强化练习200题（一）正题：160
强化练习200题（一）
- 总题数：200
- 答题数：200
- 正题：160
- 错题：40
- 未答：0
- 单选题160道
单选题 （每题1分，共160道题）
1、 [单选] 为了扩大客户群，一家公司考虑设立海外分支机构。项目发起人希望得到这项投资的论证。项目经理应该怎么做？
In order to expand the customer base, a company is considering opening an overseas branch. The project sponsor wants to get an argument for this investment. What should the project manager do?
- A：与项目相关方开会
To hold a meeting with project stakeholders - B：制定商业论证
To lay down a business case - C：进行成本效益分析
To perform cost-benefit analysis - D：起草项目管理计划
To draft the project management plan
正确答案：B 你的答案：B
解析：目发起人希望得到这项投资的论证。提供项目商业论证，以概述项目目标、所需投资，以及用于测量项目成功的财务标准和其他量化标准。
2、 [单选] 项目经理加入公司，经验有限。当被任命管理一个项目时，该项目经理首先应该怎么做？
The project manager has limited experience when joining the Company. When the project manager is appointed to manage a project, what should the project manager do first?
- A：请求公司指导
To request guidance from the Company - B：寻求专家判断
To seek experts' judgment - C：审查组织过程资产
To review the organizational process assets - D：识别项目相关方
To identify project stakeholders
正确答案：C 你的答案：C
解析：参考答案：C 解析：制定项目章程的输入。组织过程资产包括了公司过去的经验教训。
3、 [单选] 项目经理正在规划一项举措，必须交付给之前没有交付经验的世界上某些地方。若要识别全球范围的项目制约因素，项目经理能够做什么？
The project manager is planning an initiative that must be delivered to some parts of the world that have not previously delivered experience. What can a project manager do to identify global project constraints?
- A：审查经验教训
To review lessons learned - B：与项目发起人一起召开实况调查会议
To hold a fact-finding meeting with the project sponsor - C：与全球项目相关方头脑风暴
To brainstorm with global project stakeholders - D：研究事业环境因素
To research the business environmental factors
正确答案：D 你的答案：D
解析：参考答案：D 解析:事业环境因素的定义；事业环境因素是制定项目章程的输入。事业环境因素（EEFs）是指项目团队不能控制的，将对项目产生影响、限制或指令作用的各种条件。这些条件可能来自于组织的内部和（或）外部。事业环境因素是很多项目管理过程，尤其是大多数规划过程的输入。这些因素可能会提高或限制项目管理的灵活性，并可能对项目结果产生积极或消极的影响。
4、 [单选] 项目团队完成了一个从旧数据库转变到新数据库的项目。在经验教训方面，项目经理下一步该怎么做？
The project team completes a project that migrates from the old database to the new database. In terms of lessons learned, what should the project manager do next?
- A：在相关方收尾会议上提交给发起人
To submit it to the sponsor at the stakeholder' closing meeting - B：提交给客户确保协议
To submit it to the customer to ensure that the agreement is honored - C：确保信息储存在项目文件中
To ensure that the information is stored in a project document - D：确保信息储存在公司知识库中
To ensure that information is stored in the Company's knowledge base
正确答案：D 你的答案：D
解析：经验教训知识库。将在整个项目期间获得的经验教训和知识归入经验教训知识库，供未来项目使用。
5、 [单选] 新产品推出两个月前，高级经理告知项目经理，为了遵守规定，必须包含一个新功能。这将影响项目的结束日期，而结束日期被视为是一个关键的成功因素。 项目经理应该怎么做？
Two months before launching a new product, the senior manager informs the project manager that in order to comply with the regulations, a new feature must be include This will impact the project's closing date, which is considered a critical success factor.What should the project manager do?
- A：更新进度基准，并在问题日志中添加一个事项
To update the schedule baseline and add a question to the Problem Log - B：更新工作分解结构（WBS）
To update the Work Breakdown Structure (WBS) - C：提出变更请求
To submit a change request - D：为项目分配更多资源
To allocate more resources to the project
正确答案：C 你的答案：C
解析：项目的任何变更都应该遵守整体变更流程。
6、 [单选] 业务开发经理识别到一个机会，通过向现有产品添加一个新功能来扩大市场份额。下一步应该怎么做？
Business development manager identifies an opportunity to increase the market share by adding a new feature to existing product. What should he do in the next step?
- A：任命一名项目经理让项目正式化
To appoint a project manager to formalize the project - B：开展成本效益分析
To perform cost-benefit analysis - C：开展优势、劣势、机会与威胁（SWOT）分析
To perform the Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis - D：制定项目章程
To lay down the Project Charter
正确答案：B 你的答案：B
解析：PMBOK4.1.1.1-商业文件-商业论证-成本效益分析。它用来比较项目成本与其带来的收益的财务分析工具，包含在商业论证里面，用于论证项目的合理性并确定项目边界。项目经理识别到一个新机会，下一步应通过成本效益分析来确认这个机会的合理性。
7、 [单选] 一个复杂项目的最终期限紧迫。结果，项目发起人要求项目经理尽快开始所有项目活动。项目经理首先应该做什么？
The deadline for a complex project is tight. As a result, the project sponsor asks the project manager to kick off all project activities as soon as possible. What should the project manager do first?
- A：包含时间应急储备
To include the time emergency reserve - B：组建经验丰富的项目团队
To build an experienced project team - C：获得项目章程批准
To seek approval on the Project Charter - D：识别项目相关方
To identify project stakeholders
正确答案：C 你的答案：C
解析：参考答案：C 解析：项目章程是回答项目可不可以开始的问题。没有获得批准，是不能开始的。一旦项目章程获得批准，项目也就正式立项，同时，项目经理就有权将组织资源用于项目活动。
8、 [单选] 在项目测试阶段检测到一个故障。在未通知项目经理的情况下，测试人员分析该故障，并与开发团队一起合作解决该故障。由于缺乏沟通，项目经理继续遵循初始定义的测试时限。项目经理现在应该怎么做？
A failure is detected during the project testing phase. Without notifying the project manager, the testing professional analyzes the failure and works with the development team to solve the failure. Due to inadequate communication, the project manager continues to follow the initial defined test timeframe. What should the manager do now?
- A：更新问题日志，并确定纠正措施
To update the Problem Log and determine corrective actions - B：忽略该故障，因为已经解决了
To ignore this failure because it has been solved - C：签发变更请求，并遵循变更过程
To issue a change request and follow the change process - D：打印更新后收尾测试计划，并确定纠正措施
To print the updated test plan and determine corrective actions
正确答案：C 你的答案：C
解析：参考答案：C 解析：题目表达的是故障解决了，但由于没有按变更流程，“提记评，批更通，行”七步骤中，只做到最后一步执行，前面六步都没有做，进度没有更新，没有通知相关方，C是处理变更遗留的问题，重新补走流程。而A纠正措施，针对的是绩效偏差，题目没有描述，B过于消极，D离题。
9、 [单选] 在项目启动阶段，项目发起人得知一项新的政府规定可能要求更改项目的现有采购计划。项目发起人要求项目经理提供能够说服高级管理层继续该项目的相关信息。项目经理可以从哪里找到这个信息？
At the kick-off phase of the project, the project sponsor is informed that a new government regulation may require an existing procurement plan to change the project. The project sponsor asks the project manager to provide information that would convince the senior management of continuing the project. Where can the project manager find this information?
- A：商业论证
Business case - B：项目章程
Project Charter - C：项目批准要求
Project Approval Requirements - D：组织过程资产
Organizational Process Assets
正确答案：A 你的答案：A
解析：参考答案：A 解析：商业论证是回答项目值不值得做的问题。要断续项目，过程中必须持续审查商业论证。书中原话“高于项目级别的经理和高管们通常使用该文件（商业论证）作为决策的依据。”商业论证和效益管理计划都是在项目启动之前编制的，并且要成为项目完成之后评估项目成功的依据；文档化的经济可行性研究报告，用来对尚缺乏充分定义的所选方案的收益进行有效性论证，是启动后续项目管理活动的依据。
10、 [单选] 在项目执行阶段，一名项目相关方要求项目经理加入一个新过程的优化。项目经理应该 怎么做？
In the project implementation phase, a project stakeholder asks the project manager to join the optimization of a new process. What should the project manager do?
- A：执行实施整体变更控制过程
To execute and perform the overall change control process. - B：与过程专家一起审查项目
To review the project with the process expert. - C：将优化项目分配给团队
To assign the optimization project to the team. - D：拒绝范围蔓延的尝试
To refuse to attempt of scope spreading.
正确答案：A 你的答案：A
解析：参考答案：A 解析：涉及到基线变动，需要整体变更控制。
11、 [单选] 在项目执行中途，项目经理发现一种方法，可以解决并避免一个重复发生的组织问题。项目经理下一步应该怎么做？
In the midway of the project execution, the project manager finds a way to solve and avoid a recurring organizational problem. What should the project manager do next?
- A：将其记录在经验教训中
To record it in the lessons learned - B：通知高级管理层
To notify the senior management - C：更新风险管理计划
To update the risk control plan - D：处理变更请求
To process change requests
正确答案：A 你的答案：A
解析：参考答案：A 解析：避免再次发生，要记录在经验教训中。
12、 [单选] 在项目执行中途，由于早期没有识别到风险，资金将被释放，项目发起人指示项目经理使用这些资金来实施一项新功能，该功能能让客户受益。项目经理应该怎么做？
In the midway of the project implementation, funds will be released as there is no risk recognized earlier, and the project sponsor instructs the project manager to use these funds to implement a new function that will benefit the customer. What should the project manager do?
- A：将该新功能包含在项目范围中
To include this new feature in the project scope - B：使用变更管理系统来评估该请求
To use the change control system to evaluate the request - C：寻求项目相关方对于新功能的反馈
To seek feedback from project stakeholders on the new feature - D：说服客户接受新功能，因为该新功能将带来增值
To convince the customer of accepting the new feature, because this new feature will add value
正确答案：B 你的答案：B
解析：参考答案：B 解析:原来的应急储备由于风险没发生，有剩余，被收回，成本基准改变了。而现在又把这笔资金给项目经理来开拓新的机会，实现新的需求，成本基准又将变化，所以走变更流程。此外，增加新的功能是项目的范围产生了变更，遵守项目整体变更流程。
13、 [单选] 在与关键项目相关方的会议上，项目经理介绍了项目的成本效益分析，一名项目相关方指出，投资回报率远低于预期。 项目经理应该怎么做？
At the meeting with key project stakeholders, the project manager introduces the cost-benefit analysis of the project, and one project stakeholder indicates that the ROI is much lower than expecte What should the project manager do?
- A：审查工作说明书（SOW）
To review the Statement of Work (SOW) - B：审查商业论证
To review the business case - C：审查项目章程
To review the Project Charter - D：审查项目协议
To review the project agreement
正确答案：B 你的答案：B
解析：参考答案：B 解析:商业论证包括商业需求和成本效益分析。
14、 [单选] 执行项目时，项目团队发现，为范围添加一个小变更将取消对未来某项目的需求，并节省210万美元。由谁负责审查和批准该变更？
In the project implementation, the project team finds that adding a small change to the scope would eliminate the need for a future project and save $2.1 million. Who will be responsible for reviewing and approving the change in this situation?
- A：项目经理
Project manager - B：项目发起人
Project sponsor - C：项目管理办公室(PMO)
Project Management Office (PMO) - D：变更控制委员会(CCB)
Change Control Board (CCB)
正确答案：D 你的答案：D
解析：CCB是一个正式组成的团体，负责审查、评价、批准、推迟或否决项目变更，以及记录和传达变更处理决定。
15、 [单选] —位项目经理正在管理一个由首席执行官批准的项目，以重新装备公司的主要生产设施。项目越早完成，将越早开始通过自动化实现显著的成本节约。变更控制委员会（CCB）刚刚批准了由研究部门提出的对容纳新设备的变更请求。 项目经理下一步该怎么做？
A project manager is leading a CEO-approved project to retool the company’s main production facility. The sooner the project is completed, the sooner it will start delivering significant cost savings through automation. A change request by the research department to accommodate new equipment has just been approved by the change control board(CCB). What should the project manager do next?
- A：执行范围再评估
Perform a scope reassessment. - B：执行定量风险分析
Conduct a quantitative risk analysis. - C：在经验教训中记录在未来应该与研究部门一起审查计划
Note in the lessons learned that plans should be reviewed with the research department in the future. - D：更新进度计划和实施预算
Update the schedule and budget for implementation.
正确答案：D 你的答案：D
解析：参考答案：D 解析:提记评，批更通，行。批准之后，更新相关组件，通知相关方，然后执行。批准的变更请求应通过指导与管理项目工作过程加以实施。对于推迟或否决的变更请求，应通知提出变更请求的个人或小组。
16、 [单选] 在客户正式验收之后，项目可交付成果被提供给最终用户，然后，这些用户发现一个缺陷，客户认为项目经理应负责。 怎样可以防止这种误解？
After formal client acceptance,project deliverable were provided to the end users.These users then identified a defect,for which the client holds the project manager responsible. What could have prevented this misunderstanding?
- A：正确的项目移交程序
Proper project transition procedures - B：与客户就保修条款和条件进行谈判
A negotiation with the client on warranty forms and conditions - C：项目关闭后解除所有团队成员的访问权
Removal of project access to all team members after project closure - D：确保客户理解这不是原始需求的一部分
Ensuring the client understood this was not part of the original requirement
正确答案：A 你的答案：A
解析：参考答案：A 解析： PMBOK（6）P121-4.7项目结束的四项工作：验收、移交、总结、释放。在验收环节，需要有正确的质量控制过程，并让客户验收可交付成果，最终达成产品或服务的移交。缺陷应在移交之前解决。
17、 [单选] 一家公司有一位经常延迟付款的长期客户，该公司现在与该客户有一个新项目。 项目经理应该确保使用哪份文件来为该项目记录延迟付款的信息？
A company has a longstanding client who is often late with payment.The company now has a new project with this client. What document should the project manager use to ensure that payment delay information is documented for this project?
- A：项目章程
Project charter - B：历史信息和经验教训加知识库
Historical information and lessons learned repository - C：假设日志
Assumption log - D：风险管理计划
Risk management plan
正确答案：C 你的答案：C
解析：参考答案：C 解析：PMBOK（6）P81-4.1.3.2 假设日志是识别高层级的战略和运营假设条件和制约因素。对于该项目而言，客户的付款习惯是项目的制约因素，应当记录在假设日志中。选项C比选项A更为具体，C更合适。
18、 [单选] 在一个为期五年的项目执行一年后，项目经理得知，团队人员流动率高的原因在于团队没有收到与正在从事同一个项目的其他团队相同的财务津贴。项目经理预测，因为较高的人员流动率，该项目将遭受两年半的延期。支付额外补偿的金额未包含在合同中，项目发起人不愿意谈判。 项目经理应该怎么做？
By the end of the first year of a five-year project,the project manager realizes that the reason for high team turnover is very high due to the team does not receive the same financial allowances as other teams that are working on the same project.The project manager forecasts that with this high staff turnover rate,the project will suffer a two-and-a-half-year delay.The amount to cover additional disbursements was not included in the contract,and the project sponsor is unwilling to renegotiate. What should the project manager do?
- A：向项目发起人提出一个减少范围的变更请求
Present a change request to reduce scope to the project sponsor, - B：使用预算储备支付补偿
Pay disbursements using budget reserves. - C：将该问题升上报给组织的项目集成或项目组合管理办公室
Escalate the problem to the organizatiion’s program or portfolio management office(PMQ). - D：请求延长工期
Request a schedule extension.
正确答案：C 你的答案：C
解析：参考答案：C 解析：PMBOK（6）P84-4.2.1.3 工资及福利水平是公司所制定的政策，属于事业环境因素，超出了项目经理权限，应上报。
19、 [单选] 一个建筑项目的施工过程已经完成,项目经理希望结束该项目，一些团队成员已经被分配到一个新项目，剩余团队成员不确定在收尾报告中要收集什么信息。 项目经理应该怎么做？
The construction process for a building project is complete and the project manager wants to close the project.Some team members are already assigned to a new project and the remaining team members are unsure about what to capture in the close-out report. What should the project manager do?
- A：使用从以前类似项目中收集的经验教训完成该报告
Complete the report using the lessons learned from previous similar projects. - B：召集已重新分配的团队成员，并立即举行收尾会议
Convene team members who have been reassigned and immediately close the meeting - C：与剩余团队成员一起进行项目收尾工作
Conduct the project close-out work with the remaining team members - D：将项目收尾阶段交给负责新项目的项目经理
Hand over the project close-out phase to the project manager working on the new project.
正确答案：C 你的答案：C
解析：参考答案：C 解析：PMBOK（6）P127-4.7.3.3 最终报告在产品、服务移交之后，团队成员转交之后，仍然要完成收尾工作。
20、 [单选] 一家公司的组织文化是开放的，积极并重视持续改造，个人员工在会议期间自由表达自已对流程、政策和程序的意见。项目经理希望在项目期间尊重组织的持续改造价值。项目经理应该从哪里收集经验教训？
A company’s organization culture is open, energetic ,and values continuous improvements.Individual employees freely express themselves during meetings on processes, policies,and procedures. The project manager wants to respect the organization's values of continuous improvement during the project. Where should the project manager capture lessors learned?
- A：回顾总结会议
Retrospective meetings - B：每日站会
Daily standups - C：相关方参与计划
Stakeholder engagement plan - D：团队章程
Team charter
正确答案：A 你的答案：A
解析：参考答案：A 解析：PMBOK（6）P128-4.7.3.4 在结束项目或阶段进行经验教训的汇集。
21、 [单选] 一家组织的管理委员会希望看到偏离进度计划的任何关键里程碑，项目经理应该在项目状态 报告中包含的最关键工作是什么？
An organization’s management board wants to see any key milestones that have deviated from the schedule. What is the most critical fact that the project manager should include in the project status report?
- A：进度基准
Schedule baseline - B：偏差分析
Variance analysis - C：工作绩效信息
Work performance information - D：挣值分析（EVA）
Earned value analysis(EVA)
正确答案：C 你的答案：C
解析：参考答案：C 解析：PMBOK（6）P109-4.5.1.3通过与项目管理计划中的偏差临界值进行比较，就可以确定是否需要采取预防或纠正措施。在工作执行过程中收集工作绩效数据，再交由控制过程做进一步分析。将工作绩效数据与项目管理计划组件、项目文件和其他项目变量比较之后生成工作绩效信息。通过这种比较可以了解项目的执行情况。
22、 [单选] 供应商沟通说，某个项目事项的交付将延迟2周时间。项目经理应该怎么做？
A vendor communicates that the delivery of a project item will be delayed by two weeks.What should the project manager do?
- A：实施整体变更控制过程
Implement the Perform Integrated Change Control process. - B：执行偏差分析
Conduct a variance analysis. - C：审查合同中的违约赔偿条款
Review the contract clause for liquidated damages. - D：确定一种执行进度压缩的方法
Identify a way to conduct schedule compression,
正确答案：A 你的答案：A
解析：参考答案：A 解析：PMBOK（6）P113-4.6，项目遇到的首要问题是进度受到影响，进度发生重大变化，考虑实施整体变更控制。
23、 [单选] 公司的一位高级经理预计会为一个项目提供专门的资源。但是，项目经理还未收到这些资源的名称。项目经理可以和该高级经理分享哪一份文件来行使他们获得资源的职权？
A company's senior manager is expected to supply dedicated resources for a project. However the project manager has yet to receive the names of these resources. What document can the project manager share with the senior manager to enforce their authority to obtain resources?
- A：项目进度计划
Project schedule - B：项目管理计划
Project management plan - C：项目章程
Project charter - D：项目培训计划
Project training plans
正确答案：C 你的答案：C
解析：参考答案：C 解析：PMBOK（6）P81-4.1.3.1项目章程授权项目经理的权力、职责。
24、 [单选] 一名金融家正在考虑未来投资一家豪华酒店。该酒店所处的国家经济有问题，在与这家酒店的公司市场情报经理进行几次会议之后，该金融家对于投资该项目仍然持怀疑态度。项目经理应该提供什么来说服该金融家？
A financier is considering investing money on a future luxurious hotel in a country with economic problem. After several meetings with the market intelligence manager of the company who will develop this hotel, the financier remains skeptical about investing in this project. What should the project manager provide to convince the financier?
- A：—份考虑通货膨胀和国内生产总值(GDP)预测的项目计划
A project plan that considers inflation and gross domestic product(GDP) forecasts. - B：范围制定计划
A scope development plan. - C：提供经济状况预测的商业论证
A business case that provides forecasts for economic conditions. - D：项目净现值(NPV)
The project's net present value(NPV).
正确答案：C 你的答案：C
解析：参考答案：C 解析：PMBOK（6）P77-4.1.1.1 商业论证。商业论证从商业视角描述必要的信息，并且据此决定项目的期望结果是否值得所需投资。商业论证会包含商业需求和成本效益分析。
25、 [单选] 一个项目即将结束，该项目超出预期。发起人要求花费剩余的预算来补偿另一个项目。 项目经理下一步应该怎么做？
A project is ending and has exceeded expectations,the sponsor asks to spend the remaining budget recovering another project. What should the project manager do next?
- A：召开经验教训会议
Conduct a lessons learned meeting. - B：在结束项目之前花完剩余的预算
Spend the remaining budget before closing the project. - C：获得客户的交付验收
Obtain delivery acceptance from the customer. - D：与该团队一起召开收尾会议
Hold a closure meeting with the team.
正确答案：C 你的答案：C
解析：参考答案：C 解析：PMBOK（6）P127-4.7.3.2项目结束收尾的重要组成：最终产品的验收、移交。
26、 [单选] 首席执行官宣布一个新项目，该项目具有成本和时间限制目标，商业论证尚未最终确定。根据经验，项目经理强烈感觉将不能实现这些目标。 若要确保项目成功，项目经理应该怎么做？
A CEO announces a new project with cost and time constraint targets.The business case is not yet finalizeBased on experience,the project manager feels strongly that these targets will not be met. What should the project manager do to ensure the project’s success?
- A：与项目团队协商承诺长时间工作，并快速跟进该项目
Negotiate with the project team to commit to working long hours,and fast track the project. - B：与首席执行官会面，并强调可以实现的目标
Meet with the CEO,and highlight what is achievable. - C：修改项目章程以适应首席执行官的期望
Revise the project charter to accommodate the CEO's expectations. - D：将首席执行官的假设条件更新到假设日志中
Update the assumption log with the CEO's assumptions.
正确答案：B 你的答案：B
解析：参考答案：B 解析：PMBOK（6）P80-4.1.2.2数据收集、4.1.2.3冲突管理。项目仍在启动阶段，应采取访谈、冲突管理与相关方达成一致意见。
27、 [单选] 公司业务分析师审查并确认项目的商业论证。若要继续该项目，项目经理下一步应该怎么做？
A company business analyst reviews and validates the project business case. What should the project manager do next to proceed with the project?
- A：创建项目章程
Create the project charter. - B：制定范围说明书
Develop the scope statment - C：进行需求获取
Conduct requirements elicitation. - D：定义商业价值
Define the business value.
正确答案：A 你的答案：A
解析：参考答案：A 解析：PMBOK（6）P81-4.1.3.1 制定项目章程的输入之一是商业论证。
28、 [单选] 在项目执行过程中，项目经理得知一项法规变化将需要实施额外的技术控制。项目经理与团队一起执行了影响评估。项目经理下一步应该怎么做？
During project execution,the project manager learns that a change in regulations will require the implementation of additional technical controls.The project manager performs an impact assessment with the team. What should the project manager do next?
- A：请发起人提供额外资金以解决新的需求
Ask the sponsor for additional funding to address the new requirements. - B：更新范围管理计划
Update the scope management plan. - C：将其添加进风险登记册
Add this to the risk register. - D：提交一项变更请求，以增加范围
Submit a change request to increase the scope.
正确答案：D 你的答案：D
解析：参考答案：D 解析：PMBOK（6）P113-4.6主要是变更问题（虽然是风险引起的），选最符合变更流程的。
29、 [单选] 在项目收尾会议期间，职能经理要求项目经理更新历史信息和经验教训。项目经理应该查阅哪一份文件？
During a project closure meeting, a functional manager asks the project manager for an update on the historical information and lessons learne To what should the project manager refer?
- A：项目文档
Project documentation - B：已验收的可交付成果
Accepted deliverables - C：项目管理计划
Project management plan - D：组织过程资产
Organizational process assets
正确答案：D 你的答案：D
解析：参考答案：D 解析：PMBOK（6）P126-4.1.1.4历史信息与经验教训知识库。
30、 [单选] 在产品安装过程中，一名项目团队成员发现可交付成果存在一个缺陷。在通知高级经理后，进行整改以便于产品安装。 若要确保产品符合要求，项目经理应该怎么做？
During product installation, a project team member discovers a defect in a deliverable. After informing the senior manager, modifications are made to facilitate product installation. What should the project manager do to ensure that the product is in compliance?
- A：执行实施整体变更控制过程
Conduct the Perform Integrated Change Control process. - B：监控项目工作
Monitor and control the project work. - C：更新相关方
Update the stakeholders. - D：更新风险登记册
Update the risk register.
正确答案：A 你的答案：A
解析：参考答案：A 解析：PMBOK（6）P113-4.6修复缺陷，属于变更，实施整体变更流程。
31、 [单选] 在提交项目管理计划以供批准之前，项目经理收到项目的变更请求。项目发起人指示项目经理继续进行变更，但是，项目经理拒绝进行变更,因为进行变更请求必须经过变更控制过程。项目经理为什么会这样回应？
A project manager receives a change request for a project before submitting the project management plan for approval. The project sponsor instructs the project manager to proceed with the change. However, the project manager refuses to make the change because the change request must go through the change control process. Why would the project manager respond this way?
- A：因为该变更会影响配置管理计划
The change impacts the configuration management plan. - B：因为该变更会影响项目管理计划是否会获得批准
The change impacts whether the project management plan will be approve - C：因为该变更会影响基准
The change impacts the baseline. - D：因为该变更会影响变更管理计划
The change impacts the change management plan.
正确答案：C 你的答案：C
解析：参考答案：C 解析：PMBOK（6）P113-4.6涉及的基准的变化要走变更流程。
32、 [单选] 在与项目团队召开进度会议期间，技术经理要求扩大储罐的尺寸。项目经理要求技术经理为该提议准备必要的文件。几天后，技术经理要求项目经理口头确认储罐请求。 项目经理应该建议技术经理查阅哪一份计划？
During a progress meeting with the project team, a technical manager requests that the size of a storage tank be enlarge The project manager asks the technical manager to prepare the necessary documents for this proposal. A few days later, the technical manager requests verbal confirmation of the storage tank request from the project manager. What plan should the project manager advise the technical manager to consult?
- A：范围管理计划
Scope management plan. - B：沟通管理计划
Communications management plan. - C：相关方参与计划
Stakeholder engagement plan. - D：变更管理计划
Change management plan.
正确答案：D 你的答案：D
解析：参考答案：D 解析：PMBOK（6）P113-4.6 “口头确认”变更请求，违反变更流程，应遵循整体变更流程控制。
33、 [单选] 项目经理启动了一个新项目,可以使用哪些组织过程资产来了解类似项目所面临的挑战？
A project manager is starting a new project. What organizational process asset can be used to gain an understanding of the challenges faces by similar projects?
- A：组织工作授权系统
Organizational work authorization system - B：经验教训知识储存库
Lessons learned repository - C：专家判断
Expert judgment - D：工作绩效报告
Work performance reports
正确答案：B 你的答案：B
解析：参考答案：B 解析：PMBOK（6）P79-4.1.1.4组织过程资产。题目问下列哪一个是组织过程资产，只有B是。
34、 [单选] 在审查进度计划时，项目经理发现由于一个意外问题导致存在严重的范围蔓延。项目经理应该怎么做？
While reviewing the schedule, the project manager discovers is sigfiiflcant scope creep due to an unforeseen issue. What should the project manager do?
- A：停止与该问题相关的工作，并通知项目发起人
Stop the work related to the issue, and imform the project sponsor. - B：更新风险登记册并通知发起人
Update the risk register, and notify the project spolsor. - C：向变更控制委员会(CCB)提交变更请求，并更新项目基准
Submit a change request to the change control board(CCB), and update the project baseline. - D：使用因果图执行根本原因分析，并更新风险管理计划
Perform a root cause analysis using a causc-and-effect diagram, and update the risk
正确答案：C 你的答案：C
解析：参考答案：C 解析：PMBOK（6）P113-4.6涉及的基准的变化要走变更流程。要重新走变更流程，选最符合变更流程的。
35、 [单选] 项目经理为一个为期12周的项目安排一次启动大会。两名相关方表示他们无法参加会议。项目经理应该怎么做？
A project manager schedules a kick-off meeting for a 12-week project. Two stakeholders indicate they are unable to attend the meeting. What should the project manager do?
- A：将会议重新安排在每个人都有空的时间
Reschedule the meeting for a time when everyone is available. - B：在开始启动大会之前分别与两名相关方开会，以收集他们的意见和承诺
Meet separately with the two stakeholders prior to the kick-off meeting to capture their comments and commitment. - C：按计划继续开会，并将会议记录发送给两位缺席的相关方
Continue with the meeting as planned and send the meeting minutes to the two absent stakeholders. - D：将该问题升级上报给项目发起人，已获得缺席相关方的承诺
Escalate the issue to the project sponsor that obtains confirmations from the absent stakeholdrs.
正确答案：B 你的答案：B
解析：参考答案：B 解析：pmbok 4.2.2.4 项目开工会议通常意味着规划阶段结束和执行阶段开始，旨在传达项目目标、获得团队对项目的承诺，以及阐明每个相关方的角色和职责。
36、 [单选] 由于一些需要大量返工的质量问题，一个项目落后于进度。项目经理的初步审查表明，设计变更是这次返工的主要原因,项目经理下一步应该做什么？
A project is falling behind schedule due to several quality issues that request extensive rework. The project manager’s initial review reveals that design changes were the major cause of this rework. What should the project manager do next?
- A：审核质量管理计划以确保已更新该计划，与变更日志保持一致
Review the quality management plan to ensure that it has been updated in line with the change log. - B：要求相关方在当前质量问题得到解决之前停止所有变更请求
Ask stakeholders to stop all change requests until the current quality issues kre resolve - C：指示质量经理尽快向项目团队展示设计变更
Instruct the quality manager to present the design changes to the project team as soon as possible. - D：推迟任何新的设计变更请求，直到解决当前的返工问题为止
Defer any new design change requests until the current rework has been resolve
正确答案：A 你的答案：A
解析：参考答案：A 解析：题目问题原因，变更批准后没有更新计划、没有通知相关方导致。
38、 [单选] —个为期两年的项目即将结束。项目经理首先应该怎么做？
A two-year project reaches its en What should the project manager do first?
- A：完成团队成员的评估并将他们从项目中解散
Complete team members’ assessments and release them from the project. - B：获得发起人的验收以结束该项目
Obtain the acceptance from the sponsor to end the project. - C：审查风险登记册以确保没有未完成的事项
Review the risk register to ensure that there are no outstanding items. - D：执行质量控制程序以结束该项目
perform quality control procedures to close the project.
正确答案：B 你的答案：B
解析：参考答案：B 解析：PMBOK（6）P121-4.7 收尾工作的四个步骤：验收，移交，总结和释放。
39、 [单选] 为了限制项目变更的数量，项目经理制定了一个严格的变更管理计划，该计划只允许批准减轻主要潜在风险或已实现风险的变更。团队成员提出一个范围变更，该范围变更将消除对落后于进度的外部项目的依赖。项目经理应该做什么?
To limit the number of project changes, the project manager establishes a strict change management plan that allows only changes that mitigate major potential or realized risks. Team members propose a scope change that will eliminate the dependency on external projects that are behind schedule. What should a project manager do?
- A：与发起人和外部项目经理讨论提议的变更
Discuss the proposed change with the sponsor and external project manager. - B：拒绝该变更，因为根据变更管理计划应避免所有变更
Reject the change because all changes should be avoided according to the change management plan. - C：接受该变更，因为这是一项预防措施
Accept the change，as it is a preventive action. - D：同意该变更，因为这是一项纠正措施
Agree the change as this is a corrective action.
正确答案：A 你的答案：A
解析：参考答案：A 解析：PMBOK（6）P111-4.6 实施整体变更控制 在对项目进行变更的时候，评估变更对整体项目的影响，若涉及到基准变更需要得到CCB的同意。
40、 [单选] 一名团队成员建议使用移动即时通讯应用程序，以便团队及时批准优化项目进度和项目成本的措施。项目经理应查阅下列哪一项文件来实施这项建议？
A team member suggests using a mobile instant messaging application to allow the team to approve measures to optimize project process and project costs in time. To what should the project manager consult to implement this recommendation？
- A：变更管理计划
Change management plan - B：范围管理计划
Scope manangement plan - C：进度基准
Schedule baseline - D：相关方参与计划
Stakeholder engagement plan
正确答案：A 你的答案：A
解析：参考答案：A 解析：PMBOK 4.6实施整体变更控制的输入 变更管理计划。变更管理计划为管理变更控制过程提供指导，并记录变更控制委员会（CCB）的角色和职责。
41、 [单选] 由于经济问题，客户取消了一个仅完成三个阶段中的第一个阶段的项目。在执行实施整体变更控制过程后，项目经理下一步应该怎么做？
Due to economic issues, a client cancels a project that has completed only the first of three phases. After implementing the Perform Integrated Change Control process What should the project manager do next?
- A：审查范围基准
Review the scope baseline. - B：应用监管风险过程
Apply the Monitor Risks process. - C：更新经验教训知识库
Update the lessons learned repository. - D：解散项目团队
Release the prbject team.
正确答案：C 你的答案：C
解析：参考答案：C 解析：PMBOK（6）P121-4.7项目提前终止，为项目的结束阶段，都要总结经验教训。
42、 [单选] 在项目的用户验收测试得到批准后，所有关键用户都将被替换。只有在新的关键用户接受项 目可交付成果的培训之后，项目才能完成。项目经理下一步应该怎么做？
After approval of user acceptance testing for a project, all key users are replace The project cannot be completed until the new key users are trained on the project’s deliverables. What should the project manager do next?
- A：遵循变更管理计划
Follow the change management plan. - B：计划培训活动
Plan a training activity. - C：将该问题上报给项目发起人
Escalate this to the project sponsor. - D：遵循资源管理计划
Follow the resource management plan.
正确答案：A 你的答案：A
解析：参考答案：A 解析：PMBOK（6）P113-4.6项目增加了对新用户的培训，这属于范围增加，要走变更流程。对客户的培训和对员工培训是两码事，前者与资源管理计划无关。
43、 [单选] 一个矩阵型组织的项目经理注意到一个资源正在进行大量的加班工作来完成项目任务。项目经理下一步应该怎么做？
A project manager in a matrix organization notice that a resource is working a significant amount of overtime to complete project assignments. What should the project manager do next?
- A：将该问题上报给项目发起人
Escalate the issue to the project sponsor. - B：将该信息更新到问题日志中
Update the issue long with this information. - C：与资源经理讨论这种情况
Discuss the situation with the resource’s manager. - D：将该信息更新到风险登记册中
Update the risk register with this information.
正确答案：B 你的答案：B
解析：参考答案：B 解析：PmbokP108 问题日志。问题日志用于记录和监督由谁负责在目标日期内解决特定问题。大量加班是一个问题，需要先记录在问题日志。
44、 [单选] 在授权资源分配之前，公司的项目管理办公室(PMO)要求项目经理出示批准的项目章程。 但是，项目发起人将在未来三周内休假，相关方希望项目尽快开始。 项目经理该怎么做？
Before authorizing resource assignments, a company’s project management office(PMO) requires that the project manager present the approved project charter. However, the project sponsor is on vacation for the next three weeks. Stakeholders want the project to start as soon as possible. What should the project manager do ?
- A：暂停项目，直到发起人批准项目章程为止
Hold the project until the sponsor approves the project charter. - B：获得指导委员会的授权
Obtain authorization from the steering committee. - C：找到可以非正式启动项目的资源，以避免延期
Find resources that can informally start the project to avoid delays. - D：审查主要项目里程碑，识别潜在的任务压缩以避免延期
Review the main project milestones to identify potential task compression to avoid delays.
正确答案：B 你的答案：B
解析：参考答案：B 解析：除了发起人，还有可以批准章程的人，见 PMBOK77 页第二段第 1-2行。指导委员会，即项目组合治理委员会。
45、 [单选] —个项目需要与拥有某个特定产品的新供应商合作。项目经理为项目创建了风险应对计划，并识别了具体风险。在项目执行期间，供应商得知他们的系统和功能可以用于其他公司产品。项目经理应如何处理这项信息？
A project requires working with a new vendor for a specifi The project manager creates the risk response plan, and identifies specific risks for the project. During project execution, the vendor realizes that their system and features will also work for other company products. What should the project manager do with this information?
- A：与供应商开会以确定实施要求
Meet with the vendor to determine requirements for implementation . - B：审查风险日志或风险登记册，以确定是否已确定风险应对措施
Review the risk log or risk register to determine if a risk response has been identifie - C：提交一份变更请求，在所有产品中增加该功能
Submit a change request to add the ftinctionality to all products. - D：与相关方讨论，以确定他们是否有兴趣增加新功能
Speak with stakeholders to determine their interest in adding the new functionality.
正确答案：B 你的答案：B
解析：参考答案：B 解析：pmbok 11.2 识别风险 发现新风险后，需要对其进行记录分析并规划风险应对。现在，供应商有可能把该系统和功能卖给我们的竞争对手，这属于风险识别。
47、 [单选] 供应商不断延迟向项目管理团队提交状态报告。项目经理应该怎么做？
A supplier continuously delays submitting status reports to the project management team. What should the project manager do ?
- A：向该供应商发送一封警告信，并暂停向他们付款
Send the supplier a warning letter and withhold payments to them. - B：修改检查和采购管理计划
Modify the inspections and procurement management plan. - C：提交请求以变更供应商的范围
Submit a request to change the supplier's scope. - D：制定风险应对计划
Develop a risk response plan.
正确答案：D 你的答案：D
解析：参考答案：D 解析：Pmbok 11.7 监督风险 因为供应商不断的延期会成为一个新的风险，需要制定相应的风险计划，风险计划出来后通过规划风险应对来识别是否要发警告信，所以不选A，B不能直接修改，C中可以提交请求但是不是变更范围。
48、 [单选] 在项目规划阶段，原材料的高价格和价格波动被识别为一项风险，在对两种原材料进行定量分析之后，选择了商品A而不是商品B。在执行阶段，商品A的价格上涨，使其比商品B更昂贵。 若要解决这个问题，项目经理应该怎么做？
During a project's planning phase, the high and fluctuating price of raw materials identified as a risk. After quantitative analysis of two raw materials, item A was chosen instead of item During the execution phase, the price of item A rises, making it more expensive than item What should the project manager do to resolve this?
- A：查阅风险管理计划
Refer to the risk management plan. - B：审查成本管理计划
Review the cost management plan. - C：通知发起人
Inform the sponsor. - D：联络采购团队
Approach the procurement team.
正确答案：A 你的答案：A
解析： 解析：题目里面强调，项目在执行阶段，出现这个情况，我们需要实施风险应对，风险管理计划是实施风险应对的输入，我们在解决这个问题的时候需要查阅风险管理计划。
49、 [单选] 项目任务涉及定期采购特定的原材料，在规划过程中，价格波动被识别为一项风险。如果风险发生，风险应对措施就是利用价格下降，目前该原材料价格大幅下跌。 采购经理应该怎么做？
A project tack involves the procurement of a specific raw material at regular intervals, Price fluctuation was identified as a risk during planning. The risk response is to exploit a price drop if it occurs. The price of the raw material has now reduced drastically. What should the procurement manager do?
- A：以现有价格采购原材料
Purchase the raw material at the existing pfice. - B：寻求项目经理的建议
Ask the project manager for advice. - C：等待价格进一步降低
Wait for the prices to further reduce. - D：查询风险登记册以获得建议的行动
Review the risk register for the recommended acfion.
正确答案：D 你的答案：D
解析：参考答案：D 解析：Pmbok 11.6实施风险应对 风险发生，且该风险已经识别并分析同时有应对计划，当发生时按照风险应对计划进行处理即可。
50、 [单选] 一家组织正在完成一个住宅物业施工过程的一个很重要里程碑，该项目由政府全力赞助。在这个关键项目阶段完成前十天，受影响的社区成员开始为期四天的抗议活动，导致项目被搁置。 项目经理应该怎么做？
An organization is completing a critical milestone during the construction of residential properties. The project is fully sponsored by the government. Ten days prior to completion of this key project phase, affected community members begin a four-day protest,causing the project to be put on hol What should the project manager do?
- A：减轻风险
Mitigate the risk. - B：为项目付出更多努力
Increase effort on the project. - C：审查时间表
Review the timeline. - D：将该问题升级上报给项目发起人
Escalate the issue to the project sponsor.
正确答案：D 你的答案：D
解析：参考答案：D 解析：pmbok6的450页11.6.1.2项目文件-风险报告：风险报告包括对当前整体项目风险敞口的评估，以及商定的风险 应对策略，还会描述重要的单个项目风险及其应对计划。项目被搁置，显然已经超出了项目经理的控制范围，首先应上报。
53、 [单选] 项目发起人和风险部门经理担心一个高端项目的风险应对措施，发起人要求项目经理与风险部门经理合作，以确定风险管理过程的有效性。 谁应该负责确保风险审计得到适当执行？
A project sponsor and a risk department manager are concerned about risk-response implementation for a high-profile project, The sponsor asks the project manager to work with the risk department manager to determine the effectiveness of the risk management process. Who is responsible for ensuring that risk audits are performed appropriately?
- A：项目发起人
Project sponsor - B：风险部门经理
Manager of risk department - C：项目团队员
Project team members - D：项目经理
Project manager
正确答案：D 你的答案：D
解析：参考答案：D 解析：PMBOK（6）P456-11.7.2.2由项目经理确保风险管理计划开展。
55、 [单选] 供应商通知项目经理可能延迟交付一个模块。项目经理应该怎么做？
A vendor notifies a project manager of a potential delay in the delivery of a module. What should the project manager do?
- A：立即通知相关方
Immediately notify the stakeholders. - B：通过增加额外的天数来修改项目管理计划，并记录它们对项目时间的影响
Modify the project management plan by adding additional days and record their impact on project time. - C：审查风险管理计划以评估风险，然后通知相关方
Review the risk management plan to assess risk and then notify the relevant parties. - D：完成对项目影响的评估，并更新项目管理计划
Complete the assessment of the impact of the project and update the project management plan.
正确答案：C 你的答案：C
解析：参考答案：C 解析：PMBOK（11）P453，“可能”是本题关键词，应定义为一个风险。风险识别，要先分析、制定应对策略。
57、 [单选] 项目经理正在开展一个内部项目，需要一个新的销售点(POS)交易系统，项目经理发现这个系统有个问题，不仅可能延迟这个项目，而且还会影响到依赖于这个系统的其他一些项目。这个问题未包含在风险登记册中，因为之前的试验认为该系统没有缺陷。项目经理应该联系谁来解决这个问题？
A project manager is working on an internal project that requires a new point of sale(POS) transaction system.The project manager discovers an issue with the system that may not only delay this project,but also a number of other projects dependent upon this system. This issue was not include in the risk register,because previous trials deemed the system free of flaws Who should the project manager contact about this issue?
- A：IT部门
IT department - B：受影响的发起人
Sponsors who were affected - C：受影响的项目经理
Project managers who were affected - D：运营团队
Operations team
正确答案：A 你的答案：A
解析：参考答案：A 解析：项目团队工作需要的交易系统有问题，由系统运维责任部门-IT部门负责解决。
58、 [单选] 项目经理得到通知，代码的关键部分软件开发人员将离开办公室三周时间。这项活动不属于关键路径。项目经理下一步应该怎么做？
A project manager is notified that a software developer for a critical section of code will be out of the office for three weeks. This task is not part of the critical path. What should the project manager do next?
- A：按照项目进度计划的规定继续任务
Continue with the tasks as stated in the project schedule - B：应用风险登记册中所述的应对策略
Apply the responses described in the risk register - C：获得拥有该技能的备用资源
Secure a backup resource with this skill - D：检查应急计划
Check the contingency plan
正确答案：B 你的答案：B
解析：参考答案：B。 解析：PMBOK（6）P450，非关键路径的资源变动，应先检查风险登记册是否已识别此风险并作出了应对措施，如有则实施。
59、 [单选] 由于个人原因，一名项目团队成员通知项目经理将不能工作两周时间，该团队成员是能够执行一项关键路径任务的唯一资源。项目经理应首先更新哪一份文件？
Due to personal reasons, a project team member informs the project manager that they will be out of work for two weeks. This team member is the only resource who can perform a critical-pat task. What document should the project manager update first?
- A：工作分解结构
Work breakdown structure - B：风险登记册
Risk register - C：人力资源管理计划
Human resource management plan - D：项目进度计划
Project schedule plan
正确答案：B 你的答案：B
解析：参考答案：B。 解析：PMBOK（6）P453，团队成员通知PM将不能满足原定的工作时间，这个资源是关键路径上的唯一资源。一旦失去很有可能会影响整个项目的进度，属于不确定性，PM首先应该更新风险登记册。
60、 [单选] 在执行一个处于落后于进度风险的项目期间，项目经理了解到，某个项目提前完成，公司中技能最高的资源将可用。项目经理坚持让该资源立即分配到他们的项目团队，期望为项目带来积极影响。 项目经理应用的是什么策略？
During the execution of a project that is at risk of falling behind schedule, the project manager learns that the company’s most skilled resource will be available from a project that finished early. The project manager insists that the resource be immediately assigned to their project team, with the expectation of a positive impact on the project. What strategy did the project manager apply?
- A：分享
Share - B：接受
Accept - C：转移
Transfer - D：开拓
Exploit
正确答案：D 你的答案：D
解析：参考答案：D。 解析：PMBOK（6）P444-11.5.2.5 开拓。如果组织想确保把握住高优先级的机会，就可以选择开拓策略。此策略将特定机会的出现概率提高到 100%，确保其肯定出现，从而获得与其相关的收益。开拓措施可能包括：把组织中最有能力的资源分配给项目来缩短完工时间，或采用全新技术或技术升级来节约项目成本并缩短项目持续时间。
62、 [单选] 项目分包商的一位关键资源需求是一个制造过程的技术专家。在项目的早期阶段，很明显分包商的员工缺乏足够的专业知识来满足质量标准。项目经理应该怎么做？
A key resource requirement for a project subcontractor is a technical expert on a manufacturing process.During the early stages of the project,it becomes clear that the subcontractor's staff has inadequate expertise to meet the quality standards. What should the project manager do?
- A：更新风险登记册
Update the risk register. - B：为项目团队指定一名主题专家(SME)
Appoint a subject matter expert(SME)to ihc project team - C：对分包商执行质量审计
Perform a quality audit of the subcontractor. - D：审查合同中的任何相关罚款条款
Review the contract for any relevant penalty clause.
正确答案：A 你的答案：A
解析：参考答案：A 解析：PMBOK（6）P409，供应商的员工能力不够，是隐患，应当成风险记录，即识别风险。
63、 [单选] 项目经理正在领导一个全球虚拟团队，在一次每周项目状态会议上，项目经理意识到来 自不同地方的两名团队成员正在执行同一个任务，而不是按计划分别执行独立的任务。项目经理下一步应该怎么做？
A project manager is leading a global virtual team.During a weekly project status meeting,the project manager realizes that two team members from different locations have been working on the same assignment,rather than separate assignments as planned What should the project manager do next?
- A：依照人员分配工具重新培训整个团队并更新项目进度计划
Retrain the entire team on the staff assignment tool and update the project schedule - B：修订风险登记册以显示这对项目管理计划的影响
Revise the risk register to show this impact on the project management plan - C：通知项目相关方，这将影响项目进度
Notify project stakeholders that this will impact the project schedule - D：通知项目发起人并更新资源管理计划
Inform the project sponsor and update the resource management plan
正确答案：B 你的答案：B
解析：参考答案：B。解析：PMBOK（6）P409，由于客观原因造成了这一问题，识别之后应分析其影响。故选B。
65、 [单选] 在第三方供应商交付项目组件后报告发生故障，项目经理在供应商的支持下应用应急计划。为了确保风险应对措施的有效性，项目经理应该怎么做？
Failures are reported after a third-party vendor delivers a project component.The project manager applies a contingency plan with the vendor’s support.To ensure the effectiveness of the risk response,what should the project manager do?
- A：更新风险登记册
Update the risk register. - B：开展风险审计
Conduct risk audits. - C：更新工作说明书(SOW)，包含该应对措施
Update the statement of work(SOW)to include the response. - D：执行供应商绩效再评估
Perform a vendor performance reassessment.
正确答案：B 你的答案：B
解析：11.7.2.2 审计 风险审计是一种审计类型，可用于评估风险管理过程的有效性。 风险管理过程的有效性以及风险应对措施的有效性，都可以通过风险审计来验证。PMBOK457页第一段说的风险审查即风险审计。
66、 [单选] 项目经理正在管理一个项目，向众多机构交付新的报告产品，该项目必须遵守立法变化，若要确保成功交付，项目经理应该怎么做？
A project manager is leading a project to deliver new reporting product to a large number of agencies. This project must adhere to legislative changes. What should the project manager do to ensure successful delivery?
- A：与团队一起头脑风暴，制定风险减轻计划
Brainstorm with the team to devise a risk mitigation plans - B：识别并记录项目的风险和必要的成功标准
Identify and document the project’s risks and necessary success criteria - C：与相关方开会，沟通项目延期对进度计划、预算和成本的影响
Meet with stakeholders to communicate the schedule,budget and cost impacts in the event - D：要求供应商提交一份关于系统支持、培训和灾难复原的计划
Ask a vendor to submit a plan for system support, training and disaster recovery
正确答案：B 你的答案：B
解析：立法有变化,表示项目有风险,需要进行识别。明确成功标准有助于项目成功验收，所以最优答案是B。
67、 [单选] 公司聘用一名项目经理来协调一个期限紧迫的敏捷项目，项目经理和敏捷团队都由一位项目组合经理管理，该项目组合经理倾向于根据需要将开发人员重新分配给其他紧急事项，当项目经理与其接洽时，项目组合经理坚持认为他们有权根据需要调动资源，项目经理应该怎么做？
A Company hires a project manager to coordinate an agile project with tight deadlines, The project managers and the agile team are all managed by a portfolio manager who has a tendency to reassigned developers to other urgent items as needed, when approached by the project manager , the portfolio manager is adamant that they have the authority to more required, what should the project manager do?
- A：将此问题提升为问题日志中的问题
Raise this ad an issue in the issue log - B：更新风险登记册
Update the risk register - C：将此问题升级上报给项目组合经理的主管
Escalate it to the portfolio manager's supervisor - D：请求额外的资源
Request additional resources
正确答案：B 你的答案：B
解析：相关方的错误认识将可能给项目带来麻烦，是潜在的（尚未发生问题），更像风险而不是问题。A的“提升”不合适。组合经理的做法对本项目而言是一种风险,需要更新到风险登记册并分析\制定应对措施。
68、 [单选] 在一个大型项目中，项目经理决定将风险转移给供应商是最好的风险应对措施，在项目执行期间，项目经理了解到该供应商因内部问题不再具有财务能力来承受风险，指定新的供应商需要三周时间，在新计划生效之前，项目经理应该做些什么？
In a large-scale project, the project manager decides that transferring a risk to a vendor is the best risks response, during project execution,the project managers learns that the vendor is no longer financial capable of covering the risk due to internal problems,It will take three weeks for a new vendor to be appointeWhat should the project manager do?
- A：更新风险应对计划，通过停止工作来“规避”
update the risk response plan to "avoid" by halting work - B：与相关方开会审查风险应对计划，并讨论增加预算以适应该风险
Meet with stakeholders to review the response plan and discuss increase the budget to accommodates the risk - C：继续推进项目工作
Proceed with project work - D：审查现有的安全措施和控制措施，并评估风险发生的可能性
Review existing safety measures and control and assess the possibility of risk occurring
正确答案：D 你的答案：D
解析：排除法。A前后都错误；B前半句不合适，后半句不主动；C是不管不顾；D是监控风险的专业做法，相对最好。此题易误选B,选择新的供应商已经是在实施风险应对计划的举措了,在新旧供应商转换的3周空档期,最好的做法是监控风险,尽量使风险不发生。
69、 [单选] 发生了质量监督，变更控制委员会(CCB)批准了所产生的额外费用，但发生进一步质量问题的可能性很高，项目经理应该怎么做？
A Quality oversight occurs, and the additional cost incurred are approved by the change control board(CCB)，The probability of further quality issues is high, what should the project manager do?
- A：根据风险管理计划更新风险登记册
Update the risk register in accordance with the risk management plan - B：更新经验教训储存库以确保减轻未来风险
Update the lessons learned repository to ensure that future risks are mitigated - C：创建因果图以分析质量监督的影响
Create a cause-and-effect diagram to analyze the impact of quality oversight - D：请求质量经理提供支持
Request support from the quality manager
正确答案：A 你的答案：A
解析：识别了新风险，首先更新风险登记册。B是应对后的工作；C的说法严重错误；D推脱责任。题中关键词是可能性很高,代表是一种风险,而不是一种已经发生的问题。
70、 [单选] 在项目执行过程中，项目经理注意到正在使用预先准备好的免费的项目管理软件试用版。该项目将在六个月后结束，团队希望继续使用相同的软件，项目经理应该怎么做？
During project execution,a project manager noticed that the project management are being prepared using a free trial version of project management software. The project will end in six months.and The team wants to continue using the same software.
- A：记录该软件是试用版，并继续使用该软件
Document that the software is A trial version and continue using the software - B：记录该软件是试用版，通知所有相关方，并购买该软件的许可
Record that the software is a trial version, inform all stakeholder and purchase the license for the software - C：通知相关方，执行风险分析，并获得该软件的许可版本
Inform the stakeholders, perform a risk analysis and procure a licensed version of the software - D：执行风险分析，并奖励团队节省项目支出
Perform a risk analysis and reward the team for saving on project expenditures
正确答案：C 你的答案：C
解析：识别新风险（6个月后试用结束，将不可用），分析影响，制定应对措施（购买）。要注意职业道德问题。
71、 [单选] 项目团队了解到新监管法律可能影响项目，项目经理执行定量分析并确定了如果触发此风险的重大财务影响，项目经理应该怎么做？
A project team learns of new regulatory laws that may impact the project,the project manager performed a quantitative analysis and identifies a significant financial impact if this risk is triggered .What should the project manager do?
- A：更新风险登记册
Update the risk register - B：聘请保险公司来承担该风险
Engage an insurance company to cover the risk - C：影响发起人延迟实施法律，直到项目完成
Influence the sponsor to delay the the law until the the project is completed - D：修订项目预算
Revise the project budget
正确答案：A 你的答案：A
解析：风险识别，并进行了定量分析，二者都应更新到风险登记册里。B在A后；C是杜撰；D很被动。
72、 [单选] 在研究一个项目收购时，项目经理发现一种产品能够大大缩短上市时间并提供未来设计解决方案，但是由于该产品的供应商尚未符合行业标准，因此涉及的风险很大，项目经理下一步应该怎么做？
When researching a project acquisition, the project manager discovers a product that will considerably decrease the time to market and provide future design solutions.However, there is a large the risk involved,as the provider of this product is not yet industry compliant.What should the project manager do next?
- A：联系该提供商并协商合作
Call the provider and negotiate a contract - B：与开发团队开会，讨论下一步工作
Meet with the development team to discuss next steps - C：实施风险管理计划及其中包含的已批准行动
Implement the risk management plan and the approved actions contained within it - D：请项目管理办公室(PMO)批准继续
Ask the project management office (PMO) for approval to proceed
正确答案：C 你的答案：C
解析：机会中包括了风险，结合选项，应管理风险。C最好，ABD都没有考虑风险。风险管理计划中包含为了获得机会而可能遇到的风险及风险应对措施。
74、 [单选] 在一个足球场建设项目的规划会议期间，项目团队决定在设计工程之前进行现场勘察以确定地面状况。项目团队实施的是哪一个风险管理过程？
During a planning meeting for a soccer field construction project, the team decided to conduct a site survey to determine the ground conditions before engineering the design. What risk management process is the team implement?
- A：风险规划
risk planning - B：风险识别
Risk identification - C：风险分析
Risk analysis - D：风险应对规划
Risk response planning
正确答案：B 你的答案：B
解析：11.2 识别风险 识别风险是识别单个项目风险以及整体项目风险的来源，并记录风险特征的过程。 实地勘察，只能发现风险，属于识别风险。
75、 [单选] 项目经理得知在他不知情的情况下己经为项目分配了资源，经过调查，项目经理发现这些资源需求是合理的。若要避免这种沟通不畅的情况，项目经理事先应该做什么？
A project manager learns that there are resources that have been assigned to the project without their awareness. After investigation,the project manager discovers that the resources were legitimately require What should the project manager have done to avoid this miscommunication?
- A：亲自创建资源管理计划
Personally created the resource management plan - B：更新采购和成本管理计划
Updated the procurement and cost management plans - C：明确定义并沟通每个资源的角色与职责
Clearly defined and communicated the roles and responsibilities of each resource - D：修订沟通管理计划
Revised the communications management plan
正确答案：D 你的答案：D
解析：参考答案：D 解析：本题为沟通问题，虽然题干中提到了组建团队的问题，但提问时直接指向“沟通不畅”，沟通问题，找沟通管理计划。
76、 [单选] 项目经理向所有相关方发送定期状态报告，报告内容包括项目成就列表，即将完成的目标和目前的挑战。但是，一些相关方仍抱怨说他们不了解项目的状态。项目经理应该怎么做？
A project manager sends out regular status reports to all stakeholders with bulleted lists of project accomplishments, upcoming objectives,and and current challenges. However, some stakeholders still complain that they do not and understand the project’s status, What should the project manager do?
- A：联系这些相关方以了解他们担心的问题，并在实施变更之前遵循变更请求过程
Contact those stakeholders to and understand their concerns, and follow the change request process prior to implementing changes. - B：向这些相关方分发一些新的，更详细的状态报告
Distribute a new,more-detailed status report to those stakeholders. - C：要求这些相关方审查沟通管理计划并向他们提供最新的状态报告
Ask those stakeholders to review the communications management plan and provide them with an updated status report. - D：与这些相关方和项目团队开会，以提供更详细的项目状态更新
Meet with those stakeholders and the project team to provide a more-detailed project status update.
正确答案：C 你的答案：C
解析：参考答案：C 解析：PMBOK（6）P379沟通问题 ，前半句是让相关方对沟通安排提意见，即了解沟通需求。
77、 [单选] 项目经理正在规划一个新的多公司参与项目，每家公司都有多名项目相关方。项目经理应该使用什么沟通方法？
A project manager is planning a new multi-company project that has several stakeholders per company. What communication method should the project manager use?
- A：交互式沟通
Interactive - B：推式沟通
Push - C：拉式沟通
Pull - D：选择性沟通
Selective
正确答案：C 你的答案：C
解析：参考答案：C。 解析：PMBOK（6）P374-10.1.2.5多名相关方需要获取信息，最好采用拉式沟通，统一发布信息，让相关方主动从信息源获取信息。多个公司参与，说明地理位置有差异，交互式沟通的成本较高，可行性低，故选C。
78、 [单选] 项目经理计划在一个月内部署一个全球性项目。但是，多名经理联系项目发起人，表示缺乏对项目可交付成果的认识。规划期间，项目经理应完成下列哪一项？
A project manager plans to deploy a global project in one month. However, several managers have contacted the project sponsor indicating a lack of awareness of project deliverables. What should the project manager have done during planning?
- A：开展项目影响分析.安排进度活动并采取行动
Conducted a project impact analysis, scheduled activities, and taken actions - B：审查项目章程澄清范围
Reviewed project charter to clarify scope - C：安排每周风险审查会议
Scheduled weekly risk review meetings - D：识别项目相关方，并将其包含进沟通管理计划中
Identified project stakeholders and included them in the communications management plan
正确答案：D 你的答案：D
解析：参考答案：D。 解析：缺乏对于可交付成果的认识，属于沟通问题，选项D属于沟通相关的工作。
79、 [单选] 一名相关方抱怨说未收到项目延期交付的通知，若要防止这个问题，项目经理应该事先做什么？
A stakeholder complains that notification of the project’s delayed delivery was not receive What should the project manager have done to prevent this?
- A：更新需求跟踪矩阵
Updated the requirements traceability matrix - B：审查沟通管理计划
Reviewed the communications management plan - C：审查风险管理计划
Reviewed the risk management plan - D：更新相关方登记册
Updated the stakeholder register
正确答案：B 你的答案：B
解析：参考答案：B。 解析：PMBOK（6）P379-10.2相关方“未收到”通知，属于信息传递出现问题，事先应该审查沟通管理计划。
80、 [单选] 在项目执行期间，一名团队成员经常抱怨说没有及时提供某些信息。项目经理应该怎么做？
During project execution, a team member regularly complains that some information is not provided on a timely basis. What should the project manager do?
- A：检查该团队成员绩效历史记录
Check the team member’s performance history. - B：与所有团队成员定期召开情况通报会
Initiate regular information meetings with all team members. - C：与该团队成员召开一对一的会议
Hold a one-on-one meeting with the team member - D：审查沟通管理计划
Review the communications management plan.
正确答案：D 你的答案：D
解析：参考答案：D。 解析：PMBOK（6）P387，信息没有及时的提供，是沟通出了问题，应该审查沟通管理计划。
81、 [单选] IT团队之前发送了有关如何访问项目沟通所采用的新工具的信息。现在，一些相关方提出一些问题，让项目经理认为他们没有利用新工具。项目经理应该怎么做？
An IT team sent out information on how to access a new tool adopted for project communications,Now, some stakeholders are asking questions that lead the project manager to believe they are not leveraging the new tool. What should the project manager do?
- A：放弃新工具并恢复以前用于沟通更新的方法
Abandon the new tool and revert to previous methods for communicating updates - B：重新发送有关如何访问新工具的信息
Resend the information on how to access the new tool - C：与相关方讨论这些问题，并提供新工具的相关培训
Discuss these concerns with stakeholders and offer to provide training on the new tool - D：与IT团队开会，获得有关如何强制使用新工具的想法
Meet with the IT team to obtain ideas on how to enforce the use of the new tool
正确答案：C 你的答案：C
解析：10.2 管理沟通 相关方不利用新工具，可能是态度问题或能力问题，先确认问题，并提供培训。
82、 [单选] 一位项目经理正在与一个多元化的团队合作一个备受瞩目公共工程项目。项目相关方的公共部门非常担心，因为这个项目直接影响到他们的社区。项目经理应使用什么来与这个项目相关方团体沟通?
A project manager is working on a high-profile public works project with a diverse and engaged group of stakeholders.The public sector of stakeholders is very concerned,as this project directly impacts their community.,What should the project manager use to communicate with this stakeholder group?
- A：推式沟通
Push communication - B：交互式沟通
Interactive communication - C：项目相关方沟通
Stakeholder notifications - D：项目报告
Project reports
正确答案：B 你的答案：B
解析：需要达成一致意见的沟通，应该使用交互式。
83、 [单选] 一个在地理位置上分散的团队正在从事一个IT项目，他们发现自己会改写彼此的代码,有时还会处理相同的功能，Scrum主管正在评估他们如何能够促进团队成员之间更加一致的沟通，从而避免这些问题，Scrum主管应该怎么做？
A geographically dispersed team working on an IT project find themselves overwriting each others’ code and sometimes working on the same features The Scrum master is assessing ways in which they can promote more consistent communication among team members to avoid these issues. What should the Scrum master do?
- A：举行冲刺评审
Hold a sprint review - B：召开回顾总结会议
Convene a retrospective - C：安排每日站会
Schedule a daily stand up - D：开发一个任务分配系统
Develop a task allocation system
正确答案：C 你的答案：C
解析：题干已经认为是沟通问题,与C关系更大。A主要用于检查完成的工作；B主要用于总结经验和改进；C可以讨论问题，有异常及时纠正；D与沟通无关。
84、 [单选] 一位相关方不同意月度状态报告，并要求项目经理每周亲自告知他们项目的状态，项目经理首先应该怎么做？
A stakeholder disagrees with the monthly status report and asks the project manager to personally inform them of the project’s status on a weekly basis. What should the project manager do first?
- A：修改状态报告的形式和频率，以满足该相关方的需求
Modify the form and frequency of the status reports to accommodate the stakeholder needs - B：寻求与该相关方达成协议以管理他们的期望
Seek agreement with the stakeholder to manage their expectations - C：审查相关方参与计划，以重新审视该相关方的需求
Review the stakeholder engagement plan to revisit the stakeholder needs - D：与该相关方会面以说明状态报告的详细信息
Meet with the stakeholder to explain the details of the status reports
正确答案：C 你的答案：C
解析：沟通问题，对该相关方的沟通需求了解不到位，要根据C来更新沟通管理计划。
85、 [单选] 项目团队分布在不同的地理位置，项目经理安排召开一次虚拟发布规划会议，当来自某个特定地区的所有团队成员全部缺席电话会议时，项目经理感到非常惊讶，若要避免这个问题，项目经理应该事先做什么？
A Project manager of a geographically distributed team schedules a virtual release planning meeting. The project manager is surprised when all team members from a specific region are absent from the call. What should the project manager have done to avoid this?
- A：提前更早安排会议
Scheduled the meetings farther in advance - B：强制要求参加会议
Required Mandatory participation in the meeting - C：在安排会议之前确认团队成员是否有空参加
Checked the availability of team members before scheduling the meeting - D：用本地团队成员替换全球资源
Replace global resources with local team members
正确答案：C 你的答案：C
解析：某一特定地区的团队成员全部缺席会议，应该是会议时间安排不当，不是相关方问题，也不是规则问题，排除BD；是沟通问题，C最好。
87、 [单选] 一些内部相关方向项目经理抱怨因为他们没有收到所需的项目更新，所以他们无法正确执行任务，项目经理首先应该怎么做？
Some internal stakeholders complain to the project manager that they are unable to properly perform their tasks as they are not receiving required project update. What should the project manager do first?
- A：要求相关方确定独立获取项目更新的方式
Ask the stakeholders to identify ways to obtain project updates independently - B：改变相关方沟通的模式
Change the mode of stakeholder communication - C：增加项目更新的频率
Increase the frequency of project updates - D：审查沟通管理计划，确保包含所有相关方
Review the communication management plan to ensure that all stakeholders are included
正确答案：D 你的答案：D
解析：没有收到所需的项目更新属于沟通问题，先审查沟通管理计划。
88、 [单选] —位新项目发起人习惯性地错过每周一次的状态会议，并经常找职能经理讨论项目的状态，定期向其发送会议纪要，但似乎一直未读，项目经理下一步应该怎么做？
A new project sponsor habitually misses weekly status meeting and frequently visits functional manager to discuss the project’s, status,meeting minutes are regularly sent, but appear to remain unrea What should the project manager do next?
- A：指示职能经理拒绝讨论项目状态
Instruct the functional managers to refrain from discussing project status - B：将沟通管理计划发送给该发起人
Send the communication management plan to the sponsor - C：将每周会议纪要重新发送给该发起人
Resend the weekly meeting minutes to the sponsor - D：与该发起人组织一对一会议
Organize a one-on-one meetings with the sponsor
正确答案：D 你的答案：D
解析：沟通问题，新的发起人不接受当前沟通方式，应调整。A很负面；B：沟通管理计划是项目团队内部的沟通指南，描述将如何规划，结构化、执行与监督项目沟通；C. 重复无效工作。
90、 [单选] 项目经理正在领导一个复杂的跨文化项目，该项目有600多名团队成员，分布在不同的国家，来自其中一个国家的一些成员无法理解每日站会电话会议期间发生的情况，项目经理应该怎么做？
A project manager is leading a complex cross-cultural project with over 600 team members located in different countries. A few members from one of the countries are unable to understand what is going on during the daily stand up calls. What should the project manager do?
- A：更新沟通管理计划
Update the communication management plan - B：修订相关方参与计划
Revise the stakeholders engagement plan - C：关注团队建设的震荡阶段
Focus on the storming stage of team building - D：重视团队建设的成熟阶段
Emphasize the performing stage of team building
正确答案：A 你的答案：A
解析：典型沟通问题，“无法理解”是客观技术问题，而不是主观意愿问题，因此是沟通问题。
92、 [单选] 一个项目落后于进度，并超出预算。由于相关方压力增大，项目团队是在高压下工作，这导致了质量与生产经理之间的冲突，每一方都为项目延误和成本超支而指责对方。 项目经理应该怎么做？
A project is behind schedule and over budget. As a result of increased stakeholder pressure, the project team has been placed under serious duress. This causes a conflict between the quality and production managers, with each blaming the other for the delays and cost overruns. What should the project manager do?
- A：与两位经理会面，并要求他们立即结束冲突，以避免对项目造成负面影响
Meet with both managers, and ask them to immediately and end the conflict to avoid negatively impacting the project. - B：与相关方讨论该情况，并遵照他们的建议处理冲突
Discuss the situation with the stakeholders, and follow their suggestions for dealing with the conflict. - C：与两位经理的主管会面，讨论可能的行动
Meet with the managers' supervisors to discuss possible actions. - D：查阅团队章程以了解如何处理这个冲突的指导方针
Refer to the team charter for guidelines on how to deal with this conflict.
正确答案：C 你的答案：C
解析：参考答案：C 解析：9.5.2.1 人际关系与团队技能 成功的冲突管理可提高生产力，改进工作关系。同时，如果管理得当，意见分歧有利于提高创造力和改进决策。假如意见分歧成为负面因素，应该首先由项目团队成员负责解决；如果冲突升级，项目经理应提供协助，促成满意的解决方案，采用直接和合作的方式，尽早并且通常在私下处理冲突。A虽然是面对，但属于强迫措施，题目中没有看到紧迫性，另外强迫是迫不得已的选择。C相对更好。
93、 [单选] 项目经理识别到一项需要特殊知识的任务，但团队成员都没有这方面的知识，项目经理认为即将开展的项目也会出现类似的情况。 项目经理下一步应该怎么做？
The project manager identifies a task that will require special knowledge but none of the team members have this knowledge. The project manager believes a similar situation will occur in an upcoming project. What should the project manager do next?
- A：为团队准备一个培训课程，并考虑到成本和时间
Prepare a training session for the team, taking into consideration cost and time. - B：请客户修改需要这些特殊知识的可交付成果
Ask the client to modify deliverables that require this special knowledge. - C：将团队成员更换为更有经验的人员
Replace members of the learn with more experienced individuals. - D：提交变更请求，以修改项目范围
Submit a change request to modify the project scope.
正确答案：A 你的答案：A
解析：参考答案：A。 解析：PMBOK（6），P336。团队没有特殊知识或技能处理项目任务时，应积极处理，采用培训的方式提升团队的能力。BCD均不恰当，A更合适。
94、 [单选] 一项批准的项目变更将需要一名IT部门的专用资源。该资源的经理没有空提供批准,但马上需要该资源以确保项目保持进度。 项目经理应该怎么做？
An approved project change will require dedicated resources from an IT department. The resource’s manager is unavailable to provide approval, but the resource is needed immediately to ensure that the project stays on schedule. What should the project manager do?
- A：将新工作分配给现有团队成员
Assign the new work to existing team members. - B：寻求项目发起人的指导
Seek guidance from the project sponsor. - C：告诉该资源开始工作，并在经理有空时获得批准
Tell the resource to start working and get approval when the manager is available. - D：查阅变更管理计划
Refer to the change management plan.
正确答案：B 你的答案：B
解析：参考答案：B 解析：pmbok6的318页9.1.3.1资源管理计划-获取资源；项目经理目为获取资源，首先应用到沟通，如果承诺的资源无法满足，且超出项目经理能力范围的，应选择上报。
95、 [单选] 在批准一位团队成员的紧急请假请求之前，项目经理需要确保计划的项目活动不会被延迟。项目经理首先应该审查哪份文件？
Before approving a team member's request for an urgent leave, a project manager needs to ensure that scheduled activities will not be delaye What should the project manager first review?
- A：责任分配矩阵(RAM)
Responsibility assignment matrix(RAM) - B：资源日历
Resource calendars - C：资源分解结构(RBS)
Resource breakdown structure(RBS) - D：项目进度计划
Project schedule plan
正确答案：D 你的答案：D
解析：参考答案：D。解析：PMBOK（6）P352。资源日历影响项目日历，现在资源日历将发生改变，要对照项目日历（项目计划开展活动的时间，即项目进度计划）分析对进度的影响。
96、 [单选] 项目经理聘请一位资源开发一个网站。该资源在没有完成工作的情况下突然离职，项目经理必须聘请另一位资源来完成这项工作，新聘请的资源更改网络设计，覆盖了原有设计。应如何描述与第一位资源工作相关的成本？
A project manager hires resource to develop website.The resource abruptly quits without completing the work,and the project manager must hire another resource to complete the jo The newly hired resource changes the website’s design,which overrides the original design. How should the cost associated with the first resourced work be described?
- A：间接成本
Indirect cost - B：直接成本
Direct cost - C：沉没成本
Sunk cost - D：可变成本
Variable cost
正确答案：C 你的答案：C
解析：参考答案：C 解析：pmbok6的357页9.6.3.1控制资源输出-工作绩效信息：另一位资源更改了网络设计，且覆盖了原有设计，第一位资源的工作在目前节点成为无效工作，所花费的成本不再计算。
97、 [单选] 项目经理A认识到需要额外资源来按时完成项目，并请求项目经理B提供资源方面的协助。 如果项目经理B同意，应审查哪一份文件？
Project manager A realizes that additional resources are required to complete their project on time and asks project manager B for assistance with resources.If project manager B agrees, what document should be reviewed?
- A：项目人员配备
Project staff assignment - B：资源日历
Resource calendar - C：项目组织图
Project organization chart - D：团队绩效评估
Team performance assessments
正确答案：B 你的答案：B
解析：参考答案：B。 解析：PMBOK（6）P322-9.2.1.2资源日历显示每种资源的可用工作日和工作班次。
98、 [单选] 重新分配人员将导致项目延期。项目经理应该怎么做？
The reassignment of personnel will cause a project delay. What should the project manager do?
- A：查阅人员配备管理计划
Consult the staffing management plan. - B：提出变更请求
Initiate a change request. - C：招募新资源
Acquire a new resource. - D：修订项目进度计划
Revise the project schedule.
正确答案：A 你的答案：A
解析：参考答案：A。 解析：pmbok6的358页9.6.3.3项目管理计划更新-资源管理计划：重新分配人员可能导致进度延期，可以通过谈判、招募等获得资源，应该参考人员配备管理计划。人员配备管理计划：说明将在何时、以何种方式获得项目团队成员，以及他们需要在项目中工作多久。它描述了如何满足项目对人力资源的需求。
102、 [单选] 项目经理发现没有关于需要哪些部门资源的信息，应该在哪一份文件中更新该信息？
A project manager discovers that there is no information on what department resources are requirewhat document should be updated with this information?
- A：项目章程
Project charter - B：组织结构图
Organizational chart - C：项目管理计划
Project management plan - D：风险管理计划
Risk management plan
正确答案：C 你的答案：C
解析：9.1 规划资源管理 资源信息应该包含在资源管理计划中，属于项目管理计划一部分。此题容易错选B,组织结构图也是一种资源信息。
103、 [单选] 一个项目的团队成员正在使用问题管理程序，但问题描述经常填写不正确，从而导致减慢速度，项目经理已经与团队进行交谈，但没有观察到任何改进。项目经理应该怎么做？
Team member on a project are using issue management procedures, but issue description are often completed incorrectly, which slows progress. The project manager has spoken with the team, but not improvement has been observe What should the project manager do?
- A：创建一个小组委员会，以改进编写问题描述的过程
Create a subcommittee to improve the process for writing issue descriptions - B：跟踪表现差的人并在下次绩效评审中说明该问题
Track poor performers and address the issue at their next performance review - C：向团队提供有关此问题导致的返工量反馈
Provide feedback to the team regarding the amount of rework that has resulted from this problem - D：增加团队检查的频率
Increase the frequency of team inspections
正确答案：C 你的答案：C
解析：9.5.2 管理团队：工具与技术 团队经常犯小错误且屡教不改，可能是不了解该错误带来的后果，所以应该提供反馈，以便大家重视并积极改正。排除法，A,不是流程问题；B“下次”没有及时解决问题，避免造成更多问题；C用后果说服他；D检查只能发现，不能防止。
104、 [单选] 一位新项目经理负责管理一个处于规划阶段之后的项目。新项目经理应该审查什么以确定团队的角色和职责？
A new project manager assumes a project after its planning phase, what should the new project manager review To identify the team’s roles and responsibilities ?
- A：组织结构图
Organizational chart - B：资源管理计划
Resource management plan - C：项目章程
project charter - D：工作分解结构(WBS)
Work breakdown structure (WBS)
正确答案：B 你的答案：B
解析：资源管理计划中包含角色和职责，如果有RAM或RACI则更好。制定资源管理计划时用到的一个工具是RACI矩阵。规划阶段完成,表示资源管理计划应该也已经完成,因此PM应该审阅当时做规划时用到的材料。
106、 [单选] 一个敏捷团队拥有11名集中办公的团队成员，他们以一个稳定的速度执行工作，在第九次迭代中，有些团队成员离职，并由分布在不同地理位置的成员代替。敏捷项目管理者应对新团队有何期待？
One agile team has 11 team members who work together. They implement the work stably. In the ninth iteration, some team members quit the job and are taken over by the members in different geographical locations. What expectations should agile practitioner place on the new team?
- A：团队将经历形成阶段，并将以之前项目团队的相同的速度水平执行工作
The team will experience the stage of formation and implement work at the speed the same with that of the previous project team - B：在团队以稳定的速度执行工作之前，团队将经历震荡阶段，并在更为频繁的沟通中规范化
Before the team implements work stably, the team will experience the stage of fluctuations and become standardized in the more frequent communication - C：团队将处理和解决所发生的任何团队冲突
The team will handle and solve any possible team conflicts - D：团队成员将关注他们自己的可交付成果和进度
Team members will focus on their deliverable results and progress
正确答案：B 你的答案：B
解析：团队所处的阶段：震荡阶段，以及该阶段中需要做的事情。
107、 [单选] 项目经理收到设备采购的两份标书。采购部门坚持接受最低报价，而制造部门更愿意选择性能最好但价格更高的设备。为了满足项目预算，项目经理选择最便宜的报价。项目经理使用的是哪种冲突管理技巧？
A project manager receives two bids for the purchase of equipment.The procurement department insists on accepting the least expensive biwhile the manufacturing department prefers to choose the best performing.but more expensive.equipment.To meet the project budget,the project manager selects the least expensive biWhat conflict management technique did the project manager use?
- A：妥协/调解
Compromise/reconcile - B：撤退/回避
Withdraw/avoid - C：缓和/包容
Smooth/accommodate - D：强迫/命令
Force/direct
正确答案：D 你的答案：D
解析：9.5.2.1 人际关系与团队技能 冲突管理。 强迫/命令。以牺牲其他方为代价，推行某一方的观点；只提供赢—输方案。通常是利用权力来强行解决紧急问题，这种方法通常会导致“赢输”局面。赢输方式处理冲突，属于D。
109、 [单选] 一个项目跨越不同国家，且时间紧迫，公司未来的成功取决于是否满足最后期限。项目经理应该使用什么工具或技术来提高团队执行能力？
A project spans different countries and has a tight schedule.The company’s future success depends on meeting the deadline. What tool or technique should the project manager use to enhance the team’s ability to perform?
- A：基本规则
Ground rules - B：集中办公
Collocation - C：虚拟团队
Virtual teams - D：培训
Training
正确答案：C 你的答案：C
解析：虚拟团队是团队建设工具，B不现实。不属于技能不足，所以不选D。9.4.2.2 虚拟团队
111、 [单选] 一个软件开发项目的截止日期即将来临，只有在产品通过质量控制测试之后才能交付产品，但是由于与质量控制团队的关系不佳，开发人员反对测试。项目经理应该怎么做？
A software development project deadline is approaching, the product cannot be delivered until it has been tested and passes by quality control, However, the developers are resisting the tests as they have a poor relationship with the quality control team. What should the project manager do?
- A：分析即将发生的延迟影响并通知客户
Analyze the impact of the impending delays and inform the client - B：立即与两个团队开会，以确保达到质量标
Immediately meet with both teams to ensure that quality standards are met - C：聘请分包商进行质量管理任务
Hire a subcontractor for to quality management tasks - D：根据团队意见更新质量管理计划
Update the quality management plan based on team inputs
正确答案：B 你的答案：B
解析：可以当成冲突问题，有冲突要面对，选B；也可以当成相关方问，管理相关方，也是选B。
113、 [单选] 项目经理正在管理一个交付日期非常紧张的关键项目。由于某些团队成员位于其他国家/地区，因此项目经理希望确保明确定义角色、职责和工作日历。项目经理应该参考哪一个过程？
A project manager is leading a critical project with an aggressive delivery date. Since some project team members are located in other countries, the project manager wants to ensure that roles, responsibilities, and work calendars are will define To what process should the project manager refer?
- A：规划进度管理
Plan schedule management - B：规划资源管理
Plan resource management - C：规划风险管理
Plan risk management - D：规划沟通管理
Plan communication management
正确答案：B 你的答案：B
解析：PMBOK9.1 规划资源管理，资源管理计划中包含角色和职责，B生成资源管理计划。题目关键词希望确保明确定义角色，职责和工作日历，即为希望输出资源管理计划，对应为规划资源管理过程组。
116、 [单选] 在项目执行期间，项目经理发现由于团队成员在可交付成果交付到期日之前休假而导致延期。为避免这个问题，应事先更新下列哪一项？
During project execution,the project manager discovers delays due to team members taking vacations before the deliverables’due dates.What should have been updated to avoid this?
- A：资源管理计划
Resource management plan - B：人员配备管理计划
Staffing management plan - C：沟通管理计划
Communications management plan - D：风险管理计划
Risk management plan
正确答案：A 你的答案：A
解析：PMBOK9.1 规划资源管理，资源日历支持项目日历，资源日历是资源管理计划的一部分。没有考虑资源休假，是资源管理计划没做好。
119、 [单选] —个大型项目包含将由分包商执行的许多阶段。团队成员各自负责一个阶段。项目经理应该使用什么来执行质量管理计划？
A large project contains many phases that will be performed by subcontractors. Individual team members are each responsible for one phase. What should the project manager use to enforce the quality management plan?
- A：质量测量指标
Quality metrics - B：质量审计
Quality audits - C：根本原因分析
Root cause analysis - D：因果分析
Cause-and-effect analysis
正确答案：B 你的答案：B
解析：参考答案：B 解析：PMBOK（6）P288-8.2.2.5管理质量-审计。管理质量过程是把组织的质量政策用于项目，将质量管理计划转化为可执行的质量活动的过程。审计用于确定项目活动是否遵循了组织和项目的政策、过程与程序的一种结构化且独立的过程。
120、 [单选] 客户对产品质量不满意。项目经理收到一份质量团队提供的图表，图表表明少量的原因导致大部分的问题。质量团队向项目经理提供的是下列哪一项？
A client is dissatisfied with a product's quality. The project manager receives a chart from the quality team indicating that a small number of sourced caused most of the problems, The quality team provided the project manager with which of the following?
- A：散点图
Scatter diagram - B：趋势图
Run chart - C：帕累托图
Pareto diagram - D：控制图
Control chart
正确答案：C 你的答案：C
解析：参考答案：C 解析：大部分的问题是少数原因导致的，帕累托法则，二八法则。
121、 [单选] 在测试期间，一位团队成员将某个质量缺陷上报给项目经理，在与团队进行头脑风暴时，项目经理得知问题的原因不止一个，项目经理应该使用哪一项来识别主要原因？
During testing, a team member escalates a quality defect to the project manager. While brainstorming with the team, the project manager realizes there is more than one cause of the problem. Which should the project manager use to identify the primary cause?
- A：散点图
Scatter diagram - B：统计抽样
Statistical sampling - C：石川图
ishikawa diagram - D：定性风险分析
qualitative risk analysis
正确答案：C 你的答案：C
解析：8.3.2.5控制质量：工具与技术-数据表现-因果图。众多原因中识别主要原因，即识别根本原因。石川图,也叫鱼骨图,是在众多原因中识别根本原因。
122、 [单选] 在项目执行期间，由于行业趋势下滑和产品价格下降，客户重新协商定价，这导致项目预算减少，项目经理确定必须大大改造类似项目中遵循的业务流程才能使项目取得成功。项目经理应该做些什么来确定改进的领域？
During project execution,the client renegotiates pricing due to a downward industry trend and falling prices for their product,this results in a decrease in the project’s budget, the project manager determines that business processes followed in similar projects must be dramatically improved for the success of this one.What should the project manager do to identify areas for improvement?
- A：检查风险报告
Examine the risk report - B：审查经验教训
Review the lessons learned - C：使用精益六西格玛方法
Use the lean six sigma method - D：执行成本效益分析
Perform a cost-benefit analysis
正确答案：C 你的答案：C
解析：8.2.2.8 质量改进方法 计划—实施—检查—行动和六西格玛是最常用于分析和评估改进机会的两种质量改进工具。此题是通过精益生产的方法降低成本,提高效率。
124、 [单选] 从事一个直接项目的项目经理收到现场经理关于设计团队施工图纸质量的反复投诉，项目经理希望确定可能的行动，以确保不再发生这个问题，项目经理首先应该怎么做？
A project manager working on a straightforward project receives repeated complaints from the site manager about the quality of the design team’s construction drawings. The project manager wants to identify possible actions to ensure that this problem will not recur. What should the project manager do first?
- A：审查质量报告
Review the quality reports - B：开展质量审计
Conduct a quality audit - C：执行根本原因分析
Perform a root cause analysis - D：创建并分析因果图
Create and analyze a causal-and-effect diagram
正确答案：C 你的答案：C
解析：8.2.2 管理质量：工具与技术 一个具体问题反复出现，用根本原因分析能彻底解决问题，依据见PMBOK292页最后一段最后一行。 知识点扩充，注意区分“根本原因分析（YYHH图）”和“因果图（YY图）”
126、 [单选] 项目经理正在执行一个项目，该项目中包含简短的任务以及技能非常熟练的人员，在测试阶段，项目经理注意到很高的失败率和许多缺陷，若要避免这个问题，项目经理应该事先做什么？
A project manager is working on a project with short and simple tasks and very skilled resources. During the testing phase, the project manager notices a high rate of failure and many defects.what should the project manager have done to avoid this?
- A：实施质量保证计划
Implement a quality assurance plan - B：要求所有人员都遵循质量保证
Required that quality assurance was followed by all resources - C：在测试阶段期间执行质量控制任务
Conducted quality control tasks during the testing phase - D：在所有任务中使用六西格玛程序
Employed six sigma procedures on all tasks
正确答案：B 你的答案：B
解析：“很多缺陷”、“避免这个问题”，都要通过质量保证（管理质量）来解决，选B，确保做的都正确。A是本来就要进行的。
127、 [单选] 项目经理了解到，由于生产过程不稳定，产品的拒收率很高，哪个工具或技术可以帮助项目经理快速分析并确定纠正措施？
A Project managers learns that a product’s rejection rate high due to an unstable production process, what tool or technique will help the project manager to make a quick analysis and decide on corrective measures?
- A：因果图
Cause and effect diagram - B：控制图
Control chart - C：直方图
Histogram - D：散点图
scatter diagram
正确答案：A 你的答案：A
解析：过程不稳定，应进行过程改进，改进过程首先要进行根本原因分析，再确定纠正措施，A最合适。
129、 [单选] 产品不符合规范，一名项目相关方要求更换产品并纠正生产过程。若要确定这个失败的类型和成本，应使用“计划质量管理”过程中的哪个工具或技术？
A product fails to meet specifications.A stakeholder demands the replacement of the product and a correction to the production process.What tool or technique in the Plan Quality Management process should be used to determine the type and cost of this failure?
- A：成本效益分析
Cost-benefit analysis - B：力场分析
Force field analysis - C：质量成本(COQ)
Cost of quality(COQ) - D：预期货币价值(EMV)分析
Expected monetary value(EMV)analysis
正确答案：C 你的答案：C
解析：PMBOK8.1.3失败成本（内部/外部）。 因产品、可交付成果或服务与相关方需求或期望不一致而导致的相关成本。
130、 [单选] 客户强调项目输出必须符合IS014000规范。为了理解这项要求的含义，项目经理应该查阅下列哪一项？
A customer emphasizes that the project output must meet IS014000 specifications. What should the project manager consult to understand the implications of this requirement?
- A：质量管理计划
Quality management plan - B：成本基准
Cost baseline - C：范围管理计划
Scope management plan - D：需求规范
Requirements specifications
正确答案：A 你的答案：A
解析：8.1规划质量管理，质量管理计划包括（但不限于）项目采用的质量标准。
131、 [单选] 在核实可交付成果期间，项目经理识别到不同影响级别的多个质量问题。项目经理应该使用什么基本质量工具来对这些问题进行优先级排序？
During deliverables verification, the project manager identifies several quality issues with differing impact levels. What basic quality tool should the project manager use to prioritize the issues?
- A：直方图
Histogram - B：帕累托图
Pareto diagram - C：控制图
Control chart - D：石川图
ishikawa diagram
正确答案：B 你的答案：B
解析：帕累托图是一种特殊的垂直条形图，用于识别造成大多数问题的少数重要原因，通常按类别排列条形，以测量频率或后果。题目为质量问题进行优先级排序，使用帕累托图进行。
132、 [单选] 由于紧急情况，一位分配到具有两天总浮动时间活动的团队成员从项目上离开，这可能会影响活动和整个项目。项目团队目前已经难以实现下一个里程碑。将该问题添加到问题日志后，项目经理下一步应该做什么？
Due to an emergency, a team member assigned to an activity with two-day total float leaves a project, The could impact that activity and the overall project. The project team is already having difficulty achieving an upcoming milestone. After adding this to the issue log, what should the project manager do next?
- A：评估对项目的影响并创建选项
Evaluate the impact on the project and create options - B：更新风险登记册
Update the risk register - C：请求额外资源
Request an additional resource - D：从具有更多浮动时间的另一个活动中分配一名人员
Assign a resource from another activity that has more float
正确答案：A 你的答案：A
解析：PMBOK8.2.2.7 定义问题；识别根本原因；生成可能的解决方案
133、 [单选] 在创建质量管理计划时，项目经理确定预防和质量评估的成本非常高，然而，增加预算不会减少公司未来的故障维修费用。项目经理应该怎么做？
While creating a quality management plan, a project manager determines that the cost of prevention and quality assessment is very high, however, increasing the budget will not reduce the company's future failure repair costs. What should a project manager do?
- A：修改预算以增加预防和质量评估活动
Revise the budget to increase preventive and quality appraised activities - B：保持当前的质量活动
Maintain current quality activities - C：修改预算以解决故障成本问题
Revise the budget to address failure costs - D：变更制造过程以减少缺陷
Change the manufacturing process to reduce defects
正确答案：B 你的答案：B
解析：pmbok p277-规划质量管理。规划质量管理的工具与技术中有质量成本，8.1.2.3数据分析（p282），质量成本包括预防成本，评估成本和失败成本（内部/外部）。题目已经说到质量评估的成本非常高，但是也不会带来效益，如果得不偿失就不要进行了。
134、 [单选] 在执行挣值分析(EVA)时，项目经理注意到成本绩效指数(CPI)与预期不符。项目经理进行了调查，但无法找到项目中所使用产品的采购订单或收据。应该使用下列哪一项来防止这种情况发生？
While performing an earned value analysis(EVA), a project manager noticed that the cost performance index (CPI) is not what was expecte The project manager investigates and is unable to locate purchase orders or receipts for items used in the project. What should have been used to prevent this from occurring?
- A：审计
Audit - B：检查
Inspections - C：数据分析
Data analysis - D：风险管理
Risk management
正确答案：A 你的答案：A
解析：8.2管理质量。“防止”、“确保”、“避免”都只能通过质量保证来实现，A是质量保证工作。
135、 [单选] 在收尾会议上，项目发起人表示根据项目评估,项目取得成功。但一位相关方却不同意,因为没有实现他们的需求。项目经理指出，相关方的需求在项目范围说明书中被称为项目除外情况。项目经理下一步应该怎么做？
During the close-out meeting the project sponsor slates that the project is a success based on its evaluating.A stakeholder disagrees because their requirements were unfilleThe project manager states that the stakeholder’s requirements were mentioned as project exclusions in the project scope statement What should the project manager do next?
- A：忽略该相关方的争论并继续进行收尾会议
Ignore the stakeholder’s argument and continue the close-out meeting - B：建议进行项目评估以确保项目已完成
Propose conducting a project assessment to ensure that the project is complete - C：建议将这些需求作为另一个项目的范围
Suggest using these requirements as scope for another project - D：在问题日志中添加该问题
Add the issue to the issue log
正确答案：C 你的答案：C
解析：参考答案：C 解析：注意，该相关方的需求是明确列为除外项，所以本项目坚决不考虑。排除D。 A，强迫，一般非紧急情况不采用。 B,妥协，此时没必要妥协。 C，缓和，保留双方的关系，以后在别的项目再考虑。当前最好的措施。
137、 [单选] 项目经理正在制定相关方参与计划，并识别到一位权力等级较高但在项目中兴趣较低的相关方，项目经理应该如何对待该相关方？
A project manager is developing the stakeholder engagement plan and identifies a stakeholder with a high level of power and a low level of interest in the project. How should the project manager deal with this stakeholder?
- A：重点管理
Manage closely - B：随时告知
Keep informed - C：监督
Monitor - D：令其满意
Keep satisfied
正确答案：D 你的答案：D
解析：参考答案 D 解析：权力/利益方格，对于权力大利益小的相关方，需要“令其满意 权力大利益大：重点管理 权力小利益小：监督 权力小利益大：随时告知
138、 [单选] 项目经理加入一个备受瞩目的项目，该项目将为公司带来重大效益，项目发起人告诉项目经理，一些关键相关方不赞同项目的效益，并且可能抵制该项目的工作。项目经理该怎么做？
A project manager joins a high-profile project that will create significant benefits for the company .The project sponsor tells the project manager that some key stakeholders disagree on the project’s benefits and may be resistant to working on it.What should the project manager do ?
- A：制定责任分配矩阵(RAM)
Develop a responsibility assignment matrix(RAM). - B：要求发起人获得相关方的支持
Ask the sponsor to obtain support from the stakeholders. - C：与相关方开会展示该项目
Meet with stakeholders to present the project. - D：更新相关方登记册，添加这项信息
Update the stakeholder register with this information
正确答案：D 你的答案：D
解析：参考答案 D 解析： 通过发起人的说明可以识别出目前关键相关方的信息，应将其更新至相关方登记册。 A属于规划资源管理的工具 B 选项错误排除 C 会议是识别相关方的一项工具，不能影响相关方
139、 [单选] —个相关方认为最近一个项目的可交付成果没有实现，若要获得该相关方的批准，项目经理应该怎么做？
A stakeholder believes that a recent project’s deliverables were not achieveWhat should the project manager do to gain this stakeholder’s approval?
- A：分析该相关方的需求和期望并审查项目范围
Analyze this stakeholder’s needs and expectations and review the project scope. - B：与该相关方一起审查项目章程
Review the project charter with this stakeholder. - C：与该相关方一起审查质量管理计划
Examine the quality management plan with this stakeholder. - D：获得该相关方的新需求并执行风险分析
Obtain the stakeholder’s new requirements and perform a risk analysis
正确答案：A 你的答案：A
解析：参考答案：A 解析：相关方的期望没有实现，应该首先分析相关方的需求与期望、处理问题，并促进相关方参与。也可用排除法。题干中没有说明发生的质量问题和出现了风险，C,D排除。项目章程已确立，无需再和该相关人审阅，B排除。
140、 [单选] 一位相关方要求更频繁，更详细地更新项目状态。该相关方也表示有兴趣协助该项目。项目经理下一步该怎么做？
A stakeholder requests more frequent and detailed updates on the project’s status.The stakeholder also expresses interest in helping with the project. What should the project manager do next?
- A：尽快发送详细的状态报告并更新相关方登记册
Send detailed status reports as soon as possible and update the stakeholder register - B：将该相关方包含在所有详细的项目状态沟通中,并将该相关方的参与度更新为支持
Include this stakeholder in all detailed project status communications and update the stakeholder’s engagement level to supportive - C：与团队开会以审查相关方登记册并重新评估角色和报告要求
Meet with the team to review the stakeholder register and reassess the roles and reporting requirements - D：更新具有同样参与程度的所有相关方的详细状态报告
Update the detailed status report for all stakeholders with the same engagement level
正确答案：C 你的答案：C
解析：参考答案：C 解析：相关方的期望发生了变化，首先应该登记与分析，C是最佳答案
141、 [单选] 一个工厂扩建项目已接近完成50%,这时一群当地居民组成一个维权组织来抗议该项目。项目经理应该怎么做？
An factory expansion project is nearly 50 percent complete,when a group of local residents forms an activist group to protest it.What should the project manager do?
- A：执行相关方分析，并相应调整相关方参与计划
Perform a stakeholder analysis,and adjust the stakeholder engagement plan accordingly - B：通知项目发起人，该维权组织体现了项目进度的一个风险
Inform the project sponsor that the activist group represents a risk to the project schedule - C：与该维权组织开会，将其需求添加到该项目中
Meet with the activist group to add its requirements to:the project - D：教育该维权组织，让其了解该项目将为社区带来的好处
Educate the activist group on the benefits that the project will bring to the community
正确答案：A 你的答案：A
解析：解析： PMBOK（6）P523-13.3管理相关方参与。相关方的参与度发生变化，需执行相关方分析，以及调整相关方参与计划。选项B，对相关方的管理责任在于项目经理。选项C，未经变更就添加需求是错误的。选项D，“教育”很难实现。
142、 [单选] 在一个项目的用户验收阶段，一些用户抱怨他们的期望未得到满足，项目经理事先应该釆取哪一个不同做法？
During a project's user acceptance stage,some user's complain that their expectations have been unmet.What should the project manager have done differently?
- A：考虑相关方的反馈
Considered stakeholder feedback - B：执行风险评估
Conducted risk assessments - C：实施冲突管理技术
Implemented conflict management techniques - D：与用户建立一种专业关系
Established a professional relationship with the users
正确答案：A 你的答案：A
解析：PMBOK（6）P523-13.3管理相关方参与。管理相关方参与是与相关方进行沟通和协作，以满足其需求与期望，处理 问题，并促进相关方合理参与的过程。在执行阶段管理相关方的期望，而并非到验收阶段才获取到相关方的意见。
143、 [单选] 在每周一次的项目会议上，一位团队成员表示在修订一项可交付成果时，一名销售经理对客户服务过程做出一项重要评论，影响到整个项目。项目经理对销售经理参与项目可交付成果感到吃惊。 若要预防这个问题，项目经理应该事先做什么？
During a weekly project meeting, a team member states that during a deliverable revision, a sales manager made an important remark regarding a customer care process that impacts the entire project. The project manager Is surprised that the sales manager is involved in the project deliverables. What should the project manager have done to prevent this?
- A：完善风险审查会议，制定风险登记册
Improved the risk review meetings and developed the risk register. - B：执行相关方分析，并制定相关方参与计划
Performed a stakeholder analysis and developed the stakeholder engagement plan. - C：将职能团队过程包含进问题日志中，并制定预防措施
Included functional team processes in the issue log and developed preventive.actions. - D：识别项目范围并通知相关方
Identified the scope of the project and informed the stakeholders
正确答案：B 你的答案：B
解析：参考答案：B 解析：识别相关方是定期识别项目相关方，分析和记录他们的利益、参与度、相互依赖性、影响力和对 项目成功的潜在影响的过程。本过程的主要作用是，使项目团队能够建立对每个相关方或相关方群 体的适度关注。
145、 [单选] 项目发起人任命一位高级工程师到指导委员会，来帮助监督项目管理计划。该工程师经常不同意由项目团队制定的计划，并在提交标准之前对项目管理计划表达严重关切。项目经理应该怎么做？
The project sponsor appoints a senior engineer to the steering committee to help oversee the project management plan.The engineer often disagree with the plans produced by the project team,and expresses critical concerns about the project management plan before it is submitted for approval. What should the project manager do?
- A：通知项目发起人，该工程师延迟了规划过程
Inform the project sponsor that the engineer is delaying the planning process - B：与指导委员会一起审查项目计划，并解决该工程师提出的任何问题
Review the project plan with the steering committee,and address any concerns that are raised by the engineer - C：与工程师进行私下会议，了解并解决他关切的问题
Conduct a private meeting with the engineer to understand and address their concerns - D：提交项目管理计划，并在以后通过遵循变更管理程序解决该工程的关切问题
Submit the project management plan,and address the engineer's concerns at a better time by following change management procedures
正确答案：C 你的答案：C
解析：参考答案：C 解析：人际交往是通过与他人互动交流信息，建立联系。人际交往有利于项目经理及其团队通过非正式组织解决问题，影响相关方的行动，以及提高相关方对项目工作和成果的支持，从而改善绩效。
146、 [单选] —个更换关键应用程序的项目将影响多个内部和外部服务。在规划过程中，拥有这些服务的项目相关方未能承诺履行约定活动。项目经理应该如何改进项目相关方的参与程度？
A project that replaces critical applications will affect multiple internal and external services. During the planning process, project stakeholders with these services fail to commit to carrying out the agreed activities. How should the project manager improve the participation of the project stakeholders?
- A：用谈判和沟通
To negotiate and communicate - B：将这种情况上报给指导委员会
To report this to the Steering Committee - C：准备一份概率和影响矩阵
To prepare a Probability and Impact Matrix - D：将这种情况记录在问题日志中
To record this situation in the Problem Log
正确答案：A 你的答案：A
解析：参考答案：A 解析:相关方没有按照既定的要求执行，导致项目出现了明显的偏差，需要通过谈判了解原因并纠正。
147、 [单选] 公司的首席执行官每半年视察某个项目一次，若确保与首席执行官的期望保持一致，项目团队应该确认哪一项？
The company's CEO visits a project once every six months. To ensure consistency with the CEO's expectations, which of the following items should the project team confirm?
- A：相关方登记册
Register of Stakeholders - B：工作说明书
(SOW)Statement of Work (SOW) - C：团队沟通模板
Team Communication Template - D：项目预测文件
Project Forecast Document
正确答案：A 你的答案：A
解析：相关方登记册记录项目相关方识别、评估和分类结果的项目文件，各相关方对于项目的期望。
148、 [单选] 项目经理识别到项目相关方具有不同的需求和期望。为确保项目成功，项目经理应该怎么做去确保项目的成功？
The project manager identifies that project stakeholders have different requirements and expectations. What should the project manager do to ensure the success of the project?
- A：应用推进技术
To use progress technology - B：创建权力/影响方格
To create power/influence grids - C：执行风险分析
To perform risk analysis - D：定义角色和职责
To define roles and responsibilities
正确答案：B 你的答案：B
解析：PMBOK 13.1.2.4 数据表现-权力影响方格。权力影响方格基于相关方的职权级别（权力）、对项目成果的关心程度（利益）、对项目成果的影响能力（影响），或改变项目计划或执行的能力，以方格的形式对相关方进行分类。题目强调项目经理识别到项目相关方具有不同的需求和期望。为了保证项目的成功，我们需要对这些相关方的权利及影响力进行分类，便于后期对于他们的需求及期望的实现进行相对应的规划。
150、 [单选] 由于突然和极端的汇率波动，进口项目设备的成本增加了27%。项目经理应该如何减轻这个成本超支问题？
Due to sudden and extreme exchange rate fluctuations,the cost of imported project equipment has increased by 27 percent.What should the project manager do to mitigate this cost overrun?
- A：使用变更控制程序来吸收额外成本
Absorb the additional cost using change control procedures. - B：使用管理储备支付额外成本
Fund the additional cost using the management reserve. - C：修改成本基准以反映当前状况
Revise the cost baseline to reflect current conditions - D：采用应急储备补贴成本超支
Subsidize the cost overrun with the contingency reserve.
正确答案：B 你的答案：B
解析：突然&极端提示了风险超出预期，需要动用管理储备。7.3.2.3 管理储备不包括在成本基准中，但属于项目总预算和资金需求的一部分。当动用管理储备资助不可预见的工作时，就要把动用的管理储备增加到成本基准中，从而导致成本基准变更。
151、 [单选] 一个项目的完工预算本(BAC)100,000美元。目前的项目报告显示该项目符合进度和预算。一位团队成员对相关工作包进行自下而上的估算，表明剩余工作将比原计划少用10,000美元， 并且仍能按进度计划交付。 那么完工估算(EAC)是多少？
A project’s budget at completion(BAC) is US$ 100,000. Current project reports show it is on schedule and on budget. A team member performed a bottom-up estimate of the relevant work package, which indicates that the remaining work will require US$10,000 less than originally planned and can still be delivered on schedule. What is the estimate at completion(EAC) ?
- A：90,000美元
US$90,000 - B：100,000美元
US$100,000 - C：10,000美元
US$10,000 - D：110,000美元
US$110,000
正确答案：A 你的答案：A
解析：参考答案：A 解析：预算10万，少用1万，就是用 9万就能完成。
152、 [单选] 完成一项目任务所需的设备价格上涨了 50%。 项目经理首先应该怎么做？
The price of equipment required to complete a project task increases by 50 percent., What should the project manager do first?
- A：提交变更请求以批准额外资金
Submit a change request for the approval of additional funds. - B：签发变更请求以减少范围，保持原始预算
Issue a change request to reduce the scope to maintain the original budget. - C：进行成本效益分析，以确定对预算的影响
Conduct a cost-benefit analysis to determine the impact on the budget. - D：与供应商协商一个较低的价格
Negotiate a lower price with the supplier.
正确答案：C 你的答案：C
解析：参考答案：C 解析：价格大幅上涨，就存在值得不值得的问题了，要进行成本效益分析，分析影响。
153、 [单选] 在估算项目成本时，项目经理与一位主题专家（SME）合作，该专家曾有低估交付项目需求所需工作的历史。然而，在所有其他领域，该主题专家是一位很好的贡献者，备受尊重，并且经常有相关方需要他。 若要主动减轻低估项目工作的风险，项目经理应该怎么做？
While estimating project costs, a project manager works with a subject matter expert (SME) who has historically underestimated the effort necessary to deliver project requirements. In all other areas, however, the SME is a good contributor, well respected, and often requested by stakeholder. To proactively mitigate the risk of underestimation, what should the project manager do?
- A：在估算期间与该主题专家定期审查目标和需求，并使用其他资源审查提交的估算。
Periodically review objectives and requirements with the SME during estimation and use other resources to review the submitted estimates. - B：通知项目相关方，该主题专家提交的任何估算必须增加20%
Notify project stakeholders that any estimates submitted by the SME must be increased by 20% percent. - C：忽略与该主题专家有关的估算问题，并继续保持该过程不变
Ignore previous issues with estimates from this SME and continue with the process unchange - D：将该主题专家从项目中排除并请求可提供更准确估算的资源
Remove the SME from the project and request a resource who can provide more accurate estimates.
正确答案：A 你的答案：A
解析：参考答案：A。 解析：PMBOK（6），Page240,7.2成本估算。本题可使用排除法，A为正面应对，也很妥善；B直接增加20%的预算太片面；C和D 忽略或排除并没有解决问题。综上，选A。
154、 [单选] 到目前为止本该完成百分之八十的一个项目只完成了百分之七十五，项目总预算为100,000美元，已完成工作实际成本(ACWP)为72,000美元。根据这些信息可以确定什么？
A project that should have been 80 percent completed by now is only 75 percent complete The total project budget is US$100,000 and the actual cost of work performed(ACWP)is US$72,000. What can be determined from this information?
- A：该项目低于预算，其进度绩效指数(SPI)为0.94,成本绩效指数(CPI)为1.04
The project is under budget, has a schedule performance index(SPI)of 0.94,and a cost performance index(CPI)of 1.04. - B：该项目超出预算，其SP1为1.07，CPI为0.96
The project is over budget,has an SPI of 1.07, and CPI of 0.96. - C：该项目超出预算，其SPI为0.94，CPI为1.04
The project is over budget,has an SPI of 0.96, and CPI of 1.04. - D：该项目低于预算，其SPI为0.94, CP1为0.96
The project is under budget,has an SPI of 0.94, and CPI of 0.96.
正确答案：A 你的答案：A
解析：参考答案：A 解析：PV=8万，EV=7.5万，AC=7.2万，BAC=10万。 SPI=EV/PV=7.5/8=0.94<1 CPI=EV/AC=7.5/7.2=1.04>1 进度落后，成本节省。
155、 [单选] 在一个价值100万美元的项目中途，项目经理进行挣值分析(EVA),分析显示计划价值(PV)为623,000美元，挣值(EV)为523,000美元，实际成本(AC)为643,000美元。 根据这些数字，项目的成本偏差(CV)和进度偏差（SV）分别是多少？
In midway of a US$1 million project, the project manager conducts an earned value analysis(EVA). The analysis shows a planned value (PV) of US$623,000, an earned value (EV) of US$523,000, and an actual cost (AC) of US$643,000.Based on these numbers, what is the project’s cost variance (CV)and schedule variance(SV)?
- A：CV =+120.000美元，SV =+100,000美元
CV = +US$120,000, and SV - +US$ 100,000 - B：CV =+100.000美元，SV =+120,000美元
CV = +US$ 100,000, and SV - +US$ 120,000 - C：CV =-100.000美元，SV = -120,000 元
CV = -US$100,000, and SV- -US$120,000 - D：CV = -120.000美元，SV = -100,000美元
CV = -US$120,000, and SV--US$100,000
正确答案：D 你的答案：D
解析：参考答案：D 解析：BAC=100万，PV=623000, EV=523000,AC=643000，CV=EV-AC=523000-643000=-120000, SV=EV-PV=523000-623000=-100000。
156、 [单选] 根据一个工程项目的合同条款，付款与项目总体进度的百分比挂钩，项目经理必须提交月度进度报告，以促进发票开具流程，在项目团队成员每月报告其分配的活动时，项目经理应该如何保持健康的现金流？
Per an engineering project’s contract terms, payment are linked to the project’s percentage of the overall progress. The project manager must submit monthly progress reports to facilitate the invoicing process. As project team members report monthly on their assigned activities,what should the project manager do to maintain a healthy cash flow?
- A：分配一位团队成员来整合数据
Assign A team member to integrate the data - B：提供项目报告
Provide project reports - C：执行定量分析
Perform a quantitative analysis - D：应用挣值(EV)原则
Apply earned value (EV) principle
正确答案：D 你的答案：D
解析：“付款和进度挂钩”即业主按挣值来给供应商付款。题目中项目经理是供应商，要获得健康现金流，就要向业主提供挣值数据。“在项目团队成员每月报告其分配的活动时”,此句是干扰项。题意不是说PM要向团队成员怎么做,而是为了获得健康现金流,PM自已应该怎么做,或者说对客户应该怎么做。
157、 [单选] 在收尾项目之前，项目经理进行了挣值分析（EVA）,分析表明，进度绩效指数（SPI)为0.7，成本绩效指数（CPI）为1.0，这些结果说明项目处于什么状态？
Just prior to closing a project, the project manager conducted an earned value analysis (EVA). The analysis shows that the schedule performance index (SPI) is 0.7 and the cost performance index (CPI) is 1.0. What do these results indicate about the project?
- A：该项目落后于进度计划，在预算范围内，但在完成所有可交付成果之前被取消的
The project was behind schedule and within budget, but was canceled before all deliverables were finished - B：该项目符合进度计划，超出预算，但在完成所有可交付成果之前被取消了
The project was on schedule and over budget, but was canceled before all deliverables were finished - C：所有可交付成果均已完成，项目已提前完成，并符合预算范围
All deliverables were finished, and the project was completed ahead of schedule and within budget - D：所有可交付成果均已完成，项目按进度计划完成，但超出预算
All deliverables were finished, and the project was completed on schedule and over budget
正确答案：A 你的答案：A
解析：题干信息表明进度落后，成本正好。用排除法选项，BCD说明符合进度或提前完成，都是错误判断，只有A相对正确，A的后半句不影响。
158、 [单选] 公司的标准政策是为项目预算中的每个单项增加5%的应急费用，财务部门要求对某一特定单项增加10%的应急费用，因为它涉及一个新的可交付成果，该单项的主题专家(SME)认为15%的应急费用更为合适,发起人要求项目经理将预算中的平均应急费用降低到3%,项目经理应该为该特定单项增加多少百分比的应急费用？
The company's policy is to add a 5 percent contingency to each line item in the project budget, the financial department requirements a 10 percent contingency on a specific line item because it involves a new deliverables, A subject matter expert (SME) for this line item believes that a 15 percent contingency is more appropriate, The sponsor asks the project manager to reduce the average contingency across the budget to 3 percent，what contingency percentage should the project manager add to the specific line item?
- A：3%
3 percent - B：5%
5 percent - C：10%
10 percent - D：15%
15 percent
正确答案：D 你的答案：D
解析：本题考专家判断，不同人有多种估算结果时，主题专家意见更可靠。注意与三点估算区分。
159、 [单选] 项目经理正在执行一个涉及不同业务部门的全公司项目。在一次规划会议上，项目经理注意到每个部门的具体需求不能引起其他部门的兴趣，这影响到会议的质量。 若要解决这个问题，项目经理应该怎么做？
A project manager is running a company-wide project involving different business units.During a planning session, the project manager notices that each unit's specific requirements are of no interest to other units, which affects the quality of the meeting. What should the project manager use to resolve specific this?
- A：石川图和需求跟踪矩阵
ishikawa diagram and requirements traceability matrix - B：焦点小组会议和思维导图
Focus groups and mind mapping - C：引导和亲和图
Facilitation and affinity diagram - D：头脑风暴和需求跟踪矩阵
Brainstorming and requirements traceability matrix
正确答案：C 你的答案：C
解析：参考答案：C 解析：Pmbok P145 引导。引导与主题研讨会结合使用，把主要相关方召集在一起定义产品需求。研讨会可用于快速定义跨职能需求并协调相关方的需求差异。因为具有群体互动的特点，有效引导的研讨会有助于参与者之间建立信任、改进关系、改善沟通，从而有利于相关方达成一致意见。此外，与分别召开会议相比，研讨会能够更早发现并解决问题。
160、 [单选] 一个设施改善项目即将完成。客户提供了批准，但注意到一些小缺陷并激活保修程序，客户现在对已移交的设备要求额外批准的范围。项目经理即将开始额外范围的工作。 由于保修程序已生效，项目经理应查阅哪一份计划？
A facility improvement project is near completion. The client provided, but noted some minor defects and activated the warranty. The client now requests additional approved scope to equipment that has already been handed over. The project manager is about to start work on the additional scope. Since the warranty is in effect, what plan should the project manager consult?
- A：质量管理计划
Quality management plan. - B：变更管理计划
Change management plan. - C：采购管理计划
Procurement management plan. - D：需求管理计划
Requirement management plan.
正确答案：B 你的答案：B
解析：参考答案：B 解析：PMBOK（6）P169-5.6.1.1项目管理计划。范围变更的指导计划，是项目管理计划——范围管理计划——变更管理计划。
161、 [单选] 一家公司计划扩大其公司网站的服务范围。项目经理开始根据批准的项目章程收集详细的需求。 项目经理应该怎么做才能就项目的可交付成果达成一致意见？
A company plans to expand the service scope of its corporate website. The project manager starts to collect detailed requirements based on the approved project charter. What should the project manager do to reach a group consensus on the project’s deliverabies?
- A：与相关方和主题专家(SMEs)—起召开焦点小组会议
Conduct a focus group with stakeholders and subject matter experts(SMEs). - B：与关键相关方一起使用引导技术
Use facilitation skills with key stakeholders. - C：与相关方一起进行头脑风暴
Brainstorm with the stakeholders. - D：访谈关键相关方和发起人，以获取有关需求的更多信息
Interview key stakeholders and sponsors to obtain additional information about requirements.
正确答案：B 你的答案：B
解析：参考答案：B 解析：Pmbok P145 5.2收集需求的工具和技术 引导与主题研讨会结合使用，把主要相关方召集在一起定义产品需求。研讨会可用于快速定义跨职能需求并协调相关方的需求差异。因为具有群体互动的特点，有效引导的研讨会有助于参与者之间建立信任、改进关系、改善沟通，从而有利于相关方达成一致意见。
162、 [单选] 在项目执行期间，团队识别到几个变更请求，其中包括项目成功所需的功能，这些功能未能包含在需求跟踪矩阵中。 若要避免这种情况，项目经理事先应该做什么？
During project execution, the learn identifies several change requests that include functionality needed for project success. These failed to be included the requirements traceability matrix. To avoid this, what should the project manager do beforehand?
- A：创建工作分解结构(WBS)
Created a work breakdown structure (WBS) - B：定义范围
defined the scope - C：核实范围
Validated the scope - D：控制范围
Contro11ed the scope
正确答案：B 你的答案：B
解析：参考答案：B 解析：PMBOK（6）P150-5.3 需求跟踪矩阵是定义范围的输出项。
165、 [单选] 项目发起人通知项目经理，即使已完成的项目符合进度计划，在预算范围满足范围需求，但客户对最终产品感到不满意。若要避免这种情况，项目经理应该事先做什么？
The project sponsor informs a project manager that even though a completed project was on schedule, within budget, and met scope requirements, the customer is unsatisfied with the final product. What should the project manager have done to avoid this?
- A：在制定质量管理计划的同时安排更多的会议
Scheduled more meetings while developing a quality management plan. - B：确保可交付成果符合质量控制测量结果中列出的要求
Ensure that deliverables meet the requirements listed in the quality control measurements. - C：实施石川图工具
Implement the Ishikawa diagram tool. - D：完成需求跟踪矩阵
Complete the requirements traceability matrix.
正确答案：D 你的答案：D
解析：参考答案：D。解析：PMBOK（5），P138，进度和预算均符合要求，但客户不满意，应是范围不满足，也就是客户需求跟踪落实不到位，应提前完成需求跟踪矩阵。故选D。
167、 [单选] 项目经理与项目相关方和团队成员开会，审查范围管理计划、批准的章程和其他需求文档、专家判断和引导技术用于制定所需产品的详细描述。项目经理还应使用哪一项其他输入？
A project manager meets with project stakeholders and team members to review the scope management plan,the approved charter,and other requirements documentation.Expert judgement and facilitation are used to develop a detailed description of the product required. What other input should the project manager use?
- A：过往项目的经验教训
Lessons learned register from previous projects - B：假设日志
Assumption log - C：相关方登记册
Stakeholder register - D：需求跟踪矩阵
Requirements traceability matrix
正确答案：B 你的答案：B
解析：解析：PMBOK（6）P150-5.3定义范围。输入项目章程、项目管理计划、需求文件、假设日志、风险登记册等项目文件、事业环境因素和组织过程资产。选项A：过往的经验教训已经考虑到需求文档中了。 选项C：相关方登记册不是定义范围过程的输入。 选项D：需求跟踪矩阵不是定义范围过程的输入。
168、 [单选] 项目经理负责管理一个处于执行阶段的项目，并希望审查项目范围以进行成本结算，项目经理发现在工作分解结构(WBS)中遗漏了一项可交付成果。项目经理下一步应该怎么做？
A project manager assumes a project during its execution stage and wants to review the project scope for cost settlement.The project manager discovers that some deliverables were missed in the work breakdown structure(WBS).What should the project manager do first?
- A：询问相关方是否需要添加这些遗漏的可交付成果
Ask the stakeholders if these missed deliverables need to be added - B：请求项目管理办公室(PMO)批准这顼工作的额外资金
Request that the project management office(PMO) approve additional funds for this work - C：根据100%的规则将工作添加到WBS中，并重新计算项目总成本
Add the work to the WBS according to the 100 percent rule and recalculate the total project cost - D：要求主题专家(SMEs)检查这些可交付成果是否有必要
Ask subject matter experts(SMEs) to check whether these deliverables are necessary
正确答案：C 你的答案：C
解析：参考答案：C 解析：PMBOK（6）P167-5.6控制范围。监督项目和产品的范围状态，管理范围基准变更。在整个项目期间保持对范围基准的维护，且需要在整个项目期间开展。
169、 [单选] 项目经理被任命管理一个现有项目，需要了解项目可交付成果，项目经理应该参考下列哪一份文件？
A project manager is assigned to an existing project and needs to understand the project deliverables. The project manager should refer to which of the following?
- A：项目章程
Project charter - B：项目需求规范
Project requirements specification - C：项目范围说明书
Project scope statement - D：项目进度表
Project schedule
正确答案：C 你的答案：C
解析：参考答案：C。 解析：PMBOK（6）P151-5.3.3.1项目范围说明书包括了产品范围描述、验收标准、可交付成果、除外责任、制约因素和假设条件。
170、 [单选] 在创建采购管理计划时，项目经理发现组织内部存在的某些资源正在为其他项目效力，项目经理应该怎么做来满足这种需求？
While creating a procurement management plan, a project manager discovers that certain resources that exist within the organization are committed to other projects. What should the project manager do to meet this need?
- A：开展自制或外购分析
Perform a make-or-buy analysis. - B：创建工作分解结构（WBS）
Create a work breakdown structure(WBS). - C：制定风险登记册
Develop a risk register. - D：开始人员分配谈判
Start negotiations for staff assignments.
正确答案：A 你的答案：A
解析：参考答案：A 解析：PMBOK（6）P473-12.1.2.3规划采购管理-自制或外购分析。制定自制或外购决策时应考虑的因素包括：组织当前的资源配置及其技能和能力、对专业技术的需求、不愿承担永久雇佣的义务，以及对独特技术专长的需求；还要评估与每个自制或外购决策相关的风险。
172、 [单选] 项目经理正在领导一支团队开发新的在线银行应用程序。23个月后，团队支出100,000美元，剩余预算成本只有70,000美元。目标完成日期还有12个月，但是团队期望能在9个月内就能完成。一名团队成员发现一款成熟的现货产品满足所有项目规范，能够以60,000美元的价格购买到，且能够在八个月内实施。项目经理应该考虑什么？
A project manager is leading a team developing a new online banking application. After 23 months, the team has spent US$100,000 on development and has US$70,000 of the budgeted cost remaining. The targeted completion date is 12 months away, but the team expects completion in nine months. A team member identifies a proven off-the-shelf product that complies with all project specifications, can be purchased for US$60,000, and can be implemented within eight months. What should the project manager consider?
- A：完工尚需绩效指数
The to-complete performance index(TCPI) - B：客户或项目发起人验收
Customer or project sponsor acceptance - C：开发方面已支出的金额
The amount already spent on development - D：自制或外购分析
Make-or-buy analysis
正确答案：D 你的答案：D
解析：参考答案：D。 解析：PMBOK（6）P473-12.1.2.3 考虑直接购买现货还是自行开发完成，属于自制或外购分析。
173、 [单选] 项目经理正在规划一个大型采购活动，希望在提交建议书之前与所有潜在供应商沟通。项目经理使用什么工具或技术？
A project manager planning a large procurement activity wants to communicate with all prospective vendors before submitting a proposal. What tool or technique should the project manager use?
- A：投标人会议
Bidder conference - B：卖方投标分析
Vendor bid analysis - C：自制或外购分析
Make-or-buy analysis - D：采购审计
Procurement audit
正确答案：A 你的答案：A
解析：参考答案：A。 解析：PMBOK（6）P487-12.2.2.3投标人会议（又称承包商会议、供货商会议或投标前会议）是在投标书或建议书提交之前，在买方和所有潜在卖方之间召开的会议。
174、 [单选] 在项目执行期间，项目团队发现一个供应商的可交付成果重复出现缺陷。项目经理应该怎么做？
During project execution, the project team finds repeated defects with a supplier’s deliverables. What should the project manager do?
- A：执行质量审计
Perform a quality audit. - B：与该供应商的高级管理层讨论该问题
Discuss the problem with the supplier’s senior management. - C：审查采购协议
Review the procurement agreement. - D：与供应商一起创建变更请求
Create a change request with the supplier.
正确答案：C 你的答案：C
解析：参考答案：C 解析：PMBOK（6）P496，供应商的可交付成果重复出现缺陷问题，应优先按照协议里的相关条款给予处理。
175、 [单选] 由于关键组件供应商的频繁失误，交付团队无法履行其承诺。客户对不断违反服务水平协议(SLA)的请求表示不满，若要解决这个问题，项目经理应该怎么做？
A delivery teams was unable to keep its commitments due to frequent slippages from a key component vendor,The client is unhappy that requests continuous breach the service level agreements (sla)，what should the project manager do to resolve this?
- A：与其他供应商合作，部署新工具来管理项目里程碑和进度计划
Work with another vendor to deploy a new tool to manage the project milestones and schedules - B：请人力资源经理获取额外的外部资源
Ask the human resource manager to acquire additional external resources - C：与采购经理会面以审查供应商协议并釆取必要的措施
Meet with the procurement manager to review the vendor agreements and take necessary actions - D：与项目集经理讨论重新创建项目里程碑和项目计划
Speak with the program manager about recreating the project milestones and schedules
正确答案：C 你的答案：C
解析：供应商履行合同不力，应加强对供应商的管理。A需要变更流程；BD都没有针对供应商采取措施。
176、 [单选] 在项目执行过程中，项目经理发现供应的材料晚到，且在某些时候出现错误。项目经理应该怎么做？
During project execution,a project manager discovers that supplied materials are arriving late,and in some instances are incorrect.What should the project manager do?
- A：更新质量计划
Update the quality plan. - B：拒绝向供应商付款
Refuse to pay the supplier. - C：执行风险分析
Perform a risk analysis. - D：修改项目进度计划
Modify the project schedule plan.
正确答案：C 你的答案：C
解析：采购问题，没有合同选项，用排除法，可以当成风险来处理。
177、 [单选] 项目经理在预算范围内按时成功收尾项目，最终产品已移交运营并对适当的文件存档,几周后，供应商提供的一个部件发生故障，但仍在保修期内，运营经理致电项目经理并要求釆取纠正措施，包括使用剩余的项目预算来支付维修费用。项目经理下一步应该怎么做？
A Project manager successfully closes out a project on time and under budge, the final product is transferred to the operation and the proper paperwork is filed, a few weeks later, a vendor-supplied part breaks.but is still under warranty, the operation manager calls the project manager and demands corrective actions, including using the remaining project budget to pay for repairs. What should the project manager do next?
- A：重新审查项目，确定是否有足够的剩余资金来支付维修费用，并执行纠正措施
Reopen the project ’determine if there are enough remaining funds to pay for repairs.and perform corrective actions - B：建议运营经理审查采购文件，并遵循供应商合同中规定的保修索赔程序
Advise the operation manager to review the procurement documents and follow warranty claim procedures as stated in the vendor’s contract - C：要求法务部门对供应商采取法律行动，以赔偿与更换和安装部件相关的成本
Ask the legal department to take legal action against the vendor for restitution of costs associated with replacement and installation of the part - D：将问题升级上报给高级管理层，以防止运营经理可能采取任何可能的行动
Escalate the issue to senior management for protection from any potential actions the operation manager may take
正确答案：B 你的答案：B
解析：采购问题，首先查看合同。 12.3.3.1 采购关闭 买方通常通过其授权的采购管理员，向卖方发出合同已经完成的正式书面通知。关于正式关闭采购的要求，通常已在合同条款和条件中规定，并包括在采购管理计划中。
178、 [单选] 与供应商签订合同，开发一个对公司整体市场份额至关重要的软件包。在交付软件后，一位相关方通知项目经理需求未得到满足。若要避免这个问题，项目经理应该事先做什么？
A vendor contracted to develop a software packages that is key to company’s overall market share.Upon delivery of the software, a stakeholder inform the project manager that requirements were unmet. What should the project manager have done to prevent this?
- A：将该供应商包含在需求开发中，并让他们签署需求文件
Included the vendor in the requirements development and made them sign the requirements document - B：根据采购管理计划监控供应商的活动
Monitor the vendor’s activities according to the purchasing management plan - C：聘请资源在内部生产产品，以确保完全控制输出
Hired resources to produce the product internally to ensure complete control of the output - D：为供应商的公司分配一名人员，以确保在整个开发过程中遵循需求
Assigned a resource to the vendor's company to ensure that requirements were followed throughout the development
正确答案：B 你的答案：B
解析：pmbok p492 控制采购。供应商交付的结果不符合要求，属于控制采购没有做好导致，B属于控制采购工作。
180、 [单选] 在施工现场可被验收之前，正为一个关键项目活动寻求获得当地主管部门的批准，项目经理在为项目制定进度计划时应该做什么？
A key project activity is to seek approval from local authorities before a construction site can be accepted .What should the project manager do when scheduling the project?
- A：避免将该活动放在关键路径上
Avoid putting the activity on the critical path. - B：执行确定和整合依赖关系
Perform dependency determination and integration. - C：获得专家判断
Obtain expert judgment. - D：在风险登记册中添加一个新风险
Add a new risk to the risk register.
正确答案：B 你的答案：B
解析：参考答案：B 解析：PMBOK（6）P191-6.3.2.2关键活动需要当地政府批准，这描述的是外部依赖关系,B对应。
182、 [单选] 一个项目由五个任务组成。 —任务A将需要五天时间才能完成，且可以立即开始。 —任务B将需要四天才能完成，但只能在任务A完成后才能开始。 —任务C将需要三天才能完成，并且在开始之前独立于任何其他任务。 —任务D将需要七天才能完成，但只能在任务C完成后才能开始。 —任务E将需要五天才能完成，但只能在任务B和D完成后才能开始。 项目的关键路径是什么？
A project consists of five tasks. -Task A will take five days to complete and can begin immediately. -Task B will take four days to complete, but can begin only after task A has finishe -Task C will take three days to complete, and is independent of any other tasks before it can begin. -Task D will take seven days to complete, but can begin only after task C is finishe -Task E will take five days to complete, but can begin only after both tasks B and D have finishe What is the project's critical path ?
- A：A—B—E
A—B—E - B：C—D—E
C—D—E - C：A—B—D—E
A—B—D—E - D：C—B—D—E
C—B—D—E
正确答案：B 你的答案：B
解析：参考答案：B 解析：pmbok6的210页6.5.2.2关键路径法：两条路径，A-B-E14 天，C-D-E15 天，后者是关键路径。选B
183、 [单选] 一个新项目完工所需成本的不确定性很高。项目经理应该用什么方法来确定预期成本？
A new project has high uncertainly in the cost required for completion.What approach should the project manager use to determine the expected costs?
- A：类比估算
Analogous estimating - B：统计技术估算
Statistical techniques estimating - C：参数估算
Parametric estimating - D：三点估算
Three-Point estimating
正确答案：D 你的答案：D
解析：参考答案：D 解析：不确定情况下估算方法，三点估算。
185、 [单选] 在一次迭代结束时，一位团队成员告诉项目经理，由于几天前出现了无法解决的问题， 一个计划任务未完成。若要在将来避免这种情况，项目经理应该怎么做？
At the end of an iteration, a team member tells the project manager that a planned task is unfinished because of an issue that appeared several days ago but unable to be resolved. What should the project manager do to prevent this type of situation in the future?
- A：在回顾总结会议上讨论该问题
Discuss the issue during the retrospective - B：在演示中说明该问题
Address the issue in the demo - C：在下一次迭代规划会上讨论该问题
Discuss the issue during the next iteration planning meeting - D：在下一次迭代每日站立会上审查该问题
Review the issue in the next daily standup meeting
正确答案：A 你的答案：A
解析：参考答案：A 解析：pmbok6的230页6.6.3.5项目文件更新：避免未来发生，要总结经验教训并更新到组织过程资产中。A 是总结经验教训。
187、 [单选] 项目经理正在多个国家领导一项产品部署工作，最终部署时间非常紧迫，项目经理必须快速准备估算，项目经理应该使用什么估算技术？
A project manager is leading a product deployment effort in several countries. The final deployment has a tight schedule and the project manager must prepare an estimate quickly.what estimating technique should the project manager use?
- A：类比估算
Analogous estimating - B：参数估算
Parametric estimating - C：自下而上估算
Bottom-up estimating - D：三点估算法
Three-point estimating
正确答案：A 你的答案：A
解析：7.2.2 估算成本：工具与技术 7.2.2.2 类比估算 A最快速。时间紧迫，PM根据经验做类比估算，速度最快。
188、 [单选] 项目任务落后于进度。为了确保项目按时完成，项目经理聘请另一名工程师来完成任务。项目经理使用的是什么技术？
A project task is behind schedule.To ensure that the project completes on time,the project manager hires another engineer to work on the task.What technique did the project manager use?
- A：快速跟进
Fast tracking - B：资源平衡
Resource leveling - C：资源平滑
Resource smoothing - D：赶工
Crashing
正确答案：D 你的答案：D
解析：时间不够，增加资源，是赶工。 6.6.2.6 进度压缩 赶工。通过增加资源，以最小的成本代价来压缩进度工期的一种技术。赶工只适用于那些通过增加 资源就能缩短持续时间的，且位于关键路径上的活动。
189、 [单选] 在一个IT基础设施设备项目的执行阶段，IT经理要求提供比预算中最初包含的服务器更昂贵的服务器，项目经理应该怎么做？
During the execution phase of an IT infrastructure project,the IT manager requests a more expensive server than the one that was initially included in the budget.What should the project manager do?
- A：执行风险评估
Conduct a risk assessment - B：提出变更请求
Initiate a change request - C：在范围说明书中核实该请求
Validate the request with a scope statement - D：批准该请求
Approve the request
正确答案：B 你的答案：B
解析：说明解析：PMBOK（6）P113-4.6实施整体变更控制。比预算更贵的服务器变更了预算，提出变更请求，按照变更控制流程去获得批准。选项A：题目非常明确，如果满足IT经理的要求将超出预算，无需执行风险评估，是变更问题。 选项C：预算增加在范围说明书中看不到预算内容，应该合适成本基准。选项D：在没有经过变更控制获得批准之前，项目经理无权批准超出预算的变更。
190、 [单选] 项目团队正在努力进行可交付成果的工作，以满足计划的进度。一名团队成员发现范围蔓延正在影响项目成本。项目经理应该怎么做？
A project team is working hard on deliverables to meet the planned schedule.One team member identifies that scope creep is affecting project costs. What should the project management do?
- A：执行风险评估和范围变更管理程序
Perform risk assessment and scope change management procedures - B：允许范围蔓延，并与变更控制委员会(CCB)沟通以获得批准
Allow the scope creep and communicate it to the Change Control Board(CCB) for approval - C：估算对项目的影响，并将结果传达给项目相关方
Estimate the impact on the project and communicate the findings to project stakeholders - D：调查为什么会发生范围蔓延，并立即启动变更管理程序
Investigate why scope creep occurred and immediately initiate change management
正确答案：D 你的答案：D
解析：说明解析：PMBOK（6）P157-5.6控制范围。管理范围基准变更的过程。发现了范围蔓延，影响了项目成本，首先调查原因，并且启动变更管理程序。选项A：范围蔓延已经出现，是一个问题，不进行风险评估。选项B：项目不允许范围蔓延，获得批准后才可以变更范围。选项C：现在是要处理范围蔓延的问题，评估并传达给相关方无助于问题的解决。
191、 [单选] 一个项目遇到困难,且项目状态报告到期。但是,项目发起人正在休假。项目经理应该做什么?
A project is experiencing difficulties and the project status report is due.However,the project sponsor is on leave.What should the project manager do?
- A：要求团队成员直接将项目进度传达给他们的业务联系人
Ask team members to directly communicate the project's progress to theirbusiness contact - B：将状态报告发送到项目管理办公室(PMO),并要求PMO经理分发摘要
Send the status report to the project management office(PMO),and ask the PMO manager to distribute a summary. - C：按计划发送状态报告
Send the status report as planned - D：暂停分发状态报告,直到项目发起人休假回来
Hold distribution of the status report until the project sponsor returns.
正确答案：C 你的答案：C
解析：项目状态报告（绩效报告之一）不仅仅发给发起人，发起人休假也要正常发布。
192、 [单选] 一个软件升级项目的首席开发人员提出一些増强功能建议，认为这些增强功能会改进项目整体实施和最终用户体验。项目经理应该怎么做？
The leading developer of a software upgrade project has made some suggestions on enhancement, indicating that these enhancements will improve the overall implementation of the project and the end user experience. What should the project manager do?
- A：提交变更请求
To submit a change request - B：确定对进度计划和成本的影响，评估该变更的可行性
To determine the impact on schedule and cost and assess the feasibility of the change - C：与项目相关方开会，确定是否应该包含这些増强功能
To hold a meeting with project stakeholders to determine if these should be included - D：批准建议的增强功能
To approve the suggested enhancements
正确答案：B 你的答案：B
解析：解析：参见PMBOK第6版 4.6 实施整体变更控制。B内部变更，应先分析影响。在批准变更之前，可能需要了解变更对进度的影响和对成本的影响。
193、 [单选] 一个新的政府法规将要求对一个处于开发阶段的产品进行变更。项目团队在项目开始时修订项目管理计划以实施新的需求，而非在后期添加需求。这应该使用什么类型的变更请求？
A new government regulation will require changes to a product under development. The project team revises the project management plan at the start of the project to implement new requirements rather than add requirements later. What type of change request should be used?
- A：纠正措施
Corrective action - B：主动措施
Active action - C：预防措施
Preventive action - D：更新措施
Update action
正确答案：D 你的答案：D
解析：参考答案：D 解析：直接更新项目管理计划，调整范围基准，属于更新的变更策略，D选项最准确。
195、 [单选] 一次项目审计发现，一项关键变更是在规定流程之外被拒绝。这对其他交付产生中等影响，发起人要求知道原因。项目经理首先应该审查哪一项？
A project audit review identifies that a critical,rejected change was made outside of established processes.This affected other deliveries with a medium impact,and the sponsor demands to know why. What should the project manager review first?
- A：变更日志
Change log - B：需求跟踪矩阵
Requirements traceability matrix - C：风险报告
Risk report - D：变更请求
Change request
正确答案：A 你的答案：A
解析：4.6.3.3 变更日志，变更影响分析，以及变更审批结果，都应记录在变更日志中。因此在变更日志中能找到变更被拒绝的原因。
196、 [单选] 项目经理向所有相关方发送定期状态报告，报告内容包括项目成就列表，即将完成的目标和目前的挑战。但是，一些相关方仍抱怨说他们不了解项目的状态。项目经理应该怎么做？
A project manager sends out regular status reports to all stakeholders with bulleted lists of project accomplishments,upcoming objectives,and current challenges.However,some stakeholders still complain that they do not understand the project's status.What should the project manager do?
- A：联系这些相关方以了解他们担心的问题，并在实施变更之前遵循变更请求过程
Contact those stakeholders to understand their concerns, and follow the change request process prior to implementing changes - B：向这些相关方分布一些新的，更详细的状态报告
Distribute a new,more-detailed status report to those stakeholders - C：要求这些相关方审查沟通管理计划并向他们提供最新的状态报告
Ask those stakeholders to review the communications management plan and provide them with an updated status report - D：与这些相关方和项目团队开会，以提供更详细的项目状态更新
Meet with those stakeholders and the project team to provide a more-detailed project status update
正确答案：C 你的答案：C
解析：解析：沟通管理计划包含了相关方的沟通需求，确定了需要沟通的信息、接收信息的人员或群体，包括他们的需要、需求和期望。项目经理定期发送状态报告，这是在沟通管理计划确定好的，相关方对此有抱怨，首先要求这些相关方审查沟通管理计划，确认之前达成的沟通共识，也许这些相关方在沟通计划里就是不需要知道状态的，所以首先审查。
197、 [单选] 项目经理定义项目范围后，团队成员对项目需求表示不满。他们要求审查范围说明书来分析风险，并进一步澄清范围。项目经理应该怎么做？
After the project manager defines the scope of the project, the team members are dissatisfied with the project requirements. They asked for a review of the scope statement to analyze the risks and further clarify the scope. What should the project manager do?
- A：忽略该请求，并指示团队保持已定义的范围
Ignore the request and instruct the team to maintain the defined scope - B：与团队成员召开引导式研讨会
Conduct guided seminars with team members - C：要求团队成员创建一份亲和图
Ask team members to create an affinity map - D：要求团队成员召开头脑风暴会议
Ask team members to brainstorm meetings
正确答案：B 你的答案：B
解析：解析：PMBOK（6）P154-5.3.3.1定义范围-范围说明书。范围说明书代表项目相关方之间就项目范围所达成的共识，因此对于团队成员澄清范围的需求应该考虑。通过召开引导式研讨会建立共识。选项A：不能忽略团队成员对范围澄清的需求。选项C：亲和图是一项分组技术，不符合题意。 选项D：头脑风暴会是产生多种创意的技术，无助于对范围达成共识。
199、 [单选] 涉及一家全球公司10家分公司的项目即将完成，项目经理正在安排召开一次经验教训总结会议，项目经理应该邀请谁来参加会议？
A project that involves 10 branches of a global company is nearing completion.The project manager is scheduling a lessons learned meeting. Who should the project manager invite to the meeting?
- A：所有相关方
A1l stakeholders - B：项目经理的业务部门主管
Head of the business unit of the project manager - C：项目团队的所有成员
All members of the project team - D：高级管理层
Senior management
正确答案：A 你的答案：A
解析：总结经验教训需要从多个角度来进行复盘讨论，所以需要尽可能多的相关方参加。
答题用时：202分钟
答题时间：2020-07-27 17:01:29