151、?[單選]?當(dāng)項(xiàng)目接近完工時(shí)：

As a project approaches completion：

?A：就不再需要風(fēng)險(xiǎn)管理

Risk management is no longer needed

?B：變更成本一般會(huì)增加

The cost of changes typically increase

?C：高風(fēng)險(xiǎn)項(xiàng)的有能性會(huì)增加

The probability of high-risk items increases

?D：不再需要應(yīng)急儲(chǔ)備

Contingency reserves are no longer needed

正確答案：B?你的答案：B

解析：參見(jiàn) 2.4.1 項(xiàng)目生命周期的特征蹬铺，變更和糾正錯(cuò)誤的代價(jià)在項(xiàng)目接近完成時(shí)通常會(huì)顯著提高昌跌，所以選 B×槠龋考點(diǎn)：項(xiàng)目生命周期特征秦叛。

152、?[單選]?客戶要求新產(chǎn)品必須盡快推向市場(chǎng)瀑粥，客戶要求項(xiàng)目經(jīng)理進(jìn)一步壓縮項(xiàng)目進(jìn)度挣跋，項(xiàng)目經(jīng)理接下來(lái)應(yīng)該怎么做？

The customer requests the new product to be on the market as soon as possible, the customer asks the project manager to further compress the project progress, what should the project manager do next?

?A：告知客戶進(jìn)度無(wú)法更改

Informing the customer that the progress cannot be changed

?B：要求客戶提交變更請(qǐng)求

Request a customer to submit a change request

?C：修訂關(guān)鍵路徑并將新進(jìn)度通知團(tuán)隊(duì)

Revise critical paths and notify the team of new progress

?D：協(xié)商變更范圍狞换，并壓縮進(jìn)度

Negotiate the scope of changes and compress progress

正確答案：B?你的答案：B

解析：壓縮關(guān)鍵路徑上的活動(dòng)才能夠?qū)?xiàng)目進(jìn)度壓縮避咆，影響關(guān)鍵路徑上的活動(dòng)，應(yīng)提交變更請(qǐng)求修噪。

153查库、?[單選]?項(xiàng)目經(jīng)理在管理客戶期望以及指導(dǎo)實(shí)現(xiàn)項(xiàng)目目標(biāo)方面有困難。若要解決這些問(wèn)題黄琼，項(xiàng)目經(jīng)理應(yīng)將客戶的高層次需求記錄在哪里樊销？

A project manager is having difficulty managing customer expectations, and directing the achievement of project goals, where should the project manager have documented the customer’s high-level needs to address these issues?

?A：項(xiàng)目章程

Project charter

?B：工作分解結(jié)構(gòu)（WBS）

Work breakdown structure (WBS)

?C：需求管理計(jì)劃

Requirements management plan

?D：相關(guān)方參與計(jì)劃

Stakeholder management plan

正確答案：A?你的答案：A

解析：指南-4.1.3.1項(xiàng)目章程，由項(xiàng)目啟動(dòng)者或發(fā)起人發(fā)布的，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围苫。在項(xiàng)目章程中記錄了關(guān)于項(xiàng)目和項(xiàng)目預(yù)期交付的產(chǎn)品裤园、服務(wù)或成果的高層級(jí)信息。

154剂府、?[單選]?項(xiàng)目經(jīng)理與項(xiàng)目相關(guān)方開(kāi)會(huì)比然，收集需求并制作項(xiàng)目需求文檔。項(xiàng)目經(jīng)理下一步該怎么做周循？

The project manager meets with the stakeholders, gathers requirements, and develop the project requirement documentation. What should the project manager do next?

?A：制定需求基準(zhǔn)强法，并獲得關(guān)鍵關(guān)系人的批準(zhǔn)

Baseline the requirement and obtain key stakeholders approve

?B：與團(tuán)隊(duì)一起創(chuàng)建工作分解結(jié)構(gòu)

Create the work breakdown structure with team

?C：準(zhǔn)備一份詳細(xì)的項(xiàng)目范圍說(shuō)明書(shū)

Prepare a detailed project scope statement

?D：制定項(xiàng)目管理計(jì)劃

Develop a project management plan

正確答案：C?你的答案：B

解析：見(jiàn) PMBOK5/5.3/定義范圍。從需求文件中選取最終的項(xiàng)目需求湾笛，然后制定出關(guān)于項(xiàng)目及其產(chǎn)品饮怯、服務(wù)或成果的詳細(xì)描述。

155嚎研、?[單選]?在項(xiàng)目即將進(jìn)人收尾階段時(shí)蓖墅，項(xiàng)目經(jīng)理發(fā)現(xiàn)了一項(xiàng)原來(lái)沒(méi)有考慮到的新風(fēng)險(xiǎn)。該風(fēng)險(xiǎn)一旦發(fā)生临扮，可能給最終的可交付成果帶來(lái)重要影響论矾，甚至可能使其不能被客戶接受。項(xiàng)目經(jīng)理應(yīng)該怎么做杆勇？

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?

?A：把該風(fēng)險(xiǎn)的影響通知管理層和客戶

To inform the management and client of the impact of such risk

?B：進(jìn)行定性風(fēng)險(xiǎn)分析

To perform qualitative risk analysis

?C：制定風(fēng)險(xiǎn)緩解措施

To work out risk mitigation action

?D：增加應(yīng)急儲(chǔ)備

To increase emergency reserves

正確答案：B?你的答案：A

解析：PMBOK（6）P453-11.7監(jiān)督風(fēng)險(xiǎn)贪壳。在整個(gè)項(xiàng)目期間，監(jiān)督商定地風(fēng)險(xiǎn)應(yīng)對(duì)計(jì)劃的實(shí)施蚜退、跟蹤已識(shí)別風(fēng)險(xiǎn)闰靴、識(shí)別和分析新風(fēng)險(xiǎn)，評(píng)估風(fēng)險(xiǎn)管理有效性钻注。

156蚂且、?[單選]?在項(xiàng)目評(píng)審會(huì)上，從事活動(dòng) AD 的項(xiàng)目團(tuán)隊(duì)成員通知項(xiàng)目經(jīng)理幅恋，完成該活動(dòng)還需要三天杏死，組織的高級(jí)經(jīng)理要求項(xiàng)目經(jīng)理，即使需要額外的預(yù)算捆交，也必須找到方法淑翼，按原定基準(zhǔn)計(jì)劃交付項(xiàng)目。項(xiàng)目應(yīng)該使用什么方法來(lái)滿足高級(jí)經(jīng)理的需求零渐？

During a project review meeting, the project team member working on activity AD advises the project manager that it will take three more days to complete the activity. The organization's senior manager asks the project manager to find ways to deliver the project according to the original baseline plan, even though it may need additional budget. What should the project manager use to meet the senior manager's needs?

?A：使用快速跟進(jìn)

Use fast tracking

?B：使用趕工

Use fast crashing

?C：應(yīng)用關(guān)鍵鏈法

?D：應(yīng)用時(shí)間提前量和時(shí)間滯后量

Apply leads and lags

正確答案：B?你的答案：B

解析：指南-6.5.2.6進(jìn)度壓縮窒舟，趕工。題中提到了“額外的預(yù)算”诵盼，即多花錢(qián)是可以的惠豺，一般表現(xiàn)為加班银还，加人，達(dá)到趕工的目的

157洁墙、?[單選]?你決定要在公司中組建一個(gè)PMP考試的學(xué)習(xí)小組蛹疯，邀請(qǐng)公司內(nèi)部其他的項(xiàng)目經(jīng)理一起參加，以此幫助大家更好地準(zhǔn)備這次考試热监。由于公司總經(jīng)理已經(jīng)決定要獎(jiǎng)勵(lì)每個(gè)通過(guò)考試的人5000美元捺弦，所以每個(gè)人都有了很強(qiáng)的動(dòng)力要通過(guò)考試。那么孝扛，在組織這個(gè)學(xué)習(xí)小組的過(guò)程中你要采用什么類型的溝通方式呢列吼？

You have decided to organize a study group of other project managers in your organization to help prepare for the PMP exam. Everyone is highly motivated to earn the credential because the CEO has decided to pay a ￥5,000 bonus to each person who becomes certified. What type of communication are you employing in your efforts to organize this group?

?A：橫向溝通

Horizontal

?B：向下溝通

Vertical

?C：正式溝通

Formal

?D：外部溝通

External

正確答案：A?你的答案：A

解析：橫向溝通：針對(duì)項(xiàng)目經(jīng)理或團(tuán)隊(duì)的同級(jí)人員

158、?[單選]?這個(gè)圖中的關(guān)鍵路徑是什么苦始？

In this diagram, what is the critical path?

?A：B-F-J

B-F-J

?B：B-E-H-J

B-E-H-J

?C：B-D-H-J

B-D-H-J

?D：C-G-I-J

C-G-I-J

正確答案：B?你的答案：C

解析：見(jiàn) PMBOK5/6.6.2.2/關(guān)鍵路徑寞钥。由圖可以得出：BEHJ 持續(xù)時(shí)間=2+6+3+3=14。這條路徑最長(zhǎng)無(wú)圖

159陌选、?[單選]?你所在的公司正在考慮啟動(dòng)一個(gè)新產(chǎn)品研發(fā)項(xiàng)目理郑。公司的總工程師要求采用“最先進(jìn)的設(shè)計(jì)方法”，公司的營(yíng)銷總監(jiān)要求未來(lái)的新產(chǎn)品要“絕對(duì)好賣”咨油，而公司分管生產(chǎn)的副總經(jīng)理則要求“制造成本低”您炉。公司準(zhǔn)備聘請(qǐng)你擔(dān)任該項(xiàng)目的項(xiàng)目經(jīng)理。你最應(yīng)該做下列哪項(xiàng)役电？

Your company is considering to kick off a new product development project. The chief engineer requests that the "most advanced design method" should be used, the marketing director requests the proposed new product to be "best-seller", while the deputy general manager who is in charge of production requests “l(fā)ow manufacturing costs.” The company is ready to appoint you as the project manager. Which of the following options should you do in the first place?

?A：優(yōu)先滿足總工程師的要求赚爵，因?yàn)樗悄愕捻旑^上司

To give priority to the request from the chief engineer because he is your immediate superior

?B：優(yōu)先滿足營(yíng)銷總監(jiān)的要求嵌纲，以便給公司帶來(lái)盡可能多的利潤(rùn)

To give priority to the request from the marketing director, so as to bring substantial profits as much as possible to the company

?C：優(yōu)先滿足生產(chǎn)副總經(jīng)理的要求盛险，以便最大限度地降低生產(chǎn)成本

To give priority to the request from the deputy general manager who is in charge of production to reduce production cost to the extent possible

?D：確保所有要求都是可以測(cè)量的

To make sure that all requests are measurable

正確答案：D?你的答案：D

解析：PMBOK（6）P523-13.3管理相關(guān)方參與。與相關(guān)方進(jìn)行溝通和協(xié)作以滿足其需求與期望、處理問(wèn)題瓢谢，促進(jìn)相關(guān)方合理參與。

160驮瞧、?[單選]?一個(gè)項(xiàng)目要求從外部供應(yīng)商購(gòu)買(mǎi)一些服務(wù)器氓扛。標(biāo)準(zhǔn)程序要求在做出采購(gòu)決策前需考慮三個(gè)供應(yīng)商的報(bào)價(jià)。項(xiàng)目經(jīng)理應(yīng)該怎么做论笔？

A project requires that some servers be purchased from external vendors. Standard procedure requires that three vendor quotations be obtained before making a purchasing decision. What should the project manager do?

?A：發(fā)出投標(biāo)邀請(qǐng)書(shū)(IFB)采郎。

Send out an invitation for bid (IFB).

?B：準(zhǔn)備建議邀請(qǐng)書(shū)（RFP）。

Prepare a request for proposal (RFP).

?C：提交采購(gòu)訂單（PO）狂魔。

Submit a purchase order (PO).

?D：發(fā)出洽談邀請(qǐng)蒜埋。

Send out an invitation for negotiation.

正確答案：A?你的答案：A

解析：采購(gòu)文件是用于征求潛在賣方的建議書(shū)。如果主要依據(jù)價(jià)格來(lái)選擇賣方（如購(gòu)買(mǎi)商業(yè)或標(biāo)準(zhǔn)產(chǎn)品時(shí)）最楷，通常就使用標(biāo)書(shū)整份、投標(biāo)或報(bào)價(jià)等術(shù)語(yǔ)待错。如果主要依據(jù)其他考慮（如技術(shù)能力或技術(shù)方法）來(lái)選擇賣方，通常就使用諸如建議書(shū)的術(shù)語(yǔ)烈评。采購(gòu)訂單是采購(gòu)方直接向供應(yīng)商下單的火俄，并未體現(xiàn)供應(yīng)商報(bào)價(jià)的環(huán)節(jié)。

161讲冠、?[單選]?管理層已經(jīng)向你保證如果你提前完成該項(xiàng)目瓜客，客戶會(huì)給你一部分獎(jiǎng)勵(lì)。在最后完成一主要的交付成果時(shí)竿开，你的團(tuán)隊(duì)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谱仪。如未能如期交付，項(xiàng)目將不會(huì)提早完成否彩。你應(yīng)該采取什么措施芽卿？

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，尋找一個(gè)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(kāi)始由客戶編寫(xiě)引起延誤的列表以準(zhǔn)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(dòng)以為修復(fù)該交付成果節(jié)約時(shí)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?你的答案：B

解析：選項(xiàng) A 和 D 忽略了客戶的最大利益胳搞。應(yīng)已與其它變更命令一起解決了任何延期卸例，所以選項(xiàng) C 不對(duì)。正確的解決方法是和客戶談(選項(xiàng) B)肌毅。你也許還能贏得獎(jiǎng)金并找到一個(gè)雙方都同意的解決方法筷转。想想告訴客戶能帶來(lái)的商譽(yù)。

162悬而、?[單選]?在項(xiàng)目執(zhí)行過(guò)程中呜舒，項(xiàng)目團(tuán)隊(duì)需要按項(xiàng)目溝通計(jì)劃的要求召開(kāi)項(xiàng)目狀態(tài)評(píng)審會(huì)議。為了使會(huì)議有效進(jìn)行笨奠，溝通計(jì)劃要求相關(guān)成員在預(yù)定的狀態(tài)評(píng)審會(huì)議之前2天提交項(xiàng)目進(jìn)展情況報(bào)告袭蝗。盡管他們過(guò)去都嚴(yán)格按計(jì)劃執(zhí)行，但這次卻直到狀態(tài)評(píng)審會(huì)議之前4小時(shí)才提交了報(bào)告般婆。你粗略地看了一下報(bào)告到腥，發(fā)現(xiàn)其中有幾處嚴(yán)重的錯(cuò)誤。此時(shí)項(xiàng)目經(jīng)理應(yīng)該怎么做蔚袍？

During the project execution, the project team is required to hold the project status review meeting according to the project execution plan. In order to make the meeting held effectively, the communication plan requires the relevant members to submit the project progress report 2 days before the scheduled status review meeting is held. Although this practice was strictly in accordance with the plan, but this report is submitted until 4 hours before the status review meeting is held. You quick-read the report and discover a few of major errors. What should the project manager do in this case?

?A：照常召開(kāi)狀態(tài)評(píng)審會(huì)議乡范，并計(jì)劃在會(huì)議上糾正這幾處錯(cuò)誤

To hold the status review meeting as usual and to plan to correct such errors at the meeting.

?B：要求團(tuán)隊(duì)糾正錯(cuò)誤，并推遲狀態(tài)評(píng)審會(huì)議

To request the team to correct such errors and to postpone the status review meeting

?C：查明是誰(shuí)引起的錯(cuò)誤啤咽，并加以處罰

To identify who caused such errors and to impose punishment where appropriate.

?D：照常召開(kāi)狀態(tài)評(píng)審會(huì)議晋辆，并看看其他人能否發(fā)現(xiàn)這幾處錯(cuò)誤

To hold a status review meeting as usual and to see if others can find such errors.

正確答案：B?你的答案：B

解析：PMBOK（6）P95-4.3.2.5指導(dǎo)與管理項(xiàng)目執(zhí)行-會(huì)議。會(huì)前做好準(zhǔn)備是會(huì)議管理常識(shí)宇整，沒(méi)有準(zhǔn)備好就開(kāi)會(huì)瓶佳，可能引起參會(huì)項(xiàng)目相關(guān)方的反感，和不必要的新問(wèn)題產(chǎn)生鳞青。

163霸饲、?[單選]?項(xiàng)目經(jīng)理希望確定產(chǎn)生項(xiàng)目中大部分問(wèn)題或缺陷的原因索赏。為幫助確定問(wèn)題，項(xiàng)目經(jīng)理應(yīng)該使用哪項(xiàng)工具贴彼？

A project manager wants to identify the causes that product the large majority of the problems or defects in a project. Which tool should the project manager use to help identify the problem areas?

?A：控制圖

Control charts

?B：流程圖

Flow chart

?C：帕累托圖

Pareto chart

?D：散點(diǎn)圖

Scatter diagram

正確答案：C?你的答案：C

解析：帕累托圖潜腻，是一種特殊的垂直條形圖，用于識(shí)別造成大多數(shù)問(wèn)題的少數(shù)重要原因器仗。

164融涣、?[單選]?項(xiàng)目經(jīng)理與客戶一起進(jìn)行檢查，確認(rèn)項(xiàng)目可交付成果是否符合產(chǎn)品驗(yàn)收標(biāo)準(zhǔn)并滿足客戶的期望精钮。這些行動(dòng)屬于下列哪一個(gè)過(guò)程的組成部分威鹿？

The project manager conducts an inspection with the customer to confirm that the project deliverables meet the product acceptance criteria and fulfill the customer’s expectation. These actions are part of which of the following processes?

?A：控制質(zhì)量

Control Quality

?B：項(xiàng)目或階段收尾

Close Project or Phase

?C：控制范圍

Control Scope

?D：確認(rèn)范圍

validate Scope

正確答案：D?你的答案：D

解析：指南-5.5確認(rèn)范圍，是正式驗(yàn)收已完成的項(xiàng)目可交付成果的過(guò)程轨香。本過(guò)程的主要作用是忽你，使驗(yàn)收過(guò)程具有客 觀性；同時(shí)通過(guò)確認(rèn)每個(gè)可交付成果臂容，來(lái)提高最終產(chǎn)品科雳、服務(wù)或成果獲得驗(yàn)收的可能性。

165脓杉、?[單選]?一個(gè)多階段項(xiàng)目發(fā)起人離開(kāi)公司糟秘，項(xiàng)目文件已獲得批準(zhǔn)并滿足其目標(biāo)。資源預(yù)算已到位球散。項(xiàng)目經(jīng)理接下來(lái)應(yīng)該怎么做尿赚？

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(kāi)組織的發(fā)起人的主管同意下，評(píng)估項(xiàng)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(kāi)始項(xiàng)目收尾過(guò)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(píng)估蕉堰，直至項(xiàng)目結(jié)束并資金已經(jīng)完全使用凌净。

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

正確答案：C?你的答案：A

解析：如果商業(yè)論證符合組織需求，發(fā)起人更換屋讶，項(xiàng)目也可以繼續(xù)冰寻。

166、?[單選]?以下哪一項(xiàng)最好地說(shuō)明了在信息有限地情況下進(jìn)行的成本或周期預(yù)測(cè)的特點(diǎn)丑婿？

Which of the following statements best characterizes a cost or duration estimate developed with a limited amount of information?

?A：它應(yīng)該是需要的管理儲(chǔ)備規(guī)劃的一部分

It should be part of the planning for the needed management reserve.

?B：它是識(shí)別風(fēng)險(xiǎn)的輸入項(xiàng)

It is an input to identify risks.

?C：它是識(shí)別風(fēng)險(xiǎn)的輸出項(xiàng)

It is an output to identify risks.

?D：它是項(xiàng)目風(fēng)險(xiǎn)優(yōu)先排序中必須考慮的因素

It must be factored into the list of prioritized project risks.

正確答案：B?你的答案：A

解析：參見(jiàn)PMBOK第6版11.2.1.2項(xiàng)目文件性雄，成本估算和持續(xù)時(shí)間估算作為識(shí)別風(fēng)險(xiǎn)的輸入項(xiàng)

167、?[單選]?項(xiàng)目團(tuán)隊(duì)定期向客戶演示軟件羹奉。客戶在這些演示中請(qǐng)求變更约计，然后團(tuán)隊(duì)合并這些變更诀拭。這導(dǎo)致團(tuán)隊(duì)落后于進(jìn)度計(jì)劃。 若要預(yù)防這個(gè)問(wèn)題煤蚌，項(xiàng)目經(jīng)理應(yīng)該事先做什么耕挨？

The project team demonstrates software to a client on a regular basis. The client requests changes among demonstrations, which the team then incorporates. This causes the team to fail behind schedule. What should the project manager have done to prevent this?

?A：使用快速跟進(jìn)

Used fast tracking

?B：將這種變更定義為項(xiàng)目風(fēng)險(xiǎn)

Defined the changes as project risks

?C：創(chuàng)建一個(gè)變更控制過(guò)程

Created a change control process

?D：分配更多的項(xiàng)目資源

Assigned more project resources

正確答案：C?你的答案：C

解析：變更需要按照既定的流程進(jìn)行细卧，對(duì)于批準(zhǔn)的變更需要安排相應(yīng)的工作、分配資源以及活動(dòng)時(shí)間筒占，并綜合考慮對(duì)項(xiàng)目目標(biāo)的影響贪庙，即考慮風(fēng)險(xiǎn)。

168翰苫、?[單選]?項(xiàng)目經(jīng)理從一個(gè)符合進(jìn)度和預(yù)算的項(xiàng)目中辭職止邮。在聘用了替代的項(xiàng)目經(jīng)理后，項(xiàng)目經(jīng)理提出的意見(jiàn)被團(tuán)隊(duì)成員反對(duì)奏窑。團(tuán)隊(duì)處于下列哪一個(gè)發(fā)展階段导披？

A project manager resigns from a project that is on schedule and on budget. A new project manager is hire, the team members oppose the ideas presented by the new project man. The team is in which of the following stages of development?

?A：形成階段

Forming

?B：規(guī)范階段

Naming

?C：成熟階段

Performing

?D：震蕩階段

Storming

正確答案：D?你的答案：D

解析：震蕩階段：團(tuán)隊(duì)成員不能用合作和開(kāi)放的態(tài)度對(duì)待不同的觀點(diǎn)和意見(jiàn)。

169埃唯、?[單選]?項(xiàng)目經(jīng)理將一個(gè)變更請(qǐng)求通知指導(dǎo)委員會(huì)這屬于下列哪一項(xiàng)范疇撩匕？

The project manager informs the Steering Committee of a change request which of the following categories?

?A：推式溝通

Push type communication

?B：糾正措施

Corrective action

?C：公開(kāi)溝通

Open communication

?D：預(yù)防措施

Preventive measures

正確答案：A?你的答案：D

解析：參見(jiàn) PMBOK 10.1.2.4∧眩考點(diǎn)：推式溝通止毕。

170、?[單選]?午餐時(shí)漠趁，你會(huì)遇到一位管理大型營(yíng)業(yè)額化工廠項(xiàng)目的同事滓技。你的同事很擔(dān)心，因?yàn)榭蛻羰遣焕硇缘呐锪剩筮M(jìn)行對(duì)范圍計(jì)劃和成本產(chǎn)生嚴(yán)重影響的變更令漂，客戶也沒(méi)有準(zhǔn)備好接受對(duì)時(shí)間表和成本的額外影響。同事尋求你的建議丸边，此時(shí)應(yīng)該怎么做叠必？

At lunch, you will meet a colleague who is managing a chemical plant project with high revenue. Your colleague is very concerned because the customer is irrational and he requests changes that have a serious impact on scope planning and costs, the client is not ready to accept the additional impact on timeline and cost. The colleague seeks your advice, what should you do in this case?

?A：拒絕讓步，不做任何改變

To decline to compromise and make no changes

?B：要求其執(zhí)行管理層對(duì)客戶提起法律訴訟

To request its executive management to lodge legal proceedings against the client

?C：最終客戶永遠(yuǎn)是對(duì)的,所以繼續(xù)進(jìn)行改變吸收對(duì)成本妹窖，進(jìn)度和范圍的影響

The final client is always right, so keep making changes to absorb the impact on cost, schedule and scope

?D：與客戶建立會(huì)議纬朝，以更好地了解變更的必要性要求

To convene a meeting with the client for better understanding the necessity for making such changes.

正確答案：D?你的答案：D

解析：PMBOK（6）P113-4.6實(shí)施整體變更控制

171、?[單選]?辦公樓建設(shè)項(xiàng)目已進(jìn)人內(nèi)部裝修階段骄呼，某一重要相關(guān)方來(lái)項(xiàng)目進(jìn)行視察共苛，口頭要求給所有辦公室增加百葉窗簾。這項(xiàng)工作本不在項(xiàng)目工作范圍內(nèi)蜓萄。此時(shí)隅茎，項(xiàng)目預(yù)算還有較大結(jié)余。作為項(xiàng)目經(jīng)理嫉沽，你最好做什么辟犀？

When the office building construction project has entered the interior finish stage, an important stakeholder inspects the project site and orally requests that all offices should be added with blinds. This is beyond the project scope. At this point, there is a large amount of budget surplus. As the project manager, what is the best practice for you?

?A：直接拒絕他的要求

To turn down his request straightforwardly

?B：請(qǐng)他提交正式的書(shū)面變更請(qǐng)求

To request him to submit a formal written change request

?C：動(dòng)用項(xiàng)目預(yù)算滿足他的要求

To meet his requirement with the project budget

?D：評(píng)估此項(xiàng)變更帶來(lái)的影響

To assess the impact of such change

正確答案：B?你的答案：B

解析：PMBOK（6）P113-4.6實(shí)施整體變更控制。按照變更控制流程绸硕，首先提出變更請(qǐng)求堂竟，然后進(jìn)入變更流程魂毁，進(jìn)行評(píng)估，評(píng)估影響出嘹，若在沒(méi)有提交變更請(qǐng)求的情況下進(jìn)行評(píng)估席楚，不屬于變更。

172税稼、?[單選]?你所在的公司主要生產(chǎn)方便面烦秩。你們的產(chǎn)品一直很受消費(fèi)者的歡迎，更沒(méi)有出現(xiàn)任何與食品安全有關(guān)的質(zhì)量問(wèn)題娶聘。但是闻镶，最近一個(gè)月，你們已經(jīng)接到三次關(guān)于質(zhì)量問(wèn)題的消費(fèi)者投訴丸升，說(shuō)是在食用方便面之后發(fā)生腹瀉铆农。被消費(fèi)者投訴的產(chǎn)品，是一種新型的產(chǎn)品狡耻，其中有一種新的調(diào)味品墩剖。它是通過(guò)一條專門(mén)的作業(yè)線添加的。公司高級(jí)管理層任命你領(lǐng)導(dǎo)一個(gè)團(tuán)隊(duì)來(lái)調(diào)查所發(fā)生的問(wèn)題夷狰。你和你的團(tuán)隊(duì)決定使用以下哪一種技術(shù)?

The main product line of your company is instant noodles. Your products have been very popular among consumers, no quality issues concerning food safety occurred. But you have received three consumer complaints about quality issues in the last month, claiming diarrhea ?after eating your instant noodles. The product complained by consumers is a new product type, including a new seasoning. It is added on a dedicated production line. The senior management of the company appoints you as a team leader to look into the issues that occurred. Which of the following techniques do you and your team decide to use?

?A：實(shí)驗(yàn)設(shè)計(jì)

Experiment design

?B：控制圖

Control diagram

?C：流程圖

Flow diagram

?D：帕累托圖

Pareto chart

正確答案：C?你的答案：C

解析：PMBOK（6）P284-8.1.2.5規(guī)劃質(zhì)量管理-數(shù)據(jù)表現(xiàn)-流程圖岭皂。又被稱為過(guò)程流向圖，可以幫助改進(jìn)過(guò)程并識(shí)別可能出現(xiàn)質(zhì)量缺陷或其他質(zhì)量問(wèn)題的地方沼头。

173爷绘、?[單選]?項(xiàng)目被認(rèn)為處于失控狀態(tài)，原項(xiàng)目經(jīng)理已經(jīng)辭職进倍，新項(xiàng)目經(jīng)理被要求核實(shí)項(xiàng)目當(dāng)前的質(zhì)量水平并采取糾正措施土至，項(xiàng)目經(jīng)理首先應(yīng)當(dāng)怎么做?

The project is considered to be out of control, the former project manager has already resigned, the new project manager is required to verify the current quality level of the project and take corrective actions. What should the project manager do in the first place?

?A：審核項(xiàng)目管理計(jì)劃

To review the project management plan

?B：制訂風(fēng)險(xiǎn)應(yīng)對(duì)計(jì)劃

To work out a risk response plan

?C：著手繪制控制圖

To draw up the control diagram

?D：和團(tuán)隊(duì)開(kāi)會(huì)討論

To hold a meeting with the team to discuss this matter

正確答案：A?你的答案：A

解析：PMBOK（6）P86-4.2.3.1制定項(xiàng)目管理計(jì)劃-項(xiàng)目管理計(jì)劃。說(shuō)明項(xiàng)目執(zhí)行猾昆、監(jiān)控和收尾方式的一份文件陶因。

174、?[單選]?高級(jí)管理層將項(xiàng)目經(jīng)理分派到一個(gè)國(guó)際開(kāi)發(fā)項(xiàng)目上垂蜗。項(xiàng)目發(fā)起人提供文件楷扬，作為編制項(xiàng)目章程的依據(jù)。項(xiàng)目經(jīng)理?yè)碛泄ぷ髡f(shuō)明書(shū)贴见、合同烘苹、組織過(guò)程文件以及其它文件。項(xiàng)目經(jīng)理下一步應(yīng)該怎么做蝇刀？

Senior management assigns the project manager to an international development project. The project sponsor provides documents as input to develop the project charter. The project manager has the statement of work, business case,contract, organizational process documents, as well as other documents. What should be the next stop for the project manager?

?A：整理所有文件螟加，將利用他們作為編制項(xiàng)目章程的依據(jù)

Consolidate all the documents and use them as input to the project charter.

?B：將獎(jiǎng)勵(lì)集中在最重要的文件上，僅把這些文件作為依據(jù)

Concentrate on the most important documents and use only these documents as input

?C：使用專家判斷技巧吞琐，評(píng)估所有依據(jù)文件

Use the technique of expert judgment to assess all of the input documents

?D：使用石川圖來(lái)驗(yàn)證文件

Use an Ishikawa diagram to caudate the documents

正確答案：C?你的答案：C

解析：考點(diǎn)：制定項(xiàng)目章程之專家判斷捆探，出處:PMBOK第6版 中 4.1.2.1，專家判斷常用于評(píng)估制定項(xiàng)目章程的輸入文件站粟∈蛲迹可以借助專家判斷和專業(yè)知識(shí)來(lái)處理各種技術(shù)和管理問(wèn)題。項(xiàng)目經(jīng)理在編制章程以前應(yīng)該首先使用專家判斷來(lái)評(píng)估各種輸入奴烙。A 已經(jīng)做了助被。B 不可以僅依據(jù)最重要的文件。D項(xiàng)目經(jīng)理必須依靠專家判斷切诀，而非其它揩环。

175、?[單選]?由于另外一位項(xiàng)目經(jīng)理離職幅虑，你接手了他的項(xiàng)目丰滑。你所在的公司是一個(gè)職能型的組織，不同部門(mén)之間互相充滿敵意倒庵。你負(fù)責(zé)的這個(gè)項(xiàng)目是一個(gè)大型的項(xiàng)目褒墨，項(xiàng)目活動(dòng)均是公司之前沒(méi)有接觸過(guò)的。你發(fā)現(xiàn)項(xiàng)目文件還是比較齊全擎宝，包括項(xiàng)目章程郁妈、項(xiàng)目管理計(jì)劃和工作分解結(jié)構(gòu)等等。項(xiàng)目進(jìn)度和預(yù)算均在計(jì)劃內(nèi)绍申。然而噩咪，團(tuán)隊(duì)會(huì)議上的氣氛總是很緊張，與會(huì)者即興的發(fā)言充分表明他們對(duì)項(xiàng)目非常不滿极阅。你和主要相關(guān)方評(píng)估了所有的主要項(xiàng)目文件胃碾，大家一致認(rèn)為這些文件都還是很準(zhǔn)確的，但這種舉措似乎沒(méi)有解決實(shí)際問(wèn)題涂屁。出現(xiàn)此種問(wèn)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(tuán)隊(duì)成員之間存在個(gè)性沖突书在，需要你來(lái)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(xiàng)目沒(méi)有一個(gè)有效的發(fā)起人拆又，所以沒(méi)有較高的優(yōu)先級(jí)儒旬。

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

?C：相關(guān)方對(duì)項(xiàng)目的完成結(jié)果存在不同的期望。

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(dòng)因防礙了團(tuán)隊(duì)成員之間有效的協(xié)作帖族。

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

正確答案：D?你的答案：D

解析：很顯然團(tuán)隊(duì)的這種緊張氣氛是由于不同部門(mén)之間充滿敵意栈源，職能型組織結(jié)構(gòu)導(dǎo)致的，所以應(yīng)該選D竖般。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)目的影響甚垦。

176、?[單選]?PMP 所在公司打算成立一個(gè) PMO,其上司要求他們指導(dǎo)可能的新項(xiàng)目經(jīng)理如何制定一份項(xiàng)目章程。PMP 最適當(dāng)回應(yīng)是什么?

A PMP’s company is trying to establish a PMO. The PMP’s boss asks them to instruct possible new project managers on how to create a project charter. What will be the PMP’s MOST APPROPRIATE response艰亮？

?A：表示同意闭翩。因?yàn)樗麄冋趲椭l(fā)展項(xiàng)目管理的專業(yè).

They agree because they are possible helping to develop the profession.

?B：表示拒絕。因?yàn)樵谖传@得組織許可的情況下,告知有關(guān) PMI 的知識(shí)是不道德的.

They decline because it would be unethical to talk about PMI knowledge without the organization’s permission.

?C：表示拒絕迄埃。因?yàn)樗麄儗?huì)散播有關(guān)項(xiàng)目管理專業(yè)人員的保密信息.

They decline because they will be spreading confidential information about the project management profession.

?D：表示同意疗韵。因?yàn)閷?huì)產(chǎn)生與承擔(dān)此項(xiàng)活動(dòng)有關(guān)的個(gè)人利益.

They agree because there will be a personal gain associated with undertaking this activity.

正確答案：A?你的答案：A

解析：PMBOK第6版/2.4.4.3 項(xiàng)目管理辦公室/項(xiàng)目管理辦公室 (PMO) 是對(duì)與項(xiàng)目相關(guān)的治理過(guò)程進(jìn)行標(biāo)準(zhǔn)化，并促進(jìn)資源侄非、方法論蕉汪、工具和技術(shù)共享的一個(gè)組織結(jié)構(gòu)。 ?支持型 PMO 擔(dān)當(dāng)顧問(wèn)的角色逞怨，向項(xiàng)目提供模板者疤、最佳實(shí)踐、培訓(xùn)叠赦，以及來(lái)自其他項(xiàng)目的信息和經(jīng)驗(yàn)教訓(xùn)驹马。

177、?[單選]?前任項(xiàng)目經(jīng)理編制了項(xiàng)目預(yù)算眯搭。在項(xiàng)目進(jìn)入執(zhí)行階段不久窥翩，他就離職了。項(xiàng)目經(jīng)理剛就任該項(xiàng)目的項(xiàng)目經(jīng)理鳞仙。通過(guò)審查寇蚊，項(xiàng)目經(jīng)理發(fā)現(xiàn)這個(gè)項(xiàng)目預(yù)算明顯不可行。項(xiàng)目經(jīng)理應(yīng)該怎么辦?

The former project manager has already prepared the project budget. Shortly after the project proceeds with the execution phase, he resigns. The project manager has just been appointed as the project manager. Through examination, the project manager finds that the project budget is clearly infeasible. Then, what should the project manager do?

?A：不采取任何行動(dòng)棍好，反正沒(méi)有人指望你能在預(yù)算內(nèi)完工

To take no action, anyway no one expects you to complete the project on budget.

?B：重新編制項(xiàng)預(yù)算仗岸，并按新預(yù)算執(zhí)行

To rework the budget and to perform the new budget

?C：向公司報(bào)告前任項(xiàng)目經(jīng)理的無(wú)能

To report to the company that the former project manager is incapable of his work

?D：向公司提交情況分析報(bào)告

To submit to the company the situation analysis report

正確答案：D?你的答案：D

解析：PMBOK（6）P113-4.6實(shí)施整體變更控制。項(xiàng)目在執(zhí)行階段借笙，說(shuō)明前任項(xiàng)目經(jīng)理制定的項(xiàng)目預(yù)算已經(jīng)得到批準(zhǔn)扒怖，新人項(xiàng)目經(jīng)理即使發(fā)現(xiàn)了不合理的預(yù)算，在沒(méi)有經(jīng)過(guò)報(bào)告业稼、請(qǐng)示和變更請(qǐng)求情況下盗痒，不能重新制定預(yù)算。必須先報(bào)告低散，獲得批準(zhǔn)俯邓，提出變更請(qǐng)求，變更請(qǐng)求被批準(zhǔn)后才能執(zhí)行熔号。根據(jù)題意：項(xiàng)目已經(jīng)進(jìn)入執(zhí)行階段稽鞭，說(shuō)明預(yù)算已經(jīng)被批準(zhǔn)了，不能擅自重新編制預(yù)算引镊，必須經(jīng)過(guò)變更才能重新編制預(yù)算朦蕴。D在四個(gè)選項(xiàng)中最可行篮条，通過(guò)上報(bào)情況報(bào)告，獲得上級(jí)對(duì)變更的批準(zhǔn)吩抓。

178涉茧、?[單選]?在執(zhí)行管道項(xiàng)目的過(guò)程中，管道施工承包商提出使用某種更高級(jí)的材料而不改變項(xiàng)目工期和成本目標(biāo)琴拧。在此項(xiàng)改變得到批準(zhǔn)后降瞳，應(yīng)該更新哪個(gè)文件嘱支？

During the pipeline project execution, the pipeline construction contractor proposes using certain higher-grade material without changing the project duration and cost target. After such change is approved, which document should be updated?

?A：采購(gòu)工作說(shuō)明書(shū)

Purchasing specifications

?B：合同工作分解結(jié)構(gòu)

Contract WBS

?C：質(zhì)量管理計(jì)劃

Quality management plan

?D：過(guò)程改進(jìn)計(jì)劃

Process improvement plan

正確答案：A?你的答案：A

解析：PMBOK（6）P477-規(guī)劃采購(gòu)管理-采購(gòu)工作說(shuō)明書(shū)蚓胸。充分詳細(xì)描述了擬采購(gòu)的產(chǎn)品、服務(wù)和成果除师，內(nèi)容包括：規(guī)劃沛膳、所需數(shù)量、質(zhì)量水平汛聚、績(jī)效數(shù)據(jù)锹安、履約時(shí)間、工作地點(diǎn)和其他要求倚舀。

179叹哭、?[單選]?你的項(xiàng)目團(tuán)隊(duì)中有兩名成員在過(guò)去幾周的時(shí)間里一直在爭(zhēng)論對(duì)于這個(gè)項(xiàng)目來(lái)說(shuō)哪個(gè)項(xiàng)目管理軟件最有效的問(wèn)題，而你已經(jīng)對(duì)他們的爭(zhēng)論感到厭煩痕貌。因此风罩，你決定要召集一次會(huì)議，借機(jī)看看他們能否在意見(jiàn)上求同存異舵稠，進(jìn)而向著最佳的解決方案努力超升，并最終達(dá)成共識(shí)。你將使用下列哪種類型的爭(zhēng)端解決方法哺徊？

Two of your team members have been arguing for the past several weeks about which project management software will work best for the project. You are tired of listening to them. So you decide to conduct a meeting to see whether they can reach consensus on the matter by identifying common points of agreement and striving for fair resolution. Which style of conflict resolution will you employ?

?A：退步型

Withdrawal

?B：緩和型

Smoothing

?C：?jiǎn)栴}解決型

Problem solving

?D：妥協(xié)型

Compromise

正確答案：B?你的答案：B

解析：9.5.2.1 室琢，注意：求同存異（努力爭(zhēng)取解決問(wèn)題，并沒(méi)有說(shuō)問(wèn)題解決了）落追。

180盈滴、?[單選]?客戶和供應(yīng)商已經(jīng)簽署了一份合同，合同中約定了項(xiàng)目需求轿钠。由于對(duì)此類項(xiàng)目具有非常豐富的經(jīng)驗(yàn)巢钓，項(xiàng)目經(jīng)理指示計(jì)劃編制團(tuán)隊(duì)繞過(guò)制訂工作分解結(jié)構(gòu)(WBS)這一過(guò)程，直接開(kāi)始安排資源和任務(wù)谣膳。項(xiàng)目經(jīng)理從計(jì)劃中刪掉了客戶的其中一項(xiàng)需求竿报，因?yàn)楦鶕?jù)項(xiàng)目經(jīng)理的經(jīng)驗(yàn)認(rèn)定這項(xiàng)需求是沒(méi)有必要的。但是在項(xiàng)目進(jìn)行到一半的時(shí)候继谚，人工成本就已經(jīng)超出預(yù)算 30%了烈菌。 下列哪個(gè)原因最有可能造成這種情況?

The customer and supplier have signed a contract stipulating the project requirements. Due to extensive experience on this type of project, the project manager instructs the planning team to bypass the development of a work breakdown structure (WBS) and begin scheduling resources and tasks. The project manager has dropped one of the customer’s requirements from the plan because the project manager’s experience has shown that it is NOT needed. Midway through the project, the labor costs exceed the budget by 30 percent. To what reason would this MOST likely be attributed?

?A：未能成功使用參數(shù)估算技術(shù)

Failure to use parametric estimating techniques

?B：未識(shí)別的工作沒(méi)有列入預(yù)算

Unidentified work not being budgeted

?C：未能成功使用非參數(shù)估算技術(shù)

Failure to use non-parametric estimating technique

?D：有缺陷的縮減

Flawed contracting

正確答案：B?你的答案：B

解析：范圍定義出現(xiàn)紕漏導(dǎo)致鐵三角中的成本基準(zhǔn)發(fā)生缺失。

183、?[單選]?擔(dān)心與項(xiàng)目無(wú)關(guān)的郵件數(shù)量芽世，一名團(tuán)隊(duì)成員認(rèn)為其中一個(gè)可交付成果將延遲挚赊，因?yàn)樵谧x和回復(fù)郵件上花費(fèi)了大量時(shí)間。項(xiàng)目經(jīng)理應(yīng)該怎么做济瓢？

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(tuán)隊(duì)成員加班完成工作荠割。

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

?B：要求項(xiàng)目團(tuán)隊(duì)更改項(xiàng)目溝通管理計(jì)劃。

Ask the project team to change the communications management plan.

?C：與項(xiàng)目團(tuán)隊(duì)一起強(qiáng)化時(shí)間管理計(jì)劃指南旺矾。

Reinforce the time management plan guidelines with the project team.

?D：與項(xiàng)目團(tuán)隊(duì)一起強(qiáng)化溝通管理計(jì)劃指南蔑鹦。

Reinforce the communications management plan guidelines with the project team.

正確答案：D?你的答案：D

解析：所屬過(guò)程組：監(jiān)控過(guò)程組。所屬知識(shí)領(lǐng)域：項(xiàng)目溝通管理箕宙。解析：溝通管理計(jì)劃主要是規(guī)定“誰(shuí)以什么樣的方式通過(guò)什么樣的途徑發(fā)送給誰(shuí)什么樣的信息”的計(jì)劃嚎朽，根據(jù)題干，應(yīng)該是項(xiàng)目成員對(duì)如何發(fā)送柬帕、發(fā)送給誰(shuí)等要求不明確哟忍，所以首先不應(yīng)該是更改，應(yīng)該是鞏固溝通計(jì)劃指南陷寝。

181锅很、?[單選]?準(zhǔn)確和無(wú)誤差的數(shù)據(jù)是量化風(fēng)險(xiǎn)分析的基本要求。以下哪一項(xiàng)是你應(yīng)該用來(lái)考察對(duì)項(xiàng)目風(fēng)險(xiǎn)理解程度的凤跑？

Accurate and unbiased data are essential for qualitative risk analysis. Which of the following should you use to examine the extent of understanding of project risk?

?A：數(shù)據(jù)精確評(píng)級(jí)

Data precision ranking

?B：對(duì)項(xiàng)目假設(shè)的檢驗(yàn)

Project assumptions testing

?C：敏感性分析

Sensitivity analysis

?D：影響圖

Influence diagrams

正確答案：A?你的答案：D

解析：PMBOK第6版 中 11.3.2.3 風(fēng)險(xiǎn)數(shù)據(jù)質(zhì)量評(píng)估爆安，評(píng)估風(fēng)險(xiǎn)數(shù)據(jù)對(duì)風(fēng)險(xiǎn)管理的有用程度的一種技術(shù)。它考察人們對(duì)風(fēng)險(xiǎn)的理解程度

182饶火、?[單選]?項(xiàng)目團(tuán)隊(duì)擔(dān)心為保持進(jìn)度計(jì)劃將需要過(guò)度加班鹏控。目前，一個(gè)產(chǎn)品部件需要花兩倍時(shí)間生產(chǎn)肤寝。項(xiàng)目經(jīng)理應(yīng)該通過(guò)執(zhí)行下列哪一項(xiàng)來(lái)調(diào)整這個(gè)問(wèn)題当辐？

A project team is concerned that excessive overtime will be required to maintain the schedule currently, one product component is taking twice as long to manufacture. The project manager should investigate the issue by performing which of the following?

?A：風(fēng)險(xiǎn)效益分析

Risk benefit analysis

?B：力場(chǎng)分析

Force field analysis

?C：根本原因分析

Root cause analysis

?D：成本效益分析

Cost-benefit analysis

正確答案：C?你的答案：D

解析：根本原因分析是分析技術(shù)的一種，應(yīng)用與“監(jiān)控項(xiàng)目工作”過(guò)程鲤看，本題中可以通過(guò)根本原因分析找到該產(chǎn)品部件生產(chǎn)時(shí)間長(zhǎng)的原因缘揪。根本原因分析：確定引起偏差、缺陷或風(fēng)險(xiǎn)的根本原因的一種分析技術(shù)义桂。一項(xiàng)根本原因可能引起多項(xiàng)偏差找筝、缺陷或風(fēng)險(xiǎn)。

184慷吊、?[單選]?在項(xiàng)目規(guī)劃階段袖裕，項(xiàng)目經(jīng)理完成進(jìn)度計(jì)劃。若要確定總體進(jìn)度計(jì)劃的靈活性溉瓶，項(xiàng)目經(jīng)理應(yīng)使用下列哪項(xiàng)工作或技術(shù)急鳄？

During the project’s planning phase, the project manager completes the schedule planning. To make sure the overall flexibility of schedule, the project manager should use which of the following work or technical?

?A：關(guān)鍵路徑分析

Critical path analysis

?B：趕工

Crashing

?C：資源平衡

Resource leveling

?D：資源日歷

Resource calendar

正確答案：A?你的答案：A

解析：指南-6.5.2.2關(guān)鍵路徑法谤民，進(jìn)度計(jì)劃靈活性受浮動(dòng)時(shí)間影響

185、?[單選]?項(xiàng)目經(jīng)理被任命管理一個(gè)為期多年的項(xiàng)目疾宏。在創(chuàng)建工作分解結(jié)構(gòu)（WBS）過(guò)程中张足，項(xiàng)目團(tuán)隊(duì)無(wú)法分解將在項(xiàng)目后期發(fā)生的某些階段。項(xiàng)目經(jīng)理應(yīng)該怎么做坎藐？

A project manager is assigned to a multiyear project. During creation of the work breakdown structure（WBS）, the project team is unable to decompose some of the phases that will occur during later stages of the project. What should the project manager do为牍？

?A：適當(dāng)?shù)臅r(shí)候，開(kāi)展?jié)L動(dòng)式規(guī)劃岩馍。

Conduct rolling wave planning when appropriate

?B：回到需求收集階段

Return to the requirements gathering stage

?C：為這些階段預(yù)估WBS分解

Estimate WBS decomposition for those phases

?D：減少項(xiàng)目范圍

Reduce the project scope

正確答案：A?你的答案：A

解析：參見(jiàn) 6.2.2.3 碉咆。考點(diǎn)：滾動(dòng)式規(guī)劃兼雄。

186吟逝、?[單選]?為了盡可能減少個(gè)人偏見(jiàn)對(duì)供應(yīng)商選擇所產(chǎn)生的影響，下列哪種是把定性數(shù)據(jù)定量化的方法赦肋？

What is the method for quantifying qualitative data to minimize the effect of personal prejudice in vendor selection?

?A：風(fēng)險(xiǎn)分類

Risk categorization

?B：篩選系統(tǒng)

Risk categorization

?C：獨(dú)立估算

Independent estimating

?D：加權(quán)系統(tǒng)

Weighting system

正確答案：D?你的答案：D

解析：加權(quán)系統(tǒng)指把定性數(shù)據(jù)加以量化，以減少個(gè)人偏見(jiàn)對(duì)供方選擇影響的方法励稳。多數(shù)加權(quán)系統(tǒng)包括：1）對(duì)每項(xiàng)評(píng)估標(biāo)準(zhǔn)賦予一個(gè)數(shù)字加權(quán)值佃乘，2）為期望賣方評(píng)定每項(xiàng)評(píng)估標(biāo)準(zhǔn)的得分；3）把得分乘以加權(quán)值驹尼，再 4）把所有乘積相加趣避，求出總的得分

187、?[單選]?項(xiàng)目進(jìn)入關(guān)鍵階段新翎，發(fā)起人非常擔(dān)心返工帶來(lái)的風(fēng)險(xiǎn)程帕，可以用哪個(gè)工具消除發(fā)起人的擔(dān)憂？

The project entered a critical phase, the initiator is very worried about the risks brought by rework, which tool can be used to eliminate the sponsor's concerns?

?A：因果圖

Cause and Effect Diagram

?B：帕累托圖

Pareto chart

?C：散點(diǎn)圖

Scatter diagram

?D：控制圖

Control chart

正確答案：D?你的答案：D

解析：PMBOK（6）P729-術(shù)語(yǔ)表-控制圖地啰。按時(shí)間順序展示過(guò)程數(shù)據(jù)愁拭，并將這些數(shù)據(jù)與既定的控制界限相比較的一種圖形。

188亏吝、?[單選]?你所在的公司采用職能型組織結(jié)構(gòu)岭埠，各部門(mén)各自為政、分工負(fù)責(zé)蔚鸥，不能為完成跨部門(mén)的工作而有效合作惜论。受管理層的委派，你剛剛接任某個(gè)大型項(xiàng)目的項(xiàng)目經(jīng)理止喷。你發(fā)現(xiàn)該項(xiàng)目的啟動(dòng)和計(jì)劃文件都比較齊全馆类，擁有項(xiàng)目工作說(shuō)明書(shū)、項(xiàng)目章程弹谁、項(xiàng)目管理計(jì)劃和項(xiàng)目文件等乾巧。按照項(xiàng)目溝通計(jì)劃的規(guī)定技羔，你正在主持召開(kāi)項(xiàng)目狀態(tài)評(píng)審會(huì)議。盡管項(xiàng)目執(zhí)行完全符合計(jì)劃卧抗，但是參加會(huì)議的項(xiàng)目團(tuán)隊(duì)成員不經(jīng)意間流露出了對(duì)項(xiàng)目的很大的不滿藤滥。存在這種情況，最可能的原因是什么?

Your company adopts a functional organizational structure. All departments are self-governed with division of labor and cannot cooperate effectively for the completion of cross-departmental work. You have been just appointed by the company management as the project manager of a large project. You find the project kick-off and planning documents are complete, including statement of work, project charter, project management plan and project documents. According to the project communication plan, you are presiding over the project status review meeting. Although the project execution is in full consistency with the plan, but the project team members who are present at the meeting showed great dissatisfaction with the project unconsciously. What is the most likely reason for this?

?A：項(xiàng)目團(tuán)隊(duì)成員對(duì)項(xiàng)目有不合理的要求

Project team members make unreasonable requests for the project

?B：高級(jí)管理層對(duì)項(xiàng)目的支持力度不夠

The senior management provides inadequate support for the project

?C：不同的相關(guān)方對(duì)于項(xiàng)目有不同的要求

Stakeholders have different requests for the project

?D：職能型組織結(jié)構(gòu)不適用于這類大型項(xiàng)目

Functional organizational structure does not apply to this large project

正確答案：D?你的答案：B

解析：PMBOK（6）P47-表2-1組織結(jié)構(gòu)對(duì)項(xiàng)目的影響社裆。

189拙绊、?[單選]?項(xiàng)目目標(biāo)是為汽車行業(yè)開(kāi)發(fā)改進(jìn)部件，對(duì)原型的測(cè)量發(fā)現(xiàn)泳秀，這些通常都超出技術(shù)規(guī)定界限标沪。分析顯示造成這些差異的原因有多種。 項(xiàng)目團(tuán)隊(duì)如何確定應(yīng)首先解決哪個(gè)原因嗜傅？

The aim of a project is to develop improved components for the automotive industry Measurements on the prototypes show that these are often outside the specification limits. An analysis identifies multiples reasons for the variations, How does the project team determine which cause to address first?

?A：魚(yú)骨圖

Fishbone diagram

?B：控制圖

Control chart

?C：帕累托圖

Pareto diagram

?D：趨勢(shì)圖

Run chart

正確答案：C?你的答案：C

解析：帕累托圖金句，是一種特殊的垂直條形圖，用于識(shí)別造成大多數(shù)問(wèn)題的少數(shù)重要原因吕嘀。

190违寞、?[單選]?項(xiàng)目經(jīng)理最有可能面臨的人員問(wèn)題發(fā)生在什么時(shí)候？

When does project manager most likely face personnel problem?

?A：提交項(xiàng)目報(bào)告時(shí)

Submitting project report

?B：客戶來(lái)訪期間

Customer visiting

?C：項(xiàng)目交界點(diǎn)上

The project stage point

?D：設(shè)計(jì)審核會(huì)議期間

Designing project review meetings

正確答案：C?你的答案：C

解析：涉及到人員平滑過(guò)渡的問(wèn)題偶房。

191趁曼、?[單選]?離完成分配的任務(wù)只剩 30 天時(shí)，一名項(xiàng)目團(tuán)隊(duì)成員離開(kāi)公司棕洋〉踩颍可惜的是，沒(méi)有可用的替代資源掰盘。項(xiàng)目經(jīng)理在項(xiàng)目進(jìn)度計(jì)劃中包含一個(gè)應(yīng)急儲(chǔ)備金摄悯。為了計(jì)算剩余的應(yīng)急儲(chǔ)備金，項(xiàng)目經(jīng)理應(yīng)該使用什么技術(shù)愧捕？

From the completion of assigned tasks only 30 days, a project team members leave the company. Unfortunately, there is no available alternative resources. Project manager includes a contingency reserve in the project schedule. In order to calculate the remaining contingency reserve, the project manager should use what technology?

?A：風(fēng)險(xiǎn)審計(jì)

risk audit

?B：趨勢(shì)分析

trend analysis

?C：儲(chǔ)備分析

Reserves analysis

?D：技術(shù)績(jī)效衡量

Technical performance measurement

正確答案：C?你的答案：C

解析：所屬過(guò)程組：監(jiān)控過(guò)程組奢驯。所屬知識(shí)領(lǐng)域：項(xiàng)目風(fēng)險(xiǎn)管理。 考點(diǎn)：風(fēng)險(xiǎn)監(jiān)督的工具和技術(shù)：儲(chǔ)備分析晃财。

192叨橱、?[單選]?在與相關(guān)方召開(kāi)的批準(zhǔn)會(huì)上，另一名之前沒(méi)有提供意見(jiàn)的相關(guān)方断盛，質(zhì)疑項(xiàng)目基準(zhǔn)的有效性罗洗。在冗長(zhǎng)的討論之后，很明顯無(wú)法獲得最后批準(zhǔn)钢猛。 項(xiàng)目經(jīng)理應(yīng)該采取的適當(dāng)措施是什么伙菜？

During the approval meeting with the stakeholders, another stakeholder, who has not previously provided input, challenges the project baseline. After lengthy discussions, it becomes clear that final approval cannot be given. What is the appropriate action for the project manager to take?

?A：說(shuō)明項(xiàng)目基準(zhǔn)的詳細(xì)情況，并從計(jì)劃過(guò)程開(kāi)始評(píng)估意見(jiàn)數(shù)據(jù)

Clarity the details of the baseline and evaluate the input date from the planning process

?B：向相關(guān)方解釋在該階段無(wú)法考慮這個(gè)意見(jiàn)的原因

Explain to the stakeholder why this input cannot be considered at this stage of the project

?C：讓相關(guān)方提出變更請(qǐng)求評(píng)估新的情況

Ask the stakeholder to formulate a change request to evaluate the new situation

?D：堅(jiān)持獲得項(xiàng)目計(jì)劃批準(zhǔn)命迈，并在后續(xù)階段對(duì)新意見(jiàn)開(kāi)展調(diào)整

Insist on project plan approval and investigation of the new input at a stage

正確答案：A?你的答案：C

解析：題環(huán)境描述贩绕，現(xiàn)在正在開(kāi)批準(zhǔn)會(huì)議火的，也就是說(shuō)基準(zhǔn)只是一個(gè)概念，目前還未獲得批準(zhǔn)淑倾，開(kāi)會(huì)的目的就是為了批準(zhǔn)馏鹤，沒(méi)有經(jīng)過(guò)批準(zhǔn)的基準(zhǔn)不能算為真正的基準(zhǔn)，準(zhǔn)確的稱謂應(yīng)該是：待批準(zhǔn)的基準(zhǔn)娇哆，因此湃累，既然還沒(méi)有批準(zhǔn)就不存在變更問(wèn)題，變什么呢碍讨？沒(méi)有批準(zhǔn)不用申請(qǐng)變更治力，所以選 D 錯(cuò)誤蛮穿！相關(guān)方不同意基準(zhǔn)忍抽，說(shuō)明之前沒(méi)有征得該相關(guān)方的意見(jiàn)讯泣，忽略了該相關(guān)方渠欺，他對(duì)這個(gè)基準(zhǔn)形成的過(guò)程和數(shù)據(jù)不清楚，因此要從頭開(kāi)始介紹給他荞膘，與他一起分析相關(guān)數(shù)據(jù)崩泡，讓他參與進(jìn)來(lái)才是正確選項(xiàng)窟坐，所以選 A锻梳。

193箭券、?[單選]?客戶決定更換信息技術(shù)服務(wù)提供商供應(yīng)商 A∫煽荩客戶與供應(yīng)商 B 協(xié)調(diào)一項(xiàng)協(xié)議立即開(kāi)始服務(wù)。項(xiàng)目收尾前蛔六，供應(yīng)商 A 的項(xiàng)目經(jīng)理應(yīng)該怎么做荆永？

A customer decides to replace the information technology service provider vendor A.The customer negotiates an agreement with vendor B to immediately initiate their services.Before closing the project, what should vendor A’s project manager do?

?A：向法律部門(mén)尋求如何繼續(xù)的意見(jiàn)。

Ask the legal department for advice on how to proceed.

?B：確保向客戶轉(zhuǎn)讓可交付成果的所有權(quán)国章。

Ensure the transfer of ownership of the deliverables to the customer.

?C：確保所有相關(guān)文檔已更新具钥。

Ensure all relevant documentation is updated.

?D：與供應(yīng)商 B 協(xié)商提供分包商服務(wù)。

Negotiate with vendor B to provide subcontractor services.

正確答案：B?你的答案：B

解析：指南-4.7.3.4 組織過(guò)程資產(chǎn)更新液兽，4.7.1.4 驗(yàn)收的可交付成果骂删，如果項(xiàng)目提前終止則應(yīng)該進(jìn)入收尾階段，首先向客戶移交可交付成果四啰。

194宁玫、?[單選]?在為項(xiàng)目采購(gòu)關(guān)鍵設(shè)備的談判期間，賣方開(kāi)始收拾東西準(zhǔn)備離開(kāi)會(huì)場(chǎng)柑晒，氣氛非常緊張欧瘪。這屬于下列哪種談判策略？

Emotions are running high during negotiations to purchase major equipment for your project when the seller starts to pack up his things. This an example of which negotiation strategy?

?A：關(guān)鍵人物不在場(chǎng)

Missing man

?B：公平匙赞、合理

Fair and reasonable

?C：撤退

Withdrawal

?D：截止日期

Deadline

正確答案：C?你的答案：C

解析：常見(jiàn)的談判策略包括：最后期限-為達(dá)成協(xié)議佛掖，定一個(gè)最后期限妖碉；驚奇-用新的信息帶來(lái)的驚奇使對(duì)方同意；有限的授權(quán)-聲稱沒(méi)有能力把剛剛達(dá)成的協(xié)議最后確定下來(lái)芥被；不見(jiàn)了的人-聲稱那位有最后權(quán)利的人不在場(chǎng)欧宜；公平合理-提出與其他一些情況的比較；戰(zhàn)略延遲-要求休會(huì)拴魄，以便把注意力從現(xiàn)在的討論中移開(kāi)冗茸；一同推理-一同研究處理遇到的問(wèn)題，使之對(duì)雙方都有好處羹铅；撤回-就一個(gè)問(wèn)題進(jìn)行假的攻擊蚀狰，然后撤回以轉(zhuǎn)移注意力；沒(méi)有道理-設(shè)法使對(duì)方的要求顯得沒(méi)有道理职员；既成事實(shí)-聲稱所爭(zhēng)論的問(wèn)題已經(jīng)被決定下來(lái)麻蹋，不可能加以改變。

195焊切、?[單選]?項(xiàng)目的總計(jì)劃價(jià)值為 150,000 美元扮授，還有 55%的工作還未完成，截止目前為止的實(shí)際資金花費(fèi)達(dá)到 90,000 美元专肪。那么項(xiàng)目的完工所需績(jī)效指數(shù)是多少刹勃？

The project’s total planned value is US$150,000 , with 55% of the work yet to be completed. The actual money spent to date is US$90,000 .What is the project’s to-complete performance index?

?A：1.075

1.075

?B：1.125

1.125

?C：1.175

1.175

?D：1.375

1.375

正確答案：D?你的答案：D

解析：1.根據(jù)題目描述，BAC=15W嚎尤，EV=1-55%=45%荔仁，AC=9W 2. 計(jì) 算 得 到 ： EV=15*0.45=6.75,TCPI=（BAC-EV）/（BAC-AC）=（15-6.75）/（15-9）=8.25/6=1.375。

196芽死、?[單選]?一個(gè)項(xiàng)目成員完成了所有分配的項(xiàng)目任務(wù)乏梁，該資源的經(jīng)理請(qǐng)求立即將資源調(diào)到另一個(gè)項(xiàng)目上工作， 項(xiàng)目經(jīng)理下一步應(yīng)該怎么做关贵？

When a project member has completed all assigned project tasks, the manager of this resource requests that the resource should be ?transferred to another project immediately. What should the project manager do in the next step?

?A：完成該資源在項(xiàng)目上的績(jī)效評(píng)估

To complete the performance assessment of the resource used on the project

?B：評(píng)估該資源對(duì)另一個(gè)項(xiàng)目階段是否有幫助

To assess whether the resource is of help for another project phase

?C：建議該經(jīng)理將其他資源調(diào)到另一個(gè)項(xiàng)目上

To recommend that the manager should transfer other resources to another project

?D：要求該資源記錄項(xiàng)目過(guò)程的經(jīng)驗(yàn)教訓(xùn)

To request the resource should record the lessons learned from the project process

正確答案：D?你的答案：A

解析：PMBOK（6）P123-4.7結(jié)束項(xiàng)目或階段遇骑。包括總結(jié)經(jīng)驗(yàn)教訓(xùn)。 ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? 根據(jù)題意：該資源已經(jīng)完成了所有項(xiàng)目任務(wù)揖曾，他的經(jīng)理讓他趕快去干別的項(xiàng)目落萎，完成項(xiàng)目工作的標(biāo)志是除了做完全部項(xiàng)目任務(wù)，還要做完經(jīng)驗(yàn)教訓(xùn)總結(jié)炭剪。

197练链、?[單選]?高級(jí)主管希望開(kāi)始一項(xiàng)計(jì)劃，將公司戰(zhàn)略和附加價(jià)值與業(yè)務(wù)計(jì)劃保持一致念祭。應(yīng)該先創(chuàng)建下列哪一項(xiàng)兑宇？

A senior executive wants to start an initiative align the company’s strategy and add business plan. Which of the following should be developed first?

?A：項(xiàng)目和產(chǎn)品的詳細(xì)描述

Detailed description of project and product

?B：描述項(xiàng)目可交付成果和創(chuàng)建這些可交付成果所需工作的說(shuō)明書(shū)

Statement describing the project’s deliverables and the work required to create deliverables

?C：定義如何執(zhí)行、監(jiān)控和收尾項(xiàng)目的項(xiàng)目計(jì)劃

Project plan to define how the project is executed, monitored and controlled

?D：正式授權(quán)一個(gè)項(xiàng)目的文件

Document that formally authorizes the project

正確答案：D?你的答案：D

解析：指南-1.2.6.4項(xiàng)目成功標(biāo)準(zhǔn)&4.1.3.1項(xiàng)目章程。

198隶糕、?[單選]?你所負(fù)責(zé)的項(xiàng)目正在執(zhí)行過(guò)程中瓷产，一個(gè)團(tuán)隊(duì)成員找到你，詢問(wèn)關(guān)于他的職責(zé)和工作枚驻，因?yàn)樗恢廊绾稳ネ瓿晒ぷ鞅舻ｍ?xiàng)目經(jīng)理應(yīng)該給他看什么？

The project you are in charge is in execution. A team member finds you and asks about his duties and functions because he has no idea how to get the work done. What should the project manager show to him?

?A：責(zé)任分配矩陣

Responsibility assignment matrix (RAM)

?B：人員配備管理計(jì)劃

Staffing management plan

?C：項(xiàng)目管理計(jì)劃

Project Management Plan

?D：項(xiàng)目組織機(jī)構(gòu)圖

Project organization chart

正確答案：A?你的答案：A

解析：PMBOK（6）P317-9.1.2.2規(guī)劃資源管理-數(shù)據(jù)表現(xiàn)-責(zé)任分配矩陣再登。責(zé)任分配矩陣展示項(xiàng)目資源在各個(gè)工作包中的任務(wù)分配尔邓。它顯示了分配給每個(gè)工作包的項(xiàng)目資源，用于說(shuō)明工作包或活動(dòng)與項(xiàng)目團(tuán)隊(duì)成員之間的關(guān)系锉矢。

199梯嗽、?[單選]?信息技術(shù)（IT）部將開(kāi)發(fā)一個(gè)市場(chǎng)營(yíng)銷部的接口程序，IT 部經(jīng)理承諾近期交付接口程序沽损。一名項(xiàng)目經(jīng)理和技術(shù)資源被分配到該項(xiàng)目上灯节。由于項(xiàng)目的高優(yōu)先級(jí)，必須立即開(kāi)始接口程序的相關(guān)工作绵估，項(xiàng)目經(jīng)理與團(tuán)隊(duì)開(kāi)會(huì)討論炎疆，并制作了一份滿足近期交付日期的進(jìn)度計(jì)劃。在項(xiàng)目經(jīng)理被分配到項(xiàng)目后国裳，項(xiàng)目經(jīng)理首先應(yīng)該做什么形入？

The information technology (IT) department will develop an interface for the department. The IT department manager commits to a near-term delivery date project manager and technical resources are assigned to the project. Due to the priority, work must begin immediately on the interface. The project manager to discuss estimates, and produces a schedule to meet the neat-term delivery After the project manager was assigned the project, what should the project manager do first?

?A：制定項(xiàng)目章程

Developed the project charter

?B：識(shí)別風(fēng)險(xiǎn)

Identified risks

?C：記錄溝通管理計(jì)劃

Documented a communications management plan

?D：制定項(xiàng)目管理計(jì)劃

Developed the project management plan

正確答案：A?你的答案：A

解析：所屬過(guò)程組：?jiǎn)?dòng)過(guò)程組。所屬知識(shí)領(lǐng)域：項(xiàng)目整合管理缝左。解析：信息技術(shù)（IT）部將開(kāi)發(fā)一個(gè)市場(chǎng)營(yíng)銷部的接口程序亿遂，IT 部經(jīng)理承諾近期交付接口程序說(shuō)明已完成項(xiàng)目工作說(shuō)明書(shū)和商業(yè)論證過(guò)程，項(xiàng)目經(jīng)理需制定項(xiàng)目章程并獲取批準(zhǔn)以正式啟動(dòng)項(xiàng)目渺杉。

200崩掘、?[單選]?項(xiàng)目 A 的活動(dòng)取決于項(xiàng)目 B 的任務(wù)完成，如果完成項(xiàng)目 B 的活動(dòng)表示項(xiàng)目 A 的活動(dòng)完成少办，則這之間的邏輯是？

The project A’s activity depends on project B task completion, if completed project B activities represent the activities of project A is completed, this is the logic between?

?A：完成到開(kāi)始

Finish to start

?B：開(kāi)始到完成

Start to finish

?C：完成到完成

Complete to complete

?D：開(kāi)始到開(kāi)始

Start to start

正確答案：C?你的答案：C

解析：見(jiàn) 6.3.2.1/緊前關(guān)系繪圖法诵原。完成到完成（FF)英妓。