- he program manager plans to address a negative cost variance generating a red flag in the program management status report. What should the program manager do?
项目集经理计划解决在项目集管理状态报告中产生红色标记的负成本差异。项目集经理应该做什么？
A.Contact the project sponsors to present the details, impacts, and possible corrective actions regarding the negative cost variance.联系项目集发起人，介绍有关负成本差异的详细信息、影响和可能的纠正措施
B.Gather all the details, analyze impacts, determine corrective actions and present the findings to the governance board for direction.收集所有细节，分析影响，确定纠正措施，并将结果提交给治理委员会以寻求指导意见
C. Work with program sponsor to compile impact analysis data to obtain additional funding for the program.与项目集发起人合作，编制影响分析数据，以获得项目集的额外资金
D.Ask the program team to compile all details, analyze impacts, determine corrective actions and present to the governance board for direction.要求项目集团队汇编所有细节，分析影响，确定纠正措施，并向治理委员会提交以寻求指导意见
--汇编是需要项目集经理自己处理
2.during program execution, how does a program manager ensure that benefits are being realized in accordance with program governance?在项目集执行过程中，项目集经理如何确保收益实现与项目集治理保持一致？
A.By reviewing the benefits management plan通过审查收益管理计划
B.By updating the benefits register通过更新收益登记册
C.By conducting benefits analysis and planning通过进行收益分析和规划
D.By reviewing the program business case通过审查项目集商业论证
3. As you regularly report on the status of the benefits of this program, you must measure the benefits that have accrued to date and communicate the information to your program sponsor and the program Governance Board. The metrics and procedures you are using for this reporting are stated in?当您定期报告此项目集的收益状态时，您必须衡量迄今为止累积的收益，并将信息传达给您的项目集发起人和项目集管理委员会。您用于报告的度量衡和程序是写在哪里？
A.Program management plan项目集管理计划
B.Program charter项目集章程
C.Benefits register收益登记册
D.Benefits management plan收益管理计划
4.A global enterprise resource planning (ERP) program's scope includes designing and building global template. Plans include a pilot implementation project to validate the template,to be followed by several roll out projects. During the build of the global template,a new government regulation mandates implementation of goods and services tax(GST).What should the program manager updates?全球企业资源规划（ERP）项目集的范围包括设计和构建全球模板。项目集包括验证模板的试点实施项目，随后将进行几个推广项目。在构建全球模板的过程中，一项新的政府法规要求实施商品和服务税（GST）。项目集经理应该更新什么？
A.Program communication management plan项目集沟通管理计划
B.Benefits management plan收益管理计划
C.Stakeholder engagement plan利益相关者争取计划
D.Benefits transition plan收益过渡计划
5.Component project managers create project management plans for all component projects in a program. The program manager notices that some project managers prefer one status report template, while others prefer another.How should the program manager decide which template is appropriate?组件项目经理为项目集中的所有组件项目创建项目管理计划。项目集经理注意到，一些项目经理更喜欢一个状态报告模板，而另一些项目经理则喜欢另一个。项目集经理应如何决定哪个模板合适？
A.Review the issue with the program management office (PMO) to determine which template to use.与项目集管理办公室 （PMO） 一起查看问题，以确定要使用的模板。
B.Review the issue with the project managers and come to mutual agreement on which template to use.与项目经理一起审查问题，并就使用哪个模板达成一致。
C.Meet with the program governance board to select an appropriate template.与项目集治理委员会会面，以选择合适的模板。
D.Allow the component project managers to use their preferred templates.允许组件项目经理使用其首选模板。
--PMO 标准化
6.Program manager begins mapping,identifying,unifying, coordinating various program components. What program management activity are being executed?项目集经理开始正在映射、定义、识别、统一和协调各种项目组件。这是正在执行哪些项目集管理活动？
A.Benefits realization收益实现
B. Integration集成
C.Initiation 启动
D. Execution执行
--活动而非阶段！
7.A program manager joins a team during its preparation phase.What should the program manager do to obtain formal sponsor approval to begin the benefits delivery phase？项目集经理在团队准备阶段加入团队。项目集经理应该怎么做才能获得正式的发起人批准以开始收益交付阶段？
A.Define a high-level program road map of milestones and schedules supported by a preliminary estimate定义由初步估算支持的里程碑和时间表的高阶项目集路线图
B.Write the program charter,including the program mission statement and stakeholder engagement plan.编写项目集章程，包括项目集使命声明和利益相关者参与计划。
C.Develop the program management plan based on the organizations strategic plan.根据组织战略计划制定项目集管理计划。
D.Identify and document the anticipated program benefits in the benefits management plan.在收益管理计划中确定并记录预期的项目集收益。
8.Company is in the process of re-organization. Escalation process and structure are to be cut in order to save cost. What should PMO do?公司正处于重组的过程。为了节省成本，将削减升级流程和结构。PMO应该做什么？
A. Direct all program team to update benefits management plan指导所有项目集团队更新收益管理计划
B. Update communication plan for all projects in order to control risks更新所有项目的沟通计划，以控制风险
C. Update program budget baseline更新项目集预算基线
D. Update process and policies in order to ensure risk management and control更新流程和政策，以确保风险管理和控制
9.Jason was estimating the cost of his program components.He has high uncertainty for one program component. Therefore, he calculated the component estimate as close to the beginning of a work effort as possible. A few months later, he found that the cost of the output of his component is lower than originally planned. What is the best action he can do？Jason正在估算其项目集组件的成本。他有一个项目集组件具有高度不确定性。因此，他尽可能在工作要开始时计算组件估算值。几个月后，他发现他的组件输出的成本比原先计划的要低。他能做的最好的行动是什么？
A.He should wait until he closes this component and then he can ask for a reward for the saved budget他应该等待，直到他关闭这个组件，然后他可以要求对节省的预算给予奖励
B.He can present an opportunity to the program sponsor for additional products that would be acquired later in the program他可以向项目集发起人提供一个机会，以获得项目集后期将获得的额外产品
C.He should open an opportunity on the risk register for the extra money他应该在风险登记册上为额外的资金打开一个机会
D.He should wait until he closes this component and then ha can use the budget to help the other components with budget deficiency他应该等到他关闭这个组件，然后可以使用预算来帮助其他预算不足的组件
10.An effective program governance structure is a key element of success for any program. What is not an element of an effective governance structure?有效的项目集治理结构是任何项目集成功的关键要素。什么不是有效治理结构的要素?
A.Responsibilities and accountabilities are clearly defined明确规定了职责和责任
B.Program governance is consistent with the organizational governance requirements项目集治理与组织治理要求一致
C.Strategic alignment is realized and benefits are delivered实现战略一致性并实现收益
D. All component issues are resolved at component level所有组件间题均在组件级别解决
11.Stakeholders make ad-hoc request on a routine basis. This cause duplicate of reporting and communication gaps that affect the program performance. To resolve this situation, which of the following must go through critical review and change?利益相关者定期提出无计划性的请求。这会导致重复的报告和沟通差距，从而影响项目集绩效。要解决这种情况，以下哪一项必须经过严格评审和变更？
A.Program benefits management domain 项目集收益管理领域
B. Stakeholder communication requirements 利益相关者沟通要求
C. Program communication report项目集沟通报告
D.Program communication management plan项目集沟通管理计划
12.A component project of a multi-year program delivers all expected products and services as anticipated.The component project manager obtains approvals from the stakeholders and transitions the benefits to operations. What should the program manager do next?持续多年项目集的一个组件项目按预期提供所有预期的产品和服务。组件项目经理获得利益相关者的批准，并将收益转化为运营。项目集经理接下来应该做什么？
A. Reassign the component project manager to another component project or activity 将组件项目经理重新指派给另一个组件项目或活动
B. Verify that the benefits were delivered and authorize component project closure 核实收益是否已实现，并授权组件项目收尾
C. Conduct a program audit to confirm that the component project is complete 进行项目集审计，以确认组件项目已完成
- Keep the component project open until the program benefits are realized保持组件项目的开放性，直到实现项目集收益
--组件领域
13.large program consists of several components projects and six projects managers. The program governance board requests that all components within the program undergo user acceptance testing before being released to the production environment. Where should the program manager document this?大型项目集由几个组件项目和六个项目经理组成项目集治理委员会要求项目集中的所有组件在发布到生产环境之前都要经过用户验收测试。项目集经理应该在哪里记录这一点?
A. Program governance plan项目集治理计划
B. Program requirements项目集需求
C. Component test plan and test cases组件测试计划和测试
- Program quality plan项目集质量
质量管理计划，提供了项目集中所包含的质量保证和质量控制措施，基于项目集范围的检查方法。
14.A program manager is leading a program to transform an organization's sales and customer service operations by introducing a new customer relationship management (CRM) solution. As the program progresses, the sponsor and other stakeholders are satisfied with the pace of the program's performance.A stakeholder from the sales department now requests a new feature to integrate the CRM platform with another application. The program manager advises that this is out of scope, as it will require analysis and development and be a project on its own. The program manager then requests additional funding via the formal change management process and the new scope is approved.What should the program manager do next?项目集经理通过引入新的客户关系管理（CRM）解决方案，领导一个项目集，以转变组织的销售和客户服务运营。随着项目集的进展，发起人和其他干系人对项目集的执行速度感到满意。一个销售部门的干系人现在请求一个将CRM平台与其他应用程序集成的新功能。项目集经理认为这超出范围，因为它需要分析和开发，并且是一个独立的项目。然后，项目集经理通过正式的变更管理流程请求额外资金，并获得批准新增范围的。项目集经理接下来应该做什么？
A.Secure additional approvals from senior stakeholders.获得高级干系人额外的批准。
B.Assign a new project manager to own the delivery of the new project.指定新项目经理负责新项目的交付。
C.Redefine the priorities of the existing program components to ensure optimal resource allocation and management of inter-dependencies.重新定义现有项目集组件的优先级，以确保优化资源分配和管理相互依赖关系。
D.Discontinue one of the existing program components, and reallocate all of that component's resources to the newly approved project.停止现有项目集的一个组件，然后将所有资源分配到新批准的项目
15.A company CEO issues a mandate to automate a new-client on boarding process to replace manual and paper-based procedures. After the program sponsor and program manager obtain formal acceptance of the program charter, what should be done next?公司首席执行官发布了一项任务，要求自动化新客户入职流程，以取代手动和纸质程序。项目发起人和项目集经理获得项目章程的正式验收后，下一步应该怎么做？
A.Deploy a team to develop the program management plan.部署团队以制定计划管理计划。
- Develop estimates for scope, resources, and cost制定范围、资源和成本的估算。
--》是BC的输入
C.Identify the program management components, and develop the resource management plan.确定计划管理组件，并制定资源管理计划。
D.Review and update the benefits management plan and link it to program outcomes.审查和更新收益管理计划，并将真健接到计划成果。
16.There is one program where one component project has some delays and the other components project is working well. Which activity below is addressed on benefits?有项目集的其中一个组件项目有些延误，而另一个组件项目进展良好。以下哪项活动的重心是收益？
A.Program performance monitor and control项目集绩效监控
B.Risk register风险登记册
C. Program delivery management项目集交付管理
D. Program Roadmap项目集路线图
17.You are the program manager for your organization. When a project in your program is completed,who will need to sign the certificate of completion?你是组织的项目集经理。你的项目集中的项目完成后，谁需要签署完工证书？
A. The project manager 项目经理
B. The program customer 项目集客户
C. The program stakeholders 项目集利益相关者
D. The project management team项目管理团队
18.infrastructure program's alignment with company strategic objectives?A公司将合并B公式。以下哪个文件可以确保基础设施项目集与公司战略目标保持一致？
A. Benefits management plan 收益管理计划
B. Resource management plan 资源管理计划
C. Risk management plan 风险管理计划
D. Business case业务论证
19.Joan is the program manager for her organization.Management has asked her to create a centralized reporting system to capture information on program work,risks,changes,benefits management and other aspects of the program.What solution can Joan implement to capture,communicate,and record the information management wants？琼是她所在组织的项目集经理。管理层要求她创建一个集中的报告系统，以捕获有关计划工作、风险、变更、收益管理以及计划其他方面的信息。Joan可以实施什么解决方案来捕获、通信和记录管理所需的信息？
A.Program management information system项目集管理信息系统
B.Program management integrated change control项目集管理综合变更控制
C.Change control systems变更控制系统
D.Program management plan execution项目集管理计划执行
20.Company A contracts with a consulting firm manage a software conversion. Company A completes a request for proposal selecting a solution that supports the operations of its parents company and a subsidiary. However, the conversion process reveals that several business areas within company A have conflict ideas.The Program manager should do which of the following next to ensure the success of the program:A公司与一家咨询公司签订了管理软件转换的合同。A公司完成建议邀请书，选择一个支持其母公司和子公司运营的解决方案。然而，转换过程显示，A公司内部的几个业务领域有师突的想法。项目集经理应执行以下哪一项，以确保项目集成功:
A.Engage Key stakeholder and functional manager whom to negotiate to build the core team.争取关键利益相关者和职能经理协商一致，以建立核心团队
B.Identify steering committee member who have power to determine the direction of the program.识别有权决定项目集方向的指导委员会成员
C.Select the core team and request upper management approval.选择核心团队并请求上级管理层批准
D.Solicit the steering committee member to communicate the objective of the program.请指导委员会成员沟通项目集目标
21.A small regional utility close a customer rewards program and transitions it to operations.The executive sponsor and program manager are concerned about the impact on benefits realization.The program manager assures the executive sponsor that any corrective actions will be included in the next phase.What should the program manager do to ensure a successful transition？一家小型区域公用事业公司关闭了客户奖励项目集并将其过渡到运营。执行发起人和项目集经理关注对收益实现的影响。项目集经理向执行发起人保证，任何纠正措施都将包含在下一阶段。项目集经理应该怎么做才能确保成功过渡？
A.Ask each project manager to consolidate and file all program documentation in the corporate archives要求每个项目经理合并并归档公司档案中的所有项目集文档
B.Obtain all project managers contact information,and then have them reassigned back to their function manager获取所有项目经理的联系信息，然后将其重新分配给其职能经理
C.Ask the programs business analysis to collect all project information and create a report要求项目集业务分析收集所有项目信息并创建报告
D.Ensure that all program document including lessons learned,are archives in the knowledge repository确保所有项目集文档，包括经验教训.都是知识库中的存档
- In which subphase the program manager is assigned?在哪个子阶段指派项目集经理？
A.Definition定义
B. Formulation 构建
C. Preparation 准备
D. Initiation启动
--> 哪一个阶段，则是定义阶段；什么子阶段，则是构建子阶段
23.An organization must accelerate a product to market. The program manager completes the preliminary program steps and holds a kick-off meeting. Project managers submit their preliminary schedules for review.What should the program manager do next?组织必须加速产品上市。项目集经理完成初步项目集步骤并召开启动会议。项目经理提交他们的初步进度以供审查。项目集经理下一步应该做什么？
A.Assign resources to the schedule and report the revised delivery date to the project managers.为进度计划分配资源，并向项目经理报告修改后的交付日期。
B.Work with the project managers to refine the project schedules and deliverables to align with the program milestones.与项目经理一起改进项目进度和交付物，使之与项目集里程碑保持一致。
C.Revise the project schedules to meet the program schedule and communicate to stakeholders.修改项目时间表，以满足项目集时间表并与利益相关者沟通
D.Integrate the project schedules into the program schedule and report the revised delivery date to the project managers.将项目进度计划整合到项目集进度计划中，并向项目经理报告修改后的交付日期。
24.Near the completion of a transformation program,the operations manager is concerned that their department failed to be notified in advance of the new service being transitioned into operations.They claim that their department did not approve this service and is now unprepared and untrained to support the transformation.What should the program manager have done first to prevent this在转型计划即将完成时，运营经理担心他们的部门未能在将新服务转换为运营之前收到通知。他们声称他们的部门没有批准这项服务，现在没有准备好，也没有接受过培训来支持转型。项目集经理应该首先做些什么来防止这种情况？
A.Added the operations manager as a key stakeholder将运营经理添加为关键利益干系人
B.Created a transition plan during the planning phase for the impacted operational area在规划阶段为受影响的运营区域制定了过渡计划
C.Ensured there was a communications management plan that included the transition to operations确保有一个包括向运营过渡的通信管理计划
D.Drafted a training plan with assistance from the program management office(PMO)or human resource department before transitioning it to operations在计划管理办公室（PMO）或人力资源部门的协助下起草培训计划，然后将其过渡到运营
25.A program manager with a program to merge two banking entities has several cost and schedule variances that could negatively impact its overall benefits delivery. What should the program manager do next to take corrective action?合并两个银行实体的项目集存在若干成本和进度差异，可能对其整体收益交付产生负面影响。项目集经理接下来应该做什么来采取纠正措施？
A.Identify risk mitigation for the cost and schedule variances.确定成本和进度差异的风险减轻措施
B.Develop what-if scenarios and identify corrective actions. 制定假设情景并确定纠正措施
C.Perform a risk assessment and add outcomes to the program risk register. 执行风险评估并将结果添加到项目集风险登记册中
D.Develop contingency plans and implement changes.制定应急计划并实施变更
- A new component project is approved by the program governance board. The funding for this component project will be provided by an organization different from the organization funding the program.Would this be an acceptable funding arrangement?项目集治理委员会批准了一个新的组件项目。该组件项目的资金将由不同于给该项目集出资的组织提供。这是一种可接受的资金安排吗？
A.Yes, only component projects may have different funding sources.是的，只有组件项目可能有不同的资金来源。
B.Yes, the program and its components may have different funding sources.是的，项目集及其组件可能有不同的资金来源。
C.No, the program and the project must be funded by the same organization.不，项目集和项目必须由同一组织资助。
D.No, component projects must be funded by program funds.不，组件项目必须由项目集资助
- A program manager is concerned that a project will be unable to achieve its intended benefit.How should the program manage handle this situation?项目集经理担心项自无法实现其预期收益。项目集经理应如何处理这种情况？
A.Ask PMO to evaluate the program's overall key factors of success.请PMO评估该项目集成功的总体关键因素
B.Ask project manager to perform benefit analysis.请项目经理执行收益分析
C.Ask stakeholder to reduce the program scope to ensure a successful delivery.请利益相关者缩小项目集范围，以确保成功交付
D.Ask project manager to perform a risk analysis.请项目经理进行风险分析
28.A critical program for a company fails to delivers its intended benefits. The CEO and program sponsor are both held accountable and, ultimately, their employment is terminated by the board of directors.What should the program manager do before formally closing the program?公司的一个关键项目集不能交付它预期的收益。CEO和项目集发起人都要承担最终责任，最终，他们的雇佣关系会被董事会终止。在正式结束项目集之前，项目集经理应该做些什么？
A.Update the benefits register.更新收益登记册
B.Establish a program management information system (PMIS).建立项目集管理信息系统（PMIS）
C.Share lessons learned with all program team members.与所有项目集团队成员分享经验教训
D.Transfer all program documentation to the deputy program manager.将所有项目集文件移交给副手项目集经理
29.Which document is considered the baseline document that guides the delivery of benefits during the program's performance?哪份文件被视为指导项目集执行期间收益交付的基线文件？
A. The business case业务论证
B.The benefits register收益登记册
C.The benefits management plan收益管理计划
D. The program roadmap项目集路线图
30.You as program manager is performing benefit analysis and planning. What can get from this activity as a foundation to ensure program benefits delivery?作为项目集经理，您正在执行收益分析和计划。作为确保项目集收益交付的基础，这项活动可以从中获得什么？
A.Key Performance Indicator(KPI)关能绩效指标（KPI）
B.Benefits register收益登记
C.Monitoring and control of performance of benefits监测和控制收益绩效
D.Benefits management plan收益管理计划
- The program manager plans to address a negative cost variance generating a red flag in the program management status report. What should the program manager do?项目集经理计划解决在项目集管理状态报告中产生红色标记的负成本差异。项目集经理应该做什么？
A.Contact the project sponsors to present the details, impacts, and possible corrective actions regarding the negative cost variance.联系项目集发起人，介绍有关负成本差异的详细信息、影响和可能的纠正措施
B.Gather all the details, analyze impacts, determine corrective actions and present the findings to the governance board for direction.收集所有细节，分析影响，确定纠正措施，并将结果提交给治理委员会以寻求指导意见
C. Work with program sponsor to compile impact analysis data to obtain additional funding for the program.与项目集发起人合作，编制影响分析数据，以获得项目集的额外资金
D.Ask the program team to compile all details, analyze impacts, determine corrective actions and present to the governance board for direction.要求项目集团队汇编所有细节，分析影响，确定纠正措施，并向治理委员会提交以寻求指导意见
32.during program execution, how does a program manager ensure that benefits are being realized in accordance with program governance?在项目集执行过程中，项目集经理如何确保收益实现与项目集治理保持一致？
A.By reviewing the benefits management plan通过审查收益管理计划
B.By updating the benefits register通过更新收益登记册
C.By conducting benefits analysis and planning通过进行收益分析和规划
D.By reviewing the program business case通过审查项目集商业论证
33.As you regularly report on the status of the benefits of this program, you must measure the benefits that have accrued to date and communicate the information to your program sponsor and the program Governance Board. The metrics and procedures you are using for this reporting are stated in?当您定期报告此项目集的收益状态时，您必须衡量迄今为止累积的收益，并将信息传达给您的项目集发起人和项目集管理委员会。您用于报告的度量衡和程序是写在哪里？
A.Program management plan项目集管理计划
B.Program charter项目集章程
C.Benefits register收益登记册
D.Benefits management plan收益管理计划
34.A global enterprise resource planning (ERP) program's scope includes designing and building global template. Plans include a pilot implementation project to validate the template,to be followed by several roll out projects. During the build of the global template,a new government regulation mandates implementation of goods and services tax(GST).What should the program manager updates?全球企业资源规划（ERP）项目集的范围包括设计和构建全球模板。项目集包括验证模板的试点实施项目，随后将进行几个推广项目。在构建全球模板的过程中，一项新的政府法规要求实施商品和服务税（GST）。项目集经理应该更新什么？
A.Program communication management plan项目集沟通管理计划
B.Benefits management plan收益管理计划
C.Stakeholder engagement plan利益相关者争取计划
D.Benefits transition plan收益过渡计划
35.Component project managers create project management plans for all component projects in a program. The program manager notices that some project managers prefer one status report template, while others prefer another.How should the program manager decide which template is appropriate?组件项目经理为项目集中的所有组件项目创建项目管理计划。项目集经理注意到，一些项目经理更喜欢一个状态报告模板，而另一些项目经理则喜欢另一个。项目集经理应如何决定哪个模板合适？
A.Review the issue with the program management office (PMO) to determine which template to use.与项目集管理办公室 （PMO） 一起查看问题，以确定要使用的模板。
B.Review the issue with the project managers and come to mutual agreement on which template to use.与项目经理一起审查问题，并就使用哪个模板达成一致。
C.Meet with the program governance board to select an appropriate template.与项目集治理委员会会面，以选择合适的模板。
D.Allow the component project managers to use their preferred templates.允许组件项目经理使用其首选模板。
36.Program manager begins mapping,identifying,unifying, coordinating various program components. What program management activity are being executed?项目集经理开始正在映射、定义、识别、统一和协调各种项目组件。这是正在执行哪些项目集管理活动？
A.Benefits realization收益实现
B. Integration集成
C.Initiation 启动
D. Execution执行
37.A program manager joins a team during its preparation phase.What should the program manager do to obtain formal sponsor approval to begin the benefits delivery phase？项目集经理在团队准备阶段加入团队。项目集经理应该怎么做才能获得正式的发起人批准以开始收益交付阶段？
A.Define a high-level program road map of milestones and schedules supported by a preliminary estimate定义由初步估算支持的里程碑和时间表的高阶项目集路线图
B.Write the program charter,including the program mission statement and stakeholder engagement plan.编写项目集章程，包括项目集使命声明和利益相关者参与计划。
C.Develop the program management plan based on the organizations strategic plan.根据组织战略计划制定项目集管理计划。
D.Identify and document the anticipated program benefits in the benefits management plan.在收益管理计划中确定并记录预期的项目集收益
38.Company is in the process of re-organization. Escalation process and structure are to be cut in order to save cost. What should PMO do?公司正处于重组的过程。为了节省成本，将削减升级流程和结构。PMO应该做什么？
A. Direct all program team to update benefits management plan指导所有项目集团队更新收益管理计划
B. Update communication plan for all projects in order to control risks更新所有项目的沟通计划，以控制风险
C. Update program budget baseline更新项目集预算基线
D. Update process and policies in order to ensure risk management and control更新流程和政策，以确保风险管理和控制
39.Jason was estimating the cost of his program components.He has high uncertainty for one program component. Therefore, he calculated the component estimate as close to the beginning of a work effort as possible. A few months later, he found that the cost of the output of his component is lower than originally planned. What is the best action he can do？Jason正在估算其项目集组件的成本。他有一个项目集组件具有高度不确定性。因此，他尽可能在工作要开始时计算组件估算值。几个月后，他发现他的组件输出的成本比原先计划的要低。他能做的最好的行动是什么？
A.He should wait until he closes this component and then he can ask for a reward for the saved budget他应该等待，直到他关闭这个组件，然后他可以要求对节省的预算给予奖励
B.He can present an opportunity to the program sponsor for additional products that would be acquired later in the program他可以向项目集发起人提供一个机会，以获得项目集后期将获得的额外产品
C.He should open an opportunity on the risk register for the extra money他应该在风险登记册上为额外的资金打开一个机会
D.He should wait until he closes this component and then ha can use the budget to help the other components with budget deficiency他应该等到他关闭这个组件，然后可以使用预算来帮助其他预算不足的组件
40.An effective program governance structure is a key element of success for any program. What is not an element of an effective governance structure?有效的项目集治理结构是任何项目集成功的关键要素。什么不是有效治理结构的要素?
A.Responsibilities and accountabilities are clearly defined明确规定了职责和责任
B.Program governance is consistent with the organizational governance requirements项目集治理与组织治理要求一致
C.Strategic alignment is realized and benefits are delivered实现战略一致性并实现收益
D. All component issues are resolved at component level所有组件间题均在组件级别解决
41.A program completes all component projects and all identified benefits are being delivered. However, the program sponsor is concerned that long-term benefits may not meet organizational performance parameters.To ensure the realization of long-term benefits, what should the program manager use?一个项目集完成了所有的组件项目，并且所有识别的收益正在被交付。然而，项目集发起人担心长期收益可能不符合组织绩效参数，为了确保长期收益的实现，项目集经理应该使用什么？
A.Benefits register收益登记册
B.Benefits sustainment plan收益维持计划
C.Benefits management plan收益管理计划
D.Benefits transition plan收益移交计划
42.You are managing a critical program in your organization. You spent many interviews and focus group sessions with the stakeholders to analyze the stakeholders and then to create the stakeholders engagement plan that includes guidelines. With whom should you share these guidelines?你正在管理组织中的关键项目集。你花了多次访谈和焦点小组会议与利益相关者进行分析，然后创建包括指导方针在内的利益干系人争取计划。你应该与谁分享这些准则？
A.The guidelines should be shared with the component projects only指南应仅与组件项目共享
B.The guidelines should be shared with the component subsidiary program only指南应仅与附属项目集共享
C.The guidelines should be shared with projects, subsidiary programs, and other program activities under the program指南应与本项目集下的组件项目、附属项目集和其他项目集活动共享
D.The guidelines should be kept with the program management team only指南应仅由项目集管理团队保留
- Because a program is responsible for delivering benefits to the organization, the program manager, members of the program team, project managers and team members, and other program stakeholders all have key roles and responsibilities in benefits management. Person,group, or organization responsible for delivering each benefit was set for in which of the following?由于项目集负责向组织提供收益，因此项目集经理、项目集团队成员、项目经理和团队成员以及其他项目集利益相关者都在收益管理中具有关键角色和责任。负责提供每项收益的个人、团队或组织是在以下哪项中设置的？
A.Stakeholders engagement plan利益相关者争取计划
B.Responsibility assignment matrix责任分配矩阵
C.Benefits sustainment plan收益维持计划
D.Benefits register收益登记册
--收益的owner在哪个文件里，但实际就是问每个收益对应的责任人记录在哪里
44.You know that different stakeholders have different expectations. You are aware of the importance of communicating with stakeholders. In order to properly manage stakeholders expectations, you want to make sure you use adequate tools and techniques. What is the MOST appropriate list of tools and Techniques for this purpose?知道不同的利益相关者有不同的期望。你意识到与利益相关者沟通的重要性。为了正确管理利益相关者的期望，你需要确保使用足够的工具和技术。用于此目的的最合适的工具和技术列表是什么？
A.Negotiation, conflict resolution, meetings, and active listening.谈判、冲突解决、开会和积极倾听
B.Negotiation, conflict resolution, face to face discussions, and active listening
C.Negotiation, conflict resolution, and communication.谈判、冲突解决和沟通
D.Negotiation, conflict resolution, communication, and dispute management谈判、冲突解决、沟通和争议管理
45.The program manager realizes the importance of through and accurate reporting that follows a well-defined communication management plan.The program manager has just completed analyzing the program stakeholder and collected information to complete the stakeholder engagement plan.Once completed，what is the next action for the program manager？项目集经理意识到遵循明确定义的沟通管理计划进行全面和准确报告的重要性。项目集经理刚刚完成了对项目集利益相关者的分析，并收集了信息以完成利益干系人争取计划。完成后，项目集经理的下一步操作是什么？
A.Meet with stakeholders to confirm their support in achieving the programs strategic objectives.与利益相关者会面，确认他们对实现项目集战略目标的支持
B.Define the stakeholder communications requirement and incorporate into the program communication management plan.定义利益相关者沟通要求并纳入项目集沟通管理计划
C.Generate a stakeholder matrix to document the position of the stakeholder in relation to the program.生成利益相关者矩阵，以记录利益相关者与项目集有关的立场
D.Determine the influence each stakeholder has on the program and document it within the benefit management plan确定每个利益相关者对项目集的影响，并将其记录在收益管理计划中
46.Your program has been selected and its program charter is now being created. The program charter defines all of the following characteristics except for which one?你的项目集已被选中，其项目集章程正在创建中。项目集章程定义了以下所有特征，除了哪一个？
A.Program constraints项目集约束
B. Program components项目集组件
C.Program stakeholder expectation项目集利益相关者的期望
D. Program benefit strategy项目集收益策略
- Assume you now have obtained approval of your charter for your program in your automotive company for the development of the new line of hybrid vehicles. This program will be extremely complex given its development of the five vehicles and also the goals and objectives to be met. You realize as well that you are going to have a number of issues and risks to resolve.However you are pleased you are the program manager and that the charter has been issued. Your next step is to?假设您现在已经获得了汽车公司项目集章程的批准，以开发新的混合动力汽车系列。鉴于其五种车辆的开发以及要实现的目标和目的，该项目集将极其复杂。您也意识到您将有许多问题和风险需要解决。但是，您很高兴您是项目集经理，并且章程已经发布。你的下一步是？
A.Conduct a program kickoff meeting with key stakeholders与主要利益相关者举行计划启动会议
B.Determine the key benefits to be realized by the program.确定该项目集要实现的主要收益
C.Perform a more detailed analysis of the identified risks in the charter to help in deciding how best to respond to them should they occur.对章程中已识别的风险进行更详细的分析，以帮助决定在发生风险时如何最好地应对这些风险
D.Describe the program outcomes required to achieve the program's vision描述实现项目集愿景所需的项目集成果 - A program experiences issues during execution. The stakeholders are concerned and the program manager feels pressure to act on these issues. What tool should be used to trigger a planned response when receiving lower than expected results?项目集在执行过程中遇到问题。利益相关者很关注，项目集经理感到有压力要对这些问题采取行动。当收到低于预期的结果时，应使用什么工具来触发规划的响应？
A.Key performance indicators关键绩效指标
B.Benefits management plan收益管理计划
C.Communications management plan沟通管理计划
D.Ishikawa diagram石川图
49.A program about employee self help system is at execution stage.Sales department manager leaves the organization, and a new replacement manager is on board recently. Program manager goes to visit to understand stakeholder expectations, and finds out the sales department is not fully aware of the new system.Program manager should do which of the fallowing?有关员工自助系统的项目集正处于执行阶段。销售部门经理离开了组织，最近有了新的替代经理。项目集经理去拜访以了解利益相关者的期望，发现销售部门并不完全了解新系统。项目集经理应执行以下哪项操作？
A.Review communication management plan查看通信管理计划
B.Review Stakeholder engagement plan查看利益相关者参与计切
C.Involves PMO to advise a solution让PMO提供解决方案建议
D.Review charter with sales department与销售部门一起审查章程
50.A program is appointed to manage a new program. The organization's leadership has specified a list of benefits that the program should deliver and has requested that the program manager determine when incremental benefits can be realized. What should the program manager do first?任命一名项目集经理来管理新项目集。组织的领导层已经指定了项目集应提供的收益清单，并要求项目集经理确定何时可以实现渐进收益。项目集经理应该首先做什么？
A. Develop the benefits sustainment plan.制定收益维持计划
B.Develop the program management plan.制定项目集管理计划
C.Develop the program roadmap.制定项目集路线图
D. Develop the component project schedules.制定组件项目时间表
51.A program has completed and closed. The training for the receiving organization has also delivered. But the stakeholders still concern that the benefits cannot be realized in long term.What does the program manager review to improve the situation?项目集义完成并收尾。对接收组织的培训也已提供。但利益相关者仍然担心这些收益无法长期实现。项目集经理评审什么以改善这种情况？
A. Benefits sustainment plan收益维持计划
B.Benefits transition plan收益过渡计划
C.Benefits management plan收益管理计划
D.Benefits Register收益登记册
52.During the execution phase of a program, a stakeholder complains to the program manager that they did not receive critical communications about one of the component projects. What should the program manager do to address the situation?在项目集的执行阶段，利益相关者向项目集经理抱怨他们没有收到有关其中一个组件项目的重要沟通。项目集经理应该怎么做才能解决这种情况？
A.Review and update the detailed stakeholder list评审并更新详细的利益相关者列表
B.Review and update the stakeholder engagement plan.评审并更新利益干系人争取计划
C.Execute the component project's communications management plan.执行组件项目的沟通管理计划
D.Update the risk register更新风险登记册
53.ou started to review and evaluate the acceptance criteria applicable to delivered components.review operational and program process documentation, and review training and maintenance materials. Which benefits phase is you working on?你开始评审和评估适用于交付组件的验收标准，评审操作和项目集过程文档，并评审培训和维护材料。你正在从事哪个收益阶段？
A.Benefits identification收益识别
B.Benefits transition收益过渡
C.Benefits delivery收益交付
D.Benefits sustainmaint收益维持
54.Company is evaluating an ERP software implementation. Program manager performs environmental analysis to confirm the feasibility of program. What other importance should program manager complete?公司正在评估 ERP 软件的实施情况。项目集经理执行环境分析以确认项目集的可行性。项目集经理还应完成哪些其他重要内容？
A.Map benefit to ERP software functionality将收益映射到ERP软件功能
B.Develop program foundation by building high level program roadmap通过构建高阶项目集路线图来开发项目集基础
C.Identify and document initial risk for ERP software implementation识别并记录实施企业资源规划软件的初始风险
D.Perform financial analysis to identify organization benefit执行财务分析以确定组织收益
55.The program is approved. getting resource and budget is important for program.What should the program manager know when developing the program charter?or Program manager prepares the program for review to secure funding by senior management, which of the following must the program manager identify when creating the program charter?该项目集已获得批准。获得资源和预算对项目集很重要。项目集经理在制定项目集章程时应了解哪些信息？或项目集经理准备项目集以供审查以确保高级管理层提供资金，项目集经理在创建项目集章程时必须确定以下哪项？
A.Assumption incorporated to the benefit management plan.纳入收益管理计划的假设
B.The key stakeholder or decision maker emphasized expectation on the program.关键利益相关者或决策者强调了对项目集的期望
C.Milestone dates, budget and staff details that support it.里程碑日期、预算和支持它的员工详细信息
D.Process within the organization that will be needed to deliver the product.组织内交付产品所需的流程
56.You have recently been assigned as the program manager on a global drug development program; You have read and thoroughly understand the program's business case and overall objectives. However,you are curious as to the key program outcomes that are required to achieve the program vision. These outcomes are stated in the?您最近被任命为全球药物开发项目集的项目集经理。您已经阅读并彻底理解该项目集的商业论证和总体目标。但是，您对实现项目集愿景所需的关键项目集成果感到好奇。这些项目集成果在下列哪个文件中描述？
A.Program roadmap项目集路线图
B.Program scope statement项目集范围声明
C.charter项目集章程
D.Program management plan项目集管理计划
- The program manager set the Program management office(PMO). The program sponsor wants the program manager and projects managers are parts of the Program Management Office(PMO).But some stakeholders are not favor of it. Which will the program manger do to solve this situanon?项目集经理设立了项目集管理办公室（PMO）。项目集发起人希望项目集经理和项目经理是项目管理办公室（PMO）的一部分。但一些利益相关者并不赞成。项目集经理将采取哪些措施来解决这种情况？
A.Take private Conversation with each stakeholders who not favor of and listen their opinions.与每个不喜欢的利益相关者进行私人对话，并听取他们意见
B.Conduct a meeting with all the stakeholders who not favor of and get their opinions.与所有不赞成并征求其意见的利益相关者举行会议
C.Meet with the sponsor and show this issues与发起人会面并展示此问题
D.Take private conversation with each stakeholder to inform them the sponsor decision.与每个利益相关者进行私人对话，告知他们发起人的决定
58.The company is introducing a new set of automated tools to improve the speed and quality managing service calls. Extensive reviews with stakeholders have demonstrated the program achievements meet or exceed the benefits as they are defined in the benefits register. What is the next set of actions to undertake in addition to updating the benefits register?公司正在推出一套新的自动化工具，以提高管理服务呼叫的速度和质量。与利益相关者的广泛评审表明，项目集的成就将达到或超过收益登记册中定义的收益。除了更新收益登记册外，下一步要采取哪些行动？
A.Archive program management information, and initiate program closure存档项目集管理信息，并启动项目集收尾
B.Hold, and then document the outcome of "lessons learned" meetings, and initiate program closure.举行并记录“经验教训”会议成果，并启动项目集收尾
C.Implement recognition plans for team efforts, and initiate program closure实施团队努力的认可计划，并启动项目集收尾
D.Implement benefits sustainment plan, and initiate program closure.实施收益维持计划，并启动项目集收尾
59.During a program's definition phase, it is determined that the best approach for delivering the program's intended benefits is to supplement corporate resources with the procurement of specific products and services from external suppliers.The program manager should use which of the following to determine and/or document the results of the program procurement planning activity?在项目集的定义阶段，确定交付项目集预期收益的最佳方法是通过从外部供应商采购特定产品和服务来补充公司资源。项目集经理应使用以下哪种方法来确定和/或记录项目集采购策划活动的结果？
A.Make-or-buy decisions, alternatives analyses, approach to competition, and best mix of contract types自制或购买决策、备选方案分析、竞争方法以及合同类型的最佳组合
B.Requests for proposals (RFPs), proposal evaluation criteria, contract management, and best mix of contract types请求建议书，建议书评估标准，合同管理以及合同类型的最佳组合
C.RFPs, alternatives analyses, approach to competition, and requests for quotes (RFQs)请求建议书、备选方案分析、竞争方法和询价（RFQ）
D.Make-or-buy decisions, proposal evaluation criteria, contract management, and RFQs自制或购买决策、建议书评估标准、合同管理和询价（RFQ）
60.The program manager defines the program objectives, requirements and develops a high-level roadmap. To ensure program alignment with the enterprise strategic plan the program manager should work with which of the following?项目集经理确定项目集目标和需求，并制定高阶路线图。为了确保项目集与企业战略计划保持一致，项目集经理应使用以下哪一项？
A. Program governance board项目集治理委员会
B. Program management office项目集管理办公室
C.Change control board变更控制委员会
D.Project managers on the program该项目集的项目经理
61.A multiyear program is ready to conclude. It has achieved all business objectives and is delivering its intended benefits. However, the program sponsor is not willing to sign the formal program closure acceptance document and the program continues to incur operational costs.What should the program manager do next?持续多年的项目集即将结束，项目集已经实现了所有业务目标，并正在实现其预期的收益。但是，项目集发起人不愿意签署正式的项目集收尾验收文件，并且该项目集继续产生运营成本。项目集经理下一步应该做什么？
A.Direct component project managers to archive all relevant project documents指导组件项目经理存档所有相关项目文档
B.Ask the finance department to increase the program budget要求财务部门增加项目集预算
C.Escalate the issue to the program governance board将问题上报给项目集治理委员会
D.Ask key stakeholders to influence the program sponsor要求关键利益相关者影响项集目发起人
62.A program manager needs to establish direction and identify the essential aspects of a program.In addition,they must ensure that the context and framework(infrastructure) of the program are properly defined, assessed, and documented. Which document will be created to support this activity?项目集经理需要确定方向并确定项目集的基本方面。此外，他们必须确保正确定义、评估和记录项目集的上下文和框架（框架）。将创建哪个文档来支持此活动？
A.Program resource management plan项目集资源管理计划
B.Program management plan项目集管理计划
C.Program master schedule项目集主计划表
D.Program scope statement项目集范围说明书
63.The program manager is concerned the program scope cannot be met with the available internal and external resource. How should the program manager valuate these concerns?项目集经理担心可用的内部和外部资源无法满足项目集范围。项目集经理应如何评估这些问题？
A.Meet with program management office to review the critical program success factor.与项目集管理办公室会面，审查关键的项目集成功因素
B.Meet with program team to assess the impact on program performance outcome.与项目集团队会面，评估对项目集绩效成果的影响
C.Meet with stakeholder to determine if a reduction in program scope is acceptable.与利益相关者会面，以确定缩小项目集范围是否可以接受
D.Meet with the component project manager to optimize resource allocation within the program.与组件项目经理会面，以优化项目集内的资源分配
64.Cindy，the program manager in Hopton organization, started to quantify all benefits added to the benefits register. Why are benefits quantified?霍普顿组织的项目集经理辛迪开始量化添加到收益登记册中的所有收益。为什么要量化收益？
A.Benefits are quantified so sponsor approval can be obtained.收益是量化的，因此可以获得发起人的批准
B.Benefits are quantified so customer approval can be obtained.收益是量化的，因此可以获得客户的认可
C.Benefits are quantified so risks can be mitigated.收益是量化的，以便降低风
D.Benefits are quantified so that their realization can be measured over time.收益是量化的，以便随着时间的推移度量收益的实现情况
65.You are in the delivery phase of your critical program.You noticed that the program costs exceed the budget.What is expected to happen in your program.您正处于关键项目集的交付阶段。您注意到项目集成本超出预算。您的项目集预计会发生什么。
A.The program sponsor will need to increase the budget项目集发起人需要增加预算
B.The program will continue after changing the program manager 更改项目集经理后，项目集将继续
C. The program will have a hard steering meeting该项目集将举行一次艰难的指导委员会会议
D.The program may no longer satisfy the business case used justify it and may be subject to cancellation该项目集可能不再满足它的商业论证，并且可能会被取消
成本预算是基准！！！baseline，所以可能会取消
66.You are managing a program which contains six components. At the end of this year during the benefit delivery phase, you present the program status to the stakeholders and the sponsor, the program have competed 30% of its work, but the stakeholders worry that expected benefits will not materialize.Which document contains the key performance indicators and procedures to measure the progress?你正在管理包含六个组件的项目集。在今年年底的收益交付阶段，你向利益相关者和发起人展示项目集状态，该项目集已经完成了30%的工作，但利益相关者担心预期的收益不会实现。哪份文件包含度量进展的关键绩效指标和程序？
A.Program qualify plan项目集资格计划
B.Program benefit management plan项目集收益管理计划
---登记册是评估，管理计划是define，计划是基准文件，包含了指标！
C.Program scope statement项目集范围说明书
D.Program performance report项目集效绩报告
67.The program manager works with a global program team. What should the program manager do to acknowledge the team's customs and cultures?项目集经理与全球项目集团队合作。项目集经理应该怎么做才能承认团队的习俗和文化？
A.Conduct a sensitivity training for the team to develop an understanding of the cultures and customs of the team.对团队进行敏感性培训，以培养对团队文化和习俗的理解
B.Work with the program team to update the communication management plan.与项目集团队合作更新沟通管理计划
C.Adjust the communications plan to identify the multiple language of the contractors that are part of the team.调整沟通计划，以确定作为团队一部分的承包商的多种语言
D.Ensure cultural diversity is spread among the component projects and program management teams.确保文化多样性在组件项目和项目管理团队中传播
68.A program manager at a pharmaceutical company plans a new drug development effort. The development is slated to yield three drug variants.The program manager articulates the program scope boundaries.Which of the following deliverables captures these items？一家制药公司的项目集经理计划进行新药开发工作。该开发计划产生三种药物变体。项目集经理阐明项目集范围边界。以下哪项可交付结果捕获了这些条目？
A.Program scope management plan项目集范围管理计划
B.Program management plan项目集管理计划
C.Program scope statement项目集范围说明书
D.Program work breakdown structure项目集工作分解结构
69.The program has been approved and initiated.Suddenly,the program manager received complain from vice president.He said he was not informed of the program and the objectives,and the expected impact of the program on organization.He was going to escalate to the CEO. What file should the program manager review？项目集已获得批并启动。突然，项目集经理收到了副总裁的投诉。他说，他没有被告知该项目集和目标，以及该项目集对组织的预期影响。他打算升级到首席执行官。项目集经理应该查看什么文件？
A.Stakeholder risk tolerance利益相关者风险承受能力
B.Stakeholder register.利益相关者登记册
--》其中，某个组件不知道，就是沟通计划有问题！
C.Stakeholder engagement plan利益有关者争取计划
D.Stakeholder analysis plan利益相关者分析计划
70.You are the program manager for your organization. Your program will create a new condominium in your community. There are several concerns about the condos including the timing, the local economy, the environment, and the proposed schedule. You and your team are creating the program management plan to address these concerns along with identifying the constituent projects that will build the structures and deliverables. What group will need to review your program plan to approve the plan before you may proceed in the work?您是组织的项目集经理。您的计划将在您的社区中创建一个新的公寓。关于公寓有几个问题，包括时间、当地经济、环境和拟议的时间表。您和您的团队正在创建计划管理计划来解决这些问题，同时确定将构建结构和可交付成果的组成项目。在继续工作之前，下列哪个团体需要审查并批准您的项目集计划？
A.The local government当地政府
B.The change control board变更控制委员会
C.The stakeholders利益相关者
D.The program governance board项目集管理委员会
71.Which of the following items are key elements of the program charter?以下哪些项目是项目集章程的关键要素？
A.Scope, assumptions,constraints,goals and objectives, timing, key stakeholders.范围、假设、约束、目标和目的、时间安排、主要利益相关者
B.Scope, assumptions, constraints, components issues and risks, timing, key stakeholders.范围、假设、约束、组件问题和风险、时间安排、主要利益相关者
C.Scope, assumptions and constrains, detailed resources key stakeholders, success factors.范围、假设和约束、详细资源、关键利益相关者、成功因素
D.Scope,success factors, goals and objectives,timing, key stakeholders, funding.范围、成功因素、目标和目的、时间、主要利益相关者、资金
72.Anne is expecting some changes to the environmental factors in which her program is executed. She discussed the subject with the program sponsor and ensured that some of these factors would affect the organization's strategic objectives. What should she do?安妮期待执行她的项目集的环境因素发生一些变化。她与项目集发起人讨论了这个问题，并确保其中一些因素会影响组织的战略目标。她该怎么办？
A.She should monitor the environmental factors to ensure the program remains aligned with the environmental factors.她应该监控环境因素，以确保该项目集与环境因素保持一致
B.She should monitor the environmental factors to ensure the program remains aligned with the organization's strategic objectives她应监控环境因素，以确保该项目集与组织的战略目标保持一致
C.She should ignored the environmental factors as their effect on the strategy did not happen yet.她应该忽略环境因素，因为它们对战略的影响尚未发生
D.She should ask the sponsor for advice.她应该向发起人征求意见
73.Who is responsible to ensure alignment of individual project management plans with the program's goals and intended benefits in support of the achievement of the organization’s strategy?谁负责确保单个项目管理计划与项目集目标和预期收益保持一致，以支持实现组织战略？
A.The project manager 项目经理
B.The PMO 项目管理办公室
C.The project sponsor 项目发起人
D. The program manager 项目集经理
74.During the Benefit Delivery phase, the resulting benefits review require analysis of the planned versus actual benefits across a wide range of actions. Which of the following aspect is most important to be analyzed and assessed?在收益交付阶段，产生的收益评审需要分析各种行动的计划收益与实际收益。以下哪个方面最需要分析和评估？
A.Program components performance status项目集组件绩效状态
B.Program schedule variance项目集进度差异
C.Change management status变更管理状态
D.Strategic alignment战略一致
75.Throughout a multiyear program, component projects are transitioned to the customer. During the project acceptance phase, a potential risk is identified and brought to the program team's attention. What should be done with the identified potential risk?在整个多年计划中，组件项目将移交给客户。在项目验收阶段，识别潜在风险并提请项目团队注意。应如何处理已识别的潜在风险？
A.Incorporate it into the risk register and perform a thorough analysis.将其纳入风险登记册并进行彻底分析。
B.Mitigate the risk before it is incorporated into the risk management plan.在风险被纳入风险管理计划之前降低风险。
C.Document the risk in the program transition plan and identify it as a potential issue.在计划过渡计划中记录风险，并将其标识为潜在问题。
D.Document it in the issue log and immediately notify the steering committee.将其记录在问题日志中，并立即通知指导委员会。
76.The program manager has a global program with five component projects.The program sponsor wants the management plans, processes/procedures, and technology to be uniform across the program. The requirements will create issues and result in increased costs.The program sponsor is new and has imposed these new requirements six months into a three-year program.What should the program manager do next？项目集经理有包含五个组件项目的全球项目集、项目集发起人希望管理计划、流程/程序和技术在整个计划中保持一致。这些要求将产生问题并导致成本增加。项目集发起人是新人，并在为期三年的计划六个月内实施了这些新要求。项目集经理下一步应该做什么？
A.Accept what the program sponsor requires and implement the changes接受项目集发起人的要求并实施变更
B.Document the change, communicate and analysis with stakeholders and then bring the final selection to GB记录变更，与利益相关者沟通和分析，然后将最终选择带到GB
C.Respond to the program sponsor if the program sponsor asks about a second time.如果项目集发起人第二次询问，再回复项目集发起人
D.Present the risks and benefits of the changes to the program sponsor.向项目集发起人介绍变更的风险和收益
77.Organization leader requests to perform analysis on all the components projects quality control.In order to ensure overall quality performance, This should included in which of the following document?组织领导要求对所有组件项目质量控制进行分析。
为了保证整体质量绩效，这应该包括以下哪份文档？
A.Project Quality plan项目质量计划
B.Program quality plan项目集质量计划
C.Scope management plan范围管理计划
D.Program change management plan项目集变更管理计划
78.You are working in the program delivery phase in the financial management activities. Which of the following may appear in the out put of the program financial management activities?你正在项目集交付阶段的财务管理活动工作中，以下哪项可能出现在项目集财务管理活动的输出中？
A.Program financial management plan项目集财务管理计划
B.Program operational costs项目集运营成本
C.Program funding schedules项目集拨款计划
D.Program budget baseline updates项目集预算基线更新
79.A natural disaster shuts down operations for two days. The program has a major milestone that includes a timed payment of US$1 million. Since the shutdown was not anticipated, what should the program manager do first?一场自然灾害使运营中断了两天。该计划有一个重要的里程碑，包括100万美元的定时付款。既然没有预料到关闭，项目集经理应该首先做什么？
A.Implement the appropriate risk response plan and inform the stakeholders of the planned actions.实施适当的风险应对计划，并将计划的行动告知利益相关者。
B.Utilize contingency reserves to hire contractors, which will accelerate the schedule to meet the original milestone.利用应急准备金雇用承包商，这将加快进度以满足原始里程碑。
C.Evaluate the impact, reassess the program risk, and determine options to be presented to the governance board.评估影响，重新评估计划风险，并确定要提交给治理委员会的选项。
D.Collaborate with the sponsor to determine options and negotiate a new date for the milestone.与发起人合作确定选项并协商里程碑的新日期。
80.To increase its presence and promote its products and services in new markets, a company begins to implement its new business strategy. The company's CEO endorses a new program to promote and support this strategy. However, before the program is formally initiated, this strategy must be aligned with the organization's strategic goals and objectives.What should the program manager develop first?为了在新市场上扩大市场占有率，推广产品和服务，公司开始实施新的经营战略。公司首席执行官批准了一项新项目集，以促进和支持这一战略。然而，在正式启动项目之前，该战略必须与组织的战略目标保持一致。项目集经理应首先制定什么？
A.Program's risk threshold项目集的风险阈值
B.Program risk management plan项目集风险管理计划
C.Program resource management plan项目集资源管理计划
D.Program risk and issue governance forum项目集风险和问题治理论坛
81.A business case has been developed and the program is approved. You have been asked to develop the program charter and the steering committee has approved it. What is the BEST definition of the program charter?已经制定了业务论证，该项目集已获得批准。你被要求制定项目集章程，指导委员会已批准。项目集章程的最佳定义是什么？
A.The program charter formally authorizes the program and it details all planned benefits,their metrics and their management plan.项目集章程正式授汉该项目集，并详细说明了沂有项目集的收益、度量衡和管理计划
B.The program charter provides the program manager with the authority to apply resources to program activities, and to start delivering benefits right away.项目集章程赋予项目集经理将资源应用于项目集活动并立即开始提供收益的权限
C.The program charter formally authorizes the program and it provides a governance mechanism with approval and reporting procedures.项目集章程正式授予该项目集，并提供具有批准和报告程序的治理机制
D.The program charter formally authorizes the program and it provides the program manager with the authority to apply resources to program activities.项目集章程正式授予项目集，并赋予项目集经理将资源应用于项目集活动的权限
82.The program manager has a global program with five component projects. The program sponsor wants the management plans, processes/procedures, and technology to be uniform across the program. The requirements will create issues and result in increased costs. The program sponsor is new and has imposed these new requirements six months into a three-year program. What should the program manager do next?项目集经理有包含五个组件项目的全球项目集。项目集发起人希望管理计划、流程/程序和技术在整个项目集中保持一致。这些要求会产生问题并导致成本增加。项目集发起人是新人，并在为期三年的项目集六个月内实施了这些新要求。项目集经理下一步应该做什么？
A.Accept what the program sponsor requires and implement the changes.接受项目集发起人的要求并实施变更
B.Discuss the proposed changes with the stakeholders and project managers, and give the program sponsor the best option.与利益相关者和项目经理讨论提议的变更，并为项目集发起人提供最佳选择
C.Respond to the program sponsor if the program sponsor asks about it a second time.如果项目集发起人第二次询问，再回复项目集发起人
D.Present the risks and benefits of the changes to the program sponsor.向项目集发起人介绍变更的风险和收益
83.The program manager on a program to develop a new product for an external customer appoints a core team member to work with customer to document activities and process for product delivering, Which of the following contains these activities and processes for product delivering?为外部客户开发新产品的项目集经理任命一名核心团队成员与客户合作，记录产品交付的活动和流程。以下哪项包含这些产品交付的这些活动和流程？
A.Benefit management plan收益管理计划
B.Transition plan过渡计划
C.Product implement plan产品实施计划
D.Communication management plan沟通管理计划
84.
Bob is a program manager. He has started working on a new program. He is currently documenting why the program is important as well as what the program should achieve. What is Bob working on?鲍勃是一名项目经理，他已经开始新项目集的工作。他目前正在记录为什么项目集很重要以及项目集应该实现的目标，鲍勃在做什么？
A.Program roadmap项目集路线图
B.Program charter项目集章程
C.Program management plan项目集管理计划
D.Program business case项目集业务论证
85.
During a resource planning session,an innovation program manager discovers that the company resources do not have the capacity or capability to start the program.To provide the expected benefits,the program manager out sources the tasks where the new capabilities are required.How should the program manager proceed with program resource assignment and acquire the skills future？在资源规划会议期间，创新项目集经理发现公司资源没有足够的数量与能力的资源来实施项目集。为了提供预期的收益，项目集经理将需要新技能的任务外包。项目集经理应如何进行项目集资源分配并获得未来的技能？
A.Allow the outsourcing vendor to lead the tasks and provide progress reports.允许外包供应商领导任务并提供进度报告。
B.Start hiring experienced resources that can contribute immediately to the program.开始雇用经验丰富的资源，可以立即为该项目集作出贡献。
C.Pair program team members with the outsourcer to acquire new skills.将项目团队成员与外包商配对以获得新技能。
D.Identify training providers in the required capability and start a training program for the program team members.确定具有所需能力的培训提供者，并为项目集团队成员启动培训项目集。
86.
A program will generate revenue for several years after it ends. The program manager and the operations manager, who are accountable for managing the benefits after program closure, are in disagreement.The operations manager is concerned that information necessary for managing the processes and benefits after program closure will be unavailable.The program manager expresses that managing the benefits after program closure is not within the scope and must be managed through the scope management plan. What should the program sponsor do？项目集结束后将在数年内产生收入。负责项目集结束后收益管理的项目集经理和运营经理意见不一致。运营经理担心，项目集结束后，管理流程和收益所需的信息将不可用。项目集经理表示，在项目集结束后管理收益不在范围内，必须通过范围管理计划进行管理。项目集发起人应该做什么？
A.Direct the operations manager to allocate a resource to the program to ensure that knowledge transfer and process development occur before closure.指导运营经理为项目集分配资源，以确保在结束前进行知识转移和流程开发
B.Direct the operations manager to allocate the necessary resources to establish proper plans for accepting the benefits and processes after program closure.指导运营经理分配必要的资源，以制定适当的计划，在项目集结束后接受收益和流程
C.Direct the program manager to develop the necessary plans to ensure benefits can be transitioned and sustained after program closure指导项目集经理制定必要的计划，以确保在项目集结束后收益能够过渡和持续
D.Direct the program manager to assess the impact of this change and follow the established change management process.指导项目集经理评估该变更的影响，并遵循既定的变更管理流程
87.
An unforeseen geopolitical risk impacts a program to establish a company's operations abroad. Stakeholders now want to establish a risk response team to define a mitigation plan. Ultimately, what appeared to be a significant risk resulted in a negligible risk. What should the program manager recommend to stakeholders for future, similar situations？不可预见的地缘政治风险会影响在国外建立公司业务的计划。利益干系人现在希望建立一个风险响应团队来定义缓解计划。最终，看似重大的风险导致风险可以忽略不计。对于将来的类似情况，项目集经理应该向利益干系人推荐什么？
A.Accept the risk接受风险
B.Seek an expert opinion寻求专家意见
C.Establish an on-call risk response team建立随叫随到的风险响应团队
D.Review the risk severity matrix查看风险严重性矩阵
88.
How does a portfolio's collection of work differ from that of a program's collection of work？与项目集内的各种工作相比，组合内的各项工作有何区别？
A.Outcomes are interdependent成果是互相关联的
B.Benefits are achieved only when managed collectively收益只有通过集中管理才能实现
C.Components may be independent组件可能是独立的
D.Outcomes are time bound成果有时间限制
89.
A program manager is concerned that a program will be unable to achieve its intended benefits. How should the program manager handle this concern？项目集经理担心项目集无法实现其预期收益。项目集经理应该如何处理这个问题？
A.Meet with the program management office(PMO) to review critical program success factors与项目集管理办公室（PMO）会面，评审关键的项目集成功因素
B.Meet with the component project managers to reallocate resources within the program与组件项目经理会面，以重新分配项目集内的资源
C.Meet with the program stakeholders to determine if a reduction in program scope is acceptable与项目集利益相关者会面，确定项目集范围的缩减是否可接受
D.Meet with the component project managers to perform risk analysis与组件经理会面，进行风险分析
90.
A program includes the development and shipping of 12 million product units over the next year. However, one program supplier has a history of overestimating its planned volume, which puts the product launch at risk. What should the program manager do to monitor and control the supplier?一个项目集包括在明年中开发和出货1200万件产品单元。然而，一家项目集供应商有高估其计划量的历史，这使产品发布面临风险。项目集经理应该怎么做才能监督和控制供应商？
A.Use expert judgment, and update the program procurement plan. 使用专家判断，并更新项目集采购计划。
B.Seek stakeholder approval of program procurement management activities. 寻求干系人对项目集采购管理活动的批准。
C.Examine performance reports, audits, and inspections. 检查绩效报告、审计和检查。
D.Review proposal evaluation criteria, risk analysis, and mitigation strategies. 审查建议书评估指标、风险分析和减轻策略。
91.
What is the most important artifact created during the program planning subphase？在项目集规划子阶段创建的最重要的文件是什么？
A.The benefits management plan收益管理计划
B.The stakeholder engagement plan利益相关者争散计划
C.The program governance plan项目集治理计划
D.The program management plan项目集管理计划
92.
In program delivery phase,you received an email from CEO asking for accelerating the program delivery to catch a market window,that will have impact on three component projects A,B,C to meet the market change.What should you do in next step？在项目集交付阶段，您收到来自首席执行官的电子邮件，要求加快项目集交付以赶上市场窗口，这将对三个组件项目A，B，C产生影响，以满足市场变化。下一步应该怎么做？
A.Ask project A,B,C to speed up the schedule.要求项目A、B、C加快进度
B.Work with project A BC manager to make resource leverage to make resource leverage to catch the schedule.与项目A、B、C经理合作，利用资源来利用进度。
C.Move other project's resource to project A,B,C to help on meeting the schedule.将其他项目的资源移动到项目A、B、C以帮助满足进度。
D.Evaluate the impact of accelerated and present a proposal to steering committee评估加速的影响，并向指导委员会提出建议
93.
A same key resource is booked by both component projects A and B in the same time slot, in order to avoid for conflict and over allocation, the program manager together with the two component review the situation and decide that project B can go ahead but with acceleration and project A can wait until the resource release from project B.This is an case of in which following相同的关键资源由两个组件项目A和B在同一时间段预订，为了避免冲突和过度分配，项目集经理和两个组件项目一起评审相关情况，并决定项目B可以继续，但要加快进度，项目A可以等待项目B的资源释放。这是以下哪种情况？
A.Program resource planning项目集资源规划
B.Program risk mitigation项目集风险缓解
C.Program resource inter-dependency management项目集资源依赖性管理
D.Program schedule management项目集进度管理
94.
A program manager is considering a procurement from supplier for an online processing management system.In order to determine the best fit of solutions and services to meet the specific needs of the program, what's the better selection of the following？项目集经理正在考虑从供应商处采购在线信息管理系统。为了确定最适合的解决方案和服务以满足项目集的特定需求以下哪一项是更好的选择？
A.RFI, Feasibility studies,trade studies and market analysis RFI、可行性研究、贸易研究和市场分析
B.Feasibility studies,RFP,trade studies and market analysis可行性研究、RFP、贸易研究和市场分析
C.RFI.RFP RFQ,and feasibility studies RFI，RFP，RFQ和可行性研究
D.Decision tree,feasibility studies,trade studies and market analysis决策树、可行性研究、贸易研究和市场分析
95.
The program manager developed and established the program financial framework during the program definition phase, after that the program manager received a new requirement from one of the funding source. What should program manager do in the next step for updating document in following？项目集经理在项目集定义阶段制定并建立了项目集财务框架，之后项目集经理从其中一个资金来源收到新的要求。在下一步中，项目集经理下一步应该更新下列哪个文档？
A.Financial management plan财务管理计划
B.Business case商业论证
C.Benefit management plan收益管理计划
D.Program management plan项目集管理计划
96.
The program manager takes over a poorly performing program. After a review of the documentation and interviews with the program sponsor, stakeholders, and program constituents, the program manager realizes that the program is not aligned with the corporate/organizational goals.The program manager must realign the constituent projects and components to meet the program's needs. What action should the program manager take to realign the program？项目集经理接手表现不住的项目集，在评审文件并与项目集发起人、利益相关者和项目集组成人员面谈后，项目集经理意识到项目集与公司/组织目标不一致。项目集经理必须重新调整组成项目和组件，以满足项目集的需求。项目集经理应该采取什么行动来重新调整项目集？
A.Assess the program schedule and determine how to maintain all projects and components within the program评估项目集进度，并确定如何维护项目集内的所有项目和组件
B.Discuss the situation with the program stakeholders and let them decide which projects to accelerate and which to close与项目利益相关者讨论情况，让他们决定加速哪些项目和结束哪些项目
C.Discuss the situation with the program sponsor(s) and let the sponsor(s) make the decision as to which projects to accelerate and which to close与项目发起人讨论情况，让发起人决定加速哪些项目和结束哪些项目
D.Develop a change request to present to the governance board. accelerate some projects, close some project, and reassign some resources制定变更请求，提交给治理委员会，加快一些项目，关闭一些项目，并重新分配一些资源
----评估或谈话应该是 相关利益者们，而不是单独的who，文中已经说明 面谈过！
谁能决策组件的关闭和启动 ：PGB/PSC
97.
The program performance is poor. You are now assigned to take over this program. You checked the documents and interviewed with stakeholder, sponsor and governance board, and the constituent projects. Now you found program is not alignment with organization's objective. How first does the program manager do to realign the program objective？项目集绩效很差。您现在被任命接管此项目集。您检查了项目集文档，并与利益相关者、发起人和治理委员会以及子项目经理进行了面谈。现在你发现项目集与组织的目标不一致。项目集经理首先如何做，以重新将项目集目标对齐？
A.assess the program's objectives with project team members,using brainstorming to decide which project close and which add.与项目团队成员一起评估项目集的目标，使用头脑风暴来决定哪个项目结束和哪个添加。
B.Discuss with stakeholder and determine which project close and which add.与利益相关者讨论并确定哪些项目关闭和哪些添加。
C.Discuss with sponsor and ask sponsor to decide which close and which add.与发起人讨论并要求发起人决定哪个关闭和哪个添加。
D.Provide change request to GB to decide which project close, which add and reassign resource向GB提供变更请求，以决定哪个项目关闭，哪个项目添加和重新分配资源。
谁能决策组件的关闭和启动 ：PGB/PSC
98.
There are many types and characteristics of PMO in practice. But what is a COMMON characteristic of all program PMOs? PMO在实践中有许多类型和特点。但所有项目PMO的共同特点是什么？
A.The PMO is accountable for success of the program PMO对项目集的成功负责
B.The PMO is a member of the steering committee PMO是指导委员会的成员
C.The PMO is responsible for assigning component project managers of your program PMO负责分配项目集的组件项目经理
D. The PMO is a program stakeholder PMO是项目集利益相关者
99.
During program execution, how does a program manager ensure that benefits are being realized in accordance with program governance?在项目集执行过程中，项目集经理如何确保收益实现与项目集治理保持一致？
A.By reviewing the benefits management plan通过审查收益管理计划
B.By updating the benefits register通过更新收益登记册
C.By conducting benefits analysis and planning通过进行收益分析和规划
D.By reviewing the program business case通过审查项目集商业论证
define 则选B
10 0
Macro is suffering from low participation from the stakeholder in his program. He wants to identify potential risks cause by a lack of participation from stakeholders. What should he do？Macro的项目集中正面临干系人参与程度低。他希望确定由于缺乏干系人的参与而导致的潜在风险。他该怎么办？
A.Review stakeholder metrics regularly 定期审查干系人指标
B.Review the stakeholder engagement plan regularly 定期审查干系人争取计划
C.Review the stakeholder register regularly 定期审查干系人登记册
- Review the stakeholder map regularly 定期审查干系人地图
- A program to implement a company's new system is nearing completion and the program manager attempts to close the program. However, despite training provided to the operational staff on the new system, there is concern that the defined expected benefits will not be fully realized. To prevent this concern in the future, which of the following should occur？实施公司新系统的项目集即将完成，项目集经理试图关闭该项目集。然而，尽管向业务人员提供了关于新系统的培训，但人们担心，实现定义的预期效益将无法充分实现。为了防止将来出现此问题，应开展以下哪种情况？
A.Collaboration with the operational staff to develop the benefits sustainment plan与运营人员合作制定收益维持计划
B.Communication of the new capabilities' benefits to the operational staff向操作人员传达新能力的好处
C.Development and execution of a benefits transition plan to prepare the operational areas制定和执行收益过渡计划以使得运营领域做好准备
D.Identification of the risk in the program risk register and development of a plan to address the risk在项目集风险登记册中识别风险并制定解决风险的计划
102
A Which of the following will provide the greatest value to clarify stakeholder perceptions？以下哪一项将为澄清利益相关者的感知提供最大价值？
A.Performing a stakeholder analysis进行利益相关者分析
B.Updating the stakeholder communications requirements更新利益相关者沟通需求
C.Redistributing the benefits management plan重新分发收益管理计划
D.Redistributing the program charter重新分发项目集章程
103 Assume that your organization is specialized in producing and exporting specific good and services efficiently and a lower opportunity cost than other companies.This is an example of：假设你的组织专门从事高效生产和出口特定商品和服务，且机会成本低于其他公司。这是一个示例：
A.Opportunity cost机会成本
B.Comparative advantage比较优势
C.Positive risk积极风险
D.Negative risk负面风险
104
A manufacturing plant is facing a serious financial crisis,by consulting the department managers,several independent projects are developed to reduce costs.The management coordinate the projects as a program,the outcome will determine whether the plant will get through the fiscal year.What does the program manager do to ensure the program outcome will aligned with the organizational strategy？一家制造厂正面临严重的财务危机，通过咨询部门经理，开发了几个独立的项目来降低成本。管理层将项目作为一个项目集进行协调，结果将决定工厂能否度过本财年。项目集经理如何确保项目集结果与组织战略保持一致？
A.Baseline the workload&capabilities确定工作负载和功能的基线。
B.Monitor&evaluate the scope,KPI Schedule&risks.监控和评估范围，KPI，进度和风险
C.Develop an appropriate organization hierarchy建立适当的组织层次结构
D.Obtain Stakeholders commitment.获得利益相关者的承诺。
105.
An organization whose personnel are the most directly involved in doing the work of the program(portfolio,project)is called：人员最直接参与项目集工作（项目组合、项目）的组织称为：
A.Receiving organization接收组织
B.Performing organization执行机构
C.External organization外部组织
D.Internal organization内部组织
106.
The project team member complain that he can not balance the project manager's order from the program manager and the function manager. Which one have responsibility for the coordinate work？项目团队成员抱怨他无法平衡来自于项目集经理和职能经理对项目经理的指令。谁负责协调工作？
A.Program manager项目集经理
B.Project manager 项目经理
C.Function manager职能经理
D.Program sponsor项目集发起人
107.
A company hires a program manager to create a healthcare management system. After five months, the program manager identifies an opportunity to integrate an online medical solution, which could provide additional value to the stakeholders. The program sponsor approves the change in scope.The program manager should ensure that the results obtained by this opportunity are working in tandem with which of the following？公司雇佣项目集经理创建医疗管理系统。五个月后，项目集经理识别了一个集成在线医疗解决方案的机会，这可以为干系人提供附加价值。
项目集发起人批准了范围变更，项目集经理应确保通过这次机会获得的结果与以下哪一项工作协同？
A.Critical success factors关键成功因素
B.Key performance indicators关键绩效指标
C.Benefits management plan收益管理计划
D.Stakeholder engagement plan干系人参与计划
108.
A new program manager joins a multi-year program that has been underway for almost a year.During interviews, several stakeholders state that they do not understand how the program will help the organization.At the next stakeholder meeting, what should the program manager present to address their concerns？一位新的项目集经理加入了一个已经进行了近一年的多年计划。在采访中，一些利益相关者表示，他们不了解该计划将如何帮助组织。在下一次利益相关者会议上，项目经理应该提出什么来解决他们的顾虑？
A.Program charter计划章程
B.Program scope assessment results计划范围评估结果
C.Business case and program roadmap业务案例和计划路线图
D.Expected program benefits management plan计划收益管理计划
109.
What actions are taken in process of developing and maintaining a program risk register？
在开发和维护项目集风险登记册的过程中采取了哪些行动？
A.Assign ownership of risks with appropriate responsibilities,document agreed-upon response strategies, and provide the foundation for the risk management plan.分配风险所有权和适当的责任，记录商定的应对策略，并为风险管理计划提供基础
B.Assign ownership of risks with appropriate responsibilities,document agreed-upon response strategies,and identify the root cause of potential risks.分配风险所有权和适当的责任，记录商定的应对策略，并确定潜在风险的根本原因
C.Assign ownership of risks with appropriate responsibilities,document agreed-upon response strategies, and proactively manage program issues.分配风险所有权和适当的责任，记录商定的应对策略，并积极管理项目集问题
D. Assign ownership of risks with appropriate responsibilities,document agreed-upon response strategies, and identify residual risks.分配风险所有权和适当的责任，记录商定的应对策略，并识别剩余风险
风险的四要素就有根本原因的
风险登记册就是三要素+根因
110.
Any program needs to have on appropriate governance structure in order to perform correctly.The program governance structure includes people such as the program manager, the sponsor,the PMO, etc. who will be involved in the various phases of the program using policies, procedures,standards that are derived from company assets. The governance plan should provide all the necessary information related to the execution of the governance process. Once defined, this plan is used during the program life cycle. Which is the BEST list of governance plan ingredients？任何项目集都需要具有适当的治理结构才能正确执行。项目集治理结构包括项目集经理、发起人、PMO等人员。谁将使用源自公司资产的政策、程序和标准参与该项目集的各个阶段。治理计划应提供与执行治理过程相关的所有必要信息。定义后，此计划将在项目集生命周期中使用。治理计划组成内容的最佳列表是下列哪个选项？
A.Governance role and responsibility definitions, governance structure and composition, stake holder management plan,component initiation criteria and gate review requirements.治理角色和责任定义、治理结构和组成、利益相关者管理计划、组件启动标准和审查要求。
B.Governance role and responsibility definitions, high level governance plan and meeting schedules, financial model, and periodic health checks.治理角色和职责定义、高阶治理计划和会议时间表、财务模型和定期运行状况检查。
C.Governance role and responsibility definitions, governance structure and composition, governance goals, gate review and periodic health checks.治理角色和职责定义、治理结构和组成、治理目标、关口审查和定期运行状况检查。
- Governance role and responsibility definition, PWBS,governance structure and composition, governance goals, gate review requirements.治理角色和责任定义，PWBS，治理结构和组成，治理目标，关口评审要求。
111.
A project manager identifies a risk factor that could negatively impact the environment, after learning of the risk, what should the program manager do？项目经理确定可能对环境产生负面影响的风险因素，在了解风险后，项目集经理应该怎么做？
A.Evaluate the appropriate level of organize to address the risk评估适当的组织级别以解决风险
B.Notify the program steering committee of the program risk and its impact.通知项目集指导委员会计划风险及其影响
C.Immediately contact the applies governmental authorizes.立即联系申请政府授权
D.Direct the project manager to act upon the risk response plan.指导项目经理根据风险应对计划采取行动
112.
A program manager assigns project managers to five component projects and continues to develop the program team. Which of the following represents the program manager's strategy？项目集经理将项目经理分配给五个组件项目，并继续发展项目团队。以下哪项代表项目集经理的策略？
A.Rotate the responsibility for risk assessment among the program components在项目集组件之间轮流承担风险评估的责任
B.Coach the project managers to manage project resources培训项目经理管理项目资源
C.Cross-train the project managers to share expertise交叉培训项目经理以分享专业知识
D.Prepare the project managers to assume larger roles with more responsibility让项目经理做好准备，承担更大的角色，承担更多的责任
113.
A program manager is working on benefits.The program team created and updated a benefits register earlier in the program. The benefits register should include which of the following？项目集经理正在研究收益。项目集团队在项目集早期创建并更新了收益登记册。收益登记册应包括以下哪一项？
A.List of planned benefits,earned value (EV),and responsible person计划收益列表、挣值（EV）和责任人
B.List of planned benefits,measurement method, and component mapping计划收益列表、度量方法和组件映射
C.List of planned benefits,benefit creator,and realization date计划收益列表、收益创建者和实现日期
D.List of planned benefits,stakeholders,and risk level计划收益列表、利益相关者和风险水平.
【效益登记册】是非常重要的文件，其中最主要的信息是：
效益列表 benefits list；=计划收益列表
计划效益与项目集组件的映射 mapping ；=组件映射
每个收益的进展和状态；
效益的 KPIs 和如何测量；= 度量方法
such as 与效益相关的风险\责任人\目标日期\\...【效益登记册】既包括计划的效益，也包括进行中、交付完成的效益
【效益登记册】包括效益的列表 What，项目集预期效益和项目集组件之间的映射图 BM
（Benefits Map），定义衍生的关键绩效指标 Derived KPIs 和阈值
114.
The FLX program is very critical to Good Day organization.During the program kick-off meeting,some stakeholders stressed that they need to assess the overall health of the program and take appropriate action to ensure successful benefits delivery.What is the most important action that should be done by the program manager to fulfill this request？FLX项目集对“好日子”组织非常关键。在项目集启动会议期间，一些干系人强调，他们需要评估项目集的整体健康状况，并采取适当措施确保成功交付收益。项目集经理应采取哪些最重要的行动来满足此要求？
A.The program manager should refine program benefits risks项目集经理应细化项目集收益风险
B.The program manager should ensure having a strong communication management plan 项目集经理应确保制定强有力的沟通管理计划
C.The program manager should send the new status of benefits register to the key stakeholders 项目集经理应向关键干系人发送收益登记册的最新状态
D.The program manager should consistently monitor and report on benefits metrics to the stakeholders项目集经理应持续监控并向干系人报告收益指标
5.
Your pharmaceutical company has decided to develop some of products, and has decided to manage this major effort as a program. A business case has been developed and the program is approved. You have developed the program charter which contains high-level information about the program. You now want to develop a high-level milestone plan in order to align the program with the expectations of stakeholders, including sponsors. To accomplish this plan you are wondering what documents or information that you should to reference, which documents are these information？您的制药公司已决定开发一些产品，并决定将这一重大工作作为一个项目集进行管理。已经开发了一个商业案例，该项目集已获得批准。您已经制定了项目集章程，其中包含有关该项目集的高级信息。您现在想要制定一个高级别的里程碑计划，以使该项目集与利益相关者（包括发起人）的期望保持一致。要完成此计划，您想知道应该参考哪些文档或信息，这些信息是哪些文档？
A.Program roadmap, organization strategic plan, program scope statements.项目集路线图、组织战略计划、项目集范围声明。
B.Benefits management plan, program charter, program scope statement收益管理计划、项目集章程、项目集范围声明。
C.Benefits management plan, program scope statement. Program roadmap收益管理计划，项目集范围声明。项目集路线图
D.Work breakdown structure (WBS), scope statements, benefits management plan工作分解结构 (WBS)、范围报表、收益管理计划
6.
A program manager learns that a competitor has launched a series of products that may undermine the benefits that the program is intended to deliver. What should the program manager do？项目集经理得知竞争对手推出了一系列产品，这些产品可能会损害项目集的预期收益。项目集经理应该做什么？
A.Update the benefits management plan to deliver similar functionality.更新收益管理计划以提供类似功能
B.Collaborate with the program sponsor to update the success criteria.与项目集发起人合作，更新成功标准
C.Revise the program mandate to include additional functionality.修改项目集指令，以包括其他功能
D.Determine if the program is still in alignment with the strategic objectives.确定项目集是否仍符合战略目标
117.
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？项目集经理注意到一个项目经理在重要的团队讨论中倾向于退出以避免冲突。项目集经理可以使用什么技巧从这个项目经理那里获得更多的输入？
A.Institute an incentive program to create competition among the team members.制定激励计划，在团队成员之间创造竞争。
B.Make the project manager share an office with a more assertive team member.让项目经理与更自信的团队成员共享一个办公室。
C.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意见，给每个人一个表达意见的机会。
D.Create an online message board so team members can see and respond to everyone's ideas.创建一个在线消息，这样团队成员就可以看到并回应每个人的想法。
118.
A key stakeholder's requirement contradicts the organization's strategic objectives. The program manager meets with the stakeholder, but is unable to reach a compromise on the requirement. What should the program manager do first？关键利益相关者的要求与组织的战略目标相矛盾。项目集经理与利益相关者会面，但无法就需求达成妥协。项目集经理首先应该做什么？
A.Meet with the program management office to update the benefits management plan与项目管理办公室会面，更新收益管理计划
B.Meet with organization's strategic planning committee to obtain clarification与组织的战略规划委员会会面以获得澄清
C.Meet with the program sponsor to address the issue与项目集发起人会面以解决问题
D.Meet the customer to determine if the stakeholder's requirement is valid与客户会面，以确定利益相关者的要求是否有效
119.
In preparation for the development and submission of the program master schedule to a client,the program manager meets with the component project manager and master program scheduler to discuss the work breakdown structure(WBS). During the meeting, the master scheduler indicates that the program master schedule should include which of the following？在准备开发并向客户提交项目集主计划表时，项目集经理与组件项目经理和主项目计划员会面，讨论工作分解结构（WBS）。在会议期间，主计划表规划员指出项目集主计划表应包括以下哪一项？
A.Program benefits and all component project activities.项目集收益和所有组件项目活动
B.Component resources and their activity assignment/responsibility metrics.组件资源及其活动分配/责任度量衡
C.Program-level activities and integrated component projects.项目集层面活动和集成的组件项目
D.Program activities,component activities,and all other work.项目集活动、组件活动和所有其他工作
120
The program manager must define the program and understand the organization's target market and customer needs. What should the program manager do first？项目集经理必须定义项目集并了解组织的目标市场和客户需要。项目集经理首先应做什么？
A.Brainstorm with the program team to decide on the definitions of the target market.与项目集团队进行头脑风暴，以确定目标市场的定义。
B.Meet with peers to identify the company's competitors in the target market.与同行会面，确定公司在目标市场的竞争对手。
C.Meet with the project managers to identify the target market.与项目经理会面，确定目标市场。
D.Work with the program sponsor to assess the needs of the target market.与项目集发起人合作，评估目标市场的需求。
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