1.The program manager wants to ensure that programs contribute to shareholders value. The program manager should verify alignment with which of the following？
项目集经理希望确保项目集为股东的价值作出贡献。项目集经理应该验证与以下哪一项的一致性？
2.
Program manager Oliver was defining a new program with great potential in an organization which experienced both successes and failures. In preparation for the initiating process, what should the program manager do？项目集经理Oliver正在定义一个在经历了成功和失败的组织中具有巨大潜力的新项目集。为了准备启动过程，项目集经理应该怎么做？
3.
ou are the program manager which are defining the program scope. Except studying the program's scope, and cost are determined early in the program to assess the organization's ability to execute the program. Another factor is？您是正在定义项目集范围的项目集经理。除了研究项目集的范围外，成本在项目集早期确定，以评估组织执行项目集的能力。另一个因素是？
4.
A project manager escalates to Program Manager there is a potential delay which might impact program schedule. However, the chief project engineer says he has confidence on solving the problem before project completion. Program manager should do which of the following？项目经理升级到项目集经理，会出现可能影响项目集进度的潜在延迟。然而，首席项目工程师表示，他有信心在项目完成前解决这个问题。项目集经理应该做以下哪项？
5.
Program manager concerned that the program unable to fulfill the benefit goal. What should the program manager do NEXT？项目集经理担心项目集无法实现收益目标。项目集经理接下来应该做什么？
Work with PMO to check the critical success factor. 与PMO合作，检查关键的成功因素
Work with component project manager to allocate more resource to the program. 与组件项目经理合作，为项目集分配更多资源。
Check with sponsor if the Program can be cancelled. 与发起人核实该项目集是否可以取消。
--》无法实现收益目标，是底线，是否可以取消！
Work with component project manager to resolve this concern. 与组件项目经理合作解决此问题。
6.
Linda is working on a document which is considered a formal declaration of the value that the program is expected to deliver and justification for the resources that will be expended to deliver it. Which DOCUMENT is Linda developing？Linda正在编写一份文件，该文件被认为是该项目集预期要交付的价值的正式声明，以及用于交付该项目集的资源的理由。Linda正在制定哪份文件？
The program charter项目集章程
The program benefits management plan项目集收益管理计划
The benefits register收益登记册
7.
A program sponsor is concerned about the status of high-priority risks and budget variances. The program manager should refer to which of the following？
项目集发起人担心高优先级风险和预算差异的状况。项目集经理应该参考以下哪项？
Program Management Plan项目集管理计划
- C.D都会说明高优先级风险和预算差异的状况，其中D是更加聚焦，C的方面更加多。
- 文中是发起人，更加聚焦！
- 仪表盘更加简化（简化）
Program sponsor raised concern about program high priorities risk and budget variance, Program manager should refer to which of the following:
项目集发起人对项目集高优先级风险和预算偏差提出关切，项目集经理应参考以下哪项：
A.Program Management Plan项目集管理计划
B.Program Management Information System项目集管理信息系统
C.Program Status Report项目集状态报告
D.Program Dashboard项目集仪表盘
8.The president wants to start a complex strategic initiative to change the organization, but does not know the best way to approach, and asks the program manager for guidance. What should the program propose to maximize the chance for success.
总裁希望启动一项复杂的战略举措来改变组织，但不知道最佳方法，并要求项目集经理提供指导。该项目集应该提出什么来最大限度地增加成功的机会？
9.
Which DOCUMENT defines how to achieve the program's strategic goals and intended benefits？哪份文件定义了如何实现该项目集的战略目标和预期收益？
Program business case项目集商业论证
Program approach项目集方法
10
The program manager is responsible for the benefits realization essential for the delivery of the benefits. In addition, all of these related activities should be tracked, evaluated and documented. Which of the following DOCUMENTS describes these activities？项目集经理负责实现对收益交付而言至关重要的收益。此外，所有这些相关活动都应进行跟踪、评估和记录。
以下文件中的哪一个描述了这些活动？
11.
Program manager has identified key stakeholders. The program manager is now preparing to hold a stakeholder meeting. There are 7 stakeholders will take part in. How many communication channels do you have in this program？项目集经理已经识别了关键干系人。项目集经理现在正准备举行一场干系人会议。有7名干系人将参与。在这个项目集中，您有多少个沟通渠道？
12.
A large automaker begins a program to create the next-generation car. As the program team is composed, key stakeholders are identified. Key stakeholders for the program should include which of the following？一家大型汽车制造商开始了一项制造下一代汽车的项目集。随着项目集团队的组建，识别了关键的干系人。项目集的主要干系人应包括以下哪一项？
Potential customers, government regulatory agencies, and competitors潜在客户、政府监管机构和竞争对手
Project management office (PMO), third-party contractors, and agents项目管理办公室 (PMO)、第三方承包商和代理商
Local car dealers, factory workers, and corporate officers当地汽车经销商、工厂工人和公司职员
Vice president of logistics, potential customers, and corporate executives物流副总裁、潜在客户和公司高管
干系人先不要说具体，A是外部且具有强制性，优于B
13.
Liu is managing a program in his organization which is progressing well as planned. But due to recent changes in a few environment factors, the strategic objectives changed. Which of the following statement describes the MOST probable action that will be taken regarding this situation？Liu正在管理他的组织中的一个项目集，该项目集正在按计划进展的不错。但由于最近一些环境因素的变化，战略目标发生了变化。以下哪项陈述描述了针对这种情况将采取的最可能的行动？
14.
The number of emerging risks increases in a component project and the program manager falls behind in reviewing and approving the plans. This impacts the component project manager's ability to effectively address the risks in this situation, what should the program manager change about the risk management plan？组件项目中涌现的风险数量增加，项目集经理在审查和批准计划方面落后。这会影响组件项目经理有效解决风险的能力。在这种情况下，项目集经理应该对风险管理计划进行哪些变更？
Allow the component project manager to delegate risk management responsibilities允许组件项目经理委派风险管理职责。
Assign the resolution of project-level risk to the component project manager. 将项目级风险的解决方案分配给组件项目经理。
Include risk escalation policies and procedure in the response plan. 在应对计划中包括风险升级政策和程序。
---C系统性应对策略，针对风险的灵活性和AB的具体操作
D.Increase flexibility with risk that require a risk response. 提高需要风险应对的风险的灵活性
15.
The program have several projects. One of the project team member complaint that he cannot balance the work from the project manager and the function manager Which one have responsibility for the coordinate work?该项目集中有多个项目。
项目组成员之一抱怨他无法平衡项目经理和职能经理的工作，哪一个有责任协调工作？
Program manager项目集经理
Function manager职能经理
Program sponsor项目发起人
16.
A program stakeholder has found an issue and not satisfied with the reported data about a project. Who is responsible for checking the communication plan and response the stakeholder on this issue？一个项目集干系人发现了一个问题，并且对有关项目报告的数据不满意。谁负责检查沟通计划并就此问题回应干系人？
Program Manager项目集经理
--》对项目报告不玩意，谁负责--->项目经理！
17.
Program manager is reviewing the current state and developing forecast for the program. Program manager use EAC forecast for ETC work performed at the budgeted rate. What does it mean？
项目集经理正在审查当前状态并制定项目集的预测。
项目集经理使用以预算费率执行的ETC工作的EAC预测。什么意思？
This method assumes what the program has experienced to date cannot be expected to continue in the future. 这种方法假设项目集迄今为止所经历的情况未来预计不会继续
EAC =ETC+AC
ETC =BAC-AC
要引入BAC（基线预算成本）
- 非典型性偏差：ETC = BAC – EV
EAC = ETC + AC
- 典型性偏差：ETC = (BAC-EV)/CPI
EAC = ETC+AC 或 EAC=BAC/CPI
This method assumes what the program has experienced to date can be expected to continue in the future.此方法假定项目集迄今为止所经历的情况未来预计会继续。
The ETC work will be performed at an efficiency rate that considers both the cost and schedule performance indices. ETC工作将以考虑成本和进度绩效指标的效率进行。
18.
Program manager is reviewing the current state and developing forecast for the program. Program manager use EAC forecast with ETC work performed at the budgeted rate. Why is this done？项目集经理正在审查当前状态并制定项目集的预测。
项目集经理将EAC预测与以预算费率执行的ETC工作一起使用。为什么要这样做？
EAC=ETC(剩下)+AC
Program performance to date (whether favorable or unfavorable) as represented by the actual costs and predicts that all future ETC work will be accomplished at the budgeted rate. 到目前为止的项目集绩效（无论是有利的还是不利的），以实际成本表示并预测未来的ETC工作将以预算费率完成。
This method assumes what the program has experienced to date can be expected to continue in the future. 此方法假定项目集迄今为止所经历的情况未来预计会继续。
The ETC work will be performed at an efficiency rate that considers both the cost and schedule performance indices. ETC工作将以考虑成本和进度绩效指标的效率进行。
19.
A component project of a program is completed and will provide the intended incremental benefits. How should the program proceed with the component transition？
项目集的组件项目已完成，并将提供预期的增量收益。项目集应如何进行组件移交？
Update the program stakeholder engagement plan with stakeholders from the transition organization.与移交组织的干系人一起更新项目集干系人争取计划。
Refine the component project business value in the benefits management plan. 优化收益管理计划中组件项目商业价值。
Update the program roadmap to reflect completion of a key end-point objective. 更新项目集路线图以反映关键终点目标的完成情况。
Initiate a program change request to close out the component project. 启动项目集变更请求以关闭组件项目。
20.
The lead project in a program with seven component projects is near completion. The component project manager submits the preliminary closure plan. What main factors should the program manager verify for the acceptance of the component project's closure？项目集中有七个组件项目，其中主项目已接近完成。组件项目经理提交初步关闭计划。项目集经理应验证什么主要因素以接受组件项目的关闭？
Verify that all deliverables are supplied to the program, contracts are closed, personnel are transitioned, and products are accepted by the receiving entity for the project. 核实所有可交付成果已提供给项目集，合同已关闭、人员已移交以及产品已被项目接收实体接受。
Validate that the benefits realization and acceptance criteria for the project are met, and that the interface with other component projects in the program are fulfilled. 验证项目的收益实现和验收标准已满足，以及与项目集中其他组件项目的接口已满足。
收益 优于 A的可交付成果，有B选B，无B选A
Engage the program management office to develop a transition plan for the personnel and to document the acceptance of the component project deliverable让项目集管理办公室为人员制定移交计划，并记录对组件项目可交付成果的验收。
Ensure that the lessons earned from the component project are identified and communicated to the program management office before transition of personnel from the project. 在人员从项目中移交之前，确保将从组件项目中获得的经验教训识别出来并传达给项目集管理办公室。
21.
A program manager evaluates conflicting stakeholder demands associated with cost, schedule and intended benefits. The implementation team has a strong interest in cost and schedule and a limited interest in the benefits being produced. The client is only focused on benefits. Which of the following actions should the program manger take？项目集经理评估与成本、进度和预期收益相关的相互冲突的干系人需求。实施团队对成本和进度有浓厚的兴趣，对正在产生的收益的兴趣有限。客户只关注收益。项目集经理应采取以下哪些操作？
Focus on the internal stakeholders to ensure cost and schedule objectives are achieved. 关注内部干系人，以确保实现成本和进度目标。
Focus on the external stakeholders to ensure the intended benefits are achieved. 关注外部干系人，以确保实现预期收益。
Conduct a stakeholder meeting to allow everyone to state their priorities. 召开干系人会议，让每个人都陈述自己的优先事项。
22.
Program A has delivered its benefits. Six months after the operations department found that the delivered benefits did not meet their key metrics. Which plan should be reviewed in the context？项目集A已经交付了收益。六个月后，运营部门发现交付的收益不符合其关键指标。在这种情况下应审查哪个计划？
Benefits management plan收益管理计划
Benefits register收益登记册
Benefits sustainment plan收益维持计划
Benefits transition plan收益移交计划
23.
A program manager takes over a global program from another program manager. Upon arriving on-site, the program manager immediately sees stakeholders are upset, because of a lack of updates and communications about the program. What should the program manager do first？项目集经理从另一个项目集经理手中接管了一个全球的项目集。到达现场后，项目集经理立即看到干系人因为缺乏有关项目集的更新和沟通而感到沮丧。项目集经理应该首先做什么？
24.
In an initial meeting with stakeholders, the program manager is asked what type of organizational process assets were identified and considered important as external input factors to the program. Which of the following would a program manager select？在与干系人的初次会议中，项目集经理被问到，识别了哪些类型的组织过程资产，并被认为是项目集的重要外部输入因素。项目集经理会选择以下哪项？
Strategic goals, tools, templates, and internationalist. 战略目标、工具、模板和内部标准。
Governmental regulations, market conditions, funding organization, and political climate. 政府法规、市场条件、出资组织和政治气候
25.Research the new technology and begin its integration during the next development cycle. A program manager notices that one project manager tends to withdraw during important team discussions to avoid conflict. What technique could the program manager use to gain more input from this project manager？研究新技术并在下一个开发周期中开始集成。项目集经理注意到一个项目经理倾向于在重要的团队讨论中退出以避免冲突。项目集经理可以使用什么技术从该项目经理那里获得更多输入？
Institute an incentive program to create competition among team members. 建立激励计划以便在团队成员之间创造竞争。-->不竞争
Make the project manager share an office with more assertive team members. 让该项目经理与更自信的团队成员共享办公室。 -->渠道没问题，是心里
Solicit ideas from each team member individually, giving each person a chance to express their opinions. 单独征求每个团队成员的想法，让每个人都有机会表达自己的意见。
D是C的一种具体渠道
Create an online message board so team members can see the response to everyone's idea. 创建一个在线留言板，以便团队成员可以看到对每个人的想法的响应。
26.
The program manager has five projects and three components that will be retired when the program is complete. The program manager believes that one of the components will not be able to continue in its current form throughout the program life cycle. The component in question fails, and the program manager speaks with the team lead who is confident that the component will be partially functional in 24 hours and fully functional in 48 hours. The team lead expects this to happen at least twice a month. Since this component failure will cost the company 10% of its daily revenue, the program sponsor wants this component retired immediately. After completing an impact analysis, which of the following represents the program manager's NEXT steps？项目集经理有五个项目和三个组件，这些项目和组件将在项目集完成后停用。项目集经理认为，其中一个组件将无法在整个项目集生命周期中继续保持其当前形式。有问题的组件出现故障，项目集经理与团队负责人交谈，团队负责人确信该组件将在24小时内部分运行，并在48小时内完全正常运行。团队负责人预计这种情况每月至少发生两次。由于此组件故障将使公司损失其每日收入的 10%，因此项目集发起人希望此组件立即停用。完成影响分析后，以下哪项代表项目集经理的后续步骤？
-->立即停用 -->审批关闭，接着其他组件优先级安排和资源释放后，重新确认战略一致性
-->关闭组件，其他组件的优先需要调整，当前组件需要释放资源
Notify the stakeholders to make sure they approve and update the benefits management pan通知干系人以确保他们批准和更新收益管理计划
Perform a cost benefit analysis, update the risk management plan, and notify the stakeholders执行成本收益分析，更新风险管理计划，并通知干系人
Update the risk management plan and the benefits management plan. 更新风险管理计划和收益管理计划
27.
During the last steering committee meeting, a program manager presented the benefits register to the program governance board. Since the intended benefits of the program were realized, the program manager was asked to transition the program into operations. At this stage, what is expected during the post-review session organized by the program manager？在上次指导委员会会议上，项目集经理向项目集治理委员会提交了收益登记册。由于实现了项目集的预期收益，因此要求项目集经理将项目集移交到运营中。在此阶段，在项目集经理组织的后评估会议期间，预期会发生什么？
Earned value (EV) report挣值 (EV) 报告
Customer sign-off客户签署
Benefits register updates收益登记册更新
Feedback and lessons learned反馈和经验教训
28.
A program manager for the construction of an international event venue that will impact the local community needs to determine the best approach for communications. One of the conditions of the program is that after the event takes place, a park will be built for the community's use. What should the program manager do to ensure community support?建设一个将影响当地社区的国际活动场地的项目集经理需要确定最佳的沟通方法。该项目集的条件之一是活动结束后, 将建造一个公园供社区使用。项目集经理应该怎么做才能确保社区的支持？
Review the scope with the program sponsor and community representatives. 与项目集发起人和社区代表一起审查范围。
Organize the advocacy group and facilitate community engagement. 组织倡导小组并促进社区参与。
Negotiate the program scope with the community representatives. 与社区代表协商项目集范围。
Ensure community representatives are part of the steering committee. 确保社区代表是指导委员会的一部分。
29.
When should the program manager approve the closure of the component project?项目集经理应在何时批准关闭组件项目？
When acceptance criteria of the project are met. 当满足项目的验收标准时。---监控
When the project has delivered the project benefits. 当项目交付了项目收益时。
When the program deliverables are complete. 当项目集可交付成果完成时。
When the project deliverables are complete. 当项目可交付成果完成时。
30.
You are managing a program which has two projects: A, B. Project manager A has completed project communication management plan. Project manager B don't know how to develop communication management plan. As a program manager, you know communication is essential. So, what do you do？您正在管理的项目集有两个项目： A，B。项目经理A已完成项目沟通管理计划。项目经理B不知道如何制定沟通管理计划。
作为项目集经理，您知道沟通至关重要。那么，您会怎么做呢？
Ask project manager A to help project manager B. 请项目经理A帮助项目经理B。
Rework each project communication management plan to be consistent. 重新制定每个项目沟通管理计划以保持一致。
Let project manager B use project manager A's communication management plan让项目经理 B 使用项目经理 A 的沟通管理计划
31.
You are in the process of program risk analysis, you have accomplished many activities such as quantitative and qualitative analysis, analysis the impact of the negative risks and positive risks, etc.. For develop best information supported that should be set aside to deal with risks that occur, another important thing to do is？您正在项目集风险分析过程中，您已经完成了许多活动，比如，定量和定性分析，分析负面风险和正面风险的影响等。为了制定最好的支撑信息，应该预留以处理发生的风险，另一件重要的事情是？
Have a celebration庆祝
Have a review with project manager与项目经理进行审查
Risk planning风险规划
Contingency reserve应急储备
为了制定最好的支撑信息=应对策划，预留处理风险 =应急储备
32.
A program stakeholder has some concerns about the program. Program communication management plan has developed and then reviewed with which？项目集干系人对项目集有一些担忧。项目集沟通管理计划已经制定，然后用与谁一道进行审查？
Program management office项目集管理办公室
Project manager项目经理
Program manager项目集经理
33.
A program governance board mandates that phase gate reviews must be held so each component projects can be reviewed and individually authorized to proceed to the next phase. Tracking and reporting on factual benefits realized is one part of the review. What is the other part of the review？项目集治理委员会规定，必须举行阶段关口审查，以便审查每个组件项目，并单独授权进入下一阶段。跟踪和报告实际实现的收益是审查的一部分。审查的另一部分是什么？
Identifying factors influencing delivery benefits识别影响收益交付的因素
Demonstrating that other stage gate requirements have been met展示其他阶段关口要求已得到满足
Gathering additional stakeholders requirements.收集其他干系人的要求
34.
Company A has a complex program which is contracted with customer X. Program manager assigns a team member who is in charge of document and keep communication information, where will keep it in?A公司有一个与客户X签订合同的复杂项目集。项目集经理指派一名团队成员负责文档和保存沟通信息，将其保存在哪里？
Stakeholder engagement plan干系人争取计划
Communication log沟通日志
Communication management plan沟通管理计划
团队成员的责任：保存沟通信息---》沟通计划
沟通日志：是指沟通内容
Performance report绩效报告
35.
A program stakeholder is concerned about information they receive about a project. Who is responsible for reviewing the communications management plan to assure adequate information is provided to the stakeholder？
项目集干系人对他们收到的有关项目的信息感到担忧。
谁负责审查沟通管理计划，以确保向干系人提供足够的信息？
Program sponsor项目集发起人
Communications manager沟通经理
Program manager项目集经理
36.
A new program component raises an opportunity to enhance program outcome. What does the program manager use to document and monitor the opportunity？一个新的项目集组件为提高项目集成果提供了机会。项目集经理使用什么来记录和监控机会？
Program risk register项目集风险登记册
---机会是风险的一种，威胁和机会都是风险 -》Program risk register项目集风险登记册
Program scope management plan项目集范围管理计划
Program risk management plan项目集风险管理计划
Component risk register组件风险登记
37.
A company do a new system, the program change management team conduct a training to the employees on the new system, during the meeting, the employee felt too much on the change, and workload will increase, they walk out the room, what program manager do？一家公司做了一个新系统，项目集变革管理团队对员工进行了关于新系统的培训，在会议期间，员工感到变化太多，而且工作量会增加，他们走出房间，项目集经理做什么？
Stop all training, and engage program sponsor on this issue.停止所有培训，让项目集发起人参与此问题
Work with change management team to identify the root cause, propose the change to the system. 与变革管理团队合作，识别根本原因，对系统提出变更建议
Engage department leaders and ask them to present the training and discuss their employees' concerns. 让部门领导参与进来，并请他们出席培训和讨论员工的担忧
Ask PMO to solve this issue. 请PMO解决这个问题
38.
A company is releasing a new product geared toward a specific geographic area. The program manager has received the program objectives and developed the program roadmap, which consists of six program components. Approval from the program governance board has been obtained. What is the program manager's NEXT step？一家公司正在发布一款针对特定地理区域的新产品。项目集经理已收到项目集目标，并制定了项目集路线图，该路线图由六个项目集组件组成。已获得项目集治理委员会的批准。项目集经理的下一步是什么？
Assign project manager and resources. 分配项目经理和资源。
Classify the program benefits. 对项目集收益进行分类。
Identify program sponsors and program stakeholders. 识别项目集发起人和项目集干系人。
项目集目标--》charter
Assign project manager and resources. 分配项目经理和资源。-->交付阶段
B 是PLAN
C是构建子阶段
Develop the program business case. 开发项目集商业论证。--》D过去式
39.
The program sponsor, whose program includes many varied stakeholders, requests that the standard status reports be revised to include some confidential updates which are not appropriate for all stakeholders to see. How should the program manager proceed in this situation？项目集发起人，其项目集包括许多不同的干系人，要求修订标准的状态报告，以包括一些不适合所有干系人看到的机密更新。在这种情况下，项目集经理应该如何处理？
Submit a program brief to the governance board describing the request.向治理委员会提交一份描述请求的项目集简报
Revise the stakeholder management plan to update the sponsor's status.修改干系人管理计划，以更新发起人的状态
Revise the program communications management plan.修改项目集沟通管理计划
Generate and maintain separate status reports to comply with the sponsor's request生成和维护单独的状态报告，以符合发起人的要求
40.
The chief executive officer reminds a program manager that a program must deliver a 30% reduction in customer complaints by the end of the year. Where is this expectation documented？首席执行官提醒项目集经理，项目集必须在年底前将客户投诉减少30%。这个期望记录在哪里？
Program quality standards项目集质量标准
Customer management plan客户管理计划
Benefits management plan收益管理计划
收益管理计划 ---》年底前when +这个期望how
Benefits sustainment plan收益维持计划
41.
In a complex technology initiative, the program manager discovers the expenses are greater than the planned budget. To judge whether this is major program issue, the program manager should refer to which of the following DOCUMENTS？在一个复杂的技术举措中，项目集经理发现费用大于计划的预算。要判断这是否是一个重大的项目集问题，项目集经理应该参考以下文件中的哪个？
Program financial plan项目集财务计划
B是基准但不是文件，同时B在A这个文件中
预算是基准，估算不是基准
Program budget baseline项目集预算基准
Program performance report项目集绩效报告
Program risk register项目集风险登记册
42.
You will have a meeting with the GB, and in this meeting you will discuss ongoing and completed risks response. You have to minimize the risks impact, and you have assigned core team members who are responsible for the overall risk management. You have held the first review meeting for your program, and it will followed by a meeting with your GB, which direct you to response on risks. When you have prepared the risk response, what is the NEXT step？您将与GB举行会议，在这次会议上，您将讨论正在进行和已完成的风险应对措施。您必须将风险影响降到最低，并且您已经指定了负责整体风险管理的核心团队成员。您已经为您的项目集举行了第一次审查会议，随后将与您的GB举行会议，指导您应对风险。当您准备好风险应对措施后，下一步是什么？
Meet with the customer与客户会面
Update the risk register更新风险登记册
Update the change of the risk response plan更新风险应对计划的变更
Review the issue register查看问题登记册
风险管理活动的输出万包括:
风险应对实施指导;
项目集风险登记册更新;
应急储备和管理储备;
变更请求。
43.
What is the MOST appropriate list of elements you should include in the program quality management plan？您应该在项目集质量管理计划中包括的最合适的元素列表是什么？
Program quality standards, program quality policy, quality metrics, quality assurance and control specifications, and quality control activities required at component level.项目集质量标准、项目集质量政策、质量指标、质量保证和控制规范以及组件级别所需的质量控制活动。
Program quality standards, program quality policy, quality checklists, and roles and responsibilities for quality related activities at component level.项目集质量标准、项目集质量政策、质量清单，以及组件级别质量相关活动的角色和责任。
Program quality standards, program quality policy, and program quality estimates of cost项目集质量标准、项目集质量政策和项目集质量成本估算。
其他有组件级别的！
Cost of program component, program quality standards, and program quality policy.项目集组件的成本、项目集质量标准和项目集质量政策。
44.
You are a program manager attending a governance board meeting and presenting slides in order to pass a gate review. What is the MOST likely DOCUMENT to be reviewed in such a meeting？您是一名项目集经理，参加治理委员会会议并展示幻灯片，以便通过关口评审。在这种会议上最有可能审查的文件是什么？
Program Management Plan项目集管理计划
关口看 计划和实际，一个高层级的计划和实际的绩效，他确保与战略组织一致，来实现预期效益，它包含BD的计划
收益登记册 多用于日常且侧重收益
Stakeholder Engagement Plan干系人争取计划
Benefits Register收益登记册
Program Procurement Plan项目集采购计划
45.
You are managing a software development program which has four projects: A, B, C and D. Projects A, B and C are in charge of developing various software modules and project D mainly performs test activities for the other three projects. You have regular checkpoint meetings with the four project managers and with the PMO. The projects are progressing with difficulty. Project execution is complex, more complex than anticipated. Project members have little experience in their jobs and project managers spend a lot of time helping and counselling them. Two project managers report the fact that some of their members are showing a lack of motivation. Project managers ask you for recommendations about what to do to help project team members perform better. The program PMO is experienced in software development. What is the BEST option for you to take?您正在管理一个软件开发项目集，该项目集包括四个项目：A、B、C和D。项目A、B和C负责开发各种软件模块，而项目D主要负责为其他三个项目进行测试活动。您定期与这四个项目经理和项目管理办公室（PMO）进行检查点会议。项目进展困难，项目执行比预期更为复杂。项目成员在他们的工作方面没有经验，项目经理花费大量时间帮助和辅导他们。两个项目经理报告说，一些成员缺乏动力。项目经理向您寻求建议，做什么来帮助项目团队表现更好。项目集管理办公室PMO在软件开发方面经验丰富。您采取的最佳选择是什么？
Ask the PMO to develop a training course on software programming development for the project team members. 要求PMO为项目团队成员开发一个软件编程开发培训课程。
Move PMO members to project teams in order to speed up software development. 将PMO 成员转移到项目团队，以加快软件开发的速度。
Hire an outside consultant to coach, train or mentor according to needs. 聘请外部顾问根据需要进行教练、培训或辅导。
Ask the PMO to perform on assessment of the situation and to recommend an action plan. 要求PMO对情况进行评估并推荐行动计划
PMP用计划来根本性解决，而非用某个直接的方法，D包含ABC
46.
Your program is at closure phase and the overall performance if cost and schedule is on good track. However, you are concerned that the intended benefits cannot be delivered as planned. According to the program performance report, the desired benefits cannot be met. The project managers want to either expand the scope in order to deliver the benefits at higher cost, or to extend the schedule till benefits could be realized. As the program manager, what is the next step that you should take?您的项目集处于关闭阶段，如果成本和进度良好，则整体绩效良好。但是，您担心预期收益无法按计划交付。根据项目集绩效报告，预期的收益无法达到。项目经理希望扩大范围，以便以更高的成本提供收益，或者延长进度计划，直到可以实现收益。作为项目集经理，您的下一步要采取什么措施？
Extend schedule to realize the benefits. 延长进度计划以实现收益。
Expand scope till desired benefits are met. 扩大范围，直到预期的收益达成。
Cancel the program. 取消项目集
Continue with the program transition to operations. 继续下去将项目集移交到运营。
47.
Portfolio manager proposes a new program that is expected to be initiated. The program business case shows that the new program meets the portfolio ROI and NPV targets. What is the next DOCUMENT the program manager should develop?项目组合经理建议了一个预计将启动的新项目集。项目集商业论证表明，新项目集符合项目组合的投资回报率和净现值目标。项目集经理应该制定的下一个文档是什么？
Program work breakdown structure (PWBS) 项目集工作分解结构 (PWBS)
Program charter 项目集章程
Program management plan 项目集管理计划
Benefits management plan收益管理计划
48.
Peter is in the definition phase of his program, he started to gather the communication requirements in order to create his communication plan. He got advice from a more experienced program manager to ensure that the communications requirements are clearly defined. What is the BEST reason for this advice?Peter正处于项目集的定义阶段，他开始收集沟通需求以创建他的沟通计划。他从一位更有经验的项目集经理那里得到了建议，以确保清晰地定义沟通需求。这个建议的最佳理由是什么？
To create a strong communication plan. 制定强有力地沟通计划。
To create a strong stakeholder engagement plan. 制定强有力的干系人争取计划。
---获得支持
To facilitate the transfer of information from the program to the proper stakeholders with the proper content and delivery methods. 促进信息从项目集转移给适当的干系人，使用适当的内容和交付方法。
--清晰地定义沟通需求。这个建议的最佳理由是什么？ why? C说了本质--信息交换
To ensure alignment between the program roadmap and the program charter.确保项目集路线图与项目集章程保持一致。
49.
A program with objectives that impact a large segment of the population receives negative commentary from organizations representing the public interest. What action should the program manager take FIRST?一个目标会影响到大量人口的项目集收到代表公共利益的组织的负面评论。项目集经理应首先采取什么行动？
Rework the stakeholder engagement plan to foster better relationships with the affected stakeholder groups. 重新制定干系人争取计划，以与受影响的干系人群体建立更好的关系。
A有解决问题，B为做解决的工作，A比B更好
Review the stakeholder register to determine the ability of the affected stakeholder group(s) to affect program outcomes. 查看干系人登记册，以确定受影响的干系人群体影响项目集结果的能力。
Assess the risk of sustained negative media coverage. 评估媒体持续负面报道的风险。
Discuss the issue with the governance board to determine next steps. 与治理委员会讨论该问题以确定后续步骤。
50.
You are the program manager for your organization. You and your program team have been creating and transferring the program benefits to operations as feasible in your program execution. The process of delivering the program's benefits describes what process in program management?您是您组织的项目集经理。您和您的项目集团队在项目集执行中，一直在尽可能创建并移交项目集收益至运营。交付项目集收益的过程描述了项目集管理中的哪个过程？
Quality control质量管理
Benefits management收益管理
C.Direct and manage program execution指导和管理项目集执行
管理项目集交付！
Quality assurance质量保证
51.
In definition phase, the program manager developed financial framework with funding organization identified. Then program manager got a new requirement from one funding source. What should program manager update next?在定义阶段，项目集经理制定了财务框架，识别了出资组织。然后，项目集经理从一个资金来源那里接到了新的需求。项目集经理接下来应该更新什么？
Financial management plan财务管理计划
Business case商业论证
资金来源 是 财务框架的输入；
输出结果：（记住三个）
项目集财务框架;
商业论证更新;
项目集沟通管理和相关方参与计划的更新。
Benefit management plan收益管理计划
Program management plan项目集管理计划
52.
A aircraft program contains 6 components. One of component procures data processing software subsystem to satisfy the component services. An analysis of alternatives can be conducted, what is the BEST fit of solution to meet the specific needs of the program?一个飞机项目集包含6个组件。其中一个组件采购数据处理软件子系统以满足组件的服务需求。可以进行替代方案分析，以确定最适合满足项目集特定需要的解决方案是什么？
Feasibility studies, RFP, contract management plan and awarded contracts. 可行性研究、RFP（建议邀请书）、合同管理计划和授予的合同
RFI, awarded contracts and IFB. RFI（信息邀请书），授予的合同和IFB（投标邀请）
An analysis of alternatives, RFI and contract management plan. 对替代方案的分析、RFI（信息邀请书） 和合同管理计划
53.
The project managers for component projects A and B schedule the same resource to perform tasks during the same timeframe, resulting in an over-allocation. The program manager reviews the program resource management plan, determine that project A can wait until the resource become available, and assigns the resource to project B. This is an example of which of the following?组件项目A和B的项目经理安排相同的资源在同一时间范围内执行任务，从而导致过度分配。项目集经理审查项目集资源管理计划，确定项目A可以等待直到资源可用，将资源分配给项目B。这是以下哪项的示例？
资源通常要在项目集中的不同组件之间共享，项目集经理应该努力确保它们的相互依赖关系不会导致效益交付的延误。为了实现这个自的，就需要谨慎地控制稀缺资源的进度计划。
项目集经理可以与组件经理合作，以确保项目集资源管理计划考虑到相互依赖关系或项目集缺资源在使用中的变更。
这项活动的输出包括对项目集资源管理计划的更新。
54.
You as a program manager, received an email from CEO. He asked you to accelerate project A, B, C to meet the market change. What do you do next?作为项目集经理，您收到了来自首席执行官的电子邮件。他要求您加速项目A，B，C以满足市场变化。您接下来要做什么？
Ask project A, B, C to work overtime. 要求项目A，B，C加班。
Work with project A, B, C manager to make resource leverage to get the objective. 与项目 A、B、C经理合作，使用资源平衡来达到这个目标。
Assign other project's resource to project A, B, C to help achieve the objective. 将其他项目的资源分配给项目 A、B、C以帮助实现目标。
55.
What would prevent a program manager from completing program closure once a program has been completed?什么会阻止项目集经理在项目集结束后完成项目集关闭？
Failure to update financial plan. 未能更新财务计划。
Failure to update benefits register. 未能更新收益登记。
Incomplete realization of all program benefits. 未完全实现项目集的所有收益。
56。
In a program's definition phase, a program manager in country A is assigned to expand a restaurant chain into country B. The program manager creates the program team by identifying the required program management resources. Which of the following represents an initial step needed to evaluate available resources that are aligned with the program's needs?在项目集的定义阶段，国家A中的项目集经理被指派将连锁餐厅扩展到国家B。项目集经理通过识别所需的项目集管理资源来创建项目集团队。以下哪项是评估与项目集需求一致的可用资源所需的初始步骤？
Completing an assessment of skills and competencies. 完成技能和能力评估。
管理资源，C已经清楚额；对人！
项目集层面的资源管理与组件层面的资源管理不同;项目集经理需要在不确定的范围内工作，并平衡其所负责的组件的需求。项目集资源管理确保向项目集各组件管理人员提供所有需要的资源(人员、设备、材料等)，以使项目集能够交付效益。
资源管理规划包括确定现有资源和对额外资源的需求。就人力资源而言，由于完成各组件之后，可以在组件之间重新分配资源，因此，成功完成每个组件所需的资源总和可能少于完成项目集所需的资源总量。项目集经理根据潜能与能力来分析每种资源的可用性，以确定如何跨组件分配这些资源才能避免过度使用或支持不足的问题。可以使用历史信息来确定类似项目和项目集所需的资源类型。
资源管理计划是项目集管理计划的一个组件，它预测了各项目集组件中的预期资源使用水平和对于项目集主进度计划的相对水平，以便项目集经理识别潜在的资源短缺或有限资源的使用冲突。该计
划还描述了做出项目集资源优先级排序决策和解决资源冲突的准则。
当项目集中的资源不可用时，项目集经理可向更大的组织寻求帮助。必要时，项目集经理应与组织合作制定工作说明书(S0W)，以通过合同来获得必要的资源。
这项活动的输出包括:
◆项目集资源需求;
◆项目集资源管理计划。
资源优先级排序决策应基于项目集资源管理计划中的指导方针。由于变更现有项目集组件，者发起新项目集组件的决策会对项目集资游产主影品，因此可能需要对项目集资源管理计划进行调整。
这项活动的输出包括:
◆项目集资源优先级排序决策;
◆项目集资源管理计划的更新。
57.
To ensure the program outcomes meet stakeholders expectations, the program manager delivers the appropriate program plans by using identified tools and audits. The program manager should do which of the following?为了确保项目集结果满足干系人的期望，项目集经理通过使用已确定的工具和审计来提供适当的项目集计划。项目集经理应执行以下哪项操作？
Maintain a balance between program delivery and program performance control with an emphasis on program performance control. 在项目集交付和项目集绩效控制之间保持平衡，重点是项目集绩效控制。
Maintain a balance between program delivery and program performance control with an emphasis on program delivery. 在项目集交付和项目集绩效控制之间保持平衡，重点是项目集交付。
Regular review program outcomes with stakeholders to capture their feedback and suggestions. 定期与干系人一起审查项目集结果，以获取他们的反馈和建议。
审计：发现问题并要求改进
结果满足干系人的期望 --》以获取他们的反馈和建议。 --》反馈和建议是为了改进
Maintain a balance between process managed by project management office (PMO) and external audits. 在项目管理办公室（PMO）管理的流程和外部审计之间保持平衡。
58.
A newly appointed country manager suggests that the regional program manager uses a social media platform to expedite communication and address questions. The new country manager used this social media platform at a previous job. What should the regional program manager do to address the country manager's request?一位新任命的国家经理建议区域项目集经理使用社交媒体平台来加快沟通和解决问题。新的国家经理在以前的工作中使用了这个社交媒体平台。区域项目集经理应该做什么才能满足国家经理的请求？
Suggest the country manager use the existing communication channels while the team becomes familiar with the new social medial platform. 建议国家经理使用现有的沟通渠道，同时团队熟悉新的社交媒体平台。
Ask the country manager to champion the social medial platform as they may have more influence than the regional program manager. 要求国家经理代言社交媒体平台，因为他们可能比区域项目集经理更具影响力。
59.
Program Manager was concern that the Program will unable to achieve expected benefits. How should Program Manager handle this situation?项目集经理担心该项目集将无法实现预期收益。项目集经理应如何处理这种情况？
60。
A company wants to perform a preliminary stakeholder analysis to assess a new program's support. What should the program manager develop?一家公司希望进行初步的干系人分析，以评估对新项目集的支持。项目集经理应该开发什么？
61.
Although portfolios and programs are both collections of projects, activities, and non-project work. What does Portfolio's collection of work differ from Program's collection of work?尽管项目组合和项目集都是项目、活动和非项目工作的集合，但项目组合的工作集合与项目集的工作集合有什么不同？
Portfolio's collection of work is interdependent项目组合的工作集合是相互依存的
Portfolio's collection of work is time bound项目组合的工作集合有时间限制
Program's collection of work is interdependent项目集的工作集合是相互依存的
Program's collection of work provides a means for organization to effectively manage a collection of investments项目集的工作集合为组织提供了一种有效管理投资集合的方法
62.
The program manager leads a medical billing system integration for company A, a health services product provider. Company A acquires small company X, which delivers health services strategically aligned with company A. Company X uses a different bidding approach than company A. Company A's chief information officer (CIO) counted on which solution would be the better option moving forward, requesting the program manager's assurance. How should the program manager respond to the CIO's request?项目集经理领导公司A（一家健康服务产品提供商）的医疗计费系统集成。公司A收购了小公司X，该公司提供与 A公司战略一致的医疗服务。X公司使用的投标方法与A公司不同。A公司的首席信息官（CIO）指望哪一个是向前推进的更好解决方案，并请求项目集经理的保证。项目集经理应如何响应CIO 的请求？
Document the resources required to implement the recommended solution and demonstrate how this solution will save the company money. 记录实施建议的解决方案所需的资源，并演示此解决方案将如何为公司节省资金。
Find similar examples of the preferred approach and ask the project teams to document why the preferred approach is better. 查找首选方法的类似示例，并要求项目团队记录为什么首选方法更好。
Gather the costs and benefits associated with each option and recommend the appropriate solution defining why the selected approach is better. 收集与每个选项相关的成本和收益并推荐适当的解决方案，来定义所选方法更好的原因。
Conduct a thorough stakeholder analysis and develop a program management plan to implement the appropriate solution for both companies. 进行彻底的干系人分析并制定项目集管理计划，为两家公司实施适当的解决方案。
--的成本和收益并---出现，最佳选择
63.
You are the program manager for a large program in your matrix organization. You need to define when the resources in your program will be brought into the program and then released from the program so that the project managers, operational managers, and your program team can plan accordingly. What program management plan defines when resources are needed, how the resources will be obtained, and how the resources may be released from the program?您是矩阵组织中大型项目集的项目集经理。您需要定义何时将项目集中的资源引入项目集，然后从项目集中释放，以便项目经理、运营经理和项目集团队可以相应地进行规划。什么项目集管理计划定义了何时需要资源，如何获得资源以及如何从项目集中释放资源？
Procurement management plan采购管理计划
Resource management plan资源管理计划
Team management plan团队管理计划
Schedule management plan进度管理计划
64.
An initiative involves the development of new technology and leverages existing technologies. It is determined critical by the program governance board and the program sponsor that a comprehensive risk management plan be put in place. In what phase is the risk management plan created?一项举措涉及新技术的开发并利用现有技术。项目集管理委员会和项目集发起人确定制定全面的风险管理计划至关重要。风险管理计划是在哪个阶段制定的？
不管什么计划，实在定义定义阶段
65.
After attending a technology exposition, an influential stakeholder believes that integrating a new technology into the program will increase benefits and help shorten the schedule. The stakeholder asks the program manager to immediately include the new technology into the program. What should the program manager do next?在参加技术博览会后，一位有影响力的干系人认为，将新技术整合到项目集中将增加收益并有助于缩短进度计划。干系人要求项目集经理立即将新技术纳入项目集。项目集经理下一步应该做什么？
Assess the new technology and discuss the results with the program steering committee to determine next steps.评估新技术并与项目集指导委员会讨论结果以确定后续步骤。
Start the change management process and submit a change request to integrate the new technology.启动变更管理流程并提交变更请求以集成新技术。
Inform the stakeholder that the program will not be changed until proof of concept (PoC) is completed.通知干系人，在概念验证 (PoC) 完成之前，该项目集不会变更。
Research the new technology and begin its integration during the next development cycle研究新技术并在下一个开发周期中开始集成。
增加收益+要求纳入→启动变更流程
66。
Planned risk responses should be continuously monitored for new and changing risks. You are now evaluating the effectiveness of risk responses, what are you doing?
因为新的和不断变化的风险，计划的风险应对应该被持续监督。您现在正在评估风险应对的有效性，您在做什么？
D.Risk identification 风险识别
项目集风险监督与控制的三个活动：
在整个项目集交付期间，项目集风险管理层都将通过以下方式对项目集风险进行监督与控制:
- 项目集风险识别
- 项目集风险分析;
- 项目集风险应对管理
67.
68.
69.
70
扫一扫
被折叠的 条评论
为什么被折叠?
到【灌水乐园】发言
