Frequently Mis answered Questions on the PMP Exam（5 Qs, Answers Below）-PMPSIM503

1. [单选] 项目经理已经完成了项目的所有任务，并立即开始一个新项目。新项目开始几个月后，会计经理要求确认以前的项目，因为预算仍然是开放的，没有进一步的现金流程。项目经理应该怎么做呢？The project manager has finished all the tasks of the project and immediately starts on a new project. A few months after beginning the new project, the accounting manager asks for confirmation of previous projects because the budget is still open with no further cash flows. What should the project manager do？

•  A：向会计传达任务完成信息Convey task completion information to accounting
•  B：正确关闭采购流程Close the procurement process properly
•  C：完成过渡过程Complete the transition process
•  D：对项目进行行政收尾Perform administrative closure of the project
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2.[单选] 一位IT项目经理得到了一个评价很高的新供应商的推荐，这家供应商提供优质的质量保证专业服务。项目经理计划在一个新项目中聘用这家有质量保证的供应商，但他们的费用超出了项目预算。项目经理接下来应该做什么？An IT project manager has been referred to a new, highly rated vendor that provides professional quality assurance services. The project manager plans to engage the quality assurance vendor on a new project, but their rates do not fit into what was budgeted for the project. What should the project manager do next?

•  A：与管理团队讨论此问题。Discuss the issue with the management team.
•  B：与项目干系人进行沟通。Engage the project stakeholders.
•  C：更新合同以降低费率。Update the contract with a lower rate.
•  D：与采购团队合作。Engage the procurement team.
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• 3.[单选] 敏捷项目的干系人感到不满，因为一些最终产品未能满足他们的期望。当项目经理询问团队关于干系人期望时，团队只提到项目的目标。除了提醒团队干系人期望、利益和影响在项目中的重要性外，项目经理还应该如何改进这种情况？The stakeholders in an agile project are upset because some of the final products do not meet their expectations. When the project manager asks the team about the stakeholders' expectations, the team only mentions the project's objective. In addition to reminding the team about the importance of stakeholder expectations, interest, and influence in the project, how should the project manager improve this situation?
  • A：激励团队创建并使用敏捷项目章程。Motivate the team to create and use an agile project charter.
  •  B：鼓励团队使用信息发射器来分析期望。Encourage the team to use an information radiator to analyze expectations
  •  C：教授团队如何使用用户画像。 Teach the team how to use the user persona technique.
  •  D：提醒团队面对面的沟通是最好的方法。Remind the team that face-to-face communication is the best method.
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  4.[单选] 在一个规划会议中，开发团队和产品负责人对一个软件开发项目中特定功能的开发所需的工作量发生争议。产品负责人认为该功能可以在一周内开发完成，而团队估计至少需要两周。经过几个小时的讨论，他们没有达成一致意见。项目负责人应该怎么做？During a planning session, the development team and the product owner are arguing about the effort needed to deliver a specific feature in a software development project. The product owner says that the feature can be developed in one week, whereas the team estimates that it will take at least two weeks. After several hours of discussion, they have not reached an agreement. What should the project leader do?

  •  A：决定时间估算应该是什么，并继续进行规划会议。Decide what should be the time estimate and proceed with the planning meeting.
  •  B：教育产品负责人项目团队成员是评估工作量的最合适群体。Educate the product owner that the project team members are the most appropriate group for assessing the effort.
  •  C：要求项目团队接受较短的估计时间，因为保持与产品负责人良好的关系很重要。Ask the project team to accept the shorter estimate as it is important to keep a good relationship with the product owner.
  •  D：向干系人沟通项目需要延迟两周。Communicate to the stakeholders that the project has to be delayed for two weeks.
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  5. [单选] 一个项目经理正在执行一个商业建筑项目。项目经理发现尚未获得所需的建筑许可。获得许可将推迟项目一个月，成本为项目35,000美元。在没有许可的情况下继续建设的罚款为每天1,000美元。项目经理应该首先做什么？A project manager is executing a commercial building project. The project manager discovers that the required building permits have not been obtained. Obtaining the permits will delay the project by 1 month and will cost the project US$35,000. The fine associated with continuing to build without the permits is US$1,000 per day. What should the project manager do first?

  •  A：在继续建设之前获得许可。Obtain the permits before continuing the build.
  •  B：更新风险管理计划。Update the risk management plan.
  •  C：查阅以往项目的经验教训。Review lessons learned from previous projects.
  •  D：在努力获得许可的同时继续项目。Continue the project while trying to obtain the permit.