PMP--三模--解题--31-40

14.风险管理–风险管理计划：方法论，角色与职责，风险类别，时间安排

31、 [单选] 项目团队成员识别了采购风险，并向项目发起人发送了一封强调风险的电子邮件。发起人将邮件转发给项目经理，询问进一步的细节。在与发起人交谈后，项目经理决定采取预防措施。项目经理应该和他们的团队一起审阅哪一份文件？

A project team member identified a procurement risk and sent an email to the project sponsor highlighting the risk. The sponsor forwarded the email to the project manager asking for further details. After speaking with the sponsor, the project manager decided to take preventive action. Which document should the project manager review with their team?

A：风险管理计划 Risk management plan

B：质量管理计划 Quality management plan

C：沟通管理计划 Communications management plan

D：采购管理计划 Procurement management plan

A

10.沟通管理–沟通管理计划–题干关键词“信息、报告、项目状态、误解、通知、开会、上报步骤、术语表”。

项目管理五大过程组：先启动→再规划→再执行→要监控→最后收尾

32、 [单选] 某市场团队正在规划的一个为期多年的计划将包含很多跨职能部门的干系人，项目经理已经指定，项目现在处于规划阶段。项目经理首先应该编制以下哪个（些）文件？

A marketing team is planning for a multiyear initiative that will include a lot of cross-functional stakeholders. The project manager has been assigned and is now in the project planning phase. What item(s) should the project manager develop first?

A：商业论证和范围文档。
A business case and scope document.

B：产品待办事项列表和拟交付功能确认文件。
A product backlog and identification of the features to be delivered.

C：包含已知风险的风险管理计划。
A risk management plan to incorporate known risks.

D：满足团队需要的沟通管理计划。
A communications management plan that addresses the team’s needs.

D

9.资源管理–领导力

33、 [单选] 在与客户会面后，项目经理获得赞许，因为项目总能如期进展。当天晚些时候，项目经理参加了项目团队例会，以跟进可交付成果的状态，在该项目团队会议上，项目经理该做什么？

After a meeting with the customer, the project manager receives special recognition because the project is always on schedule. Later that day, the project manager attends a regular project team meeting to follow up on the status of the deliverables. What should the project manager do in the project team meeting?

A：遵循会议议程，列出后续的可交付成果。
Follow the meeting agenda and make a list of the next deliverables.

B：在会议纪要中记录这一反馈。
Document this feedback in the meeting minutes.

C：开始规划如何提前实现后续可交付成果。
Start planning how to improve the dates of next deliverables.

D：向项目团队成员分享客户反馈。
Share the customer feedback with the project team.

D

14.敏捷–故事点–故事点对需求或故事的相关工作、风险和复杂性进行评估。许多敏捷团队使用故事点估算工作量。

题目提及“预算”，就选预算估算吧？错咯，看着故事点就很想选

34、 [单选] 有新项目需要紧急提交资金审批。该项目将使用一项新技术，对该组织至关重要。整个Scrum团队已经在多个项目上合作了3年多，并在批准的预算下交付了上一个项目。在这种情况下，项目经理应该采用哪种评估技术？

A new project needs to be submitted for urgent funding approval. The project, which will use a new technology, is vital to the organization. The entire Scrum team has worked together for over 3years on multiple projects and delivered the previous project under the approved budget. Which estimation technique should the project manager implement in this context?

A：预算估算 Budget estimate

B：确切估算 Definitive estimate

C：故事点 Story points

D：数量级 Order of magnitude

A C

9.资源管理–塔克曼阶梯理论–“高度的信任”=大部分权力

35、 [单选] 项目经理所领导的全球团队是他们过去曾经合作过的，并且与他们有着高度的信任。该团队位于不同的国家和时区，需要及时做出决定。为了确保项目在整个团队中顺利进行，项目经理应该如何处理委派？

A project manager is leading a global team that they have worked with in the past and has a high level of trust with them. The team is located in different countries and time zones and will need decisions in a timely manner. In order to ensure that the project runs smoothly across the team, how should the project manager approach delegation?

A：授权大多数权力并通过隐瞒重要资料控制职权。
Delegate most authorities and control the authority by withholding important information.

B：授权某些权力并通过隐瞒重要资料控制职权。
Delegate certain authorities and control the authority by withholding important information.

C：授予某些权力并分享信息，以便公平决策。
Delegate certain authorities and share information to allow fair decision-making.

D：授权大部分权力并分享信息，以便公平决策。
Delegate most authorities and share information to allow fair decision-making.

C D

10.沟通管理–虚拟团队需要密切沟通，以促进更好地理解，因此要了解团队的沟通需求

36、 [单选] 一个项目团队表示担心，由于他们的工作日程，某些远程团队成员无法与较大的项目团队合作。项目经理感到困惑，因为整个团队都位于同一时区，并且认为还有其他因素在起作用。项目经理接下来应该做什么？

A project team has expressed concern that certain remote team members are not able to collaborate with the larger project team due to their work schedule. The project manager is confused since the entire team is located in the same time zone and believes there are other factors at play. What should the project manager do next?

A：纠正违反基本规则的行为。
Rectify ground rule violations.

B：正式审查业绩。
Review performance formally.

C：检查团队的虚拟需求。
Examine the team’s virtual needs.

D：实施新的选择方案。
Implement new options.

C

4.整合管理–备选方案分析–备选方案分析用于在出现偏差时选择要执行的纠正措施或纠正措施和预防措施的组合。–出了问题，要找到解决方案，将进度赶回来。

37、 [单选] 在一个项目的编程活动中，每个模块预计持续35天，但第1个模块的编程就已经用了45天。项目经理应该做什么？

The programming activities of a project were planned to last 35 days per module, but the programming of the first module has taken 45 days. What should the project manager do?

A：让团队加班加点按时完成可交付成果。
Ask the team to work overtime to complete the deliverable on time.

B：向项目发起人提交变更请求，以便更改进度计划。
Submit a change request to the project sponsor to change the schedule.

C：检查范围，核实是否存在范围蔓延问题，使项目符合进度计划。
Check the scope to verify if there is scope creep and get the project on schedule.

D：评估情况，以便在不影响基准的前提下压缩进度计划。
Evaluate the situation and identify ways to compress the schedule without impacting baselines.

C D

13.干系人管理–干系人参与度评估矩阵

• 不了解型。不知道项目。
• 抵制型。知道项目，但抵制。
• 中立型。了解项目，但既不支持，也不反对。
• 支持型。了解项目，会支持。
• 领导型。了解项目，而且积极参与以确保目取得成功。

38、 [单选] 项目经理负责一个有100多个干系人的跨国项目。项目经理关心的是成功交付项目所需的适当的干系人参与和参与水平。项目经理应该做什么？

A project manager is working on a multinational project that has more than 100 stakeholders. The project manager is concerned about the appropriate stakeholder participation and involvement level required for successful project delivery. What should the project manager do?

A：与干系人沟通，寻找解决方案。
Communicate with the stakeholders to find a solution.

B：与项目干系人一起审查问题日志。
Review the issue log with the project stakeholders.

C：评估干系人参与评估矩阵。
Evaluate the stakeholder engagement assessment matrix.

D：进行干系人假设条件和约束分析。
Perform a stakeholder assumption and constraint analysis.

C

14.敏捷–项目生命周期的特征–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.

A B

9.资源管理–培训–解决技能和能力的问题，使用培训。

考察点是“错配”，错配需要培训弥补。

40、 [单选] 项目经理正与某Scrum团队一起开展一个项目，该团队总是超过最后期限。指导委员会对该项目非常担心，因为它能否交付预期价值尚不清楚，做了一些分析之后，项目经理发现，一名团队成员存在能力错配的情况。项目经理该做什么？

A project manager is working with a scrum team that is continually missing deadlines. The steering committee is concerned about the project as it is not clear that it will deliver the expected value. After some analysis, the project manager discovers there is a mismatch of competencies in one of the teams. What should the project manager do?

A：接受该错配导致项目在最后期限前无法完成的风险。
Accept the risk of the project missing deadlines due to the mismatch.

B：提供适当培训，对该错配予以弥补。
Provide appropriate training to compensate for the mismatch.

C：更新项目进度计划，以反映该延误。
Update the project schedule to reflect the delay.

D：向团队强调达到商定的最后期限的重要性。
Emphasize to the teams the importance of meeting the agreed deadlines.

B