101金麸、?[單選]?在與客戶進(jìn)行設(shè)計(jì)討論期間，一個(gè)所謂的功能被認(rèn)定為過時(shí)览妖，客戶的項(xiàng)目經(jīng)理同意可以將該功能從范圍中刪除轧拄。項(xiàng)目經(jīng)理下一步應(yīng)該怎么做？

During the design discussions with the customer, a so-called function was identified as outdated, and the customer's project manager agreed to remove the function from the scope. What should the project manager do next?

A：在項(xiàng)目范圍中刪除這一項(xiàng)

Delete this item from the project scope

B：遵循正式的變更管理過程

Follow the formal change management process

C：與項(xiàng)目發(fā)起人一起審查變更

Review the change with the project sponsor

D：修改關(guān)鍵路徑

Modify the critical path

正確答案：B?你的答案：B

解析：PMBOK（6）P113-4.6實(shí)施整體變更控制讽膏。審查所有變更請(qǐng)求檩电、批準(zhǔn)變更，管理對(duì)可交付成果府树、項(xiàng)目文件和項(xiàng)目管理計(jì)劃的變更俐末，并對(duì)變更處理結(jié)果進(jìn)行溝通。

102奄侠、?[單選]?一個(gè)項(xiàng)目延遲交付卓箫，且需要進(jìn)行變更才能獲得理想的可交付成果質(zhì)量級(jí)別，項(xiàng)目經(jīng)理提出一個(gè)正式的變更請(qǐng)求垄潮，并與所有相關(guān)方溝通變更烹卒，然后項(xiàng)目經(jīng)理得知這種溝通方式未能滿足相關(guān)方期望，項(xiàng)目經(jīng)理應(yīng)該怎么做弯洗？

A project has been delayed in delivery and needs to be changed to achieve the desired quality level of deliverables. The project manager made a formal change request and communicated the changes with all stakeholders. Then the project manager learned that this communication method failed to meet stakeholders' expectations. What should the project manager do?

A：審查溝通管理計(jì)劃和相關(guān)方參與計(jì)劃

Review communication management plan and stakeholder management plan

B：簽發(fā)變更要求旅急，在項(xiàng)目管理計(jì)劃中包含相關(guān)方的期望

Issue a change request and include stakeholders' expectations in the project management plan

C：與項(xiàng)目發(fā)起人開會(huì)，以更好地了解相關(guān)方的期望

Meet with project sponsor to better understand stakeholders' expectations

D：遵循溝通管理計(jì)劃涂召，并簽發(fā)一份狀態(tài)報(bào)告

Follow the communication management plan and issue a status report

正確答案：A?你的答案：A

解析：考點(diǎn)：10.3 監(jiān)督溝通坠非。首先得明確，本題考的是溝通效果不好怎么做果正，前面項(xiàng)目狀態(tài)和變更部分的描述都是背景材料炎码，也是干擾項(xiàng)盟迟，首先排除。然后潦闲，題眼是溝通方式未能滿足相關(guān)方期望攒菠，這里的溝通方式默認(rèn)是按照溝通管理計(jì)劃中制定的方式實(shí)施。在監(jiān)督溝通的過程中歉闰，發(fā)現(xiàn)溝通失效或效果不好辖众，首先應(yīng)審核溝通管理計(jì)劃和相關(guān)方參與計(jì)劃，然后確定是否需要更新這些計(jì)劃和敬，選A凹炸。

103、?[單選]?項(xiàng)目經(jīng)理管理的一個(gè)項(xiàng)目不斷面臨挑戰(zhàn)昼弟，發(fā)起人經(jīng)常無法做出決定啤它，團(tuán)隊(duì)成員不斷從項(xiàng)目離職，得不到來自高級(jí)管理層實(shí)際的支持舱痘。項(xiàng)目經(jīng)理應(yīng)該怎么做变骡？

A project managed by the project manager is constantly facing challenges. Its sponsor was often unable to make decisions. Team members continued to leave the project. The project manager could not receive actual support from senior management. What should the project manager do?

A：與團(tuán)隊(duì)開會(huì)識(shí)別造成這種現(xiàn)狀的原因，并上報(bào)管理層

Hold a meeting with the team to identify the causes of this situation and report it to the management

B：與關(guān)鍵相關(guān)方開會(huì)決定是否要終止項(xiàng)目

Hold a meeting with key stakeholders to decide whether to terminate the project

C：?jiǎn)⒂眯沦Y源替換離職人員以確保實(shí)現(xiàn)項(xiàng)目范圍

Enable new resources to replace departing personnel to ensure project scope

D：減少范圍確保剩余人員可以完成項(xiàng)目范圍

Reduce the scope to ensure that the remaining personnel can complete the project scope

正確答案：A?你的答案：A

解析：考點(diǎn)：4.5 監(jiān)控項(xiàng)目工作芭逝。通過題干描述得知項(xiàng)目狀態(tài)不好塌碌，PM應(yīng)怎么做？首先應(yīng)該分析原因旬盯，然后才是決定是否要提出變更台妆，通過變更控制流程后執(zhí)行變更。A 與團(tuán)隊(duì)成員開會(huì)分析原因然后上報(bào)瓢捉，符合題意频丘。選項(xiàng)B、C泡态、D都是分析原因后搂漠，可能采取的后續(xù)動(dòng)作。此題選近不選遠(yuǎn)某弦，A正確桐汤。

104、?[單選]?項(xiàng)目經(jīng)理完成了一個(gè)重要的IT部署項(xiàng)目靶壮，項(xiàng)目經(jīng)理和發(fā)布經(jīng)理確認(rèn)怔毛，所有系統(tǒng)都在正常運(yùn)行且質(zhì)量保證團(tuán)隊(duì)已經(jīng)驗(yàn)證這些功能。通知客戶之后腾降，項(xiàng)目經(jīng)理下一步應(yīng)該怎么做拣度？?

The project manager completed an important IT deployment project. The project manager and release manager confirmed that all systems were in normal operation and the QA team has verified these functions. What should the project manager do next after the customer is notified?

A：將經(jīng)驗(yàn)教訓(xùn)更新到組織知識(shí)庫中

Update lessons learned into the organizational knowledge base

B：更新風(fēng)險(xiǎn)登記冊(cè)、項(xiàng)目相關(guān)方和項(xiàng)目團(tuán)隊(duì)成員

Update risk register, project stakeholders and project team members

C：關(guān)閉采購計(jì)劃

Close the procurement plan

D：確認(rèn)并完成發(fā)布文檔

Confirm and complete the publication documents

正確答案：D?你的答案：B

解析：根據(jù)題干，經(jīng)質(zhì)量保證團(tuán)隊(duì)驗(yàn)證抗果，到了質(zhì)量控制過程筋帖，獲得了核實(shí)的可交付成果，接下來應(yīng)該是要確認(rèn)范圍讓客戶驗(yàn)收可交付成果冤馏。A日麸、C都是項(xiàng)目收尾階段的活動(dòng)，B說變更與題干無關(guān)逮光。

105代箭、?[單選]?在項(xiàng)目管理計(jì)劃獲得批準(zhǔn)后，項(xiàng)目經(jīng)理得知該項(xiàng)目的工作環(huán)境存在潛在問題涕刚，項(xiàng)目經(jīng)理應(yīng)該審查哪份文件嗡综？

After the project management plan was approved, the project manager learned that there was a potential problem with the project's work environment. Which document should the project manager review?

A：項(xiàng)目章程

Project charter

B：質(zhì)量管理計(jì)劃

Quality management plan

C：相關(guān)方參與計(jì)劃

Stakeholder management plan

D：組織過程資產(chǎn)

Organizational process assets

正確答案：A?你的答案：D

解析：PMBOK（6）P81-4.1.3.2制定項(xiàng)目章程-假設(shè)日志。通常副女，在項(xiàng)目啟動(dòng)之前編制商業(yè)論證時(shí)蛤高，識(shí)別高層級(jí)的戰(zhàn)略和運(yùn)營假設(shè)條件與制約因素。這些假設(shè)條件與制約因素應(yīng)納入項(xiàng)目章程碑幅。工作環(huán)境存在的潛在問題屬于假設(shè)和制約因素范疇。

106塞绿、?[單選]?新任命的項(xiàng)目經(jīng)理獲悉沟涨，相關(guān)方對(duì)已識(shí)別的項(xiàng)目問題和風(fēng)險(xiǎn)非常擔(dān)心，他們對(duì)超過一個(gè)月時(shí)間里沒有任何溝通表示不滿异吻。新項(xiàng)目經(jīng)理應(yīng)該怎么做裹赴？

The newly appointed project manager was informed that the stakeholders were very worried about the identified project issues and risks. They were dissatisfied with no communication for more than a month. What should the new project manager do?

A：實(shí)施現(xiàn)有溝通管理計(jì)劃和相關(guān)方參與計(jì)劃

Implement the existing communication management plan and stakeholder management plan

B：更新現(xiàn)有溝通管理計(jì)劃和相關(guān)方參與計(jì)劃，并立即向相關(guān)方提供有關(guān)問題和風(fēng)險(xiǎn)

Update the existing communication management plan and stakeholder management plan and immediately provide stakeholders with relevant issues and risks

C：與相關(guān)方開會(huì)以確定溝通所需的頻率诀浪，然后立即向他們提供有關(guān)這些問題和風(fēng)險(xiǎn)

Meet with stakeholders to determine the frequency of communication needed, and then immediately provide them with these issues and risks

D：與關(guān)鍵相關(guān)方開會(huì)棋返，然后更新溝通管理計(jì)劃和相關(guān)方參與計(jì)劃

Meet with key stakeholders and then update the communication management plan and stakeholder management plan

正確答案：D?你的答案：A

解析：考點(diǎn)：10.3 監(jiān)督溝通。本題考的仍舊是溝通不好怎么辦的問題雷猪。按照流程睛竣，先分析原因，然后通過整體變更控制程序求摇，最后實(shí)施變更射沟。D選項(xiàng)先與關(guān)鍵相關(guān)方開會(huì)尋找原因，然后變更計(jì)劃与境，正確验夯。A選項(xiàng)直接實(shí)施現(xiàn)有效果不好的計(jì)劃，錯(cuò)誤摔刁。B選項(xiàng)立即更新計(jì)劃挥转，錯(cuò)誤。C選項(xiàng)未涉及溝通計(jì)劃，錯(cuò)誤绑谣。

107党窜、?[單選]?為一個(gè)關(guān)鍵任務(wù)系統(tǒng)開發(fā)新接口將影響500名客戶，項(xiàng)目經(jīng)理希望確認(rèn)相關(guān)方對(duì)于進(jìn)度的承諾域仇，并傳遞關(guān)鍵里程碑的信息項(xiàng)目經(jīng)理能夠如何完成這項(xiàng)工作刑然？

Develop a new interface for a mission-critical system that will affect 500 customers. The project manager wants to confirm stakeholders' commitment to progress and pass on key milestones. How can the project manager complete this work?

A：召開項(xiàng)目啟動(dòng)大會(huì)

Hold a project kick-off meeting

B：開展一次團(tuán)隊(duì)建設(shè)活動(dòng)

Conduct a team building activity

C：實(shí)施認(rèn)可和獎(jiǎng)勵(lì)項(xiàng)目

Implement recognition and incentive program

D：回顧項(xiàng)目章程

Review the project charter

正確答案：A?你的答案：A

解析：PMBOK（6）P86-4.2.2.4制定項(xiàng)目管理計(jì)劃-會(huì)議。項(xiàng)目開工會(huì)議通常意味著規(guī)劃階段結(jié)束和執(zhí)行階段開始暇务，旨在傳達(dá)項(xiàng)目目標(biāo)泼掠、獲得團(tuán)隊(duì)對(duì)項(xiàng)目的承諾，闡明每個(gè)相關(guān)方的角色和職責(zé)垦细。對(duì)于多階段項(xiàng)目择镇，通常在每個(gè)階段開始時(shí)都要舉行一次開工會(huì)議。

108括改、?[單選]?項(xiàng)目經(jīng)理完成項(xiàng)目計(jì)劃并提交所有文件以供審批腻豌，沒有分配延遲審批的時(shí)間，導(dǎo)致可能會(huì)影響進(jìn)度嘱能。若要解決這個(gè)潛在風(fēng)險(xiǎn)吝梅，項(xiàng)目經(jīng)理應(yīng)該事先做什么？

The project manager completes the project plan and submits all the documents for approval. There is no time allocated for approval delay, which may affect the progress. ?What should the project manager do in advance to resolve this potential risk?

A：選擇一名風(fēng)險(xiǎn)責(zé)任人并將該責(zé)任人確定的行動(dòng)納入計(jì)劃文件中

Select a risk owner and include the actions defined by the risk owner in the plan documents

B：與項(xiàng)目相關(guān)方分享這個(gè)潛在風(fēng)險(xiǎn)信息惹骂，以加快審批

Share this potential risk information with project stakeholders to expedite approval

C：計(jì)劃具體的行動(dòng)苏携，包括主要和備用策略，并選擇一名風(fēng)險(xiǎn)責(zé)任人

Plan specific actions, including major and alternate strategies, and select a risk owner

D：提前啟動(dòng)項(xiàng)目对粪，以避免影響進(jìn)度

Start the project ahead of schedule to avoid affecting the progress

正確答案：C?你的答案：B

解析：PMBOK（6）P437-11.5規(guī)劃風(fēng)險(xiǎn)應(yīng)對(duì)右冻。處理整體風(fēng)險(xiǎn)敞口险绘，應(yīng)對(duì)單個(gè)風(fēng)險(xiǎn)污抬，制定可選方案载佳、選擇應(yīng)對(duì)策略并商定應(yīng)對(duì)行動(dòng)箩言。

109逻杖、?[單選]?供應(yīng)商建議項(xiàng)目經(jīng)理蓝纲，為滿足要求的規(guī)格绘搞，需要更換特定材料够委，為確保成本符合特定要求峦萎，項(xiàng)目經(jīng)理應(yīng)該審查下列哪一項(xiàng)屡久？

Suppliers advised the project manager to replace specific materials to meet the required specifications and ensure that costs meet certain requirements. ?Which of the following should be reviewed by the project manager?

A：成本預(yù)測(cè)

Cost forecast

B：掙值分析

Earned value analysis

C：管理儲(chǔ)備

Management reserve

D：應(yīng)急儲(chǔ)備

Emergency reserve

正確答案：B?你的答案：D

解析：考點(diǎn)：7.4 控制成本。確保成本符合特定要求爱榔，需要確認(rèn)成本績(jī)效與績(jī)效測(cè)量基準(zhǔn)是否一致被环。最好的工具就是掙值分析，通過掙值分析來持續(xù)監(jiān)控偏差详幽，選B筛欢。選項(xiàng)A浸锨、C、D三個(gè)都屬于輸出的結(jié)果版姑，不是工具柱搜。

110、?[單選]?項(xiàng)目經(jīng)理正在制定最終的項(xiàng)目計(jì)劃剥险，在對(duì)以往項(xiàng)目進(jìn)行歷史數(shù)據(jù)回顧的過程發(fā)現(xiàn)相關(guān)方對(duì)于大部分的項(xiàng)目最終報(bào)告是不滿意的聪蘸，項(xiàng)目經(jīng)理應(yīng)該如何防止這種情況再次發(fā)生？

The project manager is developing the final project plan. During the process of reviewing the historical data of previous projects, he or she found that the stakeholders were not satisfied with most of the final reports of the project. How can the project manager prevent this from happening again?

A：制定相關(guān)方參與計(jì)劃

Develop stakeholder management plan

B：與相關(guān)方協(xié)助處理沖突解決

Assist stakeholders in conflict resolution

C：頭腦風(fēng)暴尋找更好的報(bào)告方法

Conduct brainstorming for better reporting methods

D：修改相關(guān)方參與計(jì)劃

Revise stakeholder management plan

正確答案：A?你的答案：C

解析：考點(diǎn)：13.1 規(guī)劃相關(guān)方參與表制。相關(guān)方對(duì)大部分項(xiàng)目最終報(bào)告不滿意健爬，問如何防止再次發(fā)生？看到防止兩個(gè)字么介，應(yīng)該用制定計(jì)劃來確保娜遵，選A。

111壤短、?[單選]?作為其擴(kuò)展計(jì)劃的一部分设拟，一家公司希望首次在國外執(zhí)行一個(gè)復(fù)雜項(xiàng)目，沒有歷史數(shù)據(jù)可用來制定項(xiàng)目章程久脯。項(xiàng)目經(jīng)理應(yīng)該用什么工具或技術(shù)來成功執(zhí)行這項(xiàng)任務(wù)纳胧？

As part of its expansion plan, a company hopes to implement a complex project abroad for the first time. No historical data can be used to develop the project charter. What tool or technology should the project manager use to successfully perform this task?

A：專家判斷

Expert judgment

B：德爾非技術(shù)

Delphi technique

C：頭腦風(fēng)暴

Brainstorming

D：訪談

Interview

正確答案：A?你的答案：B

解析：PMBOK（6）P79-4.1.2.1制定項(xiàng)目章程-專家判斷。

112帘撰、?[單選]?在項(xiàng)目規(guī)劃階段躲雅，質(zhì)量保證經(jīng)理建議實(shí)現(xiàn)三重測(cè)試環(huán)境以確保產(chǎn)品質(zhì)量，項(xiàng)目經(jīng)理確定這會(huì)增加成本骡和，而且開發(fā)和認(rèn)證環(huán)境足以保證質(zhì)量。項(xiàng)目經(jīng)理應(yīng)使用什么來影響質(zhì)量保證經(jīng)理相寇？

In the project planning stage, the quality assurance manager recommends implementing a triple test environment to ensure product quality. The project manager identified that this would increase the costs and the development and certification environment was sufficient to ensure quality. What should the project manager use to influence the quality assurance manager?

A：質(zhì)量成本（COQ）

Cost of Quality (COQ)

B：實(shí)施設(shè)計(jì)（DOE）

Design Of Experiments (DOE)

C：成本效益分析

Cost-benefit analysis

D：質(zhì)量標(biāo)桿對(duì)照

Quality benchmarking

正確答案：C?你的答案：A

解析：PMBOK（6）P282-8.1.2.3規(guī)劃質(zhì)量管理-數(shù)據(jù)分析-成本效益分析慰于，用來估算備選方案優(yōu)勢(shì)和劣勢(shì)的財(cái)務(wù)分析工具，以確定可以創(chuàng)造最佳效益的備選方案唤衫，可以幫助項(xiàng)目經(jīng)理確定規(guī)劃的質(zhì)量活動(dòng)是否具有成本有效性婆赠。達(dá)到質(zhì)量要求的主要效益包括減少返工、提高生產(chǎn)率佳励、降低成本休里、提升相關(guān)方滿意度及提升盈利能力，對(duì)每個(gè)質(zhì)量活動(dòng)進(jìn)行成本效益分析赃承，就是要比較其可能成本與預(yù)期效益妙黍。

113、?[單選]?在項(xiàng)目執(zhí)行過程中瞧剖，職能經(jīng)理識(shí)別到有關(guān)外包團(tuán)隊(duì)的新內(nèi)部風(fēng)險(xiǎn)拭嫁，職能經(jīng)理向項(xiàng)目經(jīng)理尋求一個(gè)不會(huì)對(duì)項(xiàng)目產(chǎn)生負(fù)面影響的快速解決方案可免。項(xiàng)目經(jīng)理應(yīng)該怎么做？

In the execution of the project, the functional manager identified new internal risks related to the outsourcing team, and the functional manager asked the project manager for a quick solution that would not have a negative impact on the project. What should the project manager do?

A：創(chuàng)建風(fēng)險(xiǎn)分解結(jié)構(gòu)（RBS）

Create Risk Breakdown Structure(RBS)

B：按照嚴(yán)重級(jí)別記錄風(fēng)險(xiǎn)

Record risks according to severity level

C：執(zhí)行風(fēng)險(xiǎn)策略

Execute risk strategy

D：使用變更管理計(jì)劃

Use the change management plan

正確答案：B?你的答案：D

解析：考點(diǎn)：11.7 監(jiān)督風(fēng)險(xiǎn)做粤。在項(xiàng)目執(zhí)行過程中浇借，需要不斷的監(jiān)控風(fēng)險(xiǎn)。識(shí)別到新風(fēng)險(xiǎn)后怕品，應(yīng)該先更新風(fēng)險(xiǎn)登記冊(cè)記錄風(fēng)險(xiǎn)妇垢，然后進(jìn)行風(fēng)險(xiǎn)分析和制定應(yīng)對(duì)計(jì)劃，最后等風(fēng)險(xiǎn)發(fā)生了才執(zhí)行應(yīng)對(duì)計(jì)劃肉康，選B闯估。選項(xiàng)A為制定風(fēng)險(xiǎn)管理計(jì)劃的內(nèi)容，與題干無關(guān)迎罗。選項(xiàng)C睬愤、D為后續(xù)可能的動(dòng)作。

114纹安、?[單選]?一位團(tuán)隊(duì)成員通知項(xiàng)目經(jīng)理有一個(gè)問題可能會(huì)破壞項(xiàng)目尤辱，項(xiàng)目經(jīng)理將該問題添加到問題日志，并要求團(tuán)隊(duì)找到解決方案厢岂。項(xiàng)目經(jīng)理下一步應(yīng)該怎么做光督？

A team member informed the project manager that there was a issue that could damage the project. The project manager added the issue to the issue log and asked the team to find a solution. What should the project manager do next?

A：更新風(fēng)險(xiǎn)登記冊(cè)

Update risk register

B：修訂項(xiàng)目管理計(jì)劃

Revise project management plan

C：確定適當(dāng)?shù)娘L(fēng)險(xiǎn)應(yīng)對(duì)

Determine the appropriate risk responses

D：通知相關(guān)方

Notify the stakeholders

正確答案：C?你的答案：A

解析：PMBOK（6）P458-11.7.3.4監(jiān)督風(fēng)險(xiǎn)-風(fēng)險(xiǎn)登記冊(cè)。更新風(fēng)險(xiǎn)登記冊(cè)塔粒，記錄在監(jiān)督風(fēng)險(xiǎn)過程中產(chǎn)生的關(guān)于單個(gè)項(xiàng)目風(fēng)險(xiǎn)的信息结借，可能包括添加新風(fēng)險(xiǎn)、更新已過時(shí)的風(fēng)險(xiǎn)或已發(fā)生風(fēng)險(xiǎn)卒茬，以及更新風(fēng)險(xiǎn)應(yīng)對(duì)措施等船老。題目中顯示這個(gè)問題已經(jīng)識(shí)別出來并添加到了問題日志，那么下一步我們就要確定適當(dāng)?shù)膽?yīng)對(duì)措施圃酵，并把這個(gè)應(yīng)對(duì)措施更新到風(fēng)險(xiǎn)登記冊(cè)里面柳畔，所以這里是先C再是A。

115郭赐、?[單選]?對(duì)于一個(gè)政府項(xiàng)目薪韩，項(xiàng)目成果會(huì)對(duì)一群當(dāng)?shù)叵嚓P(guān)方造成負(fù)面影響。這群相關(guān)方對(duì)于項(xiàng)目有高影響和低利益捌锭。但是他們有權(quán)終止項(xiàng)目俘陷。項(xiàng)目經(jīng)理應(yīng)該使用什么方法？

For a government project, the project results will have a negative impact on a group of local stakeholders. ?These stakeholders have high impact and low benefits for the project. ?However, they have the right to terminate the project. ?What method should the project manager use?

A：推式溝通

Push communication

B：協(xié)作和合作

Collaboration and cooperation

C：參與

Engagement

D：咨詢

Consultation

正確答案：D?你的答案：A

解析：考點(diǎn)：13.1 識(shí)別相關(guān)方观谦。使用權(quán)利利益方格來識(shí)別相關(guān)方拉盾，然后采取不同的策略。本題中應(yīng)對(duì)高權(quán)利低利益的相關(guān)方應(yīng)該令其滿意坎匿，選項(xiàng)D咨詢讓相關(guān)方感覺受到尊重盾剩，符合題意雷激。選項(xiàng)A推式溝通，適用低權(quán)利高利益告私；選項(xiàng)B協(xié)作合作屎暇，適用高權(quán)利高利益。選項(xiàng)C參與驻粟，適用低權(quán)利低利益相關(guān)方根悼。

116、?[單選]?在項(xiàng)目啟動(dòng)大會(huì)后蜀撑，一位部門經(jīng)理認(rèn)為他們的需求沒有得到解決挤巡，現(xiàn)在拒絕參與項(xiàng)目，在這次會(huì)議之前酷麦，項(xiàng)目經(jīng)理應(yīng)該準(zhǔn)備什么矿卑？

After the project initiation conference, a department manager thought that their needs had not been solved. Now they refuse to participate in the project. What should the project manager prepare before this meeting?

A：需求跟蹤矩陣

Requirements traceability matrix

B：相關(guān)方分析

Stakeholder analysis

C：風(fēng)險(xiǎn)分析

Risk analysis

D：溝通需求分析

Communication requirements analysis

正確答案：B?你的答案：A

解析：PMBOK（6）P533-13.4.2.1監(jiān)督相關(guān)方參與-相關(guān)方分析。確定相關(guān)方群體和個(gè)人在項(xiàng)目任何特定時(shí)間的狀態(tài)沃饶。PMBOK（6）P512-13.1.2.3識(shí)別相關(guān)方-相關(guān)方分析母廷。會(huì)產(chǎn)生相關(guān)方清單和關(guān)于相關(guān)方的各種信息，包括在組織內(nèi)的位置糊肤、在項(xiàng)目中的角色琴昆、與項(xiàng)目的利害關(guān)系、期望馆揉、態(tài)度业舍，對(duì)項(xiàng)目信息的興趣等。

此題值得好好復(fù)盤升酣，這是典型的相關(guān)方管理不到位的問題舷暮。

117、?[單選]?一個(gè)構(gòu)建月度報(bào)告的項(xiàng)目涉及兩個(gè)團(tuán)隊(duì)噩茄，團(tuán)隊(duì)X從事后端數(shù)據(jù)庫工作脚牍，團(tuán)隊(duì)Y從事構(gòu)建報(bào)告的用戶界面前端工作，項(xiàng)目經(jīng)理要求兩個(gè)團(tuán)隊(duì)的代表在需求收集過程中擔(dān)任主題專家（SME）巢墅，其中一位主題專家是該領(lǐng)域廣受尊敬的人物，項(xiàng)目經(jīng)理擔(dān)心可能出現(xiàn)偏差券膀，項(xiàng)目經(jīng)理應(yīng)該使用什么工具或技術(shù)君纫？

A project that builds a monthly report involves two teams. Team X is working on the back-end database, and team Y is working on the front-end user interface that builds the report. The project manager asked the representatives of both teams to act as subject matter experts (SMEs) during the requirements gathering process. One of the subject matter experts is a respected figure in the field. The project manager is concerned that there may be variances. What tool or technology should the project manager use?

A：德爾菲技術(shù)

Delphi Technique

B：多標(biāo)準(zhǔn)決策分析

Multi-criteria decision analysis

C：石川圖

Ishikawa diagram

D：頭腦風(fēng)暴

Brainstorming

正確答案：A?你的答案：A

解析：德爾菲技術(shù)。組織專家就某一專題達(dá)成一致意見的一種信息收集技術(shù)芹彬，相關(guān)專家匿名參與蓄髓，組織者使用調(diào)查問卷就一個(gè)重要項(xiàng)目事項(xiàng)征詢意見，然后對(duì)專家的答卷進(jìn)行歸納舒帮，并把結(jié)果發(fā)還給專家做進(jìn)一步評(píng)論会喝。這個(gè)過程重復(fù)幾輪后陡叠，就可能取得一致意見。德爾菲技術(shù)有助于減輕數(shù)據(jù)的偏倚肢执，防止任何個(gè)人對(duì)結(jié)果產(chǎn)生不恰當(dāng)?shù)挠绊憽?/p>

118枉阵、?[單選]?在評(píng)估一個(gè)項(xiàng)目時(shí)，項(xiàng)目團(tuán)隊(duì)識(shí)別到多個(gè)風(fēng)險(xiǎn)预茄，其中大部分風(fēng)險(xiǎn)都具有風(fēng)險(xiǎn)減輕計(jì)劃兴溜。然而，其中一個(gè)可能的風(fēng)險(xiǎn)不能減少耻陕。項(xiàng)目經(jīng)理應(yīng)該怎么做拙徽？

While evaluating a project, the project team identifies several risks, most of which have mitigation plans. However, one probable risk cannot be reduced. What should the project manager do?

A：將問題上報(bào)給高級(jí)管理層

Escalate the issue to senior management.

B：要求額外資源

Ask for additional resources.

C：使用管理儲(chǔ)備

Use the management reserve.

D：實(shí)施應(yīng)急儲(chǔ)備

Implement the contingency reserve.

正確答案：D?你的答案：D

解析：參見 PMBOK第6版 中 11.5.2.4威脅應(yīng)對(duì)策略，對(duì)于那些已知但又無法主動(dòng)管理的風(fēng)險(xiǎn)诗宣，要分配一定的應(yīng)急儲(chǔ)備膘怕。

119、?[單選]?一名指導(dǎo)委員會(huì)成員提交了一項(xiàng)新請(qǐng)求召庞，這項(xiàng)請(qǐng)求似乎沒有得到充分考慮岛心，可能會(huì)對(duì)項(xiàng)目產(chǎn)生負(fù)面影響，項(xiàng)目經(jīng)理下一步應(yīng)該怎么做裁眯？

A member of the Steering Committee submitted a new request. The request did not seem to be fully considered and could have a negative impact on the project. What should the project manager do next?

A：評(píng)估該請(qǐng)求的影響

Assess the impact of the request?

B：記錄該請(qǐng)求鹉梨，并將其提交給變更控制委員會(huì).

Record the request and submit it to the change control board

C：要求支持的成員說服該指導(dǎo)委員會(huì)成員撤回請(qǐng)求.

Ask the member who require support to persuade the member of the steering committee to withdraw the request

D：拒絕該請(qǐng)求，并告知該指導(dǎo)委員會(huì)成員拒絕的原因.

Reject the request and inform the member of the steering committee of the reason for rejection

正確答案：A?你的答案：B

解析：考點(diǎn)：4.6 實(shí)施整體變更控制穿稳。任何人都可以提交變更存皂，PM收到變更后，下一步首先應(yīng)該評(píng)估變更的影響逢艘，然后決定是否提交CCB旦袋，或者直接作出決定。按照順序關(guān)系它改，選A疤孕。評(píng)估影響后，如影響基準(zhǔn)執(zhí)行B央拖。如不影響基準(zhǔn)祭阀，PM可自行決定，執(zhí)行D鲜戒。選項(xiàng)C不符合操作流程专控，不正確。

120遏餐、?[單選]?項(xiàng)目經(jīng)理確定項(xiàng)目已超出預(yù)算伦腐，并將需要管理儲(chǔ)備來完成項(xiàng)目，為完成項(xiàng)目失都，項(xiàng)目經(jīng)理應(yīng)該怎么做柏蘑？

The project manager has determined that the project has exceeded the budget and will need the management reserve to complete the project. What should the project manager do to complete the project?

A：獲得項(xiàng)目發(fā)起人批準(zhǔn)使用管理儲(chǔ)備

Obtain project sponsor's approval to use the management reserve

B：修改成本基準(zhǔn)并使用管理儲(chǔ)備

Modify cost baseline and use management reserve

C：獲得項(xiàng)目發(fā)起人的批準(zhǔn)幸冻，包含額外資金

Obtain approval from project sponsor to include additional funds

D：執(zhí)行實(shí)施整體變更控制過程，并修改成本基準(zhǔn)

Perform integrated change control process and modify the cost baseline

正確答案：D?你的答案：C

解析：PMBOK（6）P113-4.6實(shí)施整體變更控制咳焚。審查所有變更請(qǐng)求洽损、批準(zhǔn)變更，管理對(duì)可交付成果黔攒、項(xiàng)目文件和項(xiàng)目管理計(jì)劃的變更，并對(duì)變更處理結(jié)果進(jìn)行溝通访娶。

121、?[單選]?在項(xiàng)目執(zhí)行過程中，一位關(guān)鍵相關(guān)方要求對(duì)范圍進(jìn)行重大整改，以實(shí)現(xiàn)更好的價(jià)值走净，項(xiàng)目經(jīng)理應(yīng)該怎么做琢蛤？

In the course of project implementation, a key stakeholder required for a major rectification of the scope to achieve better value. What should the project manager do?

A：修訂項(xiàng)目章程背伴，包含該請(qǐng)求

Modify the project charter to include the request

B：收集數(shù)據(jù)并提出正式的變更要求

Collect data and make a formal change request

C：拒絕該請(qǐng)求静檬，因?yàn)槠鋵⒂绊戫?xiàng)目交付

Reject the request because it will affect project delivery

D：請(qǐng)求額外的資源來實(shí)施該請(qǐng)求

Request additional resources to implement the request

正確答案：B?你的答案：C

解析：PMBOK（6）P113-4.6實(shí)施整體變更控制。審查所有變更請(qǐng)求糠聪、批準(zhǔn)變更塌鸯，管理對(duì)可交付成果星持、項(xiàng)目文件和項(xiàng)目管理計(jì)劃的變更，并對(duì)變更處理結(jié)果進(jìn)行溝通辽社。

122、?[單選]?由于最終產(chǎn)品的一個(gè)問題翘鸭，項(xiàng)目無法繼續(xù)進(jìn)行滴铅，項(xiàng)目經(jīng)理應(yīng)該用什么工具或技術(shù)來處理該問題？

Because of a problem with the end product, the project can't be continued. What tools or technologies should the project manager use to handle the problem?

A：流程圖

Flow chart

B：直方圖

Histogram

C：帕累托圖

Pareto diagram

D：魚骨圖

Fish bone diagram

正確答案：D?你的答案：D

解析：PMBOK（6）P736-中文術(shù)語表-因果圖就乓。一種分解技術(shù)汉匙，有助于追溯造成非預(yù)期結(jié)果的根本原因。

123生蚁、?[單選]?項(xiàng)目團(tuán)隊(duì)成員因杰出工作和滿足項(xiàng)目成本目標(biāo)而獲得獎(jiǎng)勵(lì)噩翠，高級(jí)經(jīng)理向項(xiàng)目經(jīng)理確認(rèn)誰可以獲得獎(jiǎng)勵(lì)，項(xiàng)目經(jīng)理可以在哪里獲得此獎(jiǎng)勵(lì)的定義標(biāo)準(zhǔn)和頻率邦投？

The project team members are rewarded for outstanding work and meeting project cost objectives. The senior manager confirms to the project manager who can get the reward. Where can the project manager get the definition criteria and frequency of this award?

A：責(zé)任分配矩陣（RAM）

Responsibility assignment Matrix (RAM)

B：項(xiàng)目管理計(jì)劃

Project management plan

C：人員解散計(jì)劃

Personnel dissolution plan

D：資源管理計(jì)劃

Resources management plan

正確答案：D?你的答案：D

解析：PMBOK（6）P318-9.1.3.1規(guī)劃資源管理-資源管理計(jì)劃-認(rèn)可計(jì)劃伤锚。將給予團(tuán)隊(duì)成員哪些認(rèn)可和獎(jiǎng)勵(lì)，以及何時(shí)給予志衣。

124屯援、?[單選]?一名嚴(yán)苛的項(xiàng)目相關(guān)方堅(jiān)持要增加項(xiàng)目需求，項(xiàng)目經(jīng)理希望滿足該請(qǐng)求念脯，但是該請(qǐng)求與商業(yè)需求不一致狞洋。項(xiàng)目經(jīng)理應(yīng)該怎么做？

A strict project stakeholder insisted on increasing project requirements. The project manager wants to meet the request, but the request is inconsistent with the business needs. What should the project manager do?

A：僅批準(zhǔn)預(yù)算內(nèi)且與商業(yè)需求一致的需求

Approve only requirements that are consistent with business needs and are within the budget

B：將該需求提交給變更控制委員會(huì)

Submit the requirement to the change control board

C：同發(fā)起人一起審查該需求是否與項(xiàng)目范圍不一致

Check with the sponsor whether the requirement is inconsistent with the project scope

D：拒絕該請(qǐng)求并通知相關(guān)方

Reject the requirement and notify stakeholders

正確答案：B?你的答案：B

解析：考點(diǎn)：4.6 實(shí)施整體變更控制绿店。相關(guān)方提出新需求吉懊，屬于變更，而且與商業(yè)需求不一致意味著影響到基準(zhǔn)，必須提交CCB審批借嗽，選項(xiàng)B正確怕午。選項(xiàng)D與題干中PM希望滿足該需求的描述不符。

125淹魄、?[單選]?一個(gè)關(guān)鍵項(xiàng)目已經(jīng)批準(zhǔn)，一位關(guān)鍵相關(guān)方根據(jù)以往的經(jīng)驗(yàn)堡距，擔(dān)心有風(fēng)險(xiǎn)甲锡，項(xiàng)目經(jīng)理下一步應(yīng)該怎么做？

A key project has been approved. Based on past experience, a key stakeholder is worried about the risks. What should the project manager do next?

A：更新項(xiàng)目管理計(jì)劃和風(fēng)險(xiǎn)登記冊(cè)

Update project management plan and risk register

B：分析項(xiàng)目風(fēng)險(xiǎn)

Analyze project risks

C：從發(fā)起人那里獲取風(fēng)險(xiǎn)的具體輸入

Obtain specific input of risks from the sponsor

D：審查記錄在項(xiàng)目章程里的高層級(jí)風(fēng)險(xiǎn)羽戒、假設(shè)和限制因素

Review the high-level risks, assumptions and constraints recorded in the project charter

正確答案：D?你的答案：A

解析：考點(diǎn)：4.1 制定項(xiàng)目章程缤沦。根據(jù)提議，項(xiàng)目處于啟動(dòng)階段易稠，只有項(xiàng)目章程缸废，還沒有項(xiàng)目管理計(jì)劃和更多的項(xiàng)目文件。選型D審查項(xiàng)目章程在啟動(dòng)階段可以執(zhí)行驶社，正確企量。選項(xiàng)A、B亡电、C在項(xiàng)目啟動(dòng)階段無法執(zhí)行届巩。

126、?[單選]?經(jīng)歷過一次失敗的軟件發(fā)布后份乒，項(xiàng)目經(jīng)理希望改進(jìn)項(xiàng)目質(zhì)量管理和控制恕汇，項(xiàng)目經(jīng)理應(yīng)該使用什么工具和方法？

After experiencing a failed software release, the project manager wants to improve project quality management and control. What tools and methods should the project manager use?

A：風(fēng)險(xiǎn)概率與影響評(píng)估

Risk probability and impact assessment

B：名義小組技術(shù)

Nominal group technique

C：樹圖

Tree diagram

D：核對(duì)單

Checklist

正確答案：D?你的答案：D

解析：考點(diǎn)：8.3 控制質(zhì)量或辖。本題考的是控制質(zhì)量應(yīng)該采用何種工具和技術(shù)瘾英？選項(xiàng)D核對(duì)單是控制質(zhì)量常用工具，正確颂暇。選項(xiàng)A風(fēng)險(xiǎn)概率與影響評(píng)估用于風(fēng)險(xiǎn)定性評(píng)估缺谴。選項(xiàng)B名義小組技術(shù)，常用于需求收集蟀架。選項(xiàng)C樹圖也不是控制質(zhì)量的圖表工具瓣赂。

127、 [單選] 加入一個(gè)施工項(xiàng)目后片拍，項(xiàng)目經(jīng)理得知需要超過90天的時(shí)間才能收到一個(gè)施工許可煌集，結(jié)果，預(yù)期開始時(shí)間可能被延遲捌省，提交項(xiàng)目章程供批準(zhǔn)之前苫纤，項(xiàng)目經(jīng)理應(yīng)該審查什么？

After joining a construction project, the project manager learned that it would take more than 90 days to receive a construction permit. As a result, the expected start time may be delayed. What should the project manager review before submitting the project charter for approval?

A：事業(yè)環(huán)境因素

Enterprise environmental factors

B：組織過程資產(chǎn)

Organizational process assets

C：風(fēng)險(xiǎn)登記冊(cè)

Risk register

D：風(fēng)險(xiǎn)管理計(jì)劃

Risk management plan

正確答案：A 你的答案：A

解析：考點(diǎn)：2.2 事業(yè)環(huán)境因素。事業(yè)環(huán)境因素是指項(xiàng)目團(tuán)隊(duì)不能控制的卷拘，將對(duì)項(xiàng)目產(chǎn)生影響喊废、限制或指令作用的各種條件。項(xiàng)目章程提交審批之前栗弟，意思是在制定項(xiàng)目章程時(shí)污筷，應(yīng)該先審查事業(yè)環(huán)境因素，選A乍赫。選項(xiàng)B組織過程資產(chǎn)瓣蛀，與題干無關(guān)。選項(xiàng)C雷厂、D為規(guī)劃階段文件和計(jì)劃惋增，啟動(dòng)階段只審查高層級(jí)風(fēng)險(xiǎn)，也與題干不符改鲫。

128诈皿、?[單選]?企業(yè)要進(jìn)行一個(gè)為期15年的計(jì)劃，項(xiàng)目經(jīng)理應(yīng)該建議什么合同像棘？

The company wants to carry out a 15-year plan. What contract should the project manager propose?

A：固定總價(jià)合同

Firm Fixed Price (FFP) Contract

B：固定總價(jià)加激勵(lì)合同

Firm Fixed Price Plus Incentive Contract

C：工料合同

Do not remember

D：固定總價(jià)加經(jīng)濟(jì)調(diào)整合同

Firm Fixed Price Plus Economic Adjustment Contract

正確答案：D?你的答案：D

解析：PMBOK（6）P471-12.1.1.6規(guī)劃采購管理-組織過程資產(chǎn)-合同類型-總價(jià)加經(jīng)濟(jì)調(diào)節(jié)稽亏。這種合同適用于兩種情況：賣方履行約期將跨越幾年時(shí)間或?qū)⒁圆煌泿胖Ц秲r(jià)款。它是總價(jià)合同的一種類型讲弄，但合同中包含了特殊條款措左，允許根據(jù)條件變化，如通貨膨脹避除、某些特殊商品的成本增加（或降低）怎披，以事先確定的方式對(duì)合同價(jià)格進(jìn)行最終調(diào)整。

129瓶摆、?[單選]?客戶的公司發(fā)生重組凉逛，對(duì)應(yīng)的項(xiàng)目負(fù)責(zé)人發(fā)生改變，項(xiàng)目經(jīng)理應(yīng)該做什么群井？

The customer's company has reorganized, and the corresponding project leader has changed. What should the project manager do?

A：更新相關(guān)方登記冊(cè)

Update the stakeholder register

B：風(fēng)險(xiǎn)評(píng)估

Risk assessment

C：更新溝通管理計(jì)劃

Update communication management plan

D：重新制定項(xiàng)目章程

Redevelop the project charter

正確答案：A?你的答案：A

解析：PMBOK（6）P536-13.4.3.4監(jiān)督相關(guān)方參與-更新相關(guān)方登記冊(cè)状飞。記錄從監(jiān)督相關(guān)方參與中得到的信息。

130书斜、?[單選]?項(xiàng)目在執(zhí)行階段被取消诬辈。項(xiàng)目經(jīng)理將所有信息轉(zhuǎn)移給項(xiàng)目發(fā)起人，但一名關(guān)鍵相關(guān)方不同意項(xiàng)目經(jīng)理對(duì)分包商取消費(fèi)用的估算荐吉。項(xiàng)目經(jīng)理應(yīng)該怎么做焙糟？

A project is cancelled during the execution phase. The project manager transfers all information to the sponsor, but a key stakeholder disagrees with the project manager’s estimate of the subcontractor’s cancellation fee. What should the project manager do?

A：進(jìn)行采購談判。

Conduct procurement negotiations.

B：更新付款進(jìn)度样屠。

Update the payment schedule.

C：等待分包商提交索賠穿撮。

Wait for the subcontractor to submit a claim.

D：修訂工作績(jī)效信息缺脉。

Revise the work performance information.

正確答案：A?你的答案：A

解析：12.2.2.5 人際關(guān)系與團(tuán)隊(duì)技能適用于本過程的人際關(guān)系與團(tuán)隊(duì)技能包括談判。談判是為達(dá)成協(xié)議而進(jìn)行的討論悦穿。采購談判是 指在合同簽署之前攻礼，對(duì)合同的結(jié)構(gòu)、各方的權(quán)利和義務(wù)栗柒，以及其他條款加以澄清礁扮，以便雙方達(dá)成共 識(shí)。最終的文件措辭應(yīng)該反映雙方達(dá)成的全部一致意見瞬沦。談判以簽署買方和賣方均可執(zhí)行的合同文 件或其他正式協(xié)議而結(jié)束深员。

131、?[單選]?項(xiàng)目經(jīng)理已經(jīng)完成了收集相關(guān)方需求的工作蛙埂。并且必須在即將召開的指導(dǎo)委員會(huì)上發(fā)布項(xiàng)目進(jìn)度計(jì)劃，在制定項(xiàng)目進(jìn)度計(jì)劃之前遮糖，項(xiàng)目經(jīng)理應(yīng)該做什么绣的？

The project manager has completed the task of collecting stakeholders' requirements and must publish the project schedule on the forthcoming steering committee. What should the project manager do before developing the project schedule?

A：創(chuàng)建工作分解結(jié)構(gòu)

Create the Work Breakdown Structure (WBS)

B：執(zhí)行風(fēng)險(xiǎn)分析

Execute risk analysis

C：估算項(xiàng)目成本

Estimate project costs

D：定義活動(dòng)

Define activities

正確答案：D?你的答案：D

解析：PMBOK（6）P207-6.5.1.1制定進(jìn)度計(jì)劃輸入-項(xiàng)目管理計(jì)劃-范圍基準(zhǔn)。范圍說明書欲账、WBS和WBS詞典包含了項(xiàng)目可交付成果的詳細(xì)信息供創(chuàng)建進(jìn)度模型時(shí)借鑒屡江。PMBOK（6）P207-6.5.1.2制定進(jìn)度計(jì)劃輸入-項(xiàng)目文件-活動(dòng)屬性和活動(dòng)清單∪唬活動(dòng)屬性提供了創(chuàng)建進(jìn)度模型所需的細(xì)節(jié)惩嘉；活動(dòng)清單明確了需要在進(jìn)度模型中包含的活動(dòng)。在預(yù)測(cè)型生命周期中踢故，C在制定進(jìn)度計(jì)劃后文黎，A是最先創(chuàng)建的，有A才能進(jìn)一步定義到活動(dòng)殿较，根據(jù)活動(dòng)進(jìn)行風(fēng)險(xiǎn)分析耸峭，本題選A和D都正確，但進(jìn)度模型-進(jìn)度計(jì)劃的單元是活動(dòng)淋纲，活動(dòng)構(gòu)成了進(jìn)度計(jì)劃劳闹，若選一個(gè)答案的話，選D定義活動(dòng)洽瞬。

132本涕、?[單選]?意料之外的技術(shù)問題需要添加三個(gè)新的項(xiàng)目資源。現(xiàn)有團(tuán)隊(duì)表現(xiàn)良好伙窃，但由于沒有跟團(tuán)隊(duì)新資源分享關(guān)鍵信息菩颖，導(dǎo)致落后于進(jìn)度。項(xiàng)目經(jīng)理應(yīng)該怎么做对供？

Unexpected technical problems require the addition of three new project resources. The existing project team was performing well, but now falls behind schedule since critical information not being shared by the new resources. What should the project manager do?

A：指示所有團(tuán)隊(duì)成員查看溝通管理計(jì)劃位他。

Direct all team members to refer to the communications management plan.

B：與新資源開會(huì)氛濒，說明基本規(guī)則并要求妥協(xié)。

Meet with the new resources to explain the ground rules, and request a compromise.

C：要求職能經(jīng)理指示新團(tuán)隊(duì)成員遵循相關(guān)方管理計(jì)劃鹅髓。

Ask the functional managers to instruct the new team members to follow the stakeholder management plan.

D：開展團(tuán)隊(duì)建設(shè)活動(dòng)舞竿，鼓勵(lì)人際關(guān)系紐帶

Conduct team building activities to encourage interpersonal bonds.

正確答案：D?你的答案：A

解析：團(tuán)隊(duì)建設(shè)活動(dòng)旨在幫助各團(tuán)隊(duì)成員更加有效地協(xié)同工作。非正式的溝通和活動(dòng)有助于建立信任和良好的工作關(guān)系窿冯。

133骗奖、?[單選]?在項(xiàng)目執(zhí)行過程中，一名相關(guān)方希望知道誰有權(quán)分配項(xiàng)目資源醒串，為了解決這個(gè)問題执桌，項(xiàng)目經(jīng)理應(yīng)該怎么做？

In the implementation of the project, a stakeholder wants to know who has the right to allocate project resources. What should the project manager do to solve the problem?

A：與該相關(guān)方一起審查項(xiàng)目章程

Review the project charter with the stakeholder

B：與該相關(guān)方一起檢查溝通管理計(jì)劃

Check the communication management plan with the stakeholder

C：與該相關(guān)方一起審查資源管理計(jì)劃

Review the human resources management plan with the stakeholder

D：獲得相關(guān)方的一致同意芜赌，并更新相關(guān)方登記冊(cè)

Acquire the unanimity of the stakeholder and update the stakeholder register

正確答案：C?你的答案：D

解析：PMBOK（6）P318-9.1.3.1規(guī)劃資源管理-資源管理計(jì)劃-項(xiàng)目團(tuán)隊(duì)資源管理仰挣。關(guān)于如何定義、配備缠沈、管理和最終遣散項(xiàng)目團(tuán)隊(duì)資源的指南膘壶。

134、?[單選]?項(xiàng)目不能分配一名主題專家（SME）洲愤，由于缺少主題專家颓芭，團(tuán)隊(duì)擔(dān)心不正確的假設(shè)誤導(dǎo)員工，項(xiàng)目經(jīng)理應(yīng)該怎么做柬赐？

The project cannot be assigned to a subject matter expert (SME). Due to the lack of SME, the team fears that incorrect assumptions may mislead employees. What should the project manager do?

A：更新風(fēng)險(xiǎn)登記冊(cè)并將該制約因素升級(jí)上報(bào)給人力資源經(jīng)理

Update the risk register and report the constraint upgrade to the human resources manager

B：更新工作績(jī)效報(bào)告并更新風(fēng)險(xiǎn)登記冊(cè)

Update work performance report and risk register

C：確定是否沒有可用的主題專家替代

Determine if there is no alternative subject matter expert available

D：為主題專家的任務(wù)增加應(yīng)急儲(chǔ)備

Increase the emergency reserve for the SME task

正確答案：A?你的答案：D

解析：PMBOK（6）P332-9.3.2.2獲取資源-人際關(guān)系與團(tuán)隊(duì)技能-談判亡问。與職能經(jīng)理談判，確保項(xiàng)目在要求的時(shí)限內(nèi)獲得最佳資源肛宋，直到完成職責(zé)州藕。

135、?[單選]?在獲取成功完成項(xiàng)目的活動(dòng)中酝陈，項(xiàng)目團(tuán)隊(duì)喜歡互動(dòng)和交流項(xiàng)目執(zhí)行的故事慎框，此時(shí)項(xiàng)目團(tuán)隊(duì)處于什么階段？

In the event of successful completion of the project, the project team likes to interact and exchange project execution stories. What phase is the project team in?

A：震蕩階段

Oscillation phase

B：調(diào)整階段

C：成熟階段

Adjustment phase

D：規(guī)范階段

Specification phase

正確答案：D?你的答案：C

解析：PMBOK（6）P338-9.4建設(shè)團(tuán)隊(duì)-塔克曼階梯理論后添。規(guī)范階段笨枯，團(tuán)隊(duì)成員開始協(xié)同工作，并調(diào)整各自的工作習(xí)慣和行為來支持團(tuán)隊(duì)遇西，團(tuán)隊(duì)成員會(huì)學(xué)習(xí)相互信任馅精。成熟階段，團(tuán)隊(duì)就像一個(gè)組織有序的單位那樣工作粱檀，團(tuán)隊(duì)成員之間相互依靠洲敢，平穩(wěn)高效解決問題。抓住關(guān)鍵詞：學(xué)習(xí)相互信任-規(guī)范茄蚯；成員相互依靠-成熟压彭。本題成員們互動(dòng)交流項(xiàng)目管理案例睦优，是一種相互學(xué)習(xí)，不是相互依靠壮不，所以選規(guī)范階段汗盘，不選成熟階段。

136询一、?[單選]?相關(guān)方稱一個(gè)可交付成果中遺漏一項(xiàng)功能隐孽，之前的任何討論中都沒有提及該項(xiàng)功能，也不在驗(yàn)收標(biāo)準(zhǔn)中健蕊，然而相關(guān)方卻堅(jiān)稱這項(xiàng)功能是必須的菱阵，可以充分利用該可交付成果。項(xiàng)目經(jīng)理應(yīng)該怎么做缩功？

Stakeholders claimed that a function was missed in the deliverables, but this function was not mentioned in any of the previous discussions or was not in the acceptance criteria. However, stakeholders insisted that this function was necessary and the deliverables could be fully utilized. What should the project manager do?

A：實(shí)施該可交付成果并為遺漏的功能提交變更請(qǐng)求

Implement the deliverables and submit a change request for the missing function

B：實(shí)施該可交付成果并開始遺漏功能的工作

Implement the deliverables and begin to work on the missing function

?C：推遲實(shí)施該可交付成果并為遺漏的功能提交變更請(qǐng)求

Postpone the implementation of the deliverables and submit a change request for the missing function

D：推遲實(shí)施該可交付成果并開始遺漏功能的工作

Postpone the implementation of the deliverables and begin to work on the missing function

正確答案：C?你的答案：C

解析：PMBOK（6）P113-4.6.3.1實(shí)施整體變更控制-批準(zhǔn)的變更請(qǐng)求晴及。審查所有變更請(qǐng)求、批準(zhǔn)變更嫡锌，管理對(duì)可交付成果抗俄、項(xiàng)目文件和項(xiàng)目管理計(jì)劃的變更，并對(duì)變更處理結(jié)果進(jìn)行溝通世舰。批準(zhǔn)的變更請(qǐng)求應(yīng)通過指導(dǎo)與管理項(xiàng)目工作過程加以實(shí)施。PMBOK（6）P93-4.3.1.3指導(dǎo)與管理項(xiàng)目工作-批準(zhǔn)的變更請(qǐng)求槽卫。

137跟压、?[單選]?供應(yīng)商已經(jīng)錯(cuò)過了幾個(gè)最終期限，且采購文件中定義的糾正措施并未取得成功歼培，項(xiàng)目經(jīng)理下一步應(yīng)該怎么做震蒋？

The supplier has missed several deadlines and the corrective actions defined in the procurement documents have not been successful. What should the project manager do next?

A：審查建議邀請(qǐng)書（RFP）

Review request for proposal (RFP)

B：與該供應(yīng)商談判

Negotiate with the supplier

C：應(yīng)用工作說明書（SOW）中包含的懲罰

Apply punishment contained in the statement of work(SOW)

D：?jiǎn)?dòng)升級(jí)上報(bào)過程

Start upgrade reporting process

正確答案：B?你的答案：C

解析：PMBOK（6）P498-12.3.2.2控制采購-索賠管理-談判。談判是解決所有索賠和爭(zhēng)議的首選方法躲庄。SOW中沒有懲罰條款查剖，沒有辦事流程，且此刻不能考慮懲罰噪窘，不能選C笋庄。已經(jīng)開始執(zhí)行簽署的合同了，為何要去審查標(biāo)書倔监？選A是錯(cuò)誤的直砂。

138、?[單選]?一名團(tuán)隊(duì)成員通知項(xiàng)目經(jīng)理浩习，一種計(jì)算機(jī)病毒正在關(guān)閉整個(gè)公司的工作站静暂，項(xiàng)目經(jīng)理應(yīng)該怎么做？

A team member informed the project manager that a computer virus was shutting down the entire company's workstation. What should the project manager do?

A：宣布發(fā)生嚴(yán)重的安全問題谱秽，并將其升級(jí)上報(bào)給危機(jī)管理委員會(huì)

Announce the occurrence of a serious security problem and report the upgrade to the Crisis Management Committee

B：嘗試確定病毒的類型及其來源

Try to determine the type and source of the virus

C：通知IT安全部

Inform the IT security department

D：關(guān)閉所有系統(tǒng)并等待有關(guān)下一步操作的信息

Shut down all systems and wait for information on the next step

正確答案：A?你的答案：C

解析：PMBOK（6）P453-11.7監(jiān)督風(fēng)險(xiǎn)洽蛀。監(jiān)督商定的風(fēng)險(xiǎn)應(yīng)對(duì)計(jì)劃的實(shí)施摹迷、跟蹤已識(shí)別風(fēng)險(xiǎn)、識(shí)別和分析新風(fēng)險(xiǎn)郊供，評(píng)估風(fēng)險(xiǎn)管理過程的有效性峡碉。

139、?[單選]?一名關(guān)鍵項(xiàng)目發(fā)起人要求項(xiàng)目經(jīng)理實(shí)施一項(xiàng)新功能颂碘，而該功能可能影響項(xiàng)目的最后期限异赫，項(xiàng)目經(jīng)理必須評(píng)估這項(xiàng)技術(shù)的影響。項(xiàng)目經(jīng)理如何成功利用實(shí)施整體變更控制過程头岔？

A key project sponsor asks the project manager to implement a new function that may affect the project's deadline. The project manager must evaluate the impact of this technology. How can the project manager perform integrated change control successfully?

A：使用項(xiàng)目管理計(jì)劃作為輸入

Use project management plan as input

B：檢查項(xiàng)目章程

Check the project charter

C：考慮批準(zhǔn)的變更請(qǐng)求

Consider the approved change requests

D：審查進(jìn)度計(jì)劃和成本基準(zhǔn)

Review schedule and cost baseline

正確答案：A?你的答案：C

解析：PMBOK（6）P116-4.6.1.1實(shí)施整體變更控制輸入-項(xiàng)目管理計(jì)劃塔拳。

140、?[單選]?在規(guī)劃一個(gè)項(xiàng)目的啟動(dòng)大會(huì)時(shí)，項(xiàng)目經(jīng)理注意到幾位關(guān)鍵相關(guān)方分布在不同時(shí)區(qū)沈跨。這將難以讓所有人參加同一個(gè)會(huì)議奢驯。項(xiàng)目經(jīng)理應(yīng)該怎么做？

While planning a kick-off meeting for a project, the project manager noticed that several key stakeholders were in different time zones. This would make it difficult for everyone to attend the same conference. What should the project manager do?

A：為每個(gè)時(shí)區(qū)都安排一個(gè)啟動(dòng)大會(huì)颂碧，并獲得所有關(guān)鍵相關(guān)方的參與承諾

Organize a kick-off meeting for each time zone and get the engagement commitments from all key stakeholders

B：為包含大多數(shù)相關(guān)方的時(shí)區(qū)安排一次啟動(dòng)大會(huì)

Schedule a kick-off meeting for the time zone containing most of the stakeholders

C：安排一次虛擬會(huì)議，并要求無法參加會(huì)議的關(guān)鍵相關(guān)方觀看錄制的會(huì)議

Arrange a virtual meeting and ask key stakeholders who cannot attend the meeting to watch the recorded meeting

D：為每位關(guān)鍵相關(guān)方安排一對(duì)一的會(huì)議类浪，收集所有提出的問題载城，然后設(shè)置較小型的焦點(diǎn)會(huì)議解決這些問題

Arrange one-on-one meetings for each key stakeholders, collect all the questions raised, and hold small focus meetings to resolve these issues

正確答案：A?你的答案：A

解析：PMBOK（6）P86-4.2.2.4制定項(xiàng)目管理計(jì)劃-會(huì)議。項(xiàng)目開工會(huì)議通常意味著規(guī)劃階段結(jié)束和執(zhí)行階段開始费就，旨在傳達(dá)項(xiàng)目目標(biāo)诉瓦、獲得團(tuán)隊(duì)對(duì)項(xiàng)目的承諾，闡明每個(gè)相關(guān)方的角色和職責(zé)力细。對(duì)于多階段項(xiàng)目睬澡，通常在每個(gè)階段開始時(shí)都要舉行一次開工會(huì)議。開工會(huì)議可能在不同時(shí)間點(diǎn)舉行眠蚂。開工會(huì)議的主要作用不是參加會(huì)議煞聪，而是做出承諾。C重點(diǎn)是保證參加會(huì)議逝慧，A重點(diǎn)是獲得承諾昔脯。

141、?[單選]?項(xiàng)目經(jīng)理準(zhǔn)備收尾一個(gè)項(xiàng)目的第四階段笛臣，但是一位相關(guān)方拒絕向前推進(jìn)項(xiàng)目栅干，除非增加一個(gè)范圍之外的功能，項(xiàng)目經(jīng)理下一步應(yīng)該怎么做捐祠？

The project manager is preparing to close the fourth phase of a project, but a stakeholder refused to move forward unless a function outside the scope was added. What should the project manager do next?

A：開始變更請(qǐng)求過程

Start the change request process

B：增加該功能

Increase this function

C：審查相關(guān)方登記冊(cè)

Check the stakeholder register

D：與項(xiàng)目相關(guān)方會(huì)面

Meet with the project stakeholder

正確答案：A?你的答案：A

解析：PMBOK（6）P113-4.6實(shí)施整體變更控制碱鳞。審查所有變更請(qǐng)求、批準(zhǔn)變更踱蛀，管理對(duì)可交付成果窿给、項(xiàng)目文件和項(xiàng)目管理計(jì)劃的變更贵白，并對(duì)變更處理結(jié)果進(jìn)行溝通。

142崩泡、?[單選]?項(xiàng)目經(jīng)理在規(guī)劃進(jìn)度期間注意到禁荒，項(xiàng)目所需的技術(shù)分析人員數(shù)量有限，并且常常不可用角撞，為了彌補(bǔ)這一點(diǎn)呛伴，項(xiàng)目經(jīng)理在進(jìn)度計(jì)劃中增加三周時(shí)間。項(xiàng)目經(jīng)理使用的是什么工具或技術(shù)來調(diào)整進(jìn)度計(jì)劃谒所？

During the planning process, the project manager noticed that the number of technical analysts needed for the project was limited and often unavailable. To compensate for this, the project manager added three weeks to the schedule. ?What tool or technology should the project manager use to adjust the schedule?

A：資源優(yōu)化

Resource optimization

B：進(jìn)度計(jì)劃工具

Schedule planning tool

C：提前量和滯后量

Lead and lag

D：關(guān)鍵鏈法（CCM）

Critical chain method (CCM)

正確答案：A?你的答案：A

解析：PMBOK（6）P211-6.5.2.3制定進(jìn)度計(jì)劃-資源優(yōu)化-資源平衡热康。如果共享資源或關(guān)鍵資源只在特定時(shí)間可用，數(shù)量有限劣领，或被過度分配姐军，就需要進(jìn)行資源平衡。

143尖淘、?[單選]?一個(gè)合并跨國公司計(jì)費(fèi)系統(tǒng)項(xiàng)目即將開始奕锌，項(xiàng)目經(jīng)理識(shí)別到有三位經(jīng)理對(duì)這項(xiàng)變化感到不舒服，項(xiàng)目經(jīng)理下一步應(yīng)該怎么做村生？

The billing system project of a consolidated multinational corporation will soon begin. The project manager identified that three managers were uncomfortable with this change. What should the project manager do next?

A：將他們關(guān)注的問題升級(jí)上報(bào)給項(xiàng)目發(fā)起人

Report their concerns to the project sponsor

B：定期開始項(xiàng)目變更請(qǐng)求以滿足他們的期望

Start project change requests regularly to meet their expectations

C：運(yùn)用人際關(guān)系技能惊暴，管理他們關(guān)注的問題

Use interpersonal skills to manage their concerns

D：通過管理相關(guān)方的需求來監(jiān)督相關(guān)方參與

Control the stakeholders' engagement by managing stakeholders' requirements

正確答案：D?你的答案：D

解析：PMBOK（6）P530-13.4監(jiān)督相關(guān)方參與。監(jiān)督項(xiàng)目相關(guān)方關(guān)系趁桃，通過修訂參與策略和計(jì)劃來引導(dǎo)相關(guān)方合理參與項(xiàng)目辽话。

144、?[單選]?項(xiàng)目經(jīng)理正在對(duì)比項(xiàng)目預(yù)算與行業(yè)指數(shù)镇辉，項(xiàng)目經(jīng)理注意到項(xiàng)目預(yù)算低于類似項(xiàng)目的預(yù)算，項(xiàng)目經(jīng)理應(yīng)該怎么做贴捡？

A project manager is comparing the project budget with the industry index. The project manager noticed that the project budget was lower than the budget for similar projects. What should the project manager do?

A：更新風(fēng)險(xiǎn)登記冊(cè)

Update risk register

B：調(diào)節(jié)資金限制

Regulate funding limit

C：執(zhí)行儲(chǔ)備分析

Execute reserve analysis

D：請(qǐng)求專家判斷

Request expert judgment

正確答案：D?你的答案：A

解析：PMBOK（6）P252-7.3.2.1制定預(yù)算-專家判斷忽肛。應(yīng)征求具備專業(yè)知識(shí)或接受過相關(guān)培訓(xùn)的個(gè)人或小組的意見，包括：來自行業(yè)烂斋、學(xué)科和應(yīng)用領(lǐng)域的信息屹逛。

145、?[單選]?在項(xiàng)目實(shí)施過程中汛骂，營銷部門通知項(xiàng)目經(jīng)理說罕模，產(chǎn)品的市場(chǎng)需求已經(jīng)發(fā)生變化，如果不預(yù)先考慮這些變化帘瞭，可能會(huì)潛在地影響銷售數(shù)量淑掌，并可能影響項(xiàng)目范圍。項(xiàng)目經(jīng)理應(yīng)該怎么做蝶念？

In the implementation process of the project, the marketing department informed the project manager that the market demands for the product had changed and if these changes were not considered in advance, it might potentially affect the sales volume and affect the project scope. What should the project manager do?

A：規(guī)劃風(fēng)險(xiǎn)應(yīng)對(duì)抛腕，并更新風(fēng)險(xiǎn)登記冊(cè)芋绸。

Plan risk responses and update the risk register

B：應(yīng)用預(yù)測(cè)方法

Apply forecast method

C：計(jì)劃使用應(yīng)急儲(chǔ)備并更新風(fēng)險(xiǎn)減輕計(jì)劃

Plan to use emergency reserve and update risk mitigation plan

D：使用凈值管理（EVM）方法

Use the EVM method

正確答案：A?你的答案：C?

解析：PMBOK（6）P453-11.7監(jiān)督風(fēng)險(xiǎn)。監(jiān)督商定的風(fēng)險(xiǎn)應(yīng)對(duì)計(jì)劃的實(shí)施担敌、跟蹤已識(shí)別風(fēng)險(xiǎn)摔敛、識(shí)別和分析新風(fēng)險(xiǎn)，評(píng)估風(fēng)險(xiǎn)管理過程的有效性全封。發(fā)現(xiàn)新風(fēng)險(xiǎn)马昙，更新登記冊(cè)并制定應(yīng)對(duì)計(jì)劃。

146刹悴、?[單選]?項(xiàng)目已按時(shí)完成行楞，項(xiàng)目經(jīng)理現(xiàn)在必須確保可交付成果符合客戶驗(yàn)收的質(zhì)量標(biāo)準(zhǔn)颂跨。項(xiàng)目經(jīng)理應(yīng)該使用什么工具或技術(shù)敢伸？

The project has been completed on time and the project manager must now ensure that the deliverables meet the quality criteria of customer acceptance. ?What tool or technology should the project manager use?

A：控制圖

Control chart

B：散點(diǎn)圖

Scatter diagram

C：帕累托圖

Pareto diagram

D：直方圖

Histogram

正確答案：A?你的答案：A

解析：PMBOK（6）P729-正文術(shù)語表-控制圖。按時(shí)間順序展示過程數(shù)據(jù)恒削，并將這些數(shù)據(jù)與既定的控制界限相比較的一種圖形池颈。控制圖有一條中心線钓丰，有助于觀察圖中的數(shù)據(jù)點(diǎn)向兩邊控制界限偏移的趨勢(shì)躯砰。

147、?[單選]?在準(zhǔn)備工作分解結(jié)構(gòu)（WBS）時(shí)携丁，項(xiàng)目經(jīng)理意識(shí)到可能存在成本超支琢歇，項(xiàng)目經(jīng)理應(yīng)該使用什么工具或技術(shù)來獲得三點(diǎn)估算？

While preparing the Work Breakdown Structure (WBS), the project manager realized that there might be cost overruns. What tools or techniques should be used by the project manager to obtain three-point estimating?

A：項(xiàng)目相關(guān)方訪談

Interview with project stakeholders

B：敏感性分析

Sensitivity analysis

C：風(fēng)險(xiǎn)分析

Risk analysis

D：定量分析

Quantitative analysis

正確答案：A?你的答案：D

解析：PMBOK（6）P432-11.4.2.2實(shí)施定量風(fēng)險(xiǎn)分析-數(shù)據(jù)收集-訪談梦鉴±蠲＃可用于針對(duì)單個(gè)項(xiàng)目風(fēng)險(xiǎn)和其他不確定性來源，生成定量風(fēng)險(xiǎn)分析的輸入肥橙。對(duì)有關(guān)相關(guān)方進(jìn)行訪談魄宏，有助于確定每個(gè)WBS要素的三點(diǎn)估計(jì)。

148存筏、?[單選]?在項(xiàng)目開發(fā)階段宠互，職能經(jīng)理被調(diào)到另一個(gè)部門，不再參與項(xiàng)目椭坚。項(xiàng)目經(jīng)理首先應(yīng)該做什么予跌？

In the project development phase, the functional manager is transferred to another department and will no longer participate in the project. What should the project manager do first?

A：修訂溝通管理計(jì)劃

Revise the communication management plan

B：更新相關(guān)方登記冊(cè)

Update the stakeholder register

C：評(píng)估對(duì)風(fēng)險(xiǎn)的影響

Assess the impact on risks

D：審查項(xiàng)目人員分配

Review the project personnel allocation

正確答案：B?你的答案：B

解析：PMBOK（6）P536-13.4.3.4監(jiān)督相關(guān)方參與-更新相關(guān)方登記冊(cè)。記錄從監(jiān)督相關(guān)方參與中得到的信息善茎。

149券册、?[單選]?項(xiàng)目經(jīng)理正在另一個(gè)國家執(zhí)行一個(gè)IT外包項(xiàng)目。客戶抱怨說遠(yuǎn)程團(tuán)隊(duì)沒有達(dá)到他們的質(zhì)量標(biāo)準(zhǔn)汁掠。項(xiàng)目經(jīng)理應(yīng)該查閱哪一份文件來確認(rèn)這一點(diǎn)略吨？

A project manager is implementing an IT outsourcing project in another country. ?Customers complained that the remote team did not meet their quality standards. ?Which document should the project manager check to confirm this?

A：外包公司的質(zhì)量政策

Outsourcing company's quality policy

B：質(zhì)量控制測(cè)量結(jié)果

Quality control measurements

C：采購工作說明書(SOW)

Procurement Statement of Work

D：質(zhì)量管理計(jì)劃

Quality management plan

正確答案：D?你的答案：D

解析：PMBOK（6）P286-8.1.3.1規(guī)劃質(zhì)量管理-質(zhì)量管理計(jì)劃。描述如何實(shí)施適用的政策考阱、程序和指南以實(shí)現(xiàn)質(zhì)量目標(biāo)翠忠。它描述了項(xiàng)目管理團(tuán)隊(duì)為實(shí)現(xiàn)一系列項(xiàng)目質(zhì)量目標(biāo)所需的活動(dòng)和資源。

150乞榨、?[單選]?在對(duì)最終預(yù)算進(jìn)行財(cái)務(wù)審查期間秽之，財(cái)務(wù)總監(jiān)注意到潛在的成本超支問題。項(xiàng)目經(jīng)理應(yīng)該如何避免這種潛在的成本超支吃既？

In the course of the financial review of the final budget, the chief financial officer noticed potential cost overruns. How should the project manager avoid this potential cost overrun?

A：執(zhí)行掙值管理（EVM）分析

Execute EVM Analysis

B：將潛在的成本超支添加作為一個(gè)項(xiàng)目風(fēng)險(xiǎn)

Add potential cost overruns as a project risk

C：要求相關(guān)方確認(rèn)他們的項(xiàng)目估算

Ask stakeholders to confirm their project estimates

D：將成本超支升級(jí)上報(bào)給項(xiàng)目管理辦公室（PMO）

Report the cost overrun upgrade to the Project Management Office (PMO)

正確答案：B?你的答案：B

解析：PMBOK（6）P409-11.2識(shí)別風(fēng)險(xiǎn)考榨。識(shí)別單個(gè)項(xiàng)目風(fēng)險(xiǎn)及整體項(xiàng)目風(fēng)險(xiǎn)的來源，記錄風(fēng)險(xiǎn)特征鹦倚。