PMP--二模--解题--61-70

4.整合管理

61、 [单选] 为解决具有挑战性的客户请求，启动了一个项目。该项目必须在短时间内交付。项目经理应该怎么做来尽可能提高项目的成功率？

In order to solve a challenging customer request, a project has started .The project must be delivered in a short time. What should the project manager do to maximize the success rate of the project?

A：安排采购会议，加快采购
To arrange a procurement meeting to speed up the process of procurement

B：将问题上报给项目发起人
To report the issue to the project sponsor

C：开始执行项目活动
To start executing the project activities

D：与团队一起制定详细计划
To work with the team to develop a detailed plan

D

14.敏捷–MVP–最小可行产品–使用最小可行产品获得客户尽早地反馈。完整性和交付是主观的。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。

62、 [单选] 一家公司考虑进行开发新移动应用的一个项目。因为目前还不清楚目标用户将如何使用该应用，公司决定开发一个早期版本只有必备功能的增量。若用户反馈积极，则使用预测性项目管理方法推进全面开发。手机应用的提前发布代表了什么？

A company considers a project to develop a new mobile app. Since it’s unclear how will target users adopt the app, the company decides to develop an early release incrementally with only the must-have features, and then, if the feedback from the users is positive, move forward with full-blown development using a predictive project management approach. What does the early release of the mobile app represent?

A：敏捷发布规划
Agile release planning

B：最小可行产品
Minimum viable product

C：功能完整的原型
Fully functioning prototype

D：工作分解结构
Work breakdown structure

B

13.干系人管理–监督干系人参与–监督项目干系人关系，并通过修订参与策略和计划来引导干系人合理参与项目的过程。干系人抵制项目，使用针对干系人的管理方法来进行管理。

？没有过硬依据，但是凭常识判断的

63、 [单选] 在新项目启动会议期间，因为项目需要采购新设备，生产经理拒绝接受批准的章程。项目经理通知项目发起人，由于生产经理缺席，章程未能包括设备采购。项目经理下一步应该怎么做？

During the start of the new project, the production manager refuses to accept the approved Charter because the project would require the procurement of new equipment. The project manager informs the project sponsor that the Charter fails to include equipment procurement due to the absence of the production manager. What should the project manager do next?

A：与客户一起审查生产经理关切的问题
To review the concerns of the production manager with customer

B：记录生产经理关切的问题，并在项目启动大会之后获得他们的支持
To record the concerns of the production manager and get their support after the project kick-off meeting

C：开展另一项成本效益分析，包括生产经理的反馈
To conduct another cost-benefit analysis, including feedback from the production managers

D：向生产经理解释设备成本不会影响项目业务价值
Explain to the production manager that equipment costs will not affect the business value of the project

B

10.沟通管理–沟通技能、沟通技术与沟通方法的区分：沟通技能的“技能”指能力，沟通技术的“技术”指科技，沟通方法的“方法”指方法。

64、 [单选] 一个项目需要在技术部门之间进行详细信息交流，项目团队位于不同位置。一些团队成员对提议的沟通系统没有经验。项目经理应该使用什么来解决这个问题？

A project requiring detailed information exchanges among technical departments has teams situated in different locations. Some team members are inexperienced with the proposed communication system. What should the project manager use to address this?

A：沟通管理计划
Communications management plan

B：沟通技能
Communication skills

C：项目沟通渠道
Project communication channels

D：沟通技术
Communication technology

D

14.敏捷–燃起图与燃尽图的区分：“尽”是剩余的；“起”是启动的；用来预测团队最可能的速度，团队按照这个速度去开发即将到来的冲刺或迭代交付物，从而促进有效计划。

14.敏捷–规划工作和了解进度–看板面板–看板面板利用列进入和退出策略以及限制在制品等制约因素，可提供一目了然的工作流、瓶颈、阻碍和整体状态信息。此外，面板可作为面向所有观众的信息发射源。提供团队工作状态的最新信息。（只有看板面板能够同时规划工作和了解进度。燃尽图和燃起图仅能了解进度。）

14.敏捷–了解进度–燃尽图和燃起图–“尽”是剩余的；“起”是启动的；用来预测团队最可能的速度，团队按照这个速度去开发即将到来的冲刺或迭代交付物，从而促进有效计划。

65、 [单选] 在迭代计划过程中，敏捷教练希望确保她的开发团队有一种简单的方法来组织他们的工作，以及在迭代中剩余工作的可视化表示。敏捷教练最好使用以下哪一种工具来实现她的目标？

During iteration planning, an agile coach wants to ensure that her development team has an easy way of organizing their work as well as a visual representation at a glance of the work remaining to be completed in an iteration. Which of the following tools is best for the agile coach to use to accomplish his goals?

A：燃尽图 A burndown chart

B：任务板 A task board

C：燃起图 A burnup chart

D：一览表 A glance chart

A

4.整合管理–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目标要保持一致，这样才能最大可能的让项目成功。

66、 [单选] 项目经理正在收集正式的项目需求。在进行干系人访谈后，项目经理意识到有些目标与项目章程中的目标不一致。根据在启动阶段获得的信息，必须高度关注该项目，以保持符合预算限制。若要管理需求并满足干系人的期望，项目经理应该怎么做？

A project manager is gathering formal project requirements. After conducting stakeholder interviews, the project manager realizes that some objective are inconsistent with those in the project charter. Based on information learned during the initiation phase, this project must be highly focused to stay within budget limits. To manage requirements and meet stakeholder expectations, what should the project manager do?

A：将干系人的期望与项目章程中的目标调整一致
Realign the stakeholder’s expectations with the objectives in the project charter.

B：扩展项目章程以包含新识别到的目标
Expand the project charter to include the newly identified objectives.

C：删除项目章程中与干系人目标不一致的目标
Remove objectives in the project charter that are not aligned with the stakeholders’ objectives.

D：忽视可能超出项目章程中详述的范围的干系人目标
Disregard stakeholders’objectives that may be outside the scope detailed in the project charter.

A

9.资源管理

67、 [单选] 你所负责的项目正在执行过程中，一个团队成员找到你，询问关于他的职责和工作，因为他不知道如何去完成工作。项目经理应该给他看什么？

The project you are in charge is in execution. A team member finds you and asks about his duties and functions because he has no idea how to get the work done. What should the project manager show to him?

A：责任分配矩阵 Responsibility assignment matrix (RAM)

B：人员配备管理计划 Staffing management plan

C：项目管理计划 Project Management Plan

D：项目组织机构图 Project organization chart

A

12.采购管理–实施采购–经验教训登记册–在项目早期获取的与实施采购有关的经验教训，可用于项目后期阶段，以提高本过程的效率。实施采购之前，先看这家供应商之前的口碑，以避免问题。

68、 [单选] 在一个为期12个月的项目中，供应商通知项目经理所需的项目设备将被延迟，经过进一步调查后，项目经理得知该供应商在业绩表现方面口碑不佳。若要避免这个问题，项目经理应该事先做什么？

One month into a 12-month project, a vendor informs the project manager that required project equipment will be delayed. After further investigation,the project manager learns that this vendor has a reputation for under performing. What should the project manager have done to prevent this?

A：检查更新后的风险登记册和问题日志
Check the updated risk register and issue log

B：在供应商名单中添加备选供应商
Added a backup vendor to vendor list

C：在进度计划基准中包含应急缓冲
Include a contingency buffer in the schedule baseline

D：查看其他项目的经验教训文档
Reviewed the lessons learned documents from other projects

B

13.干系人管理

69、 [单选] 一名项目经理被委任到正在执行的工程项目上。刚上任不久，他发现负责与客户沟通的玛丽经常抱怨客户对报告太挑剔，经常要求她对报告返工。项目经理应该首先做什么？

A project manager is appointed to a project under construction. Shortly after assuming this position, he finds that Mary, a member who is responsible for communicating with clients, often complains that a client is too picky about the report and often asks her to revise. What should the project manager do in the first place?

A：对玛丽进行报告编写技能的培训
To provide a training of report writing for Mary

B：向客户了解不满和要求
To know the dissatisfaction and requirements from the customer

C：告诉客户不要太挑剔
To tell the customer not to be too picky

D：让更能干的团队成员替代玛丽编写报告
To replace Mary with more capable member to write the report

B

11.风险管理–风险应对策略：

风险应对策略：
上报：题干关键词 “ 超出权限 / 范围 ”；
接受：题干关键词 “ 接受、不再处理 ”；
规避：题干关键词 “ 消除威胁 / 严重影响 ”；
转移：题干关键词 “ 保险、担保、外包 ”；
减轻：题干关键词 “ 多次测试、增加资源、降低影响/概率 ”；
开拓：题干关键词 “ 确保、100% ”；
分享：题干关键词 “ 合资 ”；
提高：题干关键词 “ 提高概率/影响 ”。

70、 [单选] 在高科技产品开发中，为了保证产品成功，在产品最终定型之前，通常要进行大量的测试工作。这种做法被认为是高科技产品开发项目风险管理的有效方法，尽管增加测试会增加项目成本。这属于哪种风险应对策略？

In the development of hi-tech products, to ensure that the product is commercially successful, a number of tests is usually carried out before the final type approval. This practice is believed to be an effective instrument for the risk management of hi-tech product development project, even though more tests means higher project cost. Which kind of risk response strategy does this belong to?

A：风险接受 Risk acceptance

B：风险转移 Risk transfer

C：风险规避 Risk avoidance

D：风险缓解 Risk mitigation

D

原文地址：https://blog.csdn.net/stqer/article/details/142169160

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