PMP--三模--解题--81-90

13.干系人管理–权力利益方格–基于干系人的职权级别（权力）、对项目成果的关心程度（利益）、对项目成果的影响能力（影响），或改变项目计划或执行的能力，每一种方格都可用于对干系人进行分类。–权力高、利益高，需要重点管理。

81、 [单选] 董事会的一名成员是一个对组织非常重要的项目的发起人。该干系人有诸多其他优先要务，目前没有参与到项目活动中，项目经理应如何促使干系人参与到项目中？

A member of the board of directors is the sponsor of a project that is important to the organization. This stakeholder has many other priorities and is not currently engaged in the project activities. How should the stakeholder be engaged in the project?

A：与该干系人协商，使其提高兴趣度。
Consult with the stakeholder and increase their level of interest.

B：让该干系人参与治理和决策过程。
Involve the stakeholder in governance and decision making.

C：该干系人需要了解项目进展情况。
The stakeholder needs to be made aware of the project progress.

D：让该干系人随时了解相关情况，并根据其需要与其协商。
Keep the stakeholder informed and consult with them based on their needs.

B

9.资源管理–冲突管理–合作/解决问题–综合考虑不同的观点和意见，采用合作的态度和开放式对话引导各方达成共识和承诺，这种方法可以带来双赢局面。

82、 [单选] 在项目会议上，业务分析师需要市场顾问的投入来继续完成任务。业务分析师试图联系顾问，但被告知顾问没有时间讨论这个项目。项目经理应该做些什么来推进项目？

At a project meeting, a business analyst requires input from a marketing consultant to continue working on a task. The business analyst has tried to contact the consultant but has been told that the consultant does not have the time to discuss the project. What should the project manager do to move the project forward?

A：将有关顾问的问题升级到职能经理，以便顾问将必要的时间用于项目。
Escalate the issues about the consultant to the functional manager so the consultant dedicates the necessary time to the project. .

B：将一个新的项目风险纳入风险登记册，并将顾问分配为风险所有人，因为他们有责任提供投入。
Include a new project risk into the risk register and allocate the consultant as the risk owner as it is their responsibility to provide input.

C：与顾问讨论该要求，并与业务分析师和顾问确定讨论项目需求的时间。
Discuss the request with the consultant and set up time with the business analyst and consultant to discuss the project requirements.

D：敦促业务分析师继续联系顾问讨论项目，因为这是业务分析师的责任。
Urge the business analyst to continue contacting the consultant to discuss the project since this is the responsibility of the business analyst.

C

6.进度管理–资源优化–资源平衡：改变关键路径；资源平滑：不改变关键路径。

83、 [单选] 在开发阶段结束时，一名关键开发人员因工作量繁重而想要辞职，但是该开发人员的专业知识在用户验收测试和调试期间至关重要。项目经理应该怎么做？

At the end of the development phase, a key developer wants to resign due to heavy workloads, but the developer’s expertise is critical during the user acceptance testing and trial run. What should the project manager do?

A：查看资源日历，以获取资源平衡机会
To view the Resource Calendar for resource balancing opportunities

B：要求人力资源部门替换该开发人员
To require the HR Department to replace the developer

C：将该问题上报给开发人员的直线经理
To report the issue to the developer’s line manager

D：将该问题上报给项目管理办公室(PMO)
To report the issue to the Project Management Office (PMO)

A

14.敏捷–敏捷项目章程–项目之初要清晰地传达项目愿景与目标。

敏捷项目章程
• 我们为什么要做这个项目？这是项目愿景。
• 谁会从中受益？如何受益？这可能是项目愿景和/或项目目标的一部分。
• 对此项目而言，达到哪些条件才意味着项目完成？这些是项目的发布标准。
• 我们将怎样合作？这说明预期的工作流。

84、 [单选] 在回顾会议上，敏捷团队正在讨论未达到产品负责人期望的情况。项目经理本应在项目之初采取什么措施？

During the retrospective ceremony, the agile team is talking about the product owner’s expectations not being met. What should the project manager have done at the beginning of the project?

A：清晰地向团队传达项目愿景和冲刺目标。
Communicated project vision and sprint goals clearly to the team.

B：定义敏捷团队在创建待办事项列表方面的预期贡献。
Defined the expected agile team contribution in the creation of the backlog.

C：评估敏捷团队的能力，并规划必要的培训。
Assessed the capabilities of the agile team and planned for the required training.

D：定义团队基本规则，并共享项目愿景。
Defined the team ground rules and shared project vision.

D A

11.风险管理–风险流程–实施定性风险分析是通过评估单个项目风险发生的概率和影响以及其他特征，对风险进行优先级排序，从而为后续分析或行动提供基础的过程。–识别完风险后要定性分析。

85、 [单选] —个发展中国家的政治变更可能影响那里即将完成的一个项目。项目经理应该怎么做？

A political change happened in a developing country may affect a project that is about to be completed there. What should the project manager do?

A：接受风险 To accept the risk

B：执行风险分析 To perform risk analysis

C：通知干系人 To notify stakeholders

D：赶工 To rush for work

B

4.整合管理–项目章程–项目章程是由项目启动者或发起人发布的，正式批准项目成立，并授权项目经理使用组织资源开展项目活动的文件。它记录了关于项目和项目预期交付的产品、服务或成果的高层级信息。–新项目成立，首先要制定项目章程，确立项目目标。

86、 [单选] 项目经理被指派交付某组织旗舰产品的一个关键解决方案。重要的成功因素包括敏捷性、市场适应能力和对市场上产品/服务的快速响应能力，为了确保公司取得成功，项目经理应该采取的其中一项关键活动是什么？

A project manager has been selected to deliver one of an organization’s key flagship solutions. Critical success factors include agility market adaptation, and a quick response to market offerings. What is one of the key activities that the project manager should undertake to ensure company success?

A：与项目发起人一起审查项目目标，以商定更加现实且可实现的项目目标和可交付成果。
Review the project objectives with the project sponsor to agree on more realistic and achievable project plans and deliverables.

B：请求项目发起人增拨资金，以雇佣额外的技能熟练的资源，并提高项目交付方法和结果的质量。
Request more funding from the project sponsor to hire additional skilled resources and to incorporate additional quality in the project delivery approach and outcome.

C：定期审查项目的计划、目标和可交付成果，以确保获取所有相关数据，从而继续进行明智的项目决策。
Conduct periodical reviews of the project plans,objectives,and deliverables to ensure all relevant data are captured to continue.

D：在进行市场观察后创建商业论证，然后将之提交给发起人，以便修改项目可交付成果，从而达到新界定的目标。
Create a business case after performing a market review,and then submit it to the sponsor to modify the project deliverable to meet the newly defined objectives.

D A

14.敏捷–仆人式领导的促进作用–仆人式领导促进团队内部和团队之间的合作与对话。例如，仆人式领导在团队内部和团队之间帮助发现瓶颈问题，并进行相应沟通。然后，团队将解决这些瓶颈问题。此外，促进者还鼓励大家通过交互式会议、非正式对话和知识共享展开协作。

真就是项目经理直接上，委婉方式都不要。

87、 [单选] 在某项目进行期间，一名初级团队成员接洽项目经理，寻求风险减轻方面的指导和建议。项目经理该如何应对？

During the course of a project, a junior team member approaches the project manager for some direction and advice on risk mitigation. How should the project manager respond?

A：让该初级团队成员请教开发风险减轻策略的高级团队成员。
Refer the junior team member to the senior team member who develops the risk mitigation strategy.

B：告知该初级团队成员风险减轻不属于他们的工作。
Inform the junior team member that risk mitigation is not part of their work.

C：提供指导并为该初级团队成员跟进一些开发活动。
Offer guidance and follow up with some developmental activity for the junior team member.

D：告诉该初级团队成员可从经验教训中找到相关信息。
Tell the junior team member that the information is available in lessons learned.

DC

11.风险管理–风险流程–风险登记册的主要内容包括：已识别单个项目风险；风险责任人；商定的风险应对策略；具体的应对措施。–遇风险，先查册，与供应商共同解决问题。

88、 [单选] 由于供应商与项目经理之间沟通失误，可交付成果所需的一项主要输入内容缺失，由于该可交付成果缺失，项目的关键路径被延长，项目经理接下来该做什么？

One of the main inputs required for a deliverable is missing due to a miscommunication between the vendor and project manager. Because of the missed deliverable, the critical path of the project is extended. What should the project manager do next?

A：开始审计供应商的流程和程序。
Start an audit of the vendor’s processes and procedures.

B：执行应急计划，与供应商共同应对该问题。
Execute a contingency plan to address the issue with the vendor.

C：与该供应商一起审视从先前项目吸取到的经验教训。
Review lessons learned from previous projects with this vendor.

D：对项目开展过程中出现的供应商问题进行详细分析。
Make a detailed analysis on vendor issues during the project.

B

2.项目运行环境–与项目有关的职能–具有此职能的人员会指导并澄清项目方向或产品成果。它涉及根据商业价值、依赖关系以及技术或运营风险来确定需求或待办事项的优先级。

89、 [单选] 在迭代规划会议期间，团队A识别出一个重要的可交付物依赖于团队b的可交付物。项目经理应该做什么？

During iteration planning, team A identifies that an important deliverable is dependent upon a deliverable from team B. What should the project manager do?

A：通知团队B依赖性，并确保可交付物已计划好。
Inform team B of the dependency and ensure that the deliverable is planned.

B：使A团队成为B团队的一部分，并确保可交付物准备就绪。
Make team A part of team B and ensure that the deliverable is ready.

C：要求团队B立即开始这项活动，并交付给团队A。
Request team B to immediately start this activity and deliver to team A

D：要求团队B专注于他们的待办事项列表，并基于他们的优先级交付。
Ask team B to focus on their backlog and deliver based on their priority.

A

13.干系人管理–干系人参与计划–干系人参与计划是项目管理计划的组成部分。它确定用于促进干系人有效参与决策和执行的策略和行动。

14.敏捷–产品待办事项列表–项目经理与发起人和关键干系人一起确定产品待办事项列表中的优先要务

90、 [单选] A公司的一个项目在最后一个迭代结束前在既定的范围、进度计划和预算内成功交付，但在项目的庆祝仪式上，其中一位业务干系人却表示，他们认为该项目非常失败，因为它未增加任何商业价值。项目经理本应采取什么措施来避免这种认知？

A project for Company A was successfully delivered within scope, schedule, and budget by the end of the last iteration. However, during the project celebration ceremony, one of the business stakeholders says they perceive the project as a failure as it did not add any business value. What should the project manager have done to avoid this perception?

A：确认是否已制定沟通管理计划，使业务干系人认识到项目的成功之处。
Confirmed that there is a communications management plan in place make business stakeholders aware of the success.

B：让业务干系人参加冲刺回顾会议。
Involved the business stakeholders in the sprint review.

C：与发起人和关键干系人一起确定产品待办事项列表中的优先要务，以便交付商业利益。
Defined product backlog priorities with the sponsor and key stakeholders to deliver business benefits.

D：为关键干系人开展收尾调研。
Implemented a closing survey for key stakeholders.

C