PMP--三模--解题--111-120

4.整合管理–效（收）益管理计划–效益管理计划概述了项目的目标效益。商业谁用于确定项目是否达到了经济可行性研究的预期结果。效益管理计划用于测量项目是否达到了计划的效益。–效益管理计划用于测量项目是否达到了计划的效益。

111、 [单选] 一位项目经理正在管理一个项目，该项目非常复杂，执行期很长。虽然该项目大部分是预测性的，但团队能够使用一个混合框架将设计和执行分解成更小的包。企业希望跟踪这个框架应用所带来的价值，但没有为这个框架定义一套可衡量的项目。项目经理应该先做什么？

A project manager is managing a very complex project with a long execution period. While the project was largely predictive, the team was able to use a hybrid framework to break down design and execution into smaller packages. Enterprises want to track the value delivered by the application of the framework, but have not defined a set of measurable items for the framework. What should a project manager do first?

A：使用与上一个预测性项目相同的效益跟踪过程，并将其添加到每月的状态报告中。
Use the same benefit tracking process as the previous predictive project and add it to the monthly status report.

B：在工作分解结构（WBS）的基础上创建一个报告，并定期更新。
Create a report based on the Work Breakdown Structure (WBS) and update it regularly.

C：与干系人合作，确定哪些可测量的效益可以被跟踪，并指定一个负责人去监测和报告它们。
Work with relevant parties to determine which measurable benefits can be tracked and assign a responsible person to monitor and report on them.

D：研究哪些报告模板在这个框架中使用得最多，并将其纳入项目。
Research which report templates are used the most in this framework and incorporate them into projects

B C

6.进度管理–赶工与快速跟进–进度压缩采用进度压缩技术使进度落后的项目活动赶上计划，可以对剩余工作使用快速跟进或赶工方法。

112、 [单选] 一个项目经理被分配到一个关键软件的开发项目中。该团队采用了一种混合型方法，并将开发分为4个冲刺。在冲刺3结束时，项目经理发现所得价值（EV）为50万美元，计划价值（PV）为55万美元。项目经理应该怎么做？

A project manager is assigned to a critical software development project. The team is using a hybrid approach and has divided development into four sprints. At the end of sprint three, the project manager discovers that the earned value (EV) is US$500,000 and the planned value (PV) is US$550,000. What should the project manager do?

A：快速跟踪项目
Fast track the project

B：调整预算
Adjust the budget

C：引入浮点数
Introduce a float

D：调整项目时间线
Adjust the project time line

A

4.整合管理–根本原因分析–根本原因分析关注识别问题的主要原因，它可用于识别出现偏差的原因以及项目经理为达成项目目标应重点关注的领域。–遇到问题，先分析原因，再找解决方案。

113、 [单选] 一位项目经理与一个全球虚拟团队一起工作。该团队面临着相互沟通的困难，经常错过重要信息。这种困难导致错过最后期限。项目经理应该做什么来提高项目团队的效率？

A project manager works with a global virtual team. The team faced difficulties communicating with each other and often missed important information. This difficulty leads to missed deadlines. What should the project manager do to improve the efficiency of the project team?

A：实施团队集中办公以改善沟通。
The implementation team is centralized to improve communication.

B：找出沟通问题的根本原因。
Find the root cause of communication problems.

C：启动项目进展的日常沟通。
Initiate daily communication of project progress.

D：安排一次沟通控制委员会会议。
Schedule a Communication Control Committee meeting.

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。–项目刚启动时，最重要的就是确立项目目标。

114、 [单选] 某市场团队正在开发思路，改进一个现有产品。市场主管主动联系项目经理，以确保成功推出产品所需的必要措施。项目经理应关注什么？

A marketing team is developing ideas in order to revamp an existing product. The marketing executive reaches out to the project manager to make sure that necessary measures are in place for a successful launch. On what should the project manager focus?

A：确保制定范围管理计划，以涵盖所有相关目标。
Ensuring that the scope management plan is in place to cover all related objectives.

B：确保团队还将聚焦于总体的变更管理计划。
Ensuring that the team is also focused on the overall change management plan.

C：为常规的项目更新作出规划，以涵盖关键可交付成果的状态。
Planning for regular project updates to cover the status of critical deliverables.

D：确定并调整有助于评估产品成功交付的绩效指标。
Determining and aligning performance indicators that will help in assessing successful delivery.

D

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。–规划好干系人的定期决策，让干系人持续参与项目。

115、 [单选] 一个战略计划的项目经理发现一个新干系人对该项目感兴趣，希望确保该干系人充分了解该项目的目的、目标、效益和风险，项目经理该做什么来推动项目取得成功？

A project manager for a strategic initiative realizes a new stakeholder is interested in the project and wants to ensure the stakeholder is fully aware of the goals, objectives, benefits, and risks of the project. What should the project manager do to enhance the success of the project?

A：安排与该新干系人举行会议。
Schedule a meeting with the new stakeholder.

B：将该新干系人增加到沟通管理计划中。
Add the new stakeholder to the communications management plan.

C：向该新干系人分享项目状态。
Share the project status reports with the new stakeholder.

D：更新干系人参与计划。
Update the stakeholder engagement plan.

D

14.敏捷–流程–（2）每日站会–排除法，站会还是有必要开的，要鼓励团队召开小规模的站会。

116、 [单选] 开发团队成员位于三个不同的时区。很难找到合适的时间让所有团队成员参加每日站会，项目经理该做什么？

Development team members are located in three different time zones. It is difficult to find a suitable time to hold the daily stand-up for all team members. What should the project manager do?

A：放弃每日站会，代之以每日报告。
Give up the daily stand-up and replace it with a daily report.

B：让团队成员自行决定是否想加入会议。
Let the team members decide themselves if they want to join the meeting.

C：不论定于何时举行，都要求所有团队成员参加每日站会。
Require all team members to join the daily stand-up regardless of the meeting time.

D：鼓励经常与两三名团队成员举行小规模的团队会议。
Encourage frequent, small team meetings with two or three team members.

A D
每日站会：
• 上次站会以来我都完成了什么？
• 从现在到下一次站会，我计划完成什么？
• 我的障碍（或风险或问题）是什么？

14.敏捷–仆人式领导–要善于激励项目人员，为他们提供所需的环境和支持，信任他们能够完成工作。

117、 [单选] 在某项目的一个迭代中，一项已规划的活动变得越发复杂，相关工作应在最短时间内交付，这种情况下应运用什么样的方法？

During an iteration of a project, a planned activity becomes more complex. The work should be delivered in the shortest time possible. What approach should be used in this situation?

A：产品负责人将该活动载入产品待办事项列表。
The product owner moves it to the product backlog.

B：团队成员引入专业人士提供帮助。
The team members bring in a specialist to help them.

C：跨职能部门的团队成员协同努力完成该活动。
The cross-functional team members work together to complete the activity.

D：团队指导者从外部团队成员获得支持。
The team facilitator gets support from external team members.

A C

变更–变更流程–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–生命周期和开发方法的变更比较重大，需要先进行分析。

118、 [单选] 某公司正在运用预测型方法开发范围管理计划中定义的一个特定组件。由于监管要求会定期变更，开发团队已请求运用敏捷方法。针对开发团队的请求，项目经理应做什么？

A company is using a predictive approach for the development of a particular component as defined in the scope management plan. Due to regularly changing regulatory requirements, the development team has requested to utilize agile approaches. What should the project manager do about the development team’s request?

A：上报额外财务资源请求。
Escalate the request for additional financial resources.

B：对需要按所要求的方法予以应对的需求进行分析。
Analyze the requirements that will need to be addressed under the requested method.

C：将该请求转交给项目管理办公室（PMO），并对组织过程资产作出修改。
Forward the request to the project management office (PMO) to amend the organizational process assets.

D：请求项目发起人批准实施该新方法。
Ask the project sponsor to obtain approval for implementation of the new approach.

B

4.整合管理–假设日志–通常，在项目启动之前编制商业论证时，识别高层级的战略和运营假设条件与制约因素。这些假设条件与制约因素应纳入项目章程。较低层级的活动和任务假设条件在项目期间随着诸如定义技术规范、估算、进度和风险等活动的开展而生成。假设日志用于记录整个项目生命周期中的所有假设条件和制约因素。–要在项目启动时识别假设条件和制约因素，并纳入到假设日志中去。

119、 [单选] 一位项目经理最近被分配到一个即将开始的新项目。组织已经与客户签署了一份固定成本的合同，详细说明了范围和最终交付日期，但是项目经理已经确定了几个内部制约因素和条件，它们肯定会阻止项目在最初计划的迭代次数中完成。项目经理接下来应该做什么？

A project manager was recently assigned to a new project that is about to start. The organization has already signed a fixed-cost contract with the customer detailing the scope and final delivery date, but the project manager has identified several internal constraints and conditions that will certainly prevent the project from being completed in the number of iterations initially planned. What should the project manager do next?

A：创建问题日志模板，用于识别和跟踪障碍因素。
Create an issue log template that will be used to identify and track impediments.

B：在项目偏离最初计划的情况下制定紧急情况。
Create a contingency plan in case the project deviates from the initial plan.

C：制定进度管理计划，以确保项目满足交付日期。
Create a schedule management plan to ensure the project meets the delivery date.

D：创建一个假设日志，并根据对项目价值的影响将假设映射到障碍上。
Create an assumption log and map assumptions to impediments based on the impact to the project value.

A D

2.项目运行环境–情商–情商是识别我们自己的和他人的情绪的能力。这些信息用于指导思维和行为。对个人感受的认可、对他人的感受体现同理心以及采取适当行动的能力是有效沟通、协作和领导力的基石。–情商是沟通、协作的基石，针对多样化的团队，情商很有效。

120、 [单选] 国防软件应用的项目经理拥有一个文化和性别多样化的团队，项目时间线很短。考虑到项目会有压力，项目经理应该使用什么技能来监督团队的表现？

A project manager for a defense software application has a culturally and gender-diverse team with a short project time line. Considering the project will be stressful what skill should the project manager use to monitor the team’s performance?

A：胁迫
Coercion.

B：解决冲突
Conflict resolution.

C：情商
Emotional intelligence.

D：谈判
Negotiating.

C