PMP?每日一練試題（2023/1/23）
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PMP?每日一練試題內(nèi)容（2023/1/23）
試題1
An agile team is working on delivering a high-profile solution for a customer.However.the product owner is experiencing difficulty obtaining information from the customer on requirements for their evolving needs.What should the agile team do?
敏捷團(tuán)隊(duì)正在為客戶交付一個(gè)備受矚目的解決方案。但是，由于客戶的需求不斷變化，產(chǎn)品負(fù)責(zé)人難以從客戶那里獲得需求相關(guān)信息。敏捷團(tuán)隊(duì)?wèi)?yīng)該怎么做?
A、Conduct a joint design session with the product owner and the customer to obtain all requirements. 與產(chǎn)品負(fù)責(zé)人和客戶召開聯(lián)合設(shè)計(jì)會(huì)議以獲得所有需求。
B、Adopt a validated learning approach to frequently review and validate small increments with the customer 采用經(jīng)過驗(yàn)證的學(xué)習(xí)方法與客戶—起經(jīng)常審查和核實(shí)小幅增量。
C、Run a spike iteration to analyze the customer's needs and propose a hypothetical solution. 運(yùn)行一次刺探迭代來分析客戶的需求.并提出一假設(shè)解決方案。
D、Suggest that the product owner receive requirement-gathering training. 建設(shè)產(chǎn)品負(fù)責(zé)人接受需求收集培訓(xùn)。查看答案
試題參考答案：B
試題2
賣方已經(jīng)按合同約定交付了全部可交付成果，項(xiàng)目經(jīng)理提出正式關(guān)閉采購(gòu)的要求，經(jīng)采購(gòu)管理員核實(shí)，還有一項(xiàng)索賠沒有解決。以下哪個(gè)說法是正確的? （）
A、暫時(shí)不管這項(xiàng)索賠，完成本次采購(gòu)關(guān)閉
B、還有未決索賠，暫時(shí)無法關(guān)閉本次采購(gòu)
C、要求走訴訟程序盡快解決索賠，促使采購(gòu)關(guān)閉
D、雙方協(xié)商一致就可以正式關(guān)閉采購(gòu)查看答案
試題參考答案：B
試題3
管理質(zhì)量團(tuán)隊(duì)成員通知項(xiàng)目經(jīng)理在可交付成果中發(fā)現(xiàn)了1 00個(gè)缺陷。因此，必須中止項(xiàng)目的任何后續(xù)工作。項(xiàng)目經(jīng)理接下來應(yīng)該怎么做?（）
A、與團(tuán)隊(duì)會(huì)面，了解情況并實(shí)施過程改進(jìn)
B、查閱質(zhì)量管理計(jì)劃，確定缺陷是否超出公差范圍之外
C、將其登記為風(fēng)險(xiǎn)，并遵循風(fēng)險(xiǎn)管理計(jì)劃
D、按照溝通管理計(jì)劃通知相關(guān)方查看答案
試題參考答案：A
試題4
項(xiàng)目發(fā)起人批準(zhǔn)了項(xiàng)目章程，該項(xiàng)目是在兩個(gè)城鎮(zhèn)之間修建一條道路，若要確保兩個(gè)社區(qū)均了解該項(xiàng)目的特性，項(xiàng)目經(jīng)理應(yīng)該怎么做?
A、與主題專家（SMEs）一起制定工作說明書（SOW）
B、與項(xiàng)目團(tuán)隊(duì)一起頭腦風(fēng)暴項(xiàng)目可交付成果
C、與關(guān)鍵項(xiàng)目相關(guān)方一起召開項(xiàng)目開工大會(huì)
D、與項(xiàng)目所有人一起評(píng)審項(xiàng)目管理計(jì)劃查看答案
試題參考答案：C
試題5
在六次迭代之后，項(xiàng)目范圍和進(jìn)度發(fā)生了重大變化。其原因在于客戶的定期審查的技術(shù)法規(guī)和安全政策。項(xiàng)目經(jīng)理希望為下一次迭代提出一種新的方法以避兔可能的延遲。項(xiàng)目經(jīng)理首先應(yīng)該做什么?
A:對(duì)每個(gè)改進(jìn)項(xiàng)目的重要性進(jìn)行排序，然后實(shí)施上次回顧中確定的行動(dòng)。
B:進(jìn)行成本效益分析，以幫助預(yù)測(cè)下一階段通過使用新技術(shù)可能實(shí)現(xiàn)的利潤(rùn)。
C:研究在類似項(xiàng)目中取得成功的新技術(shù)趨勢(shì)和管理工具。
D:使用待辦事項(xiàng)列表的細(xì)化會(huì)議，并將客戶的變更請(qǐng)求包括在討論中。
After six iterations, significant variations have occurred to project scope and schedule. These aredue to the customer's technology regulations and security policies, which are regularly reviewed.The project manager wants to suggest a new approach to the next iteration to avoid possibledelays. What should the project manager do first?
A．Rank the importance of each improvement item, then implement actions identified during thelast retrospective.
B．Engage in a cost-benefit analysis that can help predict the profits that could be realized throughthe use of new technology for the next phase.
C．Research new technology trends and management tools that have been successful on similarprojects.
D．Use a backlog refinement meeting and include the customer's change requests in the discussion.查看答案
試題參考答案：A
試題6
一位敏捷教練加入了一個(gè)團(tuán)隊(duì)，這個(gè)團(tuán)隊(duì)在過去的幾個(gè)月里一直致力于一個(gè)項(xiàng)目。教練注意到團(tuán)隊(duì)成員正在努力消除障礙，沒有關(guān)于時(shí)間限制事件的規(guī)則，也沒有使用信息發(fā)射源來顯示項(xiàng)目狀態(tài)。敏捷教練應(yīng)該采取的最佳行動(dòng)方案是什么?
A:幫助團(tuán)隊(duì)處理障礙，提醒時(shí)間限制的重要性，并強(qiáng)制團(tuán)隊(duì)使用信息發(fā)射源
B:告訴團(tuán)隊(duì)處理障礙，提醒時(shí)間限制的重要性，并建議團(tuán)隊(duì)使用信息發(fā)射源
C:幫助團(tuán)隊(duì)處理障礙，提醒時(shí)間限制的重要性，并建議團(tuán)隊(duì)使用信息發(fā)射源
D:什么都不做，因?yàn)閱栴}很小，可以由團(tuán)隊(duì)處理，因?yàn)槊艚輬F(tuán)隊(duì)是自我管理和自我組織的
An agile coach joined a team that has been working on a project for the last few months. Thecoach noticed that the team members were struggling to remove impediments, did not have adiscipline around time-boxed events, and were not using information radiators to display theproject status. What is the best course of action for the agile coach to take?
A．Help the team deal with impediments, remind of the importance of time-boxing, and force theteam to use information radiators
B．Tell the team to deal with impediments, remind of the importance of time-boxing, and suggestthe team to use information radiators
C．Help the team to deal with impediments, remind of the importance of time-boxing, and suggestthe team to use information radiators
D．Do nothing, since the issues are minor and can be handled by the team because agile teams areself- managing and self-organizing查看答案
試題參考答案：C
試題7
A company switches to an agile approach for project development with cross-functional teams,and assigns a project manager to a critical project.What should the project manager use to avoid any possibility of employees resigning?
一家公司轉(zhuǎn)向采用跨職能團(tuán)隊(duì)進(jìn)行項(xiàng)目開發(fā)的敏捷方法，并將項(xiàng)目經(jīng)理分配到一個(gè)關(guān)鍵的項(xiàng)目。項(xiàng)目經(jīng)理應(yīng)該如何避免員工辭職的可能性?
A、Conduct round table discussions,workshops,works hops，and one-on-one meetings. 進(jìn)行圓桌討論、研討會(huì)和一對(duì)—的會(huì)議
B、Establish a committee to work on defining agile appro aches. 成立一個(gè)委員會(huì)來確定敏捷方法
C、Ask the human resource department to become involved in the project to assist with employee management. 要求人力資源部門參與該項(xiàng)目以協(xié)助員工管理
D、Negotiate better salaries or project bonus. for all project team members. 為所有項(xiàng)目團(tuán)隊(duì)成員協(xié)商更好的工資或項(xiàng)目獎(jiǎng)金查看答案
試題參考答案：A
試題8
項(xiàng)目經(jīng)理制定了一份項(xiàng)目范圍的詳細(xì)描述，項(xiàng)目經(jīng)理應(yīng)該使用下列哪項(xiàng)工具和技術(shù)來提交項(xiàng)目范圍說明書?
A、績(jī)效審查、偏差分析、分解和儲(chǔ)備分析
B、專家判斷、偏差分析、確定可選方案和產(chǎn)品分析
C、績(jī)效審查、產(chǎn)品分析、確定可選方案和儲(chǔ)備分析
D、專家判斷、產(chǎn)品分析、確定可選方案和引導(dǎo)查看答案
試題參考答案：D
試題9
項(xiàng)目經(jīng)理開除了2名團(tuán)隊(duì)成員，是使用了沖突管理策略中的∶
A、強(qiáng)制
B、回避
C、妥協(xié)
D、交換查看答案
試題參考答案：A
試題10
在項(xiàng)目的第二個(gè)階段，項(xiàng)目經(jīng)理向發(fā)起人提供了關(guān)干活動(dòng)資源的準(zhǔn)確評(píng)估，使用什么工具?
A、專家判斷巴
B、類比估算
C、自下而上估算
D、參數(shù)估算查看答案
試題參考答案：C
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