PMP新考纲 敏捷题目 （二）

 31、项目具有较短的迭代计划和执行周期，其中需求是逐步细化的。关键相关方不断地参与进来，并提供频繁的反馈，从而使团队能够更快地应对变更。在这种类型的项目环境中，项目经理管理质量的最佳方法是什么？
A project has short iterative planning and executing cycles where the requirements are progressively elaborated. The key stakeholders are continuously involved and provide frequent feedback allowing the team to respond to changes more quickly. What is the best way for the project manager to manage quality in this type of project environment?

A： 通过定期进行质量审计
By conducting periodic quality audits

B： 通过使用确认范围过程
By using the Validate Scope process

C： 通过安排定期回顾
By scheduling regular retrospectives

D： 通过使用质量控制矩阵
By using the quality control matrix

正确答案：C 你的答案：C

解析：知识点出处：敏捷实践指南 页码：P50 章节：5.2.1 回顾总结会：回顾是最重要的一个实践，原因是它能让团队学习、改进和调整其过程。 从题干分析，这是一个敏捷方法，只有C回顾会属于敏捷的方法。

32、为了开发可交付成果，项目管理计划规定，分析师应在每次迭代开始时向项目团队提供数据集。在每日站会，开发人员报告说没有可用的数据集，因为分析师离开了公司并且没有新人上岗。采取以下哪种措施是适当的？（选择两项）

To develop Project Deliverable, Project Management plan specifies that an analyst should provide data sets to project team at the beginning of each iteration. At the daily standup developer reported that there are no data sets available as analyst left company and role is not backfilled. Which action is appropriate out of following (Choose Two)

A： 提交变更请求以更新成本和进度基准

Submit a change request to update cost and schedule baseline

B： 检查风险登记册，看是否有足够的应对

Check the risk register and see if there is an adequate response

C： 与负责人一起将问题记录在风险登记册中

Record the problem in risk register with responsible person

D： 终止项目，因为现在没有前进计划

Terminate the project as there is no path forward now

正确答案：B,C 你的答案：B,C

解析：知识点出处：PMBOK 6th 页码：P455 章节：11.7.1.2 风险登记册 · 已识别单个项目风险 · 风险责任人 · 商定的风险应对策略 · 以及具体的应对措施。 遇风险，先查册。

33、 由于三天前出现的问题没有得到解决，所以冲刺中计划好的任务未能完成。项目经理希望在未来防止这种情况的发生。项目经理应该做什么？
A planned task in a sprint does not get completed due to an issue that appeared three days ago but did not get resolved. The Project Manager wants to prevent this type of situation in the future. What should the Project Manager do?

A： 在回顾期间检查问题
During the retrospective, examine the issue

B： 在演示中解决这个问题
In the demo, address the issue

C： 在下一次迭代规划会议期间讨论这个问题
During the next iteration planning meeting, discuss the issue

D： 在接下来的每日站会上，审查该问题
In the next daily standup meeting, review the issue

正确答案：A 你的答案：A

解析：知识点出处：敏捷实践指南 页码：P50 章节：5.2.1 回顾总结会：回顾是最重要的一个实践，原因是它能让团队学习、改进和调整其过程。 回顾总结会的主要目的是总结经验教训。

34、你正在领导一个本应使用敏捷方法管理的项目。然而，每周产品负责人都会与项目团队举行一个长达5小时的待办事项列表细化会议，在会上她将项目范围划分为工作包级别。在三次迭代之后，项目团队的速度比预期的要慢。你的最佳行动方案是什么？
You are leading a project that was supposed to be managed using agile methods. Every week, however, the product owner holds a five-hour backlog refinement meeting with the project team where she presents the project scope broken down to the work package level. After three iterations, the project team's velocity is slower than expected. What is your best course of action?

A： 使产品负责人将范围分解到任务级别，并将任务分配给团队成员
Ask the product owner to decompose the scope down to the task level and assign the tasks to the team members

B： 建议产品负责人每周召开两次5小时的待办事项列表细化会议，以进一步明确范围
Advise the product owner to hold two five-hour backlog refinement meetings per week to gain further clarity on the scope

C： 通过每周1小时的待办事项列表细化会议，指导产品负责人介绍总体故事概念
Coach the product owner on presenting the overall story concept with one-hour weekly backlog refinement meetings

D： 与团队成员和产品负责人进行团队建设练习，以改善他们之间的沟通
Hold a team-building exercise with the team members and product owner to improve the communication between them

正确答案：C 你的答案：C

解析：知识点出处：敏捷实践指南 页码：41 章节：4.3.2 产品负责人Product Owner： · 创建待办列表并排序 · 确认工作优先顺序 · 提供反馈 · 指导开发方向 指导PO完成他的角色内容。

35、在迭代的中途，敏捷团队遇到了一个小的技术问题。其中一位团队成员回忆说，敏捷教练从她过去作为高级开发人员的经验来看，是这个领域的专家。团队要求教练帮助解决这个问题。敏捷教练首先应该做什么？
Midway into an iteration, an agile team faces a minor technical issue. One of the team members recalls that the agile coach is an expert in the field from her past experience as a senior developer. The team requests that the coach help resolve the issue. What should the agile coach do first?

A： 让团队解决问题
Let the team resolve the issue

B： 帮助团队解决问题
Help the team resolve the issue

C： 为团队解决问题
Resolve the issue for the team

D： 咨询产品负责人
Consult with the product owner

正确答案：A 你的答案：A

解析：知识点出处：敏捷实践指南 页码：P35 章节：4.2.1.1 仆人式领导的促进作用:促进者将帮助每个人各尽所能地思考和工作。促进者鼓励团队参与、理解，并对团队输出共同承担责任。促进者帮助团队创建可接受的解决方案。 问题比较小，让团队自己解决，可以促进他们的技术能力和协作能力。

36、你已经加入了一个项目，在该项目中，需求在交付期间定期细化，并且交付被划分为整个产品的子集。变更是定期合并的，风险和成本是通过使用新信息逐步细化计划来控制的。主要相关方定期参与。在你的项目中使用了什么开发方法？
You have joined a project in which requirements are elaborated at periodic intervals during delivery, and the delivery is divided into subsets of the overall product. Change is incorporated at periodic intervals, and risk and cost are controlled by progressively elaborating the plans with new information. Key stakeholders are regularly involved. What development approach is used on your project?

A： 敏捷 Agile

B： 预测 Predictive

C： 混合 Hybrid

D： 周期 Periodic

正确答案：C 你的答案：C

解析：知识点出处：敏捷实践指南 页码：P26 章节：3.1.6 混合生命周期的特征:对于整个项目，没有必要使用单一的方法。为达到特定的目标，项目经常要结合不同的生命周期要素。预测、迭代、增量和/或敏捷方法的组合就是一种混合方法。 排除法: A，敏捷型需要频繁的交付与计划 B，预测是一次性交付，不会定期包含变更

37、 由于不确定的市场环境和即将到来的项目的复杂性，贵公司正在考虑从传统的项目管理方式向混合的项目管理方式过渡。公司要求你研究各种选择，以整合新的项目管理实践，帮助公司更接近目标。以下哪一项你最不可能推荐？
Due to an uncertain market environment and complexity of upcoming projects, your company is considering a transition from a traditional to hybrid project management approach. The company tasks you with researching various options for incorporating new project management practices that would help the company move closer to its goal. Which of the following would you least likely recommend?

A： 让业务分析人员参与需求管理
Involving business analysts in requirements management

B： 在初始项目规划期间增加详细程度
Increasing the level of detail during initial project planning

C： 实施工具以识别复杂的项目要素
Implementing tools to identify complex project elements

D： 结合敏捷、增量和迭代实践
Incorporating agile, incremental, and iterative practices

正确答案：B

解析：知识点出处：敏捷实践指南 页码：P26 章节：3.1.6 混合生命周期的特征：对于整个项目，没有必要使用单一的方法。为达到特定的目标，项目经常要结合不同的生命周期要素。预测、迭代、增量和/或敏捷方法的组合就是一种混合方法。 B是明显的预测型。

38、一个组织正在从预测性项目管理过渡到敏捷。作为项目经理，你即将开展的项目需要提交合规报告，由于监管的原因，这些报告需要提交给内部审计师。如何在这种混合环境中满足法规遵循报告的需要？
An organization is transitioning from predictive project management to agile. As a project manager, your upcoming project will require compliance reporting that will need to be submitted to internal auditors due to regulatory oversight. How might you address the need for compliance reporting in this hybrid environment?

A： 与审计师合作来简化过程
Work with the auditors to streamline the process

B： 任命一位团队成员完成合规性报告
Task one of the team members to complete the compliance reporting

C： 将合规报告的责任转移给法律部门
Transfer the responsibility of compliance reporting to the legal department

D： 避免敏捷，因为它不适合在监管环境中运行的项目
Avoid agile as it not suitable for projects that operate in a regulatory environment

正确答案：A 你的答案：A

解析：知识点出处：敏捷实践指南 页码：P35 章节：4.2.1.2 消除组织障碍仆人式领导还应该关注其他冗长的过程，这些过程往往造成瓶颈问题，阻碍团队或组织的敏捷性。可能需要处理的过程或部门的例子包括，财务部门、变更控制委员会或审计部门。仆人式领导可以与他人携手合作，质疑和审核他们的过程，为敏捷团队和领导提供支持。 审计一般属于瓶颈过程，阻碍了团队快速交付价值。

39、敏捷项目的第三次迭代正在进行中。相关方对团队到目前为止所取得的进展并不满意。相关方与团队取得联系，并要求团队从现在起告知她他们正在进行的工作的状态。服务领袖应该如何回应？
The third iteration of an agile project is underway. A stakeholder is not happy with the progress the team made so far. The stakeholder approaches the team and requests that from now on the team informs her about the status of their work on an ongoing basis. How should a servant leader respond?

A： 邀请相关方参加每日站会、迭代审查和回顾
Invite the stakeholder to the daily standups, iteration reviews, and retrospectives

B： 向相关方解释敏捷项目不鼓励进度监督
Explain to the stakeholder that agile projects discourage progress monitoring

C： 建议相关方定期审查信息发射源
Suggest that the stakeholder periodically reviews the information radiators

D： 向相关方提供绩效测量基准
Provide the stakeholder with the performance measurement baseline

正确答案：C 你的答案：C

解析：知识点出处：敏捷实践指南 页码：P152 章节：术语表 信息发射源它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。信息发射源一般包括看板、燃尽图、燃起图、障碍日志等 相关方去看信息发射源也能起到同样作用还不干扰团队。A回顾会不需要。

40、你的公司被一位客户承包来进行一个软件开发项目。项目将使用敏捷方法来交付产品增量。然而，对于客户来说，该项目将是他们第一次体验敏捷。你想要确保客户端获得软件早期和持续交付的全部好处。你的最佳行动方案是什么？
Your company has been contracted by a client for a software development project. The project will use agile methods to deliver product increments. For the client, however, this project will be their first experience with agile. You want to make sure that the client gains the full benefit of early and continuous delivery of software. What is your best course of action?

A： 制定变更管理计划来应对不可避免的变更
Develop a change management plan to address the inevitable changes

B： 请求客户参与产品测试以加快交付速度
Request the client to take part in product testing to speed up delivery

C： 在项目可交付成果的时间安排上获得与客户的一致
Gain alignment with the client on the timing of project deliverables

D： 指导项目团队在单个版本中开发所有功能
Instruct the project team to develop all features in a single release

正确答案：C 你的答案：C

解析：知识点出处：敏捷实践指南 页码：P55 章节：5.2.5 展示/评审：使项目敏捷的一个基本要素是频繁地交付工作产品。一个没有展示或发布的团队，其学习的速度不会快，并且很可能并未采用敏捷技术。团队可能需要额外的引导来保证频繁的交付。 使用项目敏捷的一个基本要素是频繁地交付工作产品。

41、一个团队决定敏捷方法是否适合他们项目下一阶段的需求。不利的是，有些团队成员没有接受过适当的敏捷培训。项目经理应该如何应对敏捷培训的缺乏？
A team decides that an agile approach fits the needs of the next phase in their project. Unfortunately, there are team members who have not had the appropriate agile training. How should the project manager respond to the lack of agile training?

A： 在变更请求中包含对这些团队成员的敏捷培训。
Include agile training for these team members in a change request.

B： 确保项目应急储备可以覆盖所有团队成员的敏捷培训
Ensure the projects contingency reserve can cover agile training for all team members.

C： 为关键团队成员创建虚拟培训课程，涵盖主要敏捷课题。
Create virtual training sessions for key team members, covering the main agile topics.

D： 为团队成员确定并实施最具成本效益的敏捷培训
Identify and implement the most cost-effective agile training for the team members.

正确答案：D 你的答案：D

解析：知识点出处：敏捷实践指南 页码：P34 章节：4.2.1 仆人式领导的职责：对相关技能有更多接触、或者接受过相关培训的仆人式领导可以通过提供培训或开展这些活动来为团队提供支持。 AB为预测项目的方法C培训以当面形式更好一些

42、你正在处理一个为某位客户开发产品的项目。你已经决定采用敏捷开发方法论。你注意到，客户并不有意参与项目，因为他们认为，一旦已与你签下订单，你的团队应该在商定的时间和成本内交付产品。在这种情况下，最好的方法是什么？
You are handling a project to develop a product for one of your clients. You have decided on Agile methodology for development. You notice that the client is not very involved in the project because they believe that once the order has been placed with you, your team should deliver the product within the time and cost agreed on. What would be the best approach in this scenario?

A： 在项目的开始签署
Take a sign-off at the beginning of the project

B： 与产品负责人合作，并进行冲刺审查
Engage product owner and conduct sprint reviews

C： 等待客户提供反馈
Wait for the client to give you feedback

D： 基于类似的项目做出决定
Make a decision based on similar projects

正确答案：B 你的答案：B

解析：知识点出处：敏捷实践指南 页码：41 章节：4.3.2 产品负责人Product Owner：创建待办列表并排序、确认工作优先顺序、提供反馈、指导开发方向 在Scrum中，一切对客户的沟通为PO。

43、你被指派领导一个敏捷项目。然而，当你第一次与你的团队见面时，你意识到由于公司强加的各种各样的限制，大多数的团队成员不可能100%致力于项目。你的最佳行动方案是什么？
You have been assigned to lead an agile project. However, when you meet with your team for the first time, you realize that due to various company's imposed constraints, most of the team members would not be able to be 100% dedicated to the project. What is your best course of action?

A： 将开发方法从敏捷切换到Scrum
Switch the development approach from agile to scrum

B： 将迭代时间从两周增加到四周
Increase iteration length from two to four weeks

C： 向加班的团队成员提供奖励
Offer rewards to the team members to work overtime

D： 根据个人能力调整任务
Adjust assignments based on individual capacity

正确答案：D 你的答案：D

解析：知识点出处：敏捷实践指南 页码：P44 章节：4.3.5 专职小组成员：任务切换时，人员工作效率的损失在 20% 到 40% 之间。随着任务数量的增加，效率损失会呈指数级增长。团队通过使用协作工具来跟踪和监督他们的工作进度，并根据个人的能力来调整工作分配。 敏捷倡导专职，若实在无法专职，则需要根据团队能力自行安排调整任务

44、客户对交付的产品不满意，称其并不符合他们的期望。项目经理很惊讶，因为敏捷开发团队提前几个迭代交付了产品。项目经理有什么方法可以避免这种结果？
A customer is not satisfied with the delivered product, saying that it was not what they expected. The project manager is surprised, because the agile development team delivered the product several iterations early. What is one way that the project manager could have avoided this result?

A： 要求团队对需求的每一个持续的变更签字
Required team sign off for each of the constant changes to the requirements

B： 在做出变更之后，为产品测试留出更多资源
Set aside more resources for product testing after changes are made

C： 确保客户意识到演示的价值
Made sure that the customer was aware of the value of demos

D： 确保团队充分参与开发项目范围
Ensured that the team fully participated in developing the project scope

正确答案：C 你的答案：C

解析：知识点出处：敏捷实践指南 页码：P57 章节：5.2.8 交付的第一部分是一次演示。团队会收到关于产品的外观和运行方式的反馈。团队成员回顾如何检查和调整有关过程以取得成功。演示或评审是敏捷项目流程的必要组成部分。为团队的交付节奏安排适当的演示。 演示或评审是必要组成部分。演示与反馈要频繁进行

45、一位新项目经理加入项目每日站会，却发现项目团队花了太多时间讨论如何处理项目中的障碍。因为这些讨论，站会通常会持续两个多小时。应该用什么过程来处理这个问题？
A new Project Manager joins the projects daily standups only to find that the project team spends too much time discussing ways to deal with obstructions in the project. Because of these discussions, standups often last well over two hours. What process should be used to deal with this issue?

A： 让团队成员邀请他们的经理参加站会，以便更快地找到解决方案。
Ask team members to invite their managers to standup sessions in order to find solutions more quickly

B： 向团队成员解释，长时间的讨论占用项目实际工作的时间
Explain to team members that long discussions take time away from actual work on the project

C： 加入新的团队成员，他将负责管理障碍并安排额外的会议来讨论可能的解决方案
Insert a new team member who will manage obstacles and schedule additional meetings to discuss possible solutions

D： 告诉团队成员，他们需要缩短站会时间并改进寻找解决方案的工作
Tell the team members that they are required to shorten the standup meetings and improve on finding solutions

正确答案：D 你的答案：D

解析：知识点出处：敏捷实践指南 页码：P54 章节：5.2.4 为每日站会规定时间盒，不超出 15 分钟。站会是为了发现存在问题，而不是解决它们。将问题添加到停车场区，然后创建另一次会议，它可以在站会之后立即召开，并在会上解决问题。 每日站会不解决问题。

46、 在具挑战性的股东会议期间，客户表明他们将拒绝迭代的可交付成果。项目经理应该做什么？
During a challenging shareholder meeting, the customer indicates that they will reject an iteration's deliverable. What should the project manager do?

A： 向项目发起人发送请求，要求他们更新项目章程，然后重新分配职责和权限。
Send a request to the project sponsor, asking them to update the project charter then reassign the responsibilities and authorities.

B： 与项目团队会面，添加新的和改进的功能，以取代被拒绝的功能。
Meet with the project team to add new and improved features to replace the features that were rejected

C： 与相关方合作，以建立解决关心问题的共同方法。
Work with stakeholders to create a shared approach that will address the issues of concern.

D： 向变更控制委员会（CCB）提交变更请求，以向基准增加预算
File a change request with the change control board (CCB) in order to add budget to the baseline.

正确答案：C 你的答案：C

解析：知识点出处：PMBOK 6th 页码：P73 章节：6.1.1 敏捷方法强调频繁并尽早交付项目输出。但是，接收组织可能尚未做好加速纳入这些输出的充分准备。加速交付将会考验组织适应该交付的能力。成功发现和交付项目功能是不够的。如果组织抗拒项目输出，则会延迟目标投资回报。客户接受并支持项目输出在敏捷环境中日益盛行。 需要与组织内相关方以及客户在敏捷交付方法中共同努力。

47、一个敏捷团队刚刚完成了最终项目可交付成果的开发。团队成员正在向项目经理寻求下一步的建议。项目经理应该建议团队下一步做什么？
An agile team has just completed the development of the final project's deliverable. The team members are seeking advice from the project manager as to their next step. What should the project manager advise the team to do next?

A： 确定验收标准
Determine the acceptance criteria

B： 确保用户故事符合准备就绪的定义（DoR）
Ensure that the user stories meet the definition of ready (DoR)

C： 举行项目回顾
Hold a project retrospective

D： 验证可交付成果是否符合完成的定义（DoD）
Verify that the deliverables meet the definition of done (DoD)

正确答案：D 你的答案：D

解析：知识点出处：敏捷实践指南 页码：P151 章节：术语表 完成的定义DoD：它是团队需要满足的所有标准的核对单，只有可交付成果满足该核对单才能视为准备就绪可供客户使用。 敏捷项目完成后，检查DOD，以验证是否满足标准

48、 一个敏捷团队正在一起做他们的第一个项目。第一次迭代的目标没有实现，并且开发团队的成员之间存在重大分歧。在迭代回顾中，我们发现一些团队成员工作时间不固定，并且在需要他们的时候工作繁忙。敏捷教练本可以做什么不同的事情来防止这种情况？
An agile team is working on their first project together. The objectives for the first iteration were missed, and there is significant dissension among the members of the development team. During the iteration retrospective, it is discovered that some team members are working odd hours and have been unavailable when needed. What might the agile coach have done differently to prevent this situation?

A： 规定团队的标准工作时间
Mandated standard working hours for the team

B： 要求职能部门领导介入
Asked the functional leader to intervene

C： 没有办法能阻止描述的情况
Nothing could have prevented the situation described

D： 促进会议建立社会契约
Facilitated a meeting to establish a social contract

正确答案：D 你的答案：D

解析：知识点出处：敏捷实践指南 页码：P50 章节：5.1 团队价值观，例如可持续开发速度和核心工作时间；工作协议，例如“就绪”如何定义；“完成”如何定义；考虑时间盒；或使用工作过程限制；基本规则，例如有关一个人在会议上发言的规定；团队规范，例如团队如何对待会议时间。 团队章程，即团队的社会契约，规定团队成员间彼此互动的方式

49、两阶段项目的项目管理计划表明，市场研究将采用预测法，而产品开发将遵循敏捷模型。项目团队刚刚完成市场调研阶段，即将过渡到产品开发阶段，产品开发阶段的特点是预算和进度严格。在产品开发阶段，项目经理最好采用什么样的领导风格？
The project management plan for a two-phase project indicates that market research will employ a predictive approach, and product development will follow an agile model. The project team has just completed the market research phase and is about to transition to the product development phase, which is characterized by a strict budget and schedule. What leadership style is best for the project manager to adopt for the product development phase?

A： 指导性
Directive

B： 自由放任性
Laissez-faire

C： 仆人性
Servant

D： 平滑性
Smoothing

正确答案：C 你的答案：C

解析：知识点出处：敏捷实践指南 页码：P38 章节：4.2.3 仆人式领导：在敏捷环境中，项目经理充当仆人式领导，其工作重点转变为引导需要帮助的人，促进团队的合作，保持与相关方的需要一致。 敏捷环境中，项目经理充当仆人式领导

50、产品待办事项列表包含用户故事，这些故事通常基于最高价值进行优先级排序。谁负责在产品待办事项列表中定义和确定用户故事的优先级？
A product backlog contains the user stories, and these are typically prioritized based on the highest value. Who is responsible for defining and prioritizing user stories in a product backlog?

A： 项目经理
Project Manager

B： 产品负责人
Product Owner

C： Scrum主管
Scrum master

D： 发起人
Sponsor

正确答案：B 你的答案：B

解析：知识点出处：敏捷实践指南 页码：P41 章节：4.3.2 产品负责人Product Owner：创建待办列表并排序、确认工作优先顺序、提供反馈、指导开发方向。 优先级由且只由PO来确定。

51、 在演示和审查会议期间，进度报告显示一个敏捷项目脱离正轨，项目经理感到很惊讶，因为所有工作都是经过有目的性的选择和排序以满足更高层级的目标。 若要预防这种沟通不畅的问题，项目经理应该事先做什么？
During the presentation and review sessions, the project progress report indicates that an agile project is off-track, and the project manager is very astonished because all works are purposefully selected and sorted to meet the higher-level goals. To prevent this issue of poor communication, what should the project manager do beforehand?

A： 鼓励团队自行组织并提供项目支持
To encourage the team to organize and support the project

B： 创建一份应急储备
To generate emergency reserves

C： 让团队参与记录敏捷进度报告系统
To involve the team in recording the agile progress reporting system

D： 培训并指导团队使用敏捷方法
To train and guide the team how to use agile methods

正确答案：D 你的答案：D

解析：知识点出处：PMBOK 6th 页码：P342 章节：9.4.2.6 培训如果项目团队成员缺乏必要的管理或技术技能，可以把对这种技能的培养作为项目工作的一部分。 项目经理按敏捷方式来，团队没有，说明团队没有掌握敏捷方法的技能。

52、一个集成硬件和软件的项目正在执行中。硬件需求用详细的WBS定义。然而，软件需求是模糊的，并且经常变更，迫使团队在短反馈循环的情况下逐步开发产品。团队对频繁的变更和它所造成的混乱感到非常沮丧。项目经理应该如何应对？
A project to integrate hardware and software is in execution. The hardware requirements are well-defined with a detailed WBS. The software requirements, however, are vague and frequently change, forcing the team to develop the product incrementally with short feedback loops. The team is very frustrated by the frequency of changes and the chaos that it creates. How should the project manager respond?

A： 无视团队的挫折感，并专注于项目目标
Ignore the team's frustration and focus on the project goals

B： 接受团队的挫折感并表现出积极
Absorb the team's frustrations and demonstrate positivity

C： 为软件开发建立严格的变更控制过程
Institute a strict change control process for software development

D： 消除短反馈循环，来提高灵活性
Eliminate the short feedback loops to allow more flexibility

正确答案：B 你的答案：B

解析：知识点出处：敏捷实践指南 页码：P35 章节：4.2.1.1 仆人式领导的促进作用：促进者将帮助每个人各尽所能地思考和工作。促进者鼓励团队参与、理解，并对团队输出共同承担责任。促进者帮助团队创建可接受的解决方案。 在敏捷题目里，看到鼓励、促进、协作，一般都是正确的关键字。

53、项目经理为她的跨职能团队提供全面的指导、培训和支持，但委托团队管理和跟踪他们自己的工作分配，并作为一个团队做出决策。项目经理会参加有规律的团队会议，以监督团队的进展并提供支持，但通常不会参与有关工作量或团队决策制定的讨论。项目经理用什么来管理团队？
A project manager provides overall direction, training, and support to her cross-functional team, but entrusts the team to manage and track their own work assignments and make decisions as a group. The project manager participates in regular team meetings to monitor the team's progress and provide support, but generally stays out of discussions about workload or team decision making. What is the project manager employing to manage the team?

A： 情商
Emotional intelligence

B： 自组织团队
Self-organizing teams

C： 团队建设
Team building

D： 动机
Motivation

正确答案：B 你的答案：B

解析：知识点出处：敏捷实践指南 页码：P153 章节：术语表 它是一种跨职能团队，其中为实现团队目标团队成员根据需要轮换着发挥领导作用。 自组织团队的核心就是做什么事情，团队成员说了算。

54、敏捷项目负责人希望确保产品愿景在整个项目过程中不会在团队成员的脑海中消失。对于敏捷领导者来说，实现这个目标的最佳方式是什么？
An agile project leader wants to ensure that the product vision does not fade away in the team members' minds throughout the course of the project. Which of the following would be the best way for the agile leader to achieve that goal?

A： 在启动会议上提出产品愿景声明
Present the product vision statement at the kickoff meeting

B： 将产品愿景声明显示为信息发射源
Display the product vision statement as an information radiator

C： 将产品愿景声明邮件给所有项目相关方
Email the product vision statement to all project stakeholders

D： 在每次迭代开始时传达产品愿景
Re-communicate the product vision at the beginning of each iteration

正确答案：D

解析：知识点出处：PMBOK 6th 页码：P216 章节：6.5.2.8 敏捷发布规划基于项目路线图和产品发展愿景，提供了高度概括的发布进度时间轴（通常是 3 到 6个月）。同时，敏捷发布规划还确定了发布的迭代或冲刺次数，使产品负责人和团队能够决定需要开发的内容，并基于业务目标、依赖关系和障碍因素确定达到产品放行所需的时间。 产品愿景需要不断声明。

55、一个组织决定逐渐从传统方法过渡到混合方法，然后是敏捷方法。一家咨询公司被聘请来领导这一过程并为管理层提供建议。为了开始这个过程，顾问强调，随着这个转变，项目领导者的角色必须从命令和控制自顶向下的方法变更为敏捷服务型领导。这种转变对项目负责人的日常工作意味着什么
An organization has decided to gradually transition from traditional methods to hybrid and then agile. A consulting firm has been hired to lead the process and advise management. To start the process, the consultant emphasizes that with this transition, the role of project leaders will have to change from command and control top-down approach to agile servant leadership. What will this transition mean for the project leaders in their day-to-day work?

A： 将任务分配给团队、监督和控制项目工作
Assigning tasks to the team, monitoring and controlling project work

B： 管理产品待办事项列表中指定的用户故事和任务
Managing user stories and tasks specified in the product backlog

C： 为团队设定方向，提供指导，促进工作
Setting the direction for the team, providing guidance, facilitating work

D： 不需要变更，因为领导者的角色保持不变
No change will be required since the leader's role remains the same

正确答案：C 你的答案：C

解析：知识点出处：敏捷实践指南 页码：P35 章节：4.2.1.1 仆人式领导的促进作用促进者将帮助每个人各尽所能地思考和工作。促进者鼓励团队参与、理解，并对团队输出共同承担责任。促进者帮助团队创建可接受的解决方案。 在敏捷题目里，看到鼓励、促进、协作，一般都是正确的关键字。

56、一位新的开发人员在项目执行过程中加入了一个敏捷团队。在参观工作区域的过程中，Scrum主管简要概述了团队使用的敏捷实践，并将新开发人员介绍给团队成员。在这种情况下，Scrum主管下一步最合逻辑的步骤是什么？
A new developer has joined an agile team in the middle of project execution. During the tour of the work area, the scrum master gives a brief overview of the agile practices used by the team and introduces the new developer to the team members. What would be the next most logical step for the scrum master to take in this situation?

A： 召开项目启动会议来介绍新开发人员
Set up a project kick-off meeting to introduce the new developer

B： 让团队成员向新开发人员介绍项目
Let the team members introduce the project to the new developer

C： 为新开发人员分配一个易于完成的用户故事
Assign the new developer a user story that can be easily accomplished

D： 让新开发人员阅读团队基本规则和过程
Ask the new developer to read the team's ground rules and processes

正确答案：B 你的答案：B

解析：知识点出处：敏捷实践指南 页码：P153 章节：术语表 它是一种跨职能团队，其中为实现团队目标团队成员根据需要轮换着发挥领导作用。 自组织团队，让团队成员去讲解。D，基本规则最好非正式会议和他讲。

57、公司授权一个内部Scrum项目为高级管理层开发一个报告工具。由于预算有限，公司要求技术主管同时担任产品负责人。主管与管理层一起开发用户故事。在冲刺审查中，管理代表感到失望，因为工具不是他们所期望的。技术主管今后的最佳行动方案是什么？
A company authorizes an internal scrum project to develop a reporting tool for senior management. Due to a limited budget, the company requests the technical lead to also act as a product owner. The lead works with the management to develop user stories. At the sprint review, the management representative is disappointed as the tool is not what they expected. What is the technical lead’s best course of action going forward?

A： 让Scrum主管替产品负责人填写
Ask the scrum master to fill in for the product owner

B： 将产品负责人的职责委派给团队成员
Delegate the product owner responsibilities to the team members

C： 要求公司提供专门的产品负责人
Ask the company to provide a dedicated product owner

D： 继续履行技术领导和产品负责人的职责
Continue to perform the duties of both the technical lead and product owner

正确答案：C 你的答案：C

解析：知识点出处：敏捷实践指南 页码：41 章节：4.3.2 产品负责人Product Owner：创建待办列表并排序、确认工作优先顺序、提供反馈、指导开发方向。 PO的角色不可或缺，应该由单独的人来负责。

58、相关方经常打电话和发邮件给开发团队以获取项目的状态，从而对团队的进展产生负面影响。敏捷教练应该如何处理这种情况？
A stakeholder frequently calls and emails the development team to get status on the project, thus negatively affecting the team progress. How should an agile coach handle this situation?

A： 将该问题升级上报给项目发起人
Escalate the issue the project sponsor

B： 指导相关方进行适当的敏捷实践
Guide the stakeholder on proper agile practices

C： 将相关方引荐给产品负责人
Direct the stakeholder to the product owner

D： 让团队决定如何处理此问题
Let the team decide on how to handle this issue

正确答案：B 你的答案：B

解析：知识点出处：敏捷实践指南 页码：P73 章节：6.1.2 变革就绪情况：积极明确的管理层支持；变革管理实践，包括沟通和引导；逐个项目应用敏捷实践向团队增量地引入敏捷实践；以及通过采取适用的敏捷技术和实践示范引导。 组织的变革，需要管理层的支持以及敏捷教练的不断实践。D，团队不解决对外沟通的问题。

 59、在每日站会上，开发团队的两名成员开始争论来自WBS的一个特定的工作包是否已经满足了被认为是完整的要求。项目团队的两名成员都将被闲置，直到达成解决方案。在会议结束之前，项目经理首先应该做什么？
During a daily standup meeting, two members of the development team begin arguing over whether or not a particular work package from the WBS has met requirements to be considered complete. Both project team members will be idled until a resolution can be reached. Before adjourning the meeting, what should the project manager do first?

A： 审查需求文件
Review the requirements documentation

B： 参阅需求跟踪矩阵
Refer to the requirements traceability matrix

C： 执行确认范围过程
Perform the Validate Scope process

D： 在问题日志中记录障碍
Record the impediment in the issue log

正确答案：D 你的答案：D

解析：知识点出处：敏捷实践指南 页码：P54 章节：5.2.4 为每日站会规定时间盒，不超出 15 分钟。站会是为了发现存在问题，而不是解决它们。将问题添加到停车场区，然后创建另一次会议，它可以在站会之后立即召开，并在会上解决问题。 每日站会不解决问题。

60、已经决定使用瀑布管理项目。然而，由于需求不明确，软件将在短时间内使用Scrum进行开发。在从组织内部获得团队之后，项目经理意识到组织在几个关键领域缺乏技术专长，将需要从供应商获得外部资源。然而，本组织希望保留其对所进行工作的战略酌处权。对于项目经理来说，为了最大限度地与供应商协作，最好的承包技术是什么？
It has been decided that the project will be managed using waterfall. However, due to ambiguous requirements, the software will be developed in short iterations using Scrum. After acquiring a team from within the organization, the project manager realizes that the organization lacks technical expertise in several key areas and will require external resources from a vendor. The organization, however, wants to preserve its strategic discretion on the work performed. What is the best contracting technique for the project manager to use to maximize collaboration with the vendor?

A： 团队扩充
Team augmentation

B： 提前取消选项
Early cancellation option

C： 固定价格增量
Fixed-price increments

D： 时间和材料限制
Not-to-exceed time and materials

正确答案：A 你的答案：A

解析：知识点出处：敏捷实践指南 页码：P77-78 章节：6.3 团队扩充大多数协作合同方法是将供应商服务直接嵌入客户组织中。通过资助团队而不是特定范围，可以保留客户自行确定需要完成工作这方面策略的权力。 需要区分项目经理与PMO的角色差异