PMP--一模--解题--41-50

14.敏捷–方法–回顾–回顾是最重要的一个实践，原因是它能让团队学习、改进和调整其过程。

41、 [单选] 新项目中的所有团队成员都希望通过尽快交付价值来获得客户的信任。项目经理了解到一个资源已经在其他项目中与发起人一起工作。某资源似乎在使用个人影响力，从而与项目发起人合作以增加项目的利益实现。在项目的哪个阶段，项目经理应该解决这个问题以优化成本效益？

All team members on a new project want to gain the customer’s trust by delivering value as quickly as possible. The project manager learns that one resource has worked with the sponsor on other projects. The resource seems to be using personal influence, working with a project sponsor to increase the project’s benefits realization. At which stage in the project should the project manager address this concern to optimize cost effectiveness?

A：在团队的执行阶段开始时
At the start of the team’s performing stage

B：紧接在第一次效益实现后
Immediately after the first benefit realization

C：在下次回顾仪式期间
During the next retrospective ceremony

D：在下一次资源绩效审查期间
During the next resource performance review

14.敏捷–角色–教练/项目经理–仆人式领导–职责–核心工作–消除障碍；–作用–促进合作

42、 [单选] 敏捷教练正在进行日常的站会。开发团队的每个成员都表示，由于各种阻碍，他们的工作已经停滞。因此，整个开发团队都被闲置，并且进度基准处于危险之中。敏捷教练首先应该做什么？

A scrum master is conducting a daily standup. Each member of the development team states that their work has been stalled due to various blockers. As a result, the entire development team has been idled, and the schedule baseline is in jeopardy. What should the scrum master do first?

A：在会议期间努力解决问题 Attempt to resolve the problems during the meeting

B：分析并优先设置阻碍的优先级 Analyze and prioritize the blockers

C：与此同时让团队参与另一个项目 Assign the team to work on another project in the meanwhile

D：将该问题升级上报给项目发起人 Escalate the issue to the project sponsor

D

11.风险管理–变更管理–变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

43、 [单选] 项目经理正在管理一个软件开发项目的执行工作。在执行过程中，发生了一个风险应对计划中没有包括的风险。项目经理应该怎么做？

The project manager is managing the execution of a software development project. During the execution process, a risk that is not included in the risk response plan happens. What should the project manager do?

A：使用应急储备来解决风险的后果
To solve the risk consequence with emergency reserves

B：把风险的实际情况报告给管理层
To report the actual situation of the risk to the management

C：召开团队会议讨论权变措施
To hold a team meeting to discuss workaround

D：忽略此风险，因为它未包括在风险计划中
To ignore this risk, because this risk is not included in the plan.

储备是为应对风险而预留的时间或预算。应急储备将用于应对可能发生的已识别风险。管理储备是针对未知事件（如未计划的、范围内的工作）的预算类别。排除A。
C比B先，选C。

14.敏捷–角色–产品负责人PO–职责–1.创建待办列表并排序;2.确认工作优先顺序;3.提供反馈;4.指导开发方向。-3.提供反馈–当团队以用户故事的形式完成特定功能时，团队会定期展示工作产品。看过展示后，P0决定接受或拒绝故事，P0来不了，就验收不了。

44、 [单选] 项目经理通知敏捷团队成员，由于意外的个人问题，产品负责人将不能参加即将到来的冲刺审查。这种情况下最可能的结果是什么？

A project manager informs the agile team members that, due to unexpected personal issues, the product owner will be unable to attend the upcoming sprint review. What would be the most likely outcome of this situation?

A：不清楚团队在冲刺期间开发的产品增量是否被接受
It will be unclear whether the product increment developed by the team during the sprint is accepted or not

B：团队无法确定他们用于开发产品的过程是否需要改进
The team will be unable to determine if the process they used to develop the product needs improvement

C：不会产生任何严重后果，因为产品负责人缺席了一次冲刺审查会议
There will be no significant consequences as a result of the product owner missing one sprint review meeting

D：无法确定项目团队在最新冲刺期间增加了多少价值
It will be impossible to determine how much value has been added by the project team during the latest sprint

9.资源管理–冲突管理–项目经理–提供协助，促成满意。

45、 [单选] 项目经理安排一次迭代审查，并了解到一些关键干系人不同意已开发功能的方法。为了解决这个问题，项目经理首先应该做什么？

The project manager schedules an iteration review and learns that a few key stakeholders do not approve of how a feature has been developed. What should the project manager do first in order to address this issue?

A：邀请项目团队成员参加头脑风暴会议，以确定适当的应对策略。
Invite project team members to a brainstorming session to identify an appropriate response.

B：只有在评估这些干系人关心的原因之后才能解决这个问题。
Address the issue only after evaluating why these stakeholders are concerned.

C：通过列出对情况的赞成和反对来确定冲突的影响。
Determine the impact of the conflict by listing the pros and cons of the situation.

D：要求项目发起人作为中立方与那些不满意的干系人进行谈判。
Ask the project sponsor to act as a neutral party in negotiation with those stakeholders who are dissatisfied.

迭代评审会（演示、评审、反馈）：输入产品增量 → 输出确认的产品增量、干系人的反馈。得：C。

13.干系人管理–管理干系人参与

46、 [单选] 项目经理意识到项目干系人对项目可交付成果和时间表感到担忧。项目经理应该做什么？

A project manager realizes that project stakeholders are apprehensive about project deliverables and timelines.What should the project manager do?

A：与每个干系人开会，以了解他们的担忧
Meet with each stakeholder to gain an understanding of their concerns

B：重新审视项目管理计划，以减少干系人的顾虑
Review the project management plan to reduce stakeholder uncertainties

C：要求发起人让干系人放心
Ask the sponsor to reassure the stakeholders

D：与干系人一起查阅假设日志
Review the assumption log with the stakeholders

有担忧，要开会。选A。

12.采购管理–风险登记册

47、 [单选] 项目经理正在与一个供应商合作交付项目的一部分，该供应商的每周状态报告表明将按时提供下一个可交付成果。但最近的供应商电子邮件却表明他们尚未开始工作。可交付成果要求于下周交付。项目经理下一步应该做什么？

The project manager is working with a supplier to deliver part of the project, and the supplier’s weekly status report indicates that the next deliverable will be provided on time. However, the latest supplier email indicates that they have not started work. Requested to be delivered next week.What should the project manager do next?

A：更新风险登记册并监控供应商的风险
Update the risk register and monitor supplier risk

B：要求该供应商在所有未来沟通中包含完成率
Require the supplier to include completion rates in all future communications

C：致电该供应商，以便在可交付成果到期日之前审查关注的领域
Call the supplier to review the areas of interest before the deliverable due date

D：通知该供应商有关延迟交付的处罚条款
Call the supplier to review the areas of interest before the deliverable due date

A

14.敏捷–角色–教练/项目经理–仆人式领导–职责–核心工作–消除障碍；–作用–促进合作

14.敏捷–角色–教练/项目经理–仆人式领导–职责–消除障碍–仆人式领导通过管理关系，在团队内和组织中建立沟通与协作。这种支持有助于消除障碍，促进团队理顺过程。在敏捷实践中，项目经理重要的核心工作就是消除障碍。

48、 [单选] 在项目最后一次迭代结束前两天，敏捷教练注意到其中一位开发人员的绩效明显下降，危及迭代目标。教练和开发人员在迭代结束后的一天安排了一对一的指导会议。在这种情况下，敏捷教练最好采取什么行动方案？

Two days before the end of the last iteration of the project, an agile coach has noticed that the performance of one of the developers significantly degraded, risking the iteration goal. The coach and the developer have a one-on-one coaching meeting scheduled a day after the iteration’s end date. What is the best course of action for the agile coach to take in this situation?

A：对开发人员进行个人绩效评估
Conduct the individual performance appraisal of the developer

B：要求团队一起完成本应分配给此开发人员的任务
Ask the team to swarm on the tasks assigned to the developer

C：利用实时反馈与开发人员一起解决问题
Employ real-time feedback to address the issue with the developer

D：等待与开发人员安排的一对一会议
Wait for the one-on-one meeting scheduled with the developer

D C

13.干系人管理

49、 [单选] 在项目开始时，一位干系人通知项目经理他们将缺席多次项目会议，项目经理首先应该做什么？

At the beginning of the project, a related party informs the project manager that they will be absent from multiple project meetings. What should the project manager do first?

A：识别一位替代干系人在该干系人缺席时参加会议
Identify an alternate party to the meeting in the absence of that party.

B：通过映射他们的权力和影响力来分析干系人
Analyze interested parties by mapping their power and influence.

C：监控该干系人，并在会议之前请求提供信息
Monitor the interested party and request information before the meeting.

D：坚持要求让该干系人参加所有会议以避免开创先例
Insist on having the relevant party participate in all meetings to avoid setting a precedent.

B

4.整合管理–发起人–项目章程–项目要在章程正式批准后才能正式开始

50、 [单选] 项目发起人指示项目经理立即开始一个工期非常紧迫的关键项目，项目经理首先应该怎么做？

The project sponsor instructs the project manager to immediately kick-off a key project on very tight schedule. What should the project manager do in the first place?

A：与所有部门一起开会，以获得他们的认同与支持
To hold a meeting with all departments concerned to seek their approval and support

B：询问发起人该项目如何获得资金支持
To ask the sponsor how this project gets financial support

C：收集初始需求以创建项目章程
To collect initial requirements to generate the project charter

D：起草项目进度计划以确定截止期限是否可行
To draft the project schedule to ascertain if the deadline will be met

D