PMP错题集
1、 [单选] 项目经理正在为项目准备两个备选方案，方案1成功的概率80%，如果成功可以为项目节省100万美元，但是失败了的话要增加100万美元的成本；方案2成功的概率50%，成功的话可以节省200万美元，失败会增加100万美元的成本。那么项目经理应该推荐哪个方案？理由是？
The project manager is comparing two solutions for the project. The probability of success is 80% for solution 1. If it works it could save $1 million for the project but if it doesn't work it's going to cost you a million dollars on the project. Solution 2 has 50% probability of success success can save $2 million failure would increase the cost of $1 million. So which solution should the project manager recommend? What is the reason?
The project manager is comparing two solutions for the project. The probability of success is 80% for solution 1. If it works it could save $1 million for the project but if it doesn't work it's going to cost you a million dollars on the project. Solution 2 has 50% probability of success success can save $2 million failure would increase the cost of $1 million. So which solution should the project manager recommend? What is the reason?
- A：方案1 因为预期货币价值EMV比方案2多10万 Solution 1 because the EMV of solution1 is $100000 more than the EMV of solution 2.
- B：方案2 因为成功的话比方案1多节省100万 Solution 2 because it can save a million more than the solution1.
- C：方案1 因为成功的概率比方案2高30% Solution 1 because its probability of success is 30% higher than that of solution 2.
- D：方案2 因为预期货币价值EMV比方案1多20万 solution 2 because the EMV of solution2 is $200000 more than the EMV of solution 1.
正确答案：A 你的答案：D
解析：决策树，分别计算每个方案成功和失败的收益/损失*概率，省的钱就是收益，取正值；增加的钱就是损失，取负值。 最终取预期货币价值 EMV 高的方案。
2、 [单选] 项目绩效评估和团队绩效评估不同，项目绩效评估主要关注：
Project performance appraisals are different from team performance assessment in that project performance appraisals focus on:
- A：团队成员个人在项目中的绩效表现； How an individual team member is performing on the project.
- B：项目团队效率评价； An evaluation of the project team’s effectiveness.
- C：团队建设工作； A team-building effort.
- D：降低员工流动率。 Reducing the staff turnover rate.
正确答案：A 你的答案：B
解析：团队绩效评估针对团队建设的有效性，侧重于团队整体而非个人，见 9.4.3.1。项目绩效评估是通过每个团队成员的工作绩效来评价项目绩效，绩效不好的成员应通过培训改善。见 9.4.2.6。
3、 [单选] 编制项目计划时项目经理发现资源已过载，但无法获得更多的资源，工期还有一定的余量，项目经理最好去：
The project resources had been overloaded but the project manager could not get more resources and there was still a certain amount of surplus in the project duration. What is the best thing for the project manager to do?
The project resources had been overloaded but the project manager could not get more resources and there was still a certain amount of surplus in the project duration. What is the best thing for the project manager to do?
- A：将非关键路径改为关键路径； Change the non-critical path to the critical path;
- B：快速跟进项目； Fast-tracking the project;
- C：实施资源平衡； Implementation of resource level;
- D：实施资源平滑。 Implementation of resource smooth.
正确答案：C 你的答案：D
解析：资源平衡 Resource Level 是指通过调整活动的开始或结束时间，来错开同期资源过载的问题。但往往会改变关键路径。题干中说时间还有余地，资源过载必须解决，资源平衡就是最佳选择。见 6.5.2.3。
4、 [单选] 项目经理发现关键路径上的活动已出现延误，职能部门已没有更多的人手可以提供，因关键路径上活动之间的逻辑制约无法采取快速跟进的办法。如果要保证项目按时交付，项目经理应该怎么办？
The project manager found that some activities on the critical path had been delayed. Functional departments had no more resources available and because of the logical constraints between activities on the critical path fast-tracking method could not be used. What should the project manager do if the project must be delivered on time?
The project manager found that some activities on the critical path had been delayed. Functional departments had no more resources available and because of the logical constraints between activities on the critical path fast-tracking method could not be used. What should the project manager do if the project must be delivered on time?
- A：实施资源平衡； implement resource level;
- B：实施资源平滑； implement resource smooth;
- C：没有办法，只能修改进度基准； there is no way to modify the schedule line;
- D：在非关键路径上实施快速跟进。 implement fast-tracking on non-critical path.
正确答案：B 你的答案：A
解析：资源平滑 Resource Smooth 是利用非关键路径上的浮动时间，修改非关键路径上活动的开始或结束时间，削峰填谷，减少资源在时间分布上不均衡的情况。该题的意思是调用非关键路径上活动的资源支援关键路径上的活动，非关键路径上有浮动时间，减少资源造成活动历时变成可以消化，资源支援到关键路径上，是通过赶工的方式缩短关键路径上活动的历时，进而减轻项目工期延误的风险。见 6.5.2.3。
5、 [单选] 在项目进度状态汇报会上，项目经理提供的CPM图中显示有两项活动的总浮动时间是负的，从该项分析中可以得出下列哪一项结论？
At the project status report the project manager's CPM graph shows that the total floating time of two activities is negative and which one of the following conclusions can you draw from the analysis?
At the project status report the project manager's CPM graph shows that the total floating time of two activities is negative and which one of the following conclusions can you draw from the analysis?
- A：这两项活动都在关键路径上； Both activities are on the critical path;
- B：两项活动的最早开始时间都早于最晚开始时间； The early start time of the two activities is earlier than the late finish time;
- C：两项活动的最晚结束时间都早于最晚开始时间； The late finish time of the two activities is earlier than the late start time;
- D：因为活动有负浮动时间，所以项目进度比计划超前了。 Because of negative floating time the project progress is ahead of schedule.
正确答案：A 你的答案：C
解析：浮动时间≤0 的活动一定在关键路径上，A 正确；B 选项最早开始时间 ES 早于最晚开始时间LS，说明 LS-ES＞0，有正的浮动时间，和题干不符； C选项最晚结束时间 LF 早于最晚开始时间 LS，这两个值之间的差是活动历时 DU，不是浮动时间；D 选项活动有负浮动时间，如果不能压缩该活动的话，必然导致工期延误，不可能得出进度超前的结论。
6、 [单选] 在WBS中，项目被分解到工作包，下列哪一项关于工作包的表述是不正确的？
In the WBS, the project is decomposed into the work package. Which of the following statements about the work package is incorrect?
In the WBS, the project is decomposed into the work package. Which of the following statements about the work package is incorrect?
- A：可以评估完成工作包所需要的资源 The resources required to complete the work package can be evaluated.
- B：可以估算该工作包的工期和成本 The duration and cost of the work package can be estimated.
- C：可以包含一个或多个可交付成果 Can contain one or more deliverables.
- D：逻辑上不可以再继续分解 logically cannot be broken down
正确答案：D 你的答案：C
解析：工作包只是 WBS 元素中最低层级，也就是项目经理管理分解到的最低层级。工作包交给执行团队还需要被进一步分解为活动，活动还可以分解为个人的任务。因此逻辑上还可以再分。
7、 [单选] 客户提出的一项变更需求已经实现，并得到了客户的认可。但项目经理发现为了满足客户的这个需求，团队不得不加班才没有影响项目的进度基准。项目经理把这个经历整理成文字并记在了经验教训登记册中，项目经理更新的是：
A change request submitted by the client has been realized and approved by the client. The project manager found that team had to work overtime to meet this request without affecting the project's schedule baseline。The project manager put the experience into words and record it in the register of lessons learned. Which of the following is the project manager updated?
A change request submitted by the client has been realized and approved by the client. The project manager found that team had to work overtime to meet this request without affecting the project's schedule baseline。The project manager put the experience into words and record it in the register of lessons learned. Which of the following is the project manager updated?
- A：组织过程资产； enterprise process assets;
- B：事业环境因素； business environment factors;
- C：项目管理计划； Project management plan;
- D：项目文件。 project documents.
正确答案：D 你的答案：A
解析：在项目中出现的经验教训应该及时记录在经验教训登记册中，这个登记册属于项目文件，所以这个动作属于更新项目文件。见 4.4.3.1。经验教训不都需要作为组织过程资产，通常经验教训登记册定期评估，共性的和再次发生可能性较大的裁剪到组织过程资产库中，以此来维护组织过程资产的有效性。见 2.3。如果答案中没有项目文件，那选择组织过程资产就是正确的了。
8、 [单选] 项目章程刚刚发布，项目经理发现开展项目所需要的一项关键授权没有体现在章程中，项目经理应该怎么办？
The project charter has just been released. The project manager found that a key authorization needed for the project was not in the project charter. What should the project manager do?
The project charter has just been released. The project manager found that a key authorization needed for the project was not in the project charter. What should the project manager do?
- A：根据章程中已授权的内容编制项目计划； Prepare the project plan according to the authorized content of project charter already;
- B：更新章程，将这一必要的授权补充进去； Update project charter and add this necessary authorization;
- C：将缺乏授权的信息记录到风险登记册中； Record the lack of authorized information in the risk register;
- D：与项目发起人沟通，发起章程变更申请。 Communicate with the sponsor to initiate a change application of charter.
正确答案：D 你的答案：C
解析：首先章程虽然很少出现修改，但章程是可以修改的；章程是发起人发布的，修改章程也必须经过发起人的批准。
9、 [单选] 下列哪一项配置管理活动属于执行整体变更控制过程的组成部分？
Which of the following configuration management activities is part of the perform integrated changer control process?
Which of the following configuration management activities is part of the perform integrated changer control process?
- A：将实际项目绩效与项目管理计划对比 Compare actual project performance against the project management plan
- B：更新范围管理计划 Update scope management plan
- C：确定并记录项目产品的功能和物理特性 Identify and document the functional and physical characteristics of products
- D：核实可交付成果的完成程度 Verify deliverables for completeness.
正确答案：B 你的答案：A
解析：变更被批准后需要更新计划和项目文件，计划本身也是配置管理的对象，通过配置管理保证计划的版本正确，有效。见 4.2.3.1。
10、 [单选] 为客户开发产品，你刚刚完成了项目设计阶段准备进入实施阶段。以下都是此时需要做的，除了：
You have just completed the project design phase for a client’s product and are about to enter the implementation phase. All the following need to be done，EXCEPT:
You have just completed the project design phase for a client’s product and are about to enter the implementation phase. All the following need to be done，EXCEPT:
- A：总结经验。 Lesson learn.
- B：转移知识。 Transfer knowledge.
- C：范围确认。 Scope confirmation.
- D：产品验收。 Product acceptance.
正确答案：D 你的答案：B
解析：设计阶段结束进入实施阶段时产品还没开发出来，因此阶段关口不应该包括产品验收。其余都是需要做的。
11、 [单选] 项目经理发现，项目上的工作经常被职能经理们以忙于其它更高优先级的项目而拖延，项目经理希望明确自己负责的项目处于什么优先级，以下谁对确定项目的优先级负责？
Project managers find that works are often delayed by functional managers who are busy with other higher-priority projects. The project manager wants to clarify which priority his project is in. Who is responsible for determining the priority of projects?
Project managers find that works are often delayed by functional managers who are busy with other higher-priority projects. The project manager wants to clarify which priority his project is in. Who is responsible for determining the priority of projects?
- A：项目隶属的项目集经理 program manager of this project.
- B：项目隶属的项目组合经理 portfolio manager of this project.
- C：项目管理办公室 project management office.
- D：职能经理们的上级领导 supervisors of functional managers.
正确答案：C 你的答案：B
解析：项目管理办公室通常是确定公司项目优先级的部门，而项目组合经理是负责已经确定了优先级的同一组合里的项目。
12、 [单选] 公司有几个项目团队经常因为项目之间互相影响而产生矛盾，比如其它项目的任务不能按时完成而造成自己的项目进度延误，尽管项目经理们经常一起开会协调但收效甚微。他们现在最需要以下哪个角色来解决这类问题？
There are several project teams in a company that often have conflicts due to the interaction between projects, such as other projects' tasks cannot be completed on time, resulting in delays in their own projects. Although project managers often have meetings together, they have little effect. What role do they need to solve these problems most now?
- A：项目组合经理 Portfolio Manager
- B：项目集经理 Program Manager
- C：PMO负责人 PMO Leader
- D：变更控制委员会CCB Change Control Board
正确答案：B 你的答案：C
解析：题干中强调了项目之间互相影响，表明项目之间有联系，项目集管理就是把有联系的项目打包一起管，因此解决这类冲突是项目集经理的职责。见 1.2.3.2。混淆选项 C. PMO 负责人是为众多项目提供通用性的支持和协调工作。除非是指令型 PMO 可能直接管理项目或项目集， 见2.4.4.3。因此 C 选项勉强沾边儿，B 项目集经理非常吻合。
13、 [单选] 一个生命周期为10年的项目期初投资150万美元，项目年收入50万美元，年支出20万美元。该项目的投资回报率ROI和投资回收期PBP分别是？
A project with a life cycle of 10 years is investing $1.5 million at the beginning of the project, with annual income of $500,000 and annual expenditure of $200,000. What is the ROI of the project and the investment payback period PBP?
A project with a life cycle of 10 years is investing $1.5 million at the beginning of the project, with annual income of $500,000 and annual expenditure of $200,000. What is the ROI of the project and the investment payback period PBP?
- A：ROI 200%，PBP 5年 ROI 200%，PBP 5 years
- B：ROI 20%，PBP 3年 ROI 20%，PBP 3 years
- C：ROI 20%，PBP 5年 ROI 20%，PBP 5 years
- D：ROI 33.3%，PBP 3年 ROI 33.3%，PBP 3 years
正确答案：C 你的答案：A
解析：ROI=年均净现金流（流入-流出）/投资=（50-20 ） /150=20% ，如果每年净现金流不变， PBP=1/ROI=1/20%=5 年。
14、 [单选] 根据下列四个项目的对比数据，你应该向管理层推荐哪个项目：
Which project should you recommend to the sponsor according to the comparison data of the following four projects?
Which project should you recommend to the sponsor according to the comparison data of the following four projects?
- A：项目A Project A
- B：项目B Project B
- C：项目C Project C
- D：项目D Project D
正确答案：C 你的答案：D
解析：NPV 是偿还银行贷款本金和利息之后，项目的净结余，选大优先。NPV 相同，选 IRR 大的， IRR 大代表项目的抗风险能力强。
15、 [单选] 以下哪一个描述符合滚动式规划的特征？
Which of the following describes the characteristics of rolling wave planning?
Which of the following describes the characteristics of rolling wave planning?
- A：从工作包向上滚动到WBS更高层级的规划方法； The planning method of rolling up from the work package to the higher level of WBS;
- B：只规划一个阶段的工作，完成后滚动到下一个阶段开始新的规划； Plan only one stage of work and then scroll to the next stage to start the new plan;
- C：按照项目涉及各专业领域，完整滚动一圈来完成规划； Complete the planning in accordance with various professional fields which the project involved in;
- D：根据项目信息的不断收集，规划包变成工作包的过程。 According to the continuous collection of project information from planning packages become work packages.
正确答案：D 你的答案：B
解析：滚动式规划指的是近期工作详细描述，远期工作粗略描述，随着项目进展，获取信息越来越丰富，一次次逐渐细化的规划方法。见 6.2.2.3。
16、 [单选] 项目发起人已要求项目经理修改项目管理计划，以便在进度计划之前完成项目。该项目没有额外预算。项目经理应该如何修改项目管理计划才能确定能否提早交付项目？
The project sponsor has asked the project manager to modify the project management plan in order to complete the project before the schedule. There is no additional budget for this project. How should the project manager modify the project management plan to determine whether the project can be delivered early?
The project sponsor has asked the project manager to modify the project management plan in order to complete the project before the schedule. There is no additional budget for this project. How should the project manager modify the project management plan to determine whether the project can be delivered early?
- A：计算实耗时间(elapsed time)与实际时间(actual time) Calculate elapsed time and actual time
- B：包含负浮动时间分析 Contain a negative floating time analysis
- C：包含关键路径 Contain critical paths
- D：尽可能赶工加快项目进度计划 Work as quickly as possible to speed up the project schedule
正确答案：C 你的答案：B
解析：PMBOK（6）P222-6.6控制进度。“确定能否提早交付项目”，项目的进度由关键路径决定，所以要将修改后的项目管理计划与关键路径比对，判断是否可以提前交付项目。比对完成以后，根据相关方的期望，对项目进度进行规划，选项BD在选项C之后。
17、 [单选] 项目团队正在执行一个分两阶段开展的项目。该项目目前处于第一阶段，第一阶段不涉及任何成本，因为成本均计入下一阶段。某位团队成员在此阶段无法轻松报告进度绩效指数(SPI)。项目经理应该做什么？
The project team is implementing a two-phase project. It is currently in the first phase, which involves no costs, as the costs are included in the next phase. A team member cannot easily report the Schedule Performance Index (SPI) at this phase. What should the project manager do?
The project team is implementing a two-phase project. It is currently in the first phase, which involves no costs, as the costs are included in the next phase. A team member cannot easily report the Schedule Performance Index (SPI) at this phase. What should the project manager do?
- A：审查项目管理计划，以便将成本分配到两个阶段，并计算挣值 (EV) Review the project management plan to allocate costs to two phases and calculate earned value (EV)
- B：使用挣值和计划值(PV)指标监控进度计划 Monitor the schedule using earned and planned value (PV) metrics
- C：将该阶段无法报告进度绩效指数这一情况报告给项目管理办公室(PMO) Report management indices that are not possible to report schedule performance index at this phase to the Project Management Office (PMO)
- D：将项目分成多个部分并选择替代指标 Divide the project into multiple sections and select alternative metrics
正确答案：D 你的答案：B
解析：PMBOK（6）P222-6.6控制进度。“无法轻松报告进度绩效指数”，问题出在对数据的定义和测量上，特别是第一个阶段的成本计入了第二个阶段，需要对绩效测量指标进行明确。选项A，成本的核算方式已经明确了，排除。选项B，如果绩效测量指标是清晰完备的，SPI的计算就不存在困难，排除。选项C，发现的问题做为项目经理要积极解决。
18、 [单选] 项目经理必须确定项目的完成日期。虽然大多数活动都是已知的，但由于产品交付日期未知，某些工作包无法安排。项目经理应该使用什么来向相关方提供完工日期估算？
The project manager must determine the project finish date. Although most activities are known, some work packages cannot be scheduled because the product delivery date is unknown. What should the project manager use to provide the stakeholder with an estimate of the finish date?
The project manager must determine the project finish date. Although most activities are known, some work packages cannot be scheduled because the product delivery date is unknown. What should the project manager use to provide the stakeholder with an estimate of the finish date?
- A：滚动式规划 Rolling wave planning
- B：蒙特卡洛模拟 Monte Carlo simulation
- C：分解 Decomposition
- D：计划评审技术（PERT) Program Evaluation and Review Technique (PERT)
正确答案：B 你的答案：A
解析：PMBOK（6）P213-6.5.2.4数据分析-模拟。这题易选错成A。“必须确定项目的完工日期”，采用滚动式规划就不合适了，排除AC选项。此时需要借助蒙特卡洛技术，对项目完成日期的可能分布进行预测。
19、 [单选] 在某新项目规划阶段，项目经理正在制定进度计划。在识别与数据管理相关的活动时，项目经理发现，政府法规要求供应商在开始工作之前先取得数据保护证明认证。项目经理该做什么？
During a new project planning phase, the project manager is developing a schedule. In identifying activities related to data management, the project manager found that government regulations require vendors to obtain data protection certification before starting work. What should the project manager do?
During a new project planning phase, the project manager is developing a schedule. In identifying activities related to data management, the project manager found that government regulations require vendors to obtain data protection certification before starting work. What should the project manager do?
- A：要求与客户开会，请求其放弃数据保护认证要求 Ask to meet with the customer to ask them to waive the data protection certification requirement
- B：审核并记录这些活动，并评价对工作分解结构(WBS)的影响 Review and document these activities and evaluate the impact on the work breakdown structure (WBS)
- C：要求与项目发起人开会，建议其在取得认证前停止一切工作 Ask for a meeting with the project sponsor and recommend that they stop all work before obtaining certification
- D：审视并记录这些活动，并针对工作分解结构(WBS)向项目相关方提出变更请求 Review and document these activities and make change requests to project stakeholders for the Work Breakdown Structure (WBS)
正确答案：B 你的答案：D
解析：PMBOK（6）P207-6.5.1.1范围基准。 题干关键词“开始工作之前先取得认证”。 WBS作为范围基准的部分，被外部限制条件所影响，应该记录这些限制条件并进行评估，故选B； 选项A，放弃认证要求不合法规要求； 选项C，未经评估就停止一切工作过于消极； 选项D，在B之后进行。
20、 [单选] 项目经理向客户提交了一份延迟的进度计划。客户要求缩短耗时最长的任务，以便使项目回归正轨。项目经理该做什么？
The project manager submitted a delayed schedule to the customer. The customer requested that the most time-consuming tasks be shortened in order to get the project back on track. What should the project manager do?
The project manager submitted a delayed schedule to the customer. The customer requested that the most time-consuming tasks be shortened in order to get the project back on track. What should the project manager do?
- A：向客户展示关键路径，并鼓励他们聚焦于缩短这些活动的时间 Show customers the critical path and encourage them to focus on shortening the time of these activities
- B：与客户开会确定耗时最长的任务，并聚焦于缩短这些活动的时间 Have a meeting with customers to identify the most time-consuming tasks and focus on shortening the time spent on these activities
- C：聚焦于耗时更短的活动，以便在相同的时间范围内完成更多任务 Focus on activities that take less time in order to accomplish more in the same time range
- D：指出关键路径无法缩短 Indicate that the critical path cannot be shortened
正确答案：A 你的答案：B
解析：PMBOK（6）P210-6.5.2.2关键路径法。 题干关键词“延迟的进度计划”、“缩短耗时最长的任务”。 关键路径是项目中时间最长的活动顺序，因此关键路径上的活动决定项目最短工期。客户提出缩短耗时最长的任务，这一要求并不合理，因为它并未从整体上考虑单个任务和整个项目进度之间的关系。应该向客户展示关键路径，并聚焦于缩短关键路径上活动的时间，选A； 选项B错误，单单缩短耗时最长的任务，不一定能使项目回归正轨； 选项C错误，如果这些活动没在关键路径上，则无济于事； 选项D错误，关键路径可以通过进度压缩的方法缩短时间。
21、 [单选] 负责跟踪项目文件的团队成员被指派到另一个项目，项目经理现在正在寻求项目文件，以便帮助制定进度计划。项目经理应使用哪些项目文件？
The team member responsible for tracking project documentation has been assigned to another project, and the project manager is now seeking project documentation. To help make schedule plans, what project documents should the project manager use?
The team member responsible for tracking project documentation has been assigned to another project, and the project manager is now seeking project documentation. To help make schedule plans, what project documents should the project manager use?
- A：经验教训登记册、里程碑列表、项目团队任务分配表 Lessons learned register, milestones list, project team task assignment list
- B：里程碑列表、资源需求和项目章程 List of milestones, resource requirements, and project charter
- C：范围基准、里程碑列表和活动清单 Scope baselines, milestone lists, and activity lists
- D：活动清单、假设日志和进度基准 Activity lists, assumption logs, and schedule baselines
正确答案：C 你的答案：D
解析：PMBOK（6）P207-6.5.1制定进度计划：输入。 题干关键词“帮助制定进度计划”。 选项A错误，项目团队任务分配表，即责任分配矩阵，具体到每个成员对每个工作包的职责。而项目团队派工单指的是每个成员在项目中的角色和职责，并未与每个工作包关联起来。责任分配矩阵不是6.5的输入； 选项B错误，项目章程不是6.5的输入； 选项C正确； 选项D错误，进度基准是6.5的输出，而非输入。
22、 [单选] 项目经理经常收到关于某项目的变更请求，但他确保变更控制过程适当地应用中。项目经理本应采取什么措施来防止频繁的变更请求？
The project manager often receive requests for changes to a project, but he ensures that the change control process is being applied appropriately. What should the project manager have done to prevent frequent change requests?
The project manager often receive requests for changes to a project, but he ensures that the change control process is being applied appropriately. What should the project manager have done to prevent frequent change requests?
- A：确保项目范围获得相关方批准 Ensure the project scope is approved by the stakeholder
- B：在项目开始时定义项目范围 Define the project scope at the beginning of the project
- C：完成责任分配矩阵(RAM) Complete the Responsibility Assignment Matrix (RAM)
- D：更新需求矩阵 Update the requirements matrix
正确答案：A 你的答案：B
解析：PMBOK（6）P150，5.3-定义范围。“确保正妥善应用变更控制过程”，说明整体变更控制流程是起效的。那么问题出在哪里？出在相关方对于项目的期望不确定，所以会频繁的提出变更请求，那么此时要求项目的相关方多想一想、想清楚了再做决定有助于减少类似问题的发生。选项B，不是导致问题的根本原因。选项C，责任分配矩阵通常用于划分活动和资源之间的职责关系。选项D，对需求矩阵的分析包含在了整体变更控制流程，但现在这个流程没有出现问题，排除。
23、 [单选] 在审查一个长期项目期间，相关方对项目经理关于项目绩效已随时间转移而得到改善的主张表示不认同。他们要求提交详细的报告。项目经理应该怎么做？
During the review of a long-term project, stakeholders disagree with the project manager’s claim that project performance has been improved over time, and they ask for a detailed report. What should the project manager do?
During the review of a long-term project, stakeholders disagree with the project manager’s claim that project performance has been improved over time, and they ask for a detailed report. What should the project manager do?
- A：完成趋势分析，并报告结果 Complete the trend analysis and escalate the results
- B：确定进度绩效指数(SPI)，以显示团队的工作效率 Determine the Schedule Performance Index (SPI) to show the team's productivity
- C：计算完工尚需估算(ETC)，以显示潜在的新完成日期 Calculate the Estimate to Complete (ETC) to show potential new finish dates
- D：执行偏差分析，并报告结果 Execute a variance analysis and escalate the results
正确答案：A 你的答案：D
解析：PMBOK（6）P170-5.6控制范围-趋势分析。“对项目得到改善的主张表示不认同”，而趋势分析旨在审查项目绩效随时间的变化情况，以判断绩效是正在改善还是正在恶化，符合题意。选项B，SPI体现项目当前的进度情况。选项C，ETC用于预测项目的完完工日期，包括在选项A当中。选项D，偏差分析通常用于分析项目的执行情况与计划之间的差距。
24、 [单选] 项目可交付成果已经完成，但由于成果不及预想，主要项目相关方不愿接受这些可交付成果。项目经理怎么做？
Project deliverables have been completed, but key project stakeholders are reluctant to accept them because the results are less than expected. What should the project manager do?
Project deliverables have been completed, but key project stakeholders are reluctant to accept them because the results are less than expected. What should the project manager do?
- A：确保主要项目相关方的要求均得到满足 Ensure that the requirements of key project stakeholders are met
- B：与主要项目相关方确认项目范围和可交付成果 Validate project scope and deliverables with key project stakeholders
- C：继续开展项目收尾工作 Continue the project closure
- D：评估项目所受影响，并相应地激活变更请求过程 Evaluate the impact on the project and activate the change request accordingly
正确答案：B 你的答案：D
解析：PMBOK（6）121-5.5确认范围。“不愿意接受”是主观意见，是否能够获得验收确认要看验收标准。如果项目的可交付成果虽然不理想但是符合了验收的条件，项目相关方仍然要签字确认。选项A，要看项目相关方的要求是否在验收标准中得以明确。选项C，在选项B之后。选项D，如果项目的可交付成果未能满足验收标准，要对缺陷通过变更的方式进行补救，在选项B之后。
25、 [单选] 虽然项目经理已接近在预算范围内按时完成项目，但客户对项目范围提出一项意外需求，结果发现客户想要一个更简单的解决方案。项目经理应该事先采取下列哪项不同做法？
Although the project manager was close to completing the project on time and within budget, the customer made an unexpected demand for the project scope and found that the customer wanted a simpler solution. Which of the following different practices should the project manager take beforehand?
Although the project manager was close to completing the project on time and within budget, the customer made an unexpected demand for the project scope and found that the customer wanted a simpler solution. Which of the following different practices should the project manager take beforehand?
- A：与客户一起定义项目范围 Define the project scope with the customer
- B：与相关方一起确认项目范围 Work with stakeholders to validate the project scope
- C：与客户一起收集需求 Collect requirements with customers
- D：在项目团队的帮助下控制范围 Control the scope with the help of the project team
正确答案：A 你的答案：B
解析：PMBOK（6）P150，5.3定义范围。定义范围是制定项目和产品详细描述的过程。注意关键字“事先”，如果能够提前对解决方案做明确的约定，就能避免争议的发生。选项B，确认范围是对项目交付成果的验收。选项C，收集到的需求要经过筛选决策才能列入范围，换而言之，不是所有的需求都会列入范围基准。选项D，控制范围正常执行，从解决方案出现了偏差。
26、 [单选] 项目的第一批可交付成果已准备就绪，项目经理请求相关方批准这些可交付成果，其中一位相关方表示，由于某些需求尚未实施，所以尚未完成工作，项目经理认为这些需求超出范围，项目经理现在应该做什么？
The first batch of deliverables of the project are ready, and the project manager asks stakeholders to approve these deliverables. One of the stakeholders stated that the work has not been completed because some requirements have not been implemented. The project manager believes that these requirements are out of scope. What should the project manager do now?
The first batch of deliverables of the project are ready, and the project manager asks stakeholders to approve these deliverables. One of the stakeholders stated that the work has not been completed because some requirements have not been implemented. The project manager believes that these requirements are out of scope. What should the project manager do now?
- A：与该相关方一起审查质量管理计划 Review the quality management plan with the stakeholder
- B：接受该相关方的立场并实施这些需求 Accept the position of the stakeholder and implement these requirements
- C：对该相关方的新需求应用变更控制过程 Apply the change control process to the new requirements of the stakeholder
- D：与该相关方一起审查项目范围说明书的项目排除部分 Review the project exclusion portion of the project scope statement with the stakeholder
正确答案：D 你的答案：C
解析：PMBOK（6）P161-5.4.3.1范围基准-范围说明书。在范围上存在分歧，需要查询范围基准。
27、 [单选] 在一个大型的IT实施项目中，客户在确认可交付成果期间发现了缺陷，并且没有在用户验收测试(UAT)上签字，进行进一步分析之后，项目经理将报告的缺陷识别为新需求。在这种情况下，项目经理应该怎么做？
In a large IT implementation project, the project manager identifies the reported defect as a new requirement after the customer discovers a defect during the validation of deliverables and does not sign the User Acceptance Test (UAT) for further analysis. What should the project manager do in this case?
In a large IT implementation project, the project manager identifies the reported defect as a new requirement after the customer discovers a defect during the validation of deliverables and does not sign the User Acceptance Test (UAT) for further analysis. What should the project manager do in this case?
- A：与客户分享验收标准 Share acceptance criteria with customers
- B：实施已识别的新需求 Implement identified new requirements
- C：根据基准计划分析需求 Analyze requirements against a baseline plan
- D：遵循升级上报程序 Follow the upgrade escalation procedures
正确答案：A 你的答案：D
解析：PMBOK（6）P165-5.5.1.1，范围基准。题干中的关键字是：“确认可交付成果期间”“新需求”。在项目验收期间应以范围基准中的验收标准为标准核实可交付成果。选项A正确。实施新的需求需要实施变更，排除B。根据基准计划分析需求需要客户售前提交正式的变更请求，排除C。此时项目未达到失控状态，排除D。
28、 [单选] 项目经理已经非常了解项目相关方的期望，若要有效地规划，项目项目经理接下来应该采取什么行动？
The project manager is well aware of the expectations of the project stakeholders and what should the project manager do next to plan effectively?
The project manager is well aware of the expectations of the project stakeholders and what should the project manager do next to plan effectively?
- A：根据资源可用性评估所需的能力 Assess the required capabilities based on resource availability
- B：与团队一起举行开工会议 Hold an initiation meeting with the team
- C：发现需要并将其分解为需求 Discover the need and break it down into requirements
- D：确定项目预算和资金来源 Determine the project budget and source of funding
正确答案：C 你的答案：B
解析：PMBOK（6）P141-5.2.1.3，相关方登记册。题干中的关键字是：“已经非常了解项目相关方的期望”“接下来应该采取什么行动”。所以是选择识别相关方之后最先要进行的子过程，启动过程组之后，规划过程组最先的是识别需求，所以选择C。估算活动资源和制定预算在识别需求之后，排除AD。开工会议在确定项目计划之后，规划结束，执行之前，排除B。
29、 [单选] 在制定范围管理计划期间，相关方要求将实验技术添加到项目范围内，以协助产品营销。项目经理应该做什么？
During the development of the scope management plan, the stakeholders request that experimental techniques be added to the project scope to assist in product marketing. What should the project manager do?
- A：将项目储备用于支付试验技术的成本 Use project reserves to cover the cost of pilot technique
- B：根据试验技术的成本增加项目预算 Increase the project budget based on the cost of the pilot technique
- C：将相关方包含在范围规划会议中 Include stakeholders in scope planning meetings
- D：与相关方一起审查范围基准 Review the scope base with the stakeholder
正确答案：C 你的答案：D
解析：PMBOK（6）P136-5.1.2.3，会议。题干中的关键词：“执行范围管理计划期间”。题目中提到制定范围管理计划期间，所以寻找选项中规划范围管理的输入或工具，选项C正确。储备用于进度，成本和风险，排除A。此时还没有开始估算成本，排除B。制定范围管理计划时还未产生范围基准，排除D。
30、 [单选] 在一个项目中途，一名新项目经理加入团队。在审查项目管理计划后，项目经理意识到项目需求存在差距。项目经理下一步应该做什么？
In the middle of a project, a new project manager joins the team. After reviewing the project management plan, the project manager realized that there was a gap in project requirements. What should the project manager do next?
In the middle of a project, a new project manager joins the team. After reviewing the project management plan, the project manager realized that there was a gap in project requirements. What should the project manager do next?
- A：要求项目发起人提供所有遗漏的需求 Request the project sponsor to provide any missing requirements
- B：与项目团队合作以收集所有遗漏的需求 Work with the project team to gather any missing requirements
- C：与关键相关方开会，以识别与遗漏需求相关的风险 Have a meeting with key stakeholders to identify risks associated with missing requirements
- D：安排一次与关键相关方的需求澄清会议 Schedule a requirement clarification meeting with key stakeholders
正确答案：D 你的答案：B
解析：PMBOK（6）P170-5.6.2.1，偏差分析。题干中的关键字：“项目中途”“需求存在差距”。根据题干中的关键字，范围存在差距，需要进行识别和分析，所以和相关方安排会议澄清。选项D正确。项目发起人不负责提供需求，排除A。收集需求在规划阶段开展，此时已经在执行/监控，排除B。选项C在选项D之后。
31、 [单选] 在举行了几次会议来确定项目活动之后，项目团队仍然不赞同许多事项。项目经理应该使用什么来达成共识？
After several meetings to identify project activities, the project team still disagreed on many issues. What should the project manager use to reach consensus?
After several meetings to identify project activities, the project team still disagreed on many issues. What should the project manager use to reach consensus?
- A：名义小组技术 Nominal group technique
- B：亲和图 Affinity diagrams
- C：大多数原则 The majority principle
- D：一致同意原则 The unanimity principle
正确答案：C 你的答案：A
解析：PMBOK（6）P144-5.2.2.4，大多数同意。题干中的关键字：“团队仍然不赞同许多事项”“使用什么来达成共识”。从题干中可以知道项目经理需要确定决策采用的方式，而由于不赞同许多事情，一致同意不现实，所以选项C正确。名义小组，亲和图都不是做决策的方式，排除AB。由于不赞同许多，所以一致同意原则很难执行，排除D。
32、 [单选] 一场重要会议结束后，团队收到客户的负面反馈，原因在获得需求规范时所使用的方法上，团队才意识到这一点。项目经理应该做什么？
After an important meeting, the team receives negative feedback from the customer. The team attributes this issue to the approach used to obtain requirement specifications. What should the project manager do?
- A：检查相关方参与计划 Check the stakeholder engagement plan
- B：提供经验教训知识库 Provide a lessons learned repository
- C：更新范围管理计划 Update the scope management plan
- D：与团队一起核实验收标准 Verify the acceptance criteria with the team
正确答案：B 你的答案：A
解析：PMBOK（6）P98-4.4管理项目知识。“获得需求规范时所使用的方法”，问题经发生了，尽量规避以后再次出现。选项A，问题的核心是用错了规范，而不是相关方的态度。选项C，情景里面没有强调是哪一次会议，如果是收尾过程的会议，范围管理计划的更新将失去意义。选项D，情景中没有提到验收标准存在问题，排除。
33、 [单选] 项目关键路径上的任务所需的设备交付延迟了两个星期。项目经理应该做什么？
The delivery of equipment required for tasks on the critical path of the project was delayed by two weeks. What should the project manager do?
The delivery of equipment required for tasks on the critical path of the project was delayed by two weeks. What should the project manager do?
- A：在风险登记册中登记该事件，并立即通知项目发起人 Register the event in the risk register and notify the project sponsor immediately
- B：在问题日志中解决该事件，并在下次项目状态会议上讨论 Resolve the event in the issue log and discuss it in the next project status meeting
- C：在问题日志中记录该事件，并立即通知相关方 Document the event in the issue log and notify the stakeholder immediately
- D：在风险登记册中记录该事件，并在下次项目状态会议上讨论 Document the event in the risk register and discuss it in the next project status meeting
正确答案：B 你的答案：C
解析：PMBOK（6）P96-4.3.3.4指导与管理项目工作-问题日志。问题已经出现，所以不应将其当成不确定性事件进行管理，排除AD。问题日志侧重问题的跟踪解决和聚焦，而不是简单的记录和上报，排除选项C。
34、 [单选] 在项目启动阶段，项目经理发现，事业环境因素中最近的变更已对预算产生影响，导致团队完成全部工作范围的事项变得不切实际。项目经理应如何缓解这种情况？
During the project initiation phase, the project manager finds that recent changes of the enterprise environmental factors have had an impact on the budget, making it impractical for the team to complete the full scope of work. How should the project manager deal with this situation?
During the project initiation phase, the project manager finds that recent changes of the enterprise environmental factors have had an impact on the budget, making it impractical for the team to complete the full scope of work. How should the project manager deal with this situation?
- A：根据纠正后的预算制定项目管理计划 Develop the project management plan according to the corrected budget
- B：联系项目发起人，更正项目章程并寻求其重新予以批准 Contact the project sponsor to correct the project charter and seek re-approval
- C：找机会缩小项目范围，使之与获批的预算一致 Look for opportunities to narrow the project scope to align with the approved budget
- D：将范围方面的顾虑列为一种风险，并制定应急计划 Identify concerns on project scope as a risk and develop contingency plans
正确答案：B 你的答案：D
解析：PMBOK P81 4.1.3.1 项目章程。关键词“启动阶段“，事业环境因素变更影响了工作范围，因为在启动阶段，只有项目章程，含有高层级的需求等信息，章程由发起人负责，因此选B，对项目章程更新并再次获得批准。此阶段不存在项目管理计划、范围，ACD错。
35、 [单选] 项目经理正在管理一个项目，其供应商负责采购最终组装所需的一种重要材料，但在进入组装阶段时却发现这种重要材料的交货跟踪记录不翼而飞，而且这种材料尚未装运。如果这种材料未按估算的交货时间运达，这可能会导致整个进度计划发生延迟。为解决该问题，项目经理接下来该做什么？
The project manager was managing a project. The vendor was responsible for purchasing an important material required for final assembly, but it was discovered that the delivery track record of this important material was missing, and this material had not yet been shipped during the assembly phase. If this material does not arrive on estimated delivery time, it may cause a delay in the overall schedule. What should the project manager do next to solve this issue?
The project manager was managing a project. The vendor was responsible for purchasing an important material required for final assembly, but it was discovered that the delivery track record of this important material was missing, and this material had not yet been shipped during the assembly phase. If this material does not arrive on estimated delivery time, it may cause a delay in the overall schedule. What should the project manager do next to solve this issue?
- A：记录该情况的所有详细信息，并更新问题日志 Document all the details of the situation and update the issue log
- B：将该情况报告给项目发起人，并查明延长项目时限将会产生什么样的影响 Report the situation to the project sponsor and identify what the impact of a time extension will be
- C：转向先前实施的评估过程中发现的次优的合格采购供应商 Move to sub-optimal qualified procurement vendors identified in the previously implemented evaluation process
- D：与采购团队一起评估该情况，并探索加快交货的所有可能的解决方案 Work with the procurement team to assess the situation and explore all possible solutions to expedite delivery
正确答案：A 你的答案：D
解析：PMBOK P96 4.3.3.3 问题日志。根据题意，材料跟踪记录丢失，已经发生了，属于问题，首先应该记入问题日志，其次分析影响等具体行动。因此选A。
36、 [单选] 项目执行六个月后，项目经理确定成本绩效指数（CPI）为 0.9，且趋势分析显示CPI显下降趋势。项目经理下一步应该怎么做？
After six months of project execution, the project manager determined that the cost performance index (CPI) was 0.9, and the trend analysis showed a significant downward trend in CPI. What should the project manager do next?
After six months of project execution, the project manager determined that the cost performance index (CPI) was 0.9, and the trend analysis showed a significant downward trend in CPI. What should the project manager do next?
- A：提交重定成本基准的变更请求 Submit a change request to reschedule the cost baseline
- B：请求额外的资源 Request additional resources
- C：对项目进度赶工 Work on the project schedule
- D：使用管理储备 Utilization management reserve
正确答案：A 你的答案：C
解析：PMAOK（6）P269-7.4.3.3变更请求。题干关键词“CPI显下降趋势”。项目经理分析项目绩效后，可能会就成本基准和进度基准，或项目管理计划的其他组成部分提出变更请求。CPI<1说明成本已经超支，CPI显下降趋势说明实际成本将进一步偏离成本基线。选项A正确，通过变更控制程序重新设定成本基线；选项BCD都将进一步使成本超支，进一步偏离成本基线，错误。
37、 [单选] 在项目执行中，项目经理发现了严重成本超支问题。在进行根本原因分析后，项目经理确定批准的预算与原始估算不一致。若要避免这个问题，项目经理应该事先做什么？
During project execution, the project manager discovered significant cost overruns. After a root cause analysis, the project manager determines that the approved budget is inconsistent with the original estimate. To avoid this issue, what should the project manager do beforehand?
During project execution, the project manager discovered significant cost overruns. After a root cause analysis, the project manager determines that the approved budget is inconsistent with the original estimate. To avoid this issue, what should the project manager do beforehand?
- A：注意在每次挣值审查期间的趋势，并在第一次出现超支迹象时重新估算 Note trends during each earned value review and re-estimate at the first sign of over-expenditure
- B：预测成本超支，并请求提供更高的应急储备以解决潜在的差距 Anticipate cost overruns and request higher contingency reserves to address potential gaps
- C：在创建成本管理计划期间识别这种差异，并增加预算 Identify these variations during the creation of the cost management plan and increase the budget
- D：减少团队估算的小时数以与原始项目预算保持一致 Reduce the team's estimated hours in line with the original project budget
正确答案：A 你的答案：C
解析：PMBOK（6）P261-挣值分析。 题干关键词“避免”、“事先”。 此题定位在7.4控制成本，应该在控制成本的过程中比较实际成本与成本基线的差距并做好预测，如果发现超支，应采取相应对策，故选A。 选项B错误，因为事先预测成本超支没有依据； 选项C错误，成本管理计划描述如何规划、安排和控制项目成本，并没有识别差异的内容； 选项D错误，没有通过整体变更控制流程。
38、 [单选] 一个正在执行的项目的成本绩效指数（CPI）为1.25，进度绩效指数（SPI）为0.8,计划价值（PV）为10,000美元，完工预算（BAC）为100,000美元。为了让项目按计划完成，必须保持的效率是多少?
The cost performance index (CPI) of an ongoing project is 1.25, the schedule performance index (SPI) is 0.8, the planned value (PV) is $10,000, and the budget at completion (BAC) is $100,000. What is the efficiency that must be maintained in order for the project to be completed as planned?
The cost performance index (CPI) of an ongoing project is 1.25, the schedule performance index (SPI) is 0.8, the planned value (PV) is $10,000, and the budget at completion (BAC) is $100,000. What is the efficiency that must be maintained in order for the project to be completed as planned?
- A：0.728 0.728
- B：0.983 0.983
- C：1.017 1.017
- D：1.563 1.563
正确答案：B 你的答案：C
解析：PMBOK（6）P267-表7-1挣值计算汇总表。 题干关键词“按计划完成”。 本题已知CPI=1.25，SPI=0.8，PV=10000，BAC=100000，问的是TCPI是多少？ 需要先求得EV和AC： EV=SPI*PV=0.8*10000=8000, AC=EV/CPI=8000/1.25=6400. 由于要求按计划完成，所以TCPI=（BAC-EV)/(BAC-AC)=(100000-8000)/(100000-6400)=0.983，故选B。
39、 [单选] 一个项目预算为6000万美元，预计需要24个月才能完成。12个月后，该项目完成了 60%，并使用了 3500美元。那么预算和进度的状态如何？
A project with a budget of $60 million is expected to take 24 months to complete. Twelve months later, the project was 60% complete and used $3,500. What is the status of budget and progress?
A project with a budget of $60 million is expected to take 24 months to complete. Twelve months later, the project was 60% complete and used $3,500. What is the status of budget and progress?
- A：符合预算，并超前于进度 On budget and ahead of schedule
- B：超出预算，但超前于进度 Over the budget and ahead of schedule
- C：符合预算和进度 On budget and on schedule
- D：落后于进度，并超出预算 Behind schedule and over the budget
正确答案：A 你的答案：B
解析：PMBOK（6）P267-表7-1挣值计算汇总表。 由题干已知，BAC=6000万，24个月完工。 12个月后，EV=60%*6000万=3600万，PV=50%*6000=3000万，AC=3500万， 则SPI=EV/PV=3600/3000>1，代表进度超前； CPI=EV/AC=3600/3500>1,代表成本有结余； 综上，选A。
40、 [单选] 质量保证团队发现某制造项目未能交付优质产品，但项目团队成员拒绝接受这些调查结果。项目经理应该如何减轻这一冲突？
The quality assurance team found that a manufacturing project failed to deliver high-quality products, but the project team members refused to accept these investigations. How should the project manager mitigate this conflict?
The quality assurance team found that a manufacturing project failed to deliver high-quality products, but the project team members refused to accept these investigations. How should the project manager mitigate this conflict?
- A：与项目团队一起审查质量管理计划 Review the quality management plan with the project team together
- B：推动项目团队与质量保证团队开展富有成效的协作 Drive a productive one between the project team and the quality assurance team
- C：继续实施质量管理计划 Continue to implement the quality management plan
- D：要求项目团队接受质量保证调查结果 Request the project team to accept quality assurance
正确答案：A 你的答案：B
解析：PMBOK（6）P288，8.2-管理质量。质量保证团队和质量控制团队对质量活动没有达成统一意见，此时需要对质量管理计划进行审查。因为问题出在对质量管理活动的分歧上，所以选项B将其视为冲突进行管理欠佳，排除。选项C，在质量管理计划获得认可前继续实施不现实。选项D，过于武断。
41、 [单选] 一所大学有一个项目，为新录取的学生实施新的在线申请系统，试验解决方案显示，大量申请捕捉到不完整和不准确的数据。项目团队、主题专家(SME)和关键相关方召开了一次研讨会，以调查这些错误的原因。若要专注于正确的领域进行变更，从而提高数据捕捉流程的质量，项目经理应该与团队一起使用下列哪一项技术？
A university has a project to implement a new online application system for new students, and pilot solutions show that large numbers of applications capture incomplete and inaccurate data. The project team, subject matter experts (SME), and key stakeholders held a workshop to investigate the causes of these errors. To focus on making changes in the right areas to improve the quality of the data capture process, which of the following techniques should the project manager use with the team?
A university has a project to implement a new online application system for new students, and pilot solutions show that large numbers of applications capture incomplete and inaccurate data. The project team, subject matter experts (SME), and key stakeholders held a workshop to investigate the causes of these errors. To focus on making changes in the right areas to improve the quality of the data capture process, which of the following techniques should the project manager use with the team?
- A：因果图 Cause and effect diagrams
- B：亲和图 Affinity diagrams
- C：影响图 Influence diagrams
- D：鱼骨图 Fishbone diagrams
正确答案：B 你的答案：D
解析：PMBOK（6）P293，8.2.2.4数据表现-亲和图。亲和图可以对潜在缺陷成因进行分类，展示最应关注的领域。这道题目容易选A或者D，但是要注意“大量申请捕捉到不完整和不准确的数据”，首先需要对捕捉到的数据进行分类才能展开分析。选项C，影响图是不确定条件下决策制定的图形辅助工具。它将一个项目或项目中的一种情境表现为一系列实体、结果和影响，以及它们之间的关系和相互影响。
42、 [单选] 在某项目中，需要为某连锁药店生产一系列健康补充品，客户向项目经理报告称某些产品未达到质量要求，他们似乎存在同样的缺陷。项目经理该做什么？
In a project to produce a range of health supplements for a chain of pharmacies, the customer reported to the project manager that some products did not meet quality requirements and that they appeared to have the same defects. What should the project manager do?
In a project to produce a range of health supplements for a chain of pharmacies, the customer reported to the project manager that some products did not meet quality requirements and that they appeared to have the same defects. What should the project manager do?
- A：加强检查 Strengthen inspection
- B：进行根本原因分析 Execute root cause analysis
- C：审视各个过程 Review all processes
- D：增加统计抽样 Increase statistical sampling
正确答案：C 你的答案：B
解析：PMBOK（6）P294，8.2.2.5-审计。这道题目很容易选B。注意情景描述，“似乎存在同样的缺陷”，属于大面积出现的共性问题，此时要从流程上和标准上去分析导致质量问题发生的根源。如果针对的是孤立的个案，宜采用根本原因分析。选项AD是在解决当前后可能做出的调整，这些质量控制活动要更新到质量管理计划。
43、 [单选] 虽然已为一个多阶段项目制定了项目管理程序,但在第一阶段产生了质量较差的可交付成果。项目经理首先应该做什么？
While project management procedures have been developed for a multi-phase project, the first phase has resulted in poor quality deliverables. What should the project manager do first?
While project management procedures have been developed for a multi-phase project, the first phase has resulted in poor quality deliverables. What should the project manager do first?
- A：识别根本原因 Identify the root cause
- B：审计质量过程 Audit quality processes
- C：更新质量管理过程 Update the quality management process
- D：增加完成质量控制的资源 Increase resources to complete quality control
正确答案：A 你的答案：B
解析：PMBOK（6）P303，8.3.2.2-数据分析-根本原因分析。因为情景中没有强调是大面积的共性问题，所以此时不采用质量审计，排除B选项。选项CD，是在解决当前问题后可能做出的调整。
44、 [单选] 项目经理正在管理一个项目，以减少公司生产过程中的缺陷。项目经理统计计算了控制界限和改进生产过程的绩效。明天，项目经理将与发起人会面，以说明实施结果。 若要向发起人提供该信息，项目经理应该做什么？
The project manager is managing a project to reduce defects in the company's production process. The project manager statistically calculates control boundaries and improves the performance of the production process. The next day, the project manager will meet superman to explain the results. What should the project manager do to provide this information to the sponsor?
The project manager is managing a project to reduce defects in the company's production process. The project manager statistically calculates control boundaries and improves the performance of the production process. The next day, the project manager will meet superman to explain the results. What should the project manager do to provide this information to the sponsor?
- A：使用因果图，以识别质量缺陷可能产生的影响 Use a cause and effect diagram to identify the possible effects of a quality defect
- B：准备一份控制图以确定该过程是否稳定 Prepare a control chart to determine if the process is stable
- C：演示直方图以按来源说明缺陷数量 Demonstrate the histogram to illustrate the number of defects by source
- D：创建一份散点图以显示计划与实际情况 Create a scatter diagram to show the plan versus the reality
正确答案：B 你的答案：A
解析：PMBOK（6）P302，8.3.2.1-控制质量-数据收集。情景已经提到了“控制界限”，所以这道题目就很好选了，B选项。选项ACD分别介绍了每种工具的使用场景，可以巩固对考点的掌握。
45、 [单选] 软件团队的一名成员识别到一些最近开发的软件中可能存在的不合格情况，但软件编写人员不同意。项目经理应该如何回应？
A member of the software team identifies possible non-conformities in some recently developed software, but the software writer disagrees. How should the project manager respond?
A member of the software team identifies possible non-conformities in some recently developed software, but the software writer disagrees. How should the project manager respond?
- A：等到下一次自动测试，确定是否存在缺陷 Wait until the next automated test to determine if there is a defect
- B：将两名人员安排在一起，立即讨论并解决问题 Put two people together to discuss and resolve the issue immediately
- C：要求发现问题的成员紧急纠正，以便在下一次发布中提供 Request the member who found the issue to make an urgent correction that will be available in the next release
- D：在下一次回顾会议中记录该分歧以供讨论 Document the disagreement for discussion at the next retrospective meeting
正确答案：B 你的答案：D
解析：PMBOK（6）P295-8.2.2.7问题解决。 题干关键词“不合格情况”。 遇到质量问题，应该问题解决的结构要素进行讨论，选B。 选项A错误，不合格情况不应该拖延到下一次测试时验证； 选项C错误，在问题得到讨论并得出解决方案之前，不应要求紧急纠正； 选项D错误，不应拖延质量问题的讨论和解决。
46、 [单选] 项目团队由来自不同职能部门的成员组成。对这些成员来说，项目工作是他们主要职责之外的额外职责。项目经理应该做些什么才能清楚地了解团队成员的可用性？
The project team consists of members from different functional departments. For these members, project work is an additional responsibility beyond their primary responsibilities. What should the project manager do to have a clear understanding of team members' availability?
The project team consists of members from different functional departments. For these members, project work is an additional responsibility beyond their primary responsibilities. What should the project manager do to have a clear understanding of team members' availability?
- A：创建并维护资源日历 Create and maintain a resource calendar
- B：制定团队章程 Develop a team charter
- C：要求项目发起人与职能经理进行协商 Request the project sponsor and the functional manager to negotiate
- D：亲自与职能经理协商 Negotiate with the functional manager personally
正确答案：A 你的答案：D
解析：PMBOK（6）P323-9.2.1.2项目文件-资源日历。注意审题，“了解团队成员的可用性”，不是询问如何获取资源，所以选项CD排除。选项B，团队章程是团队运行的基本规则。
47、 [单选] 项目团队已成功交付了项目，该成功一定程度上归功于有效的团队建设。下列哪一项对该有效的团队建设有最大贡献？
The project team has successfully delivered the project, and this success is partly attributed to effective team building. Which of the following has the greatest contribution to effective team building?
The project team has successfully delivered the project, and this success is partly attributed to effective team building. Which of the following has the greatest contribution to effective team building?
- A：有效的组织过程 A valid group process
- B：灵活的变更控制程序 Flexible change control procedures
- C：有规律的团队会议 Regular team meetings
- D：挑战性的项目目标 Challenging project objectives
正确答案：C 你的答案：A
解析：PMBOK（6）P341，9.4.2.4人际关系与团队技能-团队建设。团队建设是通过举办各种活动，强化团队的社交关系，打造积极合作的工作环境。团队建设活动既可以是状态审查会上的五分钟议程，也可以是为改善人际关系而设计的、在非工作场所专门举办的专业提升活动。
48、 [单选] 项目团队积极性不高，其工作效率也在下降，这将导致项目进度计划面临风险。项目经理该做什么来鼓励团队？
The project teams are less motivated and less productive, which can put project schedules at risk. What should the project manager do to encourage the team?
- A：了解团队成员的个人需要，并通过满足他们的需要鼓励其提高绩效 Understand the individual needs of team members and meet their needs to encourage them to improve their assessment
- B：运用服务型领导法并计划团队建设活动，以帮助鼓励团队成员提高绩效 Apply a service-based leadership approach and plan team building activities to help encourage team members to improve the law
- C：审查团队章程，并使用与团队成员的个人需要相关的行动更新团队章程 Review the team charter and update the team charter with actions related to the individual needs of the team members
- D：请求项目发起人提供可为团队建设活动分配的额外预算 Request the project sponsor to provide additional budget that can be assigned to team building activities
正确答案：A 你的答案：B
解析：PMBOK（6）341-9.4.2.5认可与奖励。情景中没有提到团队成员之间的配合出现问题，所以不宜开展团队建设活动。此时宜结合组织理论，对团队成员进行激励，提升其积极性，排除BD选项。选项C，团队章程是团队运行的基本规则。
49、 [单选] 项目经理无法实施变更，因为实施变更所需的资源不直接归属项目经理的职权。项目经理可以使用什么方法来实施变更？
The project manager cannot implement the change because the resources required to implement the changes are not directly in the project manager's authority. What methods can the project manager use to implement changes?
The project manager cannot implement the change because the resources required to implement the changes are not directly in the project manager's authority. What methods can the project manager use to implement changes?
- A：安排角色与职责分配会议，以审查项目组织结构图 Schedule role and responsibility assignment meetings to review the project organization chart
- B：更新变更管理计划以包含组织资产并使用已批准的计划 Update the change management plan to include organizational assets and use approved plans
- C：请求项目发起人将所有变更请求直接发送给该工作所需的资源 Request the project sponsor to send all the change requests directly to the resources required for the work
- D：请求该工作所需的资源直接分配给项目经理 Allocate the resources required for the work directly to the project manager
正确答案：A 你的答案：D
解析：PMBOK（6）P332，9.3.2.2-人际关系与团队技能-谈判。题干中的问题不出在变更控制流程上，而是出在了资源的控制权限上。对于资源的控制权限，通常首先采用协商的方式进行解决。选项BCD，变更管理计划是基于共识的结果，未形成新的共识之前，单方面的更新变更管理计划仍然不具备可行性。
50、 [单选] 客户和硬件工程团队对用于衡量质量的控制图现值意见不一致。项目经理与两个相关方开会并听取他们的意见，为了继续该项目，项目经理觉得使用双方意见的平均值。这属于下列哪一项的实例？
The customers and hardware engineering teams disagree on the present value of the control chart used to measure quality. The project manager meets with two stakeholders and listens to their opinions. In order to continue the project, the project manager believes that the average of b the present values provided by both stakeholders should be used. Which of the following examples does this belong to?
- A：缓解 Ease
- B：妥协 Compromise
- C：解决问题 Problem solving
- D：协作 Collaboration
正确答案：B 你的答案：D
解析：PMBOK（6）P348-9.5.2.1人际关系与团队技能-冲突管理。“适用双方意见的平均值”，冲突的双方都做出了让步，属于妥协策略。
51、 [单选] 一位项目团队成员决定优先处理职能性工作，而不是项目中被分配的任务，项目经理如何确保项目和所有任务保持正轨？
How does the project manager ensure that the project and all tasks are on track when a project team member decides to prioritize functional work rather than tasks assigned in the project?
How does the project manager ensure that the project and all tasks are on track when a project team member decides to prioritize functional work rather than tasks assigned in the project?
- A：与该团队成员讨论动机，以更好地了解其工作量 Discuss motivations with the team member to better understand their workload
- B：与该团队成员的职能经理会面，建议将项目任务纳入绩效考核 Have a meeting with the team member's functional manager and recommend that project tasks be included in the performance review
- C：为该团队成员提供薪酬激励，以完成所分配的项目工作 Provide compensation incentives to the team member to complete the assigned project work
- D：将该团队成员的不合格情况升级上报给其职能经理并请求其他资源 Escalate the team member's nonconformity to their functional manager and request additional resources
正确答案：B 你的答案：A
解析：PMBOK（6）P350-影响力。 题干关键词“优先处理职能性工作”。 矩阵环境中，团队成员实际由职能经理管理，职能经理具有评估绩效等对员工的企业实际权力。项目经理没有实际管理权力，在题目中当资源在项目和行政工作存在冲突并且优先处理行政工作时，需要与其职能经理（资源相关方）协商来解决该问题。选项B，因在矩阵企业，对资源滞后处理项目工作，应与资源上级即职能经理协商，以促进完成项目工作，选项中“将项目工作纳入绩效考核”是合适的方案。 选项A错误，这不是工作量的问题，而是工作优先级的问题； 选项C错误，认可和奖励应该在团队成员有优良表现时施行； 选项D错误，采取的措施极端且消极。
52、 [单选] 一位有影响力的职能领导从项目中开除了一位关键团队资源，这一行动将对关键路径上的活动造成负面影响。项目经理应该做什么？
An influential functional leader removes a key team resource from the project, which will negatively impacts activities on the critical path. What should the project manager do?
An influential functional leader removes a key team resource from the project, which will negatively impacts activities on the critical path. What should the project manager do?
- A：与该职能领导协商，并影响其转变决定 Consult with the functional leadership and influence their transition decisions
- B：让发起人与该职能领导讨论这名资源的重要性 Have the sponsor discuss the importance of this resource with the functional leader
- C：分析对项目管理计划的影响并提交变更请求 Analyze the impact on the project management plan and submit change requests
- D：遵循资源管理计划获取替代资源 Follow the resource management plan to obtain alternative resources
正确答案：C 你的答案：D
解析：PMBOK（6）P357-9.6.3.2变更请求。 题干关键词“造成负面影响”、“该怎么做”。 资源的变动对项目进度产生里负面影响，定位在9.6控制资源。这时应该考虑按整体变更控制流程提交变更请求，选C。 选项ABD都是在C之后可能采取的行动之一。
53、 [单选] 在某项目的监督阶段，项目经理发现了项目工作人员未使用经验教训更新项目文档。项目经理应如何应对这种情况？
During the supervision phase of a project, the project manager discovered that the project staff was not using lessons learned to update the project documentation. How should the project manager respond to this situation?
During the supervision phase of a project, the project manager discovered that the project staff was not using lessons learned to update the project documentation. How should the project manager respond to this situation?
- A：将经验教训连同简明的行动计划记入问题日志 Document the lessons learned along with a concise action plan in the issue log
- B：审查经验教训的记录过程，并将之告知项目团队 Review the documented process of learning and communicate it to the project team
- C：举行培训会议，为项目团队成员提供经验教训 Execute training meetings to provide lessons learned to project team members
- D：请求项目成员将所有经验教训发给项目经理 Ask project members to send all lessons learned to the project manager
正确答案：C 你的答案：B
解析：PMBOK（6）P342-9.4.2.6培训。 题干关键词“未使用经验教训更新项目文档”。 本题用排除法为宜。 选项A错误，问题日志中不会记载经验教训的具体内容； 选项B错误，经验教训的记录过程本身没有问题，简单告知团队不能彻底解决问题； 选项C正确，通过培训提高团队成员的能力； 选项D错误，收集经验教训不是靠项目经理一个人。
54、 [单选] 首席执行官（CEO）发布说明，为了改进各项目之间的资源分配，明年将对当前的职能型组织结构作出调整，转而采用一种矩阵结构。当项目经理就该决定对当前项目的影响询问人力资源经理时，人力资源经理说现有项目的资源分配不会有变。根据这一回答，项目经理仍应审查以下哪项？
The Chief Executive Officer (CEO) announced that in order to improve the allocation of resources between projects, next year, the current functional organizational structure will be adjusted to adopt a matrix structure. When the project manager asked the human resource manager about the impact of the decision on the current project, the human resource manager said that the resource allocation of the existing project would not change. Based on this answer, which of the following should still be reviewed by the project manager?
The Chief Executive Officer (CEO) announced that in order to improve the allocation of resources between projects, next year, the current functional organizational structure will be adjusted to adopt a matrix structure. When the project manager asked the human resource manager about the impact of the decision on the current project, the human resource manager said that the resource allocation of the existing project would not change. Based on this answer, which of the following should still be reviewed by the project manager?
- A：风险管理计划 The risk management plan
- B：责任分配矩阵(RAM) The Responsibility Assignment Matrix (RAM)
- C：资源分解结构 The resource breakdown structure
- D：相关方参与计划 The Stakeholder engagement plan
正确答案：B 你的答案：C
解析：PMBOK（6）P317-责任分配矩阵。 题干关键词“组织结构”、“资源分配不会有变”。 组织结构发生变化，项目经理关心的是工作包、活动与团队成员之间的关系是否发生了变化，因此要去审查RAM，选B。 选项AD属于知识领域定位错误； 选项C是按资源类别和类型进行展现的层级列表，不能说明人与工作包之间的关系。
55、 [单选] 管理某公司所有资源的职能部门经理决定将一位资源从一个项目调到另一个项目，但却未告知这两个项目经理。这两位项目经理应该做什么？
The functional manager who manages all of a company's resources decides to transfer one resource from one project to another without informing both project managers. What should the two project managers do?
The functional manager who manages all of a company's resources decides to transfer one resource from one project to another without informing both project managers. What should the two project managers do?
- A：请求该职能部门经理停止实施该变更 Request the functional manager to stop implementing the change
- B：要求该职能部门经理提出变更请求 Request a change request from the functional manager
- C：向项目管理办公室（PMO）上报该问题 Escalate the issue to the Project Management Office (PMO)
- D：要求与该职能部门经理开会确定解决方案 Request a meeting with the functional manager to determine a solution
正确答案：D 你的答案：B
解析：PMBOK（6）P356-9.6.2.2问题解决。 职能经理管理公司所有资源，在发生调换成员后，应实现和职能经理开会，正面沟通情况以解决问题。ABC都是直接解决，是不合适的，选项AB在没有和职能经理沟通的情况下要求职能经理停止变更或者提变更请求，并不能有效解决问题。其中C直接上报领导不合适，没有尽到项目经理的责任。
56、 [单选] 由于对项目方向的意见有冲突，一位团队成员辞职，项目经理应该做什么？
What should the project manager do if a team member resigns due to conflicting opinions about the direction of the project?
What should the project manager do if a team member resigns due to conflicting opinions about the direction of the project?
- A：说服该资源留下来，因为他们对项目团队的成功非常宝贵 Convince the resource to stay, as they are invaluable to the success of the project team
- B：立即通知项目发起人，并招募替代人员，以尽可能减少项目偏移 Notify the project sponsor immediately and recruit replacement personnel to minimize project offshoring
- C：修改项目团队分配文件，并更新资源管理计划 Modify project team assignment documents and update resource management plan
- D：更新资源管理计划，并修改项目进度计划以反映资源短缺 Update the resource management plan and modify the project schedule to reflect resource shortages
正确答案：C 你的答案：D
解析：PMBOK（6）P358-资源管理计划。 本题用排除法为宜。 选项A错误，项目方向有意见的资源一般很难继续合作； 选项B错误，不是项目经理不能解决的问题，不需要上报发起人； 选项C正确； 选项D错误，修改项目进度计划需要走变更流程。
57、 [单选] 某大型项目的项目经理观察到，相关方的沟通方式将危及项目的成功。项目经理应该做什么来应对这种情况？
The project manager for a large project observes that the way the stakeholder communicates would jeopardize the success of the project. What should the project manager do to deal with this situation?
- A：将该问题上报给发起人，以确保这种情况不会重复发生 Escalate the issue to the sponsor to ensure that it does not recur
- B：参照沟通管理计划，寻求让相关方了解相关情况方面的指导 Refer to the communications management plan and seek guidance for stakeholders to understand the relevant situation
- C：审查事业环境因素(EEFs)，以建立适当的沟通渠道 Review Enterprise Environmental Factors (EEFs) to establish appropriate communication channels
- D：直接与相关方讨论该问题，以纠正沟通问题 Discuss the issue directly with the stakeholder to correct the communication problem
正确答案：D 你的答案：B
解析：PMBOK（6）P388-10.3监督沟通。监督沟通是确保满足项目及其相关方的信息需求的过程。题目的关键场景：相关方的沟通方式会影响到项目的成功。问题更多的指向是相关方的问题，所以我们是从相关方的角度去讨论沟通方式相关的情况。因为问题的场景没有明确是相关方认为我们的制定的沟通管理计划出现了问题，所以最佳的方式是先跟相关方沟通了解他的沟通的需求，然后再对相关方的沟通方式做相应的引导。
58、 [单选] 当项目经理休假时，团队成员无法决定是利用内部资源还是获得外部支持，团队不确定如何以及应在预算和风险因素中获得什么。团队成员接下来应该做什么？
When the project manager is on leave, team members cannot decide whether to use internal resources or receive external support, and the team is not sure how and what to get from budget and risk factors. What should team members do next?
When the project manager is on leave, team members cannot decide whether to use internal resources or receive external support, and the team is not sure how and what to get from budget and risk factors. What should team members do next?
- A：将该问题升级上报给指导委员会 Escalate the issue to the Steering Committee
- B：审查采购管理计划 Review the procurement management plan
- C：重新检查变更管理计划 Re-examine the change management plan
- D：查看所有外部活动的成本估算 View cost estimates for all external activities
正确答案：B 你的答案：A
解析：PMBOK （6）P475-12.1.3.1采购管理计划定义，内容：如何开展采购活动，估算、风险。关键词“不确定，内部资源还是获取外部资源”参考P479 12.1.3.6 自制或外购决策，表明处在采购管理的执行过程组；
59、 [单选] 正处于执行阶段的某项目收到了一个装配组件，生产该组件需要更多的原材料，超过了与供应商所立合同的规定。供应商要求为所使用的额外材料付款。项目经理该如何处理这种情况？
A project in the execution phase receives an assembly component that requires more raw materials to produce than is required under a contract with the vendor. The vendor requests payment for the additional materials used. How should the project manager handle this situation?
A project in the execution phase receives an assembly component that requires more raw materials to produce than is required under a contract with the vendor. The vendor requests payment for the additional materials used. How should the project manager handle this situation?
- A：接受该额外成本，向供应商支付该成本 Accept the additional cost and pay the vendor the cost
- B：接收这批材料，但将付款延迟至项目结束 Receive the materials, but defer payment until the end of the project
- C：就降低该批额外材料的价格展开谈判 Negotiate to reduce the price of the additional material
- D：拒绝该额外成本，让供应商承担该成本 Reject the additional cost and let the vendor bear the cost
正确答案：D 你的答案：C
解析：PMBOK P489 实施采购-输出-协议（合同）：道德题目，项目经理应该按照合同做事，超出合同的部分不应该谈判或接受，D选项正确。干扰选项C，在实际情况中更常见，但不适用于PMI考试答题；
60、 [单选] 项目经理正在寻求对使用某新供应商提供的新软件解决方案的潜在风险进行详细分析，人们担心采购过程可能非常漫长。项目经理该做什么？
The project manager is looking for a detailed analysis of potential cyber risks using a new software solution from a new vendor, and there are concerns that the procurement process may be very long. What should the project manager do?
The project manager is looking for a detailed analysis of potential cyber risks using a new software solution from a new vendor, and there are concerns that the procurement process may be very long. What should the project manager do?
- A：评估预期的供应商采购进度 Evaluate the expected vendor procurement schedule
- B：将供应商采购标记为一种外部依赖关系 Mark vendor procurement as an external dependency
- C：增加一个检查点，监督供应商采购的进度 Add a checkpoint to monitor vendor purchasing schedule
- D：选择可能的方案，缩短供应商采购过程 Select possible solutions to shorten vendor procurement process
正确答案：A 你的答案：B
解析：PMBOK P487-12.2.2.4 数据分析-建议书评价。关键词“对使用某新供应商分析”“担心采购过程漫长”表明处在实施采购阶段，采购尚未进行或刚开始进行,PM应当开展建议书评价，分析供应商方案的进度。B、C的说法错误，D选项未评估直接要求缩短不合适；
61、 [单选] 某组织希望为其网站门户中某—版块采用一种新的理念，CEO指定了项目经理，并希望立刻选定供应商。项目经理首先应该做什么？
An organization that wanted to adopt a new concept for a section of its web portal, the Chief Executive Officer designated a project manager and wanted to pick a vendor immediately. What should the project manager do first?
An organization that wanted to adopt a new concept for a section of its web portal, the Chief Executive Officer designated a project manager and wanted to pick a vendor immediately. What should the project manager do first?
- A：了解供应商的期望 Understand vendor expectations
- B：为供应商设定资源选择原则 Set resource selection principles for vendors
- C：根据组织过程资产创建一份供应商清单 Create a list of vendors based on the organizational process assets
- D：为供应商制定行业标杆 Set industry baselines for vendors
正确答案：B 你的答案：C
解析：PMBOK P478 12.1.3.5 规划采购管理，输出，供方选择标准。关键词“采用新理念，选定供应商”意味着这种新理念是选择供应商的关键标准，B选项合适；
62、 [单选] 由于商品价格上涨，分包商希望增加其月度发票，项目经理拒绝该请求。 什么类型的合同会证明这一行为的合理性？
Because of the increase in commodity prices, the subcontractor wanted to increase his monthly invoice and the project manager refused the request. What type of contract would justify this behavior?
Because of the increase in commodity prices, the subcontractor wanted to increase his monthly invoice and the project manager refused the request. What type of contract would justify this behavior?
- A：固定总价合同（FFP） Firm Fixed Price (FFP) Contract
- B：总价加经济价格调整合同（FPEPA) Fixed Price with Economic Price Adjustment (FPEPA) Contract
- C：工料合同（T&M） Time and Material (T&M) Contract
- D：成本加固定费用合同（CPFF） Cost plus Fixed Fee (CPFF) Contract
正确答案：A 你的答案：B
解析：PMBOK P471 合同类型，固定总价合同FFP：不允许改变（除非范围改变）；A选项最强有力；产品价格上浮，那么根据经济价格调节和成本合同都可以要求增加，排除BD。工料合同可以确定单价或者确定数量，如果是确定数量，那么单价上浮也可以要求增加发票，排除C。
63、 [单选] 由于项目执行期间的范围变更，项目经理确定供应商必须对一个已在使用的产品模块进行更改。项目经理首先做什么？
Due to scope changes during project execution, the project manager identifies that a vendor must make changes to a product module already in use. What should the project manager do first?
Due to scope changes during project execution, the project manager identifies that a vendor must make changes to a product module already in use. What should the project manager do first?
- A：准备一份变更请求，以更新供应商的合同条款 Prepare a change requests to update contract terms with the vendor
- B：检查采购管理计划和合同条款 Check the procurement management plan and the contract terms
- C：将该信息更新到风险登记册和问题日志 Update the risk register and issue log with this information
- D：直接与供应商谈达成协议 Negotiate directly with the vendor to reach an agreement
正确答案：A 你的答案：B
解析：PMBOK 6th 4.6 实施整体变更控制，题干中帮助判断的关键字：范围变更。确定变更了，就直接准备变更请求就好了。
64、 [单选] 由于项目范围发生变化，签约了一家新的供应商。该供应商曾有不按时交付的记录，这令项目经理十分担心。项目经理应该做什么？
Due to a change in project scope, a new vendor is contracted. This vendor has a record of making untimely deliveries, which concerns the project manager. What should the project manager do?
Due to a change in project scope, a new vendor is contracted. This vendor has a record of making untimely deliveries, which concerns the project manager. What should the project manager do?
- A：立即终止与该供应商的合同。 Immediately terminate the contract with the vendor
- B：要求采购人员密切监督该供应商。 Request the procurement staff to closely monitor the vendor
- C：提出一个随机的供应商检查来验证他们的记录。 Initiate a random vendor inspection to verify its record
- D：与该供应商一起审查工作说明书（SOW）。 Review the statement of work (SOW) with the vendor
正确答案：B 你的答案：C
解析：PMBOK P492, 12.3 控制采购定义: 确保买卖双方履行法律协议，满足项目需求。题目关键词"签约供应商，不按时交货记录，项目经理担忧"，表明合同已签署，实施采购已完成，PM需要确保交付工作顺利进行，故选控制采购B。还未发生问题，不能终止合同和一起审查SOW，排除AD。审计供应商的方式应该由合同约束，C的检查方式不合适，排除。
65、 [单选] 某项目从一个新供应商订购了大量计算机备件。项目经理如何在达到项目时间表的同时确保产品质量？
A project ordered a large number of computer spare parts from a new vendor. How can the project manager ensure product quality while sticking to the project schedule?
A project ordered a large number of computer spare parts from a new vendor. How can the project manager ensure product quality while sticking to the project schedule?
- A：确保提供商在发货前执行质量检查 Ensure that the provider performs a quality check before shipping
- B：咨询主题专家(SME)应采用哪些标准 Request the subject matter expert (SME) what criteria should be used
- C：根据故障率进行抽样检查 Carry out sample checks based on the failure rate
- D：为客户购买更多备件 Buy more spare parts for the customers
正确答案：B 你的答案：A
解析：PMBOK（6）P477，12.1.3.4-采购工作说明书。工作说明书会充分详细地描述拟采购的产品、服务或成果，以便潜在卖方确定是否有能力提供此类产品、服务或成果。情景的描述突出强调了如何满足质量要求，关于供应商交付产品、服务的要求要在采购工作说明书中明确。选项AC，无规矩不成方圆，质量检查要基于明确的质量标准，在选项B之后。选项D，按照合同的约定，供应商要承担在维保期间损坏备件的修复，所以为客户购买更多的备件是错误的。
66、 [单选] 在审查项目可交付成果时，相关方之间就是否正式接受可交付成果存在分歧，项目经理应该使用什么来解决该分歧？
When reviewing project deliverables, there are variations between the stakeholders as to whether to formally accept deliverables. What should the project manager use to resolve the disagreement?
When reviewing project deliverables, there are variations between the stakeholders as to whether to formally accept deliverables. What should the project manager use to resolve the disagreement?
- A：相关方参与计划 The stakeholder engagement plan
- B：资源管理计划 The resource management plan
- C：质量管理计划 The quality management plan
- D：范围管理计划 The scope management plan
正确答案：A 你的答案：C
解析：PMBOK（6）P552-13.2.3.1相关方参与计划。相关方参与计划是项目管理计划的组成部分。它确定用于促进相关方有效参与决策和执行的策略和行动。“是否正式接受”，没有提到是质量问题所造成的分歧。分歧的焦点是由对项目存有不同的期望，所以要从相关方管理上去解决问题，而不是从范围管理上去解决问题，排除D选项。
67、 [单选] 在部署了一个企业资源管理系统期间，财务总监辞职并由新财务总监取代。项目经理应该做什么？
During the deployment of an enterprise resource management system, the Finance Director resigned and was replaced by the new Finance Director. What should the project manager do?
During the deployment of an enterprise resource management system, the Finance Director resigned and was replaced by the new Finance Director. What should the project manager do?
- A：发布更新联系人列表和相关方登记册的变更请求，以包含该财务总监 Post a change request to update the contact list and stakeholder register to include the Finance Director
- B：将项目文档发送给该财务总监，并请求其进行审查 Send the project document to the Finance Director and request his or her review
- C：请新财务总监更新项目成本管理计划 Request the new Finance Director to update the project cost management plan
- D：与新的财务总监开会，以介绍项目并了解它们的参与情况 Have a meeting with the new Finance Director to present the projects and understand their engagement
正确答案：A 你的答案：D
解析：PMBOK（6）P512-13.1.3.1，相关方登记册。题干中的关键字：“财务总监辞职并由新财务总监取代”。根据题目可知，有新的相关方加入，需要更新相关方登记册，选项A正确。财务总监不一定有审查和更新项目文档的权限，排除BC。了解新的财务总监的需求在更新相关方登记册之后，排除D。
68、 [单选] 一位项目经理是在执行阶段中间刚刚任命的，该项目被延迟，且两个重要相关方对项目目标有分歧，文档规定不能与任意相关方直接互动，应将此角色留给公司的首席信息官。项目经理应该做什么？
A project manager was appointed in the middle of the execution phase, the project was delayed, and two key stakeholders disagreed on the project objectives, and the documentation stated that no direct interaction with any of the stakeholders should be left to the company's Chief Information Officer. What should the project manager do?
A project manager was appointed in the middle of the execution phase, the project was delayed, and two key stakeholders disagreed on the project objectives, and the documentation stated that no direct interaction with any of the stakeholders should be left to the company's Chief Information Officer. What should the project manager do?
- A：执行根本原因分析并升级上报给这两个重要的相关方 Execute root cause analysis and escalate to these two important stakeholders
- B：执行相关方分析，并将该问题升级上报给高级管理层 Execute a stakeholder analysis and escalate the issue to senior management
- C：执行假设条件和制约因素分析，并审查相关方参与计划 Execute an analysis of assumptions and constraints and review the stakeholder engagement plan
- D：执行数据分析并审查相关方的角色与职责矩阵 Execute data analysis and review the roles and responsibilities matrix of the stakeholders
正确答案：B 你的答案：D
解析：PMBOK（6）P512-13.1.2.3，相关方分析。题干中的关键字：“两个相关方对项目目标有分歧”“文档规定不能与任意相关方直接互动”。由题干可知，相关方对目标有分歧，需要了解每个相关方他们的目标时什么。所以执行分析，并根据提示提交给高层，选项B正确。根本原因分析没有相关方分析直接，排除A。相关方参与计划与项目目标无关，排除C。角色和职责矩阵与项目目标无关，排除D。
69、 [单选] 某国际公司的管理委员会决定为人力资源部门实施一个新的IT平台。该项目已指派项目经理，并已开始识别相关方。项目经理该怎么做？
The management committee of an international company decided to implement a new IT platform for human resources. The project has assigned a project manager and has begun to identify the stakeholders. What should the project manager do?
The management committee of an international company decided to implement a new IT platform for human resources. The project has assigned a project manager and has begun to identify the stakeholders. What should the project manager do?
- A：制作一幅思维导图，以确保发现所有有关的相关方和职能部门 Create a Mind-Mapping to ensure that all stakeholder and functions are found
- B：让管理委员会提供该项目相关方的姓名 Let the Management Committee provide the name of the stakeholder
- C：将项目发起人和项目团队成员纳入相关方名单，然后举办启动研讨会，从而发现其他相关方。 Include project sponsors and project team members in the list of stakeholders, and then hold an initiation workshop to identify other stakeholders
- D：安排与人力资源部门总监开会，并让他们提供一份受影响相关方的名单 Arrange a meeting with the Director of Human Resources and have them provide a list of affected stakeholders
正确答案：C 你的答案：A
解析：PMBOK（6）P514-13.1.2.5，会议。题干中的关键字：“开始识别相关方”。根据题干中的关键字，寻找识别相关方的工具以及识别相关方的产出，选项C正确。工具无法确保发现所有相关方，太绝对，排除A。识别相关方不止于名单，还要对相关方进行分析，排除BD。
70、 [单选] 某软件开发项目的项目发起人对于整体负面项目风险可能会导致项目目标无法实现一事表示忧虑。项目经理可以采取以下哪种策略来调整整体项目风险的级别并优化实现项目目标的可能性？
The project sponsor of a software development project are concerned that overall negative project risks may result in the failure of the project objectives. Which of the following strategies can the project manager adopt to adjust the overall project risk level and optimize the likelihood of achieving project objectives?
The project sponsor of a software development project are concerned that overall negative project risks may result in the failure of the project objectives. Which of the following strategies can the project manager adopt to adjust the overall project risk level and optimize the likelihood of achieving project objectives?
- A：举行风险评估研讨会，以便最大程度地降低风险影响估算 Execute risk assessment workshops to minimize risk impact estimation
- B：将高收益要素增加到项目范围之中 Add high-yield elements to the project scope
- C：将风险转移给第三方 Transfer risks to a third party
- D：更改项目的范围和界限 Change the project scope and boundary
正确答案：D 你的答案：C
解析：PMBOK（6）P445-11.5.2.7整体项目风险应对策略。取消项目范围中的高风险工作，是一种整个项目层面的规避措施。选项A，掩耳盗铃，降低估算，并不意味着风险不会发生。选项B，情景中没有提到高收益因素。选项C，注意情景中关注的是”调整整体项目风险的级别”，转移后，风险仍然存在，只是损失由第三方承担。
71、 [单选] 项目经理加入一个新的组织以及一个正在执行的项目，该项目超出预算，在与团队成员交谈时，项目经理得知在这个组织中超出预算是正常的。项目经理希望减少进一步增加成本的机会。若要实现这个目标，项目经理应该做什么？
The project manager joins a new organization and an on-going project that is over the budget, and when talking to team members, the project manager finds that over the budget is normal in the organization. The project manager wants to reduce possibility of further increased cost. What should the project manager do to achieve this objective?
The project manager joins a new organization and an on-going project that is over the budget, and when talking to team members, the project manager finds that over the budget is normal in the organization. The project manager wants to reduce possibility of further increased cost. What should the project manager do to achieve this objective?
- A：查阅风险登记册。并与相关方讨论解决方案。 Refer to the risk register, and discuss with the stakeholder for a solution
- B：要求举行项目每日站会，并继续监测进展情况 Request to hold daily scrum meetings on the project and continue to monitor the progress
- C：识别可以释放的资源以降低成本 Identify resources that can be released to reduce costs
- D：接受超出预算在该组织中并不罕见 Accept the fact that over the budget is not uncommon in the organization
正确答案：A 你的答案：C
解析：PMBOK（6）P453，11.7-监督风险。“减少进一步增加成本的机会”，是一个风险，首先查阅风险登记册，看是否存在可能性，如果存在，对可能的解决方案进行评估。选项C是选择A中提到的评估内容。选项B，是对项目实施情况的监控，与情景焦点不符。选项D，违背管理常识。
72、 [单选] 在一次项目状态会议期间，一名团队成员通知项目经理，完成可交付成果所需的基本组件的价格意外上涨。项目经理应该做什么？
During a project status meeting, a team member notifies the project manager of an unexpected increase in the price of the basic components required to complete deliverables. What should the project manager do？
- A：分析价格上涨对项目的影响 Analyze the impact of the price increase on the project
- B：查阅采购管理计划。 Refer to the procurement management plan
- C：更新风险管理计划以适应新情景。 Update the risk management plan to accommodate the new scenario.
- D：在项目预算中包括上涨的价格 Include the rising price in the project budget
正确答案：A 你的答案：B
解析：PMBOK（6）P453，11.7-监督风险。“意外上涨”，说明之前没有识别到这个风险，针对新发现的风险，首先进行分析评估，根据评估的结果做出决策。选项B，采购管理计划是对风险进行评估的输入，包括在了A选项当中。选项CD，是在评估后可能做出的应对计划。
73、 [单选] 风险登记册中记录了一项风险，即根据之前的观察结果，某种材料价格可能会上涨。然而，该材料的价格涨幅超过预期，该项目的成本绩效指数(CPI)为 1.05。离完工还有一年时间。项目经理下一步应该做什么？
The risk register documents the risk that, based on previous observations, the price of a material may rise. However, the price of the material rose more than expected, with the project's cost performance index (CPI) at 1.05. It's still a year away from completion. What should the project manager do next?
The risk register documents the risk that, based on previous observations, the price of a material may rise. However, the price of the material rose more than expected, with the project's cost performance index (CPI) at 1.05. It's still a year away from completion. What should the project manager do next?
- A：重新评估该风险的影响和战略 Reassess the impact and strategy of this risk
- B：使用该项目的应急储备 Use the project's contingency reserve
- C：申请批准管理储备 Apply for approval to management reserves
- D：接受该风险并记录经验教训 Accept the risk and document the lessons learned
正确答案：A 你的答案：D
解析：PMBOK 11.7 P453 监督风险-序言-跟踪已识别风险。关键词“超出预期”表明需要风险再评估，更新登记册。“CPI为1.05”是干扰内容，CPI无论为多少都应当先对风险进行分析，谋定而后动；使用应急储备需要变更，选出B，此风险已识别所以不能用管理储备，排除C，接受指的是风险发生前所作的事情，风险易发生变成问题不能接受，排除D。
74、 [单选] 一个项目需要使用新技术，若要管理这个风险，项目经理应参考哪份文件？
What document should the project manager refer to in order to manage the risk of a project requiring new techniques?
What document should the project manager refer to in order to manage the risk of a project requiring new techniques?
- A：风险报告 The risk reports
- B：风险应对计划 The risk response plan
- C：风险登记册 The risk register
- D：风险管理计划 The risk management plan
正确答案：D 你的答案：C
解析：PMBOK P405 11.1.3.1 风险管理计划定义：描述如何安排与实施风险管理活动。关键词“若要管理这个风险”；风险报告是向相关方提供的风险的情况信息；风险应对计划是用来应对风险降低风险发生概率或危害的；风险登记册是用来跟踪风险的，都不用用来管理风险，排除ABC。
75、 [单选] 客户要求一家全球IT公司开发一个供应链监控系统。项目经理开始协助项目发起人制定项目章程。项目经理下一步应该做什么？
A client asks a global IT company to develop a supply chain monitoring system. A project manager then begins to assist in the creation of the project charter for the project sponsor. What should the project manager do next?
A client asks a global IT company to develop a supply chain monitoring system. A project manager then begins to assist in the creation of the project charter for the project sponsor. What should the project manager do next?
- A：在经验教训知识库中搜索制定项目章程的历史信息 Search the lessons learned repository for historical information on project charter.
- B：与关键相关方和发起人一起开会讨论项目假设条件，成功标准和关键输入 Meet with key stakeholders and the sponsor to discuss project assumption success criteria, and critical inputs.
- C：识别并定义项目可交付成果最适合的实施方法 Identify and define the most appropriate Implementation approach for the project deliverable.
- D：为进行资源分配，与发起人开会以概述出一个含有项目里程碑的详细时间表 Meet with the sponsors to outline a detailed timeline with project milestones for resource.
正确答案：B 你的答案：A
解析：PMBOK（6）P75，4.1-制定项目章程。在这个过程要明确项目的高层次需求、成功标准和关键输入，组织的过程资产属于输入之一，所以选B不选A。选项CD，属于规划阶段的工作，情景中的描述属于启动阶段。
76、 [单选] —位团队成员急于将客户正在考虑的新功能添加到项目可交付成果中。在开始为这些新功能工作之前，需要谁的批准？
A team member is eager to add new features being considered by the customer to the project deliverable. Before beginning work on these new features, whose approval is required?
A team member is eager to add new features being considered by the customer to the project deliverable. Before beginning work on these new features, whose approval is required?
- A：项目经理 Project manager
- B：变更控制委员会(CCB) Change control board(CCB)
- C：项目发起人 Project sponsor
- D：主题专家(SME) Subject matter expert(SME)
正确答案：B 你的答案：A
解析：PMBOK（6）P113，4.6-实施整体变更控制。“新功能”，影响到了范围基准，需要获得CCB的批准。选项A，项目经理对变更管理承担责任，但没有批准影响到基准的变更请求的权限。选项C，发起人可能在CCB当中，但是否在其中，要看变更管理计划的规定。选项D，主题专家通常用来提供专业建议。
77、 [单选] —位团队成员通知项目经理，供应商延迟交付一个重要部件，由于潜在的影响，该团队成员希望项目经理允许直接通知发起人并生成与这种情况相关的警报。项目经理应该查阅哪一份计划？
A team member notifies the project manager that an important component has been delayed by a vendor.Because of the potential impact,the team member wants the project manager’s permission to inform the sponsor directly and to generate an alert related to the situation.To what plan should the project manager refer?
A team member notifies the project manager that an important component has been delayed by a vendor.Because of the potential impact,the team member wants the project manager’s permission to inform the sponsor directly and to generate an alert related to the situation.To what plan should the project manager refer?
- A：采购管理计划 Procurement management plan
- B：沟通管理计划 Communications management plan
- C：相关方参与计划 Stakeholder’s engagement plan
- D：风险管理计划 Risk management plan
正确答案：B 你的答案：D
解析：PMBOK（6）P377，10.1.3.1-沟通管理计划。描述将如何规划、结构化、执行与监督项目沟通，以提高沟通的有效性。包括传递信息的方法、技术等。选项A，情景的焦点在于”直接通知警报“，属于信息的传递。选项C，相关方参与计划促进相关方有效参与决策和执行的策略和行动。选项D，风险管理计划是对风险管理的方法论。
78、 [单选] —位项目团队成员就不准确的关键验收标准向其他成员提出质疑，指出不准确性可能会降低关键可交付成果的质量。项目经理应该在哪份文件记录这个问题？
A project team member challenged other members on inaccurate critical acceptance criteria, pointing out that inaccuracies could reduce the quality of critical deliverables. Which document should the project manager document this issue?
A project team member challenged other members on inaccurate critical acceptance criteria, pointing out that inaccuracies could reduce the quality of critical deliverables. Which document should the project manager document this issue?
- A：相关方登记册 Stakeholder register
- B：石川图 Ishikawa diagram
- C：质量核对单 Quality checklist
- D：风险登记册 Risk register
正确答案：D 你的答案：C
解析：PMBOK（6）P417，11.2.3.1-风险登记册。”在哪份文件记录“，已识别出来的不确定性事件要记入风险登记册。选项A，相关方登记册记录已识别的相关方。选项B，石川图用于分析导致问题发生的原因。选项C，核对单是包括需要考虑的项目、行动或要点的清单
79、 [单选] 一个制造工厂施工项目现场发生地震。这影响到整个项目预算。 项目经理应该考虑什么类型的储备分析？
An earthquake occurs at the site of a manufacturing plant construction project. This affects the entire project budget.What type of reserve analysis should the project manager consider？
An earthquake occurs at the site of a manufacturing plant construction project. This affects the entire project budget.What type of reserve analysis should the project manager consider？
- A：应急储备 Contingency reserve
- B：管理储备 Management reserve
- C：项目储备 Project reserve
- D：基准储备 Baseline reserve
正确答案：B 你的答案：A
解析：PMBOK（6）P254，7.3.3.1-成本基准。”影响到整个项目预算“，应急储备已经包含在了项目预算当中，动用也不会影响项目预算。而管理储备是在成本基准之外的，一旦动用，需要通过变更的方式调整到成本基准当中，影响预算。
80、 [单选] 由于不可预见的社区反对意见，一个项目暂时停止，由于在项目规划阶段没有将其识别为一项风险，因此未将其纳入风险登记册。项目经理应该怎么做?
A Project has been temporarily stopped due to unforeseen community disagreements.Since this was not identified as a risk during the project planning phase.It was not included in the risk register.What should the project manager do?
A Project has been temporarily stopped due to unforeseen community disagreements.Since this was not identified as a risk during the project planning phase.It was not included in the risk register.What should the project manager do?
- A：通过会议和头脑风暴向相关方推荐减轻措施 Recommend mitigation options to the stakeholders obtained via meetings and brainstorming
- B：重新计划剩余工作，并为未完成的任务和完成日期重新制定进度计划 Replan the remaining work,and reschedule the outstanding tasks and completion date.
- C：将该事项升级上报给项目发起人和职能经理 Escalate the matter to the project sponsor and functional manager
- D：与相关方开会以审查各种应急方案，建议适当行动方案 Meet with stakeholders to review various contingency options，and then recommend the appropriate actions
正确答案：C 你的答案：A
解析：PMBOK（6）P442，11.5.2.4-威胁应对策略-上报。”不可预见的”，新风险，“暂时停止”，已经影响到了组织的利益，此时采用上报策略较为合适。将这个风险在项目组合或者项目集的层级上处理。选项AD，如果只是让工期出现延误，采取减轻的应对策略是可以的，但是停止后的恢复时间不确定，所以减轻的效果有限。选项B是接受了风险。
81、 [单选] 在项目交付期间，质量审计揭示了一个未识别到的产品需求。 项目经理应该怎么做？
During project delivery, quality audits reveal an unidentified product requirement. What should the project manager do?
During project delivery, quality audits reveal an unidentified product requirement. What should the project manager do?
- A：审查并更新风险报告 Review and update the risk reports.
- B：更新测试和评估文档 Update the test and evaluation documentation.
- C：将产品需求发送给质量管理团队 Send the product requirement to the quality management team.
- D：使用应急应对来采取纠正措施 Use a contingency response to take corrective action.
正确答案：D 你的答案：A
解析：PMBOK（6）P453，11.7-监督风险。将未识别到产品需求视为一个未知-未知风险来进行管理。由于这个产品需求之前没有纳入到我们的范围基准，所以如果要增加这项产品需求的话，不是缺陷补救，而是对范围基准的纠正。
82、 [单选] —个项目已经发生偏差几个月了，这种状态已通过电子邮件在每周报告中发送给所有相关方。一位关键相关方刚刚得知这一偏差，并对只通过电子邮件通知他们感到不安。若要预防这个问题，项目经理应该先做什么？
A project has been deviating for several mouths. This status has been emailed to all stakeholders in weekly reports. One key stakeholder just learned of this deviation and is upset that they were only notified via email. What should the project manager have done to prevent this?
A project has been deviating for several mouths. This status has been emailed to all stakeholders in weekly reports. One key stakeholder just learned of this deviation and is upset that they were only notified via email. What should the project manager have done to prevent this?
- A：确认所有相关方都收到并理解每份状态报告 Verified that all stakeholders received and understood each status report
- B：为每一个相关方选择适当的沟通方法 Chosen the appropriate communication method for each stakeholder
- C：直接与关键相关方就重要问题或项目偏差进行接洽 Engaged directly with key stakeholders about critical issues or project deviations
- D：计划与关键相关方定期举行会议以报告项目状态 Planned periodic meetings with key stake stakeholders to report project status
正确答案：B 你的答案：D
解析：PMBOK（6）P390，10.3.1.1-监督沟通-沟通管理计划。是关于及时收集、生成和发布信息的现行计划，它确定了沟通过程中的团队成员、相关方和有关工作。推式沟通能保证信息的发送，但是不能确保对信息的接收，沟通方法存在问题。情景强调了先做什么”，所以在制定沟通管理计划的时候要根据每个人对信息的获取要求选择适当的沟通方法，选B。选项A，互动式沟通适用于对沟通效果有要求的场景，但是否要求所有的相关方都受到并确认，这个要因人而异。选项CD，是可能针对暴露出来的问题的解决方案，在题干的情景之后。
83、 [单选] 项目经理完成了项目管理计划的初稿，并打算将其提交给相关方进行批准，但是，项目管理计划篇幅很长，相关方分散在各地，项目经理获得批准的时间有限。若要按时完成该计划的审查，项目经理应该怎么做？
A project manager finishes the first draft of a project management plan,and intends to present to stakeholders for approval.However,the project management plan is long and stakeholders are geographically disperseThe project manager has limited time to gain approval. What should the project manager do to ensure that review of the plan in completed on time?
A project manager finishes the first draft of a project management plan,and intends to present to stakeholders for approval.However,the project management plan is long and stakeholders are geographically disperseThe project manager has limited time to gain approval. What should the project manager do to ensure that review of the plan in completed on time?
- A：安排一次与所有相关方的会议，并在会议前发送该计划以供审查 Schedule a meeting with all stakeholders and send the plan for review before the meeting.
- B：将该计划分别发送给每位相关方，要求他们添加他们的评论意见并返回以供更新 Send the plan to each stakeholders individually,asking them to add their comments and make it for updating,
- C：将该计划分成若干部分，并要求选定的相关方根据其专业领域审查特定部分 Divide the plan into sections and ask select stakeholders to review particular portions based on their areas of expertise.
- D：安排只与关键相关方召开单独会议，以便他们完成该计划的走查 Arrange individuals meetings with only the key stakeholders to walk them through the plans
正确答案：A 你的答案：B
解析：PMBOK（6）P379，10.2-管理沟通。有效的沟通管理要设法确保信息以适当的格式正确生成和送达目标受众。也为相关方提供机会，允许他们请求更多信息、澄清和讨论。选项BC，只实现了确认，没有实现讨论的目的，尤其是面对一份项目管理计划的初稿的时候。选项D，只与关键相关方开会过于狭隘，与谁开会、传达什么样的信息，要根据预期目标来安排。
84、 [单选] 一位资源的职能经理请求关于一个延迟项目的机密信息。由于职能经理没有适当的授权级别, 该资源需要项目经理的许可才能共享信息。项目经理应该怎么做？
A resource's functional manager requests confidential information about a delayed project. Because the functional manager does not have the appropriate authorization level, the resource asks permission from the project manager to share the information. What should the project manager do?
A resource's functional manager requests confidential information about a delayed project. Because the functional manager does not have the appropriate authorization level, the resource asks permission from the project manager to share the information. What should the project manager do?
- A：与该资源和职能经理开会，解释为什么不能共享信息 Meet with the resource and the functional manager to explain why the information cannot be share
- B：拒绝该请求，但向职能经理提供不包含机密信息的项目更新 Reject the request, but provide a project update to the functional manager that does not include confidential information.
- C：培训该资源如何在不泄露任何机密信息的情况下向职能经理介绍该项目 Train the resource on how to promote the project to the functional manager without divulging any confidential information.
- D：接受该请求，并向职能经理提供包含机密信息的项目更新 Accept the request and provide a project update the functional manager that includes the confidential information.
正确答案：A 你的答案：C
解析：PMBOK（6）P379，10.2-管理沟通。管理沟通是确保项目信息及时且恰当地收集、生成、发布、存储、检索、管理、监督和最终处置 的过程。由于该职能经理没有达到授权的级别，所以不能向其提供涉密信息，排除D选项。选项BC，向职能经理介绍其他非涉密材料不是问题的焦点。
85、 [单选] 项目经理识别到本地和虚拟团队成员之间的进度优先级存在冲突，项目经理安排了一次电话会议来管理这个冲突。项目经理使用的是哪种冲突解决技巧?
A project manager identifies scheduling priority conflicts among local and virtual team members.The project manager schedules a conference call to manage this conflict. What conflict resolution technique did the project manager user?
A project manager identifies scheduling priority conflicts among local and virtual team members.The project manager schedules a conference call to manage this conflict. What conflict resolution technique did the project manager user?
- A：缓和/包容 Smooth/accommodate
- B：合作/解决问题 Collaborate/problem solve
- C：强迫/命令重新制定项目计划 Force/command to re-engineer the project plan
- D：妥协/调解 Compromise/reconcile
正确答案：B 你的答案：C
解析：PMBOK（6）P3488，9.5.2.1-冲突管理。对于解决冲突问题，首先要保证问题得以解决，所以排除选项A。除非时间紧急，尽量避免使用强迫这种会导致“赢输”局面的方法，排除选项C。那么在妥协和合作这两种解决方法中，我们首选能够带来”双赢“的合作。
86、 [单选] 对于一个新项目，公司要求项目经理识别潜在的项目团队成员。项目经理下一步应该怎么做？
For a new project,a company asks the project manager to identify potential project team members. What should the project manager do next?
For a new project,a company asks the project manager to identify potential project team members. What should the project manager do next?
- A：请职能经理提供项目团队成员 Ask functional managers for project team members
- B：创建一份资源管理计划 Create a resource management plan
- C：制定一份具有岗位描述的组织结构图 Develop an organization chart with position descriptions
- D：使用专家判断 Use expert judgement
正确答案：B 你的答案：C
解析：PMBOK（6）P318，9.1.3.1-资源管理计划。资源管理计划提供了关于如何分类、分配、管理和释放项目资源的指南。特别要注意的是”潜在的项目团队成员“，也就是正在规划职责角色阶段，人员还没有开始进入团队，所以排除A选项。选项C，组织结构图用于自上而下地显示各种职位及其相互关系。选项D，主题专家根据经验提供建议，题干问的是”项目经理下一步应该怎么做“
87、 [单选] 构建产品原型帮助进行最终产品测试，测试以后，项目相关方要求修改初始需要。项目经理下一步应该怎么做？
A product prototype is created to help with the final product test. After the test, the project stakeholder requests to modify the initial requirements.What should the project manager do next?
A product prototype is created to help with the final product test. After the test, the project stakeholder requests to modify the initial requirements.What should the project manager do next?
- A：与项目相关方开会，讨论变更管理过程并确定下--步 To hold a meeting with the project stakeholders to discuss the change control process and determine the next step
- B：执行实施整体变更控制过程，记录并批准请求的变更并修订范围 To execute the implementation of the overall change control process, document and approve the requested changes and revise the scope
- C：将问题记录在风险登记册中，并应用计划的风险应对措施来尽可能减少影响 To record the problem in the Risk Register and apply the planned risk response action to minimize the impact
- D：记录项目相关方的需求，并与团队核实这些需求 To record the requirements of project stakeholders and verify the requirements with the team
正确答案：B 你的答案：A
解析：PMBOK（6）P113，4.6-实施整体变更控制。修改初始需要，是一个变更请求，要通过整体变更控制流程对范围进行调整。从情景描述看，已经影响到了范围基准，还需要CCB的审批。选项A，现在聚焦在如何处理变更请求，而不是对变更管理流程的调整。选项C，变更请求是明确的，不存在不确定性，所以风险管理不是焦点。选项D，是选项B的一个环节。
88、 [单选] —位团队成员通知项目经理他们必须完成项目之外的一项关键任务。这将对项目进度产生风险。项目经理应该怎么做来消除这个风险？
A team member informs the project manager that they must complete a key task outside the project. This will create risks to the project schedule. What should the project manager do to eliminate this risk?
A team member informs the project manager that they must complete a key task outside the project. This will create risks to the project schedule. What should the project manager do to eliminate this risk?
- A：与该团队成员的经理协商另外一个时间来完成这项其他任务 To negotiate another time with the member’s manager to complete this other task.
- B：从另一个部门获得一位替代资源 To gain an alternative resource from another department
- C：向项目发起人汇报该团队成员的经理不遵守规定 To report to the project sponsor that the member's manager does not comply with the regulations
- D：指示该团队成员的经理释放该团队成员以完成预定的项目活动 To instruct the member's manager to release the team member to complete the predefined project activity
正确答案：A 你的答案：D
解析：PMBOK（6）P332，9.3.2.2-人际关系与团队技能-谈判。资源被占用，首先尝试采用谈判的方式来解决，谈判的对象可能是职能部门经理，也可能是其他项目的项目经理。
89、 [单选] 在一个新项目的规划阶段，质量保证经理坚持要求将精度和准确度标准添加进质量管理计划中。项目经理可以从哪里找到这个信息？
During a new project’s planing phase，the quality assurance manager insists that standard for precision and accuracy be added to the quality management plan, where can the project manager find this infomiation?
During a new project’s planing phase，the quality assurance manager insists that standard for precision and accuracy be added to the quality management plan, where can the project manager find this infomiation?
- A：事业环境因素 Enteiprise environmental factors
- B：需求文件 Requirements documentation
- C：变更控制过程文档 Change control process documentation
- D：组织过程资产 Organizational process assets
正确答案：B 你的答案：A
解析：PMBOK（6）P280，8.1.3.1-需求文件。需求文件记录项目和产品为满足相关方的期望应达到的要求，它包括（但不限于）针对项目和产品的质量要求。这些需求有助于项目团队规划将如何实施项目质量控制。选项A，事业环境因素起制约作用。选项D，组织过程资产提供借鉴。选项C，还没有提出进行变更，所以排除。
90、 [单选] 项目经理正在管理一个先进的计费系统项目。项目经理已经检查了现在的计费系统以及公司项目管理信息系统(PMIS)中的经验教训知识库。项目经理希望收集更多的系统需求。项目经理下一步应该怎么做？
A project manager is leading in a state-of-the art billing system project.The project manager has checked the existing billing system,as well as the lessons learned repository in the company’s project management information system(PMIS).The project manager would like to gather more system requirements.What should the project manager do next?
A project manager is leading in a state-of-the art billing system project.The project manager has checked the existing billing system,as well as the lessons learned repository in the company’s project management information system(PMIS).The project manager would like to gather more system requirements.What should the project manager do next?
- A：参考所有的行业最佳实践 Refer to existing industry best practices.
- B：咨询任何有经验的内部或外部团队 Consult any experienced internal or external group.
- C：与外部主题专家(SME)一起工作 Work with external subject matter experts(SMEs).
- D：与内部业务和技术支持资源一起工作 Work with internal business and technical support resources
正确答案：B 你的答案：C
解析：PMBOK（6）P142，5.2.2.1-专家判断。就需求收集和需求分析向具备相关专业知识或接受过相关培训的个人或小组征求意见。选项A，注意情景中的“经验教训知识库”，和选项A存在重叠，另外行业最佳实践提供的是借鉴作用，而系统需求受制于企业的能力。选项CD，包括在了选项B中。
91、 [单选] 在一个项目中，一位关键项目团队成员因私事请假两个月，项目经理首先应该怎么做？
Midway through a project,a key project team member requests two months leave for personal matters.What should the project manager do first?
Midway through a project,a key project team member requests two months leave for personal matters.What should the project manager do first?
- A：询问这位关键团队成员是否可以推迟请假 Ask if this key team member can postpone the leave
- B：与职能经理协商替换一名团队成员 Negotiate with the functional manager for a replacement
- C：评估对项目的影响 Evaluate the impact on the project
- D：审查资源管理计划 Review the resource management plan
正确答案：C 你的答案：D
解析：PMBOK（6）P350，9.5.3.1-管理团队-变更请求。如果管理团队过程中出现变更请求，项目经理应提交变更请求。4个选项当中都没有提交变更请求，那么最符合题意的就是在变更过程中评估对项目的影响，在评估影响的基础上采取措施。选项A，团队成员已经做出了因私请假的决定，推迟请假不是首选，且推迟请假也是一种措施，需要首先经过评估后决定是否采用此办法。选项B，替换团队成员需要进行变更请求。选项D，出现了团队管理问题，审查资源管理计划无益，因为资源管理计划不会规定每个具体个例如何处理。
92、 [单选] 在项目结束时要求进行一项重要变更，虽然需要进行这项变更来解决可能影响业务连续性的紧急问题，但会延长进度计划并增加成本。项目经理下一步应该怎么做？
An important change is requested at the end of a project.While this change is needed to solve an urgent issue that could affect business continuity.It will extend the schedule and increase the cost What should the project manager do next?
An important change is requested at the end of a project.While this change is needed to solve an urgent issue that could affect business continuity.It will extend the schedule and increase the cost What should the project manager do next?
- A：拒绝该变更 Reject the change
- B：提交变更请求 Submit a change request
- C：实施该变更 Implement the change
- D：沟通对预算和进度的影响 Communicate the impact on the budget and schedule
正确答案：B 你的答案：D
解析：PMBOK（6）P113，4.6-实施整体变更控制。对变更请求的处理要遵循变更管理流程，通过评估，变更请求“会验证进度计划并增加成本”，影响到了基准，所以需要由CCB审批。选项AC，在未经决策批准前，就拒绝还是直接执行都是错误的。选项D，已经评估了对预算和进度的影响。
93、 [单选] 项目经理成功完成一个项目，需要收集在地理位置上分散的大量相关方的反馈意见。项目经理应该用什么沟通方法来收集反馈意见？
A project manager for a successfully completed project needs to collect feedback from a large number of geographically dispersed stakeholders. What communication method should the project manager use to collect this feedback?
A project manager for a successfully completed project needs to collect feedback from a large number of geographically dispersed stakeholders. What communication method should the project manager use to collect this feedback?
- A：拉式沟通 Pull communication
- B：推式沟通 Push communication
- C：有效沟通 Effective communication
- D：互动式沟通 Interactive communication
正确答案：A 你的答案：B
解析：PMBOK（6）P374，10.1.2.5-沟通方法-拉式沟通。适用于大量复杂信息或大量信息受众的情况，例如题干中需要收集大量反馈的场景。选项B，推式沟通能够确保信息发送，但是不能保证信息发送的效果。选项D，互动式沟通适用于信息交互比较频繁的场景，对于“地理位置分散”、“大量相关方”的情况，互动式沟通的效率不如拉式沟通。
94、 [单选] 一个项目团队成员已经延迟两次交付一个工作包，其职能经理已经通知项目经理，该团成员资历较新，需要时间学习。项目经理应该怎么做？
A project team member has delayed delivery of one work package twice, and his functional manager has notified the project manager that the team members are new and require time to learn. What should the project manager do?
A project team member has delayed delivery of one work package twice, and his functional manager has notified the project manager that the team members are new and require time to learn. What should the project manager do?
- A：要求职能经理替换该团队成员 Require the functional manager to replace the team member
- B：与该团队成员私下讨论该问题 Discuss the issue privately with the team member
- C：向该团队成员提供培训 Provide training to the team member
- D：在团队会议上讨论该问题 Discuss the issue at a team meeting
正确答案：C 你的答案：A
解析：PMBOK（6）P342，9.4.2.6-培训。如果项目团队成员缺乏必要的管理或技术技能，可以把对这种技能的培养作为项目工作的一部分，项目经理应该按资源管理计划中的安排来实施预定的培训。选项A，先要进行培训，看是否能够弥补短板。选项B，团队成员的问题已经清晰了，”资历较新，需要时间学习“，无需再去私下讨论。选项D，在团队会议上讨论会给该团队成员带来负面影响。
95、 [单选] 一名高管在生产上线期间加入敏捷团队，在上线之后，该高管希望知道sprint冲刺期间哪些进展顺利，以及哪些进展不顺利，该高管应该参加什么会议?
A senior executive joins an agile team during production go-live following the go-live，The Executive wants to know what did and did not go well during the sprint。What meeting should the executive have attended？
A senior executive joins an agile team during production go-live following the go-live，The Executive wants to know what did and did not go well during the sprint。What meeting should the executive have attended？
- A：回顾会议 Retrospective
- B：每日scrum会议 Daily scrum
- C：sprint评审会议 Sprint review
- D：sprint计划会议 Sprint planning
正确答案：A 你的答案：B
解析：敏捷知识点，是由Scrum团队的所有成员参加。这次会议的焦点是对整个迭代进行回顾。细节包括：什么进行顺利，缺少什么，需要改变什么等等。团队就未来的迭代改进计划达成一致。这个会议时间框为一个月的迭代，3个小时，比迭代评审时间短。
96、 [单选] 在将所有项目可交付成果移交给客户后,项目经理举行内部庆祝会议,但是,在检查可交付成果后,用户的质量检查员主张存在一些不可接受的缺陷。项目经理应该做什么?
After handing over all project deliverables to the client,the project manager conducts an internal celebratory meeting.However,after inspecting the deliverables,the customer’s quality inspector claims that there are some unacceptable defects. What should the project manager do?
After handing over all project deliverables to the client,the project manager conducts an internal celebratory meeting.However,after inspecting the deliverables,the customer’s quality inspector claims that there are some unacceptable defects. What should the project manager do?
- A：查阅可交付成果的质量保证文件,以获得缺陷证明 Review the quality assurance documentation for deliverables to obtain proof of defects.
- B：由于客户已批准了交付文件,因此拒绝这项主张 Reject this claim since the customer approved the delivery documents.
- C：审查质量检查员的主张,并估算成本影响 Review the quality inspector's claim and estimate the cost impact.
- D：要求项目主管进行额外检查 Ask a project leader to conduct an additional inspection.
正确答案：C 你的答案：B
解析：PMBOK（6）P128，4.7-结束项目或阶段。可交付成果虽然移交，但是后续的运营、售后，做为项目团队成员仍然也提供支持。所以虽然完成了移交，还是要尽量的补救缺陷，排除B选项。选项A，缺陷是在移交后发现的，所以质量保证文件中没有关于缺陷的证明。选项D，额外的检查包括在了选项C当中。
97、 [多选] 项目发起人不断要求尽快交付项目。项目经理识别到一个将会让项目延迟一周时间的问题。项目经理应该做什么?
A project sponsor constantly demands that a project is delivered as quickly as possible.The project manager identifies an issue that will delay the project by one week.What should the project manager do?
A project sponsor constantly demands that a project is delivered as quickly as possible.The project manager identifies an issue that will delay the project by one week.What should the project manager do?
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A ：向整个团队发送包含修订后进度计划和预算的更新状态报告 Send an updated report with a revised schedule and budget to the entire team
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B ：在项目管理计划中记录这项延迟,并与发起人沟通该问题 Document the delay in the project management plan,and communicate it to the sponsor
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C ： 制定恢复计划以尽量减少影响,并与项目发起人开会讨论该问题 Devise a recovery plan to minimize the impact,and meet with the project sponsor to discuss it
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D ：请一位主题专家(SME)亲自与项目发起人讨论该问题 Ask a subject matter expert(SME)to personally discuss the issue with the project sponsor
正确答案：C 你的答案：B
解析：知识点出处：PMBOK 6th 页码：P110 章节：4.5.2.2 备选方案分析：备选方案分析用于在出现偏差时选择要执行的纠正措施或纠正措施和预防措施的组合。
98、 [多选] 在获取成功完成项目的活动中，项目团队喜欢互动和交流项目执行的故事，此时项目团队处于什么阶段？
In the event of successful completion of the project, the project team likes to interact and exchange project execution stories. What phase is the project team in?
In the event of successful completion of the project, the project team likes to interact and exchange project execution stories. What phase is the project team in?
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A ：震荡阶段 Oscillation phase
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B ：调整阶段 Adjustment phase
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C ：成熟阶段 Performing phase
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D ： 规范阶段 Specification phase
正确答案：D 你的答案：C
解析：知识点出处：PMBOK 6th 页码：P338 章节：9.4 塔克曼阶梯理论： · 形成阶段 · 震荡阶段 · 规范阶段 · 成熟阶段 · 解散阶段 交流项目执行的故事，属于学习相互信任的阶段，因此属于规范。
99、 [多选] 项目团队由前军事和非军事小组成员组成。没有军事背景的团队成员认为前军事团队成员在他们的项目方法中过于结构化和僵化。前军事成员认为其他团队成员更随意的方式表明他们对该项目不太投入。什么样的工具或技术对项目经理和团队成员进行有效沟通最有用？
A project team is comprised of former military and non-military team members. The team members without a military background view the former military team members as overly structured and rigid in their approach to the project. The former military members view the other team members' more casual approach as an indication that they are less committed to the project. What tool or technique will be the most useful for the project manager and the team members to communicate effectively?
A project team is comprised of former military and non-military team members. The team members without a military background view the former military team members as overly structured and rigid in their approach to the project. The former military members view the other team members' more casual approach as an indication that they are less committed to the project. What tool or technique will be the most useful for the project manager and the team members to communicate effectively?
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A ：政治意识 Political awareness
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B ：团队章程 Team charter
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C ：冲突管理 Conflict management
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D ： 文化意识 Cultural awareness
正确答案：D 你的答案：B
解析：知识点出处：PMBOK 6th 页码：P376 章节：10.1.2.6 文化意识：具有文化意识并采取后续行动，能够最小化因项目相关方社区内的文化差异而导致的理解错误和沟通错误。文化意识和文化敏感性有助于项目经理依据相关方和团队成员的文化差异和文化需求对沟通进行规划。 军事背景和非军事背景人员有巨大的文化差异。
100、 [多选] 项目落后于进度。项目团队发现，通过应用一个替代方法，他们可以加快关键路径上的一个项目可交付成果。然而，这将增加项目成本。项目经理应该怎么做？
A project is behind schedule. The project team discovers that, by applying an alternate method, they may be able to expedite a project deliverable on the critical path. However, it will increase the project’s cost. What should the project manager do?
A project is behind schedule. The project team discovers that, by applying an alternate method, they may be able to expedite a project deliverable on the critical path. However, it will increase the project’s cost. What should the project manager do?
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A ：增加额外的项目资源 .Add additional project resources
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B ：对所有方法开展预期货币价值分析（EMV） Conduct expected monetary value (EMV) analyses on all methods
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C ： 获得替代方法的批准 Obtain approval for the alternate method
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D ：将增加的成本更新到项目预算中 Update the project budget with the increased cost
正确答案：C 你的答案：B
解析：知识点出处：PMBOK 6th 页码：P113 章节：4.6 变更流程：变更提出后，先分析影响，再提交含解决措施的变更请求给CCB。 审批前，三步骤：提出变更-分析影响-提交审批
101、 [多选] 新任命的项目经理获悉，相关方对已识别的项目问题和风险非常担心，他们对超过一个月时间里没有任何沟通表示不满。新项目经理应该怎么做？
The newly appointed project manager was informed that the stakeholders were very worried about the identified project issues and risks. They were dissatisfied with no communication for more than a month. What should the new project manager do?
The newly appointed project manager was informed that the stakeholders were very worried about the identified project issues and risks. They were dissatisfied with no communication for more than a month. What should the new project manager do?
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A ：实施现有沟通管理计划和相关方参与计划 Implement the existing communication management plan and stakeholder management plan
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B ：更新现有沟通管理计划和相关方参与计划，并立即向相关方提供有关问题和风险 Update the existing communication management plan and stakeholder management plan and immediately provide stakeholders with relevant issues and risks
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C ：与相关方开会以确定沟通所需的频率，然后立即向他们提供有关这些问题和风险 Meet with stakeholders to determine the frequency of communication needed, and then immediately provide them with these issues and risks
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D ： 与关键相关方开会，然后更新沟通管理计划和相关方参与计划 Meet with key stakeholders and then update the communication management plan and stakeholder management plan
正确答案：D 你的答案：C
解析：知识点出处：PMBOK 6th 页码：P528 章节：13.3.2.5 会议：会议用于讨论和处理任何与相关方参与有关的问题或关注点。 · 问题解决； · 经验教训和回顾总结； · 项目开工； 管理相关方参与需要尽可能当面与其沟通并达成一致
102、 [多选] 在当前冲刺期间，产品负责人的可用性受到了其他承诺的限制。在每日站会上，团队成员抱怨他们不能从产品负责人那里得到答案，结果，产品增量的开发被延迟。对于scrum master来说，最好的行动方案是什么？
During the current sprint, the product owner's availability has been limited due to other commitments. At the daily standup, the team members complain that they cannot get answers from the product owner, and, as a result, the development of the product increment is delayed. What is the best course of action for the scrum master?
During the current sprint, the product owner's availability has been limited due to other commitments. At the daily standup, the team members complain that they cannot get answers from the product owner, and, as a result, the development of the product increment is delayed. What is the best course of action for the scrum master?
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A ：让高级开发人员做出产品决策 Let the senior developers make the product decisions
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B ： 代表团队成员联系产品负责人 Contact the product owner on behalf of the team members
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C ：在冲刺审查期间提及可用性问题 Mention the availability issue during the sprint review
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D ：在冲刺回顾中讨论可用性问题 Discuss the availability issue at the sprint retrospective
正确答案：B 你的答案：A
解析：知识点出处：捷实践指南 页码：41 章节：4.3.2 产品负责人Product Owner ·创建待办列表并排序 ·确认工作优先顺序 ·提供反馈 ·指导开发方向 PO的角色必不可少，因此需要与PO讨论让他参加项目。
103、 [多选] 项目经理正在制定一个关键项目的资源管理计划，该项目涉及位于不同国家具有不同文化的资源，下列哪一项将帮助项目经理处理这种情况？
The project manager is developing the resources management plan for a key project that involves different culture resources in different countries. Which of the following will help the project manager deal with this situation?
The project manager is developing the resources management plan for a key project that involves different culture resources in different countries. Which of the following will help the project manager deal with this situation?
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A ：团队建设活动 Team building activities
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B ： 事业环境因素 Business environment factors
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C ：人际关系技能 Interpersonal skills
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D ：虚拟团队 Virtual team
正确答案：B 你的答案：D
解析：知识点出处：PMBOK 6th 页码：P315 章节：9.1.1.4 事业环境因素 组织文化和结构； · 设施和资源的地理分布； · 现有资源的能力和可用性； · 市场条件。 只有B是规划资源管理的输入或工具。
104、 [多选] 一名积极参与产品规划的主管要求全部的可交付成果提高产量，该主管的权力利益水平分类是哪一项？
A supervisor who is actively involved in product planning requires all deliverables to increase production. What is the classification of the supervisor's rights and interests?
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A ：监督 Monitor
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B ：令其满意 Make it satisfied
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C ： 紧密关注 Pay close attention
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D ：令其知悉 Make it known
正确答案：C 你的答案：B
解析：知识点出处：PMBOK 6th 页码：P512 章节：13.1.2.4 权力利益方格：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，每一种方格都可用于对相关方进行分类。 权力高、利益高，需要重点管理。
105、 [多选] 在项目的第一个阶段发布给客户的最新软件充满了缺陷。客户很生气，并要求计划在第二阶段交付的新版本的开发过程更加透明。客户希望更有规律地看到团队的结果，而不需要很长的开发间隔。 项目团队可以在第二阶段引入下列哪项来更好地满足客户的要求? (选择四个）
The latest software released to the customer in the first project phase is full of defects. The customer is angry and demands that the development of the new release, which is planned to be delivered in the second phase, is much more transparent. The customer wants to see the team’s results more regularly and without very long development intervals in-between. Which of the following could the project team introduce in the second phase to better comply with the customer's demand? (Choose four)
The latest software released to the customer in the first project phase is full of defects. The customer is angry and demands that the development of the new release, which is planned to be delivered in the second phase, is much more transparent. The customer wants to see the team’s results more regularly and without very long development intervals in-between. Which of the following could the project team introduce in the second phase to better comply with the customer's demand? (Choose four)
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A ： 有规律时间框的节奏 A cadence with regular timeboxes
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B ： 定期和频繁的回顾 Regular and frequent retrospectives
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C ：在每个团队成员的层次上进行优化 Optimization at the level of each individual team member
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D ： 测试驱动的开发实践 Test-driven development practices
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E ： 使用待办事项列表进行增量交付 Incremental delivery using a backlog
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F ：在软件发布之前限制更改的数量 Limiting the number of changes before the software is released
正确答案：A,B,D,E 你的答案：A,B,E,F
解析：知识点出处：敏捷实践指南 页码：P9 章节：2.2 敏捷的12条原则 排除法 C：敏捷注重团队协作，而非单兵作战 F：敏捷拥抱变化
106、 [多选] 你审查了项目的WBS，意识到由于缺乏内部专业知识，一些可交付成果需要外包给供应商。然而，这些可交付成果的需求目前还没有被很好地理解。因此，你决定需要使用敏捷框架来管理外包的工作部分。在与供应商谈判协议时，你最好的方法是什么？
You review the WBS of your project and realize that due to the lack of in-house expertise, some of the deliverables will need to be outsourced to a vendor. However, the requirements for these deliverables are not well-understood at the moment. Therefore, you decide that the outsourced portion of work will need to be managed using an agile framework. What is your best approach in negotiating an agreement with the vendor?
You review the WBS of your project and realize that due to the lack of in-house expertise, some of the deliverables will need to be outsourced to a vendor. However, the requirements for these deliverables are not well-understood at the moment. Therefore, you decide that the outsourced portion of work will need to be managed using an agile framework. What is your best approach in negotiating an agreement with the vendor?
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A ：寻求非正式协议而不是正式合同 Seek an informal agreement rather than a formal contract
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B ：为外包范围争取总价合同 Secure a fixed-price contract for the outsourced scope
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C ：积极谈判最有利的条件 Negotiate aggressively for the most advantageous terms
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D ： 追求共享风险-回报合同关系 Pursue a shared-risk-reward contract relationships
正确答案：D 你的答案：C
解析：知识点出处：敏捷实践指南 页码：P8 章节：2.2 敏捷宣言 我们正在通过亲自开发和帮助他人开发，发现开发软件的更好方法。通过这项工作，我们开始更重视∶ · 个体以及互动而不是过程和工具 · 可用的软件而不是完整的文档 · 客户合作而不是合同谈判 · 应对变更而不是遵循计划 也就是说，尽管右项有其价值，但我们更重视左栏中的项目。
107、 [多选] 敏捷团队正在监视项目进度计划的状态。他们可能会使用哪些工具？（选择两项）
An agile team is monitoring the status of the project schedule. What tools will they likely use? (Choose 2)
An agile team is monitoring the status of the project schedule. What tools will they likely use? (Choose 2)
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A ： 燃起图 Burnup Chart
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B ：网络图 Network Diagram
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C ：帕累托图 Pareto Chart
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D ： 燃尽图 Burndown Chart
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E ：鱼骨图 Fishbone diagram
正确答案：A,D 你的答案：B,D
解析：知识点出处：敏捷实践指南 页码：P62 章节：5.4.1 燃尽图&燃起图：某些基于迭代的项目使用燃尽图查看项目随时间的进展情况，某些团队更喜欢燃起图。 两张图除了方向，本质上没有差别。
108、 [多选] 一个期限很短的项目关键相关方希望避免质量控制。项目经理知道必须提供最低质量水平。项目经理应当使用什么工具或技术？
Key stakeholders on a shout-deadline project want to avoid quality control. The project manager knows that a minimum level of quality must be provided. What tool or technique should the project manager use?
Key stakeholders on a shout-deadline project want to avoid quality control. The project manager knows that a minimum level of quality must be provided. What tool or technique should the project manager use?
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A ：标杆对照 Benchmarking
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B ：统计抽样 Statistical sampling
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C ：实验设计 Design of experiments
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D ： 成本效益分析 Cost-benefit analysis
正确答案：D 你的答案：A
解析：知识点出处：PMBOK 6th 页码：P282 章节：8.1.2.3 成本效益分析：成本效益分析可帮助项目经理确定规划的质量活动是否有效利用了成本。 相关方不想在控制质量上花钱，有可能导致大的返工或召回成本，要使用成本效益分析说服相关方。
109、 [多选] 新项目中的所有团队成员都希望通过尽快交付价值来获得客户的信任。项目经理了解到一个资源已经在其他项目中与发起人一起工作。某资源似乎在使用个人影响力，从而与项目发起人合作以增加项目的利益实现。在项目的哪个阶段，项目经理应该解决这个问题以优化成本效益？
All team members on a new project want to gain the customer's trust by delivering value as quickly as possible. The project manager learns that one resource has worked with the sponsor on other projects. The resource seems to be using personal influence, working with a project sponsor to increase the project's benefits realization. At which stage in the project should the project manager address this concern to optimize cost effectiveness?
All team members on a new project want to gain the customer's trust by delivering value as quickly as possible. The project manager learns that one resource has worked with the sponsor on other projects. The resource seems to be using personal influence, working with a project sponsor to increase the project's benefits realization. At which stage in the project should the project manager address this concern to optimize cost effectiveness?
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A ：在团队的执行阶段开始时 At the start of the team's performing stage
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B ：紧接在第一次效益实现后 Immediately after the first benefit realization
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C ： 在下次回顾仪式期间 During the next retrospective ceremony
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D ：在下一次资源绩效审查期间 During the next resource performance review
正确答案：C 你的答案：D
解析：知识点出处：敏捷实践指南 页码：P50 章节：5.2.1 回顾总结会：回顾是最重要的一个实践，原因是它能让团队学习、改进和调整其过程。
110、 [多选] 为了开发可交付成果，项目管理计划规定，分析师应在每次迭代开始时向项目团队提供数据集。在每日站会，开发人员报告说没有可用的数据集，因为分析师离开了公司并且没有新人上岗。采取以下哪种措施是适当的？（选择两项）
To develop Project Deliverable, Project Management plan specifies that an analyst should provide data sets to project team at the beginning of each iteration. At the daily standup developer reported that there are no data sets available as analyst left company and role is not backfilled. Which action is appropriate out of following (Choose Two)
To develop Project Deliverable, Project Management plan specifies that an analyst should provide data sets to project team at the beginning of each iteration. At the daily standup developer reported that there are no data sets available as analyst left company and role is not backfilled. Which action is appropriate out of following (Choose Two)
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A ：提交变更请求以更新成本和进度基准 Submit a change request to update cost and schedule baseline
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B ： 检查风险登记册，看是否有足够的应对 Check the risk register and see if there is an adequate response
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C ： 与负责人一起将问题记录在风险登记册中 Record the problem in risk register with responsible person
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D ：终止项目，因为现在没有前进计划 Terminate the project as there is no path forward now
正确答案：B,C 你的答案：B
解析：知识点出处：PMBOK 6th 页码：P455 章节：11.7.1.2 风险登记册 · 已识别单个项目风险 · 风险责任人 · 商定的风险应对策略 · 以及具体的应对措施。 遇风险，先查册。
111、 [多选] 一个设计团队被分配开发一项新技术，让公司能够符合新的政府规定，应该用什么来收集产品设计属性？
A design team was assigned to develop a new technology. To allow the company to comply with new government regulations, what should be used to collect product design attributes?
A design team was assigned to develop a new technology. To allow the company to comply with new government regulations, what should be used to collect product design attributes?
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A ：控制图 Control chart
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B ： 需求跟踪矩阵 Requirements traceability matrix
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C ：工作分解结构（WBS） Work breakdown structure (WBS)
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D ：亲和图 Affinity diagram
正确答案：B 你的答案：D
解析：知识点出处：PMBOK 6th 页码：P149 章节：5.2.3.2 需求跟踪矩阵：应在需求跟踪矩阵中记录每个需求的相关属性，这些属性有助于明确每个需求的关键信息。 请注意题目问的是收集产品设计属性，不是收集需求，因此D不对。
112、 [多选] 项目经理刚刚接受任命去管理一个处于执行阶段中期的项目。该项目的项目人员流动率很高。项目经理首先应该做什么？
The project manager has just been assigned to manage a project in the middle of the execution phrase. The project has had a high turnover rate of project resources. What should the project manager do FIRST?
The project manager has just been assigned to manage a project in the middle of the execution phrase. The project has had a high turnover rate of project resources. What should the project manager do FIRST?
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A ： 组织一个团队建设活动，改进团队士气。 Organize a team-building event to improve team morale.
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B ：与项目发起人沟通，以获得保证项目人员的承诺。 Talk to the project sponsor to get commitment for project resources.
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C ：检查人员管理计划 Check the staffing management plan.
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D ：将最积极的团队成员调到同一间房间，增强他们作为一个团队的执行能力。 Move the most active team members to the same room to enhance their ability to perform as a team.
正确答案：A 你的答案：C
解析：知识点出处：PMBOK 6th 页码：P341 章节：9.4.2.4 团队建设：团队建设是通过举办各种活动，强化团队的社交关系，打造积极合作的工作环境。 人员流动性高，说明团队属于震荡阶段，需要持续进行建设团队活动。
113、 [多选] 项目经理正在管理一个软件开发项目的执行工作。在执行过程中，发生了一个风险应对计划中没有包括的风险。项目经理应该怎么做？
The project manager is managing the execution of a software development project. During the execution process, a risk that is not included in the risk response plan happens. What should the project manager do?
The project manager is managing the execution of a software development project. During the execution process, a risk that is not included in the risk response plan happens. What should the project manager do?
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A ：使用应急储备来解决风险的后果 To solve the risk consequence with emergency reserves
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B ：把风险的实际情况报告给管理层 To report the actual situation of the risk to the management
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C ： 召开团队会议讨论权变措施 To hold a team meeting to discuss workaround
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D ：忽略此风险，因为它未包括在风险计划中 To ignore this risk, because this risk is not included in the plan.
正确答案：C 你的答案：B
解析：知识点出处：PMBOK 6th 页码：P457 章节：11.7.3.2 变更请求：执行监督风险过程后，可能会就成本基准和进度基准，或项目管理计划的其他组件提出变更请求，应该通过实施整体变更控制过程（见 4.6 节）对变更请求进行审查和处理。 未知风险发生后的应对措施叫权变措施。
114、 [多选] 项目经理正在制定最终的项目计划，在对以往项目进行历史数据回顾的过程发现相关方对于大部分的项目最终报告是不满意的，项目经理应该如何防止这种情况再次发生？
The project manager is developing the final project plan. During the process of reviewing the historical data of previous projects, he or she found that the stakeholders were not satisfied with most of the final reports of the project. How can the project manager prevent this from happening again?
The project manager is developing the final project plan. During the process of reviewing the historical data of previous projects, he or she found that the stakeholders were not satisfied with most of the final reports of the project. How can the project manager prevent this from happening again?
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A ： 制定相关方参与计划 Develop stakeholder management plan
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B ：与相关方协助处理冲突解决 Assist stakeholders in conflict resolution
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C ：头脑风暴寻找更好的报告方法 Conduct brainstorming for better reporting methods
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D ：修改相关方参与计划 Revise stakeholder management plan
正确答案：A 你的答案：C
解析：知识点出处：PMBOK 6th 页码：P522 章节：13.2.3.1 相关方参与计划：是项目管理计划的组成部分。它确定用于促进相关方有效参与决策和执行的策略和行动。相关方参与计划可包括（但不限于）调动个人或相关方参与的特定策略或方法。 之前大部分相关方不满意是因为没制定相关方参与计划，因此本项目要制定。
115、 [多选] 在执行一个几乎落后于进度的项目时，项目经理必须试运行一台新设备。一个会被该项目影响的当地组织要求立即停止项目，因为没有向他们提供批准项目的机会。若要避免这个问题，项目经理应该事先做什么？
While executing a project that is lagging behind the schedule, the project manager must try a new device. A local organization that will be affected by the project required an immediate stop of the project because there was no opportunity for them to approve the project. To avoid this problem, what should the project manager do in advance?
While executing a project that is lagging behind the schedule, the project manager must try a new device. A local organization that will be affected by the project required an immediate stop of the project because there was no opportunity for them to approve the project. To avoid this problem, what should the project manager do in advance?
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A ：使用冲突管理技术 Use conflict management technology
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B ：获得所有相关方签署和批准项目章程 Get all stakeholders to sign and approve the project charter
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C ：使用谈判和影响技巧和技能 Use negotiation and influence skills
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D ： 实施相关方参与计划 Implement stakeholder engagement plan
正确答案：D 你的答案：B
解析：知识点出处：PMBOK 6th 页码：P522 章节：13.2.3.1 相关方参与计划：是项目管理计划的组成部分。它确定用于促进相关方有效参与决策和执行的策略和行动。相关方参与计划可包括（但不限于）调动个人或相关方参与的特定策略或方法。 相关方的参与策略在相关方参与计划里，问事先做什么，找计划。
116、 [多选] 项目经理完成三个月的工作，成本偏差为$-3,000美元，挣值分析显示下列哪一项？
A Project manager completes three months of work with a cost variance of $-3,000. Which of the following does the earned value analysis show?
A Project manager completes three months of work with a cost variance of $-3,000. Which of the following does the earned value analysis show?
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A ：有利；项目的执行效率比计划高 Favorable; the project is performing more efficiently than planned
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B ： 不利；项目的执行效率比计划低 Unfavorable; the project is performing less efficiently than planned
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C ：有利；项目提前于进度 Favorable; the project is ahead of schedule
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D ：不利；项目落后于进度 Unfavorable; the project is behind of schedule
正确答案：B 你的答案：D
解析：知识点出处：PMBOK 6th 页码：P263 章节：7.4.2.2 挣值分析： 成本绩效指数（CPI）是测量预算资源的成本效率的一种指标，表示为挣值。 与实际成本之比。它是最关键的 EVA 指标，用来测量已完成工作的成本效率。当 CPI 小于 1.0时，说明已完成工作的成本超支；当 CPI 大于 1.0 时，则说明到目前为止成本有结余。 这里为执行效率低导致的成本超支。
117、 [多选] 产品已经试验性地推出市场。但客户报告存在一些问题。用于纠正这些问题的成本应归为下列哪一类成本？
A product is test launched. The customer reports a few issues. The cost of correcting these issues is classified as which of the following?
A product is test launched. The customer reports a few issues. The cost of correcting these issues is classified as which of the following?
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A ：预防成本 Prevention
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B ：修复成本 Repair
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C ：内部损失成本 International （Internal） failure
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D ： 外部损失成本 External failure
正确答案：D 你的答案：B
解析：知识点出处：PMBOK 6th 页码：P282 章节：8.1.2.3 质量成本 · 预防成本 · 评估成本 · 内部失败成本 · 外部失败成本 客户发现的，为外部失败成本
118、 [多选] 你正在管理一个项目团队，该团队最新新增来自另一个国家的成员。他们的角色已经被概述为初步的团队章程。然而，你已经注意到团队中相当缺乏对文化差异的接受，这导致了频繁的冲突。 以下哪一种技巧可以在这种情况下帮助你?(选择三个）
You are managing a project team that has recently been expanded by new team members working remotely from another country. Their roles have been outlined to form a preliminary team charter. Nevertheless, you have noticed a considerable lack of acceptance of cultural differences in the team, resulting in frequent conflicts. Which of the following techniques could help you in this situation? (Choose three)
You are managing a project team that has recently been expanded by new team members working remotely from another country. Their roles have been outlined to form a preliminary team charter. Nevertheless, you have noticed a considerable lack of acceptance of cultural differences in the team, resulting in frequent conflicts. Which of the following techniques could help you in this situation? (Choose three)
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A ： 焦点小组 Focus groups
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B ：角色定义 Role definition
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C ： 基本规则 Ground rules
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D ：能力测试 Ability tests
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E ： 会议 Meetings
正确答案：A,C,E 你的答案：A,B,C
解析：知识点出处：PMBOK 6th 页码：P336 章节：9.4 建设团队：建设团队是提高工作能力，促进团队成员互动，改善团队整体氛围，以提高项目绩效的 过程。 本过程的主要作用是，改进团队协作、增强人际关系技能、激励员工、减少摩擦以及提升整体项目绩效。 B和D非PMBOK中的正式工具。
119、 [多选] 一个项目涉及位于全球各地的团队成员，产生了许多不同意见，新项目经理通过成功协助团队协作和问题解决提高生产力。项目经理使用的是什么工具或技术？
A project involves team members from all over the world and has generated many different opinions. The new project manager increases productivity by successfully assisting teamwork and problem solving. What tool or technology should the project manager use?
A project involves team members from all over the world and has generated many different opinions. The new project manager increases productivity by successfully assisting teamwork and problem solving. What tool or technology should the project manager use?
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A ： 冲突管理 Conflict management
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B ：沟通模型 Communication model
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C ：整体决策技术 Overall decision-making techniques
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D ：虚拟团队 Virtual team
正确答案：A 你的答案：D
解析：知识点出处：PMBOK 6th 页码：P349 章节：9.5.2.1 合作/解决问题: 综合考虑不同的观点和意见，采用合作的态度和开放式对话引导各方达成共识和承诺，这种方法可以带来双赢局面。
120、 [多选] 意料之外的技术问题需要添加三个新的项目资源。现有团队表现良好，但由于没有跟团队新资源分享关键信息，导致落后于进度。项目经理应该怎么做？
Unexpected technical problems require the addition of three new project resources. The existing project team was performing well, but now falls behind schedule since critical information not being shared by the new resources. What should the project manager do?
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A ：指示所有团队成员查看沟通管理计划。 Direct all team members to refer to the communications management plan.
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B ：与新资源开会，说明基本规则并要求妥协。 Meet with the new resources to explain the ground rules, and request a compromise.
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C ：要求职能经理指示新团队成员遵循相关方管理计划。 Ask the functional managers to instruct the new team members to follow the stakeholder management plan.
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D ： 开展团队建设活动，鼓励人际关系纽带 Conduct team building activities to encourage interpersonal bonds.
正确答案：D 你的答案：B
解析：知识点出处：PMBOK 6th 页码：P341 章节：9.4.2.4 团队建设：团队建设是通过举办各种活动，强化团队的社交关系，打造积极合作的工作环境。 不与新团队成员分享信息，说明工作关系还没到位。
121、 [多选] 下列哪一种图表示用来说明需要完成的工作与团队资源之间的关系?
What diagram is used to illustrate the connections between work to be completed and team resources?
What diagram is used to illustrate the connections between work to be completed and team resources?
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A ：资源直方图 Resource histogram
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B ：组织图 Organizational chart
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C ：控制图 Control chart
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D ： RACI图 RACI chart
正确答案：D 你的答案：C
解析：知识点出处：PMBOK 6th 页码：P317 章节：9.1.2.2 责任分配矩阵：责任分配矩阵展示项目资源在各个工作包中的任务分配.矩阵图能反映与每个人相关的所有活动，以及与每项活动相关的所有人员，它也可确保任何一项任务都只有一个人负责，从而避免职权不清。 角色（人）跟职责（活）之间的关系，找责任分配矩阵。
122、 [多选] 由于三天前出现的问题没有得到解决，所以冲刺中计划好的任务未能完成。项目经理希望在未来防止这种情况的发生。项目经理应该做什么？
A planned task in a sprint does not get completed due to an issue that appeared three days ago but did not get resolved. The Project Manager wants to prevent this type of situation in the future. What should the Project Manager do?
A planned task in a sprint does not get completed due to an issue that appeared three days ago but did not get resolved. The Project Manager wants to prevent this type of situation in the future. What should the Project Manager do?
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A ： 在回顾期间检查问题 During the retrospective, examine the issue
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B ：在演示中解决这个问题 In the demo, address the issue
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C ：在下一次迭代规划会议期间讨论这个问题 During the next iteration planning meeting, discuss the issue
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D ：在接下来的每日站会上，审查该问题 In the next daily standup meeting, review the issue
正确答案：A 你的答案：C
解析：知识点出处：敏捷实践指南 页码：P50 章节：5.2.1 回顾总结会：回顾是最重要的一个实践，原因是它能让团队学习、改进和调整其过程。 回顾总结会的主要目的是总结经验教训。
123、 [多选] 在六次迭代之后，项目范围和进度发生了重大变化。其原因在于客户的定期审查的技术法规和安全政策。项目经理希望为下一次迭代提出一种新的方法以避免可能的延迟。项目经理首先应该做什么？
After six iterations, significant variations have occurred to project scope and schedule. These are due to the customer's technology regulations and security policies, which are regularly reviewed. The project manager wants to suggest a new approach to the next iteration to avoid possible delays. What should the project manager do first?
After six iterations, significant variations have occurred to project scope and schedule. These are due to the customer's technology regulations and security policies, which are regularly reviewed. The project manager wants to suggest a new approach to the next iteration to avoid possible delays. What should the project manager do first?
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A ： 对每个改进项目的重要性进行排序，然后实施上次回顾中确定的行动。 Rank the importance of each improvement item, then implement actions identified during the last retrospective.
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B ：进行成本效益分析，以帮助预测下一阶段通过使用新技术可能实现的利润。 Engage in a cost-benefit analysis that can help predict the profits that could be realized through the use of new technology for the next phase.
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C ：研究在类似项目中取得成功的新技术趋势和管理工具。 Research new technology trends and management tools that have been successful on similar projects.
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D ：使用待办事项列表的细化会议，并将客户的变更请求包括在讨论中。 Use a backlog refinement meeting and include the customer's change requests in the discussion.
正确答案：A 你的答案：C
解析：知识点出处：敏捷实践指南 页码：P51 章节：5.2.1 回顾 来自团队的一位促进者引导团队通过一个活动对所有改进事项的重要性进行排序。完成对改进事项的排序后，团队为下一次迭代选择合适的数量。
124、 [多选] 某天晚上下班的时候，由于司机休假，你们公司的 CEO 不得不自己开车。但是他怎么也找不到出楼的路，加上他本来已经比较疲惫了，所以他感到非常恼火。第二天就找人要改善本楼的出入系统，以方便大家进出。而你正是这个出入系统的项目经理，你决定用流程图来做什么事情？
After a long and frustrating day, your company CEO found himself circling the attendant’s booth at the adjacent parking garage in a futile attempt to find his way out of the building (his limousine driver had taken the day off). He approached the building manager the next day and said he would have his staff design an improved system for vehicle egress and ingress. You are the project manager for this project. What did you decide to do with the flowchart?
After a long and frustrating day, your company CEO found himself circling the attendant’s booth at the adjacent parking garage in a futile attempt to find his way out of the building (his limousine driver had taken the day off). He approached the building manager the next day and said he would have his staff design an improved system for vehicle egress and ingress. You are the project manager for this project. What did you decide to do with the flowchart?
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A ： 帮助分析问题是如何出现的 Help analyze how problems occur
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B ：表明任务之间的依赖关系 Show dependencies between tasks
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C ：说明一个流程的结果 Show the results of a process
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D ：预测未来成果 Forecast future outcomes
正确答案：A 你的答案：B
解析：知识点出处：PMBOK 6th 页码：P293 章节：8.2.2.4 流程图 见 8.1.2.5 节。流程图展示了引发缺陷的一系列步骤。
125、 [多选] 一个组织建立了一个控制型项目管理办公室 （PMO）。PMO 的首要任务是更新组织中的项目合规性准则。PMO 可以强制执行以下哪一项？（选择三个）
An organization has established a controlling project management office (PMO). The first task of the PMO is to update the guidelines for project compliance in the organization. Which of the following could the PMO enforce? (Choose three)
An organization has established a controlling project management office (PMO). The first task of the PMO is to update the guidelines for project compliance in the organization. Which of the following could the PMO enforce? (Choose three)
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A ： 特定项目管理方法的使用 Use of particular project management methodologies
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B ： 采用特定的模板、表单和工具 Adoption of specific templates, forms, and tools
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C ：遵守当地卫生法规 Adherence to local health regulations
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D ： 与治理框架保持一致 Conformance to governance frameworks
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E ：项目管理办公室指派的项目经理 Assignment of project managers by the PMO
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F ：发放管理储备 Release of management reserves
正确答案：A,B,D 你的答案：A,B,C
解析：知识点出处：PMBOK 6th 页码：P48 章节：2.4.4.3 项目管理办公室：控制型PMO不仅提供支持，而且通过各种手段要求项目服从 · 采用项目管理框架或方法论 · 使用特定的模板、格式、工具 · 服从治理
126、 [多选] 在一次会议上，产品负责人重申了产品愿景，描述了目标用户组，业务目标，以及敏捷项目即将发布的主要功能。随后，为了直观地描述这些功能，产品负责人创建了产品路线图。以下哪项最能描述会议目的？
During a meeting, the product owner restated the product vision, described the target user groups, the business goals, and main features to be delivered by the agile project in its upcoming releases. Then, to visually depict these features, the product owner created the product roadmap. Which of the following best describes the purpose of the meeting?
During a meeting, the product owner restated the product vision, described the target user groups, the business goals, and main features to be delivered by the agile project in its upcoming releases. Then, to visually depict these features, the product owner created the product roadmap. Which of the following best describes the purpose of the meeting?
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A ： 在项目相关方之间建立共享的项目愿景 Establish a shared project vision among the project stakeholders
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B ：为每个即将发布的版本创建产品待办事项列表 Create the product backlog for each one of the upcoming releases
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C ：在项目相关方之间建立共享发布愿景 Establish a shared release vision among the project stakeholders
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D ：确定项目范围、进度、成本、质量和资源 Determine the project scope, schedule, cost, quality, and resources
正确答案：A 你的答案：C
解析：知识点出处：敏捷实践指南 页码：P49 章节：5.1 敏捷项目章程 · 我们为什么要做这个项目？这是项目愿景。 · 谁会从中受益？如何受益？这可能是项目愿景和/或项目目标的一部分。 · 对此项目而言，达到哪些条件才意味着项目完成？这些是项目的发布标准。 · 我们将怎样合作？这说明预期的工作流。 这题注意项目愿景的作用
127、 [多选] 一名新的项目经理被任命管理一个项目，而该项目已经在进行中。由于涉及到的资源非常多，新的项目经理弄不清楚每个人的职责范围。新的项目经理可以参阅什么文件来解除他的困惑？
A new project manager is assigned to a project that is already in progress. Because there are so many resources involved, the new project manager is confused about who does what. What document can the new project manager consult to clear their confusion?
A new project manager is assigned to a project that is already in progress. Because there are so many resources involved, the new project manager is confused about who does what. What document can the new project manager consult to clear their confusion?
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A ：项目组织图 Project organization chart
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B ：组织分解结构 Organization breakdown structure
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C ： 责任分配矩阵 Responsibility assignment matrix
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D ：资源分解结构 Resource breakdown structure
正确答案：C 你的答案：D
解析：知识点出处：PMBOK 6th 页码：P317 章节：9.1.2.2 责任分配矩阵：责任分配矩阵展示项目资源在各个工作包中的任务分配。矩阵图能反映与每个人相关的所有活动，以及与每项活动相关的所有人员，它也可确保任何一项任务都只有一个人负责，从而避免职权不清。 角色（人）跟职责（活）之间的关系，找责任分配矩阵。
128、 [多选] 项目发起人批准项目里程碑进度计划并任命一名项目经理。评审进度计划之后，项目经理得出日期不现实的结论。项目经理下一步应该怎么做？
A project sponsor approves the project milestone schedule and assigns a project manager. After reviewing the schedule, the project manager concludes that the dates are unrealistic. What should the project manager do next?
A project sponsor approves the project milestone schedule and assigns a project manager. After reviewing the schedule, the project manager concludes that the dates are unrealistic. What should the project manager do next?
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A ：创建一份因果图。 Create a cause-and-effect diagram.
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B ：产生进度计划网络图。 Produce a schedule network diagram.
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C ：对批准的进度计划赶工。 Crash the approved schedule.
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D ： 执行进度网络分析。 Perform a schedule network analysis.
正确答案：D 你的答案：B
解析：知识点出处：PMBOK 6th 页码：P209 章节：6.5.2.1 进度网络分析：是创建项目进度模型的一种综合技术，它采用了其他几种技术，例如关键路径法、资源优化技术和建模技术。进度网络分析是一个反复进行的过程，一直持续到创建出可行的进度模型。
129、 [多选] 一位来自传统项目管理组织的项目经理被分配到正在进行的项目中。最近，该组织开始在其项目中使用敏捷方法。项目经理听说有些团队成员感觉缺少关键主题的专业知识，并且团队内部协作不足。项目经理应该如何回应这些团队成员的担忧？
A Project Manager from a traditional project management organization is assigned to an ongoing project. Recently, the organization has started to use agile methodologies in its projects. The Project Manager hears that some team members feel like key subject matter expertise is missing and there is insufficient collaboration within the team. How should the Project Manager respond to these team members' concerns?
A Project Manager from a traditional project management organization is assigned to an ongoing project. Recently, the organization has started to use agile methodologies in its projects. The Project Manager hears that some team members feel like key subject matter expertise is missing and there is insufficient collaboration within the team. How should the Project Manager respond to these team members' concerns?
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A ：聘请第三方专家来填补知识空白 Employ third-party specialists to fill the knowledge gap
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B ：通过请求向发起人添加额外资源 Add additional resources via a request to the sponsor
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C ： 添加跨职能的内部资源 Add cross-functional internal resources
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D ：在可能的情况下，修改甘特图到看板面板 Where possible, modify Gantt charts to Kanban boards
正确答案：C 你的答案：A
解析：知识点出处：敏捷实践指南 页码：P42 章节：4.3.3 通才型专家：敏捷团队是跨职能的，但其人员往往不会一开始就做到这样。不过，许多成功的敏捷团队都由通才型专家组成，他们也称为 T 型人才。 这意味着这些团队成员在具备一项擅长的专业化技能的同时，还拥有多种技能的工作经验，而不是单一的专业化。 T型、通才型、跨职能型人才是敏捷团队成员的重要特点。
130、 [多选] 在项目启动大会后，一位部门经理认为他们的需求没有得到解决，现在拒绝参与项目，在这次会议之前，项目经理应该准备什么？
After the project initiation conference, a department manager thought that their needs had not been solved. Now they refuse to participate in the project. What should the project manager prepare before this meeting?
After the project initiation conference, a department manager thought that their needs had not been solved. Now they refuse to participate in the project. What should the project manager prepare before this meeting?
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A ：需求跟踪矩阵 Requirements traceability matrix
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B ： 相关方分析 Stakeholder analysis
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C ：风险分析 Risk analysis
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D ：沟通需求分析 Communication requirements analysis
正确答案：B 你的答案：A
解析：知识点出处：PMBOK 6th 页码：P512 章节：13.1.2.3 相关方分析：相关方分析会产生相关方清单和关于相关方的各种信息，例如，在组织内的位置、在项目中的角色、与项目的利害关系、期望、态度（对项目的支持程度），以及对项目信息的兴趣。 注意相关方的核心思想就是管理相关方的抵制与支持。 A可能未收集需求。
131、 [多选] 政府法律的变更会对现有项目产生潜在影响。项目风险减轻计划用于解决潜在影响以及要求的行动。在政府法律变更发生之后，执行了必要措施，但是导致了新的风险。这属于哪种风险类型？
Changes in government laws can have a potential impact on existing projects. Project riskmitigation plans are used to address potential impacts and actions required. After the change ofgovernment law, the necessary measures were implemented, but the new risks were caused. What type of risk does this belong to?
Changes in government laws can have a potential impact on existing projects. Project riskmitigation plans are used to address potential impacts and actions required. After the change ofgovernment law, the necessary measures were implemented, but the new risks were caused. What type of risk does this belong to?
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A ：触发风险 Trigger risk
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B ：残余风险 Residual risk
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C ： 次生风险 Secondary risk
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D ：减轻风险 Mitigate risk
正确答案：C 你的答案：A
解析：知识点出处：PMBOK 6th 页码：P439 章节：11.5 次生风险是实施风险应对措施而直接导致的风险
132、 [多选] 一个开发团队正在为他们的敏捷项目进行计划中的一次冲刺。一位相关方找到scrum master，想知道为什么在上一次冲刺中删除某一功能、在下次冲刺中交付什么功能计划、以及钱是如何花在项目上的。在这种情况下，scrum master最好采取什么行动方案？
A development team is working through one of the sprints planned for their agile project. A stakeholder approaches the scrum master wondering why a certain feature was removed from the last sprint, what features are planned to be delivered in the next sprint, and how the money is being spent on the project. What is the best course of action for the scrum master to take in this situation?
A development team is working through one of the sprints planned for their agile project. A stakeholder approaches the scrum master wondering why a certain feature was removed from the last sprint, what features are planned to be delivered in the next sprint, and how the money is being spent on the project. What is the best course of action for the scrum master to take in this situation?
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A ：建议相关方查阅项目燃尽图 Advise the stakeholder to consult the project burndown charts
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B ：将相关方推荐给团队成员以获取信息 Refer the stakeholder to the team members to get the information
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C ： 建议相关方与产品负责人交谈 Recommend that the stakeholder talk to the product owner
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D ：在每日站会上提供所要求的信息 Provide the requested information at the daily standup meeting
正确答案：C 你的答案：A
解析：知识点出处：敏捷实践指南 页码：41 章节：4.3.2 产品负责人Product Owner： · 创建待办列表并排序 · 确认工作优先顺序 · 提供反馈 · 指导开发方向 所有的待办列表优先级的划分，都由PO来决定。
133、 [多选] 项目发起人希望减少质量保证时间来缩短进度，项目经理应该怎么做？
The project sponsor wants to reduce the quality assurance time to shorten the schedule. What should the project manager do?
The project sponsor wants to reduce the quality assurance time to shorten the schedule. What should the project manager do?
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A ：减少质量保证时间 Reduce quality assurance time
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B ： 执行质量成本（CoQ）分析 Execute Cost of Quality (CoQ) analysis
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C ：告诉发起人项目管理计划中关于质量保证（QA）的部分 Tell the sponsor about the quality assurance (QA) part in the project management plan
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D ：与质量保证团队一起进行时间估算 Estimate time with the quality assurance team
正确答案：B 你的答案：C
解析：知识点出处：PMBOK 6th 页码：P282 章节：8.1.2.3 质量成本: · 预防成本。预防特定项目的产品、可交付成果或服务质量低劣所带来的相关成本。 · 评估成本。评估、测量、审计和测试特定项目的产品、可交付成果或服务所带来的相关成本。 · 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。 减少质量保证时间，需要进行质量成本分析。
134、 [多选] 在项目执行过程中,你被任命为项目经理。项目各项指标都在基线的允许范围内,如果客户对项目绩效不满意,你首先应该做什么?
You are assigned project manager in executing project; the project is in control on baseline, if customers are not satisfied with the performance, then what you should do firstly?
You are assigned project manager in executing project; the project is in control on baseline, if customers are not satisfied with the performance, then what you should do firstly?
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A ：与项目团队一起讨论 Discussing with project team
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B ：重新计算基线 Baseline revised
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C ：重新商谈合同 Contract Renegotiation
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D ： 与客户见面 Meeting with customers
正确答案：D 你的答案：A
解析：知识点出处：PMBOK 6th 页码：P534 章节：13.4.2.5 通过积极倾听，减少理解错误和沟通错误。 执行中被任命，绩效正常但是相关方不满意，说明相关方需求可能有差异，最有效的是当面了解需求。
135、 [多选] 由设计师、程序员和测试人员组成的项目团队使用看板面板来管理他们的工作流程。在监督项目进度计划时，项目经理审查看板，并注意到由WIP限制引起的测试栏瓶颈。结果，一些程序员被闲置，团队的速度变慢，并且进度基准处于危险之中。对项目经理来说，最好的行动方案是什么？
A project team comprised of designers, programmers, and testers uses a Kanban board to manage their workflow. While monitoring the project schedule, the project manager reviews the board and notices a bottleneck at the testing column caused by the WIP limit. As a result, some of the programmers are idled, the team's velocity is slowed, and the schedule baseline is at risk. What is the best course of action for the project manager?
A project team comprised of designers, programmers, and testers uses a Kanban board to manage their workflow. While monitoring the project schedule, the project manager reviews the board and notices a bottleneck at the testing column caused by the WIP limit. As a result, some of the programmers are idled, the team's velocity is slowed, and the schedule baseline is at risk. What is the best course of action for the project manager?
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A ：从看板面板删除所有WIP限制 Remove all of the WIP limits from the Kanban board
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B ： 询问是否有空闲程序员可以帮忙测试 Ask if any of the idled programmers can help with testing
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C ：降低看板面板上的测试WIP限额 Lower the testing column WIP limit on the Kanban board
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D ：提交变更请求以更新进度基准 Submit a change request to update the schedule baseline
正确答案：B 你的答案：C
解析：知识点出处：敏捷实践指南 页码：P103 章节：A3.4 看板方法:通过限制在制品将可以提高工作效率和质量。 使用通才型专家，协助打破测试瓶颈。
136、 [多选] 在迭代的中途，敏捷团队遇到了一个小的技术问题。其中一位团队成员回忆说，敏捷教练从她过去作为高级开发人员的经验来看，是这个领域的专家。团队要求教练帮助解决这个问题。敏捷教练首先应该做什么？
Midway into an iteration, an agile team faces a minor technical issue. One of the team members recalls that the agile coach is an expert in the field from her past experience as a senior developer. The team requests that the coach help resolve the issue. What should the agile coach do first?
Midway into an iteration, an agile team faces a minor technical issue. One of the team members recalls that the agile coach is an expert in the field from her past experience as a senior developer. The team requests that the coach help resolve the issue. What should the agile coach do first?
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A ： 让团队解决问题 Let the team resolve the issue
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B ：帮助团队解决问题 Help the team resolve the issue
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C ：为团队解决问题 Resolve the issue for the team
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D ：咨询产品负责人 Consult with the product owner
正确答案：A 你的答案：D
解析：知识点出处：敏捷实践指南 页码：P35 章节：4.2.1.1 仆人式领导的促进作用:促进者将帮助每个人各尽所能地思考和工作。促进者鼓励团队参与、理解，并对团队输出共同承担责任。促进者帮助团队创建可接受的解决方案。 问题比较小，让团队自己解决，可以促进他们的技术能力和协作能力。
137、 [多选] 在项目执行过程中，一位相关方要求一名团队成员执行与项目无关的紧急任务，团队成员执行了该请求，导致其项目相关活动延后，项目经理在一次状态报告会上得知这一情况，项目经理应该怎么做？
In the execution of the project, a stakeholder required a team member to perform emergency tasks that were unrelated to the project. The team member executed the request, resulting in delays in project-related activities. The project manager learned this at a status report meeting. What should the project manager do?
In the execution of the project, a stakeholder required a team member to perform emergency tasks that were unrelated to the project. The team member executed the request, resulting in delays in project-related activities. The project manager learned this at a status report meeting. What should the project manager do?
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A ：要求该团队成员加班去弥补损失的时间 Ask the team member to work overtime to make up for the loss
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B ：通知相关方预期交付期限无法满足 Notify the stakeholder that the expected delivery deadline cannot be met
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C ：强调遵循沟通管理计划的重要性 Emphasize the importance of following the communication management plan
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D ： 建议重新规划项目活动 Recommend to re-plan project activities
正确答案：D 你的答案：C
解析：知识点出处：PMBOK 6th 页码：P229 章节：6.6.3.3 变更请求:通过分析进度偏差，审查进展报告、绩效测量结果和项目范围或进度调整情况，可能会对进度基准、范围基准和/或项目管理计划的其他组成部分提出变更请求。应该通过实施整体变更控制过程（见 4.6 节）对变更请求进行审查和处理。预防措施可包括推荐的变更，以消除或降低不利进度偏差的发生概率。 进度已经延迟，需要提出变更请求，重新规划活动
138、 [多选] 已经批准了项目章程，并且项目经理已经完成了识别相关方过程。在项目计划开始之前，项目经理应该做什么？
A project charter has been approved, and the project manager has just completed the Identify Stakeholders process. Before project planning begins, what should the project manager do?
A project charter has been approved, and the project manager has just completed the Identify Stakeholders process. Before project planning begins, what should the project manager do?
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A ：进行相关方分析 Conduct stakeholder analysis
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B ：召开项目启动会议 Hold a project kick-off meeting
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C ： 向主要相关方通知已批准项目章程 Inform the key stakeholders of the approved project charter
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D ：执行规划相关方参与过程 Perform the Plan Stakeholder Engagement process
正确答案：C 你的答案：B
解析：知识点出处：PMBOK 6th 页码：P80 章节：4.1.2.4 会议:在本过程中，与关键相关方举行会议的目的是识别项目目标、成功标准、主要可交付成果、高层级需求、总体里程碑和其他概述信息。 排除法：A、相关分析已经完成 B、在规划后开工会议 D、规划的第一步不是这个过程
139、 [多选] 项目经理注意到，尽管项目管理计划有关于如何与供应商共享项目信息的具体指示，但有些供应商并没有收到项目沟通。造成这个问题的最可能的原因是什么？
It comes to the attention of the project manager that some of the vendors do not receive project communications, although the project management plan has specific instructions as to how project information should be shared with vendors. What might be the most likely reason that has caused this issue?
It comes to the attention of the project manager that some of the vendors do not receive project communications, although the project management plan has specific instructions as to how project information should be shared with vendors. What might be the most likely reason that has caused this issue?
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A ：忽略将供应商包括在项目沟通登记册中 Neglecting to include vendors in the project communications register
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B ：没有问题；供应商不应接收项目沟通 There is no issue; vendors are not supposed to receive project communications
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C ：忘记执行制定项目管理计划过程 Forgetting to perform the Develop Project Management Plan process
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D ： 未能在识别相关方过程中审查协议 Failing to review the agreements as part of the Identify Stakeholders process
正确答案：D 你的答案：A
解析：知识点出处：PMBOK 6th 页码：P510 章节：13.1.1.5 协议:协议的各方都是项目相关方，还可涉及其他相关方。 A错误在于没有“沟通登记册”这个概念。
140、 [多选] 在一个高层管理会议上，定义了组织战略目标。其中一个目标是通过进入本地区内的一个细分市场提高 8%的销售组合。一名项目经理被任命管理这个项目。项目经理下一步应该怎么做？
At a senior management meeting, strategic organizational goals are defined. One of the goals is to increase the 8% sales mix by entering a market segment in the local area. A project manager was appointed to manage the project. What should the project manager do next?
At a senior management meeting, strategic organizational goals are defined. One of the goals is to increase the 8% sales mix by entering a market segment in the local area. A project manager was appointed to manage the project. What should the project manager do next?
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A ： 执行成本效益分析。 Implementation cost-benefit analysis
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B ：召开焦点小组会议收集市场调研。 Hold focus group meeting to collect market research
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C ：执行相关方分析。 Perform related party analysis
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D ：查阅组织过程资产。 Review organization process assets
正确答案：A 你的答案：B
解析：知识点出处：PMBOK 6th 页码：P77 章节：4.1.1.1 商业论证:经批准的商业论证或类似文件是最常用于制定项目章程的商业文件。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。 商业论证包括： 商业需求 成本效益分析
141、 [多选] 一客户给你一复杂项目的采购工作说明书，该项目为期 8 个月，未知的东西不多。客户只要你将它完成，并只希望在 8 月末你交付完成项目的时候见你。在这种情况下，下列哪种做法最好？
A customer has given you a contract statement of work for a complex, eight month project that has a few unknowns. The customer has asked you to just get it done and onlywants to see you at the end of eight months when you deliver the finished project. Under these circumstances, which of the following is the BEST thing to do?
A customer has given you a contract statement of work for a complex, eight month project that has a few unknowns. The customer has asked you to just get it done and onlywants to see you at the end of eight months when you deliver the finished project. Under these circumstances, which of the following is the BEST thing to do?
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A ： 按要求完成项目，但是一直与客户时不时地确认其范围 Complete the project as requested, but validate its scope with the customer occasionally throughout.
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B ：在 8 个月内完成项目，期间不联系客户 Complete the project within eight months without contacting the customer during this time.
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C ：让管理层时不时地和客户联系 Ask management to check in with the customer occasionally.
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D ：完成项目，但是记录下客户不想联系 Complete the project, but document that the customer did not want contact. Procurement Management Answers
正确答案：A 你的答案：D
解析：知识点出处：PMBOK 6th 页码：P164 章节：5.5 确认范围：由客户或发起人审查从控制质量过程输出的核实的可交付成果，确认这些可交付成果已经圆满完成并通过正式验收。本过程对可交付成果的确认和最终验收，需要依据：从项目范围管理知识领域的各规划过程获得的输出（如需求文件或范围基准），以及从其他知识领域的各执行过程获得的工作绩效数据。 确认范围是对可交付成果的实质性验收，此过程非常重要且不能省略。
142、 [多选] 如果任务B有12天的自由时差，而且有24天的总时差。假设其最早开始日期被推迟26天，那么项目的完工日期将会受到什么影响？
If the Free Float of task B. is 12 days and the Total Float is 24days.Suppose that the very beginning date is postponed for 26 days, what effects would be made for the program's completed date?
If the Free Float of task B. is 12 days and the Total Float is 24days.Suppose that the very beginning date is postponed for 26 days, what effects would be made for the program's completed date?
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A ：该任务将不再位于关键路径上 this task would not be located superior to the critical path
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B ：紧后活动的开始日期将被延后14天 the beginning date of the immediately following schedule activities would be postponed 14 days
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C ： 项目的完工日期将会延后2天 the completed date of the program would be postponed 2 days
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D ：B和C B&C
正确答案：C 你的答案：D
解析：知识点出处：PMBOK 6th 页码：P210 章节：6.5.2.2 关键路径法：关键路径法用于在进度模型中估算项目最短工期，确定逻辑网络路径的进度灵活性大小。 题目问题是对完工日期的影响。且B的话，应该是紧后活动的最早开始日期。
143、 [多选] 你领导的项目应该升级你们公司在台式电脑和移动设备上开发的应用程序。上周，一家主要电子产品供应商出人意料地发布了一款新的移动设备。你意识到，只需稍加修改，你的应用程序就可以在新设备上运行得更快、更安全。对于这个机会，你接下来应该做什么？
The project you are leading is supposed to upgrade the application developed by your company on desktop computers and mobile devices. Last week, a major supplier of electronics unexpectedly released a new mobile device. You realize that your application, with a little bit of modification, can run much faster and more securely on the new device. What should you do next in regards to this opportunity?
The project you are leading is supposed to upgrade the application developed by your company on desktop computers and mobile devices. Last week, a major supplier of electronics unexpectedly released a new mobile device. You realize that your application, with a little bit of modification, can run much faster and more securely on the new device. What should you do next in regards to this opportunity?
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A ：创建成本预测并将其传达给相关方 Create a cost forecast and communicate it to stakeholders
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B ： 提交变更请求以修改应用程序 Submit a change request to modify the application
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C ：考虑到意外工作，更新项目资金要求 Update project funding requirements in consideration for the unexpected work
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D ：对适当的储备金金额进行偏差分析 Conduct variance analysis for an appropriate reserve amount
正确答案：B 你的答案：A
解析：知识点出处：PMBOK 6th 页码：P444 章节：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。 发现了一个机会，通过变更开拓这个机会。
144、 [多选] 一位scrum master正在领导一个敏捷项目，在该项目中，开发团队在过去的三次迭代中都未能实现冲刺的目标。在冲刺回顾中，团队决定实现几个变更来提高速度。scrum master如何验证绩效改进？
A scrum master is leading an agile project in which the development team has failed to achieve the sprint goal for the past three iterations. During the sprint retrospective, the team decides to implement several changes to improve velocity. How might the scrum master verify any performance improvement?
A scrum master is leading an agile project in which the development team has failed to achieve the sprint goal for the past three iterations. During the sprint retrospective, the team decides to implement several changes to improve velocity. How might the scrum master verify any performance improvement?
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A ：计算项目CPI Calculate the project's CPI
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B ：创建燃尽图 Create a burndown chart
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C ： 审查燃起图 Review the burnup chart
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D ：研究甘特图 Study the Gantt chart
正确答案：C 你的答案：B
解析：知识点出处：敏捷实践指南 页码：P50 章节：5.2.1 回顾总结会：回顾是最重要的一个实践，原因是它能让团队学习、改进和调整其过程。 通过审查之前的绩效来进行绩效改进。B错在应该审查而非创建
145、 [多选] 项目经理负责安装和调试一个新的生产设施。一条新的生产线已完成调试，且正在进行试生产。若要确保生产线的运行符合技术规范，项目经理应使用什么工具或技术？
A project manager is responsible for installing and commissioning a new production facility. A new line is ready to commission, and a trial production is underway.What tool or technique should the project manager use to ensure that the production line is working according to specifications?
A project manager is responsible for installing and commissioning a new production facility. A new line is ready to commission, and a trial production is underway.What tool or technique should the project manager use to ensure that the production line is working according to specifications?
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A ：标杆对照 Benchmarking
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B ： 控制图 Control chart
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C ：检查 Inspection
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D ：流程图 Flowchart
正确答案：B 你的答案：C
解析：知识点出处：PMBOK 6th 页码：P304 章节：8.3.2.5 控制图：控制图用于确定一个过程是否稳定，或者是否具有可预测的绩效。 控制图可用于监测各种类型的输出变量。虽然控制图最常用来跟踪批量生产中的重复性活动，但也可用来监测成本与进度偏差、产量、范围变更频率或其他管理工作成果，以便帮助确定项目管理过程是否受控。 生产线的运行是一个过程，运用控制图监控整个过程。
146、 [多选] 一项目经理刚刚为一 387,000 美元的工程项目编制完风险应对计划。他下一步很可能怎么做？
A project manager has just finished the risk response plan for a U.S. $387,000 engineering project. Which of the following should he probably do NEXT?
A project manager has just finished the risk response plan for a U.S. $387,000 engineering project. Which of the following should he probably do NEXT?
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A ：确定项目总体的风险级别 Determine the overall risk rating of the project.
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B ：开始分析项目图纸上出现的问题 Begin to analyze the risks that show up in the project drawings.
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C ： 在项目的工作分解结构中增加工作包 Add work packages to the project work breakdown structure.
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D ：重估项目风险 Hold a project risk reassessment.
正确答案：C 你的答案：B
解析：知识点出处：PMBOK 6th 页码：P447 章节：11.5.3.2 项目管理计划更新：范围基准。见5.4.3.1节。如果商定的风险应对策略导致了范围变更，且这种变更已经获得批准，那么就要对范围基准做出相应的变更。 所采用的应对措施要更新到范围基准里面去。
147、 [多选] 一个合并跨国公司计费系统项目即将开始，项目经理识别到有三位经理对这项变化感到不舒服，项目经理下一步应该怎么做？
The billing system project of a consolidated multinational corporation will soon begin. The project manager identified that three managers were uncomfortable with this change. What should the project manager do next?
The billing system project of a consolidated multinational corporation will soon begin. The project manager identified that three managers were uncomfortable with this change. What should the project manager do next?
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A ：将他们关注的问题升级上报给项目发起人 Report their concerns to the project sponsor
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B ：定期开始项目变更请求以满足他们的期望 Start project change requests regularly to meet their expectations
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C ：运用人际关系技能，管理他们关注的问题 Use interpersonal skills to manage their concerns
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D ： 通过管理相关方的需求来监督相关方参与 Control the stakeholder's engagement by managing stakeholder's requirements
正确答案：D 你的答案：C
解析：知识点出处：PMBOK 6th 页码：P530 章节：13.4 监督相关方参与：监督项目相关方关系，并通过修订参与策略和计划来引导相关方合理参与项目的过程。 识别出来相关方不舒服，有可能会抵制项目。
148、 [多选] 在项目即将进入收尾阶段时，项目经理发现了一项原来没有考虑到的新风险。该风险一旦发生，可能给最终的可交付成果带来重要影响，甚至可能使其不能被客户接受。项目经理应该怎么做？
When the project is about to close, the project manager has identified a new risk that was not considered previously. Should this risk occur, it may cause a significant impact on the final deliverables, and may even make it unacceptable to the client. Then, what should the project manager do?
When the project is about to close, the project manager has identified a new risk that was not considered previously. Should this risk occur, it may cause a significant impact on the final deliverables, and may even make it unacceptable to the client. Then, what should the project manager do?
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A ：把该风险的影响通知管理层和客户 To inform the management and client of the impact of such risk
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B ： 进行定性风险分析 To perform qualitative risk analysis
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C ：制定风险缓解措施 To work out risk mitigation action
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D ：增加应急储备 To increase emergency reserves
正确答案：B 你的答案：A
解析：知识点出处：PMBOK 6th 页码：P419 章节：11.3 风险流程：实施定性风险分析是通过评估单个项目风险发生的概率和影响以及其他特征，对风险进行优先级排序，从而为后续分析或行动提供基础的过程。 识别完风险后要定性分析。
149、 [多选] 你是一位scrum master，领导着一个敏捷项目团队，一直在满足每次迭代设定的目标。产品负责人对团队的进展感到满意，并且绩效测量基准没有显示出任何偏差。然而，你会觉得团队中有一个成员的效率比其他成员低。在这种情况下，你最合适的反馈方法是什么？
You are a scrum master leading an agile project team that has been consistently meeting the goals set for each iteration. The product owner is pleased with the team's progress, and the performance measurement baseline shows no deviations. However, you feel that one team member is less productive than the others. What is the most appropriate feedback approach for you to take in this situation?
You are a scrum master leading an agile project team that has been consistently meeting the goals set for each iteration. The product owner is pleased with the team's progress, and the performance measurement baseline shows no deviations. However, you feel that one team member is less productive than the others. What is the most appropriate feedback approach for you to take in this situation?
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A ： 允许项目团队成员在认为有必要时解决问题 Allow the project team members to address the issue if they deem necessary
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B ：指导表现不佳的团队成员多工作一小时，以缩小差距 Direct the underperforming team member to work extra hours to bridge the gap
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C ：在即将到来的迭代回顾中找出团队成员的低生产率 Call out the team member's low productivity at the upcoming iteration retrospective
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D ：从下次迭代起为团队成员分配最简单的用户故事 From the next iteration onward, assign the team member the easiest user stories
正确答案：A 你的答案：C
解析：知识点出处：敏捷实践指南 页码：P35 章节：4.2.1.1 仆人式领导的促进作用：促进者将帮助每个人各尽所能地思考和工作。促进者鼓励团队参与、理解，并对团队输出共同承担责任。促进者帮助团队创建可接受的解决方案。 让团队自己解决，可以促进他们的技术能力和协作能力。
150、 [多选] 当信息发送者和信息接收者怎样沟通时，沟通通常会得到提高。
Communications are often enhanced when the sender the receiver.
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A ：信息发送者是信息接收者的下属 The message sender is a subordinate of the message receiver
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B ：信息发送者使用更多肢体语言 uses more physical movements when talking to
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C ：信息发送者慢慢的说话 talks slowly to
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D ： 信息发送者对信息接收者表示关心 shows concern for the perspective of
正确答案：D 你的答案：B
解析：知识点出处：PMBOK 6th 页码：P372 章节：10.1.2.4 沟通模型： 作为沟通过程的一部分，发送方负责信息的传递，确保信息的清晰性和完整性，并确认信息已被正确理解； 接收方负责确保完整地接收信息，正确地理解信息，并需要告知已收到或作出适当的回应。 发送方要确保对方接收，且信息被正确理解。
151、 [多选] 项目经理在产品开发的第三次迭代中意识到，用于项目管理计划的模板没有显示更新。项目经理应该采取什么行动？
A Project Manager realizes during the third iteration of product development that the template used for the project management plan is not showing updates. Which action should the project manager take?
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A ：指派一名团队成员更新项目管理计划模板并记录任何风险 Assign one team member to update the project management plan template and document any risk
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B ：根据即将到来的迭代的商业价值而对更新模板的需求进行排序 Rank the need to update the template according to the business value for the upcoming iterations
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C ：避免通过独立修复问题而增加团队的分心 Avoid adding to team distraction by fixing the issue independently
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D ： 将问题记录为新的项目风险并提出解决方案 Document the issue as a new project risk and propose a solution
正确答案：D 你的答案：B
解析：知识点出处：PMBOK 6th 页码：P458 章节：11.7.3.4 风险登记册：更新风险登记册，记录在监督风险过程中产生的关于单个项目风险的信息，可能包括添加新风险、更新已过时风险或已发生风险，以及更新风险应对措施，等等。 先记录下来，后续采取相关措施。 A：直接指派不合适 B：排序是PO的事情 C：问题要透明
152、 [多选] 一家沉浸于传统瀑布式项目管理中的PMO聘请了你，作为敏捷实践者，来指导组织向敏捷的转变。在完成对组织文化的初步评估之后，你已经意识到许多相关方都抵制变更。你的最佳行动方案是什么？
A PMO steeped in traditional waterfall project management has hired you, as an agile practitioner, to guide the organization's transformation to agile. After completing an initial assessment of the organizational culture, you have realized that many of the stakeholders are resistant to the change. What is your best course of action?
A PMO steeped in traditional waterfall project management has hired you, as an agile practitioner, to guide the organization's transformation to agile. After completing an initial assessment of the organizational culture, you have realized that many of the stakeholders are resistant to the change. What is your best course of action?
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A ：提供培训来确保员工更加专业化 Provide training to ensure the employees are more highly specialized
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B ：同时将所有项目向敏捷过渡 Transition all projects to agile at the same time
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C ： 寻求愿意支持这一事业的高层高管 Seek a high-level executive willing to champion the cause
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D ：确保工作分解成孤岛 Ensure the work is decomposed into silos
正确答案：C 你的答案：A
解析：知识点出处：敏捷实践指南 页码：P73 章节：6.1.2 变革就绪情况: · 管理层的变革意愿； · 组织在员工认知、审核和评估方式上做出改变的意愿； · 集中或分散项目、项目集和项目组合管理职能； · 专注于短期预算和指标而不是长期目标；以及 · 人才管理成熟度和能力。 管理层的变更意愿，是组织是否变革就绪的重要前提。
153、 [多选] 相关方感觉他们收到的信息十分复杂，难以理解，因此，不能正确做出决定。若要解决这个问题，应该怎么做？
The stakeholders feel that information they receive is complex and difficult to understand. And because of this decisions cannot be properly made. What should be done be resolve this situation?
The stakeholders feel that information they receive is complex and difficult to understand. And because of this decisions cannot be properly made. What should be done be resolve this situation?
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A ： 审查沟通需求 Review the communication requirements
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B ：减少报告数量 Reduce the number of reports
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C ：包含一个常用术语表 Include a glossary of common terminology
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D ：添加解释性附件 Add an explanatory addendum.
正确答案：A 你的答案：D
解析：知识点出处：PMBOK 6th 页码：P377 章节：10.1.3.1 沟通管理计划:沟通管理计划是项目管理计划的组成部分，描述将如何规划，结构化、执行与监督项目沟通，以提高沟通的有效性。该计划包括如下信息： · 相关方的沟通需求 凡信息，找沟通
154、 [多选] —家银行正在执行一个项目，在整个组织中部署新软件。在完成项目的第一阶段后，项目经理召集所有部门的职能经理召开会议，以审查项目问题并收集经验教训。项目经理应该在会议期间使用什么来检查项目问题并分析经验教训？
A bank is executing a project to deploy new software throughout the organization.After completing the first phase of the project,the project manager calls a meeting with functional managers from all departments to review project issue and capture lessons learned. What should the project manager use during the meeting to examine project issues and analyze lessons and learned?
A bank is executing a project to deploy new software throughout the organization.After completing the first phase of the project,the project manager calls a meeting with functional managers from all departments to review project issue and capture lessons learned. What should the project manager use during the meeting to examine project issues and analyze lessons and learned?
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A ：头脑风暴 Brainstorming
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B ：因果分析 Cause-and-effect analysis
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C ： 专家判断 Expert judgment
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D ：散点图 Scatter diagrams
正确答案：C 你的答案：B
解析：知识点出处：PMBOK 6th 页码：P126 章节：4.7.2.1 专家判断: · 管理控制； · 审计； · 法规与采购； · 法律法规。 这题只有专家判断是收尾过程的工具。
155、 [多选] 项目实施阶段，一位团队成员找到了项目经理，因为他不知道哪些工作需要他来完成。以下哪个文件对工作包做了详细描述？
During project executing, a team member comes to the project manager because he is not sure of what work he needs to accomplish on the project. Which of the following documents contain detailed descriptions of work packages?
During project executing, a team member comes to the project manager because he is not sure of what work he needs to accomplish on the project. Which of the following documents contain detailed descriptions of work packages?
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A ： 工作分解结构词典 Work breakdown structure (WBS) dictionary
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B ：活动清单 Activity list
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C ：初步范围说明书 Preliminary project scope statement
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D ：项目范围管理计划 Project scope management plan
正确答案：A 你的答案：B
解析：知识点出处：PMBOK 6th 页码：P162 章节：5.4.3.1 WBS词典:WBS词典是针对 WBS 中的每个组件，详细描述可交付成果、活动和进度信息的文件。WBS词典对WBS提供支持，其中大部分信息由其他过程创建，然后在后期添加到词典中。 WBS词典对WBS进行了详细描述。注意：验收标准与质量要求也可以加入词典中
156、 [多选] 项目经理收到一个请求，向额外的项目相关方发送状态报告。项目经理应该更新哪一份文件？
A project manager received a request to send the status report to the additional stakeholders. Which document should the project manager update?
A project manager received a request to send the status report to the additional stakeholders. Which document should the project manager update?
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A ：项目章程 Project charter
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B ：变更日志 Change log
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C ： 沟通管理计划 Communication management plan
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D ：相关方参与计划 Stakeholder management plan
正确答案：C 你的答案：D
解析：知识点出处：PMBOK 6th 页码：P377 章节：10.1.3.1 沟通管理计划:沟通管理计划是项目管理计划的组成部分，描述将如何规划，结构化、执行与监督项目沟通，以提高沟通的有效性。该计划包括如下信息： · 相关方的沟通需求； 凡信息，找沟通
157、 [多选] 项目经理注意到正在构建的系统存在多个质量问题，项目经理应该使用什么来跟踪这些问题的解决方案？
Where the project manager notices that there are a few of quality issues with the system under construction, what should the project manager use to track the solution to such issues?
Where the project manager notices that there are a few of quality issues with the system under construction, what should the project manager use to track the solution to such issues?
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A ：变更控制过程 Change the control process
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B ：质量分析 Quality analysis
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C ：风险审查 Risk review
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D ： 问题日志 Issue log
正确答案：D 你的答案：B
解析：知识点出处：PMBOK 6th 页码：P347 章节：9.5.1.2 问题日志:在管理项目团队过程中，总会出现各种问题。此时，可用问题日志记录由谁负责在目标日期内解决特定问题，并监督解决情况。 问题日志，是用来跟进问题的解决进度的。
158、 [多选] 项目经理正在向管理层汇报，确定出一个负的进度偏差和正的成本偏差。下列哪一项结论是合理的？
The project manager is briefing management on project status and identifies a negative schedule variance but a positive cost variance. Which of the following conclusion is reasonable?
The project manager is briefing management on project status and identifies a negative schedule variance but a positive cost variance. Which of the following conclusion is reasonable?
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A ： 项目落后于进度，但是可以通过增加资源赶上进度 The project is behind schedule but may be brought back on schedule by adding resource
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B ：项目超前于进度，但是超出预算，需要进一步调查 The project is ahead of schedule but over budget and needs further investigation
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C ：项目落后于进度，超出预算，并引发特别关注 The project is behind schedule, over budget and merits serious concern
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D ：项目超前于进度，低于预算，进展无明显事件 The project is ahead of schedule, under budget and progressing with no obvious issues
正确答案：A 你的答案：D
解析：知识点出处：PMBOK 6th 页码：P228 章节：6.6.2.6 进度压缩:采用进度压缩技术（见 6.5.2.6 节）使进度落后的项目活动赶上计划，可以对剩余工作使用快速跟进或赶工方法。 SPI<1,CPI>1说明有可能该干的活没干，该花的钱没花，因此通过花钱赶进度。
159、 [多选] 项目经理向项目赞助人通知了一项重大项目超支，赞助人想知道为什么没有在赞助人反馈前较早通知该情况，项目经理本应采取何种措施解决该问题
A project manager advises the project sponsors of a significant project cost overrun. The sponsors want to know why they were not advised earlier of this situation. What should the project manager have done to address this issue prior to the sponsors' feedback?
A project manager advises the project sponsors of a significant project cost overrun. The sponsors want to know why they were not advised earlier of this situation. What should the project manager have done to address this issue prior to the sponsors' feedback?
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A ： 制定沟通计划，处理项目利害关系者的需求 Create a communication plan to address the needs of the project stakeholders
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B ：邀请项目赞助人参加团队会议进行定期更新 Invite the project sponsors to team meeting for regular updates
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C ：将意外支出加入项目预算，从而将超支纳入项目成本 Add contingency to the project budget so overspend is absorbed into project costs
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D ：消减项目资源以紧急弥补成本超支 Cut back on project resources to the project to recover cost overrun as a matter of urgency
正确答案：A 你的答案：B
解析：知识点出处：PMBOK 6th 页码：P377 章节：10.1.3.1 沟通管理计划 沟通管理计划是项目管理计划的组成部分，描述将如何规划，结构化、执行与监督项目沟通， 以提高沟通的有效性。该计划包括如下信息： · 相关方的沟通需求 凡信息，找沟通
160、 [多选] 项目经理正在另一个国家执行一个IT外包项目。客户抱怨说远程团队没有达到他们的质量标准。项目经理应该查阅哪一份文件来确认这一点？
A project manager is implementing an IT outsourcing project in another country. Customers complained that the remote team did not meet their quality standards. Which document should the project manager check to confirm this?
A project manager is implementing an IT outsourcing project in another country. Customers complained that the remote team did not meet their quality standards. Which document should the project manager check to confirm this?
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A ：外包公司的质量政策 Outsourcing company's quality policy
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B ：质量控制测量结果 Quality control measurements
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C ：采购工作说明书(SOW) Procurement Statement of Work
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D ： 质量管理计划 Quality management plan
正确答案：D 你的答案：C
解析：知识点出处：PMBOK 6th 页码：P286 章节：8.1.3.1 质量管理计划： 质量管理计划包括（但不限于）以下组成部分： · 项目采用的质量标准； · 项目的质量目标； · 质量角色与职责； · 需要质量审查的项目可交付成果和过程； 质量标准在质量管理计划里。
161、 [多选] 对于一个政府项目，项目成果会对一群当地相关方造成负面影响。这群相关方对于项目有高影响和低利益。但是他们有权终止项目。项目经理应该使用什么方法？
For a government project, the project results will have a negative impact on a group of local stakeholders. These stakeholders have high impact and low benefits for the project. However, they have the right to terminate the project. What method should the project manager use?
For a government project, the project results will have a negative impact on a group of local stakeholders. These stakeholders have high impact and low benefits for the project. However, they have the right to terminate the project. What method should the project manager use?
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A ：推式沟通 Push communication
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B ：协作和合作 Collaboration and cooperation
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C ：参与 Engagement
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D ： 咨询 Consultation
正确答案：D 你的答案：A
解析：知识点出处：PMBOK 6th 页码：P512 章节：13.1.2.4 权利利益方格：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，每一种方格都可用于对相关方进行分类。 权利高、利益低，通过不断地咨询，令其满意。
162、 [多选] 一个敏捷团队成员在开发她为当前冲刺选择的用户故事时遇到了一个技术问题。在多次尝试解决这个问题失败后，团队成员向scrum master寻求建议。对于scrum master来说，最好的行动方案是什么？
An agile team member encounters a technical issue while developing one of the user stories she selected for the current sprint. After multiple unsuccessful attempts to resolve the issue, the team member approaches the scrum master for advice. What is the best course of action for the scrum master?
An agile team member encounters a technical issue while developing one of the user stories she selected for the current sprint. After multiple unsuccessful attempts to resolve the issue, the team member approaches the scrum master for advice. What is the best course of action for the scrum master?
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A ： 请求其他团队成员一起充实用户故事并解决问题 Request that the rest of the team members swarm on the user story
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B ：将团队成员替换为另一名更有经验的团队成员 Replace the team member with another more experienced one
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C ：要求撰写用户故事的产品负责人解决问题 Ask the product owner who wrote the user story to resolve the issue
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D ：建议团队成员尝试其他替代解决方案 Recommend that the team member try other alternative solutions
正确答案：A 你的答案：C
解析：知识点出处：PMBOK 6th 页码：P488 章节：12.2.2.5 谈判：谈判是为达成协议而进行的讨论。采购谈判是指在合同签署之前，对合同的结构、各方的权利和义务，以及其他条款加以澄清，以便双方达成共识。最终的文件措辞应该反映双方达成的全部一致意见。谈判以签署买方和卖方均可执行的合同文件或其他正式协议而结束。 自组织团队，若遇到问题，原则上应该让团队自己处理问题。
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