101萤厅、?[單選]?項(xiàng)目經(jīng)理計(jì)劃為一個(gè)建設(shè)施工項(xiàng)目采購(gòu)混凝土。所有供應(yīng)商的材料質(zhì)量都一樣蛤奥。只有價(jià)格差別晒夹。項(xiàng)目經(jīng)理應(yīng)向供應(yīng)商請(qǐng)求哪種應(yīng)對(duì)類(lèi)型裆馒？

The project manager plans to purchase concrete for a building construction project. The materials is consistent among all vendors, leaving price as the major difference. Which type of vendor response should the project manager request?

A：信息請(qǐng)求

Request for information

B：建議邀請(qǐng)書(shū)

Request for proposal

C：報(bào)價(jià)邀請(qǐng)書(shū)

Request for quotation

D：工作說(shuō)明書(shū)

Statement of work

正確答案：C?你的答案：C

解析：12.1.3.5，供方選擇標(biāo)準(zhǔn)丐怯，質(zhì)量相同僅價(jià)格不同喷好，則只需獲取各供應(yīng)商報(bào)價(jià)即可作為供方選擇標(biāo)準(zhǔn)。所屬過(guò)程組：規(guī)劃過(guò)程組读跷。所屬知識(shí)領(lǐng)域：項(xiàng)目采購(gòu)管理梗搅。

102、?[單選]?客戶(hù)要求變更項(xiàng)目效览，這會(huì)增加項(xiàng)目風(fēng)險(xiǎn)无切。你應(yīng)先做下列哪項(xiàng)？

The customer requests a change to the project that would increase the project risk. Which of the following should you do before all the others?

A：在新的成本估算中算進(jìn)該風(fēng)險(xiǎn)的期望貨幣值

Include the expected monetary value of the risk in the new cost estimate.

B：和客戶(hù)談關(guān)于該變更的影響

Talk to the customer about the impact of the change.

C：和團(tuán)隊(duì)分析變更的影響

Analyze the impacts of the change with the team.

D：變更風(fēng)險(xiǎn)管理計(jì)劃

Change the risk management plan.

正確答案：C?你的答案：C

解析：這是一個(gè)反復(fù)出現(xiàn)的問(wèn)題丐枉。首先订雾，你應(yīng)該評(píng)估變更的影響。然后矛洞，確定備選方案。最后烫映，去找管理層和客戶(hù)沼本。

103、?[單選]?項(xiàng)目經(jīng)理被要求為兩個(gè)潛在項(xiàng)目執(zhí)行成本效益分析锭沟。項(xiàng)目A成本為$12億美元抽兆，潛在效益為$60億美元，未來(lái)運(yùn)營(yíng)成本為$15億美元族淮；項(xiàng)目B成本為$14億美元辫红，潛在效益為$70億美元凭涂，未來(lái)運(yùn)營(yíng)成本為$10億美元。項(xiàng)目經(jīng)理應(yīng)該推薦哪一個(gè)項(xiàng)目贴妻？

A project manager is asked to perform a cost-benefit analysis for two potential Project A costs US$ 1.2billion. With potential benefits of US$ 6 billion and future US$ 1.5 billion. Project B costs US$ 1.4 billion, with potential benefits of US$ 7 billion and future US$ 1 billion. Which project should the project manager recommend?

A：項(xiàng)目B切油；因?yàn)闈撛谛б鏈p去執(zhí)行成本所得的值大于項(xiàng)目A所得值。

Project B; the potential benefits minus the costs to implement are greater calculation for project A.

B：項(xiàng)目A名惩；因?yàn)閳?zhí)行成本低于項(xiàng)目B澎胡。

Project A; the cost to implement is less than project B.

C：項(xiàng)目B；因?yàn)闈撛谛б鏈p去執(zhí)行成本和未來(lái)運(yùn)營(yíng)成本所得的值大于項(xiàng)目A娩鹉。

Project B; the potential benefits minus the implementation and future greater than the same calculation for project A.

D：項(xiàng)目A攻谁；因?yàn)闈撛谛б婕由衔磥?lái)運(yùn)營(yíng)成本所得的值小于項(xiàng)目B所得值。

Project A; the potential benefits plus the future operating costs are less than calculation for project B.

正確答案：C?你的答案：C

解析：所屬過(guò)程組：?jiǎn)?dòng)過(guò)程組弯予。所屬知識(shí)領(lǐng)域：項(xiàng)目整合管理戚宦。解析：項(xiàng)目啟動(dòng)階段，需要進(jìn)行商業(yè)論證锈嫩，評(píng)估項(xiàng)目合理性和預(yù)期收益受楼。收益=潛在效益-投資成本-運(yùn)營(yíng)成本

104、?[單選]?項(xiàng)目末期祠挫，一項(xiàng)目經(jīng)理確定該項(xiàng)目增加了4項(xiàng)功能和3項(xiàng)績(jī)效那槽。客戶(hù)對(duì)項(xiàng)目表示滿(mǎn)意等舔。這對(duì)該項(xiàng)目是否成功來(lái)說(shuō)骚灸，是什么意思？

At the end of a project, a project manager determines that the project has added four areas of functionality and three areas of performance. The customer has expressed satisfaction with the project. What does this mean in terms of success of the project?

A：該項(xiàng)目絕對(duì)成功了

The project was an unqualified success.

B：該項(xiàng)目沒(méi)成功慌植，因?yàn)樗兘鹆?/p>

The project was unsuccessful because it was gold plated.

C：該項(xiàng)目沒(méi)成功甚牲，因?yàn)榭蛻?hù)滿(mǎn)意意味著他們?yōu)檫@個(gè)項(xiàng)目支付的更多了

The project was unsuccessful because?the customer being happy means they would have paid more for the work.

D：該項(xiàng)目成功了，因?yàn)閳F(tuán)隊(duì)有機(jī)會(huì)學(xué)習(xí)新的功能蝶柿，客戶(hù)也很滿(mǎn)意The project was successful because the team had a chance to learn new areas of functionality and the customer was satisfied.?

正確答案：B?你的答案：B

解析：給項(xiàng)目鍍金浪費(fèi)時(shí)間和成本丈钙，它使得項(xiàng)目不成功。

105交汤、?[單選]?隨著競(jìng)爭(zhēng)的陡然加劇雏赦，一家知名公司的業(yè)務(wù)開(kāi)始流失。公司聘請(qǐng)了一名項(xiàng)目經(jīng)理分析情況并提供糾正措施建議芙扎。項(xiàng)目經(jīng)理研究發(fā)現(xiàn)星岗，項(xiàng)目實(shí)施過(guò)程尤其是風(fēng)險(xiǎn)管理方面存在差距.。沒(méi)有可用的風(fēng)險(xiǎn)管理計(jì)劃戒洼。項(xiàng)目經(jīng)理首先應(yīng)該采取下列哪項(xiàng)行動(dòng)俏橘？

With the sudden surge of competition, a well-known company begins to loss business .the company hires a project manager to study the situation and to recommend corrective actions. The project manager's study finds gaps in the project implementation, particularly in the risk management areas. There is no risk management plan available. Which of the following actions should the project manager take first?

A：頭腦風(fēng)暴并識(shí)別風(fēng)險(xiǎn)

Brainstorm and identify risks

B：增加風(fēng)險(xiǎn)預(yù)算

Increase the risk budget

C：實(shí)施定性風(fēng)險(xiǎn)評(píng)估

Conduct a qualitative risk assessment.

D：制定風(fēng)險(xiǎn)管理活動(dòng)實(shí)施計(jì)劃

Create plans for conducting the risk management activities.

正確答案：D?你的答案：D

解析：根據(jù)題意，需要制定風(fēng)險(xiǎn)管理計(jì)劃圈浇，風(fēng)險(xiǎn)管理計(jì)劃描述了將如何安排與實(shí)施項(xiàng)目風(fēng)險(xiǎn)管理寥掐，因此選D靴寂。參見(jiàn)11.1.3.1≌僭牛考點(diǎn)：風(fēng)險(xiǎn)管理計(jì)劃

106百炬、?[單選]?下列哪一項(xiàng)技術(shù)使用了基于“為什么、為什么”以及“如何怎茫、如何”圖表的信息收壕？

Which technique uses information based on “why-why” and “how-how” diagrams?

A：失效模式與影響分析（FMEA）

Failure Mode Effective Analysis (FMEA)

B：糾正和預(yù)防措施（CAPA）

Corrective and Preventive Actions(CAPA)

C：根本原因分析

Root cause analysis

D：帕累托圖

Pareto diagram

正確答案：C?你的答案：B

解析：因果圖，又稱(chēng)“魚(yú)骨圖”轨蛤、“why-why分析圖”和“石川圖”蜜宪，將問(wèn)題陳述的原因分 解為離散的分支，有助于識(shí)別問(wèn)題的主要原因或根本原因祥山。

107圃验、?[單選]?傾聽(tīng)不只包含聽(tīng)聲音。好的聆聽(tīng)者

Listening involves more than hearing sounds. The good listener

A：反饋或重復(fù)一些說(shuō)過(guò)的話(huà)

Repeats some of the things said

B：完成講話(huà)人的句子

Finishes the speaker's sentences

C：寫(xiě)下一切

Writes everything down

D：頻繁地點(diǎn)頭

Nods his head frequently

正確答案：A?你的答案：A

解析：溝通中要善于聆聽(tīng)缝呕，當(dāng)然澳窑，傾聽(tīng)的同時(shí)不斷重復(fù)信息發(fā)出者說(shuō)過(guò)的一些話(huà)，表示給予信息發(fā)出者及時(shí)的反饋供常。

108摊聋、?[單選]?項(xiàng)目執(zhí)行過(guò)程中，一團(tuán)隊(duì)成員告訴項(xiàng)目經(jīng)理栈暇，根據(jù)她的研究麻裁，項(xiàng)目不能滿(mǎn)足所設(shè)定的質(zhì)量標(biāo)準(zhǔn)。于是項(xiàng)目經(jīng)理和相關(guān)各方開(kāi)會(huì)分析當(dāng)前情況源祈。項(xiàng)目經(jīng)理正處于質(zhì)量管理的哪個(gè)過(guò)程：

During project executing a project team member informs the project manager that based on her observations, the project cannot meet the quality standards set for it. The project manager meets with all parties concerned to analyze the situation. Which part of the quality management process is the project manager involved in:

A：管理質(zhì)量

Manage Quality

B：質(zhì)量分析

Quality analysis

C：控制質(zhì)量

Quality Control

D：規(guī)劃質(zhì)量管理

Plan Quality Management

正確答案：A?你的答案：A

解析：8.2 管理質(zhì)量本過(guò)程的主要作用是煎源，提高實(shí)現(xiàn)質(zhì)量目標(biāo)的可能性，以及識(shí)別無(wú)效過(guò)程和導(dǎo)致質(zhì)量低劣的原因香缺。 管理質(zhì)量使用控制質(zhì)量過(guò)程的數(shù)據(jù)和結(jié)果向相關(guān)方展示項(xiàng)目的總體質(zhì)量狀態(tài)手销。

109、?[單選]?下列哪一個(gè)過(guò)程能實(shí)現(xiàn)持續(xù)過(guò)程改進(jìn)图张？

Which process leads to continuous process improvement?

A：管理質(zhì)量

Manage Quality

B：制定項(xiàng)目管理計(jì)劃

Develop project management plan

C：控制質(zhì)量

Control quality

D：風(fēng)險(xiǎn)管理

Risk management

正確答案：A?你的答案：A

解析：管理質(zhì)量關(guān)注過(guò)程锋拖，在過(guò)程中提高相關(guān)能力保證質(zhì)量，而控制質(zhì)量關(guān)注結(jié)果祸轮。

110兽埃、?[單選]?項(xiàng)目團(tuán)隊(duì)正在制定風(fēng)險(xiǎn)管理計(jì)劃，本過(guò)程采用何種工具和方法確定風(fēng)險(xiǎn)成本因素倔撞，并為項(xiàng)目預(yù)算和時(shí)間表覆蓋的活動(dòng)安排進(jìn)度？

A Project team is developing the risk management plan. Which tools techniques of this project are used to develop risk cost elements, and schedule activities, which will be included in the project budget and schedule?

A：會(huì)議

Planning meetings and analysis

B：經(jīng)驗(yàn)教訓(xùn)

Lessons learned

C：信息采集方法

Information gathering technique

D：風(fēng)險(xiǎn)數(shù)據(jù)質(zhì)量評(píng)估

Risk date quality assessment

正確答案：A?你的答案：D

解析：規(guī)劃過(guò)程組慕趴。項(xiàng)目風(fēng)險(xiǎn)管理痪蝇，考察規(guī)劃風(fēng)險(xiǎn)管理工具與技術(shù)

111鄙陡、?[單選]?項(xiàng)目進(jìn)展一半時(shí)，項(xiàng)目經(jīng)理發(fā)現(xiàn)在過(guò)去幾個(gè)月中掙值報(bào)告有錯(cuò)誤躏啰，項(xiàng)目經(jīng)理應(yīng)該優(yōu)先考慮的是什么趁矾？

Half -way through a project, a project manager discovered the earned value the past couple of months have been erroneous. What should be the project manager’s priority?

A：不做任何變更，但是計(jì)劃與發(fā)起人討論给僵。

Make no changes but plan to discuss with the sponsor.

B：與項(xiàng)目相關(guān)方討論未來(lái)要采取的行動(dòng)毫捣。

Discuss a future course of action with stakeholders.

C：為錯(cuò)誤承擔(dān)責(zé)任并且迅速確認(rèn)糾正措施。

Take ownership for the error and identify corrections promptly.

D：改變進(jìn)度和計(jì)劃以保持與掙值報(bào)告相同帝际。

Change the schedule and plan to match the earned value reports.

正確答案：C?你的答案：

C

解析：對(duì)客戶(hù)和公眾的責(zé)任--資質(zhì)蔓同、經(jīng)驗(yàn)和職業(yè)服務(wù)的履行--實(shí)事求是，在廣告宣傳蹲诀、公開(kāi)陳述以及準(zhǔn)備成本估算斑粱、服務(wù)和結(jié)果預(yù)測(cè)時(shí)，向公眾提供準(zhǔn)確脯爪、真實(shí)陳述的責(zé)任 则北，是否做變更決定需要經(jīng)過(guò)評(píng)估，與項(xiàng)目團(tuán)隊(duì)討論是否需要采取變更措施痕慢。

112尚揣、?[單選]?在新產(chǎn)品開(kāi)發(fā)項(xiàng)目的一次需求會(huì)議上，產(chǎn)品經(jīng)理提出在以往項(xiàng)目團(tuán)隊(duì)中經(jīng)歷的問(wèn)題掖举。產(chǎn)品經(jīng)理要求項(xiàng)目經(jīng)理提供一份計(jì)劃快骗，詳細(xì)說(shuō)明在新項(xiàng)目中如何規(guī)避這些問(wèn)題，項(xiàng)目經(jīng)理首先應(yīng)該怎么做拇泛？

During a requirements planning meeting for a new product development manager reminds the team about the issues experienced in a product manager asks the project management to provide a plan avoid in this new project. To research this information, what should the project management

A：召集包括項(xiàng)目經(jīng)理和產(chǎn)品用戶(hù)在內(nèi)的焦點(diǎn)小組會(huì)議

Conduct a focus group which includes the project manger

B：與之前的項(xiàng)目團(tuán)隊(duì)溝通

Speak to the previous project team

C：與當(dāng)前的項(xiàng)目團(tuán)隊(duì)安排一次頭腦風(fēng)暴會(huì)議

Schedule the brainstorming session with current project

D：查詢(xún)經(jīng)驗(yàn)教訓(xùn)知識(shí)庫(kù)

Consult the lessons learned knowledge

正確答案：D?你的答案：D

解析：所屬過(guò)程組：規(guī)劃過(guò)程組滨巴。所屬知識(shí)領(lǐng)域：項(xiàng)目風(fēng)險(xiǎn)管理。解析：經(jīng)驗(yàn)教訓(xùn)作為組織過(guò)程資產(chǎn)是規(guī)劃風(fēng)險(xiǎn)管理的輸入俺叭，其中包含以往類(lèi)似項(xiàng)目的信息恭取。

113、?[單選]?項(xiàng)目經(jīng)理想要評(píng)估影響生產(chǎn)線(xiàn)效率的各種因素熄守。若要系統(tǒng)性的評(píng)估對(duì)項(xiàng)目總體成果最有影響的所有關(guān)鍵因素蜈垮，應(yīng)使用下列哪一項(xiàng)工具?

A project manager would like to evaluate the various factors that influence efficiencies in a production line. Which of the following tools should be used to evaluate systematically all key factors having the most influence on the overall outcome of the project

A：帕累托分析

Pareto analysis

B：標(biāo)桿對(duì)照

Benchmarking

C：實(shí)驗(yàn)設(shè)計(jì)

Design of experiments

D：成本-效益分析

Cost-benefit analysis

正確答案：A?你的答案：A

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

114、?[單選]?客戶(hù)要求項(xiàng)目經(jīng)理在一星期內(nèi)讓系統(tǒng)上線(xiàn)晋南。系統(tǒng)仍然有些小缺陷惠猿，但是項(xiàng)目經(jīng)理希望滿(mǎn)足客戶(hù)的愿望，讓系統(tǒng)按時(shí)上線(xiàn)负间。項(xiàng)目經(jīng)理應(yīng)該選擇以下哪個(gè)風(fēng)險(xiǎn)策略？

The customer asks the project manager to have the system online within one week. There are still bugs in the system, but the project manager wants to meet the customer’s desire to have the system running on time. The project manager should choose which of the following risk strategies?

A：緩解

Mitigate

B：接受

Accept

C：轉(zhuǎn)讓

Transfer

D：避免

Avoid

正確答案：B?你的答案：B

解析：風(fēng)險(xiǎn)管理策略.消極風(fēng)險(xiǎn)應(yīng)對(duì)策略：回避、轉(zhuǎn)移钦铁、減輕和接受联逻。接受是指因?yàn)閹缀醪豢赡芟?xiàng)目的全部威脅，所以就需要采用風(fēng)險(xiǎn)接受策略。該策略表明，項(xiàng)目團(tuán)隊(duì)已決定不為處理某風(fēng)險(xiǎn)而變更項(xiàng)目管理計(jì)劃，或者無(wú)法找到任何其他的合理應(yīng)對(duì)策略申鱼。出處：PMBOK第6版 中 11.5 規(guī)劃風(fēng)險(xiǎn)應(yīng)對(duì)

接受仍然存在的問(wèn)題

115、?[單選]?下列哪一項(xiàng)質(zhì)量工具用來(lái)識(shí)別存在于兩個(gè)變量中變更的關(guān)系云头？

Which of the following quality tools allows the identification of a possible relationship between changes observed in variables?

A：趨勢(shì)圖

Run chart

B：帕累托圖

Pareto chart

C：散點(diǎn)圖

Scatter diagram

D：直方圖

Histogram

正確答案：C?你的答案：C

解析：見(jiàn)PMBOK 8.3.2.5 ? ?散點(diǎn)圖是一種展示兩個(gè)變量之間的關(guān)系的圖形捐友，它能夠展示兩支軸的關(guān)系，一支軸表示過(guò)程盘寡、環(huán)境或活動(dòng)的任何要素楚殿，另一支軸表示質(zhì)量缺陷。

116竿痰、?[單選]?風(fēng)險(xiǎn)可以在風(fēng)險(xiǎn)管理過(guò)程的哪個(gè)階段被識(shí)別出來(lái)脆粥？

Risks will be identified during which risk management process (es)?

A：實(shí)施定量風(fēng)險(xiǎn)分析和識(shí)別風(fēng)險(xiǎn)

Perform Qualitative Risk Analysis and Identify Risks

B：識(shí)別風(fēng)險(xiǎn)和監(jiān)督風(fēng)險(xiǎn)

Identify Ris ks and Control Risks

C：實(shí)施定量風(fēng)險(xiǎn)分析和監(jiān)督風(fēng)險(xiǎn)

Perform Qualitative Risk Analysis and Control Risks

D：識(shí)別風(fēng)險(xiǎn)

Identify Risks

正確答案：B?你的答案：B

解析：這道題很迷惑人。一般風(fēng)險(xiǎn)是在風(fēng)險(xiǎn)識(shí)別時(shí)確認(rèn)的影涉，但是新出現(xiàn)的風(fēng)險(xiǎn)是在風(fēng)險(xiǎn)監(jiān)控時(shí)確認(rèn)的变隔。監(jiān)督風(fēng)險(xiǎn)-輸出-項(xiàng)目文件更新-風(fēng)險(xiǎn)登記冊(cè)（更新風(fēng)險(xiǎn)登記冊(cè)，記錄在監(jiān)督風(fēng)險(xiǎn)過(guò)程中產(chǎn)生的關(guān)于單個(gè)項(xiàng)目風(fēng)險(xiǎn)的信息蟹倾，可能包括添加新風(fēng)險(xiǎn)匣缘、更新已過(guò)時(shí)風(fēng)險(xiǎn)或已發(fā)生風(fēng)險(xiǎn)，以及更新風(fēng)險(xiǎn)應(yīng)對(duì)措施鲜棠，等等肌厨。）

監(jiān)督風(fēng)險(xiǎn)過(guò)程中會(huì)識(shí)別新風(fēng)險(xiǎn)

117、?[單選]?誰(shuí)可以請(qǐng)求與項(xiàng)目預(yù)算大幅超支有關(guān)的項(xiàng)目變更豁陆？

Who can request changes to a project regarding a substantial project budget over?

A：只有項(xiàng)目發(fā)起人

Only the project sponsor

B：任何項(xiàng)目相關(guān)方

Any stakeholder

C：只有項(xiàng)目經(jīng)理

Only the project manager

D：支付額外成本的組織

The organization paying the additional cost

正確答案：B?你的答案：B

解析：見(jiàn) PMBOK6/4.6/實(shí)施整體變更控制柑爸。根據(jù)題目描述，可將問(wèn)題簡(jiǎn)化為盒音，誰(shuí)可以提出變更請(qǐng)求表鳍？在項(xiàng)目執(zhí)行過(guò)程中，任何相關(guān)方都可以提出變更請(qǐng)求祥诽。預(yù)算大幅超支譬圣，是否影響到項(xiàng)目相關(guān)方的目標(biāo)期望及事業(yè)環(huán)境因素中的成本等風(fēng)險(xiǎn)臨界值；題干意圖接近項(xiàng)目相關(guān)方雄坪。

118厘熟、?[單選]?項(xiàng)目X已完成60%，落后于進(jìn)度且超出預(yù)算。由于其他更高優(yōu)先級(jí)的項(xiàng)目绳姨，項(xiàng)目發(fā)起人已經(jīng)撤出資金颇玷，而且部門(mén)經(jīng)理已經(jīng)將所有團(tuán)隊(duì)成員分配給項(xiàng)目Y.項(xiàng)目經(jīng)理應(yīng)該怎么做？

Project X is 60% completed, behind schedule and over budget. The sponsor has withdrawn funding due other higher priority projects and the department manager has reassigned all team members to Project Y. What should the project manager do?

A：修訂項(xiàng)目管理計(jì)劃就缆，把變化反映在范圍中

Revise the project management plan to reflect the change in scope

B：為項(xiàng)目Y召開(kāi)一次會(huì)議

Meeting for Project Y

C：記錄并存檔項(xiàng)目X的經(jīng)驗(yàn)教訓(xùn)

Document and archive lessons learned on Project X

D：為項(xiàng)目X計(jì)算EAC和ETC

Calculate the EAC and ETC for the Project X

正確答案：C?你的答案：C

解析：4.7 終止時(shí)需要進(jìn)行必要的收尾。進(jìn)行結(jié)束項(xiàng)目或階段過(guò)程的輸出其中一項(xiàng)為組織過(guò)程資產(chǎn)的更新谒亦，即選項(xiàng)C選項(xiàng)B太寬泛選項(xiàng)D屬于監(jiān)控過(guò)程組

119竭宰、?[單選]?項(xiàng)目經(jīng)理感覺(jué)到項(xiàng)目會(huì)議的成效很差，與會(huì)者都沒(méi)做好準(zhǔn)備份招，無(wú)法遵照會(huì)議議程切揭。項(xiàng)目經(jīng)理應(yīng)該怎么做來(lái)改變項(xiàng)目團(tuán)隊(duì)的態(tài)度？

The project manager feels that the project meetings are creating poor results. The offenders are not prepared and the agenda is not being followed. What should the project manager do be change the attitude of the project team?

A：首先開(kāi)始改變個(gè)人行為锁摔，更好地為下一個(gè)會(huì)議做準(zhǔn)備

Initiate changes in personal behavior first and prepare the next meetings better

B：填寫(xiě)一份關(guān)于會(huì)議文化和會(huì)議規(guī)矩的備忘錄

White a memo about meeting culture and ground rules

C：在下一次會(huì)議開(kāi)始時(shí)討論做好會(huì)議準(zhǔn)備的重要性

Discuss the importance of good preparation at the beginning of the next meeting

D：開(kāi)展較少但更為重要的會(huì)議

Conduct fewer, but more substantial meetings

正確答案：B?你的答案：B

解析：9.1.3.2 團(tuán)隊(duì)章程團(tuán)隊(duì)章程對(duì)項(xiàng)目團(tuán)隊(duì)成員的可接受行為確定了明確的期望廓旬。盡早認(rèn)可并遵守明確的規(guī)則，有助于減少誤解谐腰，提高生產(chǎn)力孕豹；討論諸如行為規(guī)范、溝通十气、決策励背、會(huì)議禮儀等領(lǐng)域，團(tuán)隊(duì)成員可以了解彼 此重要的價(jià)值觀砸西。由團(tuán)隊(duì)制定或參與制定的團(tuán)隊(duì)章程可發(fā)揮最佳效果叶眉。所有項(xiàng)目團(tuán)隊(duì)成員都分擔(dān)責(zé) 任，確保遵守團(tuán)隊(duì)章程中規(guī)定的規(guī)則芹枷。

120衅疙、?[單選]?召開(kāi)項(xiàng)目啟動(dòng)大會(huì)的適當(dāng)時(shí)機(jī)是什么時(shí)候？

When is an appropriate time to hold the kick-off meeting鸳慈？

A：完成初步計(jì)劃之后饱溢，但要在執(zhí)行之前

After the preliminary planning ，but before execution

B：在項(xiàng)目經(jīng)理有正面消息要分享時(shí)

When the project manager has positive news to share

C：在簽署項(xiàng)目章程之前

Before the project chart is signed

D：在制定溝通計(jì)劃之后

After the communications plan has been developed

正確答案：A?你的答案：D

解析：遇到“項(xiàng)目啟動(dòng)會(huì)”一定要注意看一下英文原題蝶涩。是否為“kick-off meeting” kick off 源于足球比賽時(shí)可以開(kāi)始踢球了理朋，即可以開(kāi)始正式開(kāi)工的意思。所以绿聘，它應(yīng)當(dāng)是在項(xiàng)目管理計(jì)劃及各項(xiàng)子計(jì)劃完成后嗽上，準(zhǔn)備由執(zhí)行團(tuán)隊(duì)開(kāi)始實(shí)施時(shí)招開(kāi)。

121熄攘、?[單選]?某家公司有一些項(xiàng)目兽愤，即項(xiàng)目A，B，C浅萧。這些項(xiàng)目是根據(jù)公司的目標(biāo)逐沙，按照一套相同的標(biāo)準(zhǔn)劃分優(yōu)先順序。項(xiàng)目B的優(yōu)先級(jí)較高洼畅，因?yàn)樗鼘?huì)擴(kuò)大公司的市場(chǎng)份額吩案，減少對(duì)不可靠供應(yīng)商的依賴(lài)性。這是在執(zhí)行什么活動(dòng)帝簇？

A company has a collection of projects, A, B and C. These projects are prioritized across a common set of criteria based on the company’s objectives. Project B has high priority because it will increase the company’s market share and reduce dependency on unreliable suppliers. What activity is being performed徘郭？

A：獲得市場(chǎng)份額

Capturing market share

B：項(xiàng)目組合管理

Portfolio management

C：項(xiàng)目啟動(dòng)

Initiating a project

D：項(xiàng)目集管理

Program management

正確答案：B?你的答案：B

解析：指南-1.2.3.3項(xiàng)目組合管理。項(xiàng)目組合管理重點(diǎn)關(guān)注通過(guò)審核項(xiàng)目和項(xiàng)目集來(lái)確定資源分配的優(yōu)先順序丧肴。

122残揉、?[單選]?團(tuán)隊(duì)成員識(shí)別到一個(gè)可能對(duì)項(xiàng)目成果產(chǎn)生不利影響的技術(shù)風(fēng)險(xiǎn)，向項(xiàng)目經(jīng)理報(bào)告芋浮。這屬于下列哪一項(xiàng)的實(shí)例抱环？

A team member identifies a technical risk that could have a negative impact on the project deliverables. A change request issued to the project manager is an example of which as following?

A：糾正措施

Corrective action

B：預(yù)防措施

Preventive action

C：缺陷補(bǔ)救

Defect repair

D：項(xiàng)目更新

Project update

正確答案：B?你的答案：B

解析：指南-4.3.3.4變更請(qǐng)求-預(yù)防措施，為確保項(xiàng)目工作的未來(lái)績(jī)效符合項(xiàng)目管理計(jì)劃而進(jìn)行的有目的的活動(dòng)纸巷。注意題干中的提示“可能”镇草。

123、?[單選]?若要產(chǎn)生項(xiàng)目的初步概要定義瘤旨，供項(xiàng)目業(yè)主和參與者規(guī)劃和衡量項(xiàng)目是否成功陶夜，下列哪一項(xiàng)是其中必要過(guò)程？

What is the process necessary for producing a preliminary high level definition that will be used by the project owner and project participants for planning and project success?

A：制定項(xiàng)目工作說(shuō)明書(shū)

Developing project statement of work

B：制定項(xiàng)目章程

Developing project charter

C：制定 WBS

Developing WBS

D：收集需求

Gathering requirement

正確答案：B?你的答案：B

解析：制定項(xiàng)目章程的輸出之一是項(xiàng)目章程裆站，它記錄了關(guān)于項(xiàng)目和項(xiàng)目預(yù)期交付的產(chǎn)品条辟、服務(wù)或成果的高層級(jí)信息，其中包括有可測(cè)量的項(xiàng)目目標(biāo)和相關(guān)的成功標(biāo)準(zhǔn)宏胯，便于參與者規(guī)劃和衡量項(xiàng)目是否成功羽嫡。

124、?[單選]?一名關(guān)鍵項(xiàng)目相關(guān)方不相信項(xiàng)目管理計(jì)劃上提供的計(jì)算成本是正確的肩袍，并拒絕批準(zhǔn). 若要獲得該關(guān)鍵相關(guān)方的支持杭棵，項(xiàng)目經(jīng)理應(yīng)該使用什么工具或技術(shù)？

A key stakeholder is not convinced that the calculated costs provided in the project management plan are accurate, and refuses to approve it. What tool or technique should the project manager use to gain the key stakeholders’ support氛赐？

A：專(zhuān)家判斷

Expert judgment.

B：組織過(guò)程資產(chǎn)

Organize process assets.

C：企業(yè)環(huán)境因素

Enterprise environmental factors.

D：整體變更控制過(guò)程

Integrated change control process.

正確答案：A?你的答案：A

解析：如果項(xiàng)目經(jīng)理制定的項(xiàng)目管理計(jì)劃采用了正確的工具方法魂爪，提供的成本計(jì)算就是正確的，制定項(xiàng)目管理和預(yù)算成本過(guò)程都可以使用專(zhuān)家判斷艰管，因此本題應(yīng)選 A滓侍。參見(jiàn)PMBOK第6版 4.2.2 和 7.3.2.3 （4.1.2.1和7.3.2.1）專(zhuān)家判斷∩螅考點(diǎn)：制定項(xiàng)目管理和制定預(yù)算過(guò)程的工具與技術(shù)—專(zhuān)家判斷撩笆。

125捺球、?[單選]?在弱矩陣和強(qiáng)矩陣組織結(jié)構(gòu)中，可能引發(fā)沖突的基本條件是什么

n the weak and strong matrix organizational structures, the primary condition leading to conflict is

A：溝通障礙

Communication barriers

B：利益沖突

Conflicting interests

C：缺乏共識(shí)

Need for consensus

D：權(quán)限不明確

Ambiguous jurisdictions

正確答案：D?你的答案：D

解析：指南-2.4.4.1組織結(jié)構(gòu)類(lèi)型-表2-1組織結(jié)構(gòu)對(duì)項(xiàng)目的影響夕冲。

126氮兵、?[單選]?項(xiàng)目經(jīng)理為一家沒(méi)有使用正式項(xiàng)目管理流程的公司工作。因此歹鱼，該公司具有在整個(gè)項(xiàng)目生命期不斷修改需求的歷史記錄泣栈，經(jīng)常導(dǎo)致項(xiàng)目延遲完成。若要控制進(jìn)一步的修改弥姻，項(xiàng)目經(jīng)理在當(dāng)前項(xiàng)目中應(yīng)該更新哪份文件秩霍？

A project manager works for a company that does not use formal project management processes as a result, the company has a history of modifying project requirements throughout the life of the project, often resulting in delays in project completions. What should the project manager update in the current project to control further modifications?

A：項(xiàng)目范圍

project scope

B：變更管理計(jì)劃

Change management plan

C：相關(guān)方分析

Stakeholder analysis

D：經(jīng)驗(yàn)教訓(xùn)

Lessons learned

正確答案：B?你的答案：B

解析：關(guān)鍵字分析－若要控制進(jìn)一步修改：需求不斷改變和進(jìn)度延遲最終都是因?yàn)樽兏芾頉](méi)有做好，變更計(jì)劃不完整所致蚁阳，因些需要重視變更管理，修改變更管理計(jì)劃

127鸽照、?[單選]?下列選項(xiàng)中,誰(shuí)將參與變更控制委員會(huì)?

Who participates in the change control board?

A：項(xiàng)目經(jīng)理

Project manager

B：職能經(jīng)理

Functional managers

C：項(xiàng)目相關(guān)方

Stakeholders

D：項(xiàng)目經(jīng)理和職能經(jīng)理

Project manager and functional managers

正確答案：C?你的答案：C

解析：PMBOK第6版 中 術(shù)語(yǔ)表變更控制委員會(huì) Change Control Board (CCB)：一個(gè)正式組成的團(tuán)體螺捐，負(fù)責(zé)審議、評(píng)價(jià)矮燎、批準(zhǔn)定血、推遲或否決項(xiàng)目變更，以及記錄和傳達(dá)變更處理決定诞外。

128澜沟、?[單選]?在與相關(guān)方的項(xiàng)目計(jì)劃介紹會(huì)議上，針對(duì)一個(gè)問(wèn)題進(jìn)行了討論峡谊，并達(dá)成了一項(xiàng)協(xié)議茫虽，各方都持相同意見(jiàn)。然而既们，過(guò)了一段時(shí)間后濒析，項(xiàng)目經(jīng)理又從一個(gè)主要利益相關(guān)方那里收到一封電子郵件說(shuō)他們改變主意了。他們對(duì)這個(gè)問(wèn)題的看法有所改變啥纸，希望各方能夠一起重新討論新的方法和選擇号杏。項(xiàng)目經(jīng)理應(yīng)首先嘗試哪種解決沖突的方法呢？

During the project plan presentation meeting with the stakeholders. An issue was discussed and a resolution was reached, and all interested parties were on board. Sometime after the meeting, the project manager receives an e-mail from one of the key stakeholders saying they have changed. Their mind about the agreed to solution and would like to get the group back together to discuss new options. What conflict resolution techniques should the project manager try first?

A：妥協(xié)

Compromising

B：強(qiáng)迫

Forcing

C：調(diào)和

Smoothing

D：撤退

Withdrawing

正確答案：A?你的答案：C

解析：管理相關(guān)方參與之人際關(guān)系技能(解決沖突）出處：PMBOK2012 中? 9.5.2.1 解析：參考答案 A斯棒，妥協(xié)各讓一步盾致，項(xiàng)目經(jīng)理不堅(jiān)持協(xié)議不能改變，對(duì)方需要對(duì)改變陳述理由荣暮。妥協(xié)就是尋找能讓全體當(dāng)事人都在一定程度上滿(mǎn)意的方案庭惜，是很好的沖突解決方法。B 強(qiáng)迫不改變主意不妥穗酥。C 調(diào)和求同存異蜈块，并沒(méi)解決問(wèn)題鉴腻。D 撤退躲避于事無(wú)補(bǔ)。

129百揭、?[單選]?即使項(xiàng)目成功進(jìn)展爽哎，項(xiàng)目經(jīng)理依然承受來(lái)自發(fā)起人和客戶(hù)多個(gè)新功能請(qǐng)求的壓力。管理流程已經(jīng)定義并遵循器一。項(xiàng)目經(jīng)理提醒變更控制委員會(huì)太多變更可能造成下列哪一項(xiàng)問(wèn)題课锌？

Despite the project is on track, the project manager is under the pressure of new function requirements from the sponsor and customer. The management process has been defined and followed. The project manager alerts the change control board that too many changes can cause which of the following issue?

A：范圍蔓延

scope creep

B：鍍金

gold plating

C：進(jìn)度壓縮

schedule compression

D：質(zhì)量成本

cost of quality

正確答案：A?你的答案：A

解析：所屬過(guò)程組：監(jiān)控過(guò)程組。所屬知識(shí)領(lǐng)域：項(xiàng)目范圍管理祈秕。解析：未經(jīng)良好控制的變更將導(dǎo)致范圍蔓延渺贤，符合題意，故選A请毛。B選項(xiàng)鍍金來(lái)自項(xiàng)目團(tuán)隊(duì)內(nèi)部自行增加的范圍志鞍，而題目說(shuō)明是來(lái)自發(fā)起人和客戶(hù)的新功能請(qǐng)求，不符合方仿。C進(jìn)度壓縮是控制進(jìn)度的技術(shù)固棚，與題目完全無(wú)關(guān)。D選項(xiàng)是規(guī)劃質(zhì)量管理的技術(shù)仙蚜，也與本題無(wú)關(guān)此洲。

130、?[單選]?可以使用什么策略來(lái)應(yīng)對(duì)消極風(fēng)險(xiǎn)或威脅以及積極風(fēng)險(xiǎn)或機(jī)會(huì)委粉？

What strategy can be used to deal with both negative risks or threats and positive risks or opportunities?

A：接受

Accept

B：減輕

Mitigate

C：回避

Avoid

D：開(kāi)拓

Exploit

正確答案：A?你的答案：A

解析：出處：11.5.2.4呜师、11.5.2.5。1. 積極風(fēng)險(xiǎn)應(yīng)對(duì)策略：上報(bào)贾节、開(kāi)拓汁汗、分享、提高栗涂，接受碰酝；消極風(fēng)險(xiǎn)應(yīng)對(duì)策略：上報(bào)、規(guī)避戴差、轉(zhuǎn)移送爸、減輕、接受暖释；2. 上報(bào)袭厂、接受可處理兩種風(fēng)險(xiǎn)類(lèi)型。

131球匕、?[單選]?在獲得項(xiàng)目資源過(guò)程中纹磺，當(dāng)無(wú)法快速定義一個(gè)精確的工作說(shuō)明書(shū)時(shí)，下列哪一種合同類(lèi)型更適用亮曹？

During the procurement of resources for a project, which of the following contract types is suitable when a precise statement of work cannot be quickly defined?

A：成本加獎(jiǎng)勵(lì)合同

cost-plus-award-fee

B：固定總價(jià)合同

firm-fixed-price

C：成本加激勵(lì)費(fèi)用

cost-plus-incentive

D：工料合同

time and material

正確答案：D?你的答案：C

解析：所屬知識(shí)領(lǐng)域：項(xiàng)目采購(gòu)管理橄杨。所屬過(guò)程組：規(guī)劃過(guò)程組秘症。解析：工料合同常用來(lái)在項(xiàng)目范圍無(wú)法快速定義，范圍不精確情況下獲得外部資源式矫，本題題干指出在獲得項(xiàng)目資源過(guò)程時(shí)選擇合同類(lèi)型乡摹，因此工料合同符合題意〔勺考點(diǎn)：合同類(lèi)型選擇-工料合同聪廉。出處：PMBOK第6版 中 12.1.1.6。

132故慈、?[單選]?當(dāng)與一個(gè)行動(dòng)導(dǎo)向型的人溝通時(shí)板熊，項(xiàng)目經(jīng)理應(yīng)該

When communicating with an action-oriented person, a project manager should

A：盡可能簡(jiǎn)短，強(qiáng)調(diào)他或她的觀點(diǎn)的可行性

Be as brief as possible and emphasize the practicality of his of her ideas

B：提供可選方案察绷，包括利弊

Provide options, including the pros and cons

?C：在對(duì)方離題時(shí)保持耐心?

Remain patient if the other person goes off on tangents

D：盡可能地說(shuō)得快干签，保證所有信息傳達(dá)給對(duì)方

Speak as quickly as possible to ensure that all the information is conveyed

正確答案：A?你的答案：B

解析：軟技能，溝通方法

B適用于結(jié)果導(dǎo)向的人

133拆撼、?[單選]?項(xiàng)目經(jīng)理負(fù)責(zé)一個(gè)系統(tǒng)集成項(xiàng)目容劳。執(zhí)行中管理質(zhì)量需要哪些文件？

The project manager is responsible for a system integration project. Which documents are required to manage quality on the project?

A：質(zhì)量測(cè)試指標(biāo)情萤，風(fēng)險(xiǎn)報(bào)告和項(xiàng)目管理計(jì)劃

Quality metrics, risk report, project management plan

B：項(xiàng)目管理計(jì)劃，經(jīng)驗(yàn)教訓(xùn)文件和范圍說(shuō)明書(shū)

Project management plan, lessons learned, scope statement

C：成本績(jī)效基線(xiàn)摹恨，項(xiàng)目管理計(jì)劃和進(jìn)度績(jī)效指數(shù)

Cost performance baseline, variance analysis, risk register

D：項(xiàng)目管理計(jì)劃筋岛，偏差分析和風(fēng)險(xiǎn)登記薄

Project management plan, variance analysis, risk register

正確答案：A?你的答案：A

解析：管理質(zhì)量的輸入。8.2.1.2 項(xiàng)目文件質(zhì)量測(cè)量指標(biāo)

134晒哄、?[單選]?項(xiàng)目正在進(jìn)展之中睁宰，項(xiàng)目經(jīng)理正與質(zhì)量保證部門(mén)一起，致力于提高相關(guān)方對(duì)項(xiàng)目將要滿(mǎn)足質(zhì)量標(biāo)準(zhǔn)的信心寝凌。在開(kāi)始該過(guò)程之前柒傻，他們需要下面哪項(xiàng)內(nèi)容？

A project is in progress and the project manager is working with the quality assurance department to improve stakeholders' confidence that the project will satisfy the quality standards. Before they can begin this process, which of the following do they need to have?

A：質(zhì)量問(wèn)題

Quality problems

B：過(guò)程分析的結(jié)果

Results of process Analysis

C：質(zhì)量審計(jì)

Quality audits

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第6版 8.1.3.1 質(zhì)量管理計(jì)劃较木。質(zhì)量管理計(jì)劃定義了項(xiàng)目和產(chǎn)品質(zhì)量的可接受水平红符，并描述了如何確保可交付成果和過(guò)程達(dá)到這一質(zhì)量水平伐债。 質(zhì)量管理計(jì)劃還描述了不合格產(chǎn)品的處理方式以及需采取的糾正措施预侯。

135、?[單選]WBS及WBS詞典已經(jīng)完成峰锁，項(xiàng)目團(tuán)隊(duì)開(kāi)始識(shí)別風(fēng)險(xiǎn)萎馅。發(fā)起人找到了項(xiàng)目經(jīng)理，要求制定一個(gè)100,000美元的責(zé)任分配矩陣虹蒋。項(xiàng)目的在三個(gè)國(guó)家進(jìn)行糜芳，使用人員14人飒货。項(xiàng)目預(yù)計(jì)風(fēng)險(xiǎn)很小，而且項(xiàng)目經(jīng)理以前做了很多類(lèi)似的項(xiàng)目峭竣。接下來(lái)項(xiàng)目經(jīng)理應(yīng)該所什么塘辅？

The WBS and WBS dictionary are completed. The project team has begun working on identifying risks. The sponsor contacts the project manager, requesting that the U.S. $l00，000 responsibility assignment matrix be issued. The project has a budget of and is taking place in three countries using 14 human resources. There is little risk expected for the project and the project manager has managed many projects similar to this one. What is the next thing to do?

A：理解類(lèi)似項(xiàng)目發(fā)起人的經(jīng)驗(yàn)教訓(xùn)?

Understand the experience of the sponsor on similar projects.

B：創(chuàng)造活動(dòng)清單?

Create an activity list

C：確保項(xiàng)目范圍得到了定義

Make sure the project scope is defined.

?D：完成風(fēng)險(xiǎn)管理邪驮，制定責(zé)任分配矩陣莫辨。

Complete risk management and issue the responsibility assignment matrix.

正確答案：B?你的答案：D

解析：WBS及WBS詞典已經(jīng)完成，說(shuō)明5.4創(chuàng)建WBS過(guò)程已經(jīng)完成毅访。接下來(lái)要繼續(xù)將工作包分解為活動(dòng)沮榜。

136、?[單選]?在項(xiàng)目工作完成后喻粹，與客戶(hù)一起召開(kāi)會(huì)議交付四個(gè)項(xiàng)目成果蟆融。客戶(hù)接受四個(gè)成果中的兩個(gè)守呜，并表明剩余兩個(gè)產(chǎn)品不滿(mǎn)足需求型酥。交付產(chǎn)品之前，項(xiàng)目經(jīng)理應(yīng)該遵循哪個(gè)流程來(lái)確保與客戶(hù)端期望保持一致查乒？

After the project work is completed, a meeting is held with the client to deliver the four products. The client accepts two of the four products, and indicates that the remaining two projects don not meet the requirements. Before delivering the project, which process should the project manager have follow up to keep alignment with the customer’s expectations?

A：控制質(zhì)量

Control Quality

B：執(zhí)行質(zhì)量保證

Perform Quality Assurance

C：執(zhí)行質(zhì)量控制測(cè)量

Perform Quality Control Measurement

D：執(zhí)行質(zhì)量審計(jì)

Perform Quality Audit

正確答案：A?你的答案：A

解析：見(jiàn)PMBOK 8.3 ? ?控制質(zhì)量是為了評(píng)估績(jī)效弥喉，確保項(xiàng)目輸出完整、正確且滿(mǎn)足客戶(hù)期望玛迄，而監(jiān)督和記錄質(zhì)量管理活動(dòng)執(zhí)行結(jié)果的過(guò)程由境。本過(guò)程的主要作用是，核實(shí)項(xiàng)目可交付成果和工作已經(jīng)達(dá)到主要相關(guān)方的質(zhì)量要求蓖议，可供最終驗(yàn)收虏杰。

137、?[單選]控制圖有助于項(xiàng)目經(jīng)理：

A control chart helps the project manager:

A：著眼于改進(jìn)質(zhì)量最重要的問(wèn)題上

focus on the most critical issues to improve quality.

B：著眼于刺激思考

focus on stimulating thinking.

C：探索理想的結(jié)果

explore a desired future outcome.

D：確定某流程是否正常運(yùn)轉(zhuǎn)

determine if a process is functioning within set limits.

正確答案：D?你的答案：D

解析：選項(xiàng) A 與帕雷托圖有關(guān)勒虾，選項(xiàng)B 和 C 與魚(yú)骨圖有關(guān)纺阔。只有選項(xiàng) D 與控制圖有關(guān)。

138修然、?[單選]?下列哪一項(xiàng)說(shuō)明了為何帕累托圖是指出重大缺陷的有效工具笛钝？

Which of the following explains why Pareto is an effective tool for pointing out major flaws?

A：通過(guò)識(shí)別相對(duì)少量的造成最大影響的原因，它可能指出最有效的改善機(jī)會(huì)

By identifying a relatively small number of causes of maximum impact, it may indicate that the most effective improvement rally

B：它指出了項(xiàng)目可交付成果均可接受容限

It points out that the project deliverables are acceptable tolerance

C：它可準(zhǔn)確地展示不同因素如何導(dǎo)致缺陷

It shows exactly how different factors can lead to defects.

D：它分析了兩個(gè)變量的關(guān)系

It analyzes the relationship between two variables

正確答案：A?你的答案：A

解析：見(jiàn)PMBOK（第五版）8.3.2.1 ? ?帕累托圖愕宋，是一種特殊的垂直條形圖婆翔，用于識(shí)別造成大多數(shù)問(wèn)題的少數(shù)重要原因。

139掏婶、?[單選]?一個(gè)新項(xiàng)目已經(jīng)啟動(dòng)啃奴，且已識(shí)別許多相關(guān)方，但每名相關(guān)方對(duì)項(xiàng)目范圍雄妥、預(yù)算和進(jìn)度的期望不同最蕾。應(yīng)該使用以下哪項(xiàng)工具來(lái)為相關(guān)方可能產(chǎn)生的影響排定優(yōu)先級(jí)依溯？

A new project is initiated, and a large number of stakeholders were identified. Each stakeholder’s expectations of the project’s scope, budget, and schedule are different. What tool should be used to prioritize the potential influence or impact a stakeholder may have?

A：信息發(fā)布計(jì)劃

Information distribution plan

B：權(quán)力/利益方格

Power/interest grid

C：溝通需求分析

Communication requirements analysis

D：人際關(guān)系技巧

Interpersonal skills

正確答案：B?你的答案：B

解析：根據(jù)題目描述，要進(jìn)行的是對(duì)相關(guān)方可能產(chǎn)生的影響進(jìn)行優(yōu)先級(jí)排序瘟则，可以確定需要進(jìn)行相關(guān)方分析2.權(quán)利/利益方格是相關(guān)方分析工具的一種表現(xiàn)形式黎炉，根據(jù)相關(guān)方的職權(quán)（權(quán)力）大小及對(duì)項(xiàng)目結(jié)果的關(guān)注（利益）程度進(jìn)行分類(lèi)"

140、?[單選]?客戶(hù)所用的軟件應(yīng)用程序已有10個(gè)年頭醋拧，但仍需要該軟件支持其業(yè)務(wù)流程慷嗜，關(guān)聯(lián)項(xiàng)目相關(guān)方認(rèn)為文件已過(guò)時(shí)，并需要更換丹壕，以便滿(mǎn)足當(dāng)前的信息技術(shù)標(biāo)準(zhǔn)庆械。一名項(xiàng)目經(jīng)理被任命制作商業(yè)論證書(shū)。商業(yè)論證書(shū)將用來(lái)確定下列哪一項(xiàng)菌赖？

The customer’s ten year-old software application is still needed to support its business process. The key stakeholders decide that the software is outdated and needs to be replaced current information technology standards. A project manager is assigned to develop a business case. What will the business case be used to determine?

A：整個(gè)項(xiàng)目的成本

The cost of the whole project

B：項(xiàng)目相關(guān)方的決策是否正確

Whether stakeholders decision is correct or not

C：項(xiàng)目是否值得進(jìn)行投資

Whether the project is worth investing or not

D：整個(gè)項(xiàng)目的持續(xù)時(shí)間

The duration of the entire project

正確答案：C?你的答案：C

解析：見(jiàn) PMBOK6/1.2.6.1/項(xiàng)目商業(yè)論證 前言缭乘。商業(yè)論證或類(lèi)似文件能從商業(yè)角度提供必要的信息，決定項(xiàng)目是否值得投資琉用。

141堕绩、?[單選]?制定項(xiàng)目章程時(shí)，一名項(xiàng)目相關(guān)方?jīng)]有提供任何意見(jiàn)邑时。項(xiàng)目經(jīng)理反復(fù)詢(xún)問(wèn)讓該項(xiàng)目相關(guān)方提供必要的意見(jiàn)奴紧，以便完成宏觀需求。但雖然項(xiàng)目經(jīng)理努力了,情況卻沒(méi)有得到改善晶丘。項(xiàng)目經(jīng)理接下來(lái)應(yīng)該怎么做黍氮？

While creating the project charter, a key stakeholder does not offer any input. The project manager repeatedly asks the stakeholder to provide the necessary input to complete the high-level requirements. Despite the project manager’s efforts，the situation does not improve. What should the project manager do next铣口？

A：將該相關(guān)方從相關(guān)方登記冊(cè)中刪除

Remove the stakeholder from the stakeholder list.

B：與項(xiàng)目團(tuán)隊(duì)假定需求

Assume the requirements together with the project team.

C：將缺失意見(jiàn)作為一項(xiàng)目風(fēng)險(xiǎn)滤钱，添加到主要風(fēng)險(xiǎn)描述中

Add the missing input as a risk to the high-level risk description.

D：將該問(wèn)題上報(bào)給項(xiàng)目發(fā)起人

Escalate the issue to the project sponsor.

正確答案：C?你的答案：C

解析：根據(jù)題意觉壶，相關(guān)方意見(jiàn)缺失是一種風(fēng)險(xiǎn)脑题，應(yīng)該加以識(shí)別，記錄到風(fēng)險(xiǎn)登記冊(cè)中去铜靶，相關(guān)方登記冊(cè)是識(shí)別風(fēng)險(xiǎn)的輸入叔遂，所以選 C。參見(jiàn) PMBOK 2016 中 11.2.1 考點(diǎn)：識(shí)別風(fēng)險(xiǎn)争剿。

142已艰、?[單選]?一個(gè)項(xiàng)目發(fā)起人落實(shí)一項(xiàng)新的文件控制流程。這項(xiàng)新流程將延遲對(duì)信息的訪(fǎng)問(wèn)蚕苇，將導(dǎo)致人工成本增加以及進(jìn)度延遲哩掺。項(xiàng)目經(jīng)理應(yīng)該如何整合利用這個(gè)流程？

A project sponsor implements a new document control process. This new process will delay the access of information, which will cause labor costs increase and schedule plan delay涩笤？How should the project manager integrate this new process?

?A：使用變更管理計(jì)劃實(shí)施新的需求嚼吞。

Implement the new requirements using the change management plan.

B：想出更為有效的文件控制流程用于項(xiàng)目盒件。

Propose a more efficient document control process for use on the project.

C：使用風(fēng)險(xiǎn)管理計(jì)劃評(píng)估風(fēng)險(xiǎn)，并向項(xiàng)目發(fā)起人報(bào)告舱禽。

Use the risk management plan to evaluate the risk and report back to the sponsor

D：與項(xiàng)目相關(guān)方安排一次會(huì)議炒刁，進(jìn)行風(fēng)險(xiǎn)緊迫性評(píng)估。

Schedule a meeting with project stakeholders for a risk urgency assessment

正確答案：A?你的答案：A

解析：發(fā)生的變更都要使用變更管理計(jì)劃規(guī)定的變更流程進(jìn)行實(shí)施誊稚。

143翔始、?[單選]?在哪一個(gè)團(tuán)隊(duì)建設(shè)階段，團(tuán)隊(duì)成員之間會(huì)最常發(fā)生沖突里伯？

At which stage of team development do conflict among team member arise most often?

A：解散階段

Adjourning

B：規(guī)范階段

Norming

C：震蕩階段

Storming

D：組建階段

Forming

正確答案：C?你的答案：C

解析：見(jiàn) PMBOK6/9.4.2.4/團(tuán)隊(duì)建設(shè)城瞎。震蕩階段團(tuán)隊(duì)開(kāi)始從事項(xiàng)目工作，制定技術(shù)決策和討論項(xiàng)目管理方法俏脊，但是團(tuán)隊(duì)成員可能不能用合作和開(kāi)放的態(tài)度對(duì)待不同觀點(diǎn)和意見(jiàn)全谤，團(tuán)隊(duì)成員之間會(huì)最常發(fā)生沖突。

144爷贫、?[單選]?項(xiàng)目群經(jīng)理在實(shí)施項(xiàng)目審計(jì)時(shí)认然，發(fā)現(xiàn)問(wèn)題日志中各項(xiàng)均為項(xiàng)目經(jīng)理所有，該情況可否接受漫萄？

Project Manager in the implementation of the project audit, found that the problem log are all project managers, will it be acceptable?

A：不可接受卷员，項(xiàng)目經(jīng)理不得作為問(wèn)題及其解決方案的所有者

Unacceptable, the project manager must not be the owner of the problem and its solution

B：可接受，根據(jù)要求腾务，所有問(wèn)題均有指定的所有者

Acceptable, as required, all problems are assigned to the owner

C：可接受毕骡，項(xiàng)目經(jīng)理必須是所有問(wèn)題及其解決方案的所有者

Acceptable, the project manager must be the owner of all problems and their solutions

D：不可接受，項(xiàng)目團(tuán)隊(duì)必須是所有問(wèn)題及其解決方案的負(fù)責(zé)人的所有者

Unacceptable, the project team must be the owner of all issues and their solutions

正確答案：D?你的答案：D?

解析：9.5.1.2 問(wèn)題日志岩瘦，在管理項(xiàng)目團(tuán)隊(duì)過(guò)程中未巫，總會(huì)出現(xiàn)各種問(wèn)題∑裘粒可用問(wèn)題日志記錄由誰(shuí)負(fù)責(zé)在目標(biāo)日期內(nèi)解決特定問(wèn)題叙凡，并監(jiān)督解決情況。

145密末、?[單選]?在下列哪個(gè)階段中握爷，項(xiàng)目存在最大的風(fēng)險(xiǎn)和不確定性？

At which stage of a project is and uncertainty at the maximum level?

A：開(kāi)發(fā)/執(zhí)行階段

Development/execution phase

B：?jiǎn)?dòng)/概念形成階段

Initiation/conception phase

C：實(shí)施階段

Implementation phase

D：收尾階段

Closure phase

正確答案：B?你的答案：B

解析：標(biāo)準(zhǔn)-1.5項(xiàng)目生命周期严里，圖1-3隨時(shí)間而變化的變量影響新啼。在啟動(dòng)/概念形成階段，項(xiàng)目風(fēng)險(xiǎn)最高而影響最猩材搿燥撞；最大風(fēng)險(xiǎn)影響通常發(fā)生在項(xiàng)目執(zhí)行和收尾階段。

146、?[單選]?項(xiàng)目經(jīng)理正與兩名都聲稱(chēng)對(duì)某一特定可交付成果擁有所有權(quán)的職能經(jīng)理交涉物舒。項(xiàng)目經(jīng)理可以查閱哪一份說(shuō)明該問(wèn)題的文件辆布？

A project manager deals with two functional managers that both claim ownership of a certain deliverable. What document can the project manager refer to that will clarify this issue?

A：工作分析結(jié)構(gòu)

Work breakdown structure

B：需求跟蹤矩陣

Requirements traceability matrix

C：工作說(shuō)明書(shū)

Statement of work

D：責(zé)任分配矩陣

Responsibility assignment matrix

正確答案：B?你的答案：B

解析：指南-5.2.3.2需求跟蹤矩陣，把產(chǎn)品需求從其來(lái)源連接到能滿(mǎn)足需求的可交付成果的一種表格茶鉴。使用需求跟蹤矩陣锋玲，可以把每個(gè)需求與業(yè)務(wù)目標(biāo)或項(xiàng)目目標(biāo)聯(lián)系起來(lái)，有助于確保每個(gè)需求都具有商業(yè)價(jià)值涵叮。需求跟蹤矩陣記錄需求所有者惭蹂。

147、?[單選]?X 產(chǎn)品將擴(kuò)大規(guī)模以支持 1000 個(gè)用戶(hù)的在線(xiàn)協(xié)作割粮，項(xiàng)目團(tuán)隊(duì)向項(xiàng)目經(jīng)理提交了兩個(gè)選擇方案盾碗，方案一是購(gòu)買(mǎi)并集成獨(dú)立模塊，成本為 6舀瓢，000 美元廷雅，預(yù)計(jì)用戶(hù)有 50%的可能性使用該設(shè)施；方案二是花費(fèi) 10,000 美元建設(shè)系統(tǒng)能力京髓，預(yù)計(jì)用戶(hù)有 70%的可能性使用該設(shè)施航缀，根據(jù)預(yù)期價(jià)值分析，哪個(gè)方案最適合堰怨，并且如果每個(gè)用戶(hù)收入為 15 美元芥玉，則回報(bào)是？

X products will be scaled up to support 1000 users online collaboration, the project team submitted two options to the project manager, the first one is to purchase and integrate independent modules, the cost of 6,000 dollars, the user is expected to have 50% of the possibility to use the facility; Programme two is to spend 10,000 dollars to build system capacity, Users are expected to use the facility for 70% of the time, according to the expected value analysis, which is the most suitable option, and if each user income of 15 U.S. dollars, then the return is?

A：方案一备图，回報(bào)為 1500 美元

Programme one, with a return of 1500 dollars

B：方案一灿巧，回報(bào)為 500 美元

Programme one, with a return of 500 dollars

C：方案二，回報(bào)為 1500 美元

Programme two, with a return of ?1500 dollars

D：方案二揽涮，回報(bào)為 500 美元

Programme two, with a return of ?500 dollars

正確答案：A?你的答案：A

解析：所屬知識(shí)領(lǐng)域：項(xiàng)目風(fēng)險(xiǎn)管理抠藕。所屬過(guò)程組：規(guī)劃過(guò)程組。解析：定量風(fēng)險(xiǎn)分析蒋困，參考11.4.2.5決策樹(shù)分析 計(jì) 算1000*50%*15-6000=1500 盾似；1000*70%*15-10000=500

148、?[單選]?一家咨詢(xún)公司獲得在一個(gè)近年來(lái)才有人口居住地區(qū)擴(kuò)建現(xiàn)有設(shè)施的合同家破。公司管理層選擇了一名項(xiàng)目經(jīng)理颜说，并告知項(xiàng)目經(jīng)理他們對(duì)支持該項(xiàng)目以及敏感性問(wèn)題的承諾购岗。 項(xiàng)目經(jīng)理應(yīng)優(yōu)先考慮的事是什么汰聋？

A consultant company has been awarded a contract to expand an existing facility in a recently populated area. The executives select a project manager and inform them their commitment to support the project and the sensitive nature of the issues. What should be considered firstly by the project manager?

A：制定項(xiàng)目章程，正式確認(rèn)該項(xiàng)目

develop the project charter and confirm this project formally

B：談判內(nèi)部溝通專(zhuān)家的分配問(wèn)題

negotiate about the assignment of internal communication experts

C：執(zhí)行一項(xiàng)徹底的項(xiàng)目相關(guān)方分析

execute an roughly analysis of stakeholders

D：在工作說(shuō)明書(shū)（SOW）中明確注明期望喊积、目標(biāo)和成功標(biāo)準(zhǔn)

define the expectations, objects and success criteria in the statement of works

正確答案：A?你的答案：A

解析：合同是章程的輸入烹困。

拿到合同并不意味著項(xiàng)目被正式批準(zhǔn)，應(yīng)當(dāng)制定項(xiàng)目章程并取得發(fā)起人的批準(zhǔn)

149乾吻、?[單選]?項(xiàng)目要求為關(guān)鍵路徑上多個(gè)任務(wù)的制定資源髓梅。整個(gè)項(xiàng)目工期的資源是充足的拟蜻，但是在某個(gè)特定月份不能始終充足。項(xiàng)目經(jīng)理應(yīng)應(yīng)用哪種技術(shù)在風(fēng)險(xiǎn)最低的情況下延遲非關(guān)鍵任務(wù)枯饿？

Project requirements are resources for the development of multiple tasks on a critical path. The resources for the duration of the project are sufficient, but not always sufficient in a particular month.

A：資源平衡

Resource Balance

B：趕工

Clock

C：制定受資源制約的進(jìn)度表

Develop a resource-constrained schedule

D：快速跟進(jìn)

Quick follow up

正確答案：A?你的答案：A

解析：關(guān)鍵字分析-整個(gè)項(xiàng)目工期中資源充足酝锅，但某個(gè)特定月份不充足，只需資源在關(guān)鍵路徑/非關(guān)鍵路徑之間的平衡

150奢方、?[單選]?某公司建立了一個(gè)項(xiàng)目管理辦公室（PMO）搔扁，用于協(xié)調(diào)和管理其眾多項(xiàng)目，公司的 PMO 提出了一個(gè)具體的項(xiàng)目組織和建議蟋字，并作為標(biāo)準(zhǔn)在全公司實(shí)施稿蹲。該組織結(jié)構(gòu)的特點(diǎn)是設(shè)置了享有中高級(jí)權(quán)利（包括控制項(xiàng)目預(yù)算）的全職項(xiàng)目經(jīng)理和全職管理人員。PMO 提出了何種組織結(jié)構(gòu)鹊奖？

A company has established a project management office (PMO) to coordinate and manage many of its projects, and the company's PMO proposes a specific project organization and recommendations, and is implemented as a standard throughout the company. The organizational structure is characterized by a full-time project manager and a full-time manager with senior-level rights, including control of project budgets. What organizational structure does the PMO propose?

A：強(qiáng)矩陣

Strong matrix

B：弱矩陣

Weak matrix

C：項(xiàng)目型

Project type

D：職能型

Functional type

正確答案：A?你的答案：A

解析：表 2-1在強(qiáng)矩陣型組織中設(shè)置有設(shè)置了享有中高級(jí)權(quán)利（包括控制項(xiàng)目預(yù)算）的全職項(xiàng)目經(jīng)理和全職管理人員苛聘。指南-2.4.4.1組織結(jié)構(gòu)類(lèi)型-表2-1組織結(jié)構(gòu)對(duì)項(xiàng)目的影響。

作者：小燕_lillian

鏈接：http://www.reibang.com/p/e4fe23283dd9

來(lái)源：簡(jiǎn)書(shū)

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