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1. In agile project management, the product manager must collect project requirements from customers and maintain an orderly list containing all work. The team must discuss the story in the product to-do list with the product manager before each sprint. What characteristics should the product owner have when creating a product to-do list? (Choose 4 items)
A. Estimated
B. Priority
C. Valuable
D. Change
E. Emerging
F.
G with the person in charge.
H. Negotiable
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Answer: ABEG
Analysis: This question tests knowledge points: product to-do list.
product to-do list should follow the attribute principle DEEP: Detailed Appropriately, Estimable, Emergent, Prioritized.
Therefore select the ABEG option. Part of the description in the option CDFH does not fall under the DEEP principle.
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2. As the head of an agile team, we must lead the team to demonstrate the latest iteration of the product to customers. The agile team demonstrates it every two weeks, so that customers can receive feedback and perform acceptance. What type of regular feedback is the cornerstone of agile development? ( )
A. Iterative delivery
B. Prototype delivery
C. Demonstration and acceptance delivery
D. Incremental delivery
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Answer: D
Analysis: This question tests knowledge points: Incremental delivery. The cornerstone of
agile development is "incremental delivery". Incremental delivery refers to the frequent delivery of continuously improved work products to customers for timely feedback and acceptance. For demonstration and feedback, products are often delivered at the end of each sprint or iteration.
This feedback skill allows customers to evaluate products and propose new needs. In an agile process, accept changes/update/improvement needs to ensure customers receive valuable and quality products. A sprint or iteration often lasts for 2-4 weeks and finally, a new and improved product is delivered gradually.
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3. A new government regulation will require changes to a product in the development stage. The project team revises the project management plan at the beginning of the project to implement new requirements rather than adding requirements later. What type of change request should this be used? ( )
A. Corrective measures
B. Active measures
C. Preventive measures
D. Update
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Answer: D
Analysis: This question tests knowledge points: Change the type of request.
The key to the question is: Revise project management plan . Update refers to changes to formally controlled project documents or plans, etc., to reflect modifications or added opinions or content. The new government regulations in the question are required to change, which conforms to the concept of updates, so choose D.
A Corrective Action is a purposeful activity to reconcile project work performance with the project management plan.
B change request types include corrective measures, preventive measures, defect remediation and updates, and there is no such claim.
C precautions are purposeful activities carried out to ensure that the future performance of project work is in line with the project management plan.
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4.———A production company is implementing a project to produce new products using new technologies and new processes. Details of building a work package have been identified and constraints for each component are identified. Management wants to obtain the exact cost estimate for the project . What estimation techniques should project managers use? ( )
A. Analog estimation
B. Three-point estimation method
C. Estimation
D from bottom to top. Parameter estimation
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Answer: C
Analysis: This question tests knowledge points: estimation method.
Question keywords: accurate cost estimation.Management wants to obtain an accurate cost estimate for the project and determine which of the options is more accurate.
option C bottom-up estimation is a method to estimate the duration or cost of the project. It obtains project estimates by summarizing the estimation of the components of WBS from bottom to top layer by layer. The most specific and precise, so option C is correct.
option A analogy estimation. A analogy estimation is a technique that uses historical data of similar activities or projects to estimate the duration or cost of the current activity or project. This is a rough estimation method. Sometimes it needs to be adjusted based on known differences in project complexity. When the project details are insufficient, analogy estimation is often used to estimate the duration of the project.
option B three-point estimation can improve the accuracy of duration estimation by considering the uncertainty and risks in the estimation. Using three-point estimation helps define the approximate intervals for activity duration. There needs to be the most likely, the most pessimistic and the most optimistic.
option D parameter estimation, parameter estimation refers to the use of statistical relationships between historical data and other variables (such as square feet in construction) to carry out project work cost estimation. The accuracy of parameter estimation depends on the maturity of the parameter model and the reliability of the basic data. Parameter estimation can be used in the entire project or part of the project and can be used in conjunction with other estimation methods. There is a parameter model required, which is not applicable in this question, and the corresponding bottom-up estimation is bottom-up estimation, and parameter estimation is not accurate from bottom-up estimation.
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5. During the project creation of the organization's business plan, the project manager facilitated the convening of advantages, disadvantages, opportunities and threats (SWOT) analysis seminars with senior management. Which process is the project manager implementing? ( )
A. Implement qualitative risk analysis
B. Develop a risk response plan
C. Planning risk management
D. Identifying risks
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Answer: D
Analysis: This question tests knowledge points: a tool for identifying risks - SWOT analysis.
SWOT Analysis This is a check of the strengths, weaknesses, opportunities and threats (SWOT) of the project one by one. When identifying risks, it includes internally generated risks, thus broadening the scope of identifying risks.
First, focus on the project, organization or general business areas and identify the strengths and weaknesses of the organization; then, find out the opportunities that the organization's strengths may bring to the project and the threats that the organization's weaknesses may pose. It can also be analyzed to what extent the organization's strengths can overcome threats and whether organizational weaknesses will hinder the emergence of opportunities.
Today’s learning ends.
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