14.敏捷

91、 [单选] 在敏捷团队完成三次迭代之后，项目经理确定团队在这三次迭代中的平均速度是30个故事点。还有292个故事点来完成项目的剩余部分。团队需要多少次额外的迭代才能完成项目？

After an agile team completes three iterations, the project manager determines that the average velocity of the team for these three iterations was 30 story points. There are 292 more story points to complete the remaining portion of the project. How many additional iterations will it take for the team to complete the project?

A：7次迭代 7 iterations

B：8次迭代 8 iterations

C：9次迭代 9 iterations

D：10次迭代 10 iterations

292/30=9.5，选D。

9.资源管理

92、 [单选] 项目经理前往另一个国家执行最终可交付成果的上线过程，到达后，项目经理得知，由于任务计划在当地假日期间完成，关键资源将不可用，而延迟上线将使最终项目的交付处于危险之中。若要避免这个问题，项目经理应该在项目开始时完成哪一项工作？

The project manager travels to another country to perform the final deliverable on-line process. Upon arrival, the project manager learns that because the task is scheduled to be completed during the local holiday period, key resources will be unavailable, and the delayed on-line will make the final project delivery at risk. To avoid this problem, which task should the project manager complete at the beginning of the project?

A：创建一份团队日历并围绕该信息创建项目进度计划
Create a team calendar and create a project schedule around that information

B：要求所有团队，无论在哪个国家，均遵循总部的日历
Require all teams, regardless of country, to follow the headquarters calendar

C：制定加班预算以补偿在假期工作的资源
Develop an overtime budget to compensate for resources that work during the holidays

D：记录风险登记册中包含各个国家日历的影响
Record the effect of the national calendar in the risk register

A

10.沟通管理–沟通管理计划–干系人的沟通需求，需沟通的信息，包括语言、形式内容和详细程度；上报步骤，发布信息的原因，发布所需信息、确认已收到，或作出回应上报步骤在沟通管理计划里。

问题是重在如何上报，而不是找向谁上报。

93、 [单选] 为了应对一些计划任务上的延误，项目经理重新安排了一些后续任务的优先级以解决这个问题。重新确定优先级并没有使项目回到正轨，现在项目经理需要将问题上报给项目干系人。为了上报问题，项目经理首先应该做什么？

In response to slippage on some scheduled tasks, the project manager reprioritized a number of subsequent tasks in order to fix the problem. The reprioritization did not put the project back on track, and now the project manager needs to escalate the issue to project stakeholders. To escalate the issue, what should the project manager do first?

A：查阅沟通管理计划。
Refer to the communications management plan.

B：审查干系人参与计划。
Review the stakeholder engagement plan.

C：查阅变更管理计划。
Refer to the change management plan.

D：审查风险管理计划。
Review the risk management plan.

B

9.资源管理

94、 [单选] 项目执行阶段，发现一个子团队没有为约定的项目目标工作。项目经理应该查阅哪份文件？

During the project execution phase, it is discovered that a sub-team is not working toward agreed-upon project goals. What document should the project manager consult?

A：项目管理计划 Project management plan

B：资源分解结构（RBS） Resource breakdown structure (RBS)

C：项目章程 Project charter

D：资源管理计划 Resource management plan

D

11.风险管理–过程–识别风险→实施定性风险分析→实施定量风险分析→规划风险应对→实施风险应对→监督风险

95、 [单选] 一位项目经理被分配到一个大型银行公司的敏捷软件开发项目。在项目刚刚开始的时候，项目经理已经了解了一些新的黑客战术，这些战术对项目的法规合规性构成了潜在的威胁。项目经理接下来应该做什么？

A project manager is assigned to an agile software development project for a large banking corporation. With the project just getting underway, the project manager has learned about new hacking tactics that present a potential threat to regulatory compliance for the project. What should the project manager do next?

A：审查项目回顾期间的风险
Review the risks during the project retrospective

B：分析不合规的后果
Analyze the consequences of non-compliance

C：提交变更请求以更新风险管理计划
Submit a change request to update the risk management plan

D：制定累积流程图
Develop a cumulative flow diagram

C

11.风险管理–实施变更控制–变更请求→分析影响→提交含解决措施的变更请求给CCB审批。

96、 [单选] 在一个项目中，一家公司替换了其CEO，该CEO提出了一项新的五年战略计划。目前的项目完全符合这一新战略，但项目发起人希望修改项目的范围以适应该战略。项目经理应该做什么？

In a project, a company replaced its CEO, who proposed a new five-year strategic plan. The current project is fully in line with this new strategy, but the project sponsor hopes to modify the scope of the project to suit the strategy. What should the project manager do?

A：要求项目发起人发起变更请求
Ask the project sponsor to initiate a change request

B：修订项目章程，以反映范围变更
Revise the project charter to reflect changes in scope

C：在风险登记册中包含变更的影响
Include the effects of the change in the risk register

D：更新项目管理计划，以包含该变更
Update the project management plan to include the change

A

？看不懂解析跟问题的关联系。14.敏捷–组织考虑因素–变革就绪情况–组织的变革，需要管理层的支持以及敏捷教练的不断实践。–积极明确的管理层支持；变革管理实践，包括沟通和引导；逐个项目应用敏捷实践向团队增量地引入敏捷实践；以及通过采取适用的敏捷技术和实践示范引导。需要领导明确支持敏捷实践的变革。

97、 [单选] 传统管理的项目使用Scrum来开发项目可交付成果。敏捷发布规划要求将最近完成的MVP部署到生产中。然而，质量保证（QA）部门拒绝了MVP，声称部门的政策和程序没有处理中期可交付成果的实施。将问题记录在障碍板上后，项目经理接下来应该做什么？

A traditionally managed project is using Scrum to develop the project deliverables. The agile release plan calls for the recently completed MVP to be deployed into production. However, the quality assurance (QA) department rejects the MVP stating that the department’s policies and procedures do not address the implementation of interim deliverables. After recording the issue on the impediment board, what should the project manager do next?

A：提交变更请求以更新质量控制测量结果
Submit a change request to update the quality control measurements

B：请求项目发起人帮助获得必要的批准
Request the project sponsor’s help with obtaining the necessary approvals

C：尊重QA部门的意见，并按计划发布
MVP Ignore the QA department’s opinion and release the MVP as scheduled

D：使项目团队在部署前交付功能完整的产品
Ask the project team to deliver a feature-complete product before deployment

A

10.沟通管理

98、 [单选] 你和你的项目团队与来自不同国家的干系人举行见面会。会议后的反馈表明，项目团队感到干系人很冷漠，因为他们在参与对话时总是退让。然而，一些干系人认为项目团队过于强势，不尊重他们的个人空间。有什么可以帮助你避免这些观念？

You and your project team hold a meet-and-greet with stakeholders from a different country. Feedback after the meeting indicates that your project team felt the stakeholders were distant and aloof as they kept stepping back when engaged in conversation. Whereas, some of the stakeholders thought the project team was too pushy and did not respect their personal space. What could have helped you to avoid these perceptions?

A：更好的文化意识
Better cultural awareness

B：获取资源
Improved political awareness

C：进行虚拟会议
Conducting the meeting virtually

D：应用冲突管理技能
Applying conflict management skills

A

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。–指导开发方向是PO的角色内容。PO对接客户，以确定是否变更以及何时变更。–重要性：PO的角色不可或缺，需专人负责。–优先级的问题，应该听PO的。

99、 [单选] 一个敏捷团队正处于冲刺中，此时发起人要求项目经理停止当前冲刺中几个用户故事的工作。由于最近发布的一项新技术即将上市，发起人倾向于认为这些用户故事没有什么价值。项目经理应该做什么？

An agile team is in the middle of a sprint when the sponsor asks the project manager to stop work on several user stories in the current sprint. With a recent news announcement of new technology soon to hit the market, the sponsor is inclined to think that these user stories would be of little value. What should the project manager do?

A：从冲刺待办事项列表移除发起人指定的用户故事
Remove the user stories indicated by the sponsor from the sprint backlog

B：忽略发起人意见，并指示团队按原计划进行
Ignore the sponsor’s input and instruct the team to proceed as originally planned

C：联系产品负责人，询问用户故事是否仍具有优先级
Contact the product owner and ask if the user stories are still a priority

D：进行市场调查以确认新技术的发布
Conduct market research to confirm the announcement of the new technology

C

13.干系人管理–项目成败–项目经理和团队正确识别并合理引导所有干系人参与的能力，能决定着项目的成败。

100、 [单选] 你负责管理某新产品开发项目。高级管理层已经签发项目章程，批准项目计划。项目进度和预算都十分紧张，质量要求也很高。在项目执行阶段，项目干系人一直通过项目沟通计划所规定的方法了解项目进展情况。项目的范围、进度、成本和质量都符合项目计划的要求。突然，你得知整个项目有可能被取消，因为开发的产品完全无法接受。导致这种情况的原因是什么？

You are responsible for the management of a new product development project. The senior management has issued the project charter and approved the project plan. The project schedule and budget are very tight and the quality requirements are extremely high. In the project execution phase, the project stakeholders get to know the project progress by using the method as specified in the project communication plan. The project scope, progress, cost and quality are in line with the requirements specified in the project plan. Unexpectedly, you are told that the whole project may be cancelled because the developed product is totally unacceptable. What is the possible reason?

A：没有识别出某个关键项目干系人
The stakeholder of a key project has not yet been identified

B：项目干系人误解了项目执行情况
The stakeholder misunderstands the status of project execution

C：高级管理层不再支持项目
The senior management no longer supports the project

D：项目遇到了技术上的重大难题
The project is stuck in a major technical problem

C