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　　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

　　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

　　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、績效審查、偏差分析、分解和儲(chǔ)備分析。慧翔天地

　　B、專家判斷、偏差分析、確定可選方案和產(chǎn)品分析。慧翔天地

　　C、績效審查、產(chǎn)品分析、確定可選方案和儲(chǔ)備分析。慧翔天地

　　D、專家判斷、產(chǎn)品分析、確定可選方案和引導(dǎo)。慧翔天地

　　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

　　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

PMP備考每日試題（240208）點(diǎn)擊跳轉(zhuǎn)

      （240208）答案

　　1、B

　　2、B

　　3、A

　　4、C

　　5、A