14.敏捷–实践–每日站会–团队成员利用每日站会对彼此做出小的承诺，发现问题，并确保团队工作顺利进行。（不是项目经理说，是团队成员）

11、 [单选] 在每日站会上，项目经理与团队成员逐个交流，询问每个成员已经完成的工作，并批评他们到目前为止团队进展缓慢。会议持续了近一个小时，最后变成了一个状态会议。项目经理应该做些什么来避免下次的站会变成状态会议？

During a daily standup meeting, the project manager goes from one team member to another questioning each one on the work they have accomplished and reprimanding them for the slow progress the team made so far. The meeting lasts for almost an hour and turns into a status meeting. What should the project manager do differently to avoid the next standup meeting turning into a status meeting?

A：使用在会议开始30分钟后配置为报警的计时器
Use a timer configured to alarm 30 minutes after the start of the meeting

B：将开发生命周期从适应型切换到预测
Switch the development life cycle from adaptive to predictive

C：让团队成员代替项目经理来引导站会
Have a team member to facilitate the standup instead of the project manager

D：只关注阻碍进展的障碍和阻碍的问题
Only focus on issues that represent roadblocks and impediments to progress

A

14.敏捷–术语表–完成的定义DoD–Definition of Done–它是团队需要满足的所有标准的核对单，只有可交付成果满足该核对单才能视为准备就绪可供客户使用。

选项B，DoR，Definitionof Ready，齐备/就绪的定义。

12、 [单选] 一个敏捷团队刚刚完成了最终项目可交付成果的开发。团队成员正在向项目经理寻求下一步的建议。项目经理应该建议团队下一步做什么？

An agile team has just completed the development of the final project’s deliverable. The team members are seeking advice from the project manager as to their next step. What should the project manager advise the team to do next?

A：确定验收标准
Determine the acceptance criteria

B：确保用户故事符合准备就绪的定义（DoR）
Ensure that the user stories meet the definition of ready (DoR)

C：举行项目回顾 Hold a project retrospective

D：验证可交付成果是否符合完成的定义（DoD）
Verify that the deliverables meet the definition of done (DoD)

D

9.资源管理–团队建设–塔克曼阶梯–规范阶段与成熟阶段区分–团队是否能够形成自我管理、自我决策的能力

13、 [单选] 敏捷项目进入第三次迭代。尽管团队坚持遵循敏捷最佳实践，但Scrum主管还是觉得团队动态存在问题。每个团队成员都独立工作，在Scrum活动中，团队成员之间不开放，避免冲突。团队目前在Tuckman开发模型的哪个阶段运行，Scrum主管可以做些什么来帮助团队进入下一个阶段？

An agile project enters its third iteration. Even though the team diligently adheres to agile best practices, the scrum master feels that there is something wrong with the team dynamics. Each team member works independently, and during scrum events, the team members are not open to one another and avoid conflict. In what stage of the Tuckman development model does the team currently operate, and what can the scrum master do to help the team to move onto the next stage?

A：震荡阶段；Scrum主管需要帮助团队在冲突中找到方向，实现高绩效
Storming; the scrum master needs to help the team navigate the conflict towards high performance.

B：规范阶段；Scrum主管需要帮助团队将不健康和低效的冲突放在一边
Norming; the scrum master needs to help the team put conflict aside as unhealthy and nonproductive

C：成熟阶段；Scrum主管需要确保冲突得到缓解，以便让团队成员继续工作
Performing; the scrum master needs to ensure conflict is mitigated to keep the team members on task.

D：形成阶段；Scrum主管需要帮助团队认识到冲突是具生产力且有必要的
Forming; the scrum master needs to help the team acknowledge that conflict is productive and necessary.

D

6.进度管理–赶工和快速跟进的区分–赶工：题干关键词“加班、增加额外资源、最小的成本增加”等，即SPI<1且CPI<1 的情况下选择赶工。（SPI＜1且CPI＜1，说明该干的活没干，不该花的钱多花）

快速跟进：题干关键词“无额外资源可用、并行开展”等，即SPI<1 且 CPI>1的情况下选择快速跟进。（SPI<1 且 CPI>1，说明该干的活没干，该花的钱没花，可以通过花钱赶进度）

6.进度管理–赶工和快速跟进的区分–赶工增加资源，以最小的成本代价来压缩进度工期；快速跟进，将正常情况下按顺序进行的活动或阶段改为至少是部分并行开展。

14、 [单选] 在项目评审会上，从事活动AD的项目团队成员通知项目经理，完成该活动还需要三天，组织的高级经理要求项目经理，即使需要额外的预算，也必须找到方法，按原定基准计划交付项目。项目应该使用什么方法来满足高级经理的需求？

During a project review meeting, the project team member working on activity AD advises the project manager that it will take three more days to complete the activity. The organizations senior manager asks the project manager to find ways to deliver the project according to the original baseline plan, even though it may need additional budget. What should the project manager use to meet the senior managers needs?

A：使用快速跟进 Use fast tracking

B：使用赶工 Use fast crashing

C：应用关键链法 Applied critical chain method

D：应用时间提前量和时间滞后量 Apply leads and lags

赶工。通过增加资源，以最小的成本代价来压缩进度工期的一种技术。赶工的例子包括：批准加班、增加额外资源或支付加急费用，来加快关键路径上的活动。赶工只适用于那些通过增加资源就能缩短持续时间的，且位于关键路径上的活动。但赶工并非总是切实可行的，因它可能导致风险和/或成本的增加。选B。
快速跟进。一种进度压缩技术，将正常情况下按顺序进行的活动或阶段改为至少是部分并行开展。例如，在大楼的建筑图纸尚未全部完成前就开始建地基。快速跟进可能造成返工和风险增加，所以它只适用于能够通过并行活动来缩短关键路径上的项目工期的情况。以防进度加快而使用提前量通常增加相关活动之间的协调工作，并增加质量风险。快速跟进还有可能增加项目成本。

4.整合管理

15、 [单选] 一名关键项目干系人撤回对项目的财务支持。项目现在资金不足，可能会取消，项目经理应该怎么做？

A key project stakeholder withdraws financial support for the project. The project is currently underfunded and may be cancelled. What should the project manager do?

A：与该项目干系人开会，确定撤回财务支持的原因
To hold a meeting with the project stakeholders to identify the reason for withdrawing financial support

B：与团队一起头脑风暴成本节约方案
To brainstorm cost savings solution with the team

C：寻找愿意提供财务支持的新项目干系人
To find new project stakeholders who are willing to provide financial support

D：与项目发起人开会，建议取消项目
To hold a meeting with the project sponsor, it is recommended to cancel project

A

14.敏捷–精益–看板（类似卡片）–WIP–在制品管理–提高工作效率与质量

16、 [单选] 在迭代回顾会议上，团队回顾了上一次迭代的各种指标。度量标准包括速度、吞吐量和在制品（WIP）。团队成员分析数据并得出结论，他们的周期时间非常高，应该减少。这个团队向项目经理寻求建议。项目经理最好建议以下哪个选项？

At the iteration retrospective meeting, the team reviews the various metrics from the last iteration. The metrics include velocity, throughput, and work in progress (WIP). The team members analyze the data and conclude that their cycle time is very high and should be reduced. The team approaches the project manager for advice. Which of the following options is the best for the project manager to recommend?

A：减少WIP和吞吐量
Decrease WIP and throughput

B：提高WIP数量、生产速度和生产效率
Increase WIP, velocity, and throughout

C：增加WIP和生产能力
Increase WIP and throughput

D：减少WIP数量，提高生产能力
Decrease WIP and increase throughput

B 因为WIP数量多，导致检查的一个周期很长，所以需要减少WIP数量。

4.整合管理

17、 [单选] 项目发起人和客户通知项目经理他们对产品结果满意。项目经理下一步应该怎么做？

The project sponsor and the customer inform the project manager that they are satisfied with the product results. What should the project manager do next?

A：解散项目团队并收集经验教训
To dissolve the project team and collect lessons learned

B：向项目干系人提供最终审查报告，并获得他们的反馈
To provide the project stakeholders with final review report and get their feedback

C：结束采购并向承包商付款
To close the procurement and pay the contractor

D：获得项目干系人的正式验收，并结束项目
To obtain the formal acceptance by project stakeholders and close the project

D

12.采购管理

18、 [单选] 一家供应商称因为某项主要功能未包含在约定的范围内，所以未能实施。项目团队不认同这一说法，项目经理下一步应该做什么？

A supplier said that a major function could not be implemented because it was not included in the agreed scope. The project team did not agree with this statement. What should the project manager do next?

A：将该问题升级上报给项目发起人解决
Escalate the issue to the project sponsor for resolution

B：签发一份报价邀请书（RFQ），聘请新的供应商
Issue an invitation to quote (RFQ) and hire a new supplier

C：要求法律部门对供应商采取行动
Ask the legal department to take action on the supplier

D：审查采购管理计划和合同协议
Review the procurement management plan and contract agreement

D

9.资源管理–人际关系技能-谈判–项目团队成员来自于多个部门，也就是说资源被职能经理所掌握，所以要想确保资源，需要项目经理与职能经理进行谈判协商。

19、 [单选] 项目团队成员来自多个部门，并将处理项目和运营活动，任务和资源均已确定。若要确保资源，项目经理应做什么？

Project team members come from multiple departments and will handle project and operational activities, tasks and resources have been determined. What should the project manager do to ensure resources?

A：要求职能经理为项目提供可用资源
Ask the functional manager to provide available resources for the project

B：与职能经理协商项目的资源和角色
Negotiate project resources and roles with functional managers

C：联系资源，沟通任务，并与职能经理确认
Contact resources, communicate tasks, and confirm with functional manager

D：将资源需求发送给发起人以与职能经理协商
Send resource requirements to the sponsor to negotiate with the functional manager

B

10.沟通管理–沟通模型–作为沟通过程的一部分，发送方负责信息的传递，确保信息的清晰性和完整性，并确认信息已被正确理解；接收方负责确保完整地接收信息，正确地理解信息，并需要告知已收到或作出适当的回应。

20、 [单选] 项目经理把发起人的指示函件通过电子邮件转发给了异地的团队成员，该团队成员收到该邮件后及时发送了邮件回执，并开始采取行动。然而项目经理到项目上去检查时，对项目团队成员的工作非常不满意，坚持说他曲解了邮件的内容。这可能是沟通中哪个环节出了问题？

The project manager has forwarded the instructions issued from the sponsor to a team member in other place by email. Upon the receipt of the email, the team member sends the receipt and takes action. But when the project manager inspects the project site, he is very dissatisfied with the work and insists that such member has misunderstood the email. Which part of the communication may cause this problem?

A：项目经理编码错误
Project manager makes a coding error

B：不应该采取电子邮件来传递信息
He shouldn’t have transmitted the information by email

C：缺乏信息反馈
Lack of information feedback

D：没有及时告知收到信息
Failure of promptly notifying that such information has been already received

A