175：由于另外一位項目經(jīng)理離職，你接手了他的項目蛛芥。你所在的公司是一個職能型的組織沧踏，不同部門之間互相充滿敵意。你負責(zé)的這個項目是一個大型的項目欣簇，項目活動均是公司之前沒有接觸過的规脸。你發(fā)現(xiàn)項目文件還是比較齊全，包括項目章程熊咽、項目管理計劃和工作分解結(jié)構(gòu)等等莫鸭。項目進度和預(yù)算均在計劃內(nèi)。然而横殴，團隊會議上的氣氛總是很緊張被因，與會者即興的發(fā)言充分表明他們對項目非常不滿。你和主要相關(guān)方評估了所有的主要項目文件衫仑，大家一致認為這些文件都還是很準確的梨与，但這種舉措似乎沒有解決實際問題。出現(xiàn)此種問題的最佳原因應(yīng)該為：

You have taken over a project from another manager who left the firm. This is a functional organization and the different units are often rather hostile to each other .The project is a large one involving activities that the organization has never done before .You find that the project has what appears to be adequate documentation, including an agreed-to project charter, project management plan, WBS, etc, The project is on schedule and within budget. However, the atmosphere in meetings with the project members often seems tense, and offhand comments made by participant seem to indicate a high level of dissatisfaction with the project. You review all of the major project documents with the key stakeholders and get agreement that they are still accurate, but this does not seem to solve the problem. What is the MOST likely explanation for this situation?

A：團隊成員之間存在個性沖突文狱，需要你來發(fā)現(xiàn)并給予解決

There are personality conflicts among the project team members that you need to uncover and resolve.

B：此項目沒有一個有效的發(fā)起人粥鞋，所以沒有較高的優(yōu)先級。

The project does not have an effective sponsor and thus is not viewed as a high priority.

C：相關(guān)方對項目的完成結(jié)果存在不同的期望瞄崇。

Stakeholders have very different expectations about what the project is supposed to accomplish.

D：公司的組織結(jié)構(gòu)及動因防礙了團隊成員之間有效的協(xié)作呻粹。

The organizational structure and dynamics prevent people from working together effectively.

正確答案：D?我的答案：D

解析：很顯然團隊的這種緊張氣氛是由于不同部門之間充滿敵意壕曼，職能型組織結(jié)構(gòu)導(dǎo)致的，所以應(yīng)該選D等浊。指南-2.4.4.1組織結(jié)構(gòu)類型-表2-1組織結(jié)構(gòu)對項目的影響腮郊。

183：擔(dān)心與項目無關(guān)的郵件數(shù)量，一名團隊成員認為其中一個可交付成果將延遲筹燕，因為在讀和回復(fù)郵件上花費了大量時間轧飞。項目經(jīng)理應(yīng)該怎么做？

Concerned about the quantity of irrelevant project-related emails, a team member think one deliverable will be delayed, because of the time spent reading and replying to emails.What should the project manager do?

A：要求團隊成員加班完成工作撒踪。

Ask the team member to work overtime to complete the work.

B：要求項目團隊更改項目溝通管理計劃过咬。

Ask the project team to change the communications management plan.

C：與項目團隊一起鞏固時間管理計劃指南。

Reinforce the time management plan guidelines with the project team.

D：與項目團隊一起鞏固溝通管理計劃指南糠涛。

Reinforce the communications management plan guidelines with the project team.

正確答案：D?我的答案：D

解析：所屬過程組：監(jiān)控過程組援奢。所屬知識領(lǐng)域：項目溝通管理。溝通管理計劃主要是規(guī)定“誰以什么樣的方式通過什么樣的途徑發(fā)送給誰什么樣的信息”的計劃忍捡，根據(jù)題干集漾，應(yīng)該是項目成員對如何發(fā)送、發(fā)送給誰等要求不明確砸脊，所以首先不應(yīng)該是更改具篇，應(yīng)該是鞏固溝通計劃指南。

132：你剛剛被分配到一個處于實施階段中期的項目任項目經(jīng)理凌埂，你正在確定你將如何控制這個項目驱显，控制這個項目的最佳方法是：

You have just been assigned as project manager in execution phase and you have to determine how you should control the project,the best way is to:

A：使用綜合的溝通方法（使用多面性溝通方法）

Use a combination of communication methods

B：召開項目進度會議

Hold schedule meetings

C：每周參照甘特圖

Refer to Gantt chart weekly

D：定期與管理層開會

Meet with management regularly

正確答案：A?我的答案：A

解析：B、C瞳抓、D都是監(jiān)控進度的工具和技術(shù)埃疫，你的管理和溝通方法需要隨著具體情況的變化而改變，沒有最好的方法孩哑，只有最適用的方法栓霜。

40：項目遇到了一個未預(yù)料到的問題，高級技術(shù)領(lǐng)導(dǎo)建議的解決方案沒有被團隊成員們接受横蜒。結(jié)果高級技術(shù)領(lǐng)導(dǎo)很受挫折胳蛮。項目經(jīng)理應(yīng)該采用哪種技能解決這個問題？

A project has encountered an unexpected technical issue. The senior technical lead suggests a solution which is not accepted by some team members. As a result, the senior technical lead becomesfrustrated.What kind of skills should the project manager use to resolve this issue?

A：培訓(xùn)技能

Training skills

B：技術(shù)技能

Technical skills

C：硬技能

Hard skills

D：軟技能

Soft skills

正確答案：D?我的答案：D

解析：關(guān)注人的感受丛晌，處理人際關(guān)系的技術(shù)統(tǒng)稱為“軟技術(shù)”仅炊，與工作相關(guān)，處理人機界面的方法稱之為“硬技術(shù)”澎蛛。

2：作為一個財務(wù)問題的結(jié)果抚垄，賣方 A 將延遲一項關(guān)鍵產(chǎn)品。項目經(jīng)理識別到另一個賣方，可以提供類似產(chǎn)品督勺。 項目經(jīng)理下一步該怎么做渠羞？

As a result of a financial problem, seller A will delay a key product. The project manager identified another seller who could provide similar products. What should the project manager do next?

A：向變更控制委員會提交一項變更請求斤贰。

Submit a change request to the change control board.

B：與潛在賣方召開投標人會議智哀。

Hold bidders meeting with potential sellers.

C：審查商業(yè)論證，確定投資回報荧恍。

Review business justification and determine return on investment.

D：向采購部門提交一份變更請求瓷叫。

Submit a change request to the purchasing department.

正確答案：A?我的答案：D

解析：替換供應(yīng)商需要走變更流程，重大變更需要向 CCB 提交變更請求送巡。

68：項目的客戶告訴項目經(jīng)理他已經(jīng)沒錢了摹菠，不能再支付該項目。項目經(jīng)理應(yīng)該首先做什么骗爆？

The customer on a project tells the project manager he has run out of money to pay for the project. What should the project manager do FIRST?

A：推遲進度中的多數(shù)項目工作次氨，以給客戶時間去尋找資金

Shift more of the work to later in the schedule to allow time for the customer to get the funds.

B：進入行政收尾

Enter administrative closure.

C：停止工作

Stop work.

D：解散一部分項目團隊

Release part of the project team.

正確答案：B?我的答案：C

解析：每個項目都必須收尾，行政收尾給執(zhí)行機構(gòu)帶來好處摘投，所以停止工作(選項C)不對煮寡。選項 A 和 D 不能解決這個問題，它們只是推遲處理它犀呼。當中斷項目資金投入后幸撕，即項目提前結(jié)束，應(yīng)執(zhí)行項目收尾過程外臂。項目收尾包含產(chǎn)品或服務(wù)的移交坐儿、行政收尾和采辦收尾三方面。

165：一個多階段項目發(fā)起人離開公司宋光，項目文件已獲得批準并滿足其目標貌矿。資源預(yù)算已到位。項目經(jīng)理接下來應(yīng)該怎么做罪佳？

The sponsor of a multiphase project quits the company. The project is documented and is meeting its objectives. The resourcing budget is in place. What should the project manager do next?

A：在離開組織的發(fā)起人的主管同意下逛漫，評估項目的持續(xù)需求

Assess the continuous project need by agree of the superior of the sponsor quit

B：立即開始項目收尾過程

immediately start the project closing process

C：檢查與商業(yè)論證的符合性

check alignment with the business study

D：延遲重新評估，直至項目結(jié)束并資金已經(jīng)完全使用菇民。

delay reassessment till the prefect funding has been used at the end of the project

正確答案：C?我的答案：A

解析：如果商業(yè)論證符合組織需求尽楔，發(fā)起人更換，項目也可以繼續(xù)第练。

57：項目經(jīng)理在項目執(zhí)行階段已經(jīng)收集了工作績效信息阔馋。此項活動的主要目的是什么？

A project manager has been collecting work performance information during the project execution phase. What is the main purpose of this action?

A：監(jiān)測成本娇掏，進度呕寝，和可交付狀態(tài)

To monitor cost, schedule progress, and deliverable status.

B：監(jiān)測小組成員執(zhí)行的項目進程

To monitor team member performance in the project

C：評估項目團隊的培訓(xùn)需求

To assess training requirements within the project team

D：更新項目管理計劃

To update the project management plan

正確答案：A?我的答案：A

解析：4.3在項目執(zhí)行過程中，收集工作績效數(shù)據(jù)并傳達給合適的控制過程做進一步分析婴梧。通過分析工作績 效數(shù)據(jù)下梢，得到關(guān)于可交付成果的完成情況以及與項目績效相關(guān)的其他細節(jié)客蹋，工作績效數(shù)據(jù)也用作監(jiān) 控過程組的輸入，并可作為反饋輸入到經(jīng)驗教訓(xùn)庫孽江，以改善未來工作包的績效讶坯。工作績效數(shù)據(jù)包括已完成的工作、關(guān)鍵績效指標 (KPI)岗屏、技術(shù)績效測量結(jié)果辆琅、進度活動的實 際開始日期和完成日期、已完成的故事點这刷、可交付成果狀態(tài)婉烟、進度進展情況、變更請求的數(shù)量暇屋、缺 陷的數(shù)量似袁、實際發(fā)生的成本、實際持續(xù)時間等

142：項目執(zhí)行過程中咐刨，項目經(jīng)理決定某一外購材料需要變更昙衅。項目經(jīng)理召開團隊會議討論如何做變更，這是以下哪項的例子所宰？

During project executing, the project manager determines that a change is needed to material purchased for the project. The project manager calls a meeting of the team to plan how to make the change. This is an example of:

A：目標管理

management by objectives.

B：缺乏變更控制系統(tǒng)

lack of a change control system.

C：良好的團隊關(guān)系

good team relations.

D：缺少一個清晰的工作分解結(jié)構(gòu)

lack of a clear work breakdown structure.

正確答案：B?我的答案：B

解析：所有變更請求都必須以書面形式記錄绒尊，并納入變更管理/配置管理系統(tǒng)中，由變更管理控制系統(tǒng)和配置控制系統(tǒng)中所列的過程進行處理仔粥。附帶整體變更控制功能的配置管理系統(tǒng)可以提供標準化婴谱、效果好和效率高的方式來集中管理已批準的變更和基準。題目中躯泰，當項目出現(xiàn)了變更請求谭羔，項目經(jīng)理還要組織團隊會議討論如何做變更，而不是通過變更控制系統(tǒng)來進行變更麦向，說明缺乏變更控制系統(tǒng)瘟裸。

161：管理層已經(jīng)向你保證如果你提前完成該項目，客戶會給你一部分獎勵诵竭。在最后完成一主要的交付成果時话告，你的團隊告訴你該應(yīng)付成果滿足合同的要求但是不能提供客戶所需的功能。如果該交付成果已經(jīng)晚了卵慰，所以項目不能提前完成了沙郭。你應(yīng)該采取什么措施？

Management has promised you part of the incentive fee from the customer if you complete the project early. While finalizing a major deliverable, your team informs you that the deliverable meets the requirements in the contract but will not provide the functionality the customer needs. If the deliverable is late, the project will not be completed early. What action should you take?

A：就這樣遞交交付成果

Provide the deliverable as it is.

B：告訴客戶情況是這樣的裳朋，尋找一個雙方都能接受的解決方法

Inform the customer of the situation and work out a mutually agreeable solution.

C：開始由客戶編寫引起延誤的列表以準備談判

Start to compile a list of delays caused by the customer to prepare for negotiations.

D：悄悄削減其它活動以為修復(fù)該交付成果節(jié)約時間

Cut out other activities in a way that will be unnoticed to provide more time to fix the deliverable.

正確答案：B?我的答案：B

解析：選項 A 和 D 忽略了客戶的最大利益病线。應(yīng)已與其它變更命令一起解決了任何延期，所以選項 C 不對。正確的解決方法是和客戶談(選項 B)送挑。你也許還能贏得獎金并找到一個雙方都同意的解決方法绑莺。想想告訴客戶能帶來的商譽。

114：一個為期兩年的項目完成了50%惕耕，進度績效指數(shù)1.051和成本績效指數(shù)為1.02纺裁。一個新的項目進入投資組合，被視為一個優(yōu)先級并且高于當前的項目赡突。因此对扶，目前項目失去了三個關(guān)鍵資源区赵。盡管資源緊張惭缰，但是高級主管仍然要求項目經(jīng)理按時完成項目，并且按照預(yù)算且不會有額外的資源補給笼才。項目經(jīng)理應(yīng)該怎樣做漱受？

A two-year project is 50% complete has a schedule performance index of 1.051and a cost performance index of 1.02, A new project enters the portfolio and is deemed a higher priority than the current project. As a result, the current project loses three key resources. Despite tossing resources, the project manager is asked by senior management to complete the project on time and within budget without additional resources. What should do next？

A：執(zhí)行資源平衡

executive resources balance

B：趕工

crashing

C：變更項目基準

change the project baseline

D：實施偏差分析

implements deviation analysis

正確答案：D?我的答案：C

解析：出現(xiàn)了關(guān)鍵資源被調(diào)走這種情況要首先進行偏差分析骡送，確定目前的績效情況昂羡，偏離基準的情況和程度，然后再決定是否需要采取糾正或預(yù)防措施摔踱，所以選D虐先，題目中其它選項都是措施，是在D的基礎(chǔ)上進行的派敷，所以選D蛹批。

136：因為完成可交付成果1和2需要額外的資源技能，1 期的實際成本為 55,000 美元篮愉。項目的可交付成果和質(zhì)量是不可協(xié)商的腐芍。在 II 期開始前，項目經(jīng)理應(yīng)該怎么做试躏？

The actual cost of phase I is US$55,000, because additional resource skill sets were required to complete both deliverables I and 2. The deliverables and quality of the project are non negotiable. Before the opening of phase II occurs, what should the project manager do?

A：確保具有批準增加 20猪勇，000 美元預(yù)算的變更管理文件。

Ensure there is a change management document approving the additional US$20.000 to the budget

B：驗證 II 期資源需求的項目計劃颠蕴。

Validate the project plan for phase it’s resource requirements

C：確定如何從 II 期或 III 期削減 20,000 美元泣刹。

Determine how US$20,000 will be cut from phase II phase III

D：確定相關(guān)方應(yīng)重新考慮 II 期或 III 期的哪些可交付成果。

Determine which deliverables from phase II of phase 3 the stakeholders should reconsider

正確答案：B?我的答案：A

解析：項目成本管理 因為項目的可交付成果和質(zhì)量是不可協(xié)商的犀被，因此第二三階段也會有可交付成果 1 和 2椅您，條件不變的情況下也會增加額外的資源技能，因此需要再第二期開始之前重新進行驗證成本計劃弱判。又因為第二期還有其它第一期沒有包含的可交付成果襟沮，因此不確定是否只用增加 20000，A 不準確。選 B开伏。

5：在定義活動過程中膀跌，一團隊成員開始討論一個項目經(jīng)理從來沒有聽過的活動。此時項目經(jīng)理應(yīng)該 怎么做固灵？

During the Define Activities process, a team member begins to discuss activities that the project manager has never heard discussed. What should the project manager do?

A：確保團隊成員理解并將這些活動包含在活動清單里了捅伤。

Make sure he has a good understanding of the activities and include the activities in the activity list.

B：詢問團隊成員需要完成這些活動的原因。

Ask the team member to explain why such an activity would be needed to complete the work package.

C：確認所有團隊成員都認同這些活動巫玻。

Make sure the entire team agrees that the activities should be done.

D：評估變更的影響丛忆。

Evaluate the impact of the change.

正確答案：B?我的答案：A

解析：指南-6.2定義活動，識別和記錄為完成項目可交付成果而須采取的具體行動的過程仍秤。本過程的主要作用是熄诡，將工作包分解為進度活動，作為對項目工作進行進度估算诗力、規(guī)劃凰浮、執(zhí)行、監(jiān)督和控制的基礎(chǔ)苇本，本過程需要在整個項目期間開展袜茧。順序：B-C-A

+關(guān)鍵鏈法和關(guān)鍵路徑法的區(qū)別是：關(guān)鍵路徑法是工作安排盡早開始，盡可能提前瓣窄。而關(guān)鍵鏈法是盡可能推遲笛厦。+