51、[單選]某個(gè)特定采購(gòu)商品的原料成本預(yù)計(jì)增加發(fā)生款筑，項(xiàng)目經(jīng)理首先應(yīng)該怎么做？
A planned increase in raw material costs for a specific procurement item occurs. What should the project manager do first?
?A：通知發(fā)起人
Inform the sponsor
?B：執(zhí)行儲(chǔ)備分析
Perform a reserve analysis
?C：執(zhí)行實(shí)施整體變更控制過(guò)程
Conduct the Perform Integrated Change Control process
?D：研究偏差的原因
Research the reasons for the deviation
正確答案：B?你的答案：B
解析：參考答案：B 解析：pmbok6的456頁(yè)11.7.2.1要通過(guò)儲(chǔ)備分析來(lái)監(jiān)督項(xiàng)目中應(yīng)急儲(chǔ)備和管理儲(chǔ)備的使用情況禾嫉，從而判斷是否還需要這些儲(chǔ)備涩拙，或者是否需要增加額外的儲(chǔ)備。
52丧慈、[單選]在確定高風(fēng)險(xiǎn)析命、中風(fēng)險(xiǎn)和低風(fēng)險(xiǎn)的臨界值后，項(xiàng)目經(jīng)理應(yīng)該使用什么來(lái)查看風(fēng)險(xiǎn)發(fā)生的可能性逃默？
After determining the thresholds for high, moderate, and low risks, what should the project manager use to view the risk’s likelihood occurrence?
?A：直方圖
Histogram
?B：控制圖
Control chart
?C：概率分布
Probability distribution
?D：概率和影響矩陣
Probability and impact matrix
正確答案：D?你的答案：D
解析：參考答案：D鹃愤。解析：PMBOK（11）P425，前半句說(shuō)的是確定了風(fēng)險(xiǎn)等級(jí)（用于定性分析）完域，后半句問(wèn)如何審查風(fēng)險(xiǎn)發(fā)生的大致情況還是定性分析软吐，因此選D。
53吟税、[單選]項(xiàng)目發(fā)起人和風(fēng)險(xiǎn)部門經(jīng)理?yè)?dān)心一個(gè)高端項(xiàng)目的風(fēng)險(xiǎn)應(yīng)對(duì)措施凹耙，發(fā)起人要求項(xiàng)目經(jīng)理與風(fēng)險(xiǎn)部門經(jīng)理合作，以確定風(fēng)險(xiǎn)管理過(guò)程的有效性肠仪。 誰(shuí)應(yīng)該負(fù)責(zé)確保風(fēng)險(xiǎn)審計(jì)得到適當(dāng)執(zhí)行肖抱？
A project sponsor and a risk department manager are concerned about risk-response implementation for a high-profile project, The sponsor asks the project manager to work with the risk department manager to determine the effectiveness of the risk management process. Who is responsible for ensuring that risk audits are performed appropriately?
?A：項(xiàng)目發(fā)起人
Project sponsor
?B：風(fēng)險(xiǎn)部門經(jīng)理
Manager of risk department
?C：項(xiàng)目團(tuán)隊(duì)員
Project team members
?D：項(xiàng)目經(jīng)理
Project manager
正確答案：D?你的答案：A
解析：參考答案：D 解析：PMBOK（6）P456-11.7.2.2由項(xiàng)目經(jīng)理確保風(fēng)險(xiǎn)管理計(jì)劃開展。
54异旧、[單選]項(xiàng)目經(jīng)理正在管理一個(gè)為期五年意述，價(jià)值2億美元的項(xiàng)目，程序文件管理被列為項(xiàng)目發(fā)起人的主要需求泽艘，優(yōu)先級(jí)甚至超過(guò)了設(shè)計(jì)本身欲险。在以文件化設(shè)計(jì)的形式確定關(guān)鍵可交付成果后，項(xiàng)目經(jīng)理與文件管理員簽訂合同匹涮。在這種情況下，項(xiàng)目經(jīng)理風(fēng)險(xiǎn)管理計(jì)劃的關(guān)鍵組成部分是哪份計(jì)劃槐壳？
A project manager is working on a five-year, US$200 million project. Procedural document management is listed as the sponsor’s main requirement, prioritized even above the design itself. After identifying key deliverables in the form of documented designs, the project manager contracts a document controller. In this case, what plan is the key component of the project manager's risk management plan?
?A：需求管理計(jì)劃
Requirements management
?B：成本管理計(jì)劃
Cost management
?C：資源管理計(jì)劃
Resource management
?D：質(zhì)量管理計(jì)劃
Quality management
正確答案：A?你的答案：A
解析：參考答案：A然低。解析：PMBOK 11.1.1.2 項(xiàng)目管理計(jì)劃-需求管理計(jì)劃。風(fēng)險(xiǎn)管理計(jì)劃是規(guī)劃風(fēng)險(xiǎn)管理過(guò)程的輸出，在規(guī)劃風(fēng)險(xiǎn)管理過(guò)程的輸入單當(dāng)中雳攘，包含了項(xiàng)目管理計(jì)劃的所有組件带兜，需求管理文件就是其中之一。題目表明吨灭，項(xiàng)目當(dāng)中發(fā)起人的主要需求的優(yōu)先級(jí)超過(guò)了設(shè)計(jì)本身刚照，我們?cè)谧鲲L(fēng)險(xiǎn)管理的時(shí)候必須把這個(gè)需求的計(jì)劃考慮進(jìn)去，因此關(guān)鍵組成部分是需求管理計(jì)劃喧兄。
55无畔、[單選]供應(yīng)商通知項(xiàng)目經(jīng)理可能延遲交付一個(gè)模塊。項(xiàng)目經(jīng)理應(yīng)該怎么做吠冤？
A vendor notifies a project manager of a potential delay in the delivery of a module. What should the project manager do?
?A：立即通知相關(guān)方
Immediately notify the stakeholders.
?B：通過(guò)增加額外的天數(shù)來(lái)修改項(xiàng)目管理計(jì)劃浑彰，并記錄它們對(duì)項(xiàng)目時(shí)間的影響
Modify the project management plan by adding additional days and record their impact on project time.
?C：審查風(fēng)險(xiǎn)管理計(jì)劃以評(píng)估風(fēng)險(xiǎn)，然后通知相關(guān)方
Review the risk management plan to assess risk and then notify the relevant parties.
?D：完成對(duì)項(xiàng)目影響的評(píng)估拯辙，并更新項(xiàng)目管理計(jì)劃
Complete the assessment of the impact of the project and update the project management plan.
正確答案：C?你的答案：C
解析：參考答案：C 解析：PMBOK（11）P453郭变，“可能”是本題關(guān)鍵詞，應(yīng)定義為一個(gè)風(fēng)險(xiǎn)涯保。風(fēng)險(xiǎn)識(shí)別诉濒，要先分析、制定應(yīng)對(duì)策略夕春。
56未荒、[單選]項(xiàng)目經(jīng)理領(lǐng)導(dǎo)一支經(jīng)驗(yàn)豐富的團(tuán)隊(duì)，該團(tuán)隊(duì)由職能員工和顧問(wèn)組成撇他，在一次特色全國(guó)性活動(dòng)上為一項(xiàng)成功產(chǎn)品推出促銷版本茄猫，該產(chǎn)品版本必須及時(shí)推出。制定風(fēng)險(xiǎn)管理計(jì)劃時(shí)困肩，項(xiàng)目經(jīng)理應(yīng)該怎么做划纽？
The project manager leads an experienced team of functional staff and consultants who release a promotional version of a successful product that must be releaseed in time for a unique national event. What should the project manager do when developing a risk management plan?
?A：采用風(fēng)險(xiǎn)共存方法來(lái)處理項(xiàng)目風(fēng)險(xiǎn)，因?yàn)檫@種產(chǎn)品版本將是短暫性的
Use risk coexistence methods to deal with project risks, as this product version will be transient
?B：執(zhí)行預(yù)期貨幣價(jià)值（EMV）分析锌畸，確定成功概率
Perform Expected Monetary Value(EMV) analysis to determine the probability of success
?C：使用初始產(chǎn)品發(fā)布中的風(fēng)險(xiǎn)核對(duì)單
Use the risk checklist in the initial product release
?D：與團(tuán)隊(duì)一起頭腦風(fēng)暴識(shí)別風(fēng)險(xiǎn)
Brainstorming risk with the team to identify risks
正確答案：C?你的答案：C
解析：說(shuō)明解析：PMBOK（6）P403-11.1.1.5規(guī)劃風(fēng)險(xiǎn)管理過(guò)程輸入組織過(guò)程資產(chǎn)勇劣。包括以往類似項(xiàng)目的信息、模板等潭枣。 選項(xiàng)A：規(guī)劃風(fēng)險(xiǎn)應(yīng)對(duì)過(guò)程-消極風(fēng)險(xiǎn)應(yīng)對(duì)策略-接受比默。選項(xiàng)B：實(shí)施定量風(fēng)險(xiǎn)分析過(guò)程。 選項(xiàng)D：識(shí)別風(fēng)險(xiǎn)過(guò)程
57盆犁、[單選]項(xiàng)目經(jīng)理正在開展一個(gè)內(nèi)部項(xiàng)目命咐，需要一個(gè)新的銷售點(diǎn)(POS)交易系統(tǒng)，項(xiàng)目經(jīng)理發(fā)現(xiàn)這個(gè)系統(tǒng)有個(gè)問(wèn)題谐岁，不僅可能延遲這個(gè)項(xiàng)目醋奠，而且還會(huì)影響到依賴于這個(gè)系統(tǒng)的其他一些項(xiàng)目榛臼。這個(gè)問(wèn)題未包含在風(fēng)險(xiǎn)登記冊(cè)中，因?yàn)橹暗脑囼?yàn)認(rèn)為該系統(tǒng)沒(méi)有缺陷窜司。項(xiàng)目經(jīng)理應(yīng)該聯(lián)系誰(shuí)來(lái)解決這個(gè)問(wèn)題沛善？
A project manager is working on an internal project that requires a new point of sale(POS) transaction system.The project manager discovers an issue with the system that may not only delay this project,but also a number of other projects dependent upon this system. This issue was not include in the risk register,because previous trials deemed the system free of flaws Who should the project manager contact about this issue?
?A：IT部門
IT department
?B：受影響的發(fā)起人
Sponsors who were affected
?C：受影響的項(xiàng)目經(jīng)理
Project managers who were affected
?D：運(yùn)營(yíng)團(tuán)隊(duì)
Operations team
正確答案：A?你的答案：D
解析：參考答案：A 解析：項(xiàng)目團(tuán)隊(duì)工作需要的交易系統(tǒng)有問(wèn)題，由系統(tǒng)運(yùn)維責(zé)任部門-IT部門負(fù)責(zé)解決塞祈。
58金刁、[單選]項(xiàng)目經(jīng)理得到通知，代碼的關(guān)鍵部分軟件開發(fā)人員將離開辦公室三周時(shí)間议薪。這項(xiàng)活動(dòng)不屬于關(guān)鍵路徑尤蛮。項(xiàng)目經(jīng)理下一步應(yīng)該怎么做？
A project manager is notified that a software developer for a critical section of code will be out of the office for three weeks. This task is not part of the critical path. What should the project manager do next?
?A：按照項(xiàng)目進(jìn)度計(jì)劃的規(guī)定繼續(xù)任務(wù)
Continue with the tasks as stated in the project schedule
?B：應(yīng)用風(fēng)險(xiǎn)登記冊(cè)中所述的應(yīng)對(duì)策略
Apply the responses described in the risk register
?C：獲得擁有該技能的備用資源
Secure a backup resource with this skill
?D：檢查應(yīng)急計(jì)劃
Check the contingency plan
正確答案：B?你的答案：B
解析：參考答案：B笙蒙。 解析：PMBOK（6）P450抵屿，非關(guān)鍵路徑的資源變動(dòng)，應(yīng)先檢查風(fēng)險(xiǎn)登記冊(cè)是否已識(shí)別此風(fēng)險(xiǎn)并作出了應(yīng)對(duì)措施捅位，如有則實(shí)施轧葛。
59、[單選]由于個(gè)人原因艇搀，一名項(xiàng)目團(tuán)隊(duì)成員通知項(xiàng)目經(jīng)理將不能工作兩周時(shí)間尿扯，該團(tuán)隊(duì)成員是能夠執(zhí)行一項(xiàng)關(guān)鍵路徑任務(wù)的唯一資源。項(xiàng)目經(jīng)理應(yīng)首先更新哪一份文件焰雕？
Due to personal reasons, a project team member informs the project manager that they will be out of work for two weeks. This team member is the only resource who can perform a critical-pat task. What document should the project manager update first?
?A：工作分解結(jié)構(gòu)
Work breakdown structure
?B：風(fēng)險(xiǎn)登記冊(cè)
Risk register
?C：人力資源管理計(jì)劃
Human resource management plan
?D：項(xiàng)目進(jìn)度計(jì)劃
Project schedule plan
正確答案：B?你的答案：B
解析：參考答案：B衷笋。 解析：PMBOK（6）P453，團(tuán)隊(duì)成員通知PM將不能滿足原定的工作時(shí)間矩屁，這個(gè)資源是關(guān)鍵路徑上的唯一資源辟宗。一旦失去很有可能會(huì)影響整個(gè)項(xiàng)目的進(jìn)度，屬于不確定性吝秕，PM首先應(yīng)該更新風(fēng)險(xiǎn)登記冊(cè)泊脐。
60、[單選]在執(zhí)行一個(gè)處于落后于進(jìn)度風(fēng)險(xiǎn)的項(xiàng)目期間烁峭，項(xiàng)目經(jīng)理了解到容客，某個(gè)項(xiàng)目提前完成，公司中技能最高的資源將可用约郁。項(xiàng)目經(jīng)理堅(jiān)持讓該資源立即分配到他們的項(xiàng)目團(tuán)隊(duì)缩挑，期望為項(xiàng)目帶來(lái)積極影響。 項(xiàng)目經(jīng)理應(yīng)用的是什么策略鬓梅？
During the execution of a project that is at risk of falling behind schedule, the project manager learns that the company’s most skilled resource will be available from a project that finished early. The project manager insists that the resource be immediately assigned to their project team, with the expectation of a positive impact on the project. What strategy did the project manager apply?
?A：分享
Share
?B：接受
Accept
?C：轉(zhuǎn)移
Transfer
?D：開拓
Exploit
正確答案：D?你的答案：D
解析：參考答案：D供置。 解析：PMBOK（6）P444-11.5.2.5 開拓。如果組織想確保把握住高優(yōu)先級(jí)的機(jī)會(huì)绽快，就可以選擇開拓策略士袄。此策略將特定機(jī)會(huì)的出現(xiàn)概率提高到 100%悲关，確保其肯定出現(xiàn)谎僻，從而獲得與其相關(guān)的收益娄柳。開拓措施可能包括：把組織中最有能力的資源分配給項(xiàng)目來(lái)縮短完工時(shí)間，或采用全新技術(shù)或技術(shù)升級(jí)來(lái)節(jié)約項(xiàng)目成本并縮短項(xiàng)目持續(xù)時(shí)間艘绍。
61赤拒、[單選]在規(guī)劃中，項(xiàng)目團(tuán)隊(duì)識(shí)別到一個(gè)質(zhì)量不合格風(fēng)險(xiǎn)诱鞠，并為這個(gè)風(fēng)險(xiǎn)準(zhǔn)備了一份行動(dòng)計(jì)劃挎挖。若要避免項(xiàng)目執(zhí)行過(guò)程中的不合格，項(xiàng)目經(jīng)理應(yīng)進(jìn)行下列哪一項(xiàng)航夺？
During the planning process, a project team identifies a risk of quality nonconformance prepares an action plan for this risk. To avoid nonconformance during project execution, the project manager should do which of the following?
?A：風(fēng)險(xiǎn)評(píng)估
Risk assessment
?B：風(fēng)險(xiǎn)減輕
Risk mitigation
?C：進(jìn)行風(fēng)險(xiǎn)優(yōu)先排序
Risk prioritization
?D：風(fēng)險(xiǎn)轉(zhuǎn)移
Risk transference
正確答案：A?你的答案：D
解析：參考答案：A蕉朵。 解析：PMBOK（6）P419，識(shí)別到風(fēng)險(xiǎn)后阳掐，要避免項(xiàng)目執(zhí)行過(guò)程中出現(xiàn)問(wèn)題始衅，在執(zhí)行過(guò)程組實(shí)施風(fēng)險(xiǎn)應(yīng)對(duì)前，應(yīng)該進(jìn)行風(fēng)險(xiǎn)評(píng)估缭保。
62汛闸、[單選]項(xiàng)目分包商的一位關(guān)鍵資源需求是一個(gè)制造過(guò)程的技術(shù)專家。在項(xiàng)目的早期階段艺骂，很明顯分包商的員工缺乏足夠的專業(yè)知識(shí)來(lái)滿足質(zhì)量標(biāo)準(zhǔn)诸老。項(xiàng)目經(jīng)理應(yīng)該怎么做？
A key resource requirement for a project subcontractor is a technical expert on a manufacturing process.During the early stages of the project,it becomes clear that the subcontractor's staff has inadequate expertise to meet the quality standards. What should the project manager do?
?A：更新風(fēng)險(xiǎn)登記冊(cè)
Update the risk register.
?B：為項(xiàng)目團(tuán)隊(duì)指定一名主題專家(SME)
Appoint a subject matter expert(SME)to ihc project team
?C：對(duì)分包商執(zhí)行質(zhì)量審計(jì)
Perform a quality audit of the subcontractor.
?D：審查合同中的任何相關(guān)罰款條款
Review the contract for any relevant penalty clause.
正確答案：A?你的答案：A
解析：參考答案：A 解析：PMBOK（6）P409钳恕，供應(yīng)商的員工能力不夠别伏，是隱患，應(yīng)當(dāng)成風(fēng)險(xiǎn)記錄忧额，即識(shí)別風(fēng)險(xiǎn)厘肮。
63、[單選]項(xiàng)目經(jīng)理正在領(lǐng)導(dǎo)一個(gè)全球虛擬團(tuán)隊(duì)宙址，在一次每周項(xiàng)目狀態(tài)會(huì)議上轴脐，項(xiàng)目經(jīng)理意識(shí)到來(lái) 自不同地方的兩名團(tuán)隊(duì)成員正在執(zhí)行同一個(gè)任務(wù)，而不是按計(jì)劃分別執(zhí)行獨(dú)立的任務(wù)抡砂。項(xiàng)目經(jīng)理下一步應(yīng)該怎么做大咱？
A project manager is leading a global virtual team.During a weekly project status meeting,the project manager realizes that two team members from different locations have been working on the same assignment,rather than separate assignments as planned What should the project manager do next?
?A：依照人員分配工具重新培訓(xùn)整個(gè)團(tuán)隊(duì)并更新項(xiàng)目進(jìn)度計(jì)劃
Retrain the entire team on the staff assignment tool and update the project schedule
?B：修訂風(fēng)險(xiǎn)登記冊(cè)以顯示這對(duì)項(xiàng)目管理計(jì)劃的影響
Revise the risk register to show this impact on the project management plan
?C：通知項(xiàng)目相關(guān)方，這將影響項(xiàng)目進(jìn)度
Notify project stakeholders that this will impact the project schedule
?D：通知項(xiàng)目發(fā)起人并更新資源管理計(jì)劃
Inform the project sponsor and update the resource management plan
正確答案：B?你的答案：B
解析：參考答案：B注益。解析：PMBOK（6）P409碴巾，由于客觀原因造成了這一問(wèn)題，識(shí)別之后應(yīng)分析其影響丑搔。故選B厦瓢。
64提揍、[單選]項(xiàng)目經(jīng)理正在執(zhí)行一個(gè)價(jià)值200，000美元項(xiàng)目的風(fēng)險(xiǎn)管理計(jì)劃煮仇，該計(jì)劃中提出的其中一個(gè)風(fēng)險(xiǎn)已經(jīng)出現(xiàn)劳跃，項(xiàng)目經(jīng)理按照風(fēng)險(xiǎn)管理計(jì)劃執(zhí)行浙垫，但是辙售，他們擔(dān)心尚未考慮到某些結(jié)果祈搜。項(xiàng)目經(jīng)理應(yīng)該怎么做？
A project manager is following the risk management plan for a $200秘血，000 project. One of the risks proposed in the plan has made realize And The project manager implements the plan as outlined, however,they are concerned that some outcomes have not been considere What should a project manager do?
?A：將該問(wèn)題升級(jí)上報(bào)給相關(guān)方以做出決定
escalate the issue to the stakeholders for a decision
?B：使用專家判斷來(lái)獲得其他觀點(diǎn)
Use expert judgment to obtain other perspectives
?C：應(yīng)用頭腦風(fēng)暴技術(shù)來(lái)選擇解決方案
Employ brainstorming techniques to choose a solution
?D：執(zhí)行敏感性分析以了解風(fēng)險(xiǎn)應(yīng)對(duì)的結(jié)果
Perform a sensitivity analysis to understand the outcome of the risk response
正確答案：B?你的答案：D
解析：11.6.2.1 實(shí)施風(fēng)險(xiǎn)應(yīng)對(duì)：工具與技術(shù) 專家判斷 在確認(rèn)或修改（如必要）風(fēng)險(xiǎn)應(yīng)對(duì)措施忍坷，以及決定如何以最有效率和最有效果的方 式加以實(shí)施時(shí)，應(yīng)征求具備相應(yīng)專業(yè)知識(shí)的個(gè)人或小組的意見。
65胁住、[單選]在第三方供應(yīng)商交付項(xiàng)目組件后報(bào)告發(fā)生故障捕犬，項(xiàng)目經(jīng)理在供應(yīng)商的支持下應(yīng)用應(yīng)急計(jì)劃。為了確保風(fēng)險(xiǎn)應(yīng)對(duì)措施的有效性，項(xiàng)目經(jīng)理應(yīng)該怎么做君仆？
Failures are reported after a third-party vendor delivers a project component.The project manager applies a contingency plan with the vendor’s support.To ensure the effectiveness of the risk response,what should the project manager do?
?A：更新風(fēng)險(xiǎn)登記冊(cè)
Update the risk register.
?B：開展風(fēng)險(xiǎn)審計(jì)
Conduct risk audits.
?C：更新工作說(shuō)明書(SOW)翩概，包含該應(yīng)對(duì)措施
Update the statement of work(SOW)to include the response.
?D：執(zhí)行供應(yīng)商績(jī)效再評(píng)估
Perform a vendor performance reassessment.
正確答案：B?你的答案：B
解析：11.7.2.2 審計(jì) 風(fēng)險(xiǎn)審計(jì)是一種審計(jì)類型，可用于評(píng)估風(fēng)險(xiǎn)管理過(guò)程的有效性返咱。 風(fēng)險(xiǎn)管理過(guò)程的有效性以及風(fēng)險(xiǎn)應(yīng)對(duì)措施的有效性钥庇，都可以通過(guò)風(fēng)險(xiǎn)審計(jì)來(lái)驗(yàn)證。PMBOK457頁(yè)第一段說(shuō)的風(fēng)險(xiǎn)審查即風(fēng)險(xiǎn)審計(jì)洛姑。
66上沐、[單選]項(xiàng)目經(jīng)理正在管理一個(gè)項(xiàng)目，向眾多機(jī)構(gòu)交付新的報(bào)告產(chǎn)品楞艾，該項(xiàng)目必須遵守立法變化参咙，若要確保成功交付龄广，項(xiàng)目經(jīng)理應(yīng)該怎么做？
A project manager is leading a project to deliver new reporting product to a large number of agencies. This project must adhere to legislative changes. What should the project manager do to ensure successful delivery?
?A：與團(tuán)隊(duì)一起頭腦風(fēng)暴蕴侧，制定風(fēng)險(xiǎn)減輕計(jì)劃
Brainstorm with the team to devise a risk mitigation plans
?B：識(shí)別并記錄項(xiàng)目的風(fēng)險(xiǎn)和必要的成功標(biāo)準(zhǔn)
Identify and document the project’s risks and necessary success criteria
?C：與相關(guān)方開會(huì)择同，溝通項(xiàng)目延期對(duì)進(jìn)度計(jì)劃、預(yù)算和成本的影響
Meet with stakeholders to communicate the schedule,budget and cost impacts in the event
?D：要求供應(yīng)商提交一份關(guān)于系統(tǒng)支持净宵、培訓(xùn)和災(zāi)難復(fù)原的計(jì)劃
Ask a vendor to submit a plan for system support, training and disaster recovery
正確答案：B?你的答案：B
解析：立法有變化,表示項(xiàng)目有風(fēng)險(xiǎn),需要進(jìn)行識(shí)別敲才。明確成功標(biāo)準(zhǔn)有助于項(xiàng)目成功驗(yàn)收，所以最優(yōu)答案是B择葡。
67紧武、[單選]公司聘用一名項(xiàng)目經(jīng)理來(lái)協(xié)調(diào)一個(gè)期限緊迫的敏捷項(xiàng)目，項(xiàng)目經(jīng)理和敏捷團(tuán)隊(duì)都由一位項(xiàng)目組合經(jīng)理管理敏储，該項(xiàng)目組合經(jīng)理傾向于根據(jù)需要將開發(fā)人員重新分配給其他緊急事項(xiàng)阻星，當(dāng)項(xiàng)目經(jīng)理與其接洽時(shí)，項(xiàng)目組合經(jīng)理堅(jiān)持認(rèn)為他們有權(quán)根據(jù)需要調(diào)動(dòng)資源已添，項(xiàng)目經(jīng)理應(yīng)該怎么做妥箕？
A Company hires a project manager to coordinate an agile project with tight deadlines, The project managers and the agile team are all managed by a portfolio manager who has a tendency to reassigned developers to other urgent items as needed, when approached by the project manager , the portfolio manager is adamant that they have the authority to more required, what should the project manager do?
?A：將此問(wèn)題提升為問(wèn)題日志中的問(wèn)題
Raise this ad an issue in the issue log
?B：更新風(fēng)險(xiǎn)登記冊(cè)
Update the risk register
?C：將此問(wèn)題升級(jí)上報(bào)給項(xiàng)目組合經(jīng)理的主管
Escalate it to the portfolio manager's supervisor
?D：請(qǐng)求額外的資源
Request additional resources
正確答案：B?你的答案：B
解析：相關(guān)方的錯(cuò)誤認(rèn)識(shí)將可能給項(xiàng)目帶來(lái)麻煩，是潛在的（尚未發(fā)生問(wèn)題）更舞，更像風(fēng)險(xiǎn)而不是問(wèn)題畦幢。A的“提升”不合適。組合經(jīng)理的做法對(duì)本項(xiàng)目而言是一種風(fēng)險(xiǎn),需要更新到風(fēng)險(xiǎn)登記冊(cè)并分析\制定應(yīng)對(duì)措施缆蝉。
68宇葱、[單選]在一個(gè)大型項(xiàng)目中，項(xiàng)目經(jīng)理決定將風(fēng)險(xiǎn)轉(zhuǎn)移給供應(yīng)商是最好的風(fēng)險(xiǎn)應(yīng)對(duì)措施返奉，在項(xiàng)目執(zhí)行期間贝搁，項(xiàng)目經(jīng)理了解到該供應(yīng)商因內(nèi)部問(wèn)題不再具有財(cái)務(wù)能力來(lái)承受風(fēng)險(xiǎn)，指定新的供應(yīng)商需要三周時(shí)間芽偏，在新計(jì)劃生效之前雷逆，項(xiàng)目經(jīng)理應(yīng)該做些什么？
In a large-scale project, the project manager decides that transferring a risk to a vendor is the best risks response, during project execution,the project managers learns that the vendor is no longer financial capable of covering the risk due to internal problems,It will take three weeks for a new vendor to be appointeWhat should the project manager do?
?A：更新風(fēng)險(xiǎn)應(yīng)對(duì)計(jì)劃污尉，通過(guò)停止工作來(lái)“規(guī)避”
update the risk response plan to "avoid" by halting work
?B：與相關(guān)方開會(huì)審查風(fēng)險(xiǎn)應(yīng)對(duì)計(jì)劃膀哲，并討論增加預(yù)算以適應(yīng)該風(fēng)險(xiǎn)
Meet with stakeholders to review the response plan and discuss increase the budget to accommodates the risk
?C：繼續(xù)推進(jìn)項(xiàng)目工作
Proceed with project work
?D：審查現(xiàn)有的安全措施和控制措施，并評(píng)估風(fēng)險(xiǎn)發(fā)生的可能性
Review existing safety measures and control and assess the possibility of risk occurring
正確答案：D?你的答案：B
解析：排除法被碗。A前后都錯(cuò)誤某宪；B前半句不合適，后半句不主動(dòng)锐朴；C是不管不顧兴喂；D是監(jiān)控風(fēng)險(xiǎn)的專業(yè)做法，相對(duì)最好。此題易誤選B,選擇新的供應(yīng)商已經(jīng)是在實(shí)施風(fēng)險(xiǎn)應(yīng)對(duì)計(jì)劃的舉措了,在新舊供應(yīng)商轉(zhuǎn)換的3周空檔期,最好的做法是監(jiān)控風(fēng)險(xiǎn),盡量使風(fēng)險(xiǎn)不發(fā)生衣迷。
69畏鼓、[單選]發(fā)生了質(zhì)量監(jiān)督，變更控制委員會(huì)(CCB)批準(zhǔn)了所產(chǎn)生的額外費(fèi)用壶谒，但發(fā)生進(jìn)一步質(zhì)量問(wèn)題的可能性很高云矫，項(xiàng)目經(jīng)理應(yīng)該怎么做？
A Quality oversight occurs, and the additional cost incurred are approved by the change control board(CCB)汗菜，The probability of further quality issues is high, what should the project manager do?
?A：根據(jù)風(fēng)險(xiǎn)管理計(jì)劃更新風(fēng)險(xiǎn)登記冊(cè)
Update the risk register in accordance with the risk management plan
?B：更新經(jīng)驗(yàn)教訓(xùn)儲(chǔ)存庫(kù)以確保減輕未來(lái)風(fēng)險(xiǎn)
Update the lessons learned repository to ensure that future risks are mitigated
?C：創(chuàng)建因果圖以分析質(zhì)量監(jiān)督的影響
Create a cause-and-effect diagram to analyze the impact of quality oversight
?D：請(qǐng)求質(zhì)量經(jīng)理提供支持
Request support from the quality manager
正確答案：A?你的答案：A
解析：識(shí)別了新風(fēng)險(xiǎn)让禀，首先更新風(fēng)險(xiǎn)登記冊(cè)。B是應(yīng)對(duì)后的工作陨界；C的說(shuō)法嚴(yán)重錯(cuò)誤巡揍；D推脫責(zé)任。題中關(guān)鍵詞是可能性很高,代表是一種風(fēng)險(xiǎn),而不是一種已經(jīng)發(fā)生的問(wèn)題普碎。
70吼肥、[單選]在項(xiàng)目執(zhí)行過(guò)程中，項(xiàng)目經(jīng)理注意到正在使用預(yù)先準(zhǔn)備好的免費(fèi)的項(xiàng)目管理軟件試用版麻车。該項(xiàng)目將在六個(gè)月后結(jié)束，團(tuán)隊(duì)希望繼續(xù)使用相同的軟件斗这，項(xiàng)目經(jīng)理應(yīng)該怎么做动猬？
During project execution,a project manager noticed that the project management are being prepared using a free trial version of project management software. The project will end in six months.and The team wants to continue using the same software.
?A：記錄該軟件是試用版，并繼續(xù)使用該軟件
Document that the software is A trial version and continue using the software
?B：記錄該軟件是試用版表箭，通知所有相關(guān)方赁咙，并購(gòu)買該軟件的許可
Record that the software is a trial version, inform all stakeholder and purchase the license for the software
?C：通知相關(guān)方，執(zhí)行風(fēng)險(xiǎn)分析免钻，并獲得該軟件的許可版本
Inform the stakeholders, perform a risk analysis and procure a licensed version of the software
?D：執(zhí)行風(fēng)險(xiǎn)分析彼水，并獎(jiǎng)勵(lì)團(tuán)隊(duì)節(jié)省項(xiàng)目支出
Perform a risk analysis and reward the team for saving on project expenditures
正確答案：C?你的答案：B
解析：識(shí)別新風(fēng)險(xiǎn)（6個(gè)月后試用結(jié)束，將不可用）极舔，分析影響凤覆，制定應(yīng)對(duì)措施（購(gòu)買）。要注意職業(yè)道德問(wèn)題拆魏。
71盯桦、[單選]項(xiàng)目團(tuán)隊(duì)了解到新監(jiān)管法律可能影響項(xiàng)目，項(xiàng)目經(jīng)理執(zhí)行定量分析并確定了如果觸發(fā)此風(fēng)險(xiǎn)的重大財(cái)務(wù)影響渤刃，項(xiàng)目經(jīng)理應(yīng)該怎么做拥峦？
A project team learns of new regulatory laws that may impact the project,the project manager performed a quantitative analysis and identifies a significant financial impact if this risk is triggered .What should the project manager do?
?A：更新風(fēng)險(xiǎn)登記冊(cè)
Update the risk register
?B：聘請(qǐng)保險(xiǎn)公司來(lái)承擔(dān)該風(fēng)險(xiǎn)
Engage an insurance company to cover the risk
?C：影響發(fā)起人延遲實(shí)施法律，直到項(xiàng)目完成
Influence the sponsor to delay the the law until the the project is completed
?D：修訂項(xiàng)目預(yù)算
Revise the project budget
正確答案：A?你的答案：A
解析：風(fēng)險(xiǎn)識(shí)別卖子，并進(jìn)行了定量分析略号，二者都應(yīng)更新到風(fēng)險(xiǎn)登記冊(cè)里。B在A后；C是杜撰玄柠；D很被動(dòng)突梦。
72、[單選]在研究一個(gè)項(xiàng)目收購(gòu)時(shí)随闪，項(xiàng)目經(jīng)理發(fā)現(xiàn)一種產(chǎn)品能夠大大縮短上市時(shí)間并提供未來(lái)設(shè)計(jì)解決方案阳似，但是由于該產(chǎn)品的供應(yīng)商尚未符合行業(yè)標(biāo)準(zhǔn)，因此涉及的風(fēng)險(xiǎn)很大铐伴，項(xiàng)目經(jīng)理下一步應(yīng)該怎么做撮奏？
When researching a project acquisition, the project manager discovers a product that will considerably decrease the time to market and provide future design solutions.However, there is a large the risk involved,as the provider of this product is not yet industry compliant.What should the project manager do next?
?A：聯(lián)系該提供商并協(xié)商合作
Call the provider and negotiate a contract
?B：與開發(fā)團(tuán)隊(duì)開會(huì)，討論下一步工作
Meet with the development team to discuss next steps
?C：實(shí)施風(fēng)險(xiǎn)管理計(jì)劃及其中包含的已批準(zhǔn)行動(dòng)
Implement the risk management plan and the approved actions contained within it
?D：請(qǐng)項(xiàng)目管理辦公室(PMO)批準(zhǔn)繼續(xù)
Ask the project management office (PMO) for approval to proceed
正確答案：C?你的答案：C
解析：機(jī)會(huì)中包括了風(fēng)險(xiǎn)当宴，結(jié)合選項(xiàng)畜吊，應(yīng)管理風(fēng)險(xiǎn)。C最好户矢，ABD都沒(méi)有考慮風(fēng)險(xiǎn)玲献。風(fēng)險(xiǎn)管理計(jì)劃中包含為了獲得機(jī)會(huì)而可能遇到的風(fēng)險(xiǎn)及風(fēng)險(xiǎn)應(yīng)對(duì)措施。
73梯浪、[單選]項(xiàng)目經(jīng)理在天氣條件不穩(wěn)定的區(qū)域啟動(dòng)一個(gè)項(xiàng)目捌年，這可能會(huì)導(dǎo)致項(xiàng)目進(jìn)度延遲，項(xiàng)目發(fā)起人要求項(xiàng)目經(jīng)理消除所有可能的威脅挂洛，以避免延遲處罰礼预，若要滿足該發(fā)起人的請(qǐng)求，項(xiàng)目經(jīng)理應(yīng)該怎么做虏劲？
The project manager starts a project in an area with unstable weather conditions that may cause a delay in the project schedule,The project sponsor asks the project manager to eliminate all possible threats to avoid delay penalty. What should the project manager do to fulfill the sponsor’s request?
?A：執(zhí)行一份協(xié)議以將該威脅的所有權(quán)和責(zé)任轉(zhuǎn)移給第三方
Execute an agreement to transfer ownership and liability of the threat to A third party
?B：聘用額外的檢查員以確保遵守所有標(biāo)準(zhǔn)
Hire additional inspectors to ensure that all standards are followed
?C：確保所有資源都了解可能的項(xiàng)目威脅
Ensure all resources understand the possible project threats
?D：通過(guò)確認(rèn)威脅并制定單獨(dú)的應(yīng)急預(yù)算來(lái)接受風(fēng)險(xiǎn)
Accept risks by acknowledging the threats and establishing a separate contingency budget
正確答案：A?你的答案：A
解析：D是接受脏嚷；C不起任何作用的猛；B與題目提到的風(fēng)險(xiǎn)無(wú)關(guān)甥温；A是轉(zhuǎn)移米碰。都不好的情況下，A相對(duì)好一些堡掏。發(fā)起人不接受風(fēng)險(xiǎn)应结，因此風(fēng)險(xiǎn)轉(zhuǎn)移是最好的辦法。
74布疼、[單選]在一個(gè)足球場(chǎng)建設(shè)項(xiàng)目的規(guī)劃會(huì)議期間摊趾，項(xiàng)目團(tuán)隊(duì)決定在設(shè)計(jì)工程之前進(jìn)行現(xiàn)場(chǎng)勘察以確定地面狀況。項(xiàng)目團(tuán)隊(duì)實(shí)施的是哪一個(gè)風(fēng)險(xiǎn)管理過(guò)程游两？
During a planning meeting for a soccer field construction project, the team decided to conduct a site survey to determine the ground conditions before engineering the design. What risk management process is the team implement?
?A：風(fēng)險(xiǎn)規(guī)劃
risk planning
?B：風(fēng)險(xiǎn)識(shí)別
Risk identification
?C：風(fēng)險(xiǎn)分析
Risk analysis
?D：風(fēng)險(xiǎn)應(yīng)對(duì)規(guī)劃
Risk response planning
正確答案：B?你的答案：B
解析：11.2 識(shí)別風(fēng)險(xiǎn) 識(shí)別風(fēng)險(xiǎn)是識(shí)別單個(gè)項(xiàng)目風(fēng)險(xiǎn)以及整體項(xiàng)目風(fēng)險(xiǎn)的來(lái)源砾层，并記錄風(fēng)險(xiǎn)特征的過(guò)程。 實(shí)地勘察贱案，只能發(fā)現(xiàn)風(fēng)險(xiǎn)肛炮，屬于識(shí)別風(fēng)險(xiǎn)止吐。
75、[單選]項(xiàng)目經(jīng)理得知在他不知情的情況下己經(jīng)為項(xiàng)目分配了資源侨糟，經(jīng)過(guò)調(diào)查碍扔，項(xiàng)目經(jīng)理發(fā)現(xiàn)這些資源需求是合理的。若要避免這種溝通不暢的情況秕重，項(xiàng)目經(jīng)理事先應(yīng)該做什么不同？
A project manager learns that there are resources that have been assigned to the project without their awareness. After investigation,the project manager discovers that the resources were legitimately require What should the project manager have done to avoid this miscommunication?
?A：親自創(chuàng)建資源管理計(jì)劃
Personally created the resource management plan
?B：更新采購(gòu)和成本管理計(jì)劃
Updated the procurement and cost management plans
?C：明確定義并溝通每個(gè)資源的角色與職責(zé)
Clearly defined and communicated the roles and responsibilities of each resource
?D：修訂溝通管理計(jì)劃
Revised the communications management plan
正確答案：D?你的答案：C
解析：參考答案：D 解析：本題為溝通問(wèn)題，雖然題干中提到了組建團(tuán)隊(duì)的問(wèn)題溶耘，但提問(wèn)時(shí)直接指向“溝通不暢”二拐，溝通問(wèn)題，找溝通管理計(jì)劃凳兵。
76百新、[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)告庐扫，報(bào)告內(nèi)容包括項(xiàng)目成就列表，即將完成的目標(biāo)和目前的挑戰(zhàn)铅辞。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)巷挥。項(xiàng)目經(jīng)理應(yīng)該怎么做验靡？
A project manager sends out regular status reports to all stakeholders with bulleted lists of project accomplishments, upcoming objectives,and and current challenges. However, some stakeholders still complain that they do not and 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(wèn)題，并在實(shí)施變更之前遵循變更請(qǐng)求過(guò)程
Contact those stakeholders to and understand their concerns, and follow the change request process prior to implementing changes.
?B：向這些相關(guān)方分發(fā)一些新的胜嗓，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)辞州，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：參考答案：C 解析：PMBOK（6）P379溝通問(wèn)題 变过，前半句是讓相關(guān)方對(duì)溝通安排提意見媚狰，即了解溝通需求崭孤。
77辨宠、[單選]項(xiàng)目經(jīng)理正在規(guī)劃一個(gè)新的多公司參與項(xiàng)目精偿，每家公司都有多名項(xiàng)目相關(guān)方赋兵。項(xiàng)目經(jīng)理應(yīng)該使用什么溝通方法毡惜？
A project manager is planning a new multi-company project that has several stakeholders per company. What communication method should the project manager use?
?A：交互式溝通
Interactive
?B：推式溝通
Push
?C：拉式溝通
Pull
?D：選擇性溝通
Selective
正確答案：C?你的答案：B
解析：參考答案：C扶叉。 解析：PMBOK（6）P374-10.1.2.5多名相關(guān)方需要獲取信息枣氧，最好采用拉式溝通达吞，統(tǒng)一發(fā)布信息，讓相關(guān)方主動(dòng)從信息源獲取信息覆糟。多個(gè)公司參與滩字，說(shuō)明地理位置有差異麦箍，交互式溝通的成本較高，可行性低话瞧，故選C交排。
78埃篓、[單選]項(xiàng)目經(jīng)理計(jì)劃在一個(gè)月內(nèi)部署一個(gè)全球性項(xiàng)目同窘。但是想邦，多名經(jīng)理聯(lián)系項(xiàng)目發(fā)起人，表示缺乏對(duì)項(xiàng)目可交付成果的認(rèn)識(shí)呕童。規(guī)劃期間夺饲，項(xiàng)目經(jīng)理應(yīng)完成下列哪一項(xiàng)？
A project manager plans to deploy a global project in one month. However, several managers have contacted the project sponsor indicating a lack of awareness of project deliverables. What should the project manager have done during planning?
?A：開展項(xiàng)目影響分析.安排進(jìn)度活動(dòng)并采取行動(dòng)
Conducted a project impact analysis, scheduled activities, and taken actions
?B：審查項(xiàng)目章程澄清范圍
Reviewed project charter to clarify scope
?C：安排每周風(fēng)險(xiǎn)審查會(huì)議
Scheduled weekly risk review meetings
?D：識(shí)別項(xiàng)目相關(guān)方烁挟，并將其包含進(jìn)溝通管理計(jì)劃中
Identified project stakeholders and included them in the communications management plan
正確答案：D?你的答案：B
解析：參考答案：D柬采。 解析：缺乏對(duì)于可交付成果的認(rèn)識(shí)粉捻，屬于溝通問(wèn)題祟霍，選項(xiàng)D屬于溝通相關(guān)的工作沸呐。
79崭添、[單選]一名相關(guān)方抱怨說(shuō)未收到項(xiàng)目延期交付的通知棘伴，若要防止這個(gè)問(wèn)題焊夸，項(xiàng)目經(jīng)理應(yīng)該事先做什么？
A stakeholder complains that notification of the project’s delayed delivery was not receive What should the project manager have done to prevent this?
?A：更新需求跟蹤矩陣
Updated the requirements traceability matrix
?B：審查溝通管理計(jì)劃
Reviewed the communications management plan
?C：審查風(fēng)險(xiǎn)管理計(jì)劃
Reviewed the risk management plan
?D：更新相關(guān)方登記冊(cè)
Updated the stakeholder register
正確答案：B?你的答案：B
解析：參考答案：B颇象。 解析：PMBOK（6）P379-10.2相關(guān)方“未收到”通知，屬于信息傳遞出現(xiàn)問(wèn)題蕴茴，事先應(yīng)該審查溝通管理計(jì)劃。
80撞叽、[單選]在項(xiàng)目執(zhí)行期間愿棋，一名團(tuán)隊(duì)成員經(jīng)常抱怨說(shuō)沒(méi)有及時(shí)提供某些信息。項(xiàng)目經(jīng)理應(yīng)該怎么做甘邀？
During project execution, a team member regularly complains that some information is not provided on a timely basis. What should the project manager do?
?A：檢查該團(tuán)隊(duì)成員績(jī)效歷史記錄
Check the team member’s performance history.
?B：與所有團(tuán)隊(duì)成員定期召開情況通報(bào)會(huì)
Initiate regular information meetings with all team members.
?C：與該團(tuán)隊(duì)成員召開一對(duì)一的會(huì)議
Hold a one-on-one meeting with the team member
?D：審查溝通管理計(jì)劃
Review the communications management plan.
正確答案：D?你的答案：D
解析：參考答案：D坞琴。 解析：PMBOK（6）P387置济，信息沒(méi)有及時(shí)的提供，是溝通出了問(wèn)題羞酗，應(yīng)該審查溝通管理計(jì)劃。
81参萄、[單選]IT團(tuán)隊(duì)之前發(fā)送了有關(guān)如何訪問(wèn)項(xiàng)目溝通所采用的新工具的信息。現(xiàn)在筒溃，一些相關(guān)方提出一些問(wèn)題，讓項(xiàng)目經(jīng)理認(rèn)為他們沒(méi)有利用新工具歪玲。項(xiàng)目經(jīng)理應(yīng)該怎么做？
An IT team sent out information on how to access a new tool adopted for project communications,Now, some stakeholders are asking questions that lead the project manager to believe they are not leveraging the new tool. What should the project manager do?
?A：放棄新工具并恢復(fù)以前用于溝通更新的方法
Abandon the new tool and revert to previous methods for communicating updates
?B：重新發(fā)送有關(guān)如何訪問(wèn)新工具的信息
Resend the information on how to access the new tool
?C：與相關(guān)方討論這些問(wèn)題，并提供新工具的相關(guān)培訓(xùn)
Discuss these concerns with stakeholders and offer to provide training on the new tool
?D：與IT團(tuán)隊(duì)開會(huì)株灸，獲得有關(guān)如何強(qiáng)制使用新工具的想法
Meet with the IT team to obtain ideas on how to enforce the use of the new tool
正確答案：C?你的答案：C
解析：10.2 管理溝通 相關(guān)方不利用新工具，可能是態(tài)度問(wèn)題或能力問(wèn)題屹蚊，先確認(rèn)問(wèn)題汹粤，并提供培訓(xùn)。
82芹壕、[單選]一位項(xiàng)目經(jīng)理正在與一個(gè)多元化的團(tuán)隊(duì)合作一個(gè)備受矚目公共工程項(xiàng)目。項(xiàng)目相關(guān)方的公共部門非常擔(dān)心睁壁，因?yàn)檫@個(gè)項(xiàng)目直接影響到他們的社區(qū)。項(xiàng)目經(jīng)理應(yīng)使用什么來(lái)與這個(gè)項(xiàng)目相關(guān)方團(tuán)體溝通?
A project manager is working on a high-profile public works project with a diverse and engaged group of stakeholders.The public sector of stakeholders is very concerned,as this project directly impacts their community.,What should the project manager use to communicate with this stakeholder group?
?A：推式溝通
Push communication
?B：交互式溝通
Interactive communication
?C：項(xiàng)目相關(guān)方溝通
Stakeholder notifications
?D：項(xiàng)目報(bào)告
Project reports
正確答案：B?你的答案：B
解析：需要達(dá)成一致意見的溝通，應(yīng)該使用交互式牲阁。
83、[單選]一個(gè)在地理位置上分散的團(tuán)隊(duì)正在從事一個(gè)IT項(xiàng)目凌唬，他們發(fā)現(xiàn)自己會(huì)改寫彼此的代碼,有時(shí)還會(huì)處理相同的功能况褪，Scrum主管正在評(píng)估他們?nèi)绾文軌虼龠M(jìn)團(tuán)隊(duì)成員之間更加一致的溝通，從而避免這些問(wèn)題食侮，Scrum主管應(yīng)該怎么做？
A geographically dispersed team working on an IT project find themselves overwriting each others’ code and sometimes working on the same features The Scrum master is assessing ways in which they can promote more consistent communication among team members to avoid these issues. What should the Scrum master do?
?A：舉行沖刺評(píng)審
Hold a sprint review
?B：召開回顧總結(jié)會(huì)議
Convene a retrospective
?C：安排每日站會(huì)
Schedule a daily stand up
?D：開發(fā)一個(gè)任務(wù)分配系統(tǒng)
Develop a task allocation system
正確答案：C?你的答案：D
解析：題干已經(jīng)認(rèn)為是溝通問(wèn)題,與C關(guān)系更大。A主要用于檢查完成的工作效五；B主要用于總結(jié)經(jīng)驗(yàn)和改進(jìn)；C可以討論問(wèn)題戒劫，有異常及時(shí)糾正；D與溝通無(wú)關(guān)茵典。
84、[單選]一位相關(guān)方不同意月度狀態(tài)報(bào)告扶平，并要求項(xiàng)目經(jīng)理每周親自告知他們項(xiàng)目的狀態(tài)，項(xiàng)目經(jīng)理首先應(yīng)該怎么做呼巷？
A stakeholder disagrees with the monthly status report and asks the project manager to personally inform them of the project’s status on a weekly basis. What should the project manager do first?
?A：修改狀態(tài)報(bào)告的形式和頻率破镰，以滿足該相關(guān)方的需求
Modify the form and frequency of the status reports to accommodate the stakeholder needs
?B：尋求與該相關(guān)方達(dá)成協(xié)議以管理他們的期望
Seek agreement with the stakeholder to manage their expectations
?C：審查相關(guān)方參與計(jì)劃鲜漩，以重新審視該相關(guān)方的需求
Review the stakeholder engagement plan to revisit the stakeholder needs
?D：與該相關(guān)方會(huì)面以說(shuō)明狀態(tài)報(bào)告的詳細(xì)信息
Meet with the stakeholder to explain the details of the status reports
正確答案：C?你的答案：C
解析：溝通問(wèn)題踩娘，對(duì)該相關(guān)方的溝通需求了解不到位，要根據(jù)C來(lái)更新溝通管理計(jì)劃。
85藐唠、[單選]項(xiàng)目團(tuán)隊(duì)分布在不同的地理位置，項(xiàng)目經(jīng)理安排召開一次虛擬發(fā)布規(guī)劃會(huì)議妈嘹，當(dāng)來(lái)自某個(gè)特定地區(qū)的所有團(tuán)隊(duì)成員全部缺席電話會(huì)議時(shí)，項(xiàng)目經(jīng)理感到非常驚訝，若要避免這個(gè)問(wèn)題尔苦，項(xiàng)目經(jīng)理應(yīng)該事先做什么魂那？
A Project manager of a geographically distributed team schedules a virtual release planning meeting. The project manager is surprised when all team members from a specific region are absent from the call. What should the project manager have done to avoid this?
?A：提前更早安排會(huì)議
Scheduled the meetings farther in advance
?B：強(qiáng)制要求參加會(huì)議
Required Mandatory participation in the meeting
?C：在安排會(huì)議之前確認(rèn)團(tuán)隊(duì)成員是否有空參加
Checked the availability of team members before scheduling the meeting
?D：用本地團(tuán)隊(duì)成員替換全球資源
Replace global resources with local team members
正確答案：C?你的答案：C
解析：某一特定地區(qū)的團(tuán)隊(duì)成員全部缺席會(huì)議，應(yīng)該是會(huì)議時(shí)間安排不當(dāng)，不是相關(guān)方問(wèn)題蔗候，也不是規(guī)則問(wèn)題，排除BD；是溝通問(wèn)題庆寺，C最好懦尝。
86、[單選]為了幫忙做出關(guān)鍵決策壤圃，客戶希望更頻繁地收到技術(shù)項(xiàng)目更新陵霉，項(xiàng)目經(jīng)理應(yīng)該怎么做？
To assist with critical decisions making, the customer would like to receive more frequent technical project updates. What should the project manager do?
?A：邀請(qǐng)所有技術(shù)負(fù)責(zé)人和客戶參加項(xiàng)目更新會(huì)議
Invite all technical leaders and customers to participate in project update meetings
?B：將該請(qǐng)求上報(bào)給項(xiàng)目發(fā)起人
Escalate the request to the project sponsor
?C：遵循溝通管理計(jì)劃
Follow the communications management plan
?D：要求每位技術(shù)負(fù)責(zé)人向客戶發(fā)送報(bào)告
Ask each technical leader to send the reports to the customer
正確答案：C?你的答案：C
解析：客戶希望提高匯報(bào)頻率伍绳，這是標(biāo)準(zhǔn)的溝通問(wèn)題，找溝通管理計(jì)劃冲杀⌒Т玻客戶的要求是否合理，或者說(shuō)是否應(yīng)該執(zhí)行权谁，應(yīng)遵循溝通管理計(jì)劃剩檀。
87、[單選]一些內(nèi)部相關(guān)方向項(xiàng)目經(jīng)理抱怨因?yàn)樗麄儧](méi)有收到所需的項(xiàng)目更新旺芽，所以他們無(wú)法正確執(zhí)行任務(wù)沪猴，項(xiàng)目經(jīng)理首先應(yīng)該怎么做辐啄？
Some internal stakeholders complain to the project manager that they are unable to properly perform their tasks as they are not receiving required project update. What should the project manager do first?
?A：要求相關(guān)方確定獨(dú)立獲取項(xiàng)目更新的方式
Ask the stakeholders to identify ways to obtain project updates independently
?B：改變相關(guān)方溝通的模式
Change the mode of stakeholder communication
?C：增加項(xiàng)目更新的頻率
Increase the frequency of project updates
?D：審查溝通管理計(jì)劃，確保包含所有相關(guān)方
Review the communication management plan to ensure that all stakeholders are included
正確答案：D?你的答案：D
解析：沒(méi)有收到所需的項(xiàng)目更新屬于溝通問(wèn)題运嗜，先審查溝通管理計(jì)劃壶辜。
88、[單選]—位新項(xiàng)目發(fā)起人習(xí)慣性地錯(cuò)過(guò)每周一次的狀態(tài)會(huì)議担租，并經(jīng)常找職能經(jīng)理討論項(xiàng)目的狀態(tài)砸民，定期向其發(fā)送會(huì)議紀(jì)要，但似乎一直未讀奋救，項(xiàng)目經(jīng)理下一步應(yīng)該怎么做阱洪？
A new project sponsor habitually misses weekly status meeting and frequently visits functional manager to discuss the project’s, status,meeting minutes are regularly sent, but appear to remain unrea What should the project manager do next?
?A：指示職能經(jīng)理拒絕討論項(xiàng)目狀態(tài)
Instruct the functional managers to refrain from discussing project status
?B：將溝通管理計(jì)劃發(fā)送給該發(fā)起人
Send the communication management plan to the sponsor
?C：將每周會(huì)議紀(jì)要重新發(fā)送給該發(fā)起人
Resend the weekly meeting minutes to the sponsor
?D：與該發(fā)起人組織一對(duì)一會(huì)議
Organize a one-on-one meetings with the sponsor
正確答案：D?你的答案：D
解析：溝通問(wèn)題，新的發(fā)起人不接受當(dāng)前溝通方式菠镇，應(yīng)調(diào)整。A很負(fù)面承璃；B：溝通管理計(jì)劃是項(xiàng)目團(tuán)隊(duì)內(nèi)部的溝通指南利耍，描述將如何規(guī)劃，結(jié)構(gòu)化盔粹、執(zhí)行與監(jiān)督項(xiàng)目溝通隘梨；C. 重復(fù)無(wú)效工作。
89舷嗡、[單選]一個(gè)具有多元文化的項(xiàng)目團(tuán)隊(duì)分布在不同的地理位置轴猎，這會(huì)帶來(lái)挑戰(zhàn)，因?yàn)槊芮袦贤▽?duì)團(tuán)隊(duì)的成功績(jī)效非常關(guān)鍵进萄，若要最大限度地減少團(tuán)隊(duì)的錯(cuò)誤溝通捻脖，項(xiàng)目經(jīng)理應(yīng)該怎么做？
A multicultural project team is geographical distributed, This causes challenges, since close communication is key to the team中鼠、successful performance, what should the project manager do to minimize team miscommunication ?
?A：安排每日虛擬會(huì)議
Schedule daily virtual conferences
?B：制定并審查項(xiàng)目?jī)x表板
Establish and review the project dashboards
?C：發(fā)送每日項(xiàng)目狀態(tài)報(bào)告
Send daily project status report
?D：每天通過(guò)電子郵件與團(tuán)隊(duì)核對(duì)
Check in with the team daily via email
正確答案：A?你的答案：A
解析：如何解決虛擬團(tuán)隊(duì)的溝通問(wèn)題可婶，A是面對(duì)面的溝通，也符合團(tuán)隊(duì)分散的特點(diǎn)援雇。每日會(huì)議矛渴，及時(shí)反映溝通，討論問(wèn)題惫搏。
90具温、[單選]項(xiàng)目經(jīng)理正在領(lǐng)導(dǎo)一個(gè)復(fù)雜的跨文化項(xiàng)目，該項(xiàng)目有600多名團(tuán)隊(duì)成員筐赔，分布在不同的國(guó)家铣猩，來(lái)自其中一個(gè)國(guó)家的一些成員無(wú)法理解每日站會(huì)電話會(huì)議期間發(fā)生的情況，項(xiàng)目經(jīng)理應(yīng)該怎么做川陆？
A project manager is leading a complex cross-cultural project with over 600 team members located in different countries. A few members from one of the countries are unable to understand what is going on during the daily stand up calls. What should the project manager do?
?A：更新溝通管理計(jì)劃
Update the communication management plan
?B：修訂相關(guān)方參與計(jì)劃
Revise the stakeholders engagement plan
?C：關(guān)注團(tuán)隊(duì)建設(shè)的震蕩階段
Focus on the storming stage of team building
?D：重視團(tuán)隊(duì)建設(shè)的成熟階段
Emphasize the performing stage of team building
正確答案：A?你的答案：A
解析：典型溝通問(wèn)題剂习，“無(wú)法理解”是客觀技術(shù)問(wèn)題蛮位，而不是主觀意愿問(wèn)題，因此是溝通問(wèn)題鳞绕。
91失仁、[單選]一位項(xiàng)目經(jīng)理正在領(lǐng)導(dǎo)一位位于三個(gè)不同國(guó)家的多元文化項(xiàng)目團(tuán)隊(duì)。最近们何，任務(wù)延后變得很常見萄焦，團(tuán)隊(duì)成員經(jīng)常發(fā)生爭(zhēng)論而不合作。 若要減少潛在的沖突冤竹，并改善團(tuán)隊(duì)溝通和交付拂封，項(xiàng)目經(jīng)理應(yīng)該怎么做？
A project manager is leading a multi-culture project team based in different countries. Recently, task slippage has become common, and team members often argue rather than collaborate. What should the project manager do to reduce the urperlyin conflicts, and improve team communication and delivery?
?A：使用批準(zhǔn)的虛擬工具安排每周一次的重新調(diào)整會(huì)議鹦蠕，以確保團(tuán)隊(duì)充分參與
Set up a weekly realignment meeting with an approved virtual tool to ensure full team participation.
?B：與每個(gè)團(tuán)隊(duì)安排一次電話會(huì)議冒签，并進(jìn)行團(tuán)隊(duì)建設(shè)練習(xí)
Schedule a conference call with each team, and conduct a team-building exercise.
?C：為團(tuán)隊(duì)成員發(fā)送一封電子郵件，鼓勵(lì)他們一起工作
Email team members encouraging them to work together.
?D：將該問(wèn)題升級(jí)上報(bào)給高級(jí)管理層
Escalate the issue to senior management.
正確答案：A?你的答案：B
解析：參考答案：A 解析：9.4.2.2 虛擬團(tuán)隊(duì) 虛擬團(tuán)隊(duì)的使用能帶來(lái)很多好處钟病，例如萧恕，使用更多技術(shù)熟練的資源、降低成本肠阱、減少出差及搬遷費(fèi)用票唆，以及拉近團(tuán)隊(duì)成員與供應(yīng)商、客戶或其他重要相關(guān)方的距離屹徘。虛擬團(tuán)隊(duì)可以利用技術(shù)來(lái)營(yíng)造在線團(tuán)隊(duì)環(huán)境走趋，以供團(tuán)隊(duì)存儲(chǔ)文件、使用在線對(duì)話來(lái)討論問(wèn)題噪伊，以及保存團(tuán)隊(duì)日歷簿煌。BC都是分別進(jìn)行不解決問(wèn)題，D還沒(méi)有必要鉴吹。
92啦吧、[單選]一個(gè)項(xiàng)目落后于進(jìn)度，并超出預(yù)算拙寡。由于相關(guān)方壓力增大授滓，項(xiàng)目團(tuán)隊(duì)是在高壓下工作，這導(dǎo)致了質(zhì)量與生產(chǎn)經(jīng)理之間的沖突肆糕，每一方都為項(xiàng)目延誤和成本超支而指責(zé)對(duì)方般堆。 項(xiàng)目經(jīng)理應(yīng)該怎么做？
A project is behind schedule and over budget. As a result of increased stakeholder pressure, the project team has been placed under serious duress. This causes a conflict between the quality and production managers, with each blaming the other for the delays and cost overruns. What should the project manager do?
?A：與兩位經(jīng)理會(huì)面诚啃，并要求他們立即結(jié)束沖突淮摔，以避免對(duì)項(xiàng)目造成負(fù)面影響
Meet with both managers, and ask them to immediately and end the conflict to avoid negatively impacting the project.
?B：與相關(guān)方討論該情況，并遵照他們的建議處理沖突
Discuss the situation with the stakeholders, and follow their suggestions for dealing with the conflict.
?C：與兩位經(jīng)理的主管會(huì)面始赎，討論可能的行動(dòng)
Meet with the managers' supervisors to discuss possible actions.
?D：查閱團(tuán)隊(duì)章程以了解如何處理這個(gè)沖突的指導(dǎo)方針
Refer to the team charter for guidelines on how to deal with this conflict.
正確答案：C?你的答案：A
解析：參考答案：C 解析：9.5.2.1 人際關(guān)系與團(tuán)隊(duì)技能 成功的沖突管理可提高生產(chǎn)力和橙，改進(jìn)工作關(guān)系仔燕。同時(shí)，如果管理得當(dāng)魔招，意見分歧有利于提高創(chuàng)造力和改進(jìn)決策晰搀。假如意見分歧成為負(fù)面因素，應(yīng)該首先由項(xiàng)目團(tuán)隊(duì)成員負(fù)責(zé)解決办斑；如果沖突升級(jí)外恕，項(xiàng)目經(jīng)理應(yīng)提供協(xié)助，促成滿意的解決方案乡翅，采用直接和合作的方式鳞疲，盡早并且通常在私下處理沖突。A雖然是面對(duì)蠕蚜，但屬于強(qiáng)迫措施尚洽，題目中沒(méi)有看到緊迫性，另外強(qiáng)迫是迫不得已的選擇靶累。C相對(duì)更好翎朱。
93、[單選]項(xiàng)目經(jīng)理識(shí)別到一項(xiàng)需要特殊知識(shí)的任務(wù)尺铣，但團(tuán)隊(duì)成員都沒(méi)有這方面的知識(shí)，項(xiàng)目經(jīng)理認(rèn)為即將開展的項(xiàng)目也會(huì)出現(xiàn)類似的情況争舞。 項(xiàng)目經(jīng)理下一步應(yīng)該怎么做凛忿？
The project manager identifies a task that will require special knowledge but none of the team members have this knowledge. The project manager believes a similar situation will occur in an upcoming project. What should the project manager do next?
?A：為團(tuán)隊(duì)準(zhǔn)備一個(gè)培訓(xùn)課程，并考慮到成本和時(shí)間
Prepare a training session for the team, taking into consideration cost and time.
?B：請(qǐng)客戶修改需要這些特殊知識(shí)的可交付成果
Ask the client to modify deliverables that require this special knowledge.
?C：將團(tuán)隊(duì)成員更換為更有經(jīng)驗(yàn)的人員
Replace members of the learn with more experienced individuals.
?D：提交變更請(qǐng)求竞川，以修改項(xiàng)目范圍
Submit a change request to modify the project scope.
正確答案：A?你的答案：A
解析：參考答案：A店溢。 解析：PMBOK（6），P336委乌。團(tuán)隊(duì)沒(méi)有特殊知識(shí)或技能處理項(xiàng)目任務(wù)時(shí)床牧，應(yīng)積極處理，采用培訓(xùn)的方式提升團(tuán)隊(duì)的能力遭贸。BCD均不恰當(dāng)戈咳，A更合適。
94壕吹、[單選]一項(xiàng)批準(zhǔn)的項(xiàng)目變更將需要一名IT部門的專用資源著蛙。該資源的經(jīng)理沒(méi)有空提供批準(zhǔn),但馬上需要該資源以確保項(xiàng)目保持進(jìn)度。 項(xiàng)目經(jīng)理應(yīng)該怎么做耳贬？
An approved project change will require dedicated resources from an IT department. The resource’s manager is unavailable to provide approval, but the resource is needed immediately to ensure that the project stays on schedule. What should the project manager do?
?A：將新工作分配給現(xiàn)有團(tuán)隊(duì)成員
Assign the new work to existing team members.
?B：尋求項(xiàng)目發(fā)起人的指導(dǎo)
Seek guidance from the project sponsor.
?C：告訴該資源開始工作踏堡，并在經(jīng)理有空時(shí)獲得批準(zhǔn)
Tell the resource to start working and get approval when the manager is available.
?D：查閱變更管理計(jì)劃
Refer to the change management plan.
正確答案：B?你的答案：D
解析：參考答案：B 解析：pmbok6的318頁(yè)9.1.3.1資源管理計(jì)劃-獲取資源；項(xiàng)目經(jīng)理目為獲取資源咒劲，首先應(yīng)用到溝通顷蟆，如果承諾的資源無(wú)法滿足诫隅，且超出項(xiàng)目經(jīng)理能力范圍的，應(yīng)選擇上報(bào)帐偎。
95逐纬、[單選]在批準(zhǔn)一位團(tuán)隊(duì)成員的緊急請(qǐng)假請(qǐng)求之前，項(xiàng)目經(jīng)理需要確保計(jì)劃的項(xiàng)目活動(dòng)不會(huì)被延遲肮街。項(xiàng)目經(jīng)理首先應(yīng)該審查哪份文件风题？
Before approving a team member's request for an urgent leave, a project manager needs to ensure that scheduled activities will not be delaye What should the project manager first review?
?A：責(zé)任分配矩陣(RAM)
Responsibility assignment matrix(RAM)
?B：資源日歷
Resource calendars
?C：資源分解結(jié)構(gòu)(RBS)
Resource breakdown structure(RBS)
?D：項(xiàng)目進(jìn)度計(jì)劃
Project schedule plan
正確答案：D?你的答案：D
解析：參考答案：D。解析：PMBOK（6）P352嫉父。資源日歷影響項(xiàng)目日歷沛硅，現(xiàn)在資源日歷將發(fā)生改變，要對(duì)照項(xiàng)目日歷（項(xiàng)目計(jì)劃開展活動(dòng)的時(shí)間绕辖，即項(xiàng)目進(jìn)度計(jì)劃）分析對(duì)進(jìn)度的影響摇肌。
96、[單選]項(xiàng)目經(jīng)理聘請(qǐng)一位資源開發(fā)一個(gè)網(wǎng)站仪际。該資源在沒(méi)有完成工作的情況下突然離職围小，項(xiàng)目經(jīng)理必須聘請(qǐng)另一位資源來(lái)完成這項(xiàng)工作，新聘請(qǐng)的資源更改網(wǎng)絡(luò)設(shè)計(jì)树碱，覆蓋了原有設(shè)計(jì)肯适。應(yīng)如何描述與第一位資源工作相關(guān)的成本？
A project manager hires resource to develop website.The resource abruptly quits without completing the work,and the project manager must hire another resource to complete the jo The newly hired resource changes the website’s design,which overrides the original design. How should the cost associated with the first resourced work be described?
?A：間接成本
Indirect cost
?B：直接成本
Direct cost
?C：沉沒(méi)成本
Sunk cost
?D：可變成本
Variable cost
正確答案：C?你的答案：C
解析：參考答案：C 解析：pmbok6的357頁(yè)9.6.3.1控制資源輸出-工作績(jī)效信息：另一位資源更改了網(wǎng)絡(luò)設(shè)計(jì)成榜，且覆蓋了原有設(shè)計(jì)框舔，第一位資源的工作在目前節(jié)點(diǎn)成為無(wú)效工作，所花費(fèi)的成本不再計(jì)算赎婚。
97刘绣、[單選]項(xiàng)目經(jīng)理A認(rèn)識(shí)到需要額外資源來(lái)按時(shí)完成項(xiàng)目，并請(qǐng)求項(xiàng)目經(jīng)理B提供資源方面的協(xié)助挣输。 如果項(xiàng)目經(jīng)理B同意纬凤，應(yīng)審查哪一份文件？
Project manager A realizes that additional resources are required to complete their project on time and asks project manager B for assistance with resources.If project manager B agrees, what document should be reviewed?
?A：項(xiàng)目人員配備
Project staff assignment
?B：資源日歷
Resource calendar
?C：項(xiàng)目組織圖
Project organization chart
?D：團(tuán)隊(duì)績(jī)效評(píng)估
Team performance assessments
正確答案：B?你的答案：B
解析：參考答案：B撩嚼。 解析：PMBOK（6）P322-9.2.1.2資源日歷顯示每種資源的可用工作日和工作班次停士。
98、[單選]重新分配人員將導(dǎo)致項(xiàng)目延期完丽。項(xiàng)目經(jīng)理應(yīng)該怎么做向瓷？
The reassignment of personnel will cause a project delay. What should the project manager do?
?A：查閱人員配備管理計(jì)劃
Consult the staffing management plan.
?B：提出變更請(qǐng)求
Initiate a change request.
?C：招募新資源
Acquire a new resource.
?D：修訂項(xiàng)目進(jìn)度計(jì)劃
Revise the project schedule.
正確答案：A?你的答案：B
解析：參考答案：A。 解析：pmbok6的358頁(yè)9.6.3.3項(xiàng)目管理計(jì)劃更新-資源管理計(jì)劃：重新分配人員可能導(dǎo)致進(jìn)度延期舰涌，可以通過(guò)談判猖任、招募等獲得資源，應(yīng)該參考人員配備管理計(jì)劃瓷耙。人員配備管理計(jì)劃：說(shuō)明將在何時(shí)朱躺、以何種方式獲得項(xiàng)目團(tuán)隊(duì)成員刁赖，以及他們需要在項(xiàng)目中工作多久。它描述了如何滿足項(xiàng)目對(duì)人力資源的需求长搀。
99宇弛、[單選]項(xiàng)目經(jīng)理需要從不同職能經(jīng)理招募團(tuán)隊(duì)成員，項(xiàng)目經(jīng)理應(yīng)使用什么源请？
A project manager needs to acquire team members from various functional managers. What should the project manager use?
?A：資源日歷
Resource calendars
?B：協(xié)商
Negotiation
?C：募集
Acquisition
?D：技能圖
Skill mapping
正確答案：A?你的答案：B
解析：參考答案：A枪芒。解析：PMBOK（6）P322，從其他項(xiàng)目獲取資源應(yīng)估算活動(dòng)資源的可用時(shí)間谁尸，用到的工具是資源日歷舅踪。故選A。此題A和B容易混淆良蛮，A在B前面抽碌，按照選前不選后原則，這題選A决瞳，先根據(jù)資源日歷選擇好需要的資源货徙，然后和職能經(jīng)理協(xié)商。
100皮胡、[單選]兩名團(tuán)隊(duì)成員拒絕一起參加同一個(gè)項(xiàng)目痴颊，兩名團(tuán)隊(duì)成員的參與對(duì)實(shí)現(xiàn)項(xiàng)目目標(biāo)是必要的。若要確保兩名團(tuán)隊(duì)成員一起合作獲得項(xiàng)目章程的簽署屡贺，項(xiàng)目經(jīng)理應(yīng)該怎么做?
Two team members refuse to participate in the same project together.Parlicipalion of both team members is necessary to achieve project goals.What should the project manager do to ensure that both team members work together to obtain project charter sign-off.
?A：鼓勵(lì)兩位成員發(fā)揮團(tuán)隊(duì)精神蠢棱，并在需要時(shí)獲得職能經(jīng)理的支持
Encourage team spirit between both members，and obtain support form their functional managers if neede
?B：讓兩位成員參閱團(tuán)隊(duì)章程烹笔，并在需要時(shí)獲得職能經(jīng)理的支持
Refer both team members to the team charter,and obtain support from their functional managers if neede
?C：鼓勵(lì)兩位團(tuán)隊(duì)成員從其職能經(jīng)理那里獲得支持
Encourage both team members to obtain support from their functional managers.
?D：鼓勵(lì)團(tuán)隊(duì)成員自行解決沖突
Encourage the team members to resolve their conflict.
正確答案：B?你的答案：A
解析：參考答案：B。解析：PMBOK（6）P348抛丽，團(tuán)隊(duì)中兩人有矛盾谤职，應(yīng)使用沖突管理技術(shù)。把私人恩怨帶入了項(xiàng)目亿鲜，是一個(gè)違反底線問(wèn)題允蜈，可以用規(guī)則來(lái)強(qiáng)制。必要時(shí)通過(guò)他們的職能經(jīng)理來(lái)管束蒿柳。
