151、[單選]一個(gè)項(xiàng)目的完工預(yù)算本(BAC)100,000美元因妇。目前的項(xiàng)目報(bào)告顯示該項(xiàng)目符合進(jìn)度和預(yù)算灰瞻。一位團(tuán)隊(duì)成員對(duì)相關(guān)工作包進(jìn)行自下而上的估算，表明剩余工作將比原計(jì)劃少用10,000美元干跛， 并且仍能按進(jìn)度計(jì)劃交付子姜。 那么完工估算(EAC)是多少？
A project’s budget at completion(BAC) is US$ 100,000. Current project reports show it is on schedule and on budget. A team member performed a bottom-up estimate of the relevant work package, which indicates that the remaining work will require US$10,000 less than originally planned and can still be delivered on schedule. What is the estimate at completion(EAC) ?
?A：90,000美元
US$90,000
?B：100,000美元
US$100,000
?C：10,000美元
US$10,000
?D：110,000美元
US$110,000
正確答案：A?你的答案：A
解析：參考答案：A 解析：預(yù)算10萬(wàn)楼入，少用1萬(wàn)哥捕，就是用 9萬(wàn)就能完成牧抽。
152、[單選]完成一項(xiàng)目任務(wù)所需的設(shè)備價(jià)格上漲了 50%遥赚。 項(xiàng)目經(jīng)理首先應(yīng)該怎么做扬舒？
The price of equipment required to complete a project task increases by 50 percent., What should the project manager do first?
?A：提交變更請(qǐng)求以批準(zhǔn)額外資金
Submit a change request for the approval of additional funds.
?B：簽發(fā)變更請(qǐng)求以減少范圍，保持原始預(yù)算
Issue a change request to reduce the scope to maintain the original budget.
?C：進(jìn)行成本效益分析凫佛，以確定對(duì)預(yù)算的影響
Conduct a cost-benefit analysis to determine the impact on the budget.
?D：與供應(yīng)商協(xié)商一個(gè)較低的價(jià)格
Negotiate a lower price with the supplier.
正確答案：C?你的答案：A
解析：參考答案：C 解析：價(jià)格大幅上漲讲坎，就存在值得不值得的問題了，要進(jìn)行成本效益分析愧薛，分析影響晨炕。
153、[單選]在估算項(xiàng)目成本時(shí)毫炉，項(xiàng)目經(jīng)理與一位主題專家（SME）合作瓮栗，該專家曾有低估交付項(xiàng)目需求所需工作的歷史。然而瞄勾，在所有其他領(lǐng)域费奸，該主題專家是一位很好的貢獻(xiàn)者，備受尊重丰榴，并且經(jīng)常有相關(guān)方需要他货邓。 若要主動(dòng)減輕低估項(xiàng)目工作的風(fēng)險(xiǎn)秆撮，項(xiàng)目經(jīng)理應(yīng)該怎么做四濒？
While estimating project costs, a project manager works with a subject matter expert (SME) who has historically underestimated the effort necessary to deliver project requirements. In all other areas, however, the SME is a good contributor, well respected, and often requested by stakeholder. To proactively mitigate the risk of underestimation, what should the project manager do?
?A：在估算期間與該主題專家定期審查目標(biāo)和需求，并使用其他資源審查提交的估算职辨。
Periodically review objectives and requirements with the SME during estimation and use other resources to review the submitted estimates.
?B：通知項(xiàng)目相關(guān)方盗蟆，該主題專家提交的任何估算必須增加20%
Notify project stakeholders that any estimates submitted by the SME must be increased by 20% percent.
?C：忽略與該主題專家有關(guān)的估算問題，并繼續(xù)保持該過程不變
Ignore previous issues with estimates from this SME and continue with the process unchange
?D：將該主題專家從項(xiàng)目中排除并請(qǐng)求可提供更準(zhǔn)確估算的資源
Remove the SME from the project and request a resource who can provide more accurate estimates.
正確答案：A?你的答案：A
解析：參考答案：A舒裤。 解析：PMBOK（6）喳资，Page240,7.2成本估算。本題可使用排除法腾供，A為正面應(yīng)對(duì)仆邓，也很妥善；B直接增加20%的預(yù)算太片面伴鳖；C和D 忽略或排除并沒有解決問題节值。綜上，選A榜聂。
154搞疗、[單選]到目前為止本該完成百分之八十的一個(gè)項(xiàng)目只完成了百分之七十五，項(xiàng)目總預(yù)算為100,000美元须肆，已完成工作實(shí)際成本(ACWP)為72,000美元匿乃。根據(jù)這些信息可以確定什么桩皿？
A project that should have been 80 percent completed by now is only 75 percent complete The total project budget is US$100,000 and the actual cost of work performed(ACWP)is US$72,000. What can be determined from this information?
?A：該項(xiàng)目低于預(yù)算，其進(jìn)度績(jī)效指數(shù)(SPI)為0.94,成本績(jī)效指數(shù)(CPI)為1.04
The project is under budget, has a schedule performance index(SPI)of 0.94,and a cost performance index(CPI)of 1.04.
?B：該項(xiàng)目超出預(yù)算幢炸，其SP1為1.07泄隔，CPI為0.96
The project is over budget,has an SPI of 1.07, and CPI of 0.96.
?C：該項(xiàng)目超出預(yù)算，其SPI為0.94宛徊，CPI為1.04
The project is over budget,has an SPI of 0.96, and CPI of 1.04.
?D：該項(xiàng)目低于預(yù)算梅尤，其SPI為0.94, CP1為0.96
The project is under budget,has an SPI of 0.94, and CPI of 0.96.
正確答案：A?你的答案：C
解析：參考答案：A 解析：PV=8萬(wàn)，EV=7.5萬(wàn)岩调，AC=7.2萬(wàn)巷燥，BAC=10萬(wàn)。 SPI=EV/PV=7.5/8=0.94<1 CPI=EV/AC=7.5/7.2=1.04>1 進(jìn)度落后号枕，成本節(jié)省缰揪。
155、[單選]在一個(gè)價(jià)值100萬(wàn)美元的項(xiàng)目中途葱淳，項(xiàng)目經(jīng)理進(jìn)行掙值分析(EVA),分析顯示計(jì)劃價(jià)值(PV)為623,000美元钝腺，掙值(EV)為523,000美元，實(shí)際成本(AC)為643,000美元赞厕。 根據(jù)這些數(shù)字艳狐，項(xiàng)目的成本偏差(CV)和進(jìn)度偏差（SV）分別是多少？
In midway of a US$1 million project, the project manager conducts an earned value analysis(EVA). The analysis shows a planned value (PV) of US$623,000, an earned value (EV) of US$523,000, and an actual cost (AC) of US$643,000.Based on these numbers, what is the project’s cost variance (CV)and schedule variance(SV)?
?A：CV =+120.000美元皿桑，SV =+100,000美元
CV = +US$120,000, and SV - +US$ 100,000
?B：CV =+100.000美元毫目，SV =+120,000美元
CV = +US$ 100,000, and SV - +US$ 120,000
?C：CV =-100.000美元，SV = -120,000 元
CV = -US$100,000, and SV- -US$120,000
?D：CV = -120.000美元诲侮，SV = -100,000美元
CV = -US$120,000, and SV--US$100,000
正確答案：D?你的答案：D
解析：參考答案：D 解析：BAC=100萬(wàn)镀虐，PV=623000, EV=523000,AC=643000，CV=EV-AC=523000-643000=-120000, SV=EV-PV=523000-623000=-100000沟绪。
156刮便、[單選]根據(jù)一個(gè)工程項(xiàng)目的合同條款，付款與項(xiàng)目總體進(jìn)度的百分比掛鉤绽慈，項(xiàng)目經(jīng)理必須提交月度進(jìn)度報(bào)告恨旱，以促進(jìn)發(fā)票開具流程，在項(xiàng)目團(tuán)隊(duì)成員每月報(bào)告其分配的活動(dòng)時(shí)坝疼，項(xiàng)目經(jīng)理應(yīng)該如何保持健康的現(xiàn)金流搜贤？
Per an engineering project’s contract terms, payment are linked to the project’s percentage of the overall progress. The project manager must submit monthly progress reports to facilitate the invoicing process. As project team members report monthly on their assigned activities,what should the project manager do to maintain a healthy cash flow?
?A：分配一位團(tuán)隊(duì)成員來(lái)整合數(shù)據(jù)
Assign A team member to integrate the data
?B：提供項(xiàng)目報(bào)告
Provide project reports
?C：執(zhí)行定量分析
Perform a quantitative analysis
?D：應(yīng)用掙值(EV)原則
Apply earned value (EV) principle
正確答案：D?你的答案：C
解析：“付款和進(jìn)度掛鉤”即業(yè)主按掙值來(lái)給供應(yīng)商付款。題目中項(xiàng)目經(jīng)理是供應(yīng)商裙士，要獲得健康現(xiàn)金流入客，就要向業(yè)主提供掙值數(shù)據(jù)。“在項(xiàng)目團(tuán)隊(duì)成員每月報(bào)告其分配的活動(dòng)時(shí)”,此句是干擾項(xiàng)桌硫。題意不是說(shuō)PM要向團(tuán)隊(duì)成員怎么做,而是為了獲得健康現(xiàn)金流,PM自已應(yīng)該怎么做,或者說(shuō)對(duì)客戶應(yīng)該怎么做夭咬。
157、[單選]在收尾項(xiàng)目之前铆隘，項(xiàng)目經(jīng)理進(jìn)行了掙值分析（EVA）,分析表明卓舵，進(jìn)度績(jī)效指數(shù)（SPI)為0.7，成本績(jī)效指數(shù)（CPI）為1.0膀钠，這些結(jié)果說(shuō)明項(xiàng)目處于什么狀態(tài)掏湾？
Just prior to closing a project, the project manager conducted an earned value analysis (EVA). The analysis shows that the schedule performance index (SPI) is 0.7 and the cost performance index (CPI) is 1.0. What do these results indicate about the project?
?A：該項(xiàng)目落后于進(jìn)度計(jì)劃，在預(yù)算范圍內(nèi)肿嘲，但在完成所有可交付成果之前被取消的
The project was behind schedule and within budget, but was canceled before all deliverables were finished
?B：該項(xiàng)目符合進(jìn)度計(jì)劃融击，超出預(yù)算，但在完成所有可交付成果之前被取消了
The project was on schedule and over budget, but was canceled before all deliverables were finished
?C：所有可交付成果均已完成雳窟，項(xiàng)目已提前完成尊浪，并符合預(yù)算范圍
All deliverables were finished, and the project was completed ahead of schedule and within budget
?D：所有可交付成果均已完成，項(xiàng)目按進(jìn)度計(jì)劃完成封救，但超出預(yù)算
All deliverables were finished, and the project was completed on schedule and over budget
正確答案：A?你的答案：A
解析：題干信息表明進(jìn)度落后拇涤，成本正好。用排除法選項(xiàng)誉结，BCD說(shuō)明符合進(jìn)度或提前完成鹅士，都是錯(cuò)誤判斷，只有A相對(duì)正確惩坑，A的后半句不影響掉盅。
158、[單選]公司的標(biāo)準(zhǔn)政策是為項(xiàng)目預(yù)算中的每個(gè)單項(xiàng)增加5%的應(yīng)急費(fèi)用旭贬，財(cái)務(wù)部門要求對(duì)某一特定單項(xiàng)增加10%的應(yīng)急費(fèi)用怔接，因?yàn)樗婕耙粋€(gè)新的可交付成果，該單項(xiàng)的主題專家(SME)認(rèn)為15%的應(yīng)急費(fèi)用更為合適,發(fā)起人要求項(xiàng)目經(jīng)理將預(yù)算中的平均應(yīng)急費(fèi)用降低到3%,項(xiàng)目經(jīng)理應(yīng)該為該特定單項(xiàng)增加多少百分比的應(yīng)急費(fèi)用稀轨？
The company's policy is to add a 5 percent contingency to each line item in the project budget, the financial department requirements a 10 percent contingency on a specific line item because it involves a new deliverables, A subject matter expert (SME) for this line item believes that a 15 percent contingency is more appropriate, The sponsor asks the project manager to reduce the average contingency across the budget to 3 percent，what contingency percentage should the project manager add to the specific line item?
?A：3%
3 percent
?B：5%
5 percent
?C：10%
10 percent
?D：15%
15 percent
正確答案：D?你的答案：D
解析：本題考專家判斷岸军，不同人有多種估算結(jié)果時(shí)奋刽，主題專家意見更可靠。注意與三點(diǎn)估算區(qū)分艰赞。
159佣谐、[單選]項(xiàng)目經(jīng)理正在執(zhí)行一個(gè)涉及不同業(yè)務(wù)部門的全公司項(xiàng)目。在一次規(guī)劃會(huì)議上方妖，項(xiàng)目經(jīng)理注意到每個(gè)部門的具體需求不能引起其他部門的興趣狭魂，這影響到會(huì)議的質(zhì)量。 若要解決這個(gè)問題，項(xiàng)目經(jīng)理應(yīng)該怎么做雌澄？
A project manager is running a company-wide project involving different business units.During a planning session, the project manager notices that each unit's specific requirements are of no interest to other units, which affects the quality of the meeting. What should the project manager use to resolve specific this?
?A：石川圖和需求跟蹤矩陣
ishikawa diagram and requirements traceability matrix
?B：焦點(diǎn)小組會(huì)議和思維導(dǎo)圖
Focus groups and mind mapping
?C：引導(dǎo)和親和圖
Facilitation and affinity diagram
?D：頭腦風(fēng)暴和需求跟蹤矩陣
Brainstorming and requirements traceability matrix
正確答案：C?你的答案：B
解析：參考答案：C 解析：Pmbok P145 引導(dǎo)斋泄。引導(dǎo)與主題研討會(huì)結(jié)合使用，把主要相關(guān)方召集在一起定義產(chǎn)品需求镐牺。研討會(huì)可用于快速定義跨職能需求并協(xié)調(diào)相關(guān)方的需求差異炫掐。因?yàn)榫哂腥后w互動(dòng)的特點(diǎn)，有效引導(dǎo)的研討會(huì)有助于參與者之間建立信任睬涧、改進(jìn)關(guān)系募胃、改善溝通，從而有利于相關(guān)方達(dá)成一致意見畦浓。此外痹束，與分別召開會(huì)議相比，研討會(huì)能夠更早發(fā)現(xiàn)并解決問題讶请。
160参袱、[單選]一個(gè)設(shè)施改善項(xiàng)目即將完成』嗝罚客戶提供了批準(zhǔn)抹蚀，但注意到一些小缺陷并激活保修程序，客戶現(xiàn)在對(duì)已移交的設(shè)備要求額外批準(zhǔn)的范圍企垦。項(xiàng)目經(jīng)理即將開始額外范圍的工作环壤。 由于保修程序已生效，項(xiàng)目經(jīng)理應(yīng)查閱哪一份計(jì)劃钞诡？
A facility improvement project is near completion. The client provided, but noted some minor defects and activated the warranty. The client now requests additional approved scope to equipment that has already been handed over. The project manager is about to start work on the additional scope. Since the warranty is in effect, what plan should the project manager consult?
?A：質(zhì)量管理計(jì)劃
Quality management plan.
?B：變更管理計(jì)劃
Change management plan.
?C：采購(gòu)管理計(jì)劃
Procurement management plan.
?D：需求管理計(jì)劃
Requirement management plan.
正確答案：B?你的答案：A
解析：參考答案：B 解析：PMBOK（6）P169-5.6.1.1項(xiàng)目管理計(jì)劃郑现。范圍變更的指導(dǎo)計(jì)劃，是項(xiàng)目管理計(jì)劃——范圍管理計(jì)劃——變更管理計(jì)劃荧降。
161接箫、[單選]一家公司計(jì)劃擴(kuò)大其公司網(wǎng)站的服務(wù)范圍。項(xiàng)目經(jīng)理開始根據(jù)批準(zhǔn)的項(xiàng)目章程收集詳細(xì)的需求朵诫。 項(xiàng)目經(jīng)理應(yīng)該怎么做才能就項(xiàng)目的可交付成果達(dá)成一致意見辛友？
A company plans to expand the service scope of its corporate website. The project manager starts to collect detailed requirements based on the approved project charter. What should the project manager do to reach a group consensus on the project’s deliverabies?
?A：與相關(guān)方和主題專家(SMEs)—起召開焦點(diǎn)小組會(huì)議
Conduct a focus group with stakeholders and subject matter experts(SMEs).
?B：與關(guān)鍵相關(guān)方一起使用引導(dǎo)技術(shù)
Use facilitation skills with key stakeholders.
?C：與相關(guān)方一起進(jìn)行頭腦風(fēng)暴
Brainstorm with the stakeholders.
?D：訪談關(guān)鍵相關(guān)方和發(fā)起人，以獲取有關(guān)需求的更多信息
Interview key stakeholders and sponsors to obtain additional information about requirements.
正確答案：B?你的答案：A
解析：參考答案：B 解析：Pmbok P145 5.2收集需求的工具和技術(shù)引導(dǎo)與主題研討會(huì)結(jié)合使用剪返，把主要相關(guān)方召集在一起定義產(chǎn)品需求废累。研討會(huì)可用于快速定義跨職能需求并協(xié)調(diào)相關(guān)方的需求差異。因?yàn)榫哂腥后w互動(dòng)的特點(diǎn)脱盲，有效引導(dǎo)的研討會(huì)有助于參與者之間建立信任邑滨、改進(jìn)關(guān)系、改善溝通钱反，從而有利于相關(guān)方達(dá)成一致意見掖看。
162匣距、[單選]在項(xiàng)目執(zhí)行期間，團(tuán)隊(duì)識(shí)別到幾個(gè)變更請(qǐng)求哎壳，其中包括項(xiàng)目成功所需的功能毅待，這些功能未能包含在需求跟蹤矩陣中。 若要避免這種情況耳峦，項(xiàng)目經(jīng)理事先應(yīng)該做什么恩静？
During project execution, the learn identifies several change requests that include functionality needed for project success. These failed to be included the requirements traceability matrix. To avoid this, what should the project manager do beforehand?
?A：創(chuàng)建工作分解結(jié)構(gòu)(WBS)
Created a work breakdown structure (WBS)
?B：定義范圍
defined the scope
?C：核實(shí)范圍
Validated the scope
?D：控制范圍
Contro11ed the scope
正確答案：B?你的答案：B
解析：參考答案：B 解析：PMBOK（6）P150-5.3 需求跟蹤矩陣是定義范圍的輸出項(xiàng)。
163蹲坷、[單選]項(xiàng)目經(jīng)理與相關(guān)方一起召開一次引導(dǎo)式研討會(huì)驶乾，以收集產(chǎn)品需求并制定需求跟蹤矩陣。系統(tǒng)開發(fā)人員無(wú)法參加該研討會(huì)循签，但請(qǐng)求一份會(huì)議記錄以審查和確認(rèn)輸出级乐。看完會(huì)議記錄后县匠，系統(tǒng)開發(fā)人員反饋說(shuō)列出的功能需求與用戶的需求無(wú)關(guān)风科。 若要解決這種情況，項(xiàng)目經(jīng)理應(yīng)該怎么做乞旦？
A project manager facilitate a workshop with stakeholders to gather product requirements and develop a requirements traceability matrix. The system developer was unable to attend the workshop, but requested a copy of the minutes to review and validate the output. The system developer then provides feedback that the listed functional requirements do not make sense when competed against the user requirements. What should the project manager do to address this?
?A：建議系統(tǒng)開發(fā)人員參與下次審查會(huì)議
Advice the system developer to attend the next review meeting.
?B：通知系統(tǒng)開發(fā)人員與用戶一起審查需求
Inform the system developer to review the requirements with users.
?C：更新需求跟蹤矩陣以包含需求的相關(guān)關(guān)系
Update the requirements traceability matrix to include the relevant relationships of the requirements.
?D：要求系統(tǒng)開發(fā)人員提交變更請(qǐng)求
Ask the system developer to submit a change request.
正確答案：C?你的答案：B
解析：參考答案：C 解析：Pmbok P148 5.2.3.2 需求跟蹤矩陣 需求跟蹤矩陣是把產(chǎn)品需求從其來(lái)源連接到能滿足需求的可交付成果的一種表格贼穆。使用需求跟蹤矩陣，把每個(gè)需求與業(yè)務(wù)目標(biāo)或項(xiàng)目目標(biāo)聯(lián)系起來(lái)兰粉，有助于確保每個(gè)需求都具有商業(yè)價(jià)值故痊。
164、[單選]一家工程咨詢公司的設(shè)計(jì)師已完成設(shè)計(jì)開發(fā)并發(fā)布設(shè)計(jì)用于生產(chǎn)玖姑，在核實(shí)可交付成果過程中發(fā)現(xiàn)設(shè)計(jì)標(biāo)準(zhǔn)發(fā)生了變化愕秫，已生產(chǎn)的可交付成果不符合新標(biāo)準(zhǔn)。 若要避免這個(gè)問題焰络，項(xiàng)目經(jīng)理應(yīng)該事先實(shí)施哪個(gè)規(guī)劃過程戴甩？
A designer for an engineering consulting company has completes the design and releases it for production. During the deliverable verification process, it is discovered that the design standard was changed, and that the produced deliverable fails to comply with it. What planning process should the project manager have implemented to avoid this issue?
?A：項(xiàng)目整合管理
Project Integration Management
?B：控制質(zhì)量
Control Quality
?C：規(guī)劃范圍管理
Plan Scope Management
?D：規(guī)劃質(zhì)量管理
Plan Quality Management
正確答案：C?你的答案：C
解析：參考答案：C。解析：PMBOK（6）闪彼，P155,項(xiàng)目范圍說(shuō)明書中包含了驗(yàn)收標(biāo)準(zhǔn)甜孤。此題為變更的驗(yàn)收標(biāo)準(zhǔn)沒有落實(shí)到供應(yīng)商處，屬于范圍失控备蚓。故選C
165课蔬、[單選]項(xiàng)目發(fā)起人通知項(xiàng)目經(jīng)理，即使已完成的項(xiàng)目符合進(jìn)度計(jì)劃郊尝，在預(yù)算范圍滿足范圍需求县踢，但客戶對(duì)最終產(chǎn)品感到不滿意浪漠。若要避免這種情況期丰，項(xiàng)目經(jīng)理應(yīng)該事先做什么？
The project sponsor informs a project manager that even though a completed project was on schedule, within budget, and met scope requirements, the customer is unsatisfied with the final product. What should the project manager have done to avoid this?
?A：在制定質(zhì)量管理計(jì)劃的同時(shí)安排更多的會(huì)議
Scheduled more meetings while developing a quality management plan.
?B：確笨夥疲可交付成果符合質(zhì)量控制測(cè)量結(jié)果中列出的要求
Ensure that deliverables meet the requirements listed in the quality control measurements.
?C：實(shí)施石川圖工具
Implement the Ishikawa diagram tool.
?D：完成需求跟蹤矩陣
Complete the requirements traceability matrix.
正確答案：D?你的答案：D
解析：參考答案：D。解析：PMBOK（5）进鸠，P138绽快，進(jìn)度和預(yù)算均符合要求，但客戶不滿意刁绒，應(yīng)是范圍不滿足闷营，也就是客戶需求跟蹤落實(shí)不到位，應(yīng)提前完成需求跟蹤矩陣知市。故選D傻盟。
166、[單選]—家跨國(guó)公司的組織單位有大量的產(chǎn)品增強(qiáng)功能待辦事項(xiàng)嫂丙，這些產(chǎn)品增強(qiáng)功能是暫時(shí)保留的用戶故事娘赴。待批準(zhǔn)的預(yù)算申請(qǐng)?jiān)谏现塬@得批準(zhǔn)。作為初始程序的一部分跟啤，新指派的項(xiàng)目經(jīng)理應(yīng)該做什么诽表？
An organization unit of a multinational corporation has a very large backing of product enhancements described as user stories on hol The pending budget was approved last week. What should the newly assigned project manager do as part of initial procedures?
?A：記錄項(xiàng)目生命周期和方法討論需求
Document the project life cycle and methodology requirements
?B：為所有用戶故事制定一份進(jìn)度計(jì)劃
Prepare a schedule for all user stories
?C：對(duì)所有用戶故事執(zhí)行風(fēng)險(xiǎn)評(píng)估
Performa a risk assessment of at user stories
?D：根據(jù)以前相同產(chǎn)品的項(xiàng)目分配資源
Assign resource based on previous projects for the same product
正確答案：A?你的答案：A
解析：參考答案：A 解析：PMBOK（6）P145，敏捷項(xiàng)目管理先明確生命期類型和開發(fā)方法為適應(yīng)型生命期項(xiàng)目隅肥，采用敏捷開發(fā)方法竿奏。明確第一個(gè)迭代的需求、用戶故事和待辦事項(xiàng)腥放。
167泛啸、[單選]項(xiàng)目經(jīng)理與項(xiàng)目相關(guān)方和團(tuán)隊(duì)成員開會(huì)，審查范圍管理計(jì)劃捉片、批準(zhǔn)的章程和其他需求文檔平痰、專家判斷和引導(dǎo)技術(shù)用于制定所需產(chǎn)品的詳細(xì)描述。項(xiàng)目經(jīng)理還應(yīng)使用哪一項(xiàng)其他輸入伍纫？
A project manager meets with project stakeholders and team members to review the scope management plan,the approved charter,and other requirements documentation.Expert judgement and facilitation are used to develop a detailed description of the product required. What other input should the project manager use?
?A：過往項(xiàng)目的經(jīng)驗(yàn)教訓(xùn)
Lessons learned register from previous projects
?B：假設(shè)日志
Assumption log
?C：相關(guān)方登記冊(cè)
Stakeholder register
?D：需求跟蹤矩陣
Requirements traceability matrix
正確答案：B?你的答案：C
解析：解析：PMBOK（6）P150-5.3定義范圍宗雇。輸入項(xiàng)目章程、項(xiàng)目管理計(jì)劃莹规、需求文件赔蒲、假設(shè)日志、風(fēng)險(xiǎn)登記冊(cè)等項(xiàng)目文件良漱、事業(yè)環(huán)境因素和組織過程資產(chǎn)舞虱。選項(xiàng)A：過往的經(jīng)驗(yàn)教訓(xùn)已經(jīng)考慮到需求文檔中了。 選項(xiàng)C：相關(guān)方登記冊(cè)不是定義范圍過程的輸入母市。 選項(xiàng)D：需求跟蹤矩陣不是定義范圍過程的輸入矾兜。
168、[單選]項(xiàng)目經(jīng)理負(fù)責(zé)管理一個(gè)處于執(zhí)行階段的項(xiàng)目患久，并希望審查項(xiàng)目范圍以進(jìn)行成本結(jié)算椅寺，項(xiàng)目經(jīng)理發(fā)現(xiàn)在工作分解結(jié)構(gòu)(WBS)中遺漏了一項(xiàng)可交付成果浑槽。項(xiàng)目經(jīng)理下一步應(yīng)該怎么做？
A project manager assumes a project during its execution stage and wants to review the project scope for cost settlement.The project manager discovers that some deliverables were missed in the work breakdown structure(WBS).What should the project manager do first?
?A：詢問相關(guān)方是否需要添加這些遺漏的可交付成果
Ask the stakeholders if these missed deliverables need to be added
?B：請(qǐng)求項(xiàng)目管理辦公室(PMO)批準(zhǔn)這頊工作的額外資金
Request that the project management office(PMO) approve additional funds for this work
?C：根據(jù)100%的規(guī)則將工作添加到WBS中返帕，并重新計(jì)算項(xiàng)目總成本
Add the work to the WBS according to the 100 percent rule and recalculate the total project cost
?D：要求主題專家(SMEs)檢查這些可交付成果是否有必要
Ask subject matter experts(SMEs) to check whether these deliverables are necessary
正確答案：C?你的答案：A
解析：參考答案：C 解析：PMBOK（6）P167-5.6控制范圍桐玻。監(jiān)督項(xiàng)目和產(chǎn)品的范圍狀態(tài)，管理范圍基準(zhǔn)變更荆萤。在整個(gè)項(xiàng)目期間保持對(duì)范圍基準(zhǔn)的維護(hù)镊靴，且需要在整個(gè)項(xiàng)目期間開展。
169链韭、[單選]項(xiàng)目經(jīng)理被任命管理一個(gè)現(xiàn)有項(xiàng)目偏竟，需要了解項(xiàng)目可交付成果，項(xiàng)目經(jīng)理應(yīng)該參考下列哪一份文件梧油？
A project manager is assigned to an existing project and needs to understand the project deliverables. The project manager should refer to which of the following?
?A：項(xiàng)目章程
Project charter
?B：項(xiàng)目需求規(guī)范
Project requirements specification
?C：項(xiàng)目范圍說(shuō)明書
Project scope statement
?D：項(xiàng)目進(jìn)度表
Project schedule
正確答案：C?你的答案：A
解析：參考答案：C苫耸。 解析：PMBOK（6）P151-5.3.3.1項(xiàng)目范圍說(shuō)明書包括了產(chǎn)品范圍描述、驗(yàn)收標(biāo)準(zhǔn)儡陨、可交付成果褪子、除外責(zé)任、制約因素和假設(shè)條件骗村。
170嫌褪、[單選]在創(chuàng)建采購(gòu)管理計(jì)劃時(shí)，項(xiàng)目經(jīng)理發(fā)現(xiàn)組織內(nèi)部存在的某些資源正在為其他項(xiàng)目效力胚股，項(xiàng)目經(jīng)理應(yīng)該怎么做來(lái)滿足這種需求笼痛？
While creating a procurement management plan, a project manager discovers that certain resources that exist within the organization are committed to other projects. What should the project manager do to meet this need?
?A：開展自制或外購(gòu)分析
Perform a make-or-buy analysis.
?B：創(chuàng)建工作分解結(jié)構(gòu)（WBS）
Create a work breakdown structure(WBS).
?C：制定風(fēng)險(xiǎn)登記冊(cè)
Develop a risk register.
?D：開始人員分配談判
Start negotiations for staff assignments.
正確答案：A?你的答案：A
解析：參考答案：A 解析：PMBOK（6）P473-12.1.2.3規(guī)劃采購(gòu)管理-自制或外購(gòu)分析。制定自制或外購(gòu)決策時(shí)應(yīng)考慮的因素包括：組織當(dāng)前的資源配置及其技能和能力琅拌、對(duì)專業(yè)技術(shù)的需求缨伊、不愿承擔(dān)永久雇傭的義務(wù)，以及對(duì)獨(dú)特技術(shù)專長(zhǎng)的需求进宝；還要評(píng)估與每個(gè)自制或外購(gòu)決策相關(guān)的風(fēng)險(xiǎn)刻坊。
171、[單選]項(xiàng)目經(jīng)理正在管理價(jià)值300萬(wàn)美元党晋、涉及兩個(gè)供應(yīng)商的項(xiàng)目谭胚。項(xiàng)目經(jīng)理為每名供應(yīng)商創(chuàng)建了一份工作說(shuō)明書(SOW)。下列哪一項(xiàng)需要SOW的信息?
The project manager is managing a $3 million project involving two vendors.The project manager created a Statement Of Work (SOW) for each supplier. Which of the following requires SOW information?
?A：風(fēng)險(xiǎn)管理計(jì)劃
Risk management plan
?B：合同
Contract
?C：采購(gòu)管理計(jì)劃
Procurement management plan
?D：供應(yīng)商范圍說(shuō)明書
Supplier scope statement
正確答案：B?你的答案：B
解析：說(shuō)明解析：PMBOK（6）P477-12.1.3.4規(guī)劃采購(gòu)管理-采購(gòu)工作說(shuō)明書未玻。充分詳細(xì)描述擬采購(gòu)品的性質(zhì)灾而、買方需求、或擬采用的合同形式扳剿。工作說(shuō)明書包括規(guī)格旁趟、所需數(shù)量、質(zhì)量水平庇绽、績(jī)效依據(jù)轻庆、履約時(shí)間癣猾、工作地點(diǎn)和其他要求敛劝，包括合同構(gòu)成的主要內(nèi)容余爆。選項(xiàng)A：風(fēng)險(xiǎn)管理計(jì)劃不需要SOW做輸入。選項(xiàng)C：采購(gòu)工作說(shuō)明書是規(guī)劃采購(gòu)管理過程的輸出夸盟，采購(gòu)管理計(jì)劃包含要在采購(gòu)過程中開展的各種活動(dòng)及規(guī)定蛾方，SOW不是輸入。 ? ? ? ? ? ? ? ? ? ? ? ? ? ? ?選項(xiàng)D：SOW中包括在合同中的部分才進(jìn)行項(xiàng)目范圍定義上陕，供應(yīng)商的范圍說(shuō)明書中體現(xiàn)包括在合同中的SOW內(nèi)容桩砰，所以選B合適。
172释簿、[單選]項(xiàng)目經(jīng)理正在領(lǐng)導(dǎo)一支團(tuán)隊(duì)開發(fā)新的在線銀行應(yīng)用程序亚隅。23個(gè)月后，團(tuán)隊(duì)支出100,000美元庶溶，剩余預(yù)算成本只有70,000美元煮纵。目標(biāo)完成日期還有12個(gè)月，但是團(tuán)隊(duì)期望能在9個(gè)月內(nèi)就能完成偏螺。一名團(tuán)隊(duì)成員發(fā)現(xiàn)一款成熟的現(xiàn)貨產(chǎn)品滿足所有項(xiàng)目規(guī)范行疏，能夠以60,000美元的價(jià)格購(gòu)買到，且能夠在八個(gè)月內(nèi)實(shí)施套像。項(xiàng)目經(jīng)理應(yīng)該考慮什么酿联？
A project manager is leading a team developing a new online banking application. After 23 months, the team has spent US$100,000 on development and has US$70,000 of the budgeted cost remaining. The targeted completion date is 12 months away, but the team expects completion in nine months. A team member identifies a proven off-the-shelf product that complies with all project specifications, can be purchased for US$60,000, and can be implemented within eight months. What should the project manager consider?
?A：完工尚需績(jī)效指數(shù)
The to-complete performance index(TCPI)
?B：客戶或項(xiàng)目發(fā)起人驗(yàn)收
Customer or project sponsor acceptance
?C：開發(fā)方面已支出的金額
The amount already spent on development
?D：自制或外購(gòu)分析
Make-or-buy analysis
正確答案：D?你的答案：D
解析：參考答案：D。 解析：PMBOK（6）P473-12.1.2.3 考慮直接購(gòu)買現(xiàn)貨還是自行開發(fā)完成夺巩，屬于自制或外購(gòu)分析贞让。
173、[單選]項(xiàng)目經(jīng)理正在規(guī)劃一個(gè)大型采購(gòu)活動(dòng)柳譬，希望在提交建議書之前與所有潛在供應(yīng)商溝通喳张。項(xiàng)目經(jīng)理使用什么工具或技術(shù)？
A project manager planning a large procurement activity wants to communicate with all prospective vendors before submitting a proposal. What tool or technique should the project manager use?
?A：投標(biāo)人會(huì)議
Bidder conference
?B：賣方投標(biāo)分析
Vendor bid analysis
?C：自制或外購(gòu)分析
Make-or-buy analysis
?D：采購(gòu)審計(jì)
Procurement audit
正確答案：A?你的答案：A
解析：參考答案：A征绎。 解析：PMBOK（6）P487-12.2.2.3投標(biāo)人會(huì)議（又稱承包商會(huì)議蹲姐、供貨商會(huì)議或投標(biāo)前會(huì)議）是在投標(biāo)書或建議書提交之前，在買方和所有潛在賣方之間召開的會(huì)議人柿。
174柴墩、[單選]在項(xiàng)目執(zhí)行期間，項(xiàng)目團(tuán)隊(duì)發(fā)現(xiàn)一個(gè)供應(yīng)商的可交付成果重復(fù)出現(xiàn)缺陷凫岖。項(xiàng)目經(jīng)理應(yīng)該怎么做江咳？
During project execution, the project team finds repeated defects with a supplier’s deliverables. What should the project manager do?
?A：執(zhí)行質(zhì)量審計(jì)
Perform a quality audit.
?B：與該供應(yīng)商的高級(jí)管理層討論該問題
Discuss the problem with the supplier’s senior management.
?C：審查采購(gòu)協(xié)議
Review the procurement agreement.
?D：與供應(yīng)商一起創(chuàng)建變更請(qǐng)求
Create a change request with the supplier.
正確答案：C?你的答案：C
解析：參考答案：C 解析：PMBOK（6）P496，供應(yīng)商的可交付成果重復(fù)出現(xiàn)缺陷問題哥放，應(yīng)優(yōu)先按照協(xié)議里的相關(guān)條款給予處理歼指。
175爹土、[單選]由于關(guān)鍵組件供應(yīng)商的頻繁失誤，交付團(tuán)隊(duì)無(wú)法履行其承諾踩身≌鸵穑客戶對(duì)不斷違反服務(wù)水平協(xié)議(SLA)的請(qǐng)求表示不滿，若要解決這個(gè)問題挟阻，項(xiàng)目經(jīng)理應(yīng)該怎么做琼娘？
A delivery teams was unable to keep its commitments due to frequent slippages from a key component vendor,The client is unhappy that requests continuous breach the service level agreements (sla)，what should the project manager do to resolve this?
?A：與其他供應(yīng)商合作附鸽，部署新工具來(lái)管理項(xiàng)目里程碑和進(jìn)度計(jì)劃
Work with another vendor to deploy a new tool to manage the project milestones and schedules
?B：請(qǐng)人力資源經(jīng)理獲取額外的外部資源
Ask the human resource manager to acquire additional external resources
?C：與采購(gòu)經(jīng)理會(huì)面以審查供應(yīng)商協(xié)議并釆取必要的措施
Meet with the procurement manager to review the vendor agreements and take necessary actions
?D：與項(xiàng)目集經(jīng)理討論重新創(chuàng)建項(xiàng)目里程碑和項(xiàng)目計(jì)劃
Speak with the program manager about recreating the project milestones and schedules
正確答案：C?你的答案：C
解析：供應(yīng)商履行合同不力脱拼，應(yīng)加強(qiáng)對(duì)供應(yīng)商的管理。A需要變更流程坷备；BD都沒有針對(duì)供應(yīng)商采取措施熄浓。
176、[單選]在項(xiàng)目執(zhí)行過程中省撑，項(xiàng)目經(jīng)理發(fā)現(xiàn)供應(yīng)的材料晚到赌蔑，且在某些時(shí)候出現(xiàn)錯(cuò)誤。項(xiàng)目經(jīng)理應(yīng)該怎么做丁侄？
During project execution,a project manager discovers that supplied materials are arriving late,and in some instances are incorrect.What should the project manager do?
?A：更新質(zhì)量計(jì)劃
Update the quality plan.
?B：拒絕向供應(yīng)商付款
Refuse to pay the supplier.
?C：執(zhí)行風(fēng)險(xiǎn)分析
Perform a risk analysis.
?D：修改項(xiàng)目進(jìn)度計(jì)劃
Modify the project schedule plan.
正確答案：C?你的答案：B
解析：采購(gòu)問題惯雳，沒有合同選項(xiàng)，用排除法鸿摇，可以當(dāng)成風(fēng)險(xiǎn)來(lái)處理石景。
177、[單選]項(xiàng)目經(jīng)理在預(yù)算范圍內(nèi)按時(shí)成功收尾項(xiàng)目拙吉，最終產(chǎn)品已移交運(yùn)營(yíng)并對(duì)適當(dāng)?shù)奈募鏅n,幾周后潮孽，供應(yīng)商提供的一個(gè)部件發(fā)生故障，但仍在保修期內(nèi)筷黔，運(yùn)營(yíng)經(jīng)理致電項(xiàng)目經(jīng)理并要求釆取糾正措施往史，包括使用剩余的項(xiàng)目預(yù)算來(lái)支付維修費(fèi)用。項(xiàng)目經(jīng)理下一步應(yīng)該怎么做佛舱？
A Project manager successfully closes out a project on time and under budge, the final product is transferred to the operation and the proper paperwork is filed, a few weeks later, a vendor-supplied part breaks.but is still under warranty, the operation manager calls the project manager and demands corrective actions, including using the remaining project budget to pay for repairs. What should the project manager do next?
?A：重新審查項(xiàng)目椎例，確定是否有足夠的剩余資金來(lái)支付維修費(fèi)用，并執(zhí)行糾正措施
Reopen the project ’determine if there are enough remaining funds to pay for repairs.and perform corrective actions
?B：建議運(yùn)營(yíng)經(jīng)理審查采購(gòu)文件请祖，并遵循供應(yīng)商合同中規(guī)定的保修索賠程序
Advise the operation manager to review the procurement documents and follow warranty claim procedures as stated in the vendor’s contract
?C：要求法務(wù)部門對(duì)供應(yīng)商采取法律行動(dòng)订歪，以賠償與更換和安裝部件相關(guān)的成本
Ask the legal department to take legal action against the vendor for restitution of costs associated with replacement and installation of the part
?D：將問題升級(jí)上報(bào)給高級(jí)管理層，以防止運(yùn)營(yíng)經(jīng)理可能采取任何可能的行動(dòng)
Escalate the issue to senior management for protection from any potential actions the operation manager may take
正確答案：B?你的答案：A
解析：采購(gòu)問題肆捕，首先查看合同刷晋。 12.3.3.1 采購(gòu)關(guān)閉買方通常通過其授權(quán)的采購(gòu)管理員，向賣方發(fā)出合同已經(jīng)完成的正式書面通知。關(guān)于正式關(guān)閉采購(gòu)的要求眼虱，通常已在合同條款和條件中規(guī)定喻奥，并包括在采購(gòu)管理計(jì)劃中。
178捏悬、[單選]與供應(yīng)商簽訂合同撞蚕，開發(fā)一個(gè)對(duì)公司整體市場(chǎng)份額至關(guān)重要的軟件包。在交付軟件后邮破，一位相關(guān)方通知項(xiàng)目經(jīng)理需求未得到滿足诈豌。若要避免這個(gè)問題，項(xiàng)目經(jīng)理應(yīng)該事先做什么抒和？
A vendor contracted to develop a software packages that is key to company’s overall market share.Upon delivery of the software, a stakeholder inform the project manager that requirements were unmet. What should the project manager have done to prevent this?
?A：將該供應(yīng)商包含在需求開發(fā)中，并讓他們簽署需求文件
Included the vendor in the requirements development and made them sign the requirements document
?B：根據(jù)采購(gòu)管理計(jì)劃監(jiān)控供應(yīng)商的活動(dòng)
Monitor the vendor’s activities according to the purchasing management plan
?C：聘請(qǐng)資源在內(nèi)部生產(chǎn)產(chǎn)品彤蔽，以確保完全控制輸出
Hired resources to produce the product internally to ensure complete control of the output
?D：為供應(yīng)商的公司分配一名人員摧莽，以確保在整個(gè)開發(fā)過程中遵循需求
Assigned a resource to the vendor's company to ensure that requirements were followed throughout the development
正確答案：B?你的答案：D
解析：pmbok p492 控制采購(gòu)。供應(yīng)商交付的結(jié)果不符合要求顿痪，屬于控制采購(gòu)沒有做好導(dǎo)致镊辕，B屬于控制采購(gòu)工作。
179蚁袭、[單選]不確定項(xiàng)目開發(fā)時(shí)間時(shí)征懈，必須避免預(yù)算偏差方面的風(fēng)險(xiǎn)。這應(yīng)該使用哪一個(gè)合同類型揩悄？
When developing a project during an uncertain times, risks regarding budget deviations must be avoide What type of contract should be used?
?A：總價(jià)加經(jīng)濟(jì)價(jià)格調(diào)整合同(FP-EPA)
Fixed price with economic price adjustment contract (FP-EPA)
?B：工料合同(T&M)
Time and Material (T&M)
?C：總價(jià)加激勵(lì)費(fèi)用合同(FPIF)
Fixed price incentive fee (FPIF)
?D：成本加激勵(lì)費(fèi)用合同(CPIF)
Cost plus incentive fee (CPIF)
正確答案：A?你的答案：B
解析：12.1規(guī)劃采購(gòu)管理卖哎。項(xiàng)目的持續(xù)時(shí)間不確定，意味著可能時(shí)間很長(zhǎng)删性，又要風(fēng)險(xiǎn)低亏娜，用總價(jià)加經(jīng)濟(jì)價(jià)格調(diào)整合同。
180蹬挺、[單選]在施工現(xiàn)場(chǎng)可被驗(yàn)收之前维贺，正為一個(gè)關(guān)鍵項(xiàng)目活動(dòng)尋求獲得當(dāng)?shù)刂鞴懿块T的批準(zhǔn)，項(xiàng)目經(jīng)理在為項(xiàng)目制定進(jìn)度計(jì)劃時(shí)應(yīng)該做什么巴帮？
A key project activity is to seek approval from local authorities before a construction site can be accepted .What should the project manager do when scheduling the project?
?A：避免將該活動(dòng)放在關(guān)鍵路徑上
Avoid putting the activity on the critical path.
?B：執(zhí)行確定和整合依賴關(guān)系
Perform dependency determination and integration.
?C：獲得專家判斷
Obtain expert judgment.
?D：在風(fēng)險(xiǎn)登記冊(cè)中添加一個(gè)新風(fēng)險(xiǎn)
Add a new risk to the risk register.
正確答案：B?你的答案：A
解析：參考答案：B 解析：PMBOK（6）P191-6.3.2.2關(guān)鍵活動(dòng)需要當(dāng)?shù)卣鷾?zhǔn)溯泣，這描述的是外部依賴關(guān)系,B對(duì)應(yīng)。
181榕茧、[單選]在為一個(gè)有預(yù)算限制的項(xiàng)目生成狀態(tài)報(bào)告時(shí)垃沦，項(xiàng)目經(jīng)理發(fā)現(xiàn)該項(xiàng)目比進(jìn)度計(jì)劃落后一周。若要將項(xiàng)目拉回正軌雪猪，項(xiàng)目經(jīng)理應(yīng)該怎么做栏尚？
While generating the status report for a budget-constrained project, the project manager identifies that the project is one week behind schedule. What should the project manager do to bring the project back on track?
?A：重新分配關(guān)鍵路徑活動(dòng)的團(tuán)隊(duì)成員
Reallocate team members on critical-path activities.
?B：向項(xiàng)目發(fā)起人要求額外的時(shí)間
Request additional time from the project sponsor.
?C：請(qǐng)求項(xiàng)目管理辦公室(PMO)增加團(tuán)隊(duì)成員。
Ask the project management office (PMO) for additional team members.
?D：執(zhí)行資源優(yōu)化
Perform resource optimization.
正確答案：A?你的答案：C
解析：參考答案：A 解析：時(shí)間不夠，要趕工或進(jìn)度壓縮译仗。D選項(xiàng)抬虽，資源平衡的工期會(huì)變長(zhǎng)，資源平滑工期不變纵菌。
182阐污、[單選]一個(gè)項(xiàng)目由五個(gè)任務(wù)組成。 —任務(wù)A將需要五天時(shí)間才能完成咱圆，且可以立即開始笛辟。 —任務(wù)B將需要四天才能完成，但只能在任務(wù)A完成后才能開始序苏。 —任務(wù)C將需要三天才能完成手幢，并且在開始之前獨(dú)立于任何其他任務(wù)。 —任務(wù)D將需要七天才能完成忱详，但只能在任務(wù)C完成后才能開始围来。 —任務(wù)E將需要五天才能完成，但只能在任務(wù)B和D完成后才能開始匈睁。 項(xiàng)目的關(guān)鍵路徑是什么监透？
A project consists of five tasks. -Task A will take five days to complete and can begin immediately. -Task B will take four days to complete, but can begin only after task A has finishe -Task C will take three days to complete, and is independent of any other tasks before it can begin. -Task D will take seven days to complete, but can begin only after task C is finishe -Task E will take five days to complete, but can begin only after both tasks B and D have finishe What is the project's critical path ?
?A：A—B—E
A—B—E
?B：C—D—E
C—D—E
?C：A—B—D—E
A—B—D—E
?D：C—B—D—E
C—B—D—E
正確答案：B?你的答案：B
解析：參考答案：B 解析：pmbok6的210頁(yè)6.5.2.2關(guān)鍵路徑法：兩條路徑，A-B-E14 天航唆，C-D-E15 天胀蛮，后者是關(guān)鍵路徑。選B
183糯钙、[單選]一個(gè)新項(xiàng)目完工所需成本的不確定性很高粪狼。項(xiàng)目經(jīng)理應(yīng)該用什么方法來(lái)確定預(yù)期成本？
A new project has high uncertainly in the cost required for completion.What approach should the project manager use to determine the expected costs?
?A：類比估算
Analogous estimating
?B：統(tǒng)計(jì)技術(shù)估算
Statistical techniques estimating
?C：參數(shù)估算
Parametric estimating
?D：三點(diǎn)估算
Three-Point estimating
正確答案：D?你的答案：A
解析：參考答案：D 解析：不確定情況下估算方法超营，三點(diǎn)估算鸳玩。
184、[單選]項(xiàng)目經(jīng)理正在為一個(gè)新項(xiàng)目制定項(xiàng)目進(jìn)度計(jì)劃演闭，根據(jù)項(xiàng)目經(jīng)理的經(jīng)驗(yàn)不跟，該項(xiàng)目需要兩年才能完成。然而米碰，公司總監(jiān)要求該項(xiàng)目在18個(gè)月內(nèi)完成窝革。項(xiàng)目經(jīng)理應(yīng)該怎么做？
A project manager has prepared project schedule for a new project. According to the project manager’s experience, the project will take two years to complete. However, the company director requests that the project is to be completed in 18 months. What should the project manager do?
?A：根據(jù)總監(jiān)的要求修訂項(xiàng)目進(jìn)度計(jì)劃
Revise the project schedule based on the director’s request.
?B：使用資源平衡吕座，來(lái)平均項(xiàng)目團(tuán)隊(duì)成員的任務(wù)
Use resource leveling to even out project team member tasks.
?C：減少項(xiàng)目范圍以滿足修訂的項(xiàng)目進(jìn)度計(jì)劃
Reduce the project scope to meet the revised project schedule.
?D：保持項(xiàng)目進(jìn)度計(jì)劃不變虐译，但顯示這種變更對(duì)其他制約因素的影響
Keep the project schedule unchanged, but show the impact this change would have on other constraints.
正確答案：A?你的答案：C
解析：參考答案：A 解析：PMBOK（6）P207-6.5.1.2制定進(jìn)度計(jì)劃-項(xiàng)目文件-假設(shè)日志。記錄的假設(shè)條件和制約因素可能造成影響項(xiàng)目進(jìn)度的單個(gè)風(fēng)險(xiǎn)等吴趴。
185漆诽、[單選]在一次迭代結(jié)束時(shí)，一位團(tuán)隊(duì)成員告訴項(xiàng)目經(jīng)理，由于幾天前出現(xiàn)了無(wú)法解決的問題厢拭， 一個(gè)計(jì)劃任務(wù)未完成兰英。若要在將來(lái)避免這種情況，項(xiàng)目經(jīng)理應(yīng)該怎么做供鸠？
At the end of an iteration, a team member tells the project manager that a planned task is unfinished because of an issue that appeared several days ago but unable to be resolved. What should the project manager do to prevent this type of situation in the future?
?A：在回顧總結(jié)會(huì)議上討論該問題
Discuss the issue during the retrospective
?B：在演示中說(shuō)明該問題
Address the issue in the demo
?C：在下一次迭代規(guī)劃會(huì)上討論該問題
Discuss the issue during the next iteration planning meeting
?D：在下一次迭代每日站立會(huì)上審查該問題
Review the issue in the next daily standup meeting
正確答案：A?你的答案：A
解析：參考答案：A 解析：pmbok6的230頁(yè)6.6.3.5項(xiàng)目文件更新：避免未來(lái)發(fā)生畦贸，要總結(jié)經(jīng)驗(yàn)教訓(xùn)并更新到組織過程資產(chǎn)中。A 是總結(jié)經(jīng)驗(yàn)教訓(xùn)楞捂。
186薄坏、[單選]項(xiàng)目經(jīng)理通過將工作包分解到活動(dòng)中去，識(shí)別并記錄產(chǎn)生項(xiàng)目可交付成果的具體行動(dòng)寨闹， 結(jié)果將產(chǎn)生哪一份文件胶坠？
A project manager identifies and documents the specific actions that produce project deliverables by breaking down work packages into activities. What document will be produced as a result?
?A：資源分解結(jié)構(gòu)(RBS)
Resource breakdown structure (RBS)
?B：活動(dòng)資源需求
Activity resource requirements
?C：里程碑清單
Milestone list
?D：活動(dòng)持續(xù)時(shí)間估算
Activity duration estimates
正確答案：C?你的答案：B
解析：參考答案：C。 解析：PMBOK（6）P185鼻忠，考點(diǎn)為定義活動(dòng)的輸出（活動(dòng)清單涵但，活動(dòng)屬性，里程碑清單）帖蔓。
187、[單選]項(xiàng)目經(jīng)理正在多個(gè)國(guó)家領(lǐng)導(dǎo)一項(xiàng)產(chǎn)品部署工作瞳脓，最終部署時(shí)間非常緊迫塑娇，項(xiàng)目經(jīng)理必須快速準(zhǔn)備估算，項(xiàng)目經(jīng)理應(yīng)該使用什么估算技術(shù)劫侧？
A project manager is leading a product deployment effort in several countries. The final deployment has a tight schedule and the project manager must prepare an estimate quickly.what estimating technique should the project manager use?
?A：類比估算
Analogous estimating
?B：參數(shù)估算
Parametric estimating
?C：自下而上估算
Bottom-up estimating
?D：三點(diǎn)估算法
Three-point estimating
正確答案：A?你的答案：A
解析：7.2.2 估算成本：工具與技術(shù) 7.2.2.2 類比估算 A最快速埋酬。時(shí)間緊迫，PM根據(jù)經(jīng)驗(yàn)做類比估算烧栋，速度最快写妥。
188、[單選]項(xiàng)目任務(wù)落后于進(jìn)度审姓。為了確保項(xiàng)目按時(shí)完成珍特，項(xiàng)目經(jīng)理聘請(qǐng)另一名工程師來(lái)完成任務(wù)。項(xiàng)目經(jīng)理使用的是什么技術(shù)魔吐？
A project task is behind schedule.To ensure that the project completes on time,the project manager hires another engineer to work on the task.What technique did the project manager use?
?A：快速跟進(jìn)
Fast tracking
?B：資源平衡
Resource leveling
?C：資源平滑
Resource smoothing
?D：趕工
Crashing
正確答案：D?你的答案：D
解析：時(shí)間不夠扎筒，增加資源，是趕工酬姆。 6.6.2.6 進(jìn)度壓縮 趕工嗜桌。通過增加資源，以最小的成本代價(jià)來(lái)壓縮進(jìn)度工期的一種技術(shù)辞色。趕工只適用于那些通過增加 資源就能縮短持續(xù)時(shí)間的骨宠，且位于關(guān)鍵路徑上的活動(dòng)。
189、[單選]在一個(gè)IT基礎(chǔ)設(shè)施設(shè)備項(xiàng)目的執(zhí)行階段层亿，IT經(jīng)理要求提供比預(yù)算中最初包含的服務(wù)器更昂貴的服務(wù)器桦卒，項(xiàng)目經(jīng)理應(yīng)該怎么做？
During the execution phase of an IT infrastructure project,the IT manager requests a more expensive server than the one that was initially included in the budget.What should the project manager do?
?A：執(zhí)行風(fēng)險(xiǎn)評(píng)估
Conduct a risk assessment
?B：提出變更請(qǐng)求
Initiate a change request
?C：在范圍說(shuō)明書中核實(shí)該請(qǐng)求
Validate the request with a scope statement
?D：批準(zhǔn)該請(qǐng)求
Approve the request
正確答案：B?你的答案：B
解析：說(shuō)明解析：PMBOK（6）P113-4.6實(shí)施整體變更控制棕所。比預(yù)算更貴的服務(wù)器變更了預(yù)算闸盔，提出變更請(qǐng)求，按照變更控制流程去獲得批準(zhǔn)琳省。選項(xiàng)A：題目非常明確迎吵，如果滿足IT經(jīng)理的要求將超出預(yù)算，無(wú)需執(zhí)行風(fēng)險(xiǎn)評(píng)估针贬，是變更問題击费。 選項(xiàng)C：預(yù)算增加在范圍說(shuō)明書中看不到預(yù)算內(nèi)容，應(yīng)該合適成本基準(zhǔn)桦他。選項(xiàng)D：在沒有經(jīng)過變更控制獲得批準(zhǔn)之前蔫巩，項(xiàng)目經(jīng)理無(wú)權(quán)批準(zhǔn)超出預(yù)算的變更。
190快压、[單選]項(xiàng)目團(tuán)隊(duì)正在努力進(jìn)行可交付成果的工作圆仔，以滿足計(jì)劃的進(jìn)度。一名團(tuán)隊(duì)成員發(fā)現(xiàn)范圍蔓延正在影響項(xiàng)目成本蔫劣。項(xiàng)目經(jīng)理應(yīng)該怎么做坪郭？
A project team is working hard on deliverables to meet the planned schedule.One team member identifies that scope creep is affecting project costs. What should the project management do?
?A：執(zhí)行風(fēng)險(xiǎn)評(píng)估和范圍變更管理程序
Perform risk assessment and scope change management procedures
?B：允許范圍蔓延，并與變更控制委員會(huì)(CCB)溝通以獲得批準(zhǔn)
Allow the scope creep and communicate it to the Change Control Board(CCB) for approval
?C：估算對(duì)項(xiàng)目的影響脉幢，并將結(jié)果傳達(dá)給項(xiàng)目相關(guān)方
Estimate the impact on the project and communicate the findings to project stakeholders
?D：調(diào)查為什么會(huì)發(fā)生范圍蔓延歪沃，并立即啟動(dòng)變更管理程序
Investigate why scope creep occurred and immediately initiate change management
正確答案：D?你的答案：D
解析：說(shuō)明解析：PMBOK（6）P157-5.6控制范圍。管理范圍基準(zhǔn)變更的過程嫌松。發(fā)現(xiàn)了范圍蔓延沪曙，影響了項(xiàng)目成本，首先調(diào)查原因萎羔，并且啟動(dòng)變更管理程序液走。選項(xiàng)A：范圍蔓延已經(jīng)出現(xiàn)，是一個(gè)問題外驱，不進(jìn)行風(fēng)險(xiǎn)評(píng)估育灸。選項(xiàng)B：項(xiàng)目不允許范圍蔓延，獲得批準(zhǔn)后才可以變更范圍昵宇。選項(xiàng)C：現(xiàn)在是要處理范圍蔓延的問題磅崭，評(píng)估并傳達(dá)給相關(guān)方無(wú)助于問題的解決。
191瓦哎、[單選]一個(gè)項(xiàng)目遇到困難,且項(xiàng)目狀態(tài)報(bào)告到期砸喻。但是,項(xiàng)目發(fā)起人正在休假柔逼。項(xiàng)目經(jīng)理應(yīng)該做什么?
A project is experiencing difficulties and the project status report is due.However,the project sponsor is on leave.What should the project manager do?
?A：要求團(tuán)隊(duì)成員直接將項(xiàng)目進(jìn)度傳達(dá)給他們的業(yè)務(wù)聯(lián)系人
Ask team members to directly communicate the project's progress to theirbusiness contact
?B：將狀態(tài)報(bào)告發(fā)送到項(xiàng)目管理辦公室(PMO),并要求PMO經(jīng)理分發(fā)摘要
Send the status report to the project management office(PMO),and ask the PMO manager to distribute a summary.
?C：按計(jì)劃發(fā)送狀態(tài)報(bào)告
Send the status report as planned
?D：暫停分發(fā)狀態(tài)報(bào)告,直到項(xiàng)目發(fā)起人休假回來(lái)
Hold distribution of the status report until the project sponsor returns.
正確答案：C?你的答案：B
解析：項(xiàng)目狀態(tài)報(bào)告（績(jī)效報(bào)告之一）不僅僅發(fā)給發(fā)起人，發(fā)起人休假也要正常發(fā)布割岛。
192愉适、[單選]一個(gè)軟件升級(jí)項(xiàng)目的首席開發(fā)人員提出一些増強(qiáng)功能建議，認(rèn)為這些增強(qiáng)功能會(huì)改進(jìn)項(xiàng)目整體實(shí)施和最終用戶體驗(yàn)癣漆。項(xiàng)目經(jīng)理應(yīng)該怎么做维咸？
The leading developer of a software upgrade project has made some suggestions on enhancement, indicating that these enhancements will improve the overall implementation of the project and the end user experience. What should the project manager do?
?A：提交變更請(qǐng)求
To submit a change request
?B：確定對(duì)進(jìn)度計(jì)劃和成本的影響，評(píng)估該變更的可行性
To determine the impact on schedule and cost and assess the feasibility of the change
?C：與項(xiàng)目相關(guān)方開會(huì)惠爽，確定是否應(yīng)該包含這些増強(qiáng)功能
To hold a meeting with project stakeholders to determine if these should be included
?D：批準(zhǔn)建議的增強(qiáng)功能
To approve the suggested enhancements
正確答案：B?你的答案：A
解析：解析：參見PMBOK第6版 4.6 實(shí)施整體變更控制癌蓖。B內(nèi)部變更，應(yīng)先分析影響婚肆。在批準(zhǔn)變更之前租副，可能需要了解變更對(duì)進(jìn)度的影響和對(duì)成本的影響。
193较性、[單選]一個(gè)新的政府法規(guī)將要求對(duì)一個(gè)處于開發(fā)階段的產(chǎn)品進(jìn)行變更用僧。項(xiàng)目團(tuán)隊(duì)在項(xiàng)目開始時(shí)修訂項(xiàng)目管理計(jì)劃以實(shí)施新的需求，而非在后期添加需求赞咙。這應(yīng)該使用什么類型的變更請(qǐng)求责循？
A new government regulation will require changes to a product under development. The project team revises the project management plan at the start of the project to implement new requirements rather than add requirements later. What type of change request should be used?
?A：糾正措施
Corrective action
?B：主動(dòng)措施
Active action
?C：預(yù)防措施
Preventive action
?D：更新措施
Update action
正確答案：D?你的答案：C
解析：參考答案：D 解析：直接更新項(xiàng)目管理計(jì)劃，調(diào)整范圍基準(zhǔn)攀操，屬于更新的變更策略沼死，D選項(xiàng)最準(zhǔn)確。
194崔赌、[單選]在項(xiàng)目執(zhí)行階段，項(xiàng)目發(fā)起人直接與團(tuán)隊(duì)成員和分包商溝通耸别。項(xiàng)目發(fā)起人偶爾向他們提供有關(guān)實(shí)施方法健芭、工作技巧和任務(wù)排序的指導(dǎo)。項(xiàng)目經(jīng)理應(yīng)該怎么做秀姐？
During the project execution phase,project sponsors communicate directly with team members and subcontractors.Project sponsors occasionally provide them with guidance on implementation methods,work skills, and task sequencing.What should the project manager do?
?A：使用人際關(guān)系技能讓項(xiàng)目發(fā)起人查閱溝通管理計(jì)劃
Use interpersonal skills to let project sponsors view communication management plans
?B：更新相關(guān)方參與計(jì)劃慈迈， 禁止項(xiàng)目發(fā)起人與團(tuán)隊(duì)和分包商直接溝通
Update the relevant parties to participate in the plan, prohibit project sponsors from communicating directly with teams and subcontractors
?C：更新執(zhí)行、負(fù)責(zé)省有、 咨詢和知情(RACI)矩陣
Update execution, responsibility,consulting and informed (RACI) Matrix
?D：將項(xiàng)目發(fā)起人與團(tuán)隊(duì) 和分包商的溝通更新到問題日志
Update the project sponsors and teams communication with subcontractors to the problem log
正確答案：A?你的答案：A
解析：說(shuō)明解析：PMBOK（6）P377-10.1.3.1規(guī)劃溝通管理-溝通管理計(jì)劃痒留。描述將如何規(guī)劃、結(jié)構(gòu)化蠢沿、執(zhí)行與監(jiān)督項(xiàng)目溝通伸头。包括接收信息的人員或群體，他們的需要舷蟀、需求和期望恤磷。包括負(fù)責(zé)溝通相關(guān)信息的人員等面哼。選項(xiàng)B：禁止發(fā)起人不能做，也做不到扫步。選項(xiàng)C：在RACI矩陣中界定項(xiàng)目團(tuán)隊(duì)的責(zé)任魔策，不包括發(fā)起人。選項(xiàng)D：更新問題日志時(shí)應(yīng)記錄出現(xiàn)的問題及其處理進(jìn)展和解決辦法河胎，采取了解決措施后才更新問題日志闯袒。
195、[單選]一次項(xiàng)目審計(jì)發(fā)現(xiàn)游岳，一項(xiàng)關(guān)鍵變更是在規(guī)定流程之外被拒絕政敢。這對(duì)其他交付產(chǎn)生中等影響，發(fā)起人要求知道原因吭历。項(xiàng)目經(jīng)理首先應(yīng)該審查哪一項(xiàng)堕仔？
A project audit review identifies that a critical,rejected change was made outside of established processes.This affected other deliveries with a medium impact,and the sponsor demands to know why. What should the project manager review first?
?A：變更日志
Change log
?B：需求跟蹤矩陣
Requirements traceability matrix
?C：風(fēng)險(xiǎn)報(bào)告
Risk report
?D：變更請(qǐng)求
Change request
正確答案：A?你的答案：A
解析：4.6.3.3 變更日志，變更影響分析晌区，以及變更審批結(jié)果摩骨，都應(yīng)記錄在變更日志中。因此在變更日志中能找到變更被拒絕的原因朗若。
196恼五、[單選]項(xiàng)目經(jīng)理向所有相關(guān)方發(fā)送定期狀態(tài)報(bào)告，報(bào)告內(nèi)容包括項(xiàng)目成就列表哭懈，即將完成的目標(biāo)和目前的挑戰(zhàn)灾馒。但是，一些相關(guān)方仍抱怨說(shuō)他們不了解項(xiàng)目的狀態(tài)遣总。項(xiàng)目經(jīng)理應(yīng)該怎么做睬罗？
A project manager sends out regular status reports to all stakeholders with bulleted lists of project accomplishments,upcoming objectives,and current challenges.However,some stakeholders still complain that they do not understand the project's status.What should the project manager do?
?A：聯(lián)系這些相關(guān)方以了解他們擔(dān)心的問題，并在實(shí)施變更之前遵循變更請(qǐng)求過程
Contact those stakeholders to understand their concerns, and follow the change request process prior to implementing changes
?B：向這些相關(guān)方分布一些新的旭斥，更詳細(xì)的狀態(tài)報(bào)告
Distribute a new,more-detailed status report to those stakeholders
?C：要求這些相關(guān)方審查溝通管理計(jì)劃并向他們提供最新的狀態(tài)報(bào)告
Ask those stakeholders to review the communications management plan and provide them with an updated status report
?D：與這些相關(guān)方和項(xiàng)目團(tuán)隊(duì)開會(huì)容达，以提供更詳細(xì)的項(xiàng)目狀態(tài)更新
Meet with those stakeholders and the project team to provide a more-detailed project status update
正確答案：C?你的答案：A
解析：解析：溝通管理計(jì)劃包含了相關(guān)方的溝通需求，確定了需要溝通的信息垂券、接收信息的人員或群體花盐，包括他們的需要、需求和期望菇爪。項(xiàng)目經(jīng)理定期發(fā)送狀態(tài)報(bào)告算芯，這是在溝通管理計(jì)劃確定好的，相關(guān)方對(duì)此有抱怨凳宙，首先要求這些相關(guān)方審查溝通管理計(jì)劃熙揍，確認(rèn)之前達(dá)成的溝通共識(shí)，也許這些相關(guān)方在溝通計(jì)劃里就是不需要知道狀態(tài)的近速，所以首先審查诈嘿。
197堪旧、[單選]項(xiàng)目經(jīng)理定義項(xiàng)目范圍后，團(tuán)隊(duì)成員對(duì)項(xiàng)目需求表示不滿奖亚。他們要求審查范圍說(shuō)明書來(lái)分析風(fēng)險(xiǎn)淳梦，并進(jìn)一步澄清范圍。項(xiàng)目經(jīng)理應(yīng)該怎么做昔字？
After the project manager defines the scope of the project, the team members are dissatisfied with the project requirements. They asked for a review of the scope statement to analyze the risks and further clarify the scope. What should the project manager do?
?A：忽略該請(qǐng)求爆袍，并指示團(tuán)隊(duì)保持已定義的范圍
Ignore the request and instruct the team to maintain the defined scope
?B：與團(tuán)隊(duì)成員召開引導(dǎo)式研討會(huì)
Conduct guided seminars with team members
?C：要求團(tuán)隊(duì)成員創(chuàng)建一份親和圖
Ask team members to create an affinity map
?D：要求團(tuán)隊(duì)成員召開頭腦風(fēng)暴會(huì)議
Ask team members to brainstorm meetings
正確答案：B?你的答案：B
解析：解析：PMBOK（6）P154-5.3.3.1定義范圍-范圍說(shuō)明書。范圍說(shuō)明書代表項(xiàng)目相關(guān)方之間就項(xiàng)目范圍所達(dá)成的共識(shí)作郭，因此對(duì)于團(tuán)隊(duì)成員澄清范圍的需求應(yīng)該考慮陨囊。通過召開引導(dǎo)式研討會(huì)建立共識(shí)。選項(xiàng)A：不能忽略團(tuán)隊(duì)成員對(duì)范圍澄清的需求夹攒。選項(xiàng)C：親和圖是一項(xiàng)分組技術(shù)蜘醋，不符合題意。 選項(xiàng)D：頭腦風(fēng)暴會(huì)是產(chǎn)生多種創(chuàng)意的技術(shù)咏尝，無(wú)助于對(duì)范圍達(dá)成共識(shí)压语。
198、[單選]項(xiàng)目經(jīng)理必須創(chuàng)建一個(gè)項(xiàng)目的工作分解結(jié)構(gòu)（WBS）,并分析項(xiàng)目范圍的技術(shù)細(xì)節(jié)编检。項(xiàng)目經(jīng)理應(yīng)使用什么工具或技術(shù)胎食？
The project manager must create a project's work breakdown structure (WBS) and analyze the technical details of the project scope. What tools or techniques should the project manager use?
?A：頭腦風(fēng)暴
Brainstorming
?B：親和圖
Affinity diagram
?C：專家判斷
Expert judgement
?D：緊前關(guān)系繪圖法
Precedence Diagramming Method（PDM）
正確答案：C?你的答案：C
解析：定位：（管理）創(chuàng)建WBS 解析：PMBOK（6）P162-5.4.2.1創(chuàng)建WBS-專家判斷。應(yīng)征求具備類似項(xiàng)目知識(shí)或經(jīng)驗(yàn)的個(gè)人或小組的意見允懂。選項(xiàng)A：頭腦風(fēng)暴是一種收集多種創(chuàng)意的技術(shù)厕怜。 選項(xiàng)B：親和圖是分組圖。選項(xiàng)D：是繪制網(wǎng)絡(luò)圖的方法蕾总。
199粥航、[單選]涉及一家全球公司10家分公司的項(xiàng)目即將完成，項(xiàng)目經(jīng)理正在安排召開一次經(jīng)驗(yàn)教訓(xùn)總結(jié)會(huì)議生百，項(xiàng)目經(jīng)理應(yīng)該邀請(qǐng)誰(shuí)來(lái)參加會(huì)議躁锡？
A project that involves 10 branches of a global company is nearing completion.The project manager is scheduling a lessons learned meeting. Who should the project manager invite to the meeting?
?A：所有相關(guān)方
A1l stakeholders
?B：項(xiàng)目經(jīng)理的業(yè)務(wù)部門主管
Head of the business unit of the project manager
?C：項(xiàng)目團(tuán)隊(duì)的所有成員
All members of the project team
?D：高級(jí)管理層
Senior management
正確答案：A?你的答案：C
解析：總結(jié)經(jīng)驗(yàn)教訓(xùn)需要從多個(gè)角度來(lái)進(jìn)行復(fù)盤討論，所以需要盡可能多的相關(guān)方參加置侍。
200、[單選]項(xiàng)目經(jīng)理已經(jīng)完成識(shí)別相關(guān)方的工作拦焚。之前蜡坊，由于沒有對(duì)項(xiàng)目經(jīng)理和相關(guān)方的影響力或職權(quán)方面規(guī)定區(qū)別，項(xiàng)目經(jīng)理在管理相關(guān)方方面有困難赎败，在相關(guān)方登記冊(cè)中需要包含哪一些信息秕衙？
A project manager has completed the identification of stakeholders.Previously,the project manager had difficulty managing stakeholders because no distinctions were made among them regarding influence or authority. What information needs to be included in the stakeholder register?
?A：新相關(guān)方的變更請(qǐng)求
Change requests for new stakeholders
?B：相關(guān)方效益管理計(jì)劃
Stakeholder benefits management plan
?C：相關(guān)方參與計(jì)劃
Stakeholder engagement plan
?D：相關(guān)方分類
Stakeholder classification
正確答案：D?你的答案：C
解析：說(shuō)明解析：PMBOK（6）P514-13.1.3.1識(shí)別相關(guān)方-相關(guān)方登記冊(cè)。包括相關(guān)方分類僵刮。選項(xiàng)A：新相關(guān)方的變更請(qǐng)求不包括在相關(guān)方登記冊(cè)中据忘。選項(xiàng)B：相關(guān)方效益管理計(jì)劃不包括在相關(guān)方登記冊(cè)中鹦牛。 選項(xiàng)C：相關(guān)方參與計(jì)劃確定用于促進(jìn)相關(guān)方有效參與決策和執(zhí)行的策略和行動(dòng)，不包括在相關(guān)方登記冊(cè)中勇吊。
