Frequently Mis answered Questions on the PMP Exam（5 Qs, Answers Below）-PMPSIM502

1. [单选] 项目经理发现，由于两个开发人员之间持续的分歧，关键路径上的一个组件有延迟的危险。这种与个性相关的问题无法由团队解决。项目经理应该怎么做？A project manager discovered that a component on the critical path is in danger of delay due to continuous disagreements between two developers. This personality-related issue can't be resolved by the team. What should the project manager do?

•  A：在登记册中记录问题，并推迟组件的开发。Log the issue in the register and delay the development of the component.
•  B：在登记册中记录问题，并要求团队通过投票做出决定。Log the issue in the register and ask the team to make a decision by voting.
•  C：在登记册中记录问题，并上报给人力资源（HR）经理。Log the issue in the register and escalate to the human resources (HR) manager.
•  D：在登记册中记录问题，并让开发人员解决冲突。Log the issue in the register and let the developers resolve the conflict.
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2.[单选] 在一次冲刺回顾中，一位团队成员发现质量流程不是最新的。这时应该找谁来更新质量流程？During a sprint retrospective, a team member found that the quality process is not up to date. Who should be responsible for updating the quality process?

•  A：产品负责人 Product Owner
•  B：项目团队Project Team
•  C：质量负责人Quality Manager
•  D：项目管理办公室（PMO）Project Management Office
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 3.[单选] 一个项目经理正在领导一个混合项目，工作分解结构（WBS）和时间表已经制定，但是项目经理很难将特定的资源分配给所有的项目任务。项目经理应该怎么做？A project manager is leading a hybrid project. The work breakdown structure (WBS) and the schedule were developed, but the project manager is having difficulty assigning specific resources to all of the project tasks. What should the project manager do？

•  A：将问题上报给项目发起人，寻求他们的立即干预。Escalate the issue to the project sponsor and seek their immediate intervention.
•  B：将未分配的任务分配给职能岗位，然后在资源可用时重新分配。Assign the unallocated tasks to the functional role and then reallocate when the resources are available.
•  C：将未分配的任务分配给项目管理办公室（PMO）经理，并在资源可用时重新分配。Assign the unallocated tasks to the project management office (PMO) manager and reallocate when the resources are available.
•  D：暂时忽略未分配的任务。并在资源可用时重新分配。Ignore the unallocated tasks for now and reallocate when the resources are available.
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4. [单选] 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
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5. [单选] 在项目执行的开工会议期间，供应商向客户干系人展示了迁移计划。拥有被迁移解决方案的业务单元的主管，要求对系统上线做出最终的“是否上线”的决策权。项目经理应该怎么做？During a kick-off meeting at the start of project execution, the vendor presents a migration plan to client stakeholders. The director of the business unit that owns the solution being migrated demands the ability to make the final go/no-go decision about whether the systems go live. What should the project manager do?

•  A：安排与主管的会议，提供专业证据，让客户干系人信任项目团队的决策。Schedule a meeting with the director to provide proof of expertise so the client stakehoIders will trust the project team's decision.
•  B：安排与项目发起人的会议，确定是否接受主管提供决策的请求。Schedule a meeting with the project sponsor to determine if it is appropriate to accept the director's request to provide a decision.
•  C：确认主管将在责任分配矩阵（RAM）中负责该决策，并让客户干系人对此负责。Confirm that the executive will be responsible for the decision in the Allocation of Responsibilities Matrix (RAM) and hold the customer stakeholders accountable for it.
•  D：要求客户提出变更请求，使主管对该决策负责。Ask the client to initiate a change request to make the director accountable for the decision.