單選題?（每題1分哼御，共200道題）

1、?[單選]?在項(xiàng)目開始時(shí)，一名關(guān)鍵資源計(jì)劃退休昌粤。項(xiàng)目經(jīng)理應(yīng)該怎么做既绕？

At the start of a project, a key resource plans to retire. What the project manager should do?

A：修訂工作分解結(jié)構(gòu)（WBS）

Revise the work breakdown structure (WBS).

B：與項(xiàng)目發(fā)起人合作，找到適合的替代資源

Work with the sponsor to find a suitable replacement for the key resource.

C：與職能經(jīng)理協(xié)商獲得一名同等相當(dāng)資源

Negotiate with the functional manager to obtain to obtain an equal resource.

D：更新風(fēng)險(xiǎn)登記冊(cè)

Update the risk register.

正確答案：D?你的答案：D

解析：11.6.3.2 實(shí)施風(fēng)險(xiǎn)應(yīng)對(duì)：輸出：項(xiàng)目文件更新涮坐。一名關(guān)鍵資源計(jì)劃退休是新識(shí)別的風(fēng)險(xiǎn)，應(yīng)首先更新風(fēng)險(xiǎn)登記冊(cè)疲扎。

2椒丧、?[單選]?在項(xiàng)目執(zhí)行階段救巷，項(xiàng)目經(jīng)理意識(shí)到項(xiàng)目相關(guān)方一直延遲答復(fù)敏感性電子郵件浦译。項(xiàng)目經(jīng)理應(yīng)該怎么做精盅？

During a project’s execution phase, the project manager realizes that a stakeholder is consistently late in responding to sensitive emails. What should the project manager do?

A：將其作為一個(gè)溝通問題記錄在風(fēng)險(xiǎn)登記冊(cè)中帽哑。

Log it in the risk register as a communication issue.

B：參閱監(jiān)督溝通過程，獲得替代溝通方式叹俏。

Refer to the Control Communications process for an alternative form of communication.

C：修訂溝通管理計(jì)劃中使用的溝通渠道妻枕。

Revise the communication channel being used in the communications management plan.

D：請(qǐng)求項(xiàng)目發(fā)起人解決該項(xiàng)目相關(guān)方的問題。

Ask the project sponsor to address the issue with the stakeholder.

正確答案：B?你的答案：A

解析：可能影響溝通技術(shù)選擇的因素包括信息的敏感性和保密性粘驰。題目中說到敏感性電子郵件屡谐，說明需要采取相應(yīng)的安全措施，并在此基礎(chǔ)上選擇最合適的溝通方式晴氨。項(xiàng)目經(jīng)理意識(shí)到相關(guān)方一直延遲康嘉，首先要調(diào)整溝通方式，如溝通管理計(jì)劃中沒有合適的替代方式再進(jìn)行修訂籽前，之后才是將其記錄在風(fēng)險(xiǎn)登記冊(cè)中亭珍。

3、?[單選]?項(xiàng)目開始時(shí)枝哄，項(xiàng)目發(fā)起人通知項(xiàng)目經(jīng)理必須優(yōu)先考慮成本控制肄梨。在規(guī)劃期間，項(xiàng)目經(jīng)理確定由外部供應(yīng)商制造的部件需求明確挠锥，不大可能發(fā)生變化粱侣。項(xiàng)目經(jīng)理應(yīng)該對(duì)該供應(yīng)商使用什么合同類型油猫？

When the project starts, the project sponsor notifies the project manager that the cost control must be given priority. During the planning period, the project manager determines that parts manufactured by external suppliers are clearly required and unlikely to change. What type of contract should the project manager use for the supplier?

A：總價(jià)加激勵(lì)費(fèi)用合同（FPIF）

Fixed Price Incentive Fee Contract （FPIF）

B：成本加激勵(lì)費(fèi)用合同（CPIF）

Cost Plus Incentive Fee Contract（CPIF）

C：工料合同（T&M）

Time and Material Contract（T&M）

D：固定總價(jià)合同（FFP）

Firm Fixed Price Contract（FFP）

正確答案：D?你的答案：D

解析：采用總價(jià)合同毡证，買方需要準(zhǔn)確定義擬采購(gòu)的產(chǎn)品或服務(wù)。雖然可能允許范圍變更秦效，但范圍變更通常會(huì)導(dǎo)致合同價(jià)格提高法梯。固定總價(jià)合同（FFP）姻灶。FFP 是最常用的合同類型捂掰。大多數(shù)買方都喜歡這種合同，因?yàn)椴少?gòu)的價(jià)格在一開始就確定姐帚，并且不允許改變（除非工作范圍發(fā)生變更）膳汪。

4、?[單選]?由于不可預(yù)測(cè)的項(xiàng)目整合復(fù)雜性和資源可用性，導(dǎo)致項(xiàng)目發(fā)生進(jìn)度超支。為了滿足項(xiàng)目期限锤躁，職能經(jīng)理要求項(xiàng)目經(jīng)理在未經(jīng)測(cè)試情況下上線。若要避免這種情況，項(xiàng)目經(jīng)理事先應(yīng)該做什么澎迎？

Project progress overruns because of unpredictable project consolidation complexity and resource availability. To meet the project deadline, the functional manager requires the project manager to be online without testing. What should the project manager do in advance to avoid this situation?

A：管理進(jìn)度偏差

Manage Progress deviations

B：管理風(fēng)險(xiǎn)

Managing risk

C：識(shí)別風(fēng)險(xiǎn)

Identify risks

D：識(shí)別質(zhì)量問題

Identify quality issues

正確答案：C?你的答案：A

解析：避免項(xiàng)目在執(zhí)行過程中發(fā)生問題仁堪，需要規(guī)劃項(xiàng)目風(fēng)險(xiǎn)管理鸟辅，首先識(shí)別風(fēng)險(xiǎn)徙融，然后分析和管理風(fēng)險(xiǎn)萨脑。

5、?[單選]?項(xiàng)目經(jīng)理正在與不同公司部門工作的成員一起組建項(xiàng)目團(tuán)隊(duì)。現(xiàn)在團(tuán)隊(duì)成員一起工作并且彼此信任。團(tuán)隊(duì)預(yù)期將經(jīng)歷下列哪一項(xiàng)組建階段登下？

A project manager is developing a project team with members from different departments and have not worked together. Now, team members work together and trust one another.What development stage should the team expect to experience?

A：形成階段

Forming

B：成熟階段

Performing

C：規(guī)范階段

Norming

D：震蕩階段

Storming

正確答案：C?你的答案：B

解析：在規(guī)范階段，團(tuán)隊(duì)成員開始協(xié)同工作畔濒，并調(diào)整各自的工作習(xí)慣和行為來支持團(tuán)隊(duì)宠哄，團(tuán)隊(duì)成員開始相互信任妇菱。

6奄容、?[單選]?下一次會(huì)議之前疮绷，一名關(guān)鍵項(xiàng)目發(fā)起人需要知道項(xiàng)目的高層級(jí)風(fēng)險(xiǎn)和主要需求。該項(xiàng)目發(fā)起人希望讓項(xiàng)目相關(guān)方參與，確保他們的參與程度，并根據(jù)當(dāng)前環(huán)境識(shí)別主要制約因素。項(xiàng)目經(jīng)理首先應(yīng)該為發(fā)起人準(zhǔn)備哪一項(xiàng)撩轰？

Prior to the next meeting, a critical project’s sponsor needs to know its high-level risks and major requirements. The sponsor wants to involve the stakeholders to ensure their levels of engagement, and to identify the main constraints based on the current environment. What should the project manager prepare first for the sponsor?

A：相關(guān)方登記冊(cè)

Stakeholder register

B：風(fēng)險(xiǎn)分解結(jié)構(gòu)

Risk breakdown structure (RBS)

C：風(fēng)險(xiǎn)管理計(jì)劃

Risk management plan

D：相關(guān)方參與度評(píng)估矩陣

Stakeholders engagement assessment matrix

正確答案：D?你的答案：A

解析：可以通過在相關(guān)方參與評(píng)估矩陣中記錄相關(guān)方的當(dāng)前參與程度皆串，比較所有相關(guān)方的當(dāng)前參與程度與計(jì)劃參與程度（為項(xiàng)目成功所需的），識(shí)別出當(dāng)前參與程度與所需參與程度之間的差距。項(xiàng)目經(jīng)理可以通過給發(fā)起人提供相關(guān)方參與評(píng)估矩陣來讓發(fā)起人了解項(xiàng)目相關(guān)方參與程度相關(guān)信息。

相關(guān)方參與程度一目了然

7、?[單選]?物業(yè)管理團(tuán)隊(duì)通知他們的現(xiàn)有辦公大樓已經(jīng)達(dá)到其容量胚泌。項(xiàng)目經(jīng)理已經(jīng)開始為新項(xiàng)目招募資源，包括外包提供商和一些外部承包商。項(xiàng)目經(jīng)理應(yīng)考慮下列哪一項(xiàng)？

A property management team advises that their existing office building has reached its capability. A project manager has already started acquiring resources for a new project, which will include outsourced providers and a few external contractors.Which of the following should the project manager consider?

A：組建虛擬團(tuán)隊(duì)囊陡，從多個(gè)地點(diǎn)工作

Forming virtual teams working from multiple locations

B：允許團(tuán)隊(duì)成員在遠(yuǎn)程地點(diǎn)工作

Allowing team members to work from remote locations

C：安排團(tuán)隊(duì)成員在不同班次、時(shí)間或日期工作

Scheduling team members to work in different shifts, hours, or days

D：提交一份請(qǐng)求搪花，重新安排項(xiàng)目團(tuán)隊(duì)的工作地點(diǎn)

Submitting a request to relocate the project team

正確答案：A?你的答案：A

解析：虛擬團(tuán)隊(duì)的使用為招募項(xiàng)目團(tuán)隊(duì)成員提供了新的可能性遏片。虛擬團(tuán)隊(duì)可定義為具有共同目標(biāo)、在完成角色任務(wù)的過程中很少或沒有時(shí)間面對(duì)面工作的一群人〈楦停現(xiàn)代溝通技術(shù)（如電子郵件吮便、電話會(huì)議髓需、社交媒體松申、網(wǎng)絡(luò)會(huì)議和視頻會(huì)議等）使虛擬團(tuán)隊(duì)成為可行灼捂。

8、?[單選]?在項(xiàng)目執(zhí)行階段署浩，一名新項(xiàng)目經(jīng)理加入團(tuán)隊(duì)。項(xiàng)目經(jīng)理得知關(guān)鍵相關(guān)方已經(jīng)確認(rèn)和接受一些可交付成果竟宋，但還存在關(guān)于其它可交付成果驗(yàn)收標(biāo)準(zhǔn)的協(xié)商级零。若要獲得項(xiàng)目相關(guān)方對(duì)其它可交付成果的驗(yàn)收，項(xiàng)目經(jīng)理應(yīng)參閱哪一份文件介杆？

During a project’s execution phase, a new project manager joins the team. The project manager learns that key stakeholders have verified and accepted some deliverables, but there are some ongoing negotiations regarding acceptance criteria of other deliverables. To what should the project manager refer to obtain stakeholders’ accept the other deliverables?

A：變更管理計(jì)劃

Change management plan

B：質(zhì)量管理計(jì)劃

Quality management plan

C：績(jī)效測(cè)量指標(biāo)

Performance metrics

D：需求跟蹤矩陣

Requirements traceability matrix

正確答案：B?你的答案：D

解析：可交付成果驗(yàn)收標(biāo)準(zhǔn)即項(xiàng)目的質(zhì)量要求缆毁，應(yīng)參考質(zhì)量管理計(jì)劃。

團(tuán)隊(duì)認(rèn)為已經(jīng)達(dá)到可交付的質(zhì)量要求奇昙，而相關(guān)方認(rèn)為沒有達(dá)到绎巨；那么應(yīng)當(dāng)參考質(zhì)量管理計(jì)劃。

9、?[單選]?當(dāng)項(xiàng)目經(jīng)理通知項(xiàng)目發(fā)起人項(xiàng)目落后于進(jìn)度計(jì)劃時(shí)懒震，項(xiàng)目發(fā)起人堅(jiān)持消減范圍以滿足項(xiàng)目期限歇式。項(xiàng)目經(jīng)理不同意诗赌，認(rèn)為項(xiàng)目應(yīng)延遲交付全部范圍耘眨。項(xiàng)目經(jīng)理下一步應(yīng)該怎么做？

When a project manager informs the sponsor that the project is behind schedule, the sponsor insists that scope must be reduced to meet the deadline. The project manager believes that the project should be delivered later with full scope. What should the project manager do next?

A：接受項(xiàng)目發(fā)起人的要求境肾。

Accept the project sponsor’s demands.

B：要求項(xiàng)目團(tuán)隊(duì)提供解決方案。

Ask the project team for a solution.

C：保持原始范圍胆屿，但比計(jì)劃晚交付奥喻。

Maintain the original scope, but deliver later than planned.

D：要求關(guān)鍵項(xiàng)目相關(guān)方做出最終決策。

Ask key stakeholders to make the final decision.

正確答案：D?你的答案：B

解析：消減范圍即變更項(xiàng)目范圍基準(zhǔn)非迹，需要 CCB 批準(zhǔn)环鲤。

10、?[單選]?施工公司已經(jīng)被一個(gè)投資者聯(lián)合體聘請(qǐng)來建設(shè)一幢公寓樓憎兽。施工公司計(jì)劃將某些工作分包出去冷离；但是，由于房地產(chǎn)市場(chǎng)價(jià)值下跌纯命，他們十分關(guān)心企業(yè)的盈利性西剥。項(xiàng)目經(jīng)理與分包商簽訂的最佳合同類型是什么合同？

A construction company has been engaged by a consortium of investors to build a block of apartments. The construction company plans to subcontract some of the work; however, they are very concerned about the profitability of the venture due to falling market values of property. What is the best type of contract for the project manager to agree to with the subcontractors?

A：成本加固定費(fèi)用合同

Cost-plus-fixed-fee

B：工料合同

Time and material

C：總價(jià)加經(jīng)濟(jì)價(jià)格調(diào)整合同

Fixed-price with economic price adjustment

D：成本加激勵(lì)費(fèi)用合同

Cost-plus-incentive-fee

正確答案：C?你的答案：C

解析：實(shí)施公司是買方亿汞，市場(chǎng)價(jià)格波動(dòng)瞭空，考慮價(jià)格因子調(diào)整，因此這里選擇C疗我，總價(jià)加經(jīng)濟(jì)價(jià)格調(diào)整合同咆畏。

11、?[單選]?一名項(xiàng)目團(tuán)隊(duì)成員未能按照溝通管理計(jì)劃完成時(shí)間表吴裤。該團(tuán)隊(duì)成員沒有這么做的正當(dāng)理由旧找。項(xiàng)目經(jīng)理應(yīng)該怎么做？

A project team member fails to complete timesheets in accordance with the communication management plan. The team member has no valid reason for this. What should the project manager do?

A：將問題上報(bào)給發(fā)起人麦牺。

Escalate it to the sponsor.

B：評(píng)估對(duì)項(xiàng)目進(jìn)度計(jì)劃的影響钮蛛。

Evaluate the impact on the project schedule.

C：提醒該團(tuán)隊(duì)成員需要遵循正確的程序。

Remind the team member of the need to follow correct procedure.

D：委派另一名團(tuán)隊(duì)成員完成時(shí)間表剖膳。

Delegate another team member to complete the timesheets.

正確答案：B?你的答案：C

解析：發(fā)現(xiàn)問題首先評(píng)估影響愿卒。

12、?[單選]?客戶批準(zhǔn)了最終產(chǎn)品潮秘，項(xiàng)目經(jīng)理收到所有部門的報(bào)告琼开。項(xiàng)目經(jīng)理下一步應(yīng)該怎么做？

The customer approved the final product, and the project manager received reports from all departments. What should the project manager do next?

A：查看溝通管理計(jì)劃枕荞，并共享最終項(xiàng)目報(bào)告柜候。

Review the communications management plan, and share the final project report.

B：執(zhí)行結(jié)束采購(gòu)過程搞动，并記錄經(jīng)驗(yàn)教訓(xùn)。

Conduct the Close Procurements process, and document lessons learned.

C：安排一次項(xiàng)目結(jié)束會(huì)議渣刷，并解散資源鹦肿。

Schedule an end-of-project review meeting, and release the resources.

D：安排一次所有團(tuán)隊(duì)成員參加的會(huì)議，慶祝項(xiàng)目成功辅柴。

Schedule a meeting with all team members to celebrate the project’s success.

正確答案：D?你的答案：C

解析：指南-4.7.2.3 最終可交付成果已經(jīng)移交給客戶箩溃，并且收集了項(xiàng)目文檔，應(yīng)在慶功會(huì)之后再解散團(tuán)隊(duì)碌嘀。

13涣旨、?[單選]?項(xiàng)目經(jīng)理正在開展一個(gè)涉及動(dòng)態(tài)環(huán)境中多名項(xiàng)目相關(guān)方的項(xiàng)目。結(jié)果股冗，項(xiàng)目相關(guān)方的利益水平不一致霹陡。若要了解項(xiàng)目相關(guān)方的利益，項(xiàng)目經(jīng)理應(yīng)該怎么做止状？

A project manager is working on a project involving multiple stakeholders in a dynamic environment. As a result, stakeholders’ interest levels are inconsistent. What should the project manager do to understand stakeholders’ interests?

A：執(zhí)行溝通需求分析烹棉。

Perform a communication requirements analysis.

B：召開強(qiáng)制性、每周一次的項(xiàng)目相關(guān)方會(huì)議怯疤。

Implement a mandatory, weekly stakeholder meeting.

C：更新相關(guān)方登記冊(cè)浆洗。

Update the stakeholder register.

D：使用拉式溝通方法。

Use the pull communication method.

正確答案：C?你的答案：C

解析：相關(guān)方登記冊(cè)是識(shí)別相關(guān)方過程的主要輸出集峦，用于記錄已識(shí)別的相關(guān)方的所有詳細(xì)信息辅髓，包括評(píng)估信息。主要需求少梁、主要期望洛口、對(duì)項(xiàng)目的潛在影響、與生命周期的哪個(gè)階段最密切相關(guān)凯沪。應(yīng)定期查看并更新相關(guān)方登記冊(cè)第焰，因?yàn)樵谡麄€(gè)項(xiàng)目生命周期中相關(guān)方可能發(fā)生變化，也可能識(shí)別出新的相關(guān)方妨马。

14挺举、?[單選]?軟件開發(fā)項(xiàng)目的發(fā)起人很隨意地通知項(xiàng)目經(jīng)理，一個(gè)新溝通產(chǎn)品將很快在整個(gè)組織實(shí)施烘跺。項(xiàng)目經(jīng)理應(yīng)該怎么做湘纵？

The sponsor of a software development project casually informs the project manager communications product will soon be implemented across the organization. What should the project manager do?

A：更新溝通管理計(jì)劃。

Update the communications management plan.

B：向項(xiàng)目相關(guān)方通知新產(chǎn)品滤淳。

Inform the stakeholders about the new product.

C：指示項(xiàng)目團(tuán)隊(duì)在新產(chǎn)品過程中發(fā)送項(xiàng)目更新信息梧喷。

Instruct the project team to send project updates through the new product.

D：等待接收正式通知。

Wait to receive formal notification.

正確答案：D?你的答案：D

解析：更新項(xiàng)目溝通管理計(jì)劃需要走整體變更控制流程，最好等待收到正式的通知铺敌。

15汇歹、?[單選]?在最終測(cè)試階段，新項(xiàng)目經(jīng)理請(qǐng)求主題專家（SME）協(xié)助解決產(chǎn)品的一個(gè)緊急產(chǎn)量問題偿凭。應(yīng)使用哪一項(xiàng)产弹？

During the final testing phase, a new project manager requests assistance from subject matter experts (SMEs) to resolve an urgent yield issue with the project. What should be used?

A：專家判斷

Expert judgment

B：石川圖

Ishikawa diagram

C：質(zhì)量管理計(jì)劃

Quality management plan

D：控制圖

Control chart

正確答案：A?你的答案：A

解析：請(qǐng)求主題專家（SME）協(xié)助解決問題屬于專家判斷。

16弯囊、?[單選]?在一個(gè)施工項(xiàng)目中痰哨，主題專家（SME）對(duì)如何識(shí)別材料方面的潛在項(xiàng)目風(fēng)險(xiǎn)持有不同意見。若要識(shí)別風(fēng)險(xiǎn)匾嘱，項(xiàng)目經(jīng)理應(yīng)建議 SME 使用下列哪一項(xiàng)斤斧？

In a construction project, subject matter experts (SMEs) have differing opinions about how to identify potential project risks regarding construction materials. To identify the risks, the project manager should recommend that the SMEs use which of the following?

A：德爾菲技術(shù)

Delphi technique

B：頭腦風(fēng)暴法

Brainstorming

C：訪談

Interviewing

D：根本原因分析

Root cause analysis

正確答案：A?你的答案：A

解析：可用于風(fēng)險(xiǎn)識(shí)別的信息收集技術(shù)包括德爾菲技術(shù)，德爾菲技術(shù)是組織專家達(dá)成一致意見的一種方法奄毡。項(xiàng)目風(fēng)險(xiǎn)專家匿名參與其中。組織者使用調(diào)查問卷就重要的項(xiàng)目風(fēng)險(xiǎn)征詢意見贝或，然后對(duì)專家的答卷進(jìn)行歸納吼过，并把結(jié)果反饋給專家做進(jìn)一步評(píng)論。這個(gè)過程反復(fù)幾輪后咪奖，就可能達(dá)成一致意見盗忱。德爾菲技術(shù)有助于減輕數(shù)據(jù)的偏倚，防止任何個(gè)人對(duì)結(jié)果產(chǎn)生不恰當(dāng)?shù)挠绊憽?/p>

17羊赵、?[單選]?在風(fēng)險(xiǎn)管理會(huì)議期間趟佃，一名團(tuán)隊(duì)成員識(shí)別到一個(gè)關(guān)鍵供應(yīng)商將可能停業(yè)。失去這個(gè)供應(yīng)商將無法交付最終產(chǎn)品昧捷。團(tuán)隊(duì)審查并更新必要的關(guān)鍵組件規(guī)格闲昭，用于評(píng)估替代供應(yīng)商是否符合資格。這使用的是什么風(fēng)險(xiǎn)應(yīng)對(duì)策略靡挥？

During a risk management meeting, a team member identifies that a critical supplier will likely go out of business. Loss of this supplier will prevent delivery of the den product. The team reviews and updates the critical component specifications necessary to quality an alternative supplier. What risk response strategy is being used?

A：回避

Avoid

B：轉(zhuǎn)移

Transfer

C：減輕

Mitigate

D：接受

Accept

正確答案：C?你的答案：C

解析：出處：11.5.2.41. 減輕措施包括采用較簡(jiǎn)單的流程序矩，進(jìn)行更多次測(cè)試，或者選用更可靠的賣方跋破；2. 若直接更換合規(guī)供應(yīng)商簸淀，則應(yīng)選擇C，注意區(qū)分減輕&避免毒返。

18租幕、?[單選]?一個(gè)項(xiàng)目需要在技術(shù)部門之間進(jìn)行詳細(xì)信息交流，項(xiàng)目團(tuán)隊(duì)位于不同位置拧簸。一些團(tuán)隊(duì)成員對(duì)提議的溝通系統(tǒng)沒有經(jīng)驗(yàn)劲绪。項(xiàng)目經(jīng)理應(yīng)該使用什么來解決這個(gè)問題？

A project requiring detailed information exchanges among technical departments has teams situated in different locations. Some team members are inexperienced with the proposed communication system. What should the project manager use to address this?

A：溝通管理計(jì)劃

Communications management plan

B：溝通技能

Communication skills

C：項(xiàng)目溝通渠道

Project communication channels

D：溝通技術(shù)

Communication technology

正確答案：D?你的答案：A

解析：從簡(jiǎn)短的談話到冗長(zhǎng)的會(huì)議，從簡(jiǎn)單的書面文件到可在線查詢的廣泛資料（如進(jìn)度計(jì)劃珠叔、數(shù)據(jù)庫(kù)和網(wǎng)站）蝎宇，都是項(xiàng)目團(tuán)隊(duì)可以使用的溝通技術(shù)。需要確認(rèn)團(tuán)隊(duì)將面對(duì)面工作或在虛擬環(huán)境下工作祷安，成員將處于一個(gè)或多個(gè)時(shí)區(qū)姥芥，他們是否使用多種語言，以及是否存在影響溝通的其他環(huán)境因素汇鞭。

19凉唐、?[單選]?在查看項(xiàng)目進(jìn)度的圖表表示時(shí)，項(xiàng)目經(jīng)理看到一個(gè)周期性跨越上下基準(zhǔn)數(shù)字的參數(shù)霍骄。項(xiàng)目經(jīng)理正在查看哪一項(xiàng)台囱？

While reviewing a graphic representation of a project’s progress, the project manager sees a parameter that periodically crosses upper and lower baseline figures. What is the project manager reviewing?

A：控制圖

Control chart

B：趨勢(shì)圖

Run chart

C：帕累托圖

Pareto diagram

D：散點(diǎn)圖

Scatter diagram

正確答案：A?你的答案：A

解析：控制圖是按時(shí)間順序展示過程數(shù)據(jù)，并將這些數(shù)據(jù)與既定的控制界限相比較的一種圖形读整〔狙担控制圖有一條中心線，有助于觀察圖中的數(shù)據(jù)點(diǎn)向兩邊控制界限偏移的趨勢(shì)

20米间、?[單選]?在一個(gè)施工項(xiàng)目中强品，項(xiàng)目經(jīng)理識(shí)別到圖表中的某些風(fēng)險(xiǎn)。如果所有三個(gè)風(fēng)險(xiǎn)全部發(fā)生屈糊，項(xiàng)目經(jīng)理應(yīng)請(qǐng)求多少額外資金的榛？

In a construction project, the project manager identifies certain risks in the chart. How much additional funds should the project manager request if all three risks occur?

A：130,00 美元

130, 00 dollars

B：375,00 美元

375, 00 dollar

C：275,00 美元

275, 00 dollars

D：175,00 美元

175, 00 dollars

正確答案：D?你的答案：D

解析：80000*25%-100000*10%+150000*5%=17500

21、?[單選]?由于分包的工作逻锐，一個(gè)復(fù)雜項(xiàng)目延期了夫晌。結(jié)果，多個(gè)后續(xù)任務(wù)也延遲昧诱。項(xiàng)目最終按預(yù)算和范圍完成晓淀，但未按時(shí)完成。項(xiàng)目經(jīng)理應(yīng)該向客戶提供什么文件盏档？

A complex project experienced delays due to subcontracted work. As a result, several successive tasks were late. The project finished within budget and scope, but not on time. What documentation should the project manager provide to the customer?

A：更新的活動(dòng)清單和活動(dòng)持續(xù)時(shí)間估算

Updated activity list and activity duration estimates

B：更新的工作基準(zhǔn)結(jié)構(gòu)和進(jìn)度基準(zhǔn)

Updated work baseline structure and schedule baseline

C：檢查協(xié)議和測(cè)量

Inspection protocol and measurements

D：驗(yàn)收協(xié)議和工作績(jī)效規(guī)范

Acceptance protocol and work performance specifications

正確答案：D?你的答案：B

解析：PMBOK（6）P5.5確認(rèn)范圍要糊。正式驗(yàn)收已完成的項(xiàng)目可交付成果。確認(rèn)范圍過程輸入：項(xiàng)目管理計(jì)劃包括范圍基準(zhǔn)妆丘、項(xiàng)目文件锄俄、核實(shí)的可交付成果、工作績(jī)效數(shù)據(jù)等勺拣。

22奶赠、?[單選]?項(xiàng)目團(tuán)隊(duì)成員在地理位置、文化以及工作實(shí)踐方面存在多樣化药有，若要確保團(tuán)隊(duì)遵從標(biāo)準(zhǔn)方法毅戈，項(xiàng)目經(jīng)理可以怎么做苹丸？

When project team members are diverse regarding their locations, cultures, and work practice, what can a project manager do to ensure that the team adheres to a common standard approach?

A：采用由所有團(tuán)隊(duì)成員都同意的最佳實(shí)踐。

Adopt best practices agreed to by all team members.

B：在風(fēng)險(xiǎn)登記冊(cè)中記錄并接受相關(guān)風(fēng)險(xiǎn)苇经，但允許有充足的項(xiàng)目應(yīng)急赘理。

Note and accept the associated risks in the risk register, but allow for sufficient project contingency.

C：使用帕累托圖確定在哪里可以實(shí)現(xiàn)共性。

Use a Pareto diagram to determine where commonality can be achieved.

D：在制定項(xiàng)目管理計(jì)劃之前要求團(tuán)隊(duì)輸入扇单。

Ask for team input prior to developing the project management plan.

正確答案：A?你的答案：C

解析：要確保團(tuán)隊(duì)遵從標(biāo)準(zhǔn)方法商模，就需要團(tuán)隊(duì)成員達(dá)成一致。

23蜘澜、?[單選]?一個(gè)實(shí)施企業(yè)資源規(guī)劃（ERP）軟件的項(xiàng)目已經(jīng)完成施流。項(xiàng)目經(jīng)理希望將可交付成果的所有權(quán)移交給 IT 部門。為確北尚牛可交付成果的驗(yàn)收瞪醋，項(xiàng)目經(jīng)理應(yīng)查閱哪一份文件？

A project to implement enterprise planning (ERP) software has been completed. The project manager wants to transfer ownership of the deliverables to the IT department.What document should the project management reference to ensure acceptance of the deliverable?

A：范圍管理計(jì)劃

Scope management plan

B：溝通管理計(jì)劃

Communications management plan

C：需求文件

Requirements documentation

D：項(xiàng)目章程

Project charter

正確答案：A?你的答案：C

解析：范圍管理計(jì)劃是項(xiàng)目或項(xiàng)目集管理計(jì)劃的組成部分装诡，描述將如何定義银受、制定、監(jiān)督鸦采、控制和確認(rèn)項(xiàng)目范圍宾巍。范圍管理計(jì)劃要對(duì)正式驗(yàn)收已完成的項(xiàng)目可交付成果的管理過程做出規(guī)定。

24赖淤、?[單選]?在項(xiàng)目開始時(shí)蜀漆，項(xiàng)目經(jīng)理被要求準(zhǔn)備一份快速谅河、高層次成本估算咱旱。該項(xiàng)目經(jīng)理之前從事過一個(gè)具有類似規(guī)模和復(fù)雜性的項(xiàng)目。項(xiàng)目經(jīng)理應(yīng)使用下列哪項(xiàng)工具或技術(shù)準(zhǔn)備估算绷耍？

At the beginning of a project, a project manager is asked to prepare a quick, high-level cost estimate. The project manager previously worked on a project of similar size and complexity. What tools and techniques should the project manager use to develop the estimate?

A：三點(diǎn)估算和質(zhì)量成本（COQ）

Three-points estimating and cost of quality (COQ)

B：賣方投標(biāo)分析和群體決策技術(shù)

Vendor bid analysis and group decision-making techniques

C：專家判斷和類比估算

Expert judgment and analogous estimating

D：自下而上估算和儲(chǔ)備分析

Bottom-up estimating and reserve analysis

正確答案：C?你的答案：C

解析：項(xiàng)目經(jīng)理需要進(jìn)行快速吐限、高層次成本估算，并且之前從事過一個(gè)具有類似規(guī)模和復(fù)雜性的項(xiàng)目褂始，因此可以使用專家判斷和類比估算诸典。

25、?[單選]?在一次經(jīng)驗(yàn)教訓(xùn)會(huì)議中崎苗，項(xiàng)目經(jīng)理應(yīng)記錄哪項(xiàng)信息用于持續(xù)改進(jìn)狐粱？

In a lessons learned meeting, what information should a project manager record for continuous improvement?

A：團(tuán)隊(duì)成員會(huì)議紀(jì)要

Team member’s meeting minutes

B：總成本和總預(yù)算

Total cost and budget

C：所做糾正措施原因

Reasons for corrective actions made

D：變更請(qǐng)求數(shù)量

Number of change requests

正確答案：C?你的答案：C

解析：控制質(zhì)量過程需要更新的組織過程資產(chǎn)包括經(jīng)驗(yàn)教訓(xùn)文檔。偏差的原因胆数、采取糾正措施的理由肌蜻，以及從控制質(zhì)量中得到的其他經(jīng)驗(yàn)教訓(xùn)，都應(yīng)記錄下來必尼，成為項(xiàng)目和執(zhí)行組織歷史數(shù)據(jù)庫(kù)的一部分蒋搜。

選項(xiàng)C更適合作為經(jīng)營(yíng)教訓(xùn)

26篡撵、?[單選]?一個(gè)期限很短的項(xiàng)目關(guān)鍵相關(guān)方希望避免質(zhì)量控制。項(xiàng)目經(jīng)理知道必須提供最低質(zhì)量水平豆挽。項(xiàng)目經(jīng)理應(yīng)當(dāng)使用什么工具或技術(shù)育谬？

Key stakeholders on a shout-deadline project want to avoid quality control. The project manager knows that a minimum level of quality must be provided. What tool or technique should the project manager use?

A：標(biāo)桿對(duì)照

Benchmarking

B：統(tǒng)計(jì)抽樣

Statistical sampling

C：實(shí)驗(yàn)設(shè)計(jì)

Design of experiments

D：成本效益分析

Cost-benefit analysis

正確答案：D?你的答案：B

解析：成本效益分析。成本效益分析是用來估算備選方案優(yōu)勢(shì)和劣勢(shì)的財(cái)務(wù)分析工具帮哈，以確定可以創(chuàng) 造最佳效益的備選方案膛檀。成本效益分析可幫助項(xiàng)目經(jīng)理確定規(guī)劃的質(zhì)量活動(dòng)是否有效利用了成 本。達(dá)到質(zhì)量要求的主要效益包括減少返工但汞、提高生產(chǎn)率宿刮、降低成本、提升相關(guān)方滿意度及提 升贏利能力私蕾。對(duì)每個(gè)質(zhì)量活動(dòng)進(jìn)行成本效益分析僵缺，就是要比較其可能成本與預(yù)期效益。

27踩叭、?[單選]?最終確定進(jìn)度計(jì)劃時(shí)磕潮，項(xiàng)目經(jīng)理注意到關(guān)鍵路徑上的多項(xiàng)任務(wù)被安排在關(guān)鍵資源可能休假的夏季期間。項(xiàng)目經(jīng)理決定將這些任務(wù)重新分配給位于另一個(gè)國(guó)家的一支團(tuán)隊(duì)容贝，在該過夏季期間一般不會(huì)休假自脯。項(xiàng)目經(jīng)理使用的是哪一項(xiàng)風(fēng)險(xiǎn)應(yīng)對(duì)策略？

While finalizing the project schedule, a project manager notices that several tasks on the critical path are scheduled during the summer, when key resources are likely to take vacations. The project manager decides to reassign those tasks to a team based in another country that typically does not take vacations during the summer. What risk response strategy did the project manager use?

A：回避

Avoid

B：接受

Accept

C：轉(zhuǎn)移

Transfer

D：減輕

Mitigate

正確答案：A?你的答案：C

解析：風(fēng)險(xiǎn)規(guī)避是指項(xiàng)目團(tuán)隊(duì)采取行動(dòng)來消除威脅斤富，或保護(hù)項(xiàng)目免受風(fēng)險(xiǎn)影響的風(fēng)險(xiǎn)應(yīng)對(duì)策略膏潮。通常包括改變項(xiàng)目管理計(jì)劃，以完全消除威脅满力。項(xiàng)目經(jīng)理通過重新分配任務(wù)避免關(guān)鍵路徑受夏季休假的影響焕参，屬于風(fēng)險(xiǎn)規(guī)避。

28油额、?[單選]?在前兩個(gè)月一直處于正常進(jìn)度軌道的項(xiàng)目開始經(jīng)歷嚴(yán)重延期叠纷。項(xiàng)目經(jīng)理已經(jīng)識(shí)別出主要問題。項(xiàng)目經(jīng)理應(yīng)在哪里報(bào)告項(xiàng)目狀態(tài)潦嘶？

A project that has been on track for the last two months has started experiencing significant delays. The project manager has identified the major issues. Where should the project manager report the project’s status?

A：項(xiàng)目進(jìn)度計(jì)劃

Project schedule

B：工作績(jī)效報(bào)告

Work performance report

C：?jiǎn)栴}日志

Issue log

D：相關(guān)方會(huì)議

Stakeholder meeting

正確答案：B?你的答案：C

解析：指南-4.5.3.1工作績(jī)效報(bào)告涩嚣。為制定決策、提出問題掂僵、采取行動(dòng)或引起關(guān)注航厚，而匯編工作績(jī)效信息，所形成的實(shí)物或電子項(xiàng)目文件锰蓬。例如幔睬，狀況報(bào)告、備忘錄互妓、論證報(bào)告溪窒、信息札記坤塞、電子報(bào)表、推薦意見或情況更新澈蚌。

29摹芙、?[單選]?一個(gè)過程的一系列輸出測(cè)量值隨時(shí)間記錄下來。平均值為 0.8宛瞄，標(biāo)準(zhǔn)差為 0.2浮禾，而測(cè)量值分別為：0.72、0.91份汗、0.85盈电、1.45、0.64杯活、0.65匆帚、0.86下列哪一項(xiàng)描述了以上結(jié)果？

A series of output measurements of a process are recorded over time. The average is 0.8, the standard deviation is 0.2, and the measured values are: 0.72, 0.91, 0.85, 1.45, 0.64, 0.65, 0.86, which one of the following describes the above results?

A：運(yùn)行當(dāng)中

Running

B：在控制當(dāng)中

In control

C：失控

Runaway

D：趨向

Trend

正確答案：C?你的答案：C

解析：控制圖旁钧∥兀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)效歪今。規(guī)格上限和下限是 根據(jù)要求制定的嚎幸，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)格界限寄猩〖稻В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)算確定田篇，代表一個(gè)穩(wěn)定過程的自然波動(dòng)范圍替废。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)斯辰，以預(yù)防不在控制界限內(nèi) 的績(jī)效舶担∑绿郏控制圖可用于監(jiān)測(cè)各種類型的輸出變量彬呻。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)，但也可用來監(jiān)測(cè)成本與進(jìn)度偏差柄瑰、產(chǎn)量闸氮、范圍變更頻率或其他管理工作成果，以便幫 助確定項(xiàng)目管理過程????是否受控教沾。

30蒲跨、?[單選]?一個(gè)項(xiàng)目反復(fù)出現(xiàn)缺陷，可能導(dǎo)致無法滿足客戶期望授翻。項(xiàng)目經(jīng)理首先應(yīng)該使用什么來解決這個(gè)問題或悲？

A project is experiencing recurring defects, which may result in unmet customer expectation. What should the project manager do first to address this?

A：開展統(tǒng)計(jì)抽樣孙咪。

Conduct statistical sampling.

B：準(zhǔn)備石川圖。

Prepare an Ishikawa diagram.

C：創(chuàng)建一份親和圖巡语。

Create an affinity diagram.

D：執(zhí)行質(zhì)量審計(jì)翎蹈。

Perform a quality audit.

正確答案：D?你的答案：B

解析：見PMBOK 8.2.2.5 ? ?審計(jì)是用于確定項(xiàng)目活動(dòng)是否遵循了組織和項(xiàng)目的政策、過程與程序的一種結(jié)構(gòu)化且獨(dú)立的過程男公。質(zhì)量審計(jì)目標(biāo)可能包括（但不限于）：識(shí)別全部正在實(shí)施的良好及最佳實(shí)踐荤堪；識(shí)別所有違規(guī)做法、差距及不足枢赔；分享所在組織和/或行業(yè)中類似項(xiàng)目的良好實(shí)踐澄阳；積極、主動(dòng)地提供協(xié)助踏拜，以改進(jìn)過程的執(zhí)行碎赢，從而幫助團(tuán)隊(duì)提高生產(chǎn)效率；強(qiáng)調(diào)每次審計(jì)都應(yīng)對(duì)組織經(jīng)驗(yàn)教訓(xùn)知識(shí)庫(kù)的積累做出貢獻(xiàn)速梗。

反復(fù)出現(xiàn)說明原來認(rèn)為的原因不對(duì)揩抡，“能力不行”，所以需要通過審計(jì)的方式去檢查過程的合規(guī)性镀琉。

31峦嗤、?[單選]?在項(xiàng)目執(zhí)行階段中途，經(jīng)濟(jì)不穩(wěn)定以及工會(huì)罷工讓項(xiàng)目產(chǎn)生風(fēng)險(xiǎn)屋摔。更新風(fēng)險(xiǎn)登記冊(cè)之后烁设，項(xiàng)目經(jīng)理下一步應(yīng)該做什么？

Midway through the project execution stage, economic instability and a labor union strike pose project risks. After updating the risk register, what should the project manager do next?

A：為每個(gè)風(fēng)險(xiǎn)建模钓试。

Model each risk.

B：對(duì)這些風(fēng)險(xiǎn)開展敏感性分析装黑。

Conduct sensitivity analyses of the risks.

C：規(guī)劃風(fēng)險(xiǎn)應(yīng)對(duì)。

Plan risk responses.

D：根據(jù)對(duì)風(fēng)險(xiǎn)的了解弓熏，更新受影響的基準(zhǔn)恋谭。

Update impacted baselines based on an understanding of the risks.

正確答案：A?你的答案：C

解析：發(fā)現(xiàn)并記錄風(fēng)險(xiǎn)之后，實(shí)施定量風(fēng)險(xiǎn)分析挽鞠，A和B都是實(shí)施定量分析的工具疚颊，但是經(jīng)濟(jì)不穩(wěn)定和罷工是不可抗拒不確定，無法進(jìn)行敏感性分析信认，因此選A.

32材义、?[單選]?一名新項(xiàng)目經(jīng)理必須了解項(xiàng)目相關(guān)方在項(xiàng)目中的利益、關(guān)系嫁赏、期望和影響其掂。項(xiàng)目經(jīng)理需要根據(jù)這些關(guān)系建立聯(lián)系。下列哪一項(xiàng)將幫助項(xiàng)目經(jīng)理完成這項(xiàng)工作潦蝇？

A new project manager must gain an understanding of stakeholders’ interests, relations, expectations, and influence on a project. The project manager must also leverage relation build coalitions. What will help the project manager accomplish this?

A：相關(guān)方分析

Stakeholder analysis

B：人際關(guān)系技巧

Interpersonal skills

C：分析技術(shù)

Analytical techniques

D：相關(guān)方參與度評(píng)估矩陣

Stakeholders engagement assessment matrix

正確答案：A?你的答案：D?

解析：相關(guān)方分析是系統(tǒng)地收集和分析各種定量與定性信息款熬，以便確定在整個(gè)項(xiàng)目中應(yīng)該考慮哪些人的利益深寥。通過相關(guān)方分析，識(shí)別出相關(guān)方的利益贤牛、期望和影響翩迈，并把他們與項(xiàng)目的目的聯(lián)系起來。相關(guān)方分析也有助于了解相關(guān)方之間的關(guān)系（包括相關(guān)方與項(xiàng)目的關(guān)系盔夜，相關(guān)方相互之間的關(guān)系）负饲，以便利用這些關(guān)系來建立聯(lián)盟和伙伴合作，從而提高項(xiàng)目成功的可能性喂链。在項(xiàng)目或階段的不同時(shí)期返十，應(yīng)該對(duì)相關(guān)方之間的關(guān)系施加不同的影響。

33椭微、?[單選]?項(xiàng)目經(jīng)理希望在項(xiàng)目啟動(dòng)階段執(zhí)行風(fēng)險(xiǎn)分析洞坑。為確保項(xiàng)目成功，項(xiàng)目經(jīng)理應(yīng)首先查閱哪份組織過程資產(chǎn)蝇率？

A project manager wants to perform a risk analysis during the initiation phase. To ensure the project’s success, which of the following organizational process assets should the project manager review first?

A：更新的項(xiàng)目風(fēng)險(xiǎn)登記冊(cè)

Updated project risk register

B：風(fēng)險(xiǎn)管理計(jì)劃和相關(guān)方承受力

Risk management plan and stakeholders’tolerance

C：歷史信息和經(jīng)驗(yàn)教訓(xùn)

Historical information and lessons learned

D：組織基礎(chǔ)設(shè)施和市場(chǎng)條件

Organization infrastructure and marker place conditions

正確答案：C?你的答案：C

解析：AB是項(xiàng)目文件迟杂，D 是事業(yè)環(huán)境因素。

34本慕、?[單選]?兩名項(xiàng)目團(tuán)隊(duì)成員一直對(duì)產(chǎn)品設(shè)計(jì)意見不一致排拷。即使經(jīng)過多次嘗試，項(xiàng)目經(jīng)理仍無法解決這個(gè)問題锅尘，項(xiàng)目現(xiàn)在落后于進(jìn)度計(jì)劃监氢。項(xiàng)目經(jīng)理應(yīng)該是用什么沖突解決技術(shù)來立即解決這個(gè)問題？

Two project team members continually disagree on product design. Despite several attempts, the project manager is unable to resolve the issue, and the project is now behind schedule. What conflict resolution technique should the project manager use to immediately resolve this issue?

A：緩和/包容

Smooth/accommodate

B：妥協(xié)/調(diào)解

Compromise/reconcile

C：撤退/回避

Withdraw/avoid

D：強(qiáng)迫/命令

Force/direct

正確答案：D?你的答案：D

解析：強(qiáng)迫/命令藤违。以犧牲其他方為代價(jià)浪腐，推行某一方的觀點(diǎn)；只提供贏—輸方案顿乒。通常是利用權(quán)力來強(qiáng)行解決緊急問題议街，好處就是能夠快速處理，目前極度落后璧榄，所以應(yīng)該用D特漩。

35、?[單選]?作為指導(dǎo)和管理一個(gè)項(xiàng)目的組成部分犹菱，項(xiàng)目經(jīng)理必須審查已經(jīng)完成的活動(dòng)拾稳。項(xiàng)目經(jīng)理應(yīng)該首先審查哪份文件吮炕？

As part of directing and managing a project, the project manager must review completed activities. What document should the project manager first review?

A：工作績(jī)效數(shù)據(jù)

Work performance data

B：之前的狀態(tài)報(bào)告

Previous status reports

C：項(xiàng)目進(jìn)度計(jì)劃

Project schedule

D：?jiǎn)栴}日志

Issue logs

正確答案：A?你的答案：C

解析：工作績(jī)效數(shù)據(jù)是在執(zhí)行項(xiàng)目工作的過程中腊脱，從每個(gè)正在執(zhí)行的活動(dòng)中收集到的原始觀察結(jié)果和測(cè)量值。數(shù)據(jù)是指最低層的細(xì)節(jié)龙亲，將由其他過程從中提煉出項(xiàng)目信息陕凹。在工作執(zhí)行過程中收集數(shù)據(jù)悍抑，再交由各控制過程做進(jìn)一步分析。工作績(jī)效數(shù)據(jù)包括已完成的工作杜耙、關(guān)鍵績(jī)效指標(biāo)搜骡、技術(shù)績(jī)效測(cè)量結(jié)果、進(jìn)度活動(dòng)的開始日期和結(jié)束日期佑女、變更請(qǐng)求的數(shù)量记靡、缺陷的數(shù)量、實(shí)際成本和實(shí)際持續(xù)時(shí)間等团驱。

36摸吠、?[單選]?在項(xiàng)目啟動(dòng)大會(huì)期間，人力資源經(jīng)理溝通說嚎花，在提供詳細(xì)的項(xiàng)目進(jìn)度計(jì)劃之前將不會(huì)提供資源寸痢。若要獲得資源，項(xiàng)目經(jīng)理應(yīng)該怎么做紊选？

During a project kick-off meeting, the human resource manager communicates that resources will not be provided until a detailed project schedule is available. What should the project manager do to obtain resources?

A：將該問題上報(bào)給項(xiàng)目發(fā)起人啼止。

Escalate the issue to the sponsor.

B：提交工作說明書（SOW）。

Present the statement of work (SOW).

C：創(chuàng)建一份詳細(xì)的活動(dòng)清單兵罢。

Create a detailed activity list.

D：參見責(zé)任分配矩陣（RAM）献烦。

Refer to the responsibility assignment matrix (RAM).

正確答案：A?你的答案：D

解析：不能獲得項(xiàng)目資源需要請(qǐng)項(xiàng)目發(fā)起人協(xié)調(diào)解決。題目中明確寫了與職能經(jīng)理談判無法獲得資源時(shí)卖词，可以找發(fā)起人協(xié)調(diào)解決仿荆。

37、?[單選]?項(xiàng)目經(jīng)理負(fù)責(zé)安裝和調(diào)試一個(gè)新的生產(chǎn)設(shè)施坏平。一條新的生產(chǎn)線已準(zhǔn)備好調(diào)試拢操，且正在進(jìn)行試生產(chǎn)。若要確保生產(chǎn)線的運(yùn)行符合技術(shù)規(guī)范舶替，項(xiàng)目經(jīng)理應(yīng)使用什么工具或技術(shù)令境？

A project manager is responsible for installing and commissioning a new production facility. A new line is ready to commission, and a trial production is underway.What tool or technique should the project manager use to ensure that the production line is working according to specifications?

A：標(biāo)桿對(duì)照

Benchmarking

B：控制圖

Control chart

C：檢查

Inspection

D：流程圖

Flowchart

正確答案：B?你的答案：D

解析：控制圖」说桑控制圖用于確定一個(gè)過程是否穩(wěn)定舔庶，或者是否具有可預(yù)測(cè)的績(jī)效。規(guī)格上限和下限是 根據(jù)要求制定的陈醒，反映了可允許的最大值和最小值惕橙。上下控制界限不同于規(guī)格界限《危控制界限 根據(jù)標(biāo)準(zhǔn)的統(tǒng)計(jì)原則弥鹦，通過標(biāo)準(zhǔn)的統(tǒng)計(jì)計(jì)算確定，代表一個(gè)穩(wěn)定過程的自然波動(dòng)范圍。項(xiàng)目經(jīng) 理和相關(guān)方可基于計(jì)算出的控制界限彬坏，識(shí)別須采取糾正措施的檢查點(diǎn)朦促，以預(yù)防不在控制界限內(nèi) 的績(jī)效∷ㄊ迹控制圖可用于監(jiān)測(cè)各種類型的輸出變量务冕。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)，但也可用來監(jiān)測(cè)成本與進(jìn)度偏差幻赚、產(chǎn)量澄峰、范圍變更頻率或其他管理工作成果隘弊，以便幫 助確定項(xiàng)目管理過程是否受控路捧。

38检激、?[單選]?在一個(gè) IT 系統(tǒng)實(shí)施項(xiàng)目的執(zhí)行階段，客戶要求開發(fā)團(tuán)隊(duì)變更领跛。這些變更已經(jīng)被批準(zhǔn)乏德，然而項(xiàng)目經(jīng)理認(rèn)為這些變更與原始項(xiàng)目需求有沖突。項(xiàng)目經(jīng)理應(yīng)該怎么做吠昭？

During the execution phase of an IT system implementation project, the customer asks the development team for changes. The changes are approved, but the project manager thinks that they contradict the original project requirements. What should the project manager do?

A：更新變更日志喊括。

Update the change log.

B：提出變更請(qǐng)求。

Initiate a change request.

C：修訂變更管理計(jì)劃矢棚。

Revise the change management plan.

D：執(zhí)行預(yù)防和糾正措施郑什。

Perform preventive and corrective actions.

正確答案：A?你的答案：A

解析：變更請(qǐng)求被批準(zhǔn)后首先要更新變更日志。其次蒲肋，批準(zhǔn)的變更必須被執(zhí)行蘑拯；除A外其他選項(xiàng)均為變更實(shí)施后續(xù)可能發(fā)生的操作。

39兜粘、?[單選]?一名項(xiàng)目經(jīng)理負(fù)責(zé)管理一個(gè)已經(jīng)經(jīng)歷質(zhì)量問題的項(xiàng)目申窘。項(xiàng)目經(jīng)理應(yīng)使用什么來控制這些質(zhì)量問題？

A project manager assumes a project that has experienced quality issues. What should the project manager use to control these quality issues?

A：蒙特卡洛模擬

Monte Carlo simulation

B：專家判斷

Expert judgment

C：帕累托圖

Pareto diagram

D：工作績(jī)效數(shù)據(jù)分析

Work performance data analysis

正確答案：C?你的答案：C

解析：帕累托圖孔轴，是一種特殊的垂直條形圖剃法，用于識(shí)別造成大多數(shù)問題的少數(shù)重要原因。

40路鹰、?[單選]?項(xiàng)目經(jīng)理希望在新項(xiàng)目中使用一名特定供應(yīng)商贷洲。該供應(yīng)商目前正在為項(xiàng)目經(jīng)理管理的另一個(gè)項(xiàng)目工作。項(xiàng)目經(jīng)理希望在開始為新項(xiàng)目工作之前晋柱，先完成當(dāng)前項(xiàng)目优构。在供應(yīng)商開始為新項(xiàng)目工作之前，項(xiàng)目經(jīng)理應(yīng)該做什么雁竞？

The project manager wants to use a specific vendor in the new project. The vendor is currently working on another project managed by the project manager. The project manager wants to complete the current project before starting work on the new project. What should the project manager do before the vendor starts working on the new project?

A：與供應(yīng)商一起評(píng)審合同協(xié)議钦椭。

Review contract agreements with suppliers

B：更新采購(gòu)文檔。

Update purchase document

C：執(zhí)行采購(gòu)審計(jì)。

Perform procurement audits

D：要求供應(yīng)商完成所有現(xiàn)有工作玉凯。

Require suppliers to complete all existing work

正確答案：C?你的答案：D

解析：采購(gòu)審計(jì)是指對(duì)合同和采購(gòu)過程的完整性势腮、正確性和有效性進(jìn)行的審查联贩。采購(gòu)審計(jì)的獨(dú)立性和可信度漫仆，是采購(gòu)系統(tǒng)可靠性的關(guān)鍵決定因素. 所以買方在結(jié)束項(xiàng)目前需要進(jìn)行核查.同時(shí)也是讓賣方認(rèn)可此過程,以免后續(xù)爭(zhēng)議。

41泪幌、?[單選]?一名新項(xiàng)目經(jīng)理被任命管理一個(gè)正在執(zhí)行的項(xiàng)目盲厌。針對(duì)這個(gè)項(xiàng)目，三天內(nèi)將召開一次重要的里程碑核實(shí)會(huì)議祸泪。若要確保相應(yīng)人員受邀參加會(huì)議吗浩，項(xiàng)目經(jīng)理應(yīng)該怎么做？

A new project manager is appointed to an ongoing project for which an important milestone validation meeting will occur in three days. What should the project manager do to ensure that the appropriate people are invited to this meeting?

A：請(qǐng)求高級(jí)管理層提供建議

Ask senior management for recommendations

B：參照以往里程碑核實(shí)會(huì)議的與會(huì)者

Refer to the attendance at previous milestone validation meetings

C：與項(xiàng)目團(tuán)隊(duì)討論該問題

Discuss it with the project team

D：查看相關(guān)方管理計(jì)劃

Consult the stakeholder management plan

正確答案：D?你的答案：D

解析：相關(guān)方管理計(jì)劃中有相關(guān)方的需求没隘、期望懂扼、參與程度等相關(guān)信息，查閱相關(guān)方管理計(jì)劃可以確認(rèn)應(yīng)該參加會(huì)議的人員右蒲。

42阀湿、?[單選]?一名項(xiàng)目關(guān)鍵相關(guān)方通知項(xiàng)目經(jīng)理，項(xiàng)目?jī)r(jià)值低于 100 萬美元的項(xiàng)目不需要正式批準(zhǔn)就可以執(zhí)行瑰妄。項(xiàng)目經(jīng)理下一步應(yīng)該怎么做陷嘴？

A key project stakeholder informs the project manager that formal approval is unneeded to proceed with projects under US$1 million. What should the project manager do next?

A：在沒有正式批準(zhǔn)的情況下繼續(xù)執(zhí)行項(xiàng)目。

Proceed with the project without formal approval.

B：要求獲得項(xiàng)目發(fā)起人的反饋间坐，并獲得書面批準(zhǔn)繼續(xù)執(zhí)行灾挨。

Ask for feedback from the project sponsor, and obtain written approval to proceed.

C：更新項(xiàng)目章程說明無需正式批準(zhǔn)，并繼續(xù)執(zhí)行項(xiàng)目竹宋。

Update the project charter to indicate that formal approval is unneeded, and proceed with the project.

D：通知項(xiàng)目管理辦公室（PMO）無需正式批準(zhǔn)劳澄，并繼續(xù)執(zhí)行項(xiàng)目。

Inform the project management office (PMO) that formal approval is unneeded and proceed with the project.

正確答案：B?你的答案：A

解析：指南-4.1.3.1項(xiàng)目章程蜈七，由項(xiàng)目啟動(dòng)者或發(fā)起人發(fā)布的浴骂，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。

43宪潮、?[單選]?一個(gè)項(xiàng)目團(tuán)隊(duì)由來自項(xiàng)目經(jīng)理所在公司的 15 名團(tuán)隊(duì)成員組成溯警。十名團(tuán)隊(duì)成員來自客戶組織，三名團(tuán)隊(duì)成員來自外部顧問狡相。項(xiàng)目經(jīng)理應(yīng)該在哪份文件中找到有關(guān)不同團(tuán)隊(duì)成員角色和職責(zé)的定義梯轻？

A project team is composed of 15 team members from the project manager’s company. Ten team members are from the customer’s organization, and three team members are from external consultants. Where should the project manager find a definition of the roles and responsibilities for the various team members?

A：資源管理計(jì)劃

Resource management plan

B：項(xiàng)目組織計(jì)劃

Project organization plan

C：人員管理計(jì)劃

Staffing management plan

D：資源分解結(jié)構(gòu)

Resource breakdown structure

正確答案：A?你的答案：A?

解析：資源管理計(jì)劃描述將如何安排項(xiàng)目的角色與職責(zé)、報(bào)告關(guān)系和人員配備管理尽棕。

44喳挑、?[單選]?執(zhí)行項(xiàng)目后評(píng)價(jià)時(shí)，項(xiàng)目經(jīng)理識(shí)別到產(chǎn)品設(shè)計(jì)是各種制造問題的根本原因。項(xiàng)目經(jīng)理應(yīng)該怎么做伊诵？

While performing the post-project review, the project manager identifies that product design is the root cause of various manufacturing problems. What should the project manager do

A：更新風(fēng)險(xiǎn)登記冊(cè)单绑。

Update the risk register.

B：審查項(xiàng)目管理計(jì)劃。

Review the project management plan.

C：應(yīng)用實(shí)施整體變更控制過程曹宴。

Apply the Perform Integrated Change Control process.

D：更新經(jīng)驗(yàn)教訓(xùn)知識(shí)庫(kù)搂橙。

Update the lessons learned knowledge base.

正確答案：D?你的答案：D

解析：進(jìn)行項(xiàng)目后評(píng)價(jià)需要記錄經(jīng)驗(yàn)教訓(xùn)并對(duì)組織過程資產(chǎn)進(jìn)行適當(dāng)更新。

45笛坦、?[單選]?一個(gè)新的關(guān)鍵組件在項(xiàng)目執(zhí)行期間獲得批準(zhǔn)区转。在產(chǎn)品發(fā)布之后，業(yè)務(wù)經(jīng)理抱怨說版扩，這個(gè)組件對(duì)財(cái)務(wù)預(yù)測(cè)產(chǎn)生負(fù)面影響废离。項(xiàng)目經(jīng)理應(yīng)從哪里獲得業(yè)務(wù)經(jīng)理的驗(yàn)收？

A new key component was approved during project execution. After the product was released, a business manager complains that the component adversely affected the financial forecast. Where should the project manager have captured the business manager’s acceptance?

A：變更控制委員會(huì)（CCB）溝通

Change control board (CCB) communications

B：相關(guān)方分析文檔

Stakeholder analysis documentation

C：變更日志

Change log

D：?jiǎn)栴}日志

Issue logsIssue log

正確答案：C?你的答案：C

解析：項(xiàng)目經(jīng)理應(yīng)該使用變更日志中的記錄證明新組件產(chǎn)品是經(jīng)過變更流程獲得批準(zhǔn)的礁芦。

46蜻韭、?[單選]?項(xiàng)目經(jīng)理審查風(fēng)險(xiǎn)登記冊(cè)，并希望識(shí)別風(fēng)險(xiǎn)原因柿扣。應(yīng)該使用下列哪一項(xiàng)分析和繪圖技術(shù)肖方？

A project manager reviews the risk register and wants to identify the causes of a risk. Which of the following analytical and diagramming techniques should be used?

A：故障樹分析（FTA）和魚骨圖

Fault tree analysis (FTA) and fishbone diagram

B：計(jì)劃評(píng)審技術(shù)（PERT）和因果分析

Program evaluation and review technique (PERT) and causal analysis

C：失效模式與影響分析（FMEA）和關(guān)鍵性分析

Failure mode and effect analysis (FMEA) and criticality analysis

D：蒙特卡洛模擬和偏差分析

Monte Carlo simulation and variance analysis

正確答案：A?你的答案：A

解析：故障樹分析從一個(gè)可能的事故開始，自上而下窄刘、一層層的尋找頂事件的直接原因和間接原因事件窥妇，直到基本原因事件，并用邏輯圖把這些事件之間的邏輯關(guān)系表達(dá)出來娩践。魚骨圖可以識(shí)別風(fēng)險(xiǎn)原因活翩。

47、?[單選]?項(xiàng)目經(jīng)理正在制定質(zhì)量管理計(jì)劃翻伺。為了解決質(zhì)量相關(guān)問題材泄，公司希望使用計(jì)劃-實(shí)施-檢查-行動(dòng)(PDCA)周期的七個(gè)基本質(zhì)量工具。應(yīng)將哪個(gè)工具包含在內(nèi)吨岭？

A project manager is developing the quality management plan. To solve quality-related problems, the company wants to use the seven basic quality tools in the plan-do-check-act (PDCA) cycle. What tool should be included?

A：實(shí)驗(yàn)設(shè)計(jì)

Design of experiments

B：成本效益分析

Cost-benefit analysis

C：標(biāo)桿對(duì)照

Benchmarking

D：因果圖

Cause-and-effect diagrams

正確答案：D?你的答案：D

解析：因果圖拉宗，又稱魚骨圖或石川圖。問題陳述放在魚骨的頭部辣辫，作為起點(diǎn)旦事，用來追溯問題來源，回推到可行動(dòng)的根本原因急灭。在問題陳述中姐浮，通常把問題描述為一個(gè)要被彌補(bǔ)的差距或要達(dá)到的目標(biāo)。通過看問題陳述和問“為什么”來發(fā)現(xiàn)原因葬馋，直到發(fā)現(xiàn)可行動(dòng)的根本原因卖鲤，或者列盡每根魚骨上的合理可能性肾扰。要在被視為特殊偏差的不良結(jié)果與非隨機(jī)原因之間建立聯(lián)系，魚骨圖往往是行之有效的蛋逾。

48集晚、?[單選]?總部要求更快的執(zhí)行速度，支持一個(gè)地區(qū)性項(xiàng)目区匣。若要正式制定一個(gè)資源獲取策略偷拔，項(xiàng)目經(jīng)理首先應(yīng)該怎么做？

Faster execution is required to support a regional project from headquarters. What should the project manager do first to formulate a sourcing strategy?

A：成立一個(gè)集中辦公團(tuán)隊(duì)沉颂。

Set up a collocated team.

B：查看資源管理計(jì)劃条摸。

Consult the resource management plan.

C：查看采購(gòu)管理計(jì)劃悦污。

Review the procurement management plan.

D：成立一個(gè)跨時(shí)區(qū)虛擬團(tuán)隊(duì)铸屉。

Set up a cross-time-zone virtual team.

正確答案：B?你的答案：B

解析：資源管理計(jì)劃提供了關(guān)于如何定義、配備切端、管理及最 終遣散項(xiàng)目人力資源的指南彻坛。

49、?[單選]?一名團(tuán)隊(duì)成員聲稱一名供應(yīng)商未能滿足可交付成果要求踏枣。哪一份文件將幫助項(xiàng)目經(jīng)理確定這項(xiàng)主張的有效性昌屉？

A team member claims that a supplier has filed to meet deliverables requirements. What document will help the project manager determine the validity of this claim?

A：供應(yīng)商出價(jià)

Supplier offer

B：采購(gòu)工作說明書（SOW）

Procurement statement of work (SOW)

C：采購(gòu)管理計(jì)劃

Procurement management plan

D：工作分解結(jié)構(gòu)（WBS）

Work breakdown structure (WBS)

正確答案：B?你的答案：C

解析：12.1.3.4 采購(gòu)工作說明書依據(jù)項(xiàng)目范圍基準(zhǔn)，為每次采購(gòu)編制工作說明書（SOW）茵瀑，僅對(duì)將要包含在相關(guān)合同中的那一部 分項(xiàng)目范圍進(jìn)行定義间驮。工作說明書會(huì)充分詳細(xì)地描述擬采購(gòu)的產(chǎn)品、服務(wù)或成果马昨，以便潛在賣方 確定是否有能力提供此類產(chǎn)品竞帽、服務(wù)或成果。根據(jù)采購(gòu)品的性質(zhì)鸿捧、買方的需求屹篓，或擬采用的合同形 式，工作說明書的詳細(xì)程度會(huì)有較大不同匙奴。工作說明書的內(nèi)容包括：規(guī)格堆巧、所需數(shù)量、質(zhì)量水平泼菌、 績(jī)效數(shù)據(jù)谍肤、履約期間、工作地點(diǎn)和其他要求哗伯。

50荒揣、?[單選]?一個(gè)新項(xiàng)目的項(xiàng)目經(jīng)理獲得一份活動(dòng)清單以及一份公司已經(jīng)執(zhí)行過的類似項(xiàng)目的資源估算，為了估算活動(dòng)持續(xù)時(shí)間笋颤，項(xiàng)目經(jīng)理首先必須執(zhí)行哪一個(gè)過程乳附？

The project manager for a new project is provided with a list of activities, and a resource estimation of similar projects the company has implemented. What process must the project manager do first to estimate the project’s duration?

A：識(shí)別風(fēng)險(xiǎn)

Identify Risks

B：估算活動(dòng)持續(xù)時(shí)間

Estimate Activity Durations

C：排列活動(dòng)順序

Sequence Activities

D：控制進(jìn)度

Control Schedule

正確答案：A?你的答案：C

解析：PMBOK（6）P199-6.4.1.2估算活動(dòng)持續(xù)時(shí)間輸入-項(xiàng)目文件-風(fēng)險(xiǎn)登記冊(cè)内地。單個(gè)項(xiàng)目風(fēng)險(xiǎn)可能影響資源的選擇和可用性。風(fēng)險(xiǎn)登記冊(cè)的更新包括在項(xiàng)目文件更新中赋除。風(fēng)險(xiǎn)登記冊(cè)是識(shí)別風(fēng)險(xiǎn)過程的主要輸出阱缓。