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151. 一個(gè)項(xiàng)目計(jì)劃在兩周內(nèi)結(jié)束。該團(tuán)隊(duì)預(yù)計(jì)將繼續(xù)長(zhǎng)時(shí)間工作，并顯示出疲勞的跡象。項(xiàng)目經(jīng)理應(yīng)該做些什么來(lái)鼓勵(lì)團(tuán)隊(duì)?

A. 安排培訓(xùn)課程以提高團(tuán)隊(duì)績(jī)效 Schedule training courses to enhance team performanceB. 增加新的團(tuán)隊(duì)成員來(lái)幫助完成項(xiàng)目 Add new team members to help the project finalizationC. 根據(jù)考核結(jié)果啟動(dòng)獎(jiǎng)勵(lì)和激勵(lì)措施 Initiate rewards and incentives according to assessment resultsD. 安排工作午餐會(huì)議直到項(xiàng)目完成 Schedule working lunch meetings until the project is complete

152. 一個(gè)組織正在為一個(gè)復(fù)雜的項(xiàng)目使用混合交付方法。在迭代評(píng)審中，高級(jí)經(jīng)理要求對(duì)所呈現(xiàn)的功能進(jìn)行完全的重新設(shè)計(jì)。經(jīng)理是新來(lái)的，沒(méi)有敏捷交付的經(jīng)驗(yàn)。項(xiàng)目負(fù)責(zé)人首先應(yīng)該做什么?

A. 要求開(kāi)發(fā)團(tuán)隊(duì)解釋功能是如何實(shí)現(xiàn)的。 Ask the development team to explain how the functionality was implemented.B. 詢(xún)問(wèn)經(jīng)理對(duì)功能的更多期望。 Ask the manager for more details about their expectations for the functionality.C. 通知經(jīng)理，約定的范圍不能更改。 Inform the manager that the agreed upon scope cannot be changed.D. 通知經(jīng)理他們的請(qǐng)求將升級(jí)到項(xiàng)目發(fā)起人。 Inform the manager that their request will be escalated to the project sponsor.

153. 某項(xiàng)目應(yīng)用敏捷開(kāi)發(fā)方法，客戶(hù)提出要新添加一個(gè)功能，哪一個(gè)人負(fù)責(zé)分析該請(qǐng)求?

A. 項(xiàng)目經(jīng)理 Project managerB. Scrum主管 Scrum masterC. 產(chǎn)品負(fù)責(zé)人 Product ownerD. 項(xiàng)目發(fā)起人 Project sponsor

154. 項(xiàng)目經(jīng)理有一個(gè)關(guān)鍵的5天窗口期，最多可分配10萬(wàn)美元作為應(yīng)急準(zhǔn)備金。隨后，項(xiàng)目經(jīng)理根據(jù)現(xiàn)有的最佳信息起草了一個(gè)行動(dòng)方針?？偣残枰瓿晌屙?xiàng)行動(dòng)，費(fèi)用為20000美元，每項(xiàng)行動(dòng)為期1天。經(jīng)過(guò)3天的工作，項(xiàng)目經(jīng)理完成了兩項(xiàng)行動(dòng)，花費(fèi)了8萬(wàn)美元。項(xiàng)目經(jīng)理下一步應(yīng)該做些什么?

A. 完成所有行動(dòng)，然后通知客戶(hù)完成項(xiàng)目所需的額外成本和進(jìn)度超出情況 Complete all actions and then inform the client of the additional cost and schedule overrun needed to complete the projectB. 停止工作，并向變更控制委員會(huì)（CCB）提出項(xiàng)目變更請(qǐng)求，以增加資金和延長(zhǎng)項(xiàng)目進(jìn)度 Stop the work and raise a project change request to the change control board (CCB) for additional funds and a project schedule extensionC. 當(dāng)CPI和SPI大于1.0時(shí)，請(qǐng)重新評(píng)估并確定其余操作的優(yōu)先級(jí) As the CPI and SPI are greater than 1.0, reevaluate and prioritize the remaining actionsD. 由于成本績(jī)效指數(shù)（CPI）和計(jì)劃績(jī)效指數(shù)（SPI）小于1.0，因此需要重新評(píng)估并確定剩余部分的優(yōu)先級(jí) As the cost performance index (CPI) and schedule performance index (SPI) are less than 1.0, reevaluate and prioritize the remaining

155. 當(dāng)一個(gè)項(xiàng)目團(tuán)隊(duì)已經(jīng)在一個(gè)項(xiàng)目上工作了幾個(gè)月后，這個(gè)項(xiàng)目被取消了。項(xiàng)目發(fā)起人向項(xiàng)目經(jīng)理施加壓力，要求他盡快完成收尾工作，這樣項(xiàng)目團(tuán)隊(duì)就可以轉(zhuǎn)移到其他工作上。項(xiàng)目發(fā)起人已經(jīng)指示團(tuán)隊(duì)不要浪費(fèi)時(shí)間為被取消的項(xiàng)目歸檔項(xiàng)目工件。項(xiàng)目經(jīng)理應(yīng)該如何處理這種情況?

A. 遵守項(xiàng)目發(fā)起人不存檔項(xiàng)目工件的要求。 Comply with the project sponsor's request to not archive the project artifacts.B. 將項(xiàng)目發(fā)起人的指示記錄為歸檔的項(xiàng)目工件。 Document the project sponsor's instructions as the archived project artifacts.C. 將項(xiàng)目工件存檔到項(xiàng)目經(jīng)理的本地計(jì)算機(jī)上，以備將來(lái)參考。 Archive the project artifacts on the project manager's local computer for future reference.D. 向項(xiàng)目管理辦公室咨詢(xún)，以獲得有關(guān)項(xiàng)目工件的指導(dǎo)。 Consult with the project management office (PMO) for guidance on project artifacts.

156. 由于市場(chǎng)條件的變化，原始項(xiàng)目需求的商業(yè)價(jià)值發(fā)生了變化。項(xiàng)目經(jīng)理在執(zhí)行階段應(yīng)考慮什么?

A. 評(píng)估并處理小需求，以交付商業(yè)價(jià)值。 Evaluate and work on small requirements to deliver business value.B. 與干系人協(xié)商，以使用現(xiàn)有的商業(yè)價(jià)值進(jìn)行交付。 Negotiate with the stakeholder to deliver with existing business value.C. 按計(jì)劃繼續(xù)，因?yàn)樽兏鼘?duì)項(xiàng)目沒(méi)有影響。 Continue as planned since changes will have no impact on the project.D. 考慮商業(yè)價(jià)值修改后的需求。 Take into consideration the requirements with the modified business value.

157. 一家電信公司正在進(jìn)行全國(guó)網(wǎng)絡(luò)部署，涉及不斷變化的技術(shù)要求。為了解決這種情況，該公司最近采用了混合項(xiàng)目生命周期。在回顧期間，一些團(tuán)隊(duì)成員抱怨說(shuō)，我的大部分故事都準(zhǔn)備好測(cè)試了，但沒(méi)有進(jìn)展，因?yàn)樗麄冋诘却?xiàng)目經(jīng)理的批準(zhǔn)。項(xiàng)目經(jīng)理應(yīng)該怎么做?

A. 更新問(wèn)題日志，審查經(jīng)驗(yàn)教訓(xùn)登記冊(cè)，以便作出選擇。 Update the issue log and review the lessons learned register for options.B. 執(zhí)行沖突解決方案，以適應(yīng)團(tuán)隊(duì)的需求。 Implement conflict resolution to accommodate the team's needs.C. 實(shí)施決策技術(shù)來(lái)推進(jìn)故事。 Implement decision-making techniques to advance the stories.D. 賦予團(tuán)隊(duì)自我組織和自己做決定的能力。 Empower the team to self-organize and make their own decisions.

158. 已經(jīng)批準(zhǔn)了項(xiàng)目范圍說(shuō)明書(shū)，項(xiàng)目經(jīng)理和核心團(tuán)隊(duì)已經(jīng)分配到這個(gè)項(xiàng)目。突然，項(xiàng)目經(jīng)理因突發(fā)醫(yī)療事故暫時(shí)請(qǐng)假。在項(xiàng)目經(jīng)理休假期間，團(tuán)隊(duì)制定項(xiàng)目進(jìn)度計(jì)劃。當(dāng)項(xiàng)目經(jīng)理回來(lái)的時(shí)候，一份詳細(xì)的進(jìn)度計(jì)劃就基本完成了。項(xiàng)目經(jīng)理應(yīng)該做什么?

A. 確保進(jìn)度計(jì)劃與愿景和目標(biāo)一致。 Ensure that the schedule is aligned with the vision and objectives.B. 將合規(guī)問(wèn)題升級(jí)到項(xiàng)目管理辦公室（PMO）。 Escalate the compliance issue to the project management office (PMO).C. 祝賀團(tuán)隊(duì)并進(jìn)入執(zhí)行階段。 Congratulate the team and move on to the execution phase.D. 與團(tuán)隊(duì)和項(xiàng)目發(fā)起人制定新的詳細(xì)進(jìn)度計(jì)劃。 Develop a new detailed schedule with the team and project sponsor.

159. 一個(gè)設(shè)施擴(kuò)建項(xiàng)目正處于執(zhí)行階段。有一個(gè)項(xiàng)目活動(dòng)是將所有新設(shè)備的電力連接到一個(gè)現(xiàn)有的設(shè)施，即A點(diǎn)，這需要相當(dāng)數(shù)量的電纜長(zhǎng)度。施工隊(duì)發(fā)現(xiàn)，電力可以連接到B點(diǎn)，這樣可以省錢(qián)。項(xiàng)目經(jīng)理下一步應(yīng)該做些什么?

A. 使用B點(diǎn)選項(xiàng)進(jìn)行成本收益分析以進(jìn)行評(píng)估。 Perform a cost-benefit analysis to evaluate using the Point B option.B. 將此問(wèn)題添加到變更日志中，并通過(guò)變更控制委員會(huì)（CCB）請(qǐng)求額外的預(yù)算。 Add the issue to the change log and request additional budget through the change control board (CCB).C. 在解釋了項(xiàng)目預(yù)算和進(jìn)度約束后，向施工隊(duì)尋求決定。 Seek a decision from the construction team after explaining the project budget and schedule constraint.D. 使用B點(diǎn)選項(xiàng)，因?yàn)樗鼘⒐?jié)省項(xiàng)目成本和時(shí)間。 Use the Point B option because it will save the project cost and time.

160. 項(xiàng)目經(jīng)理正在領(lǐng)導(dǎo)一個(gè)公司內(nèi)部項(xiàng)目，該項(xiàng)目正處于早期階段。該項(xiàng)目與一年前結(jié)束的另一個(gè)項(xiàng)目很相似，項(xiàng)目經(jīng)理該做什么來(lái)分析涉及的干系人?

A. 參照前一個(gè)項(xiàng)目的干系人登記冊(cè)，因?yàn)樗c當(dāng)前的項(xiàng)目很相似。 Refer to the stakeholder register from the previous project as it was similar to the current project.B. 降低干系人參與的優(yōu)先級(jí)，因?yàn)楦上等艘呀?jīng)了解這種項(xiàng)目。 Lower the priority of stakeholder engagement as the stakeholders already have knowledge of this kind of project.C. 將前一個(gè)項(xiàng)目的經(jīng)驗(yàn)教訓(xùn)作為當(dāng)前項(xiàng)目干系人登記冊(cè)的指南。 Use lessons learned from the previous project as a guide for the current project's stakeholder register.D. 在風(fēng)險(xiǎn)登記冊(cè)中載明，當(dāng)前項(xiàng)目的干系人可能與前一個(gè)項(xiàng)目不同。 Document in the risk register that the current project may have different stakeholders than the previous project.

161. 在項(xiàng)目執(zhí)行過(guò)程中，一位關(guān)鍵干系人向項(xiàng)目經(jīng)理投訴最近的溝通。該關(guān)鍵干系人解釋說(shuō)，項(xiàng)目團(tuán)隊(duì)的相關(guān)信息不完整且不及時(shí)。因此，關(guān)鍵干系人開(kāi)始脫離項(xiàng)目。項(xiàng)目經(jīng)理應(yīng)該怎么做?

A. 向主要干系人解釋項(xiàng)目團(tuán)隊(duì)溝通信息的方式。 Explain to the key stakeholder the way in which the project team communicates information.B. 要求項(xiàng)目發(fā)起人與關(guān)鍵干系人舉行會(huì)議，以確保干系人參與項(xiàng)目。 Ask the project sponsor to hold a meeting with the key stakeholder to ensure that the stakeholder is engaged in the project.C. 同時(shí)向所有主要干系人發(fā)送相關(guān)信息，以確保溝通一致。 Send relevant information to all key stakeholders simultaneously to ensure consistent communication.D. 更新溝通管理計(jì)劃，以滿(mǎn)足主要干系人對(duì)相關(guān)信息的期望。 Update the communications management plan to fulfill the key stakeholder's expectations about relevant information.

162. 在全球項(xiàng)目的項(xiàng)目管理計(jì)劃批準(zhǔn)兩周后，項(xiàng)目經(jīng)理注意到該計(jì)劃是基于國(guó)際干系人的不同程度的理解而批準(zhǔn)的，而不是項(xiàng)目經(jīng)理提交批準(zhǔn)的內(nèi)容。項(xiàng)目經(jīng)理應(yīng)該做些什么來(lái)防止這種情況的發(fā)生?

A. 在會(huì)議開(kāi)始后，將會(huì)議記錄發(fā)給干系人 Sent the meeting minutes to the stakeholders after the kick-off meetingB. 在啟動(dòng)會(huì)議結(jié)束后立即評(píng)審所有的批準(zhǔn)文件 Reviewed all the approvals immediately after the kick-off meeting was overC. 為每個(gè)文化群落和時(shí)區(qū)分別舉辦啟動(dòng)會(huì)議 Ran separate kick-off meetings for each culture and time zoneD. 在啟動(dòng)會(huì)議期間驗(yàn)證每個(gè)干系人的理解 Validated each stakeholder's understanding during the kick-off meeting

163. 在第三次規(guī)劃會(huì)議結(jié)束后，客戶(hù)和一個(gè)職能經(jīng)理要求開(kāi)更多的會(huì)議來(lái)為產(chǎn)品添加更多的功能。項(xiàng)目經(jīng)理應(yīng)該怎么做才能更快地開(kāi)始構(gòu)建產(chǎn)品?

A. 允許發(fā)起人決定規(guī)劃階段應(yīng)持續(xù)多久。 Allow the sponsor to determine how long the planning phase should last.B. 允許客戶(hù)決定規(guī)劃階段應(yīng)持續(xù)多久。 Allow the client ta determine how long the planning phase should last.C. 讓職能經(jīng)理與團(tuán)隊(duì)一起完成規(guī)劃并開(kāi)始構(gòu)建產(chǎn)品。 Ask the functional manager to work with the team to finalize planning and begin building the product.D. 解釋說(shuō)，更多的特性可以在即將到來(lái)的迭代中規(guī)劃，然后開(kāi)始構(gòu)建產(chǎn)品。 Explain that more features can be planned in upcoming Iterations and begin building the product.

164. 一個(gè)項(xiàng)目發(fā)起人想要包括一個(gè)新的可交付物。發(fā)起人聯(lián)系項(xiàng)目經(jīng)理，以尋求在未來(lái)2個(gè)月內(nèi)完成可交付物的最有效方法的建議。項(xiàng)目經(jīng)理應(yīng)該怎么做?

A. 更改項(xiàng)目方法論，以在2個(gè)月內(nèi)完成可交付物。 Change the project methodology in order to achieve completion of the deliverable within 2 months.B. 告知發(fā)起人評(píng)估項(xiàng)目不是項(xiàng)目經(jīng)理的工作。 Advise the sponsor that it is not the project manager's job to evaluate the project.C. 建議發(fā)起人進(jìn)行成本效益分析，以確定可行性。 Suggest that the sponsor conduct a cost-benefit analysis to determine feasibility. .D. 使用管理儲(chǔ)備，以加快2個(gè)月內(nèi)完成可交付物。 Use the management reserve in order to expedite completion of the deliverable within 2months.

165. 一位項(xiàng)目經(jīng)理剛剛被指派到一個(gè)有兩個(gè)主要可交付物的項(xiàng)目。兩個(gè)可交付物具有相同的優(yōu)先級(jí)，并將同時(shí)交付。團(tuán)隊(duì)中的許多人都在抱怨缺乏關(guān)于哪一個(gè)可交付物需要首先完成的信息。項(xiàng)目經(jīng)理應(yīng)該怎么做?

A. 由于難以同時(shí)執(zhí)行兩個(gè)可交付物，要求關(guān)鍵干系人取消項(xiàng)目。 Ask key stakeholders to cancel the project due to the difficulty of executing both deliverables at the same time.B. 要求團(tuán)隊(duì)首先開(kāi)始處理最容易的可交付物，這樣他們就可以獲得執(zhí)行第二個(gè)可交付物的經(jīng)驗(yàn)。 Ask the team to start working on the easiest deliverable first so they gain experience to execute the second deliverable.C. 與項(xiàng)目發(fā)起人和主要干系人會(huì)面，評(píng)估每個(gè)可交付物對(duì)組織的價(jià)值，并設(shè)定執(zhí)行優(yōu)先級(jí)。 Meet with the project sponsor and key stakeholders to assess each deliverable's value to the organization and set execution priorities.D. 要求項(xiàng)目團(tuán)隊(duì)同時(shí)執(zhí)行兩個(gè)可交付物，因?yàn)檫@是項(xiàng)目章程要求和批準(zhǔn)的。 Require that the project team execute both deliverables at the same time, since this was requested and approved in the project charter.

166. 一家大公司正在將其項(xiàng)目轉(zhuǎn)變?yōu)槊艚莘椒?。過(guò)渡之后，執(zhí)行管理層要求提供以前在舊報(bào)告和儀表盤(pán)中可用的信息。在轉(zhuǎn)向敏捷實(shí)踐之后，許多舊的報(bào)告和儀表盤(pán)不再相關(guān)。在這種情況下，項(xiàng)目經(jīng)理應(yīng)該怎么做?

A. 向管理團(tuán)隊(duì)解釋報(bào)告和管理儀表盤(pán)不是有效的敏捷實(shí)踐 Explain to the management team that reporting and management dashboards are not effective agile practices.B. 要求管理團(tuán)隊(duì)審查認(rèn)可的敏捷概念，以證明舊的信息是不相關(guān)的 Ask the management team to review the endorsed agile concepts to prove that the old informations not relevant.C. 幫助管理團(tuán)隊(duì)理解對(duì)敏捷方法的變更如何影響某些報(bào)告和關(guān)鍵績(jī)效指標(biāo)（KPIs）的相關(guān)性 Help the management team understand how the change to an agile approach impacts the relevance of certain reports and key performance indicators(KPIs).D. 提醒管理團(tuán)隊(duì)，敏捷方法賦予團(tuán)隊(duì)自我指導(dǎo)的權(quán)利，因此不需要報(bào)告 Remind the management team that an agile approach empowers teams to be self-directed and therefore there is no need for reporting.

167. 一個(gè)經(jīng)驗(yàn)豐富的項(xiàng)目經(jīng)理領(lǐng)導(dǎo)著一個(gè)充滿(mǎn)熱情的團(tuán)隊(duì)，但意識(shí)到團(tuán)隊(duì)缺乏成功完成工作的經(jīng)驗(yàn)。項(xiàng)目經(jīng)理應(yīng)該做些什么來(lái)降低項(xiàng)目失敗的風(fēng)險(xiǎn)?

A. 要求發(fā)起人為團(tuán)隊(duì)增加有經(jīng)驗(yàn)的專(zhuān)業(yè)人員。 Ask the sponsor to add experienced professionals to the team.B. 分配一個(gè)專(zhuān)門(mén)的資源來(lái)檢查每個(gè)可交付物的質(zhì)量。 Assign a dedicated resource to check the quality of each deliverable.C. 批準(zhǔn)團(tuán)隊(duì)成員的適當(dāng)培訓(xùn)計(jì)劃。 Approve the appropriate training program for team members.D. 為團(tuán)隊(duì)成員提供必要的輔導(dǎo)和指導(dǎo)。 Provide team members with the necessary coaching and mentoring.

168. 一個(gè)項(xiàng)目正在開(kāi)始其六個(gè)迭代中的第二次迭代。在日常的會(huì)議中，一個(gè)團(tuán)隊(duì)成員尋求幫助。為了完成可交付成果，將需要得到設(shè)計(jì)部門(mén)的批準(zhǔn)。項(xiàng)目經(jīng)理應(yīng)該怎么做?

A. 與設(shè)計(jì)經(jīng)理會(huì)面，要求獲得必要的批準(zhǔn)。 Meet with the design manager to ask for the necessary approval.B. 邀請(qǐng)一名設(shè)計(jì)團(tuán)隊(duì)成員參加下次每日會(huì)議。 Invite a design team member to the next daily meeting.C. 更新問(wèn)題日志，并將其上報(bào)到項(xiàng)目發(fā)起人。 Update the issue log and escalate it to the project sponsor.D. 將此迭代可交付內(nèi)容替換為沒(méi)有任何阻礙的迭代 Replace this iteration deliverable for one without any blockers.

169. 項(xiàng)目經(jīng)理正在處理一個(gè)有多個(gè)工作流的項(xiàng)目。其中一個(gè)工作流多次錯(cuò)過(guò)了截止日期。項(xiàng)目經(jīng)理應(yīng)該和誰(shuí)討論這個(gè)情況，以確保這種情況不再發(fā)生?

A. 工作流負(fù)責(zé)人和項(xiàng)目發(fā)起人 Work stream leader and project sponsorB. 僅工作流負(fù)責(zé)人 Work stream leader aloneC. 工作流負(fù)責(zé)人和職能經(jīng)理 Work stream leader and functional managerD. 工作流負(fù)責(zé)人和項(xiàng)目管理辦公室（PMO） Work stream leader and project management office (PMO)

170. 一個(gè)項(xiàng)目正處于八次迭代中的第二次。在一些日常會(huì)議之后，項(xiàng)目經(jīng)理注意到總是有一個(gè)團(tuán)隊(duì)成員主持會(huì)議。團(tuán)隊(duì)對(duì)這種情況感到不舒服，因此活動(dòng)受阻。項(xiàng)目經(jīng)理應(yīng)該做什么?

A. 召開(kāi)會(huì)議，幫助團(tuán)隊(duì)改善他們的互動(dòng)。 Conduct a session to help the team improve their interactions.B. 更新風(fēng)險(xiǎn)登記冊(cè)并制定應(yīng)急計(jì)劃。 Update the risk register and define a contingency plan.C. 調(diào)節(jié)每日站會(huì)，讓團(tuán)隊(duì)感覺(jué)更舒適。 Moderate the daily meetings to help the team to feel more comfortable.D. 與團(tuán)隊(duì)成員見(jiàn)面，展示他們行為的影響。 Meet with the team member to show the impact of their behavior.

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