是自组织团队，新的项目经理应该鼓励团队参与决策，并赋予他们权力，这样可以提高团队的积极性，使他们对工作更有热情，也有助于确保团队成员对项目目标有清晰的理解。

167、 [单选] 一个项目经理被指派接管一个现有的软件项目。项目经理继承了一个由关键干系人、主题专家和高级开发人员组成的精益团队。在与团队一起审查项目状态时，项目经理发现团队似乎缺乏方向和热情。新上任的项目经理该怎么做？

A project manager has been assigned to take over an existing software project. The project manager inherited a lean team comprised of key stakeholders, subject matter experts (SMEs), and senior developers. While reviewing the project status with the team, the project manager observes that the team seems to lack direction and enthusiasm. What should the new project manager do？

A：确保每个人按计划完成分配的任务。
Ensure everyone performs their assigned tasks as planned.

B：定期组织团队建设会议，更新风险登记册。
Organize frequent team building sessions and update the risk register.

C：与项目发起人会面，提出项目的纠正措施。
Meet with the project sponsor and propose a corrective action for the project.

D：鼓励参与决策并赋予团队权力。
Encourage participation in decision making and empower the team.

B

14.敏捷–宣言–敏捷12大原则–第一条–最高目标–通过尽早持续交付有价值的软件来满足客户的需求。

168、 [单选] 敏捷项目在遵循组织流程方面存在冲突，其中许多流程不会为项目增加任何价值。为了解决这一问题，以下哪一项应被视为最高优先级？

There is a confliction an agile project about following organizational processes, many of which do not add any value to the project. To resolve this, which one of the following should be regarded with the highest priority?

A：组织的需求
Needs of the organization

B：客户的需求
Needs of the customer

C：敏捷领导的需求
Needs of the agile lead

D：项目管理的需求
Needs of the project manage

14.敏捷–专术语–DoD与DoR的区分：D是done完成，R是Ready准备。

完成的定义 (DoD) – Definition of Done (DoD)：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。（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。）

准备就绪的定义 (DoR) – Definition of Ready (DoR)：它是团队以用户需求为中心的核对单，其中包括团队开始工作所需的全部信息。（DoR为每次迭代开发前针对需求梳理或需求输入所设置的质量验收标准。）

169、 [单选] 敏捷项目中遇到了缺陷问题，项目经理担心缺陷会影响团队的交付能力，项目经理该怎么办？

What should the project manager do when he encounters a defect problem in an agile project and is concerned that the defect will affect the team’s ability to deliver?

A：审视完成的定义（DoD）
Review Completed Definitions (DoD)

B：只关注缺陷不关注增量
Focus on defects, not increments

C：在产品交付完成后再解决缺陷
Fix defects after product delivery

D：忽略缺陷
Ignore the defect

Definition of Done (DoD). 完成的定义 (DoD) ：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。A

14.敏捷–项目生命周期的特征–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