单选题 （每题1分，共200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：A
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：A
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：D
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：D
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：B
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：B
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：D
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：A
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：B
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。
37、 [单选] 项目发起人要求项目经理在财年年度结算之前签发最终项目报告，以便公司可以从利润中受益，最终报告已接近完成。但客户保留了验收文件以换取与项目无关的收据。项目经理应该怎么做？
A project sponsor asks the project manager to issue the final project report before the end of the fiscal year so the company can benefit from the profit. The final report is nearly ready, but the customer is withholding acceptance documentation in exchange for receipts unrelated to the project. What should the project manager do?
A：保留最终报告直至获得完整的文件形式的客户验收为止
Withhold the final report until complete and documented customer acceptance is obtaine
B：将最终报告分发给所有相关方，但要记录未解决的客户验收文件问题
Distribute the final report to all relevant stakeholders, but record the issue of outstanding customer acceptance documentation.
C：将最终报告分发给所有相关方，大半视同已经 获得客户验收
Distribute the final report to all stakeholders as though customer acceptance has been obtaine
D：将最终报告分发给发起人，但在获得正式客户验收之前不将其进一步分发
Send the final report to the sponsor, but do not distribute further until formal customer acceptance is obtaine
正确答案：A 你的答案：A
解析：参考答案：A 解析：PMBOK（6）P127-4.7.3.2客户没有验收、移交前，项目不算完成，不能分发最终报告。
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：D
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：D
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：A
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。
46、 [单选] 项目经理正在为一个沟通项目制定—份进度计划。可用的项目信息很模糊， 若要解决这个问题，项目经理应该怎么做？
The project manager is developing a schedule for a communication project. The available project information is vague. What should a project manager do to address this?
A：增加所有活动的总浮动时间
Increase the total float of all activities
B：使用三点估算确定活动持续时间
Determine activity durations using three-point estimating.
C：为不确定的活动分配应急储备
Assign a contingency reserve for uncertain activities.
D：与项目团队一起开会，估算活动持续时间
Meet with the project team to estimate activity durations.
正确答案：C 你的答案：C
解析：参考答案：C 解析：PMBOK（6）P449-11.6 信息模糊意味着潜在风险，且该风险属于已知的，应增加应急储备。B 不选，三点估算考虑到风险，但进度计划内容较多，题目没有问如何估算，问的是解决风险。
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：A
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。