PMP--一、二、三模、冲刺--分类--9.资源管理--技巧--培训

技巧

1、建设团队：题干关键词 “集中办公、沟通技术、培训、奖励”等提升团队绩效。
11、培训：题干关键词 “技能不足”。

易错

一模

9.资源管理–4.建设团队–培训–如果项目团队成员缺乏必要的管理或技术技能，可以把对这种技能的培养作为项目工作的一部分。

35、 [单选] 在编制人力资源计划时，项目经理发现来自职能部门的一名成员需要经过3天的培训，才能具备某种特定的技能，来完成某个特定的工作包。由于专业的限制，项目团队中没有其他人可以替代该成员。项目经理应该怎么做？

When preparing the HR plan, the project manager finds that a member from a functional department master a particular skill only after receiving three-day training to complete a specific work package. Due to limitation of profession, no other in the project team can replace this member. Then, what should the project manager do?

A：在项目进度计划中增加3天时间
To add extra 3 days in the project schedule

B：要求他利用业余时间完成这3天的培训
To request him to complete the 3-day training in his spare time

C：把该培训作为项目工作之一，加入项目计划中，并进行风险分析
To take the training as one of the project tasks, to participate in the project plan, and to perform risk analysis

D：要求用一个不需培训的成员来替换该成员
To require a member who doesn’t need to receive this training to replace the member

C。

易错9.资源管理–4.建设团队–培训–如果项目团队成员缺乏必要的管理或技术技能，可以把对这种技能的培养作为项目工作的一部分。

114、 [单选] 一个运营团队认为他们的技能在项目上是不必要的，团队士气低落，且团队成员试图阻止项目目标。项目经理应该怎么做？

An operating team believes that their skills are unnecessary on the project, the team morale is low, and team members try to stop the project objectives. What should the project manager do?

A：建议公司改变策略，并立即停止项目
Recommend the company to change its strategy and stop the project immediately

B：要求工会的支持来激励团队
Request the support of the labor union to motivate the team

C：根据项目成果的要求对运营团队进行培训
Train the operation team according to the requirements of project results

D：更换不满的团队成员
Replace dissatisfied team members

B

9.资源管理–4.建设团队–培训–如果项目团队成员缺乏必要的管理或技术技能，可以把对这种技能的培养作为项目工作的一部分。

133、 [单选] 一个项目经理被分配到一个技术研究项目中。项目团队已经被分配，主要的主题专家（SME）向项目经理发送了一份执行本项目所需的技术技能清单。项目经理下一步应该做些什么？

A project manager is assigned to a technical research project. The project team has already been assigned, and the main subject matter expert(SME) sends the project manager a list of the technical skills required for the execution of this project. What should the project manager do next?

A：与项目发起人讨论该列表，以确认该资源具备所需的技能。
Discuss the list with the project sponsor to confirm that the resources have the required skills.

B：请职能经理评审资源池，并推荐合适的人员加入该团队。
Ask the functional manager to review the resource pool and recommend the right individuals to join the team.

C：与项目团队会面，了解他们的技能，并确定潜在的差距和培训要求。
Meet with the project team to understand their skills and identify potential gaps and training requirements

D：将清单发送给项目团队，并要求他们接受所需技能的培训。
Send the list to the project team and ask them to get training on the required skills.

“项目团队已经被分配”，就不需要职能经理了，需要进行培训–C

9.资源管理–4.建设团队–培训–项目经理应为团队成员提供必要的指导和培训，以提高他们的技能和知识。这种方法将使团队能够在完成任务的同时学习和成长，从而降低项目失败的风险。

168、 [单选] 一个经验丰富的项目经理领导着一个充满热情的团队，但意识到团队缺乏成功完成工作的经验。项目经理应该做些什么来降低项目失败的风险？

An experienced project manager is leading an enthusiastic team but realizes the team lacks the experience to complete the job successfully. What should the project manager do to reduce the risk of project failure?

A：要求发起人为团队增加有经验的专业人员。
Ask the sponsor to add experienced professionals to the team.

B：分配一个专门的资源来检查每个可交付物的质量。
Assign a dedicated resource to check the quality of each deliverable.

C：批准团队成员的适当培训计划。
Approve the appropriate training program for team members.

D：为团队成员提供必要的辅导和指导。
Provide team members with the necessary coaching and mentoring.

D

二模

9.资源管理–4.建设团队–培训–如果项目团队成员缺乏必要的管理或技术技能，可以把对这种技能的培养作为项目工作的一部分。选项A，没有意义；选项C，数据输入还是得团队成员来；选项D，先培训，若的确有问题再调整。

7、 [单选] 根据沟通管理计划，项目应该使用仪表板向干系人传达信息。一些团队成员在更新他们在仪表板上的项目数据时遇到了一些困难。对项目经理来说，最好的行动方案是什么？

According to the communications management plan, the project should use a dashboard to communicate information to stakeholders. Some team members are struggling to keep their project data current. What is the best action for the project manager?

A：鼓励团队成员尽可能输入任何信息
Encourage team members to enter any information whenever they can

B：向那些在及时报告上有困难的团队成员提供帮助
Offer help to those team members who are struggling to report on time

C：让团队专注于他们的工作并代表他们报告状态
Have the team focus on their work and report the status on their behalf

D：减少或调整那些无法保持数据最新状态的格式
Reduce or adjust the format of those not able to keep their data current

B

9.资源管理–4.建设团队–建设团队工具的包括：认可与奖励、培训、沟通技术集中办公、虚拟团队、谈判、激励。–已经在一起了，集中办公作用不大。

42、 [单选] 在管理项目时，你发现团队中的一些成员相处得不好。你还认识到三个团队成员不确定如何完成他们的可交付成果。你所有的团队成员都在同一栋楼里一起工作。你还可以在一个单独的会议室里与所有团队成员定期举行每周会议。在这种情况下，哪种方法没有帮助？

While managing a project, you discovered that a few of your team members are not getting along. You also realized that three team members are not sure how to complete their deliverables. All of your team members are working together in the same building. You also have regular weekly meeting with all the team members in a single meeting room. Which technique will NOT be helpful in this situation?

A：作战室
War room

B：训练
Training

C：奖励和表扬
Reward and recognition

D：谈判
Negotiation

A

9.资源管理–4.建设团队–培训–项目经理应该按资源管理计划中的安排来实施预定的培训，也应该根据管理项目团队过程中的观察、交谈和项目绩效评估的结果，来开展必要的计划外培训。培训完还是绩效不好，需要找他面谈，找到原因并提供解决措施，必要时开展计划外培训。

118、 [单选] 一位新团队成员在一个月前加入团队，并接受了资源管理计划中规定的必要培训，这位新团队成员无法按时完成分配的任务，从而影响到团队绩效。项目经理下一步应该怎么做？

A new team member joined the team a month ago and received the necessary training as specified in the resource management plan. The new team member was unable to complete the assigned tasks on time, which affected the team’s performance. How to do it?

A：增加所需的额外培训并更新资源管理计划
Increase additional training required and updating the resource management plan

B：将问题升级上报给管理层，要求将该团队成员调到另一个项目，并找到一位经验更丰富的资源作为替代
Escalate the problem to management, request that the team member be transferred to another project, and find a more experienced resource as an alternative

C：与该团队成员讨论这个问题，并就一项具有可测量纠正措施的行动计划达成一致
Discuss the issue with the team members and agree on an action plan with a measurable corrective action

D：在下一次计划的绩效评估中解决该团队成员的培训需求
Address the training needs of the team members in the next planned performance evaluation

C

9.资源管理–4.建设团队–培训–建设项目团队的目标包括“促进团队成员之间的交叉培训和辅导，以分享知识和经验”。因此当团队成员在完成分配任务存在困难时，可以通过成员之间的帮助，辅导和培训来解决。因此选项A是正确的，让有经验的成员来帮助遇到困难的成员。

120、 [单选] 一位项目团队成员在完成分配的任务时遇到困难。在一个团队会议上，项目经理确定团队中还有其他成员在类似任务方面拥有更多经验。项目经理应该怎么做？

A project team member is struggling to deliver an assigned task. In a team meeting, the project manager determines that there are other members on the team who have more experience with similar tasks. What should the project manager do?

A：请求其中一位经验较丰富的团队成员支持该成员完成任务。
Ask one of the more experienced team members to support the team member with the task.

B：将任务重新分配给其中一位经验较丰富的项目团队成员，以加快完成任务的速度。
Reassign the task to one of the more experienced project team members for a faster completion of the assigned task.

C：要求经验丰富的团队成员制作一份关于如何完成任务的手册。
Ask the experienced team members to produce a manual on how to complete the task.

D：将问题告知项目管理办公室（PMO），并要求替换经验较少的团队成员。
Inform the project management office (PMO) of the issue and request a replacement for the less experienced team member.

D

9.资源管理–4.建设团队–培训–在组织中的培训通常分为两类，一类是由职能部门提供，另外一类由项目经理组织。前者是一种普惠式的培训，在培训内容上较难做到因人而异，也很难跟踪在培训后参与人员的能力提升，这些不足都是后者的优势。由项目经理组织的培训首先要评估每个团队成员的能力短板，然后有针对性地设计内容，培训后还能够跟踪团队成员的绩效改善，进而为后续进一步的培训内容设计提供基础。

155、 [单选] 项目经理将运用混合型方法开始一个项目，但注意到某些团队成员仅了解预测型方法。项目经理首先需要做什么才能获得出色的项目绩效？

A project manager is starting a project using a hybrid approach and notices some team members only have knowledge of predictive approaches. What does the project manager need to do first in order to have good project performance?

A：评估每名团队成员所需的培训。
Assess the required training per team member.

B：向所有团队成员提供混合型方法方面的培训。
Deliver hybrid training to all team members.

C：指导缺乏混合型方法知识的团队成员在工作中学习。
Coach those team members lacking hybrid knowledge to learn on the job.

D：对团队进行改造，将混合型方法方面的专家包含进来。
Change the team to include hybrid experts.

A

三模

9.资源管理–4.建设团队–培训–解决技能和能力的问题，使用培训。

考察点是“错配”，错配需要培训弥补。

40、 [单选] 项目经理正与某Scrum团队一起开展一个项目，该团队总是超过最后期限。指导委员会对该项目非常担心，因为它能否交付预期价值尚不清楚，做了一些分析之后，项目经理发现，一名团队成员存在能力错配的情况。项目经理该做什么？

A project manager is working with a scrum team that is continually missing deadlines. The steering committee is concerned about the project as it is not clear that it will deliver the expected value. After some analysis, the project manager discovers there is a mismatch of competencies in one of the teams. What should the project manager do?

A：接受该错配导致项目在最后期限前无法完成的风险。
Accept the risk of the project missing deadlines due to the mismatch.

B：提供适当培训，对该错配予以弥补。
Provide appropriate training to compensate for the mismatch.

C：更新项目进度计划，以反映该延误。
Update the project schedule to reflect the delay.

D：向团队强调达到商定的最后期限的重要性。
Emphasize to the teams the importance of meeting the agreed deadlines.

B

冲刺

9.资源管理–4.建设团队–工具与技术–培训

137、 [单选] 一个项目团队正在执行一个项目，以一个新系统替换现有系统。一位新的项目经理被聘用，他观察到团队由曾经使用过旧系统的专业人员和其他之前经验较少的人员组成。项目经理应该做些什么来确保项目的成功？

A project team is executing a project to replace an existing system with a new one. A new project manager has been hired and observes that the team consist of professionals who have worked with the older system, and others who have little previous experience. What should the project manager do to ensure project success?

A：评估团队当前的有效性并明确发展需求。
Evaluate the current effectiveness of the team and define development needs.

B：根据过去的经验分配团队成员的角色和责任。
Assign team member roles and responsibilities based on past experience.

C：允许每个团队成员利用他们的个人优势以达成项目成功。
Allow each team member to use their individual strengths for project success.

D：从职能经理那里请求对团队的绩效评估。
Request a performance assessment for the team from the functional manager.

A
解析：PMBOK 6th，9.4.2.6-培训，P342。
选项A最佳，关键词“团队经验不足”，项目经理应该先对团队当前状态的全面评估，了解当前团队成员的技能和经验，并据此制定培训或发展计划来弥补这些缺口。
选项C，利用个人优势是一个好方法，但不能解决团队成员经验不足的问题。

9.资源管理–培训–制定培训计划，对涉及的人员进行系统培训，是确保新程序顺利实施的关键步骤。

143、 [单选] 项目经理被分配到公司的项目管理办公室，他们负责领导开发和推出更新的项目管理程序和模板，这些程序和模板将包括预测性和敏捷方法。文件完成后，项目经理应该做什么？

A project manager has been assigned to a corporate project management office (PMO). They are responsible for leading the development and rollout of updated project management procedures and templates that would include both predictive and agile approaches. What should the project manager do after the documents are completed?

A：将文件上传到公司网站以供内部使用。
Upload the files to the corporate website to be available for internal use.

B：为所有干系人开发一个培训计划，让他们了解更新。
Develop a training plan for all of the stakeholders to learn about the updates.

C：雇佣外部顾问来监督新程序的执行。
Hire an external consultant to monitor the execution of the new procedures.

D：与部门经理会面，帮助他们推出新程序。
Meet with the department managers to help them roll out the new procedures.

A B解析：PMBOK 6th，9.4.2.6-培训，P342。选B，在推广新的项目管理程序和模板时，需要确保所有相关干系人了解并正确使用它们是非常重要的。制定培训计划，对涉及的人员进行系统培训，是确保新程序顺利实施的关键步骤。

9.资源管理–4.建设团队–培训–团队开会分析是认为第三方培训师完成的培训中存在差距，那么培训了哪些？是团队没听懂？是培训师讲得不好？是合同规定的内容有的没讲？是确实有造漏的内容没在合同中规定?因此需要先看下培训合同，再评估下一步应该怎么做（谋定而后动）。

谋定而后动=先分析后措施

9.资源管理–4.建设团队–培训–团队开会分析是认为第三方培训师完成的培训中存在差距，那么培训了哪些？是团队没听懂？是培训师讲得不好？是合同规定的内容有的没讲？是确实有造漏的内容没在合同中规定?因此需要先看下培训合同，再评估下一步应该怎么做（谋定而后动）。

165、 [单选] 一个迭代项目的项目经理注意到，回顾事项表明团队对迭代开发的原则不够熟悉。团队开会分析最近由第三方培训师完成的培训中存在的差距。项目经理接下来应该怎么做？

A project manager for an iterative project noticed that retrospective items indicate that the team is not fully conversant with the principles of iterative development. The team meets to analyze the gaps in the training that recently concluded with at hired-party trainer. What should the project manager do next?

A：启动混合式开发作为临时方法。
Initiate hybrid development as an interim approach.

B：让项目团队自组织并发展他们的技能。
Let the project team self-organize and develop their skills.

C：辅导和培训团队以满足项目需求。
Mentor and coach the team to meet the project needs.

D：回顾培训合同以确定下一步。
Review the training contract to determine the next steps.

D

团队开会分析是认为第三方培训师完成的培训中存在差距，那么培训了哪些？是团队没听懂？是培训师讲得不好？是合同规定的内容有的没讲？是确实有造漏的内容没在合同中规定?因此需要先看下培训合同，再评估下一步应该怎么做（谋定而后动）。
A：已经定位是迭代项目，没必要再把混合开发作为临时方法。
B：当前现状是团队对迭代开发原则都不熟悉，还没有到技能的层面。
C：需要先评估之前培训合同中已经培训过的内容，再考虑下一步是否由项目经理去提供辅导和培训（例如可能需要第三方培训师重新进行培训）。

必刷

14.敏捷–培训

91、 [单选] 一个项目经理在一个希望实施敏捷方法的组织中工作。传统上，项目进展是通过每周向干系人发送的电子邮件进行沟通的。开发团队使用燃尽图和看板来可视化进展。项目经理应该怎么做？

A project manager works in an organization that wants to implement agile methods. Traditionally, the project progress was communicated via a weekly email to stakeholders. The development team uses a burndown chart and a kanban board to visualize progress. What should the project manager do?

A：使用燃尽图和看板作为辅助沟通渠道。
Use the burndown chart and the kanban board as an auxiliary communication channel.

B：提供燃尽图和看板的访问权限，并要求干系人使用它们。
Provide access to the burndown chart and kanban board and ask stakeholders to use them.

C：为干系人组织关于燃尽图和看板的培训。
Organize training for all stakeholders on the burndown chart and kanban board.

D：继续只使用传统的沟通渠道与外部干系人沟通。
Continue using only the traditional communication channels with external stakeholders.

C
解析：选C，项目从传统方式转向敏捷，沟通方式发生改变，项目经理应该先向干系人培训敏捷方法，这样可以确保干系人对敏捷原则、工具和技术有更好的理解，从而更好地与开发团队进行沟通并参与到项目中来。