4.整合管理

81、 [单选] 一位先前不活跃的干系人参与程度突然增加，这种意外的参与导致了一些变更请求。项目经理应该做什么？

The involvement of a previously inactive interested party suddenly increased, and this unexpected participation led to some change requests. What should the project manager do?

A：向干系人解释变更请求过程
Explain the change request process to interested parties

B：审查已批准的有关干系人请求的期望
Review approved expectations regarding stakeholder requests

C：与该干系人开会，以评估变更请求
Meet with the interested party to evaluate the change request

D：要求干系人与发起人讨论这些请求
Ask interested parties to discuss these requests with the sponsor

C

4.整合管理

82、 [单选] 公司的新产品系列将在两个月内发布，95%的项目任务均已完成。但是，管理层却决定终止产品发布并取消项目。项目经理下一步该怎么做？

The Company’s new product line will be launched in two months, and 95% of the project tasks have been completed. However, the management decides to terminate the product launch and cancel the project. What should the project manager do next?

A：立即停止所有项目任务 To stop all project tasks immediately

B：按原计划完成项目 To complete the project as per the original plan

C：释放资源并记录项目状态 To release resources and record the project status

D：收尾项目并更新经验教训 To close the project and update lessons learned

老外思维就行了，管理层说终止，那就收尾项目就行，选D。

13.干系人管理–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。

83、 [单选] 项目经理发现项目可交付成果与发起人期望之间存在若干不一致之处，为确保一致，项目经理应该制定下列哪一项？

A project manager finds several inconsistencies between project deliverables and sponsor expectations. To ensure alignment, what should the project manager develop?

A：风险登记册 Risk register

B：干系人参与计划 Stakeholder management plan

C：沟通管理计划 Communications management plan

D：工作分解结构（WBS） Work breakdown structure (WBS)

风险登记册。风险登记册是记录风险管理过程输出的存储文件。风险登记册中的信息可以包括相关管理风险的负责人，概率、影响、风险评分、计划的风险应对，和用来获得关于单个风险的高层级理解的其他信息。
工作分解结构 (WBS)。对项目团队为实现项目目标、创建所需可交付物，而需要实施的全部工作范围的层级分解。
有问题，是先登记，沟通，还是处理，应该是先登记吧。选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–小问题，让团队解决；其他问题，教练解决；–作用–促进合作

14.敏捷–角色–教练/项目经理–教练/项目经理是仆人式领导–小问题，让团队解决；其他问题，教练解决。

84、 [单选] 在迭代的中途，敏捷团队遇到了一个小的技术问题。其中一位团队成员回忆说，敏捷教练从她过去作为高级开发人员的经验来看，是这个领域的专家。团队要求教练帮助解决这个问题。敏捷教练首先应该做什么？

Midway into an iteration, an agile team faces a minor technical issue. One of the team members recalls that the agile coach is an expert in the field from her past experience as a senior developer. The team requests that the coach help resolve the issue. What should the agile coach do first?

A：让团队解决问题 Let the team resolve the issue

B：帮助团队解决问题 Help the team resolve the issue

C：为团队解决问题 Resolve the issue for the team

D：咨询产品负责人 Consult with the product owner

D A

？5.范围管理–镀金是范围蔓延，跟变更没关系

85、 [单选] 在你的项目中，镀金一直是反复出现的问题，因为团队一直在添加他们认为对客户有用的功能，尽管这些功能并没有包含在WBS中。变更请求是在事后提交的，并且一些功能最终被添加到项目范围。你担心与计划的偏差。你会怎样做才能更好地控制范围，防止进一步镀金？

Gold plating had been a recurring issue on your project as the team has been adding features they think are useful for the customer even though the features were not included in the WBS. Change requests have been submitted after the fact, and some of the features were eventually added to the project scope. You are concerned about deviations from the plan. What might you do to control scope better and prevent further gold plating?

A：采用敏捷方法，这样团队就可以开发任何他们认为有价值的功能
Adopt an agile approach so the team can develop any features they deem valuable

B：提交变更请求，以获取问题日志中的镀金问题
Submit a change request to capture the gold plating problem in the issue log

C：在项目回顾中讨论问题，并更新经验教训登记册
Discuss the issue at the project retrospective and update the lessons learned register

D：与团队成员进行日常站会的敏捷实践相协调
Incorporate the agile practice of holding daily standup meetings with the team

B

4.整合管理

86、 [单选] 项目经理加入一个项目，但项目经理在该项目所涉及的行业经验有限，在该项目的整个生命周期中，项目经理精心记录每个差距、问题和不一致性。但是，无论项目经理如何记录和跟踪生产问题，但问题都没有得到解决，这使项目交付面临风险。若要解决这些问题，项目经理事先应该做什么？

A project manager joins a project in an industry with which they have limited experience. Throughout the project’s life cycle, the project manager meticulously documents each gap, problem, and inconsistency. However, production issues remain, unresolved; regardless of the project manager’s efforts to record and track them, which puts project delivery at risk. What should the project manager have done to resolve these issues?

A：调整范围基准和项目进度计划与客户需求保持一致
Aligned the scope baseline and project schedule to the customer’s needs

B：使用主题专家（SMEs）提供适合的应对行动
Used subject matter experts (SMEs) to provide suitable response actions

C：审查干系人的需求与验收标准相匹配
Reviewed stakeholder requirements to match the acceptance criteria

D：检查需求跟踪矩阵，以确保它与可交付成果相联系
Examined the requirements tractability matrix to insure that it linked to the deliverables.

B

5.范围管理

87、 [单选] 一家公司正在努力定义新项目的范围，该项目有多个阶段，阶段之间有高度的依赖关系。项目经理应该如何应对这个挑战？

A company is struggling to define the scope of a new project that has multiple phases with a high level of dependency between the phases. How should the project manager approach this challenge?

A：与专门帮助企业定义大型项目的工作范围的第三方公司签订合同。
Contract with a third-party company that specializes in helping businesses define scope of work on large projects.

B：与项目干系人合作，以推荐将有助于定义项目的范围的迭代方法。
Work with project stakeholders to recommend an iterative approach that will then help to define the project’s scope.

C：制定在进度计划中提供额外时间的项目管理计划，然后试图修改工作范围。
Construct a project management plan that provides extra time within the schedule, then seek to revise the scope of work.

D：暂停项目的最终交付日期，以便在明确工作范围后有时间修改时间表。
Suspend final delivery dates for the project in order to have time to revise the schedule once there is clarity on the scope of work.

B

5.范围管理

88、 [单选] 在一个软件开发项目的项目执行阶段举行的评审会议期间，最终用户和项目发起人对一项关键功能的演示感到满意，项目经理下一步应该做什么？

During a review meeting in the project execution phase of a software development project, end users and the project sponsor are pleased with the demonstration of a key feature. What should the project manager do next?

A：指示团队进行收益评估
Direct the team to conduct a benefit assessment

B：请求在用户验收报告上签字
Request sign off on the user acceptance report

C：执行质量管理计划中的活动
Execute activities in the quality management plan

D：更新测试计划以减少测试工作
Update test plans to reduce testing efforts

B

5.范围管理

89、 [单选] 干系人称一个可交付成果中遗漏一项功能，之前的任何讨论中都没有提及该项功能，也不在验收标准中，然而干系人却坚称这项功能是必须的，可以充分利用该可交付成果。项目经理应该怎么做？

Stakeholders claimed that a function was missed in the deliverables, but this function was not mentioned in any of the previous discussions or was not in the acceptance criteria. However, stakeholders insisted that this function was necessary and the deliverables could be fully utilized. What should the project manager do?

A：实施该可交付成果并为遗漏的功能提交变更请求
Implement the deliverables and submit a change request for the missing function

B：实施该可交付成果并开始遗漏功能的工作
Implement the deliverables and begin to work on the missing function

C：推迟实施该可交付成果并为遗漏的功能提交变更请求
Postpone the implementation of the deliverables and submit a change request for the missing function

D：推迟实施该可交付成果并开始遗漏功能的工作
Postpone the implementation of the deliverables and begin to work on the missing function

C

14.敏捷–排除法

90、 [单选] 敏捷项目的第一次迭代即将开始。发起人召集团队、Scrum主管、产品负责人和其他项目干系人参加启动会议。发起人强调需要在项目尽可能早的时候以最小的成本识别和应对项目风险。与会者实现发起人要求的最佳方式是什么？

The first iteration of an agile project is about to begin. The sponsor gathers the team, the scrum master, the product owner, and other project stakeholders for the kick-off meeting. The sponsor emphasizes the need to identify and respond to the project risks as early in the project as possible and at the minimal cost. What is the best way for the meeting participants to implement the sponsor’s request?

A：团队和干系人应该经常审查产品增量
The team and stakeholders should frequently review product increments.

B：项目干系人应该在每次冲刺中执行基于风险的刺探
The project stakeholders should conduct risk-based spikes in each sprint.

C：产品负责人和发起人应该对高风险的用户故事进行优先级排序
The product owner and the sponsor should prioritize high-risk user stories.

D：团队应该与Scrum主管一起实现结对编程
The team should implement pair programming with the scrum master.

C