PMP--一、二、三模--分类--变更

技巧

来自https://blog.csdn.net/stqer/article/details/140729212

考试中的三大项目流程

一 、变更流程

1、审批前，三步骤：提出变更 → 提出影响 → 提交审批；
2、凡变更，必流程；
3、动基准，先变更：基准包括范围基准、进度基准、成本基准；
4、遇蔓延，找变更；
5、有变更，要沟通；
6、有权变，找变更；
7、外部变更先沟通，内部变更先分析：外部指团队成员以外的外部干系人，内部指项目团队成员。

名词说明：

易错

高频考点分析（一、过程；二、人员）

一、过程：

1.1 变更管理：

1.1.1 瀑布型变更（一次交付、尽量限制、确定性需求 ＞风险储备）

口诀： 一个中心，两个基本点
（1）一个中心：计划 = 执行
缺陷补救：让可交付成果正常（强调质量、范围）
纠正措施：让绩效恢复正常（强调进度、成本、其他绩效领域）
预防措施：防止将来的偏离（强调风险）
调整计划：原基准或计划不再合适（强调基准、计划）
（2）两个基本点：
内部变更先分析：分析原因、影响、解决方案。
外部变更先沟通：了解需求，正式提出，核对信息。
（3）口诀：凡变更，必流程；有变更，要沟通；动基准，先变更；有权变，找变更；遇蔓延，找变更；有变更，要花钱。

名词说明：
变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

流程图说明：

1.1.2 敏捷型变更（多次交付、拥抱变化、待办需求>确定性需求）

口诀：冲刺内谨慎，冲刺外待办
重大问题、新增需求、需求变更交给PO（Product Owner），随后加入待办事项列表（PB）。

名词说明：

流程图说明：

一模

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

应急储备：在进度或成本基准内，为主动应对，已知风险而分配的时间或资金。【应急储备，已知应急的储备】
管理储备：在绩效测量基准之外，留作管理控制之外用的一部分项目预算或项目时间。专为项目范围内不可预见的工作而预留。【管理储备，管理之外的储备】
总金额 = 项目预算 + 管理储备；项目预算 = 成本基准 + 应急储备

7、 [单选] 项目落后于进度。项目团队发现，通过应用一个替代方法，他们可以加快关键路径上的一个项目可交付成果。然而，这将增加项目成本。项目经理应该怎么做？

A project is behind schedule. The project team discovers that, by applying an alternate method, they may be able to expedite a project deliverable on the critical path. However, it will increase the project’s cost. What should the project manager do?

A：增加额外的项目资源
Add additional project resources

B：对所有方法开展预期货币价值分析（EMV）
Conduct expected monetary value (EMV) analyses on all methods

C：获得替代方法的批准
Obtain approval for the alternate method

D：将增加的成本更新到项目预算中
Update the project budget with the increased cost

项目预算应包括应急储备，以应对不确定性。之所以留出应急储备，是为了实施风险应对或应对发生的风险事件。
管理储备，则是为了应对与范围内工作有关的意外活动。管理储备可由项目、发起人、产品负责人或项目集和项目组合层级的项目管理办公室 (PMO)管理，具体取决于组织的政策和组织结构。选D。



选C。

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

11.风险管理–接受风险–接受是指承认威胁的存在，但不主动采取措施。接受策略又分为主动或被动方式。最常见的主动接受策略是建立应急储备。被动接受策略则不会主动。

40、 [单选] 项目发起人通知项目经理一项新的政府法律被批准了，该法律将影响项目的进度计划和预算，这种可能性作为一种主动接受的威胁包含在风险管理计划中。项目经理下一步应该做什么？

The project sponsor informs the project manager that a new government law has been approved that will affect the project’s schedule and budget, and this possibility is included in the risk management plan as a proactively accepted threat. What should the project manager do next?

A：更新风险管理计划，并记录经验教训 Update the risk management plan and record lessons learned

B：向变更控制委员会（CCB）提交一份变更请求 Submit a change request to the Change Control Board (CCB)

C：使用应急储备来管理这种情况 Use emergency reserves to manage this situation

D：评估管理储备来控制该风险 Assess management reserves to control the risk

储备是为应对风险而预留的时间或预算。应急储备将用于应对可能发生的已识别风险。管理储备是针对未知事件（如未计划的、范围内的工作）的预算类别。选D。

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

11.风险管理–变更管理–变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

43、 [单选] 项目经理正在管理一个软件开发项目的执行工作。在执行过程中，发生了一个风险应对计划中没有包括的风险。项目经理应该怎么做？

The project manager is managing the execution of a software development project. During the execution process, a risk that is not included in the risk response plan happens. What should the project manager do?

A：使用应急储备来解决风险的后果
To solve the risk consequence with emergency reserves

B：把风险的实际情况报告给管理层
To report the actual situation of the risk to the management

C：召开团队会议讨论权变措施
To hold a team meeting to discuss workaround

D：忽略此风险，因为它未包括在风险计划中
To ignore this risk, because this risk is not included in the plan.

储备是为应对风险而预留的时间或预算。应急储备将用于应对可能发生的已识别风险。管理储备是针对未知事件（如未计划的、范围内的工作）的预算类别。排除A。
C比B先，选C。

变更–敏捷变更–敏捷拥抱变更，PO与客户一起确认优先级。

63、 [单选] 一个敏捷项目已经进入了第七次冲刺阶段。在冲刺结束前两天，客户通知产品负责人，他们忘记在冲刺中包含某个功能。高级经理无意中听到谈话，并表示包含该功能意味着范围蔓延，并不应被允许。产品负责人的最佳行动方案是什么？

An agile project has entered its seventh sprint. Two days before the end of the sprint, the customer informs the product owner that they forgot to include one feature in the sprint. A senior manager overhears the conversation and states that including the feature represents scope creep and should not be allowed. What is the product owner’s best course of action?

A：与客户合作，在产品待办事项列表中为该功能设优先级
Work with the customer to prioritize the feature in the product backlog

B：请求客户提交变更请求
Request that the customer submit a change request

C：指导团队在当前的冲刺中开发该功能
Instruct the team to develop the feature in the current sprint

D：按照高级经理的指示拒绝该功能
Reject the feature as instructed by the senior manager

B A

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

65、 [单选] 一个施工项目的已批准成本基准包含一些已识别风险的储备。在执行阶段，发生了一次地震，但该项目并未考虑此风险，需要资金进行灾后恢复。项目经理应该做什么？

The approval cost baseline for a construction project includes some identified risk reserves. During the implementation phase, an earthquake occurred, but the project did not consider this risk and required funding for post-disaster recovery. What should the project manager do?

A：无需寻求授权即可变更项目的成本基准，并继续进行项目工作
No need to seek authorization to change the cost basis of the project and continue the project work

B：向变更控制委员会（CCB）提交申请，以获得额外资金和成本基准变更
Submit an application to the Change Control Board (CCB) for additional funding and cost baseline changes

C：在未咨询CCB的情况下，使用已识别风险的储备来支付灾后恢复成本
Use of identified risk reserves to pay for disaster recovery costs without consulting CCB

D：要求管理层授权将已识别风险的储备用于支付灾后恢复成本
Require management to authorize the use of identified risk reserves for post-disaster recovery costs

B

变更–敏捷变更–敏捷拥抱变更

73、 [单选] 一个敏捷团队即将开始项目的第一次迭代来为客户开发一个软件应用程序。发起人要求团队与客户紧密协作，以增加项目成功的机会。项目经理应该鼓励以下哪一项来支持发起人的要求？

An agile team is about to begin the first iteration of the project to develop a software application for a customer. The sponsor requests that the team works in close collaboration with the customer to increase the chances of the project’s success. Which of the following should the project manager encourage to support the sponsor’s request?

A：与客户谈判，制定全面的项目协议
Negotiating with the customer to formulate comprehensive project agreements

B：根据团队成员的动机把工作交给他们，并相信他们能完成工作
Assigning work to the team members based on their motivation and trust them to get the job done

C：指责客户和团队可以无限期地保持恒定的速度
Ensuring that the customer and the team can maintain a constant pace indefinitely

D：欢迎客户需求的变更，即使是在产品开发的后期
Welcoming changing customer requirements, even late in the development of the product

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

81、 [单选] 一位先前不活跃的干系人参与程度突然增加，这种意外的参与导致了一些变更请求。项目经理应该做什么？

The involvement of a previously inactive interested party suddenly increased, and this unexpected participation led to some change requests. What should the project manager do?

A：向干系人解释变更请求过程
Explain the change request process to interested parties

B：审查已批准的有关干系人请求的期望
Review approved expectations regarding stakeholder requests

C：与该干系人开会，以评估变更请求
Meet with the interested party to evaluate the change request

D：要求干系人与发起人讨论这些请求
Ask interested parties to discuss these requests with the sponsor

C

易错5.范围管理–镀金是范围蔓延，跟变更没关系

85、 [单选] 在你的项目中，镀金一直是反复出现的问题，因为团队一直在添加他们认为对客户有用的功能，尽管这些功能并没有包含在WBS中。变更请求是在事后提交的，并且一些功能最终被添加到项目范围。你担心与计划的偏差。你会怎样做才能更好地控制范围，防止进一步镀金？

Gold plating had been a recurring issue on your project as the team has been adding features they think are useful for the customer even though the features were not included in the WBS. Change requests have been submitted after the fact, and some of the features were eventually added to the project scope. You are concerned about deviations from the plan. What might you do to control scope better and prevent further gold plating?

A：采用敏捷方法，这样团队就可以开发任何他们认为有价值的功能
Adopt an agile approach so the team can develop any features they deem valuable

B：提交变更请求，以获取问题日志中的镀金问题
Submit a change request to capture the gold plating problem in the issue log

C：在项目回顾中讨论问题，并更新经验教训登记册
Discuss the issue at the project retrospective and update the lessons learned register

D：与团队成员进行日常站会的敏捷实践相协调
Incorporate the agile practice of holding daily standup meetings with the team

B

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

89、 [单选] 干系人称一个可交付成果中遗漏一项功能，之前的任何讨论中都没有提及该项功能，也不在验收标准中，然而干系人却坚称这项功能是必须的，可以充分利用该可交付成果。项目经理应该怎么做？

Stakeholders claimed that a function was missed in the deliverables, but this function was not mentioned in any of the previous discussions or was not in the acceptance criteria. However, stakeholders insisted that this function was necessary and the deliverables could be fully utilized. What should the project manager do?

A：实施该可交付成果并为遗漏的功能提交变更请求
Implement the deliverables and submit a change request for the missing function

B：实施该可交付成果并开始遗漏功能的工作
Implement the deliverables and begin to work on the missing function

C：推迟实施该可交付成果并为遗漏的功能提交变更请求
Postpone the implementation of the deliverables and submit a change request for the missing function

D：推迟实施该可交付成果并开始遗漏功能的工作
Postpone the implementation of the deliverables and begin to work on the missing function

C

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

11.风险管理–机会应对策略–开拓–好的机会要勇于争取，直接提变更请求

94、 [单选] 你领导的项目应该升级你们公司在台式电脑和移动设备上开发的应用程序。上周，一家主要电子产品供应商出人意料地发布了一款新的移动设备。你意识到，只需稍加修改，你的应用程序就可以在新设备上运行得更快、更安全。对于这个机会，你接下来应该做什么？

The project you are leading is supposed to upgrade the application developed by your company on desktop computers and mobile devices. Last week, a major supplier of electronics unexpectedly released a new mobile device. You realize that your application, with a little bit of modification, can run much faster and more securely on the new device. What should you do next in regards to this opportunity?

A：创建成本预测并将其传达给干系人
Create a cost forecast and communicate it to stakeholders

B：提交变更请求以修改应用程序
Submit a change request to modify the application

C：考虑到意外工作，更新项目资金要求
Update project funding requirements in consideration for the unexpected work

D：对适当的储备金金额进行偏差分析
Conduct variance analysis for an appropriate reserve amount

A

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

5.范围管理–变更管理–变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

119、 [单选] 项目经理准备收尾一个项目的第四阶段，但是一位干系人拒绝向前推进项目，除非增加一个范围之外的功能，项目经理下一步应该怎么做？

The project manager is preparing to close the fourth phase of a project, but a stakeholder refused to move forward unless a function outside the scope was added. What should the project manager do next?

A：开始变更请求过程 Start the change request process

B：增加该功能 Increase this function

C：审查干系人登记册 Check the stakeholder register

D：与项目干系人会面 Meet with the project stakeholder

D

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

128、 [单选] 一位项目经理领导着一个六人的敏捷团队。团队当前的速度和待办事项列表中剩余的故事点的数量表明项目趋向于满足进度基准。在项目执行的中途，项目发起人通知三名团队成员被重新分配到一个新的更高优先级的项目，并且不会被替换。项目经理接下来应该做什么？

A project manager is leading a six-member agile team. The team’s current velocity and the number of story points remaining in the backlog indicate that the project is trending to meet the schedule baseline. Midway into project execution, the project sponsor informs that three team members are being reassigned to a new higher priority project and will not be replaced. What should the project manager do next?

A：向发起人提供一份正式的信函，说明项目已经终止，因为用剩余的资源实现项目目标并不现实
Provide the sponsor with a formal letter that the project is terminated since achieving the project objectives is unrealistic with the remaining resources

B：请求剩余的团队成员再跑三次冲刺，以确定新的速度，这样就可以估算新的项目完成日期
Request the remaining team members to run three more sprints to determine a new velocity so that a new project completion date can be estimated

C：要求加班并为剩余的团队成员分配奖金，以弥补差距并确保项目目标的实现
Mandate the use of overtime and allocate bonuses for the remaining team members to bridge the gap and ensure that the project objectives are met

D：根据剩余的资源提交变更请求来修改进度和/或范围基准，并评估如何继续进行的选项
Submit a change request to revise the schedule and/or scope baseline based on the remaining resources and evaluate the options on how to proceed

D

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

150、 [单选] 由于某些活动发生延迟，其中一位项目团队成员在未获得任何批准的情况下扩大了范围。项目经理接下来该做什么？

Due to delays on some activities,one of the project team members has increased the scope without any approval. What should the project manager do next?

A：评估对项目所做变更的影响。
Evaluate the impacts of the changes that were made to the project.

B：用新范围更新项目文档。
Update project documentation with the new scope.

C：删除这些变更，以符合最初需求。
Remove the changes to match the original requirements.

D：增加项目团队成员，以避免屡次发生进度计划延迟的情况。
Add team members to the project to avoid more schedule delays.

A

二模

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

3、 [单选] 项目经理被批准执行一个价值1200万美元为期三年的项目，6个月后，25%项目已完成，项目团队开支为400万美元。计算完进度绩效指数和成本绩效指数后，下一步应该做什么？

The project manager is approved to execute a $12million, three-year project. After 25% of the project is completed. What is the next step after calculating the schedule performance index and cost performance index?

A：要求更多资金 Ask for more money

B：执行偏差分析 Perform variance analysis

C：制定绩效预测 Develop performance forecast

D：提交变更请求 Submit a change request

D B

变更–敏捷变更–敏捷拥抱变更

25、 [单选] 你被分配到一个软件开发项目。产品需求在一开始就没有明确定义。因此，决定使用敏捷框架来开发产品。项目的其他方面将使用传统的瀑布式项目管理方法进行管理。以下哪一项可能会花费较少的时间来开发和/或实现该项目？

You are assigned to a software development project. The product requirements are not clearly defined upfront. Therefore, it has been decided to develop the product using an agile framework. Other aspects of the project will be managed using the traditional waterfall project management approach. Which of the following might you spend less time developing and/or implementing for this project?

A：项目章程
The project charter

B：问题日志
The issue log

C：变更管理计划
The change management plan

D：确认范围过程
The Validate Scope process

D

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

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。

变更–敏捷变更–敏捷拥抱变更

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。–指导开发方向是PO的角色内容。PO对接客户，以确定是否变更以及何时变更。–重要性：PO的角色不可或缺，需专人负责。

59、 [单选] 一家公司正在为外部客户运行一个敏捷项目。团队在冲刺审查会议上演示了网络用户界面的新功能后，一个干系人找到产品负责人，并建议对其中一个屏幕进行改进。干系人坚持认为，这种改进将使用户更容易在界面中导航。产品负责人的最佳行动方案是什么？

A company is running an agile project for an external customer. After the sprint review meeting where the team demonstrated the new capabilities of the web user interface, a stakeholder approaches the product owner and suggests an improvement to one of the screens. The stakeholder insists this improvement would make it easier for the user to navigate the interface. What is the product owner’s best course of action?

A：在下次冲刺中实施干系人的请求，因为它将增强客户体验
Implement the stakeholder’s request in the next sprint because it will enhance customer experience

B：与客户讨论干系人的要求，并决定是否以及何时实施（第一步：PO判定是否受理变更）
Discuss the stakeholder’s request with the customer and decide if and when it should be implemented

C：为干系人的请求创建用户故事，并放在产品待办事项列表的底部（受理后，第二步：添加到产品待办事项列表）
Create a user story for the stakeholder’s request and place it at the very bottom of the product backlog

D：在每日站会上讨论干系人的要求，并让团队决定如何继续
Discuss the stakeholder’s request at the daily standup meeting and let the team decide on how to proceed

C

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

80、 [单选] 项目经理B临时替换休探亲假的项目经理A，在一次每周进度会议期间，项目经理B发现两名团队成员对可交付成果的质量存在冲突，项目经理B审查质量管理计划，发现未明确定义质量标准，难以轻松衡量质量。项目经理B应该做什么？

Project manager B temporarily replaced project manager A who was on vacation. During a weekly progress meeting, project manager B found that two team members had conflicts with the quality of deliverable. Project manager B reviewed the quality management plan and found that it was not clearly defined quality standards make it difficult to measure quality easily. What should Project Manager B do?

A：与两位团队成员交谈以尝试解决争议
Talk to two team members to try to resolve the dispute

B：等待项目经理A回来，然后再指出问题
Wait for project manager a to come back before pointing out the problem

C：保持质量标准，因为这将使可交付成果获得更多的批准
Maintain quality standards, as this will lead to more approval of deliverable

D：签发变更请求，以更新质量管理计划
Issue a change request to update the quality management plan

D

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

7.成本管理–控制成本–实施偏差分析→判断偏离原因和程度→采取纠正或预防措施

85、 [单选] 一个为期两年的项目完成了50%，进度绩效指数1.051和成本绩效指数为1.02。一个新的项目进入投资组合，被视为一个优先级并且高于当前的项目。因此，目前项目失去了三个关键资源。尽管资源紧张，但是高级主管仍然要求项目经理按时完成项目，并且按照预算且不会有额外的资源补给。项目经理应该怎样做？

A two-year project is 50% complete has a schedule performance index of 1.051 and a cost performance index of 1.02, a new project enters the portfolio and is deemed a higher priority than the current project. As a result, the current project loses three key resources. Despite tossing resources, the project manager is asked by senior management to complete the project on time and within budget without additional resources. What should do next？

A：执行资源平衡
executive resources balance

B：赶工
crashing

C：变更项目基准
change the project baseline

D：实施偏差分析
implements deviation analysis

A

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

96、 [单选] 在一个项目中，一家公司替换了其CEO，该CEO提出了一项新的五年战略计划。目前的项目完全符合这一新战略，但项目发起人希望修改项目的范围以适应该战略。项目经理应该做什么？

In a project, a company replaced its CEO, who proposed a new five-year strategic plan. The current project is fully in line with this new strategy, but the project sponsor hopes to modify the scope of the project to suit the strategy. What should the project manager do?

A：要求项目发起人发起变更请求
Ask the project sponsor to initiate a change request

B：修订项目章程，以反映范围变更
Revise the project charter to reflect changes in scope

C：在风险登记册中包含变更的影响
Include the effects of the change in the risk register

D：更新项目管理计划，以包含该变更
Update the project management plan to include the change

A

变更–敏捷变更–敏捷拥抱变更

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。–指导开发方向是PO的角色内容。PO对接客户，以确定是否变更以及何时变更。–重要性：PO的角色不可或缺，需专人负责。–优先级的问题，应该听PO的。–是否变更，由PO决定。

109、 [单选] 当项目发起人找到Scrum主管，要求在当前的冲刺中立即开发一个新的、紧急的、潜在的复杂的强制性法规遵循相关的需求时，Scrum团队正处于冲刺的中途。发起人强调，如果需求没有实现，整个项目可能会被取消。Scrum主管的最佳回应是什么？

A scrum team is midway into a sprint when the project sponsor approaches the scrum master and requests that a new, urgent, and potentially complex mandatory compliance-related requirement should be developed immediately in the current sprint. The sponsor stresses that if the requirement is not implemented, the entire project may be canceled. What is the scrum master’s best response?

A：将要求添加到产品待办事项列表，并请求产品负责人在冲刺结束之后审查需求
Add the requirement to the product backlog and request the product owner to review the requirement after the sprint is over

B：与产品负责人讨论要求，让他们做出决定，包括冲刺取消
Discuss the requirement with the product owner, and let them make a decision, including sprint cancellation

C：提交变更请求以更新范围基准并将要求添加到需求可追溯性矩阵
Submit a change request to update the scope baseline and add the requirement to the requirement traceability matrix

D：将要求添加到当前冲刺待办事项列表，并指示团队立即开始处理该待办事项列表
Add the requirement to the current sprint backlog and direct the team to start working on it immediately

A

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

8.质量管理–质量管理计划–质量管理计划包括（但不限于）以下组成部分：项目将采用的质量标准，项目的质量目标，质量角色与职责，需要质量审查的项目，可交付成果和过程。质量要求更严格，说明变更了质量标准，更新后的质量标准要体现在质量管理计划中。

112、 [单选] 在新建水处理厂的建设过程中，政府对处理厂制定了更为严格的质量要求。项目经理接下来应该做什么？

In the middle of the construction of a new water treatment plant, the government established more stringent water quality requirements for treatment plants. What should the project manager do next?

A：根据法律要求，更新质量管理计划
Update the quality management plan due to the legal requirement

B：提交变更请求以更新质量管理计划
Submit a change request to update the quality management plan

C：督促项目发起人更新项目章程
Ask the project sponsor to update the project charter

D：更新范围基准以反映这些变更
Update the scope baseline to reflect the changes

B

变更–敏捷变更–敏捷拥抱变更

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。

–指导开发方向是PO的角色内容：PO对接客户，以确定是否变更以及何时变更。
–重要性：PO的角色不可或缺，需专人负责。
–优先级的问题，应该听PO的。
–设立了PO，还要经过CCB，那设立PO就没有意义。

113、 [单选] 项目经理制定了一个全面的项目管理计划，包括完全详细的WBS和详细的项目进度计划。尽管做了这些努力，但项目仍然落后于计划，因为变更控制委员会（CCB）无法处理大量变更，即使其中大部分已经被产品负责人批准了。项目经理的最佳行动方案是什么？

A project manager has developed a comprehensive project management plan, including a fully elaborated WBS and detailed project schedule. Despite these efforts, the project is running behind schedule because the change control board (CCB) is unable to cope with the high volume of changes, even though most of them have been approved by the product owner. What is the project manager’s best course of action?

A：要求终止现有的项目，并寻求批准来启动一个将使用敏捷方法的新项目
Request the termination of the existing project and seek approval to initiate a new project that will utilize agile methodologies

B：提交变更请求来更新项目进度计划，以反映CCB的长过程时间所造成的延迟
Submit a change request to update the project schedule to reflect the delays caused by the CCB’s long process times

C：寻求批准绕过变更控制过程，让项目团队直接与产品负责人合作
Seek approval to bypass the change control process and have the project team collaborate directly with the product owner

D：告诉产品负责人项目正在使用预测模型，这意味着大多数变更都应该被拒绝
Instruct the product owner that the project is using a predictive model, which means most of the changes should be rejected

B

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

4.整合管理–变更日志–变更已审批，并记录在变更日志中，因此要看变更日志。

选项D，应该项目经理审查，而不是和干系人审查。

114、 [单选] 一个大型复杂项目的项目经理了解到，一位关键干系人反对在项目后期批准的变更，项目经理不愿冒犯这位干系人，但也不希望延迟该项目。项目经理应该做什么？

The project manager of a large and complex project learned that a key party was opposed to changes approved later in the project, and the project manager was unwilling to offend the party, but did not mean to delay the project. What should the project manager do?

A：与该干系人一起审查沟通管理计划
Review the communication management plan with the interested party

B：取消已批准的变更，以满足干系人的要求
Cancel approved changes to meet the requirements of interested parties

C：让干系人参考变更日志，以显示变更批准
Have interested parties refer to the change log to show change approval

D：与干系人一起讨论干系人参与计划
Discuss the stakeholder participation plan with the stakeholder

C

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

5.范围管理–变更管理–瀑布型变更（一次交付、尽量限制、确定性需求 ＞风险储备）–一个中心，两个基本点–一个中心：计划 = 执行–两个基本点：1.内部变更先分析：分析原因、影响、解决方案。2.外部变更先沟通：了解需求，正式提出，核对信息。

119、 [单选] 在一个项目接近完成时，客户请求增加在已批准项目范围以外的额外功能。客户表示如果没有该功能，将不会提供项目验收。项目经理下一步应该做什么？

When a project is nearing completion, the client requests additional features that are not included in the scope of the approved project. The customer stated that without this feature, project acceptance will not be provided. What should the project manager do next?

A：与项目发起人讨论客户的需求，并请求获得他们的批准
Discuss the client’s needs with the project sponsor and request their approval

B：要求客户遵循已批准的工作说明书（SOW）并避免变更
Require customers to follow approved work instructions (sow) and avoid changes

C：分析增加新功能的影响，并在不影响进度计划时将其包含在内
Analyze the impact of adding new features and include them only if they do not affect the schedule

D：收集有关该功能的更多信息，并向变更控制委员会（CCB）提交变更请求
Collect more information about the feature and submit a change request to the Change Control Board (CCB)

D

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

7.成本管理–数据分析-挣值分析–挣值分析是一种用于衡量项目进度和成本绩效的方法。正常只是前任PM的说法，现任PM需要自行分析评估，选D。

123、 [单选] 一位项目经理已经接管了一个现有的项目，根据前任项目经理的说法，该项目已经步入正轨并在预算范围内，但是，干系人对最近的进度报告不满意，因为指标显示项目被推迟，成本高于预期。项目经理应该怎么做？

A project manager has taken over an existing project. According to the previous project manager, the project is on track and within budget. However, stakeholders are unhappy with the recent progress report since the metrics show that the project is delayed and the cost is higher than expected. What should the project manager do？

A：安排与前任项目经理的会议。
Schedule a meeting with the previous project manager.

B：向变更控制委员会（CCB）提交变更请求。
Submit a change request to the change control board (CCB).

C：为项目组成员安排培训。
Schedule training for project team members.

D：进行挣值分析（EVA）。
Conduct an earned value analysis (EVA).

D

变更–敏捷变更–敏捷拥抱变更

变更–敏捷型变更（多次交付、拥抱变化、待办需求>确定性需求）–口诀：冲刺内谨慎，冲刺外待办–重大问题、新增需求、需求变更交给PO（Product Owner），随后加入待办事项列表（PB）。

159、 [单选] 一个实施新的线上登录平台的项目已经启动。在第一次冲刺之后，项目发起人要求变更。接下来项目经理该怎么做？

A project to implement a new online landing platform has started. After the first sprint, the project sponsor requested a change. What should the project manager do next?

A：将变更请求升级到发起人
Escalate the change request to the sponsor

B：验证完成的工作
Validate the work completed

C：将变更通知干系人
Inform the stakeholders of the change

D：协助更新产品待办事项列表
Facilitate the update of the product backlog

D

三模

变更–敏捷变更–敏捷拥抱变更

易混产品负责人评估变更请求后，判定是否变更，不能直接变更 。C选项错在这里 还是已经是延迟了，所以敏捷拥抱变更，直接跟客户说了 C选项错在“冲刺待办事项列表”，是“产品待办事项列表”，AB也是错误，排除法选D。

4、 [单选] 在每日站会上，开发人员指出一个待办事项将不会交付，因为他们需要在接下来的几天里意外休假。待办事项是用户在下一个冲刺评审中所期望的功能的先决条件。项目负责人应该怎么做？

In a daily standup meeting, a developer indicates that a backlog item will not be delivered because they need to take an unexpected leave for the next couple of days. The backlog item is a prerequisite for a feature expected by users in the next sprint review. What should the project lead do?

A：要求开发人员推迟休假，直到待办事项列表项目交付完毕。
Ask the developer to postpone the leave until the backlog item is delivered.

B：要求开发经理提供几天的替代人员。
Ask the development manager to provide a replacement for a couple of days.

C：与产品负责人合作，变更冲刺待办事项列表中的优先级。
Work with the product owner to change the priorities in the sprint backlog.

D：与产品负责人合作，通知用户功能延迟。
Work with the product owner to inform the users that the feature is delayed.

C D

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

–“额外范围”需要评估是否会影响到基准；

5、 [单选] 一位项目经理刚刚收到一位运营职能经理的通知，要求他完成一个几周前正式关闭的项目的额外范围项目。这个范围看起来相对较小，作为日常运营活动的一部分很容易处理。项目经理应该如何处理这个要求呢？

A project manager has just received communication from an operational functional manager to complete an additional scope item for a project that was formally closed a few weeks ago. The scope looks relatively small and simple to handle as part of the daily operations activity. How should the project manager deal with this request?

A：提交变更请求并分配执行所需的预算和资源。
Submit a change request and allocate the budget and resources needed for execution.

B：确认预算和资源可用于执行工作请求。
Confirm that the budget and resources are available to execute the work request.

C：查核有关申请的组织内可用的其他资源。
Check the alternative resources available in the organization for the request.

D：评估请求的性质，并相应地计划沟通。
Evaluate the nature of the request and plan communication accordingly.

D

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

变更–预测变更–变更请求–提出变更，要先进行变更的可行性评估。

26、 [单选] 为项目供应一款特殊设备的供应商报告称，由于次级供应商遇到技术问题，交货可能会迟延。为了保持进度计划，该供应商提议弃用该次级供应商的组件，代之以与项目规格中规定的组件不同的类似部件。项目经理接下来该做什么？

A vendor supplying a piece of specialized equipment for a project has reported the potential for a delivery delay due to a technical issue with the sub-supplier to stay on schedule, the vendor proposed replacing the sub-supplier’s component with a similar part that is different from the one that is stipulated in the project specifications. What should the project manager do next?

A：坚持要求使用符合项目规格的组件，并将设备空运过来，以减轻迟延风险。
Insist on using the component per the project specifications and air freight the equipment to mitigate the delay.

B：接受更换提议，以便使采购活动正常进行。
Accept the proposed replacement in order to keep procurement activities on track.

C：指示供应商使用符合项目规格的部件，并更新进度计划。
Instruct the vendor to use the part that is compliant with the project specifications and update the schedule.

D：咨询主题专家（SME）的意见，了解该变更提议可否接受。
Consult with a subject matter expert (SME) to see if the proposed change is acceptable.

D

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

变更–预测变更–变更流程–变更流程，变更提出后，先分析影响，再提交含解决措施的变更请求给CCB。

变更–预测变更–变更流程–审批前，三步骤：提出变更→分析影响→提交审批

56、 [单选] 大型项目的人力资源获取过程最近发生了变化。一个主要的流程变更包括财务经理和招聘经理的批准。对流程的这种变更意味着更长的处理时间。该项目迫切需要新的资源。项目经理应该怎么做？

A human resource (HR) acquisition process for a large project has recently changed. One major process change includes the approval of the financial manager and the recruitment manager. This change to the process implies longer processing. The project urgently needs new resources. What should the project manager do?

A：调整资源管理计划，并在发送给客户之前申请财务批准。
Adapt the resource management plan and ask for financial approval before sending it to the customer.

B：评估变更的影响，并审查下一步的项目管理计划。
Assess the impact of the change and review the project management plan for next steps.

C：请财务经理由于可能的项目延误和处罚而推迟执行。
Ask the financial manager to delay implementation due to potential project delays and penalties.

D：审查项目进度，以确定哪种技术将减少对项目工期的影响。
Review the project schedule to determine which technique will reduce impact on project duration.

B

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

变更–预测变更–变更流程–详见变更流程，变更提出后，先分析影响，再提交含解决措施的变更请求给CCB。

68、 [单选] 一位项目经理加入了一个团队，该团队向客户提供定制的企业资源规划（ERP）系统。开发团队发现了一个潜在的设计问题，在与项目负责人和团队成员对该问题进行审视之后，所有人均同意对设计进行修改，以避免在部署时出现系统缺陷。该设计已经获批，项目经理接下来该做什么？

A project manager joins a team that is providing a customized enterprise resource planning (ERP) system to a client. A potential design problem is identified by the development team. After reviewing this issue with the project owner and team members, all agreed to revise the design to avoid a system defect when deployed. The design is already approved. What should be the project manager’s next steps?

A：提出变更请求，并征得项目负责人正式批准。
Make a change request and get formal approval from the project owner.

B：将问题告知客户，并遵循变更请求流程。
Inform the client of the problem and follow the change request process.

C：修改设计规格，并将之转交给开发团队，以便重新编程。
Amend the design specifications and pass them to the development team for reprogramming.

D：进行概念验证，确保重新修改的设计中不存在任何问题。
Conduct a proof of concept to make sure there are no problems in the revised design.

B

变更–预测变更–变更流程–变更流程，变更提出后，先分析影响，再提交含解决措施的变更请求给CCB

96、 [单选] 项目经理签订了一份合同，领导一个供应商团队，执行全国性的系统实施项目。项目启动后，合同签订组织宣布对系统进行变更，因为另一个独立供应商团队完成了额外工作，这导致合同发生变化，项目经理应如何处理这些变化？

A project manager signs a contract to lead a team of vendors for a nationwide system implementation project. After initiation, the contracting organization announces changes to the system, as additional work was completed by another team of independent vendor this resulted in variations to the contract. How should the project manager deal with these changes?

A：审查协议并为额外工作项开具发票
Review the agreements and invoices the additional work items

B：支持供应商团队根据初始合同实施这些变更
Support the vendor team implementing the changes as per the initial contract

C：与供应商合作，提供有关工作的专家指导和检查点
Work with the vendor to provide expert guidance and check points on the work

D：与该组织合作制定支持变更和升级上报流程的计划
Work with the organization to develop a plan that supports the change and escalation processes

D

14.敏捷–敏捷变更–通过不断迭代的待办事项列表来应对敏捷的变更。

109、 [单选] 项目经理在不断变化的商业环境中从事敏捷项目。项目发起人担心利益的实现，并要求项目经理关注可能影响项目的变更。项目经理应该采取什么行动来识别可能影响产品的变更？

A project manager is working on an agile project in a changing business environment. The project sponsor is worried about benefits realization and asks the project manager to pay attention to changes that can affect the project. Which action should the project manager take to identify changes that may affect the product?

A：在团队和产品负责人之间进行面对面的沟通，根据需要变更迭代目标。
Implement face-to-face communication between the team and product owner to change the iteration objectives as needed.

B：一旦发现了使产品变得非常宝贵的外部变更，应尽快停止迭代。
Stop the iteration as soon as possible in case an external change that makes the product invaluable is identified.

C：在每次迭代之后采取行动重新确定待办事项列表的优先级，以评估用户故事对业务是否仍然有价值。
Take action to reprioritize the backlog after iteration to evaluate if user stories are still valuable to the business.

D：应用成对编程技术来立即对变更做出反应，即使是在交互过程中。
Apply a pair programming technique to react to changes immediately, even in the middle of the interaction.

D C

变更–预测变更–变更流程–变更流程，变更提出后，先分析影响，再提交含解决措施的变更请求给CCB。–生命周期和开发方法的变更比较重大，需要先进行分析。

118、 [单选] 某公司正在运用预测型方法开发范围管理计划中定义的一个特定组件。由于监管要求会定期变更，开发团队已请求运用敏捷方法。针对开发团队的请求，项目经理应做什么？

A company is using a predictive approach for the development of a particular component as defined in the scope management plan. Due to regularly changing regulatory requirements, the development team has requested to utilize agile approaches. What should the project manager do about the development team’s request?

A：上报额外财务资源请求。
Escalate the request for additional financial resources.

B：对需要按所要求的方法予以应对的需求进行分析。
Analyze the requirements that will need to be addressed under the requested method.

C：将该请求转交给项目管理办公室（PMO），并对组织过程资产作出修改。
Forward the request to the project management office (PMO) to amend the organizational process assets.

D：请求项目发起人批准实施该新方法。
Ask the project sponsor to obtain approval for implementation of the new approach.

B

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

150、 [单选] 一个项目即将完成，但落后于原计划。应急预算已经被使用，但剩余的预算应该足以完成该项目。项目的唯一主题专家（SME）被其经理要求解决运营部门的问题。项目经理应该怎么做？

A project is near completion but it is behind schedule. The contingency budget has already being used, although the remaining budget should be enough to complete the project. The only subject matter expert (SME) assigned to the project has been asked by their manager to solve a problem in the operations department. What should the project manager do?

A：将情况上报给项目发起人。
Escalate the situation to the project sponsor.

B：释放资源以处理操作优先级。
Free the resource to handle the operations priority.

C：要求经理提交一个变更请求。
Ask the manager to submit a change request.

D：针对这种情况设计一个谈判策略。
Design a negotiation strategy for this situation.

CD

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

164、 [单选] 在审视原型时，质量团队发现了一些偏差，虽然它们不会影响主要功能，但却有可能在未来成为问题，为了避免未来发生重大问题，该团队建议采取纠正措施，但需要额外资金，该项目已经预算紧张，甚至已经动用了应急储备。项目经理应该做什么？

While reviewing prototypes, the quality team found some deviations that do not affect the main functionality but have the potential to be an issue in the future. To avoid major problems in the future, the team recommends corrective actions that will require additional funds. The project is already struggling to stay on budget and has even used some of the contingency reserve. What should the project manager do?

A：向项目发起人报告，该产品工作正常，但该项目预算紧张。
Report to the project sponsor that the product is working and the project is struggling with the budget.

B：让质量团队弃用该样品，转而用新样品进行测试。
Ask the quality team to discard the sample and test again with a new sample.

C：询问产品设计师为何在设计阶段未将该偏差考虑在内。
Ask the product designer why the deviation was not considered in the design phase.

D：与干系人共同评估和启动变更请求流程。
Evaluate and initiate the change request process with the stakeholders.

D

变更–预测变更–变更流程–变更流程，变更提出后，先分析影响，再提交含解决措施的变更请求给CCB。–在预测中加入敏捷方法相当于一个新的变更，要走变更流程。

变更–预测变更–偏差分析判断基准是否变化→变更不涉及基准，如主动接受的风险属于应急储备，不涉及成本基准，项目经理批准变更；变更涉及基准，向CCB提交正式书面变更请求。

169、 [单选] 预测型项目团队遇到一个场景，他们需要使用一些敏捷工具和方法。然而，他们并不认为这是合适的，因为他们的组织项目管理流程并没有提到这一点。在这种情况下，项目经理应该怎么做？

A predictive project team come across a scenario where they need to use some agile tools and methods. However, they did not feel this was appropriate since their organizational project management processes did not mention this. What should the project manager do in this scenario?

A：确保项目团队遵循组织的项目管理过程。
Ensure the project team follows the organizational project management processes.

B：创建一个变更请求，以包含敏捷方法并继续实施。
Create a change request to include the agile methods and proceed to implementation.

C：与团队合作，确定适当的项目方法和做法，并加以实施。
Work with the team to determine appropriate project methods and practices and implement them.

D：准备总结并将此问题上报项目变更控制委员会（CCB）。
Prepare a summary and escalate this issue to the project’s change control board (CCB).

B

冲刺

必刷

变更–敏捷变更–敏捷拥抱变更，敏捷不是没有变更，由PO评估变更

144、 [单选] 在迭代过程中，产品负责人告诉敏捷团队政府已经更新了法律要求。这将导致产品定义发生一些变更。项目经理应该如何处理这种情况？

In the middle of an iteration, the product owner tells the agile team that the government has updated legal requirements. This will result in some changes in the product definition. How should the project manager handle this situation?

A：审查迭代待办事项列表，因为产品定义已经改变，需要在继续项目之前重新评估。
Review the iteration backlog because the product definition has changed and needs to be reassessed before continuing the project.

B：继续工作，并要求产品负责人评估变更，并根据待办事项列表中的需要添加/删除用户故事。Continue work and ask the product owner to assess the changes and add/remove the stories as needed in the backlog.

C：请业务分析师评估变更，然后在待办事项列表中添加/删除用户故事，并根据商业价值对它们进行优先排序。
Ask a business analyst to assess the changes and then add/remove the stories in the backlog and prioritize them by business value.

D：要求产品负责人将新的变更添加到待办事项列表的底部，以便将变更作为变更请求来处理。
Ask the product owner to add new changes to the bottom of the backlog in order to handle the modifications as a change request.

A B
1.在敏捷团队中，产品负责人负责评估产品层面的变更，转化为用户故事，同时开发团队应继续对应原定承诺完成的迭代待办事项列表。
2.在新法规导致需要变更的用户故事，以及生效时间不确定的情况下，没有必要直接暂停当前迭代。
(例：新法律要求游戏类APP登录时必须输入本人的真实姓名和身份证号，但是本次迭代全都是关于游戏流程的用户故事，那么本次迭代可能就不受影响，PO可以在下个迭代中加入登录时输入本人的真实姓名和身份证号的用户故事)。
A：两个角度：
●新法规导致产品需要变更的用户故事不确定。
●新法规的生效时间不确定。
因此产品负责人应先评估变更，没有必要直接暂停当前迭代。
C：敏捷团队中评估产品层面变更的应该是产品负责人。
B：敏捷团队中决定待办事项优先级的应该是产品负责人，项目经理不能直接要求添加到待办事项列表底部。
解析：敏捷实践指南，4.3.2-敏捷的角色，P41。
选B，在敏捷团队中，产品负责人负责维护产品待办事项列表，以及评估变产品层面的变更。
A错误，题干场景强调了已经在迭代过程中，不应该为了评估直接叫停。
C错误，敏捷团队中评估产品层面变更的应该是产品负责人。
D错误，敏捷团队中决定待办事项优先级的应该是产品负责人，项目经理不能直接要求添加到待办事项列表底部。

易混

易混题比较

变更–敏捷变更–敏捷拥抱变更，PO与客户一起确认优先级。

63、 [单选] 一个敏捷项目已经进入了第七次冲刺阶段。在冲刺结束前两天，客户通知产品负责人，他们忘记在冲刺中包含某个功能。高级经理无意中听到谈话，并表示包含该功能意味着范围蔓延，并不应被允许。产品负责人的最佳行动方案是什么？

An agile project has entered its seventh sprint. Two days before the end of the sprint, the customer informs the product owner that they forgot to include one feature in the sprint. A senior manager overhears the conversation and states that including the feature represents scope creep and should not be allowed. What is the product owner’s best course of action?

A：与客户合作，在产品待办事项列表中为该功能设优先级
Work with the customer to prioritize the feature in the product backlog

B：请求客户提交变更请求
Request that the customer submit a change request

C：指导团队在当前的冲刺中开发该功能
Instruct the team to develop the feature in the current sprint

D：按照高级经理的指示拒绝该功能
Reject the feature as instructed by the senior manager

B A

变更–敏捷变更–敏捷拥抱变更

易混产品负责人评估变更请求后，判定是否变更，不能直接变更 。C选项错在这里 还是已经是延迟了，所以敏捷拥抱变更，直接跟客户说了 C选项错在“冲刺待办事项列表”，是“产品待办事项列表”，AB也是错误，排除法选D。

4、 [单选] 在每日站会上，开发人员指出一个待办事项将不会交付，因为他们需要在接下来的几天里意外休假。待办事项是用户在下一个冲刺评审中所期望的功能的先决条件。项目负责人应该怎么做？

In a daily standup meeting, a developer indicates that a backlog item will not be delivered because they need to take an unexpected leave for the next couple of days. The backlog item is a prerequisite for a feature expected by users in the next sprint review. What should the project lead do?

A：要求开发人员推迟休假，直到待办事项列表项目交付完毕。
Ask the developer to postpone the leave until the backlog item is delivered.

B：要求开发经理提供几天的替代人员。
Ask the development manager to provide a replacement for a couple of days.

C：与产品负责人合作，变更冲刺待办事项列表中的优先级。
Work with the product owner to change the priorities in the sprint backlog.

D：与产品负责人合作，通知用户功能延迟。
Work with the product owner to inform the users that the feature is delayed.

C D

原文地址：https://blog.csdn.net/stqer/article/details/140793311

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