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　　1、敏捷項(xiàng)目的第一次迭代即將開始。發(fā)起人召集團(tuán)隊(duì)、Scrum主管、產(chǎn)品負(fù)責(zé)人和其他項(xiàng)目相關(guān)方參加啟動(dòng)會(huì)議。發(fā)起人強(qiáng)調(diào)需要在項(xiàng)目盡可能早的時(shí)候以最小的成本識(shí)別和應(yīng)對(duì)項(xiàng)目風(fēng)險(xiǎn)。與會(huì)者實(shí)現(xiàn)發(fā)起人要求的最佳方式是什么？

　　A：團(tuán)隊(duì)和相關(guān)方應(yīng)該經(jīng)常審查產(chǎn)品增量

　　B：項(xiàng)目相關(guān)方應(yīng)該在每次沖刺中執(zhí)行基于風(fēng)險(xiǎn)的刺探

　　C：產(chǎn)品負(fù)責(zé)人和發(fā)起人應(yīng)該對(duì)高風(fēng)險(xiǎn)的用戶故事進(jìn)行優(yōu)先級(jí)排序

　　D：團(tuán)隊(duì)?wèi)?yīng)該與Scrum主管一起實(shí)現(xiàn)結(jié)對(duì)編程

　　The first iteration of an agile project is about to begin.The sponsor gathers the team,the scrum master,the product owner,and other project stakeholders for the kick-off meeting.The sponsor emphasizes the need to identify and respond to the project risks as early in the project as possible and at the minimal cost.What is the best way for the meeting participants to implement the sponsor's request?

　　A．The team and stakeholders should frequently review product increments.

　　B．The project stakeholders should conduct risk-based spikes in each sprint.

　　C．The product owner and the sponsor should prioritize high-risk user stories.

　　D．The team should implement pair programming with the scrum master.

　　2、在項(xiàng)目收尾階段，項(xiàng)目經(jīng)理得知初始范圍中的多個(gè)需求已經(jīng)變更，項(xiàng)目經(jīng)理請(qǐng)求與客戶開會(huì)修訂項(xiàng)目預(yù)算，但客戶拒絕。若要避免這個(gè)問題，項(xiàng)目經(jīng)理最好應(yīng)制訂哪份計(jì)劃?

　　A、范圍管理計(jì)劃

　　B、配置管理計(jì)劃

　　C、變更管理計(jì)劃

　　D、需求管理計(jì)劃

　　3、項(xiàng)目經(jīng)理確定了哪些風(fēng)險(xiǎn)對(duì)項(xiàng)目潛在影響最大，且現(xiàn)在了解了項(xiàng)目目標(biāo)的變化與不確定性的變化之間是如何相關(guān)聯(lián)，項(xiàng)目經(jīng)理使用的是什么工具或技術(shù)?

　　A、專家判斷 慧翔天地

　　B、訪談 慧翔天地

　　C、龍卷風(fēng)圖 慧翔天地

　　D、優(yōu)勢(shì)、劣勢(shì)、機(jī)會(huì)與威脅（SWOT）分析 慧翔天地

　　4、An IT group rejects a project deliverable citing noncompliance with existing processes.The project team believes that re working the deliverable would delay project delivery by three weeks.What should the project manager do?

　　IT小組拒收一個(gè)項(xiàng)目可交付成果，稱其不符合現(xiàn)有過程。項(xiàng)目團(tuán)隊(duì)認(rèn)為，對(duì)該可交付成果進(jìn)行返工會(huì)導(dǎo)致項(xiàng)目交付延遲三周時(shí)間。項(xiàng)目經(jīng)理應(yīng)該怎么做?

　　A、Document the rejection in the risk register and issue log.在風(fēng)險(xiǎn)登記冊(cè)和問題日志中記錄該拒收

　　B、Communicate the impact of the rework to the IT group向IT小組溝通返工的影響

　　C、Escalate the issue to the project sponsor.將該問題升級(jí)上報(bào)給項(xiàng)目發(fā)起人

　　D、Ask the IT manager to conduct a root cause analysis o f the issue.IT經(jīng)理對(duì)問題進(jìn)行根本原因分析

　　5、在敏捷項(xiàng)目中，那種計(jì)劃是通過三個(gè)獨(dú)特的視野進(jìn)行的？

　　A．蒙特卡洛分析

　　B．組合管理

　　C．Delphi

　　D．漸進(jìn)明細(xì)

PMP備考每日試題（240530）點(diǎn)擊跳轉(zhuǎn)

      （240530）答案

　　6、B

　　7、C

　　8、A

　　9、A

　　10、B