PMP--三模--解题--11-20

9.资源管理–团队章程：团队价值观；沟通指南；决策标准和过程；冲突处理过程；会议指南；团队共识。

11、 [单选] 一个团队在一个正在进行的项目中存在行为问题，这导致了冲突。因此，团队正在失去动力，在冲刺中落后。项目经理应该如何处理这种情况？

A team has had issues with behavior on an ongoing project, which is causing conflicts. As a result, the team is losing momentum and falling behind in its sprints. How should the project manager handle this situation?

A：聘请顾问协调受影响的团队成员之间的情况。
Engage a counselor to reconcile the situation between the team members affected.

B：控制待办事项列表任务分配，减少团队成员之间的直接沟通。
Control backlog assignments and reduce direct communications between team members.

C：重新审视基本规则和团队沟通协议，并讨论正在发生的事情。
Revisit the ground rules and team communication protocols, and discuss what is happening.

D：要求经历冲突的团队成员请一天假。
Require team members experiencing the conflicts to take a day off from work.

C

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；–作用–促进合作（关键字：合作，一起解决问题）：

–实例：承包商缺乏敏捷经验，教练/项目经理应该根据其具体情况提供指导或者培训。
–反例：不是出现“合作”就一定选，如“与团队合作，只专注于预先沟通的项目结果”，前半句正确，但后半句违背了“仆人”。
–实例：有“职能经理”教练/项目经理也不叫，就是自己动手，仆人嘛。
–实例：Scrum Master角色的一个关键职责是确保团队的有效沟通。当团队的动态发生变化时，Scrum Master应引导团队进行有效的沟通，讨论并解决可能的问题，从而确保团队的生产力和协作。
–实例：敏捷项目中，每次冲刺的工作量是根据团队速度进行规划的，人员的减少会导致速度降低，但工作量的不变甚至增加了，项目经理应该向客户说明情况。这个更侧重于考察项目经理要亲自（仆人式）做对的事情。

12、 [单选] 一位项目经理正在与非常多样化的团队成员一起开始一个新项目。项目经理选择了建立共识，以便团队能够就项目的执行方式达成一致并参与其中。项目经理应该如何进行？

A project manager is beginning a new project with very diverse team members. The project manager chose to use consensus building so the team can agree on and be engaged in how the project will be executed. How should the project manager proceed？

A：创造一个多数人投票达成协议的环境。
Create an environment where the agreement is reached by a majority vote.

B：创造一个通过讨论达成协议的环境。 【最终的目的是建立共识】
Create an environment where the agreement is reached through discussion.

C：建立反复的头脑风暴会议来讨论项目问题。
Establish recurring brainstorming sessions to discuss project issues.

D：允许团队成员以意识流的方式提供想法。
Allow team members to contribute ideas in a stream-of-consciousness mode.

B

11.风险管理–识别风险→定性分析、定量分析→规划风险应对→实施风险应对→监督风险

理解题–第一步确认影响

13、 [单选] 项目经理正在领导一个处于执行阶段的项目。由于公司重组，一些关键的项目团队成员可能会离开项目。接下来项目经理该怎么做呢？

A project manager is leading a project that is in the execution phase. Due to company reorganization, some key project team members are likely to leave the project. What should the project manager do next?

A：与受影响的团队成员讨论这个问题，并在过渡期间支持他们。
Discuss this issue with the affected team members and support them during the transition.

B：尽快开始寻找替代者，以防止任何进度延误。
Start looking for replacements as soon as possible to help prevent any schedule slippage.

C：与项目发起人接触，确保该变更不影响项目执行。
Engage with the project sponsor to ensure that this change does not affect the project execution.

D：确定对项目的影响，并根据项目管理计划实施缓解措施。
Determine the impact to the project and implement mitigations per the project management plan.

D

14.敏捷–帮助团队交付价值的执行实践–敏捷的质量保证要先确定好使用什么工具，然后再执行。AC过于具体。B的DOD提供的太晚。

14、 [单选] 某敏捷项目团队正寻求为某项目制定质量标准。项目经理该如何指导他们？

An agile project team is looking to develop quality standards for a project. How should the project manager coach the team?

A：坚持要求在进行自动测试的同时实施测试驱动开发。
Insist that test-driven development is implemented along with the automated testing.

B：确保当产品负责人同意针对用户故事的所有验收标准均已达到时会提供定义“已完成”（DoD）。
Ensure that the definition of done (DoD) is provided when the product owner agrees that all acceptance criteria have been met for the user story.

C：告知团队，为了确保产品负责人接受解决方案，需要进行用户接受度测试。
Inform the team that user acceptance testing is required to ensure that the product owner accepts the solution.

D：确定适合于该项目的工具和技术，并确保尽早以一贯的方式完成测试。
Determine the tools and techniques suitable for the project and ensure that testing is done early and continuously.

BD

9.资源管理–冲突管理–冲突处理三步骤：1. 自行解决；2. 私下处理；3. 正式程序。

15、 [单选] 项目经理最近完成了一个项目，并开始与其他主管管理新项目。作为早期项目活动的一部分，来自原始项目的主管作为非主管资源被分配到团队，并立即开始挑战当前主管所做的所有决定。项目经理应如何解决此冲突？

A project manager recently finished a project and started managing a new project with a different supervisor. As part of the early project activities, the supervisor from the original project is assigned to the team as a nonsupervisory resource and immediately begins challenging all decisions made by the current supervisor. What should the project manager do to resolve this conflict?

A：给项目团队与新主管解决问题的时间。
Give the project team time to work through the issues with the new supervisor.

B：确保新主管在面临挑战时发挥带头作用。
Ensure the new supervisor takes the lead when being challenged

C：立即从项目团队中移除该资源。
Immediately remove the resource from the project team.

D：与资源部门就项目的角色和职责进行沟通。
Communicate with the resource department about the roles and responsibilities of the project.

D A

13.干系人管理–管理干系人参与–人的问题先沟通，告之客户影响。

16、 [单选] 一名外部项目经理正在管理着一家大公司的新办公室的建设工作。项目管理计划规定必须与训练有素的外部资源订立合同，由其对重要的项目要素加以修改和验证，由于成本高昂（尽管在项目预算之内），客户拒绝了雇用外部资源。项目经理应该如何解决这一问题？

An external project manager is managing the construction of new corporate offices for a large company. The project management plan states that it is necessary to contract a highly trained external resource to revise and validate an important project component. The client has rejected hiring the external resource because of the high cost, even though it is within the project budget. What should the project manager do to resolve this issue?

A：雇用相关资源，以便实现项目目标。
Hire the resource in order to achieve the project objectives.

B：评估后果，与客户会面并向其解释可能会出现的情况。
Evaluate the consequences and meet with the client to explain the possible scenarios.

C：尽力通过公司内部其他项目的资源实现目标。
Try to accomplish the task internally by leveling resources from other projects.

D：与客户开会，向其说明将不会履行该任务。
Ask the client for a meeting and explain that the task will not be performed.

B

14.敏捷–Scrum五种仪式–展示/评审–评审会议有其重要价值，需要向干系人明确说明。

17、 [单选] 项目经理正在管理一个混合型项目。在参加完一个迭代审查会议后，一位干系人告诉项目经理他们非常忙，询问如此频繁举行这些审查会议的原因。项目经理该如何应对？

A project manager is managing a hybrid project.After attending an iteration review.a stakeholder tells the project manager that they are very busy and asks why these reviews are held so frequently. How should the project manager respond?

A：与该干系人讨论该混合型项目的效益以及频繁举行审查会议会如何带来价值增值和减少返工。
Discuss with the stakeholder the benefits of the hybrid project and how frequent reviews lead to greater value and less rework.

B：与该干系人磋商其可以减少参加审查会议的方案，并更新干系人参与计划，以反映这种减少参加审查会议的情况。
Negotiate a reduced review attendance with the stakeholder and update the stakeholder engagement plan to reflect this reduced attendance.

C：向该干系人说明干系人参与计划规定他们必须参加所有审查会议。
Explain to the stakeholder that the stakeholder engagement plan requires their attendance at all reviews.

D：将该问题记录在问题日志中，并将该分歧上报给项目发起人，以寻求帮助。
Record the issue in the issue log and escalate the conflict to the project sponsor for assistance.

A

3.项目经理的角色–合规性管理–合规性是项目开展的前提，应该优先讨论合规性问题。

18、 [单选] 一些开发人员在每日站会上列出了一份障碍因素清单，并要求项目负责人帮助确定它们的优先次序。有一些复杂的待办事项列表中的事项，一个新的初级测试人员已经发现了一些合规性缺陷。产品负责人和几个开发人员将离开项目团队，与测试和生产支持合作伙伴的合同将不再续签。项目负责人应该首先关注哪一个问题？

A few developers have identified a list of impediments at the daily standup and are asking for the project lead’s assistance in prioritizing them. There are a few complex backlog items, and a new junior tester has identified a few compliance defects. The product owner and a couple of developers will be leaving the project team, and the contract with the test and production support partner will not be renewed. Which issue should the project lead focus on first?

A：开发新的生产支持合同。
Developing a new contract for production support.

B：找到一个新的产品负责人来确定产品待办事项列表的优先级。
Finding a new product owner to prioritize the product backlog.

C：会议讨论监管合规问题。
Regulatory compliance issues discussed in the meeting.

D：招聘、入职和培训新的开发人员。
Recruiting, on boarding, and training new developers.

B C

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。

19、 [单选] 一个大型矩阵组织正在采用一种新的沟通方法。这是必要的，因为它们的项目往往需要从各部门和部门的专家那里获得专家知识的资源。项目经理应该做些什么来建立有效的沟通？

A large matrix organization is adopting a new communications approach. This is necessary because their projects often require the resourcing of expert knowledge in the form of specialists from various departments and divisions. What should the project manager do to set up effective communications?

A：计划以易于理解的方式传递信息。
Plan on transmitting the information in an easily understandable manner.

B：注重收件人的需要，而不是信息本身。
Focus on the recipients’ needs and not the information itself.

C：尽量使用技术语言，避免使用隐喻。
Use the highest possible technical language and avoid using metaphors.

D：确保发送给收件人的消息得到传递。
Ensure that messages sent to the recipients are delivere.

A B

14.敏捷–Scrum的五种仪式–回顾总结会–回顾是最重要的一个实践，原因是它能让团队学习、改进和调整其过程。

20、 [单选] 一个新组建的团队已经习惯于敏捷实践，项目负责人注意到，尽管他们的绩效符合期望，但很多团队成员对日常团队实践感到厌烦。在这种情况下，项目负责人该做什么？

A newly formed team has become accustomed to agile practices. The project lead has noticed that while they are performing according to expectations, there is boredom with daily team practices among many of the team members. What should the project lead do in this situation?

A：允许团队自我组织，让他们在回顾会议上分析情况并自行纠正问题。
Allow the team to self-organize and have them analyze the situation in their retrospective session and self correct.

B：强烈建议团队探索提高绩效的新方法，使情况发生改观。【与“绩效符合期望”不符】
Challenge the team to find new ways to achieve higher levels of performance to improve the situation.

C：与团队成员进行个别谈话，确定他们希望做什么来使团队内的情况发生改观。【跟“很多”不符】
Speak with individual team members to determine what they would like to do to improve the situation in the team.

D：让团队向高层管理人员报告这一情况，征求建议。【高层没那么闲】
Have the team inform senior management of the situation and ask for recommendations.

A