PMP--三模--解题--61-70

8.质量管理–审计–质量审计还可以确认已批准的变更请求（包括更新、纠正措施、缺陷补救和预防措施）的实施情况。

质量结果有问题，要看过程。质量审计可以审计变更请求的实施情况，因此B包括A。

61、 [单选] 当项目准备交付第一批产品时，质量控制检查认为产品不适合交付。根本原因分析(RCA)表明，作为最新变更请求的一部分添加的组件没有在整个开发周期中进行测试。项目经理下一步应该做什么？

A project is ready to deliver the first batch of the product when a quality control check rejects the product as unfit for delivery. The root cause analysis (RCA) shows that a component added as part of the latest change request was not tested throughout the development cycle. What should the project manager do next?

A：审查变更控制过程，以确保质量管理工件作为变更的一部分得到更新。
Review the change control process to ensure quality management artifacts are updated as part of the change.

B：审查质量管理过程，并进行过程审计，作为持续质量保证的一部分。
Review the quality management process and perform a process audit as part of ongoing quality assurance.

C：审查沟通管理计划，确保变更要求传达给受影响的团队成员。
Review the communications management plan to ensure change requests are communicated to the affected team members.

D：与项目管理办公室（PMO）审查质量管理程序，以确保符合最佳做法。
Review the quality management process with the project management office (PMO) to ensure compliance with best practices.

B

11.风险管理–应急应对策略–如果项目团队相信其发生会有充分的预警信号，那么就应该制定仅在某些预定条件出现时才执行的应对计划。应该定义并跟踪应急应对策略的触发条件，例如，未实现中间的里程碑，或获得卖方更高程度的重视。

62、 [单选] 在项目执行阶段，风险责任人正在监督一款动力发动机的临界速率，该速率最终会触发已定义的风险应对策略。在风险评估和管理过程阶段中，该款动力发动机被确定具有以下特征：1,600rpm(每分钟转速)→停止工作，系统崩溃1,500rpm(每分钟转速)→允许的最大速率警告1,400rpm(每分钟转速)→降低功率，对发动机进行制动操作。以下哪项表述正确？

During project execution, the risk owner is monitoring the critical speed rate of a power engine to eventually trigger the defined risk-response strategy. During the risk assessment and management process phase, it was defined that the power engine has the following characteristics. 1,600 rpm(rate-per-minute)->stops working and crashes the system 1,500 rpm(rate-per-minute)->warns of max rate allowed 1,400 rpm(rate-per-minute)->reduces the power and brakes the engine. Which of the following statements is correct?

A：1,600rpm是项目问题；1,500rpm是会触发应对策略的事件；及1,400rpm是项目问题。
1,600 rpm is a project issue; 1,500 rpm is an event that triggers a response strategy,and 1,400 rpm is a project risk.

B：1,600rpm是项目问题；1,500rpm是项目风险；及1,400rpm是会触发应对策略的事件。
1,600 rpm is a project issue; 1,500 rpm is a project risk:and 1,400 rpm is an event that triggers a response strategy.

C：1,600rpm是会触发应对策略的事件；1,500rpm是项目问题；及1,400rpm是项目问题。
1,600 rpm is an event that triggers a response strategy 1,500 rpm is a project issue.and 1,400 rpm is a project risk.

D：1,600rpm是项目风险；1,500rpm是会触发应对策略的事件；及1,400rpm是项目风险。
1,600 rpm is a project risk. 1,500 rpm is an event that triggers a response strategy.and 1,400 rpm is a project issue.

B

14.敏捷–敏捷团队的衡量结果–燃尽图&燃起图-某些基于迭代的项目使用燃尽图查看项目随时间的进展情况，某些团队更喜欢燃起图。–发布燃尽图，即每个版本发布的燃尽图，能够体现剩余的发布版本与时间。

14.敏捷–剩余用户故事的故事点

63、 [单选] 指导委员会已要求在运用敏捷方法方面经验丰富的项目经理提供某中型项目剩余时间的说明。项目经理可以使用哪些工具提供此信息？

The steering committee has asked a project manager experienced in agile to provide an indication of the time remaining on a medium-sized project. What tools can be used to provide this information?

A：业务需求文档分析。
Analysis of the business requirements document.

B：发布燃尽图。
A release burndown chart.

C：剩余用户故事的故事点。
Story points for the remaining user stories.

D：替代指标。
Surrogate measurements.

B

11.风险管理–专家判断–应考虑了解类似项目或业务领域的个人或小组的专业意见。项目经理应该选择相关专家，邀请他们根据以往经验和专业知识来考虑单个项目风险的方方面面，以及整体项目风险的各种来源。

64、 [单选] 一位项目经理正在领导一个为一家贸易公司开发会计软件的项目。在交付成果的同时，政府将在未来6个月内更改间接税法规，从而确定了新的风险。这一风险将对项目成果产生重大影响。项目经理下一步应该怎么做？

A project manager is leading a project to develop accounting software for a trading firm. As the outcomes are being delivered, a new risk is identified regarding an indirect tax regulation that is being changed by the government in the next 6 months. This risk will have a significant impact on the project outcomes. What should the project manager do next?

A：确定风险的影响，并确定不影响税务模块的结果的优先次序。
Determine the impact of the risk and prioritize outcomes that do not affect the tax module.

B：将间接税模块的开发推迟到税收法规生效后。
Delay developing the indirect tax module until the tax regulation comes into effect.

C：与专家一起评估风险的影响，并与客户一起确定进一步结果的优先次序。
Assess the impact of the risk with an expert and prioritize further outcomes with the client.

D：分析风险的影响，与团队讨论，确定如何分离税务模块。
Analyze the impact of the risk and discuss with the team to determine how to separate the tax module.

C

5.范围管理–团队章程–团队价值观，如可持续开发的速度和核心工作时间、工作协议，如DOR/DOD、基本规则、团队规范。–团队需要就工作时间达成一致。

65、 [单选] 项目经理同意了一个团队成员的要求，要求他们有一个替代的工作时间表，即他们每天中午12点开始工作。这个安排对这个项目很有效，但最近受到了其他项目团队成员的审查，因为公司的核心工作时间是上午9点开始。为了防止这种情况，项目经理应该做些什么呢？

A project manager agreed to a team member’s request to have an alternative working schedule whereby they begin working at 12:00 pm each day. This arrangement has worked well for the project, but has recently been scrutinized by members from other project teams because the company’s core working hours begin at 9:00 am. What should the project manager have done to prevent this situation?

A：对情况进行分解以确定根本原因
Broken down the situation to identify the root cause

B：确定沟通方法和渠道
Determined communication methods and channels

C：就工作时间的边界协商达成一致
Analyzed the boundaries of the negotiations for agreement

D：管理和纠正违反基本规则的行为
Managed and rectified the ground rule violations

C

9.资源管理–沟通技术–在解决集中办公或虚拟团队的团队建设问题方面，沟通技术至关重要。它有助于为集中办公团队营造一个融洽的环境，促进虚拟团队（尤其是团队成员分散在不同时区的团队）更好地相互理解。

66、 [单选] 经理与在世界各地工作的团队成员一起管理项目。项目经理注意到每个团队成员的可交付物都不满足需求。项目经理首先应该做什么？

A project manager is managing a project with team members who are working all over the globe. The project manager notices that each team member’s deliverables do not meet the requirements. What should the project manager do first?

A：通过电话会议召集项目团队，告诉他们如果再提交任何不合规的可交付物，将采取纪律行动。
Assemble the project team via conference call to tell them that disciplinary action will be taken if any more noncompliant deliverables are submitted.

B：与项目团队讨论创建不合规可交付物的过程，以确定是否存在潜在的误解。
Discuss the process used to create the noncompliant deliverables with the project team tosee if there was a potential misunderstanding.

C：与项目发起人约定时间，告知他们由于返工可交付物所需的时间，项目进度有所延迟。
Schedule time with the project sponsor to inform them that the project schedule is slipping due to the time it will take to rework the deliverables.

D：与项目团队会面，解释不合规的可交付物必须重新制作并立即提交，以避免项目延误。
Meet with the project team to explain that noncompliant deliverables must be reworked and submitted immediately to avoid project delays.

B

9.资源管理–个人和团队评估–个人和团队评估工具能让项目经理和项目团队洞察成员的优势和劣势。这些工具可帮助项目经理评估团队成员的偏好和愿望、团队成员如何处理和整理信息、如何制定决策，以及团队成员如何与他人打交道。

67、 [单选] 在执行阶段，项目经理发现一个团队成员不能按时完成他们的工作，运行时间比预期的要晚。这种延迟可能会潜在地影响项目的里程碑。项目经理首先应该做什么？

During the execution stage, the project manager discovered that one team member is not able to complete their work on time and is running later than expected. This delay may potentially impact a project milestone. What should the project manager do first?

A：与团队讨论并评估导致延迟的原因。
Discuss with the team and assess the reasons that led to the delay.

B：与高级管理人员讨论并寻求他们的指导。
Discuss with senior management and seek their guidance.

C：要求团队成员的经理找到解决方案。
Request the team member’s manager to find a solution.

D：在后期工作中从其他团队分配更多的资源。
Assign more resources from other teams on the late work.

A

变更–变更流程–详见变更流程，变更提出后，先分析影响，再提交含解决措施的变更请求给CCB。

68、 [单选] 一位项目经理加入了一个团队，该团队向客户提供定制的企业资源规划（ERP）系统。开发团队发现了一个潜在的设计问题，在与项目负责人和团队成员对该问题进行审视之后，所有人均同意对设计进行修改，以避免在部署时出现系统缺陷。该设计已经获批，项目经理接下来该做什么？

A project manager joins a team that is providing a customized enterprise resource planning (ERP) system to a client. A potential design problem is identified by the development team. After reviewing this issue with the project owner and team members, all agreed to revise the design to avoid a system defect when deployed. The design is already approved. What should be the project manager’s next steps?

A：提出变更请求，并征得项目负责人正式批准。
Make a change request and get formal approval from the project owner.

B：将问题告知客户，并遵循变更请求流程。
Inform the client of the problem and follow the change request process.

C：修改设计规格，并将之转交给开发团队，以便重新编程。
Amend the design specifications and pass them to the development team for reprogramming.

D：进行概念验证，确保重新修改的设计中不存在任何问题。
Conduct a proof of concept to make sure there are no problems in the revised design.

B

14.敏捷–产品待办事项列表不是产品经理一个人的活，他是负责创建，项目经理可以合作确认列表优先级。

14.敏捷–产品待办事项列表与项目代办事项列表的区分：产品待办事项列表是指团队围绕某产品维护的一个以用户为中心的需求的有序列表。没有所谓的项目待办事项列表应该。

69、 [单选] 在每天的团队站立会议上，团队成员经常问他们首先应该关注哪些任务。项目经理应该如何确保团队充分高效地工作？

During daily team standup meetings, team members constantly ask about which tasks they should focus on first. How should the project manager ensure the team is fully productive?

A：在团队站立会议上审查项目待办事项列表。
Review the project backlog during the team’s standup meeting.

B：鼓励项目团队成员优先考虑产品待办事项列表。
Encourage project team members to prioritize the product backlog.

C：确保团队成员按照项目计划工作。
Ensure team members are working according to the project plan.

D：与产品负责人合作，确定项目待办事项的优先级。
Work with the product owner to ensure the project backlog is prioritized.

AProduct Backlog. 产品待办事项列表：它是指团队围绕某产品维护的一个以用户为中心的需求的有序列表。B D

2.项目运行环境–需求启发–只有双方没有误解，才能更好地统一需求。

70、 [单选] 在项目规划期间，两位职能经理对某项可交付成果的关键特征持有不同意见，项目经理发现，这两位职能经理的需求相互抵触，而且他们也不想会面来寻求解决方案。这一情况已上报至发起人，发起人要求与他们开会讨论。项目经理应采取什么样的策略解决会议中可能会出现的冲突？

Two functional managers disagree on key features of one deliverable during the planning of a project. The project manager discovers that each manager included requirements that contradict each other. The functional managers do not want to meet with each other to find a solution. This situation has been escalated to the sponsor who requests a meeting with them. What strategy should the project manager use to resolve this conflict in the meeting?

A：向两位职能经理说明，这两项要求中只有其中的一项需求可以得到执行，然后提交变更请求。
Explain to the managers that only one of the two requirements can be implemented,and submit a change request.

B：让两位职能经理解释为什么他们的各项需求必须得到实施，并在考虑成本与效益后做出决定。
Request that the managers explain why each requirement must be implemented and decide by considering the cost and benefits.

C：确保这两位职能经理都理解相关需求，并寻求最能满足此可交付成果的解决方案。
Ensure that both managers understand the requirements and search for a solution that best satisfies this deliverable.

D：向这两位职能经理解释正在考虑在项目中实施这些相互抵触的需求。
Explain to the managers that the contradicting requirements are being considered for implementation in the project.

D C
明确记录的需求符合以下标准：
▹ 清晰。 只有一种解释需求的方式。
▹ 简洁。 要用尽可能少的文字表述需求。
▹ 可核实。 有一种方法可以核实需求是否已得到满足。
▹ 一致性。 没有相互矛盾的需求。
▹ 完整。 整组需求代表了当前项目或产品需要的全部。
▹ 可跟踪。 每个需求都可以由一个唯一的标识码来识别。