Frequently Mis answered Questions on the PMP Exam（5 Qs, Answers Below）-PMPSIM516

 1.[单选] 在项目开展过程中，项目经理的直接主管在其不知情的情况下，直接与客户沟通，批准相关变更。这令项目团队非常困惑，因为项目范围的背景正在发生变化，但这只在项目会议中有所提及，项目经理该如何应对这种情况？During the course of a project, the project manager's immediate director is communicating directly with the client to approve changes without the project manager's knowledge. This is causing confusion in the project team where the scope is changing in the background, but only being mentioned in project meetings. How should the project manager handle this?

• A：审视干系人参与计划，并实施相应的行动计划。Review the stakeholder engagement plan and put in place any existing actions accordingly.
• B：直接与主管沟通，使其了解沟通管理计划。Communicate directly with the director and inform them of the communications management plan.
• C：与项目团队讨论这些问题，让其知道项目经理将会处理范围变更事宜。Discuss the issues with the project team and let them know that the project manager will handle scope changes.
• D：直接与客户沟通，表明任何范围变更须经项目经理同意。Communicate directly with the client stating that any scope changes must go through the project manager.

2.[单选] 在项目设计阶段，项目经理注意到进度绩效指数（SPI）为1.8，成本绩效指数（CPI）为0.1，在与高层管理人员召开的每周例会上，项目经理报告了关于这些指标的顾虑。但顾虑最大之人正是项目发起人，他/她说如果这种趋势继续下去，他们将被迫提前关闭项目。项目经理应该怎么做？During the design phase of a project, the project manager notices that the schedule performance index (SPl) is 1.8 and the cost performance index (CPI) is 0.1. In a weekly meeting with top management, the project manager reports concerns about these indicators. However, the most concerned person was the project sponsor who said that if the trend continues, they will be forced to prematurely close the project. What should the project manager do?

• A：停止赶工加快进度计划。Stop crashing the schedule.
• B：关注项目发起人，但要理解在项目设计阶段支出增加非常正常。Monitor the project sponsor, but understand that it is normal to spend more money in the design phase of a project.
• C：运用资源平衡技术。Use a resource-leveling technique.
• D：密切跟进了解项目发起人，并修改项目的资源管理计划，以改善指标。Manage the project sponsor closely and revise the project's resource management plan to improve indicators.

3.[单选] 项目经理是评估敏捷交付方法使用的组织的一部分。一位项目管理办公室（PMO）的新经理曾有过使用Scrum方法的糟糕经历，他建议项目委员会用预测型方法取代Scrum。项目经理应该怎么做？ A project manager is part of an organization that is assessing the use of agile delivery approaches. A new project management office (PMO) manager who had a bad experience with a scrum approach recommended that the project board replace scrum with a predictive approach. What should the project manager do?

• A：确定风险管理计划（或根据需要确定新方法)。 Define a risk management plan (or the new approach, as needed).
• B：审查收益实现计划，以包括变更的成本。 Review the benefits realization plan to include the cost of the change.
• C：根据需要，为新方法制定项目管理计划。 Define a project management plan for the new approach, as needed.
• D：审查沟通管理计划，以确定新的干系人。 Review the communications management plan to identity new stakeholders.

4.[单选] 在回顾会议上，敏捷团队正在讨论未达到产品负责人期望的情况。项目经理本应在项目之初采取什么措施？During the retrospective ceremony, the agile team is talking about the product owner's expectations not being met. What should the project manager have done at the beginning of the project?

• A：清晰地向团队传达项目愿景和冲刺目标。Communicated project vision and sprint goals clearly to the team.
• B：定义敏捷团队在创建待办事项列表方面的预期贡献。Defined the expected agile team contribution in the creation of the backlog.
• C：评估敏捷团队的能力，并规划必要的培训。Assessed the capabilities of the agile team and planned for the required training.
• D：定义团队基本规则，并共享项目愿景。Defined the team ground rules and shared project vision.

5.[单选] 当项目准备交付第一批产品时，质量控制检查认为产品不适合交付。根本原因分析(RCA)表明，作为最新变更请求的一部分添加的组件没有在整个开发周期中进行测试。项目经理下一步应该做什么？ A project is ready to deliver the first batch of the product when a quality control check rejects the product as unfit for delivery. The root cause analysis (RCA) shows that a component added as part of the latest change request was not tested throughout the development cycle. What should the project manager do next?

• A：审查变更控制过程，以确保质量管理工件作为变更的一部分得到更新。 Review the change control process to ensure quality management artifacts are updated as part of the change.
• B：审查质量管理过程，并进行过程审计，作为持续质量保证的一部分。 Review the quality management process and perform a process audit as part of ongoing quality assurance.
• C：审查沟通管理计划，确保变更要求传达给受影响的团队成员。 Review the communications management plan to ensure change requests are communicated to the affected team members.
• D：与项目管理办公室（PMO）审查质量管理程序，以确保符合最佳做法。 Review the quality management process with the project management office (PMO) to ensure compliance with best practices.