13.干系人管理

161、 [单选] 项目经理正在领导一个公司内部项目，该项目正处于早期阶段。该项目与一年前结束的另一个项目很相似，项目经理该做什么来分析涉及的干系人？

A project manager is leading an in-house company project in its very early stages, this current project is similar to another project that ended a year ago. What should the project manager do to analyze the involved stakeholders?

A：参照前一个项目的干系人登记册，因为它与当前的项目很相似。
Refer to the stakeholder register from the previous project as it was similar to the current project.

B：降低干系人参与的优先级，因为干系人已经了解这种项目。
Lower the priority of stakeholder engagement as the stakeholders already have knowledge of this kind of project.

C：将前一个项目的经验教训作为当前项目干系人登记册的指南。
Use lessons learned from the previous project as a guide for the current project’s stakeholder register.

D：在风险登记册中载明，当前项目的干系人可能与前一个项目不同。
Document in the risk register that the current project may have different stakeholders than the previous project.

C

10.沟通管理

162、 [单选] 在项目执行过程中，一位关键干系人向项目经理投诉最近的沟通。该关键干系人解释说，项目团队的相关信息不完整且不及时。因此，关键干系人开始脱离项目。项目经理应该怎么做？

During the execution of a project, a key stakeholder complains to the project manager about recent communications. The key stakeholder explains that the relevant information from the project team was incomplete and late. As a result, the key stakeholder is beginning to disengage from the project. What should the project manager do?

A：向主要干系人解释项目团队沟通信息的方式。
Explain to the key stakeholder the way in which the project team communicates information.

B：要求项目发起人与关键干系人举行会议，以确保干系人参与项目。
Ask the project sponsor to hold a meeting with the key stakeholder to ensure that the stakeholder is engaged in the project.

C：同时向所有主要干系人发送相关信息，以确保沟通一致。
Send relevant information to all key stakeholders simultaneously to ensure consistent communication.

D：更新沟通管理计划，以满足主要干系人对相关信息的期望。
Update the communications management plan to fulfill the key stakeholder’s expectations about relevant information.

D

4.整合管理–开工会议

163、 [单选] 在全球项目的项目管理计划批准两周后，项目经理注意到该计划是基于国际干系人的不同程度的理解而批准的，而不是项目经理提交批准的内容。项目经理应该做些什么来防止这种情况的发生？

Two weeks after the approval of the project management plan for a global project, the project manager noticed that it was approved based on a different level of understanding by international stakeholders and is not what the project manager presented for approval. What should the project manager have done to prevent this from happening?

A：在会议开始后，将会议记录发给干系人
Sent the meeting minutes to the stakeholders after the kick-off meeting

B：在启动会议结束后立即评审所有的批准文件
Reviewed all the approvals immediately after the kick-off meeting was over

C：为每个文化群落和时区分别举办启动会议
Ran separate kick-off meetings for each culture and time zone

D：在启动会议期间验证每个干系人的理解
Validated each stakeholder’s understanding during the kick-off meeting

B

14.敏捷–角色–教练/项目经理–仆人式领导–职责–消除组织障碍

164、 [单选] 在第三次规划会议结束后，客户和一个职能经理要求开更多的会议来为产品添加更多的功能。项目经理应该怎么做才能更快地开始构建产品？

At the end of a third planning meeting, the client and a functional manager requested additional meetings to add more features to the product. What should the project manager do to start building the product faster?

A：允许发起人决定规划阶段应持续多久。
Allow the sponsor to determine how long the planning phase should last.

B：允许客户决定规划阶段应持续多久。
Allow the client ta determine how long the planning phase should last.

C：让职能经理与团队一起完成规划并开始构建产品。
Ask the functional manager to work with the team to finalize planning and begin building the product.

D：解释说，更多的特性可以在即将到来的迭代中规划，然后开始构建产品。
Explain that more features can be planned in upcoming Iterations and begin building the product.

D

4.整合管理

165、 [单选] 一个项目发起人想要包括一个新的可交付物。发起人联系项目经理，以寻求在未来2个月内完成可交付物的最有效方法的建议。项目经理应该怎么做？

A project sponsor would like to include a new deliverable. The sponsor contacts the project manager in order to seek advice on the most efficient approach to complete the deliverable within the next 2 months. What should the project manager do?

A：更改项目方法论，以在2个月内完成可交付物。
Change the project methodology in order to achieve completion of the deliverable within 2 months.

B：告知发起人评估项目不是项目经理的工作。
Advise the sponsor that it is not the project manager’s job to evaluate the project.

C：建议发起人进行成本效益分析，以确定可行性。
Suggest that the sponsor conduct a cost-benefit analysis to determine feasibility. .

D：使用管理储备，以加快2个月内完成可交付物。
Use the management reserve in order to expedite completion of the deliverable within 2months.

C

4.整合管理

166、 [单选] 一位项目经理刚刚被指派到一个有两个主要可交付物的项目。两个可交付物具有相同的优先级，并将同时交付。团队中的许多人都在抱怨缺乏关于哪一个可交付物需要首先完成的信息。项目经理应该怎么做？

A project manager has just been appointed to a project that has two major deliverables. Both deliverables have the same level of priority and are to be delivered at the same time. The members of the team are complaining about the lack of information regarding which deliverable needs to be finished first. What should the project manager do?

A：由于难以同时执行两个可交付物，要求关键干系人取消项目。
Ask key stakeholders to cancel the project due to the difficulty of executing both deliverables at the same time.

B：要求团队首先开始处理最容易的可交付物，这样他们就可以获得执行第二个可交付物的经验。
Ask the team to start working on the easiest deliverable first so they gain experience to execute the second deliverable.

C：与项目发起人和主要干系人会面，评估每个可交付物对组织的价值，并设定执行优先级。
Meet with the project sponsor and key stakeholders to assess each deliverable’s value to the organization and set execution priorities.

D：要求项目团队同时执行两个可交付物，因为这是项目章程要求和批准的。
Require that the project team execute both deliverables at the same time, since this was requested and approved in the project charter.

C

14.敏捷–角色–教练/项目经理–仆人式领导–职责–消除组织障碍–关键字“帮助”

167、 [单选] 一家大公司正在将其项目转变为敏捷方法。过渡之后，执行管理层要求提供以前在旧报告和仪表盘中可用的信息。在转向敏捷实践之后，许多旧的报告和仪表盘不再相关。在这种情况下，项目经理应该怎么做？

A large company is transitioning its projects to an agile approach. After the transition executive management requests the information that was previously available in old reports and dashboards. Many of the old reports and dashboards are no longer relevant after the shift to agile practices. What should the project manager do in this situation?

A：向管理团队解释报告和管理仪表盘不是有效的敏捷实践
Explain to the management team that reporting and management dashboards are not effective agile practices.

B：要求管理团队审查认可的敏捷概念，以证明旧的信息是不相关的
Ask the management team to review the endorsed agile concepts to prove that the old informations not relevant.

C：帮助管理团队理解对敏捷方法的变更如何影响某些报告和关键绩效指标（KPIs）的相关性
Help the management team understand how the change to an agile approach impacts the relevance of certain reports and key performance indicators(KPIs).

D：提醒管理团队，敏捷方法赋予团队自我指导的权利，因此不需要报告

Remind the management team that an agile approach empowers teams to be self-directed and therefore there is no need for reporting.

A

9.资源管理

168、 [单选] 一个经验丰富的项目经理领导着一个充满热情的团队，但意识到团队缺乏成功完成工作的经验。项目经理应该做些什么来降低项目失败的风险？

An experienced project manager is leading an enthusiastic team but realizes the team lacks the experience to complete the job successfully. What should the project manager do to reduce the risk of project failure?

A：要求发起人为团队增加有经验的专业人员。
Ask the sponsor to add experienced professionals to the team.

B：分配一个专门的资源来检查每个可交付物的质量。
Assign a dedicated resource to check the quality of each deliverable.

C：批准团队成员的适当培训计划。
Approve the appropriate training program for team members.

D：为团队成员提供必要的辅导和指导。
Provide team members with the necessary coaching and mentoring.

D

14.敏捷–角色–教练/项目经理–仆人式领导–职责–消除组织障碍–“将需要得到设计部门批准”，所以教练/项目经理找它会面求获得批准。

169、 [单选] 一个项目正在开始其六个迭代中的第二次迭代。在日常的会议中，一个团队成员寻求帮助。为了完成可交付成果，将需要得到设计部门的批准。项目经理应该怎么做？

A project is starting its second iteration out of six. During the daily meeting, a team member asks for help. In order to finish a deliverable, an approval from the design department will be needed. What should the project manager do?

A：与设计经理会面，要求获得必要的批准。
Meet with the design manager to ask for the necessary approval.

B：邀请一名设计团队成员参加下次每日会议。
Invite a design team member to the next daily meeting.

C：更新问题日志，并将其上报到项目发起人。
Update the issue log and escalate it to the project sponsor.

D：将此迭代可交付内容替换为没有任何阻碍的迭代
Replace this iteration deliverable for one without any blockers.

B

9.资源管理–控制资源

170、 [单选] 项目经理正在处理一个有多个工作流的项目。其中一个工作流多次错过了截止日期。项目经理应该和谁讨论这个情况，以确保这种情况不再发生？

A project manager is working on a project with multiple work streams. One of the work streams missed its deadline multiple times. Who should the project manager speak to about this situation to ensure it does not happen again?

A：工作流负责人和项目发起人
Work stream leader and project sponsor

B：仅工作流负责人
Work stream leader alone

C：工作流负责人和职能经理
Work stream leader and functional manager

D：工作流负责人和项目管理办公室（PMO）
Work stream leader and project management office (PMO)

项目管理办公室 (PMO)。对与项目相关的治理过程进行标准化，并促进资源、方法论、工具和技术共享的一 种管理架构。
选B，其他没有提及。