PMP--一模--解题--131-140

11.风险管理–规划风险管理–事业环境因素

131、 [单选] 一项重大的公共交通建设项目旨在显著减少排放。由于不遵守环境法规和规章制度，该项目已被严重推迟。项目经理应该做些什么来防止这种情况发生？

A major public-transportation construction project is aimed at significantly reducing emissions. The project has been severely delayed due to noncompliance with environmental codes and bylaws. What should the project manager have done to prevent this?

A：任命一名高级环境合规人员直接向项目经理汇报.Appointed a senior environmental compliance officer to report directly to the project manager。

B：根据该项目的环境重要性，向监管机构寻求部分豁免。Approached the regulator for a partial waiver in light of the environmental importance of the project.

C：根据过去项目的类似延迟，纳入足够的计划储备。Incorporated sufficient schedule reserves based on similar delays in past projects.

D：绘制环境合规要求，确定实现这些要求的风险，并制定缓解措施。Mapped environmental compliance requirements, identified risks to achieving them, and prepared mitigations.

C

9.资源管理

132、 [单选] 一个成员来自许多不同国家的项目团队正在努力进行合作。项目经理在团队发展的震荡阶段接受了这些困难，但团队还没有进入下一个阶段。该项目开始落后于计划。项目经理可以做什么来使团队进入规范化阶段？

A project team with members from many different countries is working hard to collaborate. The project manager accepts these difficulties during the storming phase of team development, but the team has not yet moved to the next stage. The project started to fall behind schedule. What can a project manager do to bring the team into the normalization phase?

A：向团队展示他们的沟通问题对进度的影响，鼓励他们把他们的分歧放在一边。
Show the team the impact of their communication issues on progress, encouraging them to put their differences aside.

B：与项目发起人讨论改变团队的组成。
Discuss changing the composition of the team with the project sponsor.

C：弄清楚谁是这些问题的幕后推手，并采用渐进式的纪律处分技术。
Figure out who is behind these issues and employ incremental disciplinary techniques.

D：计划团建活动，以帮助促进更强大的人际关系和确定共同的目标。
Plan team building activities to help foster stronger relationships and identify shared goals.

D

9.资源管理

133、 [单选] 一个项目经理被分配到一个技术研究项目中。项目团队已经被分配，主要的主题专家（SME）向项目经理发送了一份执行本项目所需的技术技能清单。项目经理下一步应该做些什么？

A project manager is assigned to a technical research project. The project team has already been assigned, and the main subject matter expert(SME) sends the project manager a list of the technical skills required for the execution of this project. What should the project manager do next?

A：与项目发起人讨论该列表，以确认该资源具备所需的技能。
Discuss the list with the project sponsor to confirm that the resources have the required skills.

B：请职能经理评审资源池，并推荐合适的人员加入该团队。
Ask the functional manager to review the resource pool and recommend the right individuals to join the team.

C：与项目团队会面，了解他们的技能，并确定潜在的差距和培训要求。
Meet with the project team to understand their skills and identify potential gaps and training requirements

D：将清单发送给项目团队，并要求他们接受所需技能的培训。
Send the list to the project team and ask them to get training on the required skills.

“项目团队已经被分配”，就不需要职能经理了，需要进行培训–C

2.项目运行环境–项目治理是指用于指导项目管理活动的框架、功能和过程，从而创造独特的产品、服务或结果以满足组织、战略和运营目标。不存在一种治理框架适用于所有组织。组织应根据组织文化、项目类型和组织需求裁剪治理框架，才能发挥其作用。

134、 [单选] 一位项目经理刚刚被一家没有项目管理治理结构的公司聘用。在启动会议期间，一位关键干系人强调了项目满足公司战略、投资和合规要求的重要性。项目经理应该怎么做？

A project manager has just been hired by a company without a project management governance structure. During the kick-off meeting, a key stakeholder emphasizes the importance of the project meeting the company’s strategy, investment, and compliance requirements. What should the project manager do?

A：根据需求建立项目治理模型
Put into place a project governance model in line with the requirements

B：将组织治理复制到项目治理中
Replicate the organizational governance to the project governance

C：创建组织项目管理治理
Create an organizational project management governance

D：要求组织创建项目组合治理
Ask the organization to create a project portfolio governance

项目治理。用于指导项目管理活动的框架、功能和过程，从而创造独特的产品、服务或结果以满足组织、战略和运营目的。
项目组合治理：产品生命周期中的项目管理。这种方法将产品功能的开发到成熟作为持续的业务活动进行监督。项目组合治理会根据需要特许设立单个项目，以执行对产品的增强和改进，或产生其他独特成果。

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

135、 [单选] 一个项目正在处于八次迭代中的第二次。在一些日常会议之后，项目经理注意到总是有一个团队成员主持会议。团队对这种情况感到不舒服，因此活动受阻。项目经理应该做什么？

A project is on its second iteration out of eight. After some daily meetings, the project manager notices that one team member is always directing the meeting. The team is not comfortable with the situation and, as a result, the activities are blocked. What should the project manager do?

A：召开会议，帮助团队改善他们的互动。
Conduct a session to help the team improve their interactions.

B：更新风险登记册并制定应急计划。
Update the risk register and define a contingency plan.

C：调节每日站会，让团队感觉更舒适。
Moderate the daily meetings to help the team to feel more comfortable.

D：与团队成员见面，展示他们行为的影响。
Meet with the team member to show the impact of their behavior.

A

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。

136、 [单选] 敏捷开发团队更改项目中的设计元素。在接下来的两次迭代中，测试结果会显著提高。在第三次迭代回顾中，产品负责人了解了原始设计的变更很不满意，并要求团队在原始设计的基础上重做工作。项目经理如何防止此类情况的发生？

An agile development team changes a design element in a project. Testing results improve dramatically over the next two iterations. At the third iteration retrospective, the product owner is unhappy to learn about the change to the original design and asks the team to redo the work based on the original design. How can the project manager prevent such situations?

A：在基本规则中列出所有决策路径条件，并尽早纠正任何偏差。
Set out all decision path conditions in the ground rules and correct any deviations as early as possible.

B：由于缺乏与团队的合作，向产品负责人申请额外的资金用于返工。
Request additional funding from the product owner for re-work due to lack of collaboration with the team.

C：确保与产品负责人定期接触，并在必要时召开跟踪会议。
Ensure regular engagement with the product owner and run catch-up meetings if necessary.

D：作为仆人式的领导者，通过消除所有障碍来帮助团队集中注意力。
As servant leader, help the team to focus by removing all impediments.

C

4.整合管理–事业环境因素–

137、 [单选] 一家跨国公司计划将他们的业务扩展到一个新的国家，在那里他们目前还没有业务。一位项目经理被指派来启动这个项目。在审查了商业论证之后，在制定适当的实施策略时，应该首先考虑什么？

A multinational company plans to expand their operations to a new country where they currently do not have operations. A project manager was assigned to start the project. After reviewing the business case, what should be the first consideration when developing an appropriate implementation strategy?

A：评估环境和法规因素，确定高层次的风险和假设。
Assess environmental and regulatory factors to identify high-level risks and assumptions.

B：确保项目发起人在项目期间对项目的可交付成果和时间表达成一致。
Ensure project sponsors agree on project deliverables and time lines during the project.

C：从新的国家获得项目资源，以减轻不确定性的风险。
Obtain project resources from new countries to mitigate the risk of uncertainty.

D：识别并密切监测风险，因为公司没有针对这个国家的经验教训。
Identify and closely monitor risks as the company has no lessons for this country.

D 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；混合型项目管理也包含敏捷。

138、 [单选] 项目经理是混合型项目管理的新手，对项目很担心，因为它有很高的需求不确定性。该团队有混合项目的经验，执行每日站会，并致力于该项目。项目经理担心失去对项目的控制，希望扮演更重要的角色。项目经理应该如何处理这个问题？

A project manager is new to hybrid project management and is worried about the project because it has a high level of requirements uncertainty. The team has experience with hybrid projects, performs daily standups, and is committed to the project. The project manager is concerned about losing control of the project and would like to have a more central role. How should the project manager address this issue?

A：修改每日站会，包括项目状态报告。
Modify the daily standup meetings to include project status reporting.

B：将问题升级到变更控制委员会（CCB）并征求意见。
Escalate the issue to the change control board(CCB) and ask for advice.

C：承担支持和授权项目团队完成工作的角色。
Adopt the role of supporting and empowering the project team to do the work.

D：将项目的方法改为预测型方法。
Change the approach for the project to a predictive approach.

C

14.敏捷

139、 [单选] 一个最近成立的敏捷团队在一天工作12个小时来完成冲刺承诺后筋疲力尽。在这种情况下，谁没有正确地履行自己的职责？

A recently formed agile team is exhausted after working 12-hourdays to fulfil sprint commitments. Who has NOT properly performed their duties in this situation?

A：项目经理 Project manager

B：团队成员 Team members

C：产品负责人 Product owner

D：Scrum教练 Scrum master

敏捷教练是指掌握了敏捷知识和经验的人员其在组织和团队转型中能够发挥培训、辅导和指导的作用。
敏捷教练可以是内部教练或外部教练，教练需要：
1）跟不同团队共事时具备平衡视角；每个团队具备不同的进展节奏，可能会面临制约，需要帮助去克服；
2）忠于团队成员价值；
3）认识社会心理及团队复杂性；
4）运用有效方法解决团队面临的问题；选D。
5）开发方法进行非侵入型干预从而改变团队动力；
6）学习真正需要什么才能让人们作为一个团队去工作。

敏 捷 中 的 角 色 职 责 与 3 个 工 件
角色职责
1、产品负责人：题干关键词 “优先级排序、与客户沟通、下次迭代做什么、接受或拒绝用户故事”。
2、Scrum Master：题干关键词 “促进合作、清除障碍、指导团队”。选D。
3、开发团队：题干关键词 “通才型专家、自组织团队、让团队决策”。
3个工件
1、产品待办事项列表：题干关键词 “用户故事、优先级排序”。
2、迭代待办事项列表：题干关键词 “任务、团队成员”。
3、产品增量：题干关键词 “集成、可用”。

11.风险管理

140、 [单选] 项目经理正在领导一个处于高级阶段的项目。风险管理计划中所识别的所有高层级风险均已解决，对项目不再构成风险，只有低层级风险仍然存在，项目经理现在应该做什么？

A project manager is leading a project that is in an advanced stage.All high-level risks identified in the risk management plan have been resolved or are no longer a risk for the project. Only low-level risks remain. What should the project manager do now?

A：降低项目风险的优先级，因为所剩余风险均为低层级风险。
Reduce the priority of project risks as all remaining risks are low-level.

B：对己识别的风险重新评估，并更新风险登记册。
Reevaluate identified risks and update the risk register.

C：通知干系人所有高层级风险均已解决。
Notify stakeholders that all high-level risks have been resolved.

D：将低层级风险重新归类为高层级风险。
Reclassify low-level risks as high-level risks.

B