PMP--二模--解题--41-50

11.风险管理–风险代表对将来问题的预判，问题代表对过去问题事件的跟踪；两者联系：风险发生后会变成问题，而问题可能导致新的风险。

41、 [单选] 在项目会议期间，一个团队发现三个月前关闭的问题仍然处于活跃状态，并对项目的预算产生负面影响。若要防止这种情况再次发生，项目经理可以做什么？

During a project meeting, a team discovers that an issue closed three months ago is still active and negatively impacting the project’s budget. What should the project manager do to avoid this from reoccurring?

A：要求团队监督潜在问题 Ask the team to monitor potential issues.

B：将该问题作为一项风险记录在风险登记册中 Document the issue as a risk in the risk register

C：更新问题日志，并监督纠正措施 Update the issue log,and monitor corrective actions

D：将会议纪要就近保存，以跟踪所有问题 Keep meeting minutes nearby to track all issues

C

9.资源管理

42、 [单选] 在管理项目时，你发现团队中的一些成员相处得不好。你还认识到三个团队成员不确定如何完成他们的可交付成果。你所有的团队成员都在同一栋楼里一起工作。你还可以在一个单独的会议室里与所有团队成员定期举行每周会议。在这种情况下，哪种方法没有帮助？

While managing a project, you discovered that a few of your team members are not getting along. You also realized that three team members are not sure how to complete their deliverables. All of your team members are working together in the same building. You also have regular weekly meeting with all the team members in a single meeting room. Which technique will NOT be helpful in this situation?

A：作战室 War room

B：训练 Training

C：奖励和表扬 Reward and recognition

D：谈判 Negotiation

A

9.资源管理

43、 [单选] 由于内部需求，项目主题专家（SME）的职能经理要求项目发起人更新负责该地区的项目主题专家（SME），该SME对该项目十分关键，他的决定将对项目的进度计划产生严重风险。项目经理应该做什么？

Due to internal needs, the functional manager of the project subject matter expert (SME) asked the project sponsor to update the project subject matter expert (SME) in charge of the area. This SME is critical to the project, and his decision will pose a serious risk to the project schedule.What should the project manager do?

A：请求与项目发起人及职能经理开会
Request a meeting with the project sponsor and functional manager

B：释放该SME并更新项目进度计划
Release the SME and update the project schedule

C：与该SME交谈，请求其留在项目中
Talk to the SME and ask it to stay in the project

D：向项目发起人请求提供额外资金以聘请一位新SME
Ask the project sponsor for additional funding to hire a new SME

A

14.敏捷–术语表–信息发射源–是一种可见的实物展示其向组织内其他成员提供信息在不干扰团队的情况下即时实现知识共享。

选项C，不应该是审查，而是定期发送。

44、 [单选] 项目集经理要求定期更新计划下项目的进展情况。除了一个项目外，所有项目都使用传统方法进行管理。项目集经理指出在整个规划中有太多的范围变更，并希望看到这些变更是如何影响各种项目的总体进度的。对于领导敏捷项目的Scrum主管来说，要满足项目经理的要求，最好的行动方案是什么？

A program manager requests regular updates on the progress of the projects under the program. All but one project in the program are managed using traditional methods. The program manager indicates that there are too many scope changes across the program and wants to see how these changes affect the overall progress of the various projects. What is the best course of action for the scrum master leading the agile project to address the program manager’s request?

A：邀请项目集经理参加迭代审查会议
Invite the program manager to attend the iteration review meeting

B：建议项目集经理参加每日站会
Suggest that the program manager participate in the daily standups

C：让项目集经理审查迭代燃尽图
Have the program manager view the iteration burndown chart

D：定期将发布燃起图发送给项目集经理
Periodically send the release burnup chart to the program manager

C

5.范围管理–需求跟踪矩阵–把产品需求从其来源连接到能满足需求的可交付成果的一种表格。

45、 [单选] 项目交付日期前两天，项目发起人希望核实是否所有可交付成果均满足业务目标以及在项目生命周期过程中是否已应用所有变更。项目经理从开始就知道文档齐全。项目经理应该向项目发起人提供什么文件？

Two days before a project’s delivery date. The project sponsor wants to verify that all deliverable meet the business objectives, and that all the changes were applied throughout the project life cycle. The project manager knows that the project has been well documented from the beginning. What should the project manager provide to sponsor?

A：项目管理计划的所有版本 All versions of the project management plan

B：需求跟踪矩阵 Requirement traceability matrix

C：项目范围说明书 Project scope statement

D：项目章程副本 copy of the project charter

C

4.整合管理–项目章程–项目章程是由项目启动者或发起人发布的，正式批准项目成立，并授权项目经理使用组织资源开展项目活动的文件。它记录了关于项目和项目预期交付的产品、服务或成果的高层级信息。

46、 [单选] 在一个项目的早期阶段，项目经理与许多干系人开会，就项目的目标、关键可交付成果和预算达成共识。项目经理现在可以完成哪份文件？

In the early stages of a project, the project manager meets with many interested parties to reach consensus on the project’s goals, key deliverable, and budget. Which document can the project manager complete now?

A：项目管理计划 Project management plan

B：商业论证 Business case

C：项目章程 Project charter

D：可行性计划 Feasibility plan

C
项目章程 Project Charter: 由项目启动者或发起人发布的，正式批准项目成立，并授权项目经理使用组织资源开展项目活动的文件。
商业论证 Business Case：文档化的经济可行性研究报告，用来对尚缺乏充分定义的所选方案的收益进行有效性论证，是启动后续项目管理活动的依据。
项目管理计划 Project Management Plan：描述如何执行、监督、控制和结束项目的文件。

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）

47、 [单选] 产品负责人与敏捷团队负责人接触时，会担心团队在最后几次冲刺中进展缓慢。产品负责人怀疑，从最近的站会上团队成员疲惫的外表和无精打采的状态来看，他们可能是筋疲力尽了。在这种情况下，团队领导采取的最佳行动方案是什么？

A product owner approaches the agile team lead with concerns of slow team’s progress during the last few sprints. The product owner suspects that judging by the tired looks and low energy in recent stand-up meetings, the team members are burnt out. What is the best course of action for the team lead to take in this situation?

A：要求产品负责人解决问题
Ask the product owner to resolve the issue

B：把这个问题提出来与团队讨论
Bring the issue up with the team to discuss

C：带领团队度过愉快的一天，让他们充电
Take the team on a fun day to help recharge

D：与HR经理讨论问题
Brainstorm the issue with the HR manager

C

9.资源管理

48、 [单选] 你的项目团队成员总是抱怨没有项目团队的整体感，因为他们分别在不同地方工作。为了改善这种情况，你设计了一个项目口号并将其印在T恤衫上来提高大家的集体感，但这一做法没有起到多大作用。你下一步要怎么做？

The team members on your project have been complaining that do not have sense of identity as a team because they are located in different areas of the building. To remedy this situation, you developed a project logo and had it printed on T-shirts to promote the project, but this action has not worked. What are you going to do next?

A：印发时事通信
Initiate a newsletter

B：创造一种关于这个项目的神秘感
Create an air of mystery about the project

C：建立一个“作战室”
Establish a war room

D：发布一个关于团队成员应如何同主要干系人相互合作的指导方针
Issue guidelines on how team members should interact with other stakeholders

C

8.质量管理

49、 [单选] 一项目经理和公司中设计铁路设备的团队要设计一台能将石头装载到火车上的机器。该项目允许损耗2%，每天允许损耗2吨以上的石块。在下列哪项中项目经理记录该项目的质量控制、质量保证和质量改进？

A project manager and team from a firm that designs railroad equipment are tasked to design a machine to load stone onto railroad cars. The design allows for 2 percent spillage, mounting to over two tons of spilled rock per day. In which of the following does the project manager document quality control, quality assurance and quality improvements for this project?

A：质量管理计划 Quality management plan

B：质量政策 Quality policy

C：控制图 Control charts

D：项目管理计划 Project management plan

A

13.干系人管理–管理干系人参与–在管理干系人参与过程中，需要开展多项活动，例如：在适当的项目阶段引导干系人参与，以便获取、确认或维持他们对项目成功的持续承诺；通过谈判沟通管理干系人期望；处理与干系人管理有关的任何风险或潜在关注点，预测干系人可能在未来引发的问题；澄清和解决已识别的问题。变更已批准，通过谈判与沟通处理干系人期望。

干系人搞事情–小事情开会，大事情上报领导

50、 [单选] 在项目执行阶段，项目经理了解到一些干系人认为已批准的变更是不必要的，所以他们对接受这些变更犹豫不决，这些变更对项目的成本和进度基准影响很小。项目经理应该做什么？

During a project’s execution phase, the project manager learns that some stakeholders are hesitant to accept approved changes because they believe the changes are unnecessary. These changes have minimal effect on the project’s cost and schedule baselines. What should the project manager do?

A：将该问题升级上报给高级管理层
Execute the issue to senior management

B：要求变更控制委员会（CCB）重新审查批准的变更
Ask the change control board (CCB) to re-review the approved changes

C：与这些干系人开会，打消他们的顾虑
Meet with these stakeholders do address their concerns

D：执行这些变更，因为它们的影响微不足道
Execute the changes since their impact is insignificant

是不是小问题项目经理自己解决，还是直接请大佬出马，按照老外思维，还是直接找大佬，选A。