PMP错题整理

项目经理加入一个项目，该项目具有可能会发生变更的高层级需求。项目经理识别到工作说明书(SOW)包含一个粗略的预算估算。 项目经理应该为该项目选择以下哪一项合同？
A project manager joins a project with high-level requirements that are likely to change.The project manager identifies that the statement of work(SOW) contains a rough budget estimate. What type of contract should the project manager suggest for this project?

•  A：A.成本加奖励费用合同(CPAF)
  Cost plus award fee(CPAF)
•  B：B.总价加经济价格调整合同(FP-EPA)
  Fixed price with economic price adjustment(FP-EPA)
•  C：C.工料合同（T&M）
  Time and material(T&M)
•  D：D.总价加激励费用合同（FPIF）
  Fixed price incentive fee(FPIF)

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负责管理一个IT开发项目的项目经理发现，一个分包商提供的一些代码不符合项目质量标准。如果没有额外的付款保障并延长时间表，分包商拒绝更改可交付成果，而且在几周内就必须举行客户汇报会。 项目经理应该怎么做？
A project manager working on an IT development project discovers that some codes supplied by a subcontractor fails to conform to project quality standards.The subcontractor refuses to change deliverables without additional payment guarantees and extended timelines.A client debriefing is due in a few weeks. What should the project manager do?

•  A：A.将汇报会延期。
  Delay the debrief.
•  B：B.暂停向该分包商付款
  Suspend payments to the subcontractor.
•  C：C.与该分包商达成妥协。
  Reach a compromise with the subcontractor.
•  D：D.对该分包商提起法律行动

解析：参考答案：D 解析：PMBOK（6）P498-12.3.2.2在整个合同生命周期中，通常会按照合同条款对索赔进行记录、处理、监督和管理。谈判是解决争议的首选方法，如无法解决应按合同条款进行法律仲裁。

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 首席执行官宣布一个新项目，该项目具有成本和时间限制目标，商业论证尚未最终确定。根据经验，项目经理强烈感觉将不能实现这些目标。 若要确保项目成功，项目经理应该怎么做？
A CEO announces a new project with cost and time constraint targets.The business case is not yet finalized.Based on experience,the project manager feels strongly that these targets will not be met. What should the project manager do to ensure the project’s success?

•  A：A.与项目团队协商承诺长时间工作，并快速跟进该项目
  Negotiate with the project team to commit to working long hours,and fast track the project.
•  B：B.与首席执行官会面，并强调可以实现的目标
  Meet with the CEO,and highlight what is achievable.
•  C：C.修改项目章程以适应首席执行官的期望。
  Revise the project charter to accommodate the CEO's expectations.
•  D：D.将首席执行官的假设条件更新到假设日志中

解析：参考答案：B 解析：PMBOK（6）P80-4.1.2.2，4.1.2.3项目仍在启动阶段，应采取访谈、冲突管理与相关方达成一致意见。

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在一个职能型组织中，一位关键的项目资源在咨询项目经理之前直接与客户进行沟通。 这位资源之前经常发生这种问题，该资源己同意所有客户沟通必须先得到项目经理的批准。 项目经理应该怎么做？
In a functional organization, a key project resource communicates directly with the customer without consulting the project manager. This is a common issue for this resource.The resource had agreed that all customer communications would first be approved by the project manager. What should the project manager do?

•  A：A.与该资源的职能经理开会，讨论该资源的行为
  Meet with the resource’s functional manager to discuss the resource's behavior.
•  B：B.召开团队会议以识别并纠正该资源的错误
  Conduct a team meeting to identify and correct the resource’s mistake.
•  C：C.与项目发起人召开会议，以讨论该资源的行为
  Hold a meeting with the project sponsor to discuss the resource’s behavior.
•  D：D.与客户开会以确认所有沟通都应该通过项目经理
  Meet with the customer to confirm that all communications should go through the project manager.

解析：参考答案：A 解析：题目明确是职能型组织，资源出现问题，首先是和该资源的职能经理开会，确定下一步方案，项目经理无权直接做任何处理。

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 一位项目经理正在管理一个项目，该项目在一个专业的专用设施中对技术工艺进行现代化改造。这项新技术将与旧技术共存。项目经理进行研究，以确定过去是否做过类似项目，但无法找到任何信息。 项目经理应该如何识别整合新旧技术的潜在挑战？
A project manager is leading a project to modernize technology in a specialized, proprietary facility. This new technology will coexist with the old technology. The project manager conducts, research to determine if similar past projects were done, but is unable to find any information. What should the project manager do to identify potential challenges by intergrating the new and old technologies?

•  A：A.创建一份效益建议书，以增强旧技术从而与新技术保持同等水平
  Create a benefits proposal to enhance the old technology and keep.
•  B：B.与设施工作人员开会，以讨论旧技术
  Meet with the facility staff to discuss the old technology.
•  C：C.为项目团队技术人员制定沟通管理计划
  Develop a communications management plan for the project team technical staff
•  D：D.与设施工作人员一起执行实施定量风险分析过程
  Implement the perform quantitative Risk Analysis process with the facility.

正确答案：B 你的答案：D

解析：参考答案：B 解析：题目问题如何识别风险（潜在挑战）,风险更多来自旧技术现有情况，但没有信息，B 更好。

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