151侦副、?[單選]?在一個(gè)軟件開發(fā)項(xiàng)目的實(shí)施過程中举瑰，項(xiàng)目經(jīng)理發(fā)現(xiàn)WBS遺漏了一項(xiàng)重要的組成部分四濒，如果添加上將會(huì)造成超出 10%預(yù)算。為了將這個(gè)遺漏的部分加進(jìn)WBS欠气，項(xiàng)目經(jīng)理應(yīng)該采取什么措施？

During implementation of the software development project, the project manager find an important component was not included in the word breakdown schedule, but it is 10% over budget. To include the component in the revised WBS, which step should the project manager implement?

A：將情況上報(bào)發(fā)起人

Report the situation to the sponsor

B：立即修改工作分解結(jié)構(gòu)镜撩，將遺漏的部分添加進(jìn)去

Immediately modify the WBS, add the missed component in it

C：因?yàn)槌鲱A(yù)算预柒，不修改 WBS

Do not make change, it will cause over budget

D：和團(tuán)隊(duì)一起評(píng)估各方面影響，發(fā)起變更請(qǐng)求

Assess the impact of various aspects with the team, initiating change requests

正確答案：D?你的答案：D

解析：所屬過程組：監(jiān)控過程組袁梗。所屬知識(shí)領(lǐng)域：項(xiàng)目整合管理宜鸯。考點(diǎn)：整體變更控制流程遮怜。在執(zhí)行階段發(fā)現(xiàn) WBS 有遺漏淋袖，需要首先評(píng)估遺漏工作對(duì)范圍、進(jìn)度锯梁、成本即碗、質(zhì)量等各方制約因素的影響焰情，然后發(fā)起變更請(qǐng)求，執(zhí)行整體變更流程剥懒。

152内舟、?[單選]?項(xiàng)目受到一個(gè)未預(yù)料的風(fēng)險(xiǎn)的影響，迫使項(xiàng)目經(jīng)理執(zhí)行一個(gè)權(quán)變措施初橘，但是權(quán)變措施作用有限验游，這種情況將影響到需求的達(dá)成，項(xiàng)目經(jīng)理應(yīng)該怎么做保檐？

The project is affected by an unexpected risk, forcing the project manager to implement a contingency measure, but the contingency action is limited, which will affect the need to achieve, what should the project manager do?

A：將影響歸檔為質(zhì)量偏差

Archive Impact as Quality deviation

B：將該案例轉(zhuǎn)給專家判斷

Transfer the case to expert judgment

C：提出變更請(qǐng)求

Make a change request

D：進(jìn)行敏感性分析

Sensitivity analysis

正確答案：C?你的答案：C

解析：有時(shí)耕蝉，實(shí)施應(yīng)急計(jì)劃或權(quán)變措施會(huì)導(dǎo)致變更請(qǐng)求。變更請(qǐng)求要提交給實(shí)施整體變更控制過程審批夜只。變更請(qǐng)求也可包括推薦的糾正措施和預(yù)防措施垒在。

153、?[單選]?某個(gè)項(xiàng)目上的團(tuán)隊(duì)成員 A 和團(tuán)隊(duì)成員 B 發(fā)生沖突盐肃，項(xiàng)目經(jīng)理將兩個(gè)團(tuán)隊(duì)成員叫到一起爪膊，針對(duì)問題研究了不同的解決方案，項(xiàng)目經(jīng)理使用的是下列哪一項(xiàng)技巧來解決沖突的砸王？

A conflict occurs between team member A and team member B in a project. The project manager calls both team member together and examines different solutions to the issue. Which of the following techniques does the project manager use to resolve the conflict?

A：面對(duì)

Confronting

B：妥協(xié)

Compromising

C：控制

Controlling

D：強(qiáng)迫

Forcing

正確答案：A?你的答案：A

解析：根據(jù)題意推盛，把沖突的雙方召集到一起，商量解決問題的方案谦铃，所以答案 A耘成。參見 9.5.2.1 考點(diǎn)：沖突解決方法。

154驹闰、?[單選]?項(xiàng)目經(jīng)理接管一個(gè)處于執(zhí)行階段的項(xiàng)目瘪菌，客戶無法按照要求的詳細(xì)程度來定義項(xiàng)目目標(biāo)，項(xiàng)目團(tuán)隊(duì)成員已經(jīng)開始抱怨嘹朗，因?yàn)樾枨蟮牟粩嘧兓瘜?dǎo)致無法進(jìn)行工作估算和進(jìn)度編制师妙，項(xiàng)目經(jīng)理應(yīng)該怎么做？

The project manager takes over a project that is in the execution phase, the customer is unable to define the project objectives according to the level of detail required, and the project team members have begun to complain because the changing requirements lead to the inability to work out the estimate and schedule, what should the project manager do?

A：將團(tuán)隊(duì)成員的抱怨告訴客戶屹培，并要求更多的詳細(xì)要求

Inform the customer of team members ' complaints and ask for more detailed requirements

B：告訴項(xiàng)目團(tuán)隊(duì)成員客戶無法按照要求的節(jié)奏提供需求

Tell the project team members that the customer is unable to deliver requirements at the required pace

C：當(dāng)有更詳細(xì)信息時(shí)默穴，更新高層次 WBS

Update high-level WBS when more details are available

D：讓項(xiàng)目團(tuán)隊(duì)關(guān)注當(dāng)前任務(wù)

Let the project team focus on the current task

正確答案：D?你的答案：D

解析：指南-5.4.3.1范圍基準(zhǔn)&6.2.2.3滾動(dòng)式規(guī)劃，在當(dāng)前無法分解的可交付成果和組件褪秀，通過滾動(dòng)式規(guī)劃蓄诽，在達(dá)成一致意見后進(jìn)行。在此之前媒吗，項(xiàng)目團(tuán)隊(duì)?wèi)?yīng)關(guān)注當(dāng)前已明確已量化可執(zhí)行的任務(wù)仑氛。

漸進(jìn)明細(xì)

155、?[單選]?在自制或外購分析之后，組織決定內(nèi)部開發(fā)產(chǎn)品锯岖，但是功能測(cè)試將外包給戰(zhàn)略供應(yīng)商介袜，這個(gè)決策導(dǎo)致記錄了一項(xiàng)新風(fēng)險(xiǎn)，因?yàn)楣?yīng)商可能結(jié)束業(yè)務(wù)嚎莉，而這則沒有風(fēng)險(xiǎn)減輕計(jì)劃米酬。這屬于下列哪一項(xiàng)的實(shí)例？

After a make-or-buy analysis the organization decides to develop the product internally, but functional testing will be outsourced to a strategic supplier. This decision result in the documentation of a new risk, because the supplier might go out of business and there is mitigation plan. This is an example of which of the following?

A：由于人員配備不足將風(fēng)險(xiǎn)轉(zhuǎn)移給供應(yīng)商

Transferring risk to the supplier due to inadequate staffing

B：回避進(jìn)度偏移風(fēng)險(xiǎn)

Avoiding the risk of schedule slippage

C：接受供應(yīng)商結(jié)束業(yè)務(wù)風(fēng)險(xiǎn)

Accepting the risk of the supplier going out of business

D：與新供應(yīng)商談判一項(xiàng)計(jì)劃

Negotiation a plan with a new supplier

正確答案：C?你的答案：C

解析：出處：11.5.2.41. 題干表明有一項(xiàng)測(cè)試外包趋箩，供應(yīng)商可能結(jié)束業(yè)務(wù)赃额，且無風(fēng)險(xiǎn)減輕計(jì)劃；2. 接受是指承認(rèn)威脅的存在叫确，但不主動(dòng)采取措施跳芳。

156、?[單選]?項(xiàng)目經(jīng)理向發(fā)起人分發(fā)每周狀態(tài)報(bào)告竹勉。報(bào)告中應(yīng)包含下列哪一項(xiàng)飞盆？

A project manager distributes a weekly project status report to the sponsor. Which of the following is included in the report?

A：項(xiàng)目組織圖

Project organization chart

B：詳細(xì)的風(fēng)險(xiǎn)分析

Detailed risk analysis

C：團(tuán)隊(duì)培訓(xùn)計(jì)劃

Team training programs

D：已完成工作百分比

Percent of work completed

正確答案：D?你的答案：D

解析：工作績(jī)效報(bào)告，工作績(jī)效報(bào)告的示例包括狀態(tài)報(bào)告和進(jìn)展報(bào)告次乓，可以表現(xiàn)為有助于引起關(guān)注吓歇、制定決策和采取行動(dòng)的儀表指示圖。

157票腰、?[單選]?你在準(zhǔn)備一個(gè)綜合項(xiàng)目計(jì)劃和一個(gè)項(xiàng)目時(shí)間表城看。你將它們提交給籌劃指導(dǎo)委員會(huì)，并得到了批準(zhǔn)杏慰。有關(guān)各方也接受了計(jì)劃〔饽現(xiàn)在是分發(fā)這些計(jì)劃的時(shí)候了。項(xiàng)目計(jì)劃和時(shí)間表應(yīng)該分發(fā)給：

You prepared an integrated project plan and a project schedule. You submitted it to the steering committee and it was approved. Key stakeholders accepted the plan. It is time to distribute it. Both the project plan and schedule should be distributed to

A：組織中執(zhí)行項(xiàng)目的所有有關(guān)各方

All stakeholders in the performing organization

B：項(xiàng)目所有的相關(guān)方

All project stakeholders

C：項(xiàng)目小組成員和項(xiàng)目發(fā)起人

Project team members and the’ project sponsor

D：在溝通管理計(jì)劃中指明的人

People noted in the communications management plan

正確答案：D?你的答案：D

解析：出處：PMBOK第6版 中 10.1.3.1 規(guī)劃溝通管理-輸出-1.溝通管理計(jì)劃：溝通管理計(jì)劃通常包括以下內(nèi)容：…接受信息的人員或群體缘滥。

158轰胁、?[單選]?因?yàn)轫?xiàng)目進(jìn)度不滿足時(shí)間制約的因素，項(xiàng)目經(jīng)理將最困難的任務(wù)外包給一知道其有能力但昂貴的供應(yīng)商朝扼。該供應(yīng)商的合同是成本加固定費(fèi)用合同赃阀。項(xiàng)目經(jīng)理應(yīng)該更新下列哪一文件？

Since the project schedule does not meet the time constraints, the project the most difficult task to a provider known to be completed, but expensive contract is cost-plus-fixed-too. Which of the following document should the project manager update?

A：進(jìn)度和成本管理計(jì)劃

schedule and cost management plans

B：成本擎颖、風(fēng)險(xiǎn)榛斯、進(jìn)度和溝通管理計(jì)劃

cost, risk, schedule and communication management plans

C：風(fēng)險(xiǎn)、采購肠仪、和進(jìn)度管理計(jì)劃

risk, procurement, and schedule management plans

D：進(jìn)度、成本备典、風(fēng)險(xiǎn)异旧、溝通和采購管理計(jì)劃

risk, procurement, and schedule management plans

正確答案：D?你的答案：D

解析：規(guī)劃過程組。所屬知識(shí)領(lǐng)域：項(xiàng)目采購管理提佣。解析：項(xiàng)目執(zhí)行過程中吮蛹，由于制約因素荤崇，項(xiàng)目經(jīng)理做出外包決定，需要通過實(shí)施整體變更控制過程對(duì)變更請(qǐng)求進(jìn)行審查和處理潮针，變更請(qǐng)求批準(zhǔn)后术荤，需更新項(xiàng)目管理計(jì)劃、子計(jì)劃及其他組成部分12.1.3.8 變更請(qǐng)求關(guān)于采購貨物每篷、服務(wù)或資源的決策瓣戚，可能導(dǎo)致變更請(qǐng)求；規(guī)劃采購期間的其他決策焦读， 也可能導(dǎo)致變更請(qǐng)求子库。對(duì)項(xiàng)目管理計(jì)劃及其子計(jì)劃和其他組件的修改都可能導(dǎo)致會(huì)影響采購行為的 變更請(qǐng)求。應(yīng)該通過實(shí)施整體變更控制過程（見 4.6 節(jié)）對(duì)變更請(qǐng)求進(jìn)行審查和處理矗晃。

159仑嗅、?[單選]?項(xiàng)目經(jīng)理希望確定計(jì)劃采購的服務(wù)提供商，項(xiàng)目經(jīng)理應(yīng)該參考下列哪一項(xiàng)张症？

The project manager wants to identify service providers for planning procurement. Which of the following should the project manager refer?

A：廣告

Advertising

B：投標(biāo)人會(huì)議

Bidder conferences

C：合格賣方清單

Qualified seller list

D：之前項(xiàng)目的經(jīng)驗(yàn)教訓(xùn)文件

Previous projects' lessons learned

正確答案：C?你的答案：C

解析：參見PMBOK第6版中12.2.1.6組織過程資產(chǎn)-預(yù)審合格的優(yōu)先賣方清單仓技，實(shí)施采購的輸入-組織過程資產(chǎn)中包括潛在的和以往的合格賣方清單

160、?[單選]?你的項(xiàng)目團(tuán)隊(duì)成員總是抱怨沒有項(xiàng)目團(tuán)隊(duì)的整體感俗他，因?yàn)樗麄兎謩e在不同地方工作脖捻。為了改善這種情況，你設(shè)計(jì)了一個(gè)項(xiàng)目口號(hào)并將其印在 T 恤衫上來提高大家的集體感拯辙，但這一做法沒有起到多大作用郭变。你下一步要怎么做？

The team members on your project have been complaining that do not have sense of identity as a team because they are located in different areas of the building. To remedy this situation, you developed a project logo and had it printed on T-shirts to promote the project, but this action has not worked. Your next step is to

A：印發(fā)時(shí)事通信

Initiate a newsletter

B：創(chuàng)造一種關(guān)于這個(gè)項(xiàng)目的神秘感

Create an air of mystery about the project

C：建立一個(gè)“作戰(zhàn)室

Establish a war room

D：發(fā)布一個(gè)關(guān)于團(tuán)隊(duì)成員應(yīng)如何同主要相關(guān)方相互合作的指導(dǎo)方針

Issue guidelines on how team members should interact with other stakeholders

正確答案：C?你的答案：C

解析：9.4.2.1 集中辦公涯保。實(shí)施集中辦公策略诉濒，可借助團(tuán)隊(duì)會(huì)議室、張貼進(jìn)度計(jì)劃的場(chǎng)所夕春，以及其他能增進(jìn)溝通和集體感的設(shè)施未荒；團(tuán)隊(duì)會(huì)議室a team meeting room (sometimes called “war room”)。

161及志、?[單選]?在項(xiàng)目執(zhí)行階段片排，供應(yīng)商選擇團(tuán)隊(duì)收集評(píng)估資料，做出選擇客戶關(guān)系管理體系的決策速侈。對(duì)于這項(xiàng)工作率寡，項(xiàng)目經(jīng)理會(huì)采取下面那個(gè)方法呢？

During the execution phase, the supplier selection team gathers evaluation materials to make a selection decision for a customer relationship management system. For this work, the project manager will use which of the following?

A：建議評(píng)估表

Proposal evaluation sheet

B：自制或外購表

Make-or-buy analysis

C：采購工作描述

Procurement statement of work

D：掙值分析

Earned value analysis

正確答案：A?你的答案：A

解析：排除法－本題在項(xiàng)目執(zhí)行階段倚搬；A是實(shí)施采購的工具B是規(guī)劃采購的工具C是規(guī)劃采購的輸出D是控制成本和進(jìn)度的工具冶共。除了A以外，其他選項(xiàng)與供應(yīng)商選擇無關(guān)。

162捅僵、?[單選]?一家公司以1公斤每包的價(jià)格銷售咖啡家卖。在質(zhì)量管理計(jì)劃階段，項(xiàng)目經(jīng)理發(fā)現(xiàn)裝包機(jī)器的歷史標(biāo)準(zhǔn)偏差為1克庙楚∩系矗控制圖應(yīng)該使用哪一個(gè)控制限制？

A company sells coffee in 1 kilogram bags. During the quality management planning phase, the project manager finds that the historical standard deviation of the machine that fills the bags is gram. For the control chart what control limits should be used?

A：1,000-1,006克

1,000-1,006 grams

B：994-1,0001克

994-1,0001grams

C：996-1,006克

996-1,006 grams

D：997-1,003克

997-1,003 grams

正確答案：D?你的答案：D

解析：控制圖馒闷±壹瘢控制圖用于確定一個(gè)過程是否穩(wěn)定，或者是否具有可預(yù)測(cè)的績(jī)效窜司。規(guī)格上限和下限是 根據(jù)要求制定的沛善，反映了可允許的最大值和最小值。上下控制界限不同于規(guī)格界限塞祈〗鸬螅控制界限 根據(jù)標(biāo)準(zhǔn)的統(tǒng)計(jì)原則，通過標(biāo)準(zhǔn)的統(tǒng)計(jì)計(jì)算確定议薪，代表一個(gè)穩(wěn)定過程的自然波動(dòng)范圍尤蛮。項(xiàng)目經(jīng) 理和相關(guān)方可基于計(jì)算出的控制界限，識(shí)別須采取糾正措施的檢查點(diǎn)斯议，以預(yù)防不在控制界限內(nèi) 的績(jī)效产捞。控制圖可用于監(jiān)測(cè)各種類型的輸出變量哼御。雖然控制圖最常用來跟蹤批量生產(chǎn)中的重復(fù) 性活動(dòng)坯临，但也可用來監(jiān)測(cè)成本與進(jìn)度偏差、產(chǎn)量恋昼、范圍變更頻率或其他管理工作成果看靠，以便幫 助確定項(xiàng)目管理過程是否受控。

163液肌、?[單選]?職能經(jīng)理雇傭了一名新團(tuán)隊(duì)成員挟炬，項(xiàng)目經(jīng)理認(rèn)定其為一名優(yōu)秀的項(xiàng)目人員，但是項(xiàng)目經(jīng)理在后來認(rèn)識(shí)到這名新成員缺乏一些讓項(xiàng)目成功所必須的技術(shù)專業(yè)知識(shí)嗦哆。項(xiàng)目經(jīng)理下一步該怎么做谤祖？

The functional manager hires a new team member that the project manager identified as a good project resource. The project manager later realizes that the new resource lacks some technical expertise that is required for a successful project. What should the project for a successful project. What should the project manager do next?

A：釋放該人員，并將該人員分配到另一個(gè)項(xiàng)目上

Release the resource and assign the resource to another project.

B：確保新團(tuán)隊(duì)成員獲得必要的技術(shù)培訓(xùn)

Insure new team member obtains the required technical training.

C：要求職能經(jīng)理確保團(tuán)隊(duì)成員獲得必要培訓(xùn)

Required the functional manager to ensure that the team member obtains the necessary training.

D：更新項(xiàng)目管理計(jì)劃老速，修訂項(xiàng)目范圍粥喜，以適應(yīng)技術(shù)技能缺乏的情況

Update project management plan to modify the project scope to accommodate the lack of technical expertise.

正確答案：B?你的答案：C

解析：建設(shè)團(tuán)隊(duì)的工具技術(shù)，培訓(xùn)是旨在提高項(xiàng)目團(tuán)隊(duì)成員能力的活動(dòng)橘券，可以是正式或非正式的额湘，確保團(tuán)隊(duì)成員獲取必要的管理或技術(shù)技能秕铛，這也是項(xiàng)目工作的一部分。

164缩挑、?[單選]?項(xiàng)目團(tuán)隊(duì)主管通知項(xiàng)目經(jīng)理一個(gè)階段已經(jīng)完成，項(xiàng)目經(jīng)理下一步應(yīng)該怎么做鬓梅？

The project team leader informs the project manager that a phase has been completed and what should the project manager do next?

A：更新項(xiàng)目計(jì)劃供置，并繼續(xù)下一個(gè)階段

Update the project plan and continue to the next stage

B：向客戶提供階段可交付成果

Deliver stage deliverables to customers

C：接受可交付成果

Accept Deliverable

D：驗(yàn)證可交付成果

Validate Deliverables

正確答案：D?你的答案：D

解析：指南-5.5.3.1驗(yàn)收的可交付成果，符合驗(yàn)收標(biāo)準(zhǔn)的可交付成果應(yīng)該由客戶或發(fā)起人正式簽字批準(zhǔn)绽快。應(yīng)該從客戶或發(fā)起人那里獲得正式文件芥丧，證明相關(guān)方對(duì)項(xiàng)目可交付成果的正式驗(yàn)收。

165坊罢、?[單選]?委員會(huì)將要從提交的一份清單中選擇項(xiàng)目续担，應(yīng)該使用下列哪一項(xiàng)選擇標(biāo)準(zhǔn)？

A committee will select projects from a list of submissions. Which of the following should be used?

A：戰(zhàn)略一致性需求活孩，成本效率和可行性物遇。

Align requirements to strategy cost efficiency, and feasibility.

B：根據(jù)首席執(zhí)行官的決定排列項(xiàng)目的優(yōu)先順序。

Prioritize projects based on the chief executive officer’s decision.

C：?jiǎn)?dòng)具有最佳文件計(jì)劃的項(xiàng)目憾儒。

Initiate projects that have the best documented plans.

D：解決主要相關(guān)方的需求询兴。

Address the primary stakeholder requirements.

正確答案：A?你的答案：A

解析：新項(xiàng)目選擇應(yīng)該和組織戰(zhàn)略一致，項(xiàng)目是實(shí)現(xiàn)組織戰(zhàn)略和目標(biāo)的一種手段起趾。

166诗舰、?[單選]?項(xiàng)目經(jīng)理向 PMO 團(tuán)隊(duì)呈交項(xiàng)目團(tuán)隊(duì)報(bào)告捣郊。PMO 團(tuán)隊(duì)的一名高級(jí)成員認(rèn)為當(dāng)?shù)卣畽C(jī)構(gòu)未參與到該項(xiàng)目中语卤。因此，公司可能必須支付罰款泛啸。項(xiàng)目經(jīng)理疏漏于下面的哪項(xiàng)工作边琉？

A project manager present a project status report to the PMO team. A senior member of the team identifies that local authorities were not involved in the project. As a result, the company may have to pay a penalty. The project manager failed to do which of the following?

A：項(xiàng)目相關(guān)方識(shí)別

Stakeholder identification

B：溝通計(jì)劃

Communication plan

C：項(xiàng)目相關(guān)方管理戰(zhàn)略

Stakeholder management strategy

D：需求計(jì)劃

Requirements planning

正確答案：A?你的答案：A

解析：13.1 識(shí)別相關(guān)方引言

167属百、?[單選]?審查項(xiàng)目章程之后，項(xiàng)目經(jīng)理下一步應(yīng)該做什么艺骂？

After reviewing the project charter, what should the project manager do next?

A：制定項(xiàng)目進(jìn)度表

Develop the project schedule

B：收集需求

Collect requirement

C：定義產(chǎn)品范圍

Define the product scope

D：制定項(xiàng)目范圍說明書

Develop the project scope statement

正確答案：B?你的答案：B

解析：指南-5.2收集需求诸老，四個(gè)選項(xiàng)的順序是B-CD-A。

168钳恕、?[單選]?一個(gè)新項(xiàng)目需要一名關(guān)鍵項(xiàng)目人員的支持别伏，該人員是有多個(gè)項(xiàng)目共用的，項(xiàng)目經(jīng)理聯(lián)系人力主管忧额，希望獲得該人員的參與厘肮，但卻收到了負(fù)面答復(fù)。項(xiàng)目經(jīng)理下一步該怎么做睦番？

A new project requires the support of a critical project resource that is shared among multiple project. The project manager approaches the resource’s supervisor to obtain commitment but receives a negative response. What should the project manager do next?

A：與其他項(xiàng)目經(jīng)理協(xié)商类茂，提前讓出該項(xiàng)目人員耍属。

Negative with other project managers to release the project resource.

B：聘用一名擁有類似技能集的外部承包商來支持實(shí)施。

Hire a external contractor with a similar skill to support implementation.

C：利用管理層的影響來獲得這名項(xiàng)目人員的時(shí)間巩检。

Use management influence to attain the project resource’ time.

D：在項(xiàng)目風(fēng)險(xiǎn)登記冊(cè)中記錄該風(fēng)險(xiǎn)厚骗，并制定一份風(fēng)險(xiǎn)減輕計(jì)劃。

Record the risks in the project risk register, and develop a risk mitigation plan.

正確答案：A?你的答案：D

解析：9.4.2.4談判與執(zhí)行組織中的其他項(xiàng)目管理團(tuán)隊(duì)談判兢哭。合理分配稀缺或特殊人力資源

169领舰、?[單選]?當(dāng)新進(jìn)公司的發(fā)起人B替代A時(shí)，項(xiàng)目已接近完工迟螺，項(xiàng)目經(jīng)理首先應(yīng)該怎么做冲秽？

A project is nearing completion when sponsor A is replaced by sponsor B. What should the project manager do first?

A：與發(fā)起人B會(huì)面，確定是否需要任何項(xiàng)目變更

Meet with sponsor B to determine if any project changes are needed

B：根據(jù)發(fā)起人A 的目標(biāo)完成項(xiàng)目

Finish the project based on the sponsor A's goals

C：開始變更控制

Begin change control procedures

D：更新相關(guān)方登記冊(cè)

Update the stakeholder register

正確答案：D?你的答案：D

解析：項(xiàng)目文件（更新）矩父★鄙＃考點(diǎn)：在相關(guān)方信息發(fā)生變化、識(shí)別出新相關(guān)方窍株、原有相關(guān)方不再參與或影響項(xiàng)目民轴，或者需要對(duì)特定相關(guān)方進(jìn)行其他更新時(shí)，就需要更新相關(guān)方登記冊(cè)球订。13.3.3.3 所屬知識(shí)領(lǐng)域：項(xiàng)目溝通管理杉武。所屬過程組：執(zhí)行過程組。"

170辙售、?[單選]?在項(xiàng)目執(zhí)行階段之前轻抱，一名新項(xiàng)目經(jīng)理被任命管理項(xiàng)目，前任項(xiàng)目經(jīng)理在完成交接工作之前就已辭職旦部，新項(xiàng)目經(jīng)理需要了解項(xiàng)目開展的目的和理由祈搜。下列哪一份文件將為新項(xiàng)目經(jīng)理提供該信息？

Prior to the project’s execution phase, a new project manager is assigned. The previous project manager resigned before a hand-over could be completed. The new project manager wants to know the project’s purpose and justification. Which document will provide the new project manager with this information?

A：商業(yè)文件

Project statement of work

B：項(xiàng)目管理計(jì)劃

Project management plan

C：項(xiàng)目進(jìn)度基準(zhǔn)

Project schedule standard

D：項(xiàng)目章程

Project regulation

正確答案：D?你的答案：D

解析：指南-4.1.3.1項(xiàng)目章程士八，包括項(xiàng)目目的或批準(zhǔn)項(xiàng)目的原因即開展項(xiàng)目的目的和理由容燕。

171、?[單選]?什么時(shí)候應(yīng)該尋求項(xiàng)目可接受成果的正式驗(yàn)收婚度？

When should be the right time to launch a formal acceptance of a project deliverables?

A：在交付成果安裝在客戶系統(tǒng)之前

Before the deliverables have been instated in the client systems

B：在可交付成果安裝在客戶系統(tǒng)之后

after project deliverable have been instated in the client system.

C：在項(xiàng)目經(jīng)理證明所有客戶需求均已滿足之后

after the project manager demonstrates that all client specifications have been

D：在項(xiàng)目經(jīng)理匯報(bào)所有客戶需求均已滿足之后

after the project manager reports that all client specifications have been completed

正確答案：C?你的答案：C

解析：指南-5.5.1.3核實(shí)的可交付成果蘸秘，指已完成并被質(zhì)量控制過程檢查為正確的可交付成果，是確認(rèn)范圍的依據(jù)蝗茁。

172醋虏、?[單選]?項(xiàng)目經(jīng)理接管一個(gè)執(zhí)行階段的項(xiàng)目，在對(duì)項(xiàng)目進(jìn)度進(jìn)行初步審查期間哮翘，項(xiàng)目經(jīng)理注意到與特定關(guān)鍵路徑活動(dòng)有關(guān)的信息不完整颈嚼，有些活動(dòng)還存在風(fēng)險(xiǎn)。項(xiàng)目經(jīng)理如何才能確定每項(xiàng)活動(dòng)的責(zé)任饭寺？

A project manager takes over a project in the execution phase,During an initial review of the progress, the project manager notices that information relevant to specific critical path activities is incomplete, and some activies are at risk. How could the project manager identify accountability for each activity?

A：工作分解結(jié)構(gòu)

Work breakdown structure

B：責(zé)任分配矩陣

Responsibility assignment

C：組織分解結(jié)構(gòu)

Organizational bre akdown structure

D：風(fēng)險(xiǎn)登記冊(cè)

Risk register

正確答案：B?你的答案：B

解析：9.1.2.2阻课，責(zé)任分配矩陣可以表示每項(xiàng)活動(dòng)的職責(zé)叫挟，一種將項(xiàng)目組織分解結(jié)構(gòu)與工作分解結(jié)構(gòu)聯(lián)系起來的結(jié)構(gòu)，有助于確保項(xiàng)目工作范圍的每個(gè)組成部分都被分配給了某個(gè)人或某個(gè)團(tuán)隊(duì)限煞。

173抹恳、?[單選]?下面哪一個(gè)選項(xiàng)最好的描述了屬性樣本以及變量樣本？

Which of the following statements best describes attribute sampling versus variable sampling?

A：屬性樣本與預(yù)防有關(guān)署驻，而變量樣本與監(jiān)督有關(guān)

Attribute sampling is concerned with prevention, whereas variable sampling is concerned with inspection.

B：屬性樣本與一致性有關(guān)适秩，而變量樣本與一致性的程度有關(guān)

Attribute sampling is concerned with conformance, whereas variable sampling is concerned with the degree of conformity.

C：屬性樣本與具體原因有關(guān)，而變量樣本與任何原因有關(guān)

Attribute sampling is concerned with conformance, whereas variable sampling is concerned with any causes.

D：兩者是同一概念

Both are the same concept.

正確答案：B?你的答案：B

解析：出處：PMBOK第6版 中 8.3 引言“8.3 控制質(zhì)量-屬性抽樣（結(jié)果或?yàn)楹细袼队撸驗(yàn)椴缓细瘢┳兞砍闃樱ㄔ谶B續(xù)的量表上標(biāo)明結(jié)果所處的位置，以此表明合格的程度）”

174骤公、?[單選]?為了創(chuàng)建項(xiàng)目進(jìn)度計(jì)劃抚官，項(xiàng)目經(jīng)理估算資源活動(dòng)制約因素。全球項(xiàng)目團(tuán)隊(duì)成員在不同的時(shí)區(qū)并遵循不同的節(jié)假日阶捆。另外凌节，團(tuán)隊(duì)成員被分配到多個(gè)不同項(xiàng)目。若要更好的理解資源制約因素以及對(duì)項(xiàng)目的影響洒试，項(xiàng)目經(jīng)理應(yīng)該怎么做倍奢？

To create a project schedule, a project manager estimates resource constraints.project team members work various hours and observe different members are assigned to multiple projects. To better understand resource constraints and impacts to the project manager do？

A：創(chuàng)建資源分解結(jié)構(gòu)垒棋。

Create a resource breakdown structure.

B：執(zhí)行蒙特卡洛分析卒煞。

Perform a Monte Carlo analysis.

C：執(zhí)行資源儲(chǔ)備分析。

Perform a resource reserve analysis.

D：創(chuàng)建資源日歷叼架。

Create a resource calendar.

正確答案：D?你的答案：D

解析：所屬過程組：規(guī)劃過程組畔裕。所屬知識(shí)領(lǐng)域：項(xiàng)目進(jìn)度管理。解析：資源日歷記錄每個(gè)項(xiàng)目團(tuán)隊(duì)成員在項(xiàng)目上的工作時(shí)間段乖订。必須很好地了解每個(gè)人的可用性和時(shí)間限制（包括時(shí)區(qū)扮饶、工作時(shí)間、休假時(shí)間乍构、當(dāng)?shù)毓?jié)假日和在其他項(xiàng)目的工作時(shí)間）甜无，才能編制出可靠的進(jìn)度計(jì)劃

175、?[單選]?一家公司的組織形式是每個(gè)職能經(jīng)理負(fù)責(zé)各自的項(xiàng)目部分哥遮。在這種類型的組織中岂丘，項(xiàng)目經(jīng)理的典型角色是什么？

A company is organized with each functional manager responsible for their own segment of the project. What is the project manager’s typical role in this type of organization?

A：協(xié)調(diào)員和聯(lián)絡(luò)員

Coordinator and expeditor

B：分包商

Subcontractor

C：主管

Supervisor

D：項(xiàng)目組合經(jīng)理

Manager of project portfolio

正確答案：A?你的答案：A

解析：框架：組織結(jié)構(gòu) 這屬于弱矩陣或者職能型組織結(jié)構(gòu)眠饮，項(xiàng)目經(jīng)理權(quán)力有限元潘，只充當(dāng)A中的角色。指南-2.4.4.1組織結(jié)構(gòu)類型-表2-1組織結(jié)構(gòu)對(duì)項(xiàng)目的影響君仆。

176翩概、?[單選]?在執(zhí)行一個(gè)實(shí)施法規(guī)變更的項(xiàng)目時(shí)牲距，根據(jù)專業(yè)技術(shù)專家的建議，項(xiàng)目經(jīng)理發(fā)現(xiàn)新流程不符合法規(guī)指導(dǎo)方針钥庇。一個(gè)項(xiàng)目變更要求額外的資源牍鞠，否則項(xiàng)目會(huì)受到的負(fù)面影響。項(xiàng)目經(jīng)理首先應(yīng)該怎么做评姨？

During the execution of a project to implement a regulation change, a project manager discovers the new process, suggested by the subject matter expert, is not in compliance with the regulatory guidelines, A project changer will require additional resources or the project will be negatively impacted.What should the project manager do first??

A：更新項(xiàng)目質(zhì)量管理計(jì)劃

Update the project quality management plan

B：評(píng)估變更难述，并提交更新的資源計(jì)劃以供批準(zhǔn)

Evaluate the changer and present the updated resource plan for approval

C：修改溝通管理計(jì)劃

Revise the communications management plan

D：進(jìn)行成本效益分析

Conduct a cost benefit analysis.

正確答案：B?你的答案：B

解析：監(jiān)控過程組 項(xiàng)目整合管理 整體變更控制流程。判斷是否變更前先要了解變更吐句，分析變更胁后。

177、?[單選]?兩個(gè)互不相關(guān)的低影響風(fēng)險(xiǎn)同時(shí)發(fā)生嗦枢，使項(xiàng)目進(jìn)度受到了危害攀芯。項(xiàng)目經(jīng)理接下來應(yīng)該怎么做？

A project schedule is in jeopardy of slopping due to two unrelated low impacts occurred at the same time. What should the project manager do next?

A：趕工

crash the schedule????

B：創(chuàng)建一份項(xiàng)目變更請(qǐng)求

create a project change request

C：上報(bào)給項(xiàng)目發(fā)起人

escalate to the sponsor

D：查閱風(fēng)險(xiǎn)管理計(jì)劃

consult the risk management plan

正確答案：B?你的答案：D

解析：兩個(gè)互不相關(guān)的低影響同時(shí)作用的結(jié)果危害了項(xiàng)目進(jìn)度文虏，如果這種情況提前就識(shí)別的話侣诺，就有相應(yīng)的應(yīng)對(duì)措施，這些是應(yīng)該記錄在風(fēng)險(xiǎn)登記冊(cè)中的氧秘，風(fēng)險(xiǎn)管理計(jì)劃不涉及具體風(fēng)險(xiǎn)及其應(yīng)對(duì)措施措施年鸳，所以查閱風(fēng)險(xiǎn)管理計(jì)劃無濟(jì)于事，如果這種情況事先沒有識(shí)別的話丸相，查閱風(fēng)險(xiǎn)管理計(jì)劃也不能幫助識(shí)別搔确，提干描述的這種情況，是在做風(fēng)險(xiǎn)監(jiān)督灭忠，監(jiān)督發(fā)現(xiàn)的問題應(yīng)該提出變更請(qǐng)求妥箕，在變更請(qǐng)求中提出推薦的糾正措施和預(yù)防措施，推薦的糾正措施包括應(yīng)急計(jì)劃和權(quán)變措施針對(duì)以往未曾識(shí)別或被動(dòng)接受的更舞、目前正在發(fā)生的風(fēng)險(xiǎn)而采取的畦幢、未經(jīng)事先計(jì)劃的應(yīng)對(duì)措施.

178、?[單選]?一項(xiàng)目經(jīng)理正在解決兩名團(tuán)隊(duì)成員間的糾紛缆蝉。一個(gè)人說系統(tǒng)應(yīng)在測(cè)試之前集成宇葱，另一個(gè)說每個(gè)系統(tǒng)應(yīng)該在集成之前分別測(cè)試。該項(xiàng)目包含 30 個(gè)人刊头，要集成 12 個(gè)系統(tǒng)黍瞧。出資人要求集成要按時(shí)。項(xiàng)目經(jīng)理應(yīng)該怎么說能夠最好的解決這個(gè)沖突原杂？

A project manager is trying to settle a dispute between two team members. One says the systems should be integrated before testing, and the other maintains each system should be tested before integration. The project involves over 30 people, and 12 systems need to be integrated. The sponsor is demanding that integration happen on time. What is the BEST statement the project manager can make to resolve the conflict?

A：按我說的方法做

Do it my way.

B：讓我們冷靜下來印颤，把工作做完

Let's calm down and get the job done.

C：我們先都冷靜一下，下周再來處理

Let's deal with this again next week after we all calm down.

D：讓我們集成之前先部分測(cè)試穿肄，集成之后再全部測(cè)試

Let's do limited testing before implementation and finish testing after implementation.

正確答案：D?你的答案：D

解析：選項(xiàng) D 屬于妥協(xié)年局。因?yàn)榇嬖趦擅麍F(tuán)隊(duì)成員間的糾紛际看，且雙方堅(jiān)持的觀點(diǎn)對(duì)立，而出資人要求按時(shí)矢否，因此仲闽，采用妥協(xié)的方法。參考9.5.2.1僵朗，妥協(xié)：尋找能讓全體當(dāng)事人都在一定程度上滿意的方案赖欣。

179、?[單選]?完成定義范圍過程后验庙，項(xiàng)目經(jīng)理應(yīng)該使用哪項(xiàng)技術(shù)來生成可靠估算并管理成本和活動(dòng)歷時(shí)顶吮。

After completing the Define Scope Process, what technique should the project management produce reliable estimates and manage cost and activity durations?

A：分解

Decomposition

B：緊前關(guān)系繪圖法

Precedence diagramming

C：掙值管理

Earned value management

D：確立基準(zhǔn)

Baselining

正確答案：A?你的答案：A

解析：指南-5.4.2.2分解，一種把項(xiàng)目范圍和項(xiàng)目可交付成果逐步劃分為更小粪薛、更便于管理的組成部分的技術(shù)悴了，通過把項(xiàng)目范圍和可交付成果分解成為工作包，可對(duì)其成本和持續(xù)時(shí)間進(jìn)行估算和管理汗菜。

180、?[單選]?項(xiàng)目 A 的交付取決于項(xiàng)目 B挑社，項(xiàng)目 A 的項(xiàng)目經(jīng)理發(fā)現(xiàn)項(xiàng)目 B 提交了一項(xiàng)變更請(qǐng)求陨界，這會(huì)使項(xiàng)目B 推遲兩個(gè)月。項(xiàng)目 A 的項(xiàng)目經(jīng)理下一步該怎么做痛阻？

Project A’s delivery is dependent upon project B, project A’s project manager discovers that a change request is submitted in project B ,which will delay project B’s delivery by two months. What should project A’s project manager do next?

A：與項(xiàng)目 B 的項(xiàng)目經(jīng)理協(xié)商拒絕項(xiàng)目 B 的變更請(qǐng)求菌瘪。

Negotiate with project B’s project manager to reject the change request in project B.

B：審查項(xiàng)目 A 的風(fēng)險(xiǎn)應(yīng)對(duì)計(jì)劃，獲得風(fēng)險(xiǎn)減輕措施阱当。

Review project A’s risk response plan for a risk mitigation action

C：創(chuàng)建一項(xiàng)變更請(qǐng)求俏扩，反映項(xiàng)目 A 后續(xù)的進(jìn)度偏移。

Create a change request to reflect the subsequent schedule slippage of project A

D：要求項(xiàng)目 A 的項(xiàng)目發(fā)起人干預(yù)

Ask the sponsor of project A to intervene.

正確答案：B?你的答案：B

解析：出處：11.7.1.21. 風(fēng)險(xiǎn)登記冊(cè)包括已識(shí)別單個(gè)項(xiàng)目風(fēng)險(xiǎn)弊添、風(fēng)險(xiǎn)責(zé)任人录淡、商定的風(fēng)險(xiǎn)應(yīng)對(duì)策略，以及具體的應(yīng)對(duì)措施油坝；2. 若登記冊(cè)中無題干描述風(fēng)險(xiǎn)嫉戚，則應(yīng)修訂風(fēng)險(xiǎn)登記冊(cè)并提出變更請(qǐng)求。

181澈圈、?[單選]?項(xiàng)目經(jīng)理正在向管理層匯報(bào)彬檀，確定出一個(gè)負(fù)的進(jìn)度偏差和正的成本偏差。下列哪一項(xiàng)結(jié)論是合理的瞬女？

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?

A：項(xiàng)目落后于進(jìn)度窍帝，但是可以通過增加資源趕上進(jìn)度

The project is behind schedule but may be brought back on schedule by adding resource

B：項(xiàng)目超前于進(jìn)度，但是超出預(yù)算诽偷，需要進(jìn)一步調(diào)查

The project is ahead of schedule but over budget and needs further investigation

C：項(xiàng)目落后于進(jìn)度坤学，超出預(yù)算疯坤，并引發(fā)特別關(guān)注

The project is behind schedule, over budget and merits serious concern

D：項(xiàng)目超前于進(jìn)度，低于預(yù)算拥峦，進(jìn)展無明顯事件

The project is ahead of schedule, under budget and progressing with no obvious issues

正確答案：A?你的答案：A

解析：7.4.2.2-數(shù)據(jù)分析贴膘，SV小于0，說明進(jìn)度落后略号，可以趕工加速執(zhí)行壓縮工期刑峡。

182、?[單選]?詢問團(tuán)隊(duì)成員各自工作活動(dòng)的時(shí)間估算玄柠，以及為每項(xiàng)活動(dòng)討論日歷日期協(xié)議包含在哪一項(xiàng)突梦？

What process include asking team members for a time estimate for their activities, agreement on a calendar date for each activity?

A：制定進(jìn)度計(jì)劃

Develop Schedule

B：控制進(jìn)度

Control Schedule

C：定義活動(dòng)

Definition activity

D：估算活動(dòng)持續(xù)時(shí)間

Estimating activity duration

正確答案：D?你的答案：D

解析：指南-6.4.1.2項(xiàng)目文件，資源日歷

183羽利、?[單選]?你負(fù)責(zé)一兩年期的項(xiàng)目宫患，該項(xiàng)目已經(jīng)進(jìn)行了一半，要在全國(guó)的外地辦事處部署新技術(shù)这弧。升級(jí)馬上要完成時(shí)娃闲，一颶風(fēng)造成了停電。當(dāng)電力恢復(fù)時(shí)匾浪，所有的項(xiàng)目報(bào)告和歷史數(shù)據(jù)都丟失了皇帮，沒有辦法找回。應(yīng)該怎么做以減輕該風(fēng)險(xiǎn)蛋辈？

You were in the middle of a two-year project to deploy new technology to field offices across the country. A hurricane caused power outages just when the upgrade was near completion. When the power was restored, all of the project reports and historical data were lost with no way of retrieving them. What should have been done to mitigate this risk?

A：買保險(xiǎn)

Purchase insurance.

B：計(jì)劃儲(chǔ)備基金

Plan for a reserve fund.

C：監(jiān)測(cè)氣象属拾，建立應(yīng)急計(jì)劃

Monitor the weather and have a contingency plan.

D：在颶風(fēng)期外安排安裝工作

Schedule the installation outside of the hurricane season.

正確答案：C?你的答案：C

解析：風(fēng)險(xiǎn)是由停電引起的丟失數(shù)據(jù)，選項(xiàng)A不能解決這個(gè)問題冷溶，它轉(zhuǎn)移風(fēng)險(xiǎn)渐白。儲(chǔ)備金基金（選項(xiàng)B）可以接受，并且會(huì)在停電之后幫助解決成本因素逞频，但是不能降低它的概率或影響纯衍。通過在其它時(shí)間安排安裝避免颶風(fēng)（選項(xiàng)D）減輕停電風(fēng)險(xiǎn)但是對(duì)項(xiàng)目進(jìn)度會(huì)有顯著的負(fù)面影響，所以也不對(duì)苗胀。選項(xiàng)C和D中更好的一個(gè)是監(jiān)控天氣托酸，知道何時(shí)實(shí)施應(yīng)急計(jì)劃。這是一個(gè)兩年的項(xiàng)目也是有關(guān)系的柒巫，如果項(xiàng)目更短励堡，選項(xiàng)D就會(huì)更好。

184堡掏、?[單選]?分包商的公司不能根據(jù)合同條款執(zhí)行服務(wù)应结。項(xiàng)目經(jīng)理接下來應(yīng)該怎能做？

A subcontractor’s company can no longer perform the services under the Contract terms，what should the project manager do next

A：查看采購協(xié)議中的提前終止條款鹅龄。

Review the procurement agreement for an early termination clause

B：與團(tuán)隊(duì)成員頭腦風(fēng)暴揩慕。

Brainstorm with team members.

C：更新風(fēng)險(xiǎn)管理計(jì)劃。

Update the risk management plan.

D：請(qǐng)求與項(xiàng)目發(fā)起人開會(huì)獲得建議扮休。

Request a meeting with the project sponsor to obtain advice.

正確答案：A?你的答案：A

解析：所屬過程組：監(jiān)控過程組迎卤。所屬知識(shí)領(lǐng)域：項(xiàng)目采購管理。 解析：根據(jù)題干玷坠，如果分包商不能繼續(xù)服務(wù)蜗搔，就應(yīng)該進(jìn)行結(jié)束采購的過程，所以要查看采購協(xié)議中的終止條款進(jìn)行結(jié)束采購過程八堡。選A樟凄。（結(jié)束采購的題目）

185、?[單選]?在以下哪種合同中兄渺，更容易進(jìn)行合同范圍變更缝龄？

Which of the following is easier to make contract scope change?

A：固定價(jià)

Fixed-price

B：固定價(jià)加激勵(lì)費(fèi)

Fixed-Plus-Incentive-Fee

C：成本加酬金

Cost-Plus-Fee

D：以上都不是

None of the above

正確答案：C?你的答案：C

解析：PMBOK第6版 中12.1.1.6 不需要嚴(yán)格的范圍說明便可以啟動(dòng)項(xiàng)目是費(fèi)用償還合同的特點(diǎn)之一，但同時(shí)買方有權(quán)對(duì)賣方的費(fèi)用支出進(jìn)行嚴(yán)格的審計(jì)挂谍。

186叔壤、?[單選]?項(xiàng)目范圍已經(jīng)核實(shí)，而且可交付成果已完成口叙，并獲得相關(guān)方的驗(yàn)收炼绘。根據(jù)這些可交付成果，組織過程資產(chǎn)和項(xiàng)目計(jì)劃庐扫，項(xiàng)目經(jīng)理接下來該做什么饭望？

The scope is verified, and deliverables are completed and accepted by the stakeholders. ?Based on these deliverables, the organizational process assets and the project plan. What should the project manager do next?

A：結(jié)束項(xiàng)目或階段

Close the project or phase

B：將績(jī)效報(bào)告給團(tuán)隊(duì)

Report performance to the team

C：安排項(xiàng)目啟動(dòng)大會(huì)

Arrange a kick-off meeting

D：開展質(zhì)量保證審查

Conduct a quality assurance review

正確答案：A?你的答案：A

解析：指南-4.7.1結(jié)束項(xiàng)目或階段輸入

187仗哨、?[單選]?執(zhí)行項(xiàng)目時(shí)形庭，項(xiàng)目經(jīng)理認(rèn)識(shí)到其中一項(xiàng)任務(wù)的期限估計(jì)不足，下列哪項(xiàng)工具可以用來盡量減少影響厌漂？

Which executing the project , a project manager realizes that a task duration was poorly estimate. Which of the following tools could be used to minimize the impact?

A：規(guī)劃風(fēng)險(xiǎn)應(yīng)對(duì)

Planning Risk Responses

B：快速跟進(jìn)

Fast tracking

C：預(yù)測(cè)

Forecasting

D：失效模式和影響分析

failure mode and impact analysis

正確答案：B?你的答案：B

解析：此題說的是進(jìn)度問題萨醒，快速跟進(jìn)正確。

188苇倡、?[單選]?項(xiàng)目經(jīng)理向客戶提交可交付成果以供批準(zhǔn)富纸，客戶稱可交付成果沒有達(dá)到驗(yàn)收標(biāo)準(zhǔn)，并要求項(xiàng)目經(jīng)理對(duì)可交付成果進(jìn)行返工旨椒，客戶還希望查看返工進(jìn)度的相關(guān)信息晓褪，項(xiàng)目經(jīng)理接下來應(yīng)該執(zhí)行哪一項(xiàng)活動(dòng)?

The project manager submits deliverables to the customer for approval, the customer says the deliverables are not up to the acceptance criteria, and requires the project manager to rework the deliverables, and the customer also wants to see information about the progress of the rework, and what activity should the project manager perform next?

A：配置識(shí)別

Configuration recognition

B：配置狀態(tài)記錄

Configuration status Record

C：配置控制

Configuration control

D：配置核實(shí)與審計(jì)

Configuration Verification and auditing

正確答案：D?你的答案：D

解析：4.6.2.2：通過配置核實(shí)與審計(jì)，確保項(xiàng)目的配置項(xiàng)組成的正確性综慎，以及相應(yīng)的變更都被登記涣仿、評(píng)估、批準(zhǔn)、跟蹤和正確實(shí)施好港，從而確保配置文件所規(guī)定的功能要求都已實(shí)現(xiàn)愉镰。被客戶拒收，說明不僅結(jié)果钧汹、甚至過程存在問題丈探，需要進(jìn)行核實(shí)與審計(jì)。

189拔莱、?[單選]?項(xiàng)目經(jīng)理接管了一個(gè)項(xiàng)目碗降，該項(xiàng)目曾在范圍管理方面存在挑戰(zhàn)，項(xiàng)目變更控制計(jì)劃要求項(xiàng)目發(fā)起人決定是否將變更納入項(xiàng)目辨宠，若要減少當(dāng)前項(xiàng)目范圍的問題遗锣，項(xiàng)目經(jīng)理應(yīng)該建議下列哪一項(xiàng)？

The project manager took over a project that had challenges in scope management, and the project change control plan required the project sponsors to decide whether to include the changes in the project, and to reduce the current project scope, which project managers should recommend?

A：由變更控制委員會(huì)來對(duì)變更做出最終決定

Change control Board to make final decision on change

B：由項(xiàng)目經(jīng)理和發(fā)起人對(duì)變更做出最終決定

Final decision on change by project manager and sponsor

C：由整個(gè)項(xiàng)目團(tuán)隊(duì)對(duì)變更做出最終決定

The entire project team makes the final decision on the change

D：仍由發(fā)起人對(duì)變更做出最終決定

The sponsor will still make a final decision on the change.

正確答案：D?你的答案：A

解析：根據(jù)題意嗤形，項(xiàng)目變更管理計(jì)劃中明確了由發(fā)起人來決定變更是否納入項(xiàng)目精偿，所以應(yīng)該按照計(jì)劃由發(fā)起人來決定變更是否納入項(xiàng)目，所以選 D

190赋兵、?[單選]?在一個(gè)多階段項(xiàng)目的中途笔咽，由于對(duì)該項(xiàng)目不再有組織上的需求，發(fā)起人終止了項(xiàng)目工作霹期。下列哪種情況可以避免這個(gè)現(xiàn)象叶组？

Halfway through a multiphase project, the sponsor terminates the work because there is no longer an organizational need for the project. ?This could have been avoided if:

A：在制定項(xiàng)目管理計(jì)劃時(shí)多花些精力

More effort was spent on developing the project management plan

B：正確制定項(xiàng)目商業(yè)論證

The project business case was properly developed

C：在項(xiàng)目開始時(shí)分析法律要求

Legal requirements were analyzed at the start of the project

D：更為詳細(xì)地描述項(xiàng)目工作說明書

The project statement of work was more detailed.

正確答案：B?你的答案：B

解析：在多階段項(xiàng)目中，可通過對(duì)商業(yè)論證的定期審核來確保項(xiàng)目能實(shí)現(xiàn)其商業(yè)利益历造，在項(xiàng)目生命周期的早期甩十，項(xiàng)目發(fā)起組織對(duì)商業(yè)論證的定期審核也有助于確認(rèn)項(xiàng)目是否仍然必要，所以選B吭产÷录啵考點(diǎn)：商業(yè)論證。

191臣淤、?[單選]?你的項(xiàng)目曾經(jīng)很難獲得項(xiàng)目管理計(jì)劃的正式批準(zhǔn)橄霉，因?yàn)轫?xiàng)目相關(guān)方太多了，他們的要求不能放在項(xiàng)目里邑蒋。這些項(xiàng)目相關(guān)方拖延項(xiàng)目姓蜂，他們一次次的討論他們的要求。項(xiàng)目最終得到了批準(zhǔn)医吊，于 6個(gè)月前啟動(dòng)钱慢。下列哪項(xiàng)不是好的預(yù)防措施？

Your project had a difficult time receiving formal approval of the project management plan because there were so many stakeholders whose requirements were not approved for inclusion in the project. These stakeholders argued and held up the project while they held meeting after meeting about their requirements. The project was finally approved and work was begun six months ago. All of the following would be good preventive actions to implement EXCEPT?

A：記錄哪些要求沒有放在項(xiàng)目里

Keep a file of what requirements were not included in the project.

B：確實(shí)項(xiàng)目相關(guān)方?jīng)]有用變更控制過程作為手段把之前的要求加回項(xiàng)目里

Make sure the change control process is not used as a vehicle to add back the requirements into the project.

C：使用問題登記簿

Maintain an issue log.

D：會(huì)見項(xiàng)目相關(guān)方卿堂，重申不能放在項(xiàng)目里的工作

Hold meetings with the stakeholders to go over the work that will not be added to the project.

正確答案：D?你的答案：A

解析：為什么不采取選項(xiàng) D 的行動(dòng)束莫？D和 A 不是很像嗎？不是的。這個(gè)問題應(yīng)該解決了麦箍，但是因?yàn)殛P(guān)于撤消的要求有很多會(huì)議和爭(zhēng)論漓藕，有可能項(xiàng)目相關(guān)方再提出這個(gè)問題。但是挟裂，因?yàn)樗€沒有出現(xiàn)享钞，項(xiàng)目于 6 個(gè)月前啟動(dòng)，花費(fèi)時(shí)間在開會(huì)上沒必要诀蓉。其它選項(xiàng)更容易栗竖，對(duì)項(xiàng)目影響也小，所以是可以采取的行動(dòng)渠啤。

192狐肢、?[單選]?賣方角度，在下述哪種情況下沥曹，合同被視為已經(jīng)收尾

From the seller's point of view, the contract is considered closed when:

A：工作范圍已經(jīng)完成

Scope of work is complete

B：經(jīng)驗(yàn)教訓(xùn)已經(jīng)完成

The archives are complete

C：檔案已經(jīng)完成

The archives are complete

D：最終付款已經(jīng)完成

Final payment is made

正確答案：D?你的答案：D

解析：指南-4.7結(jié)束項(xiàng)目或階段份名，在合同環(huán)境下，當(dāng)買方支付合同尾款妓美，賣方視同已履行了合同全部義務(wù)僵腺，合同收尾完成，賣方財(cái)務(wù)可進(jìn)行內(nèi)部項(xiàng)目決算壶栋。概率*成本 影響最大的風(fēng)險(xiǎn)是D辰如。

193、?[單選]?項(xiàng)目經(jīng)理確定應(yīng)聘者贵试，主要是基于他們的能力是否能夠完成既定的項(xiàng)目琉兜。那么接下來項(xiàng)目經(jīng)理應(yīng)怎么做呢？

The project manager identifies candidates for the project team based on needed competencies to deliver the agreed scope. What should the project manager do next毙玻？

A：與職能經(jīng)理協(xié)商豌蟋，為項(xiàng)目分配資源

Negotiate with functional managers to allocate the resources to the project

B：與確定的資源協(xié)商讓其加入項(xiàng)目

Negotiate with the identified resources to join the project

C：立即將資源需求上報(bào)給項(xiàng)目發(fā)起人

Escalate the resource needs to the project sponsor immediately

D：將能力需求更新到風(fēng)險(xiǎn)管理日志中

Update the risk management log with the need for competencies

正確答案：A?你的答案：A

解析：執(zhí)行過程組 項(xiàng)目資源管理 考點(diǎn)：建設(shè)團(tuán)隊(duì)。在許多項(xiàng)目中淆珊，人員分派是通過談判完成的夺饲。例如奸汇，項(xiàng)目管理團(tuán)隊(duì)需要與下列各方談判：職能經(jīng)理施符。確保項(xiàng)目能夠在需要時(shí)獲得具備適當(dāng)能力的人員，確保項(xiàng)目團(tuán)隊(duì)成員能夠擂找、愿意并且有權(quán)在項(xiàng)目上工作戳吝，直到完成其職責(zé)。出處：PMBOK第6版 中9.3.2.2建設(shè)團(tuán)隊(duì)：工具與技術(shù) 贯涎。說明：在確定可用資源之后听哭，需要跟職能經(jīng)理協(xié)商談判，以便獲得該資源。

194陆盘、?[單選]?在近期項(xiàng)目狀態(tài)會(huì)議上普筹，一名相關(guān)方表示未收到近期會(huì)議上提出的某個(gè)問題的根本原因分析。項(xiàng)目經(jīng)理發(fā)現(xiàn)該名相關(guān)方?jīng)]有包含在報(bào)告分發(fā)名單中隘马。項(xiàng)目經(jīng)理首先應(yīng)該怎么做太防？

A stakeholder states that they did not receive the root cause analysis regarding an issue talked in recent meetings during a recent project status meeting. The project manager discovers that the stakeholder is not included in the name list. What should the project manager do next?

A：參考風(fēng)險(xiǎn)登記冊(cè)

Reference the risk register

B：更新溝通管理計(jì)劃

Update the communications management plan

C：執(zhí)行變更請(qǐng)求

Perform a change request

D：更新相關(guān)方登記冊(cè)

Update the stakeholder register

正確答案：B?你的答案：B

解析：溝通管理計(jì)劃是項(xiàng)目管理計(jì)劃的組成部分、描述將如何規(guī)劃酸员，結(jié)構(gòu)化蜒车、執(zhí)行與監(jiān)督項(xiàng)目溝通，以提高溝通的有效性幔嗦。

題干中顯示是溝通問題

195酿愧、?[單選]?已獲批準(zhǔn)的項(xiàng)目章程能為項(xiàng)目經(jīng)理提供從事下列哪一項(xiàng)的職權(quán)？

An approved project charter gives the project manager the authority to do which of the following?

A：與客戶就項(xiàng)目范圍進(jìn)行談判

Enter into negotiations with a customer regarding scope

B：定義項(xiàng)目的商業(yè)論證

Define the project's business case

C：將資源應(yīng)用到項(xiàng)目活動(dòng)中

Apply resources to project activities

D：與子供應(yīng)商簽署合同

Sign contracts with subsuppliers

正確答案：C?你的答案：C

解析：指南-4.1.3.1項(xiàng)目章程邀泉，正式批準(zhǔn)項(xiàng)目并授權(quán)項(xiàng)目經(jīng)理在項(xiàng)目活動(dòng)中使用組織資源的文件嬉挡。

196、?[單選]?項(xiàng)目團(tuán)隊(duì)在項(xiàng)目規(guī)劃階段收集需求汇恤〖椋客戶的信息技術(shù)團(tuán)隊(duì)所提交的某些需求與客戶的商務(wù)部提出的需求相沖突。應(yīng)使用下列哪一項(xiàng)來與相關(guān)方解決這個(gè)問題屁置？

A team collects requirements in the project’s planning phase. Some of requirements submitted by the client’s information technology team contradict with the client’s business department’s requirements. Which of the following should be used to resolve this issue with the stakeholders?

A：開展訪談

Perform interviews

B：引導(dǎo)式研討會(huì)

Facilitate a work shop

C：召集焦點(diǎn)小組會(huì)議

Conduct a focus group

D：執(zhí)行需求頭腦風(fēng)暴

Perform requirements brainstorming

正確答案：B?你的答案：C

解析：所屬過程組：規(guī)劃過程組焊夸。所屬知識(shí)領(lǐng)域：項(xiàng)目范圍管理。解析：題目描述兩個(gè)部門的需求不一致蓝角，對(duì)于跨部分的需求收集阱穗，需要使用引導(dǎo)式研討會(huì)，B正確

197使鹅、?[單選]?一名新項(xiàng)目經(jīng)理被任命管理一個(gè)目前落后于進(jìn)度的項(xiàng)目揪阶，新項(xiàng)目經(jīng)理應(yīng)使用掙值技術(shù)來確定下列哪一項(xiàng)？

A new project manager is assigned to a project that is currently behind schedule. The new project manager should use the earned value methodology to identify which of the following?

A：資源分解結(jié)構(gòu)

Resource breakdown structure

B：與進(jìn)度延遲有關(guān)的風(fēng)險(xiǎn)

Risk associated with the schedule delay

C：項(xiàng)目中的范圍蔓延

Scope creep on the project

D：基準(zhǔn)偏差

Variances against the baseline

正確答案：D?你的答案：D

解析：參見 PMBOK第6版 中 2016 中 7.4.2.2患朱，考點(diǎn)：掙值管理鲁僚。

198、?[單選]?產(chǎn)品已經(jīng)試驗(yàn)性地推出市場(chǎng)裁厅。但客戶報(bào)告存在一些問題冰沙。用于糾正這些問題的成本應(yīng)歸為下列哪一類成本？

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：預(yù)防成本

Prevention

B：修復(fù)成本

Repair

C：內(nèi)部損失成本

International （Internal） failure

D：外部損失成本

External failure

正確答案：D?你的答案：D

解析：概念題执虹，考點(diǎn)為質(zhì)量成本（COQ）拓挥。（質(zhì)量管理）見 PMBOK第6版 中8.1.2.3質(zhì)量成本相關(guān)內(nèi)容，參見圖8-5質(zhì)量成本 ）根據(jù)質(zhì)量成本分類袋励，由客戶發(fā)現(xiàn)的問題導(dǎo)致的質(zhì)量成本稱為外部損失成本侥啤。

199当叭、?[單選]?你正負(fù)責(zé)為世界銀行的一個(gè)大項(xiàng)目準(zhǔn)備成本估計(jì)。因?yàn)槟愕墓烙?jì)需要盡可能的準(zhǔn)確盖灸，所以你決定準(zhǔn)備一個(gè)自下而上的估計(jì)蚁鳖。你的第一步是：

You are responsible for preparing a cost estimate for a large World Bank project. You decide to prepare a bottom-up estimate because your estimate needs to be as accurate as possible. Your first step is to

A：確定在進(jìn)程中需要的計(jì)算工具

Locate a computerized tool to assist in the process

B：利用前面的項(xiàng)目成本估計(jì)來幫助準(zhǔn)備這個(gè)成本估計(jì)

Use the cost estimate from a previous project to help you prepare this estimate

C：確定并且估計(jì)每一個(gè)工作條目的成本

Identify and estimate the cost for each individual work item

D：向這個(gè)方面的專家咨詢，并且將他們的建議作為你的估計(jì)的基礎(chǔ)

Consult with subject matter experts and use their suggestions as the basis for your estimate

正確答案：C?你的答案：C

解析：PMBOK（6）7.2.2.4估算成本-自下而上估算赁炎。首先對(duì)單個(gè)工作包或活動(dòng)成本進(jìn)行最具體才睹、細(xì)致的估算，然后把這些細(xì)節(jié)性成本向上匯總或“滾動(dòng)”到更高層次甘邀，用于后續(xù)報(bào)告和跟蹤琅攘。自下而上估算的準(zhǔn)確性及其本山所需的成本，通常取決于單個(gè)活動(dòng)或工作包的規(guī)乃尚埃或其他屬性坞琴。

200、?[單選]?項(xiàng)目經(jīng)理確定項(xiàng)目可交付成果延遲逗抑。項(xiàng)目落后于進(jìn)度剧辐，并超過預(yù)算 5%。在審查文件和狀態(tài)報(bào)告之后邮府，項(xiàng)目經(jīng)理下一步該怎么做荧关？

The project manager determines that a project deliverable is late. The project is behind schedule and is 5% over budget. After reviewing the documentation and status reports, what should the project manager do next？

A：執(zhí)行風(fēng)險(xiǎn)再評(píng)估褂傀，作為監(jiān)督風(fēng)險(xiǎn)過程的組成部分忍啤。

Perform a risk reassessment, as part of the Control Risks process.

B：更改進(jìn)度基準(zhǔn)，作為控制進(jìn)度過程的組成部分仙辟。

Change the schedule baseline, as part of the Control Schedule process

C：通過執(zhí)行整體變更控制流程啟動(dòng)變更同波。

Initiate a change through the Perform Integrated Control process.

D：繼續(xù)項(xiàng)目執(zhí)行，并在后一階段中解決這個(gè)問題叠国。

Continue with project execution, and address this issue in a later phase.

正確答案：C?你的答案：C

解析：所屬過程組：監(jiān)控過程組未檩。所屬知識(shí)領(lǐng)域：項(xiàng)目整合管理。解析：題目描述的場(chǎng)景是 PM 發(fā)現(xiàn)了項(xiàng)目執(zhí)行存在偏差粟焊，那么 PM應(yīng)該執(zhí)行糾正措施冤狡，確保執(zhí)行符合計(jì)劃，敏感詞是“下一步”,糾正措施是一種變更請(qǐng)求项棠，C正確

作者：小燕_lillian

鏈接：http://www.reibang.com/p/0a122fb8c599

來源：簡(jiǎn)書

著作權(quán)歸作者所有悲雳。商業(yè)轉(zhuǎn)載請(qǐng)聯(lián)系作者獲得授權(quán)，非商業(yè)轉(zhuǎn)載請(qǐng)注明出處沾乘。