文章目录
- 10.沟通管理
- 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。
- 13.干系人管理
- 9.资源管理
- 14.敏捷--MVP--最小可行产品--团队可能需要获得关于原型的反馈，然后可能选择将最小可行性产品（MVP）交付给部分客户。--客户的反馈将帮助团队了解他们需要为随后交付的最终功能的完善提供些什么。 缺安全功能，就给安全功能。
- 14.敏捷
- 6.进度管理--资源优化--资源平滑不改东西（丝滑）；资源平衡会改。
- 5.范围管理
- 5.范围管理--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。
- 14.敏捷
10.沟通管理
111、 [单选] 干系人感觉他们收到的信息十分复杂，难以理解，因此，不能正确做出决定。若要解决这个问题，应该怎么做？
The stakeholders feel that information they receive is complex and difficult to understand. And because of this decisions cannot be properly made. What should be done be resolve this situation?
A：审查沟通需求 Review the communication requirements
B：减少报告数量 Reduce the number of reports
C：包含一个常用术语表 Include a glossary of common terminology
D：添加解释性附件 Add an explanatory addendum
D
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。
112、 [单选] 一个专注于预测性项目管理方法中的组织决定采用混合方法作为敏捷项目管理的过渡策略。已经特许了一个试点Scrum项目，并分配了Scrum角色和职责。项目经理希望确保向客户提供最优的价值。项目经理接下来应该做什么？
An organization that is steeped in a predictive project management approach has decided to adopt hybrid methods as a transition strategy to agile project management. A pilot scrum project has been chartered and scrum roles and responsibilities assigned. The project manager wants to ensure the optimal delivery of value to the customer. What should the project manager do next?
A：分配故事点以确定产品待办事项列表的优先级
Assign story points to prioritize the product backlog
B：要求该团队采用MoSCoW方法
Request that the team use the MoSCoW method
C：为产品负责人安排Scrum培训
Schedule scrum training for the product owner
D：将WBS分解为Scrum用户故事
Decompose the WBS into scrum user stories
C
13.干系人管理
113、 [单选] 当新进公司的发起人B替代A时，项目已接近完工，项目经理首先应该怎么做？
When the sponsor B of the new company replaces A, the project is almost complete. What should the project manager do first?
A：与发起人B会面，确定是否需要任何项目变更 Meet with sponsor B to determine if any project changes are needed
B：根据发起人A 的目标完成项目 Finish the project based on the sponsor A’s goals
C：开始变更控制 Begin change control procedures
D：更新干系人登记册 Update the stakeholder register
D
9.资源管理
114、 [单选] 一个运营团队认为他们的技能在项目上是不必要的，团队士气低落，且团队成员试图阻止项目目标。项目经理应该怎么做？
An operating team believes that their skills are unnecessary on the project, the team morale is low, and team members try to stop the project objectives. What should the project manager do?
A：建议公司改变策略，并立即停止项目
Recommend the company to change its strategy and stop the project immediately
B：要求工会的支持来激励团队
Request the support of the labor union to motivate the team
C：根据项目成果的要求对运营团队进行培训
Train the operation team according to the requirements of project results
D：更换不满的团队成员
Replace dissatisfied team members
B
14.敏捷–MVP–最小可行产品–团队可能需要获得关于原型的反馈，然后可能选择将最小可行性产品（MVP）交付给部分客户。–客户的反馈将帮助团队了解他们需要为随后交付的最终功能的完善提供些什么。 缺安全功能，就给安全功能。
115、 [单选] 一个敏捷团队正在为客户开发定制制造设备。经过三次迭代，一个功能原型已经就绪，但是它缺乏关键的安全功能，以及一些可以在未来版本中现场安装的增强功能。为了尽早得到客户的反馈，产品负责人要求团队尽快交付MVP。项目经理应如何处理产品负责人的要求？
An agile team is developing custom manufacturing equipment for a client. After three iterations, a functional prototype is ready, but it lacks critical safety features as well as several enhancements that can be installed on-site in future releases. To get early feedback from the client, the product owner requests that the team deliver an MVP as soon as possible. What should the project manager do to address the product owner’s request?
A：在原型上安装安全功能和增强功能，并交付给客户端
Install safety features and enhancements on the prototype and deliver it to the client
B：仅安装原型上的安全功能，然后交付给客户端
Install only the safety features on the prototype and deliver it to the client
C：将原型以当前状态交付给客户端，因为它已经正常运行
Deliver the prototype to the client in its current condition as it is already functional
D：仅安装原型上的增强功能并交付给客户端
Install only the enhancements on the prototype and deliver it to the client
A
14.敏捷
116、 [单选] 一个敏捷团队在最近的几次迭代中加班加点地工作。项目经理决定，从现在开始，团队应该保持每周40小时的工作时间。项目经理做出这个决定最可能的目的是什么？
An agile team has been working overtime for the last few iterations. The project manager has decided that from now on the team should maintain a 40-hour workweek. What is the most likely reason behind the project manager’s decision?
A：最大化未完成的工作量
To maximize the amount of work not done
B：最小化在进行中的工作量
To minimize the amount of work in progress
C：频繁交付工作软件
To deliver working software frequently
D：促进可持续发展
To promote sustainable development
D
6.进度管理–资源优化–资源平滑不改东西（丝滑）；资源平衡会改。
117、 [单选] 项目经理资源有限，无法获得更多资源。项目经理应该使用什么技术来充分利用现有资源，而不会令项目完成时间延期？
A project manager has limited resources and is unable to obtain more. What technique should the project manager use to fully exploit the existing resources without delaying project completion?
A：快速跟进 Fast tracking
B：赶工 Crashing
C：资源平滑 Resource smoothing
D：资源平衡 Resource leveling
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方法。
快速跟进。一种进度压缩方法，将正常情况下按顺序进行的活动或阶段改为至少部分按并行方式开展。与资源无关，选它A。
5.范围管理
118、 [单选] 针对设计经理提出的某个问题的解决方案，项目经理必须收集分析信息。以下哪一项能防止任何人对结果产生不适当的影响？
Regarding the resolution of an issue identified by the engineering manager, the project manager must gather information and reach a consensus of analysis. Which of the following presents any one person from having undue influence on the outcome？
A：德尔菲技术 Delphi technique
B：名义组技术 Nominal group technique
C：价值工程 Value engineering
D：虚拟团队 Virtual team
德尔菲技术是一种用于根据专家意见对复杂问题做出决策的方法。专家写下他们对问题的看法，由协调人汇编成总结报告，然后专家审查信息并提供更新的预测，生成新的报告。这种方法有助于减轻数据偏倚，防止个人对结果产生不恰当的影响。【记忆：德尔菲，德二肥是做肥皂的专家】，选A。
5.范围管理–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。
119、 [单选] 项目经理准备收尾一个项目的第四阶段，但是一位干系人拒绝向前推进项目，除非增加一个范围之外的功能，项目经理下一步应该怎么做？
The project manager is preparing to close the fourth phase of a project, but a stakeholder refused to move forward unless a function outside the scope was added. What should the project manager do next?
A：开始变更请求过程 Start the change request process
B：增加该功能 Increase this function
C：审查干系人登记册 Check the stakeholder register
D：与项目干系人会面 Meet with the project stakeholder
D
14.敏捷
120、 [单选] 项目经理被分配到一个项目，该项目将把一个大型组织从预测环境转变为敏捷方法。在当前状态下，组织中的工作被分解成部门孤岛，而员工被描述为专业的贡献者。这种敏捷转换的最佳策略是什么？
A project manager has been assigned to a project that will transform a large organization from a predictive environment to agile methodologies. In its current state, the work in the organization is decomposed into departmental silos, and the employees are best described as specialized contributors. What is the best strategy for this agile transformation?
A：使用混合生命周期作为预测到敏捷的过渡策略
Use hybrid life cycles as a transition strategy from predictive to agile
B：为所有从预测性到敏捷的项目建立一个固定的日期
Establish a fixed date for all projects to transition from predictive to agile
C：介绍一些针对大型复杂项目的敏捷技术
Introduce some agile techniques on a large and complex project
D：调整项目，使其范围是固定的，时间和成本是可变的
Tailor projects so that the scope is fixed with time and cost being variable
标签：项目经理,一模,PMP,--,project,manager,单选,敏捷,团队 From： https://blog.csdn.net/stqer/article/details/142138100A
