【pmp】考前冲刺错题

4、 [单选] 项目经理刚加入一家组织，并被分配到一个当前处于规划阶段的项目，参与该项目的每个人都对该项目非常感兴趣，他们正在催促项目经理将其推进到下一阶段，在审查项目的各种计划时，项目经理发现没有明确的成本管理计划。项目经理下一步应该做什么？
Project manager has just joined a group, and was assigned to a current in the planning phase of the project, involved in the project everyone is very interested in the project, project manager, they are urged to push it to the next stage, when the review project plans, project manager found no clear plan of cost management. What should the project manager do next?

• A：启动项目执行并使用项目管理计划作为缺失信息的输入
  Start project execution and use the project management plan as input to the missing information
• B：通知发起人并请求提供更多时间来修改成本管理计划
  Notify the originator and request more time to modify the cost management plan
• C：使用工作分解结构(WBS)根据以往的经验来估算活动的成本
  Use the work breakdown structure (WBS) to estimate the cost of activities based on past experience
• D：查看项目章程以制定成本管理计划
  Review the project charter to develop a cost management plan

正确答案：D 你的答案：A

解析：解析：PMBOK（6）P235，7.1-规划成本管理。“没有明确的成本管理计划”，缺什么补什么，尽快制定成本管理计划。选项A，无计划不执行。选项B，还没有可用的成本管理计划，何来修改。选项C，没有成本管理计划，无法估算成本。

6、 [单选] 在项目的规划阶段，公司进行组织结构变革，项目经理认为大多数相关方已经发生变化。项目经理应该使用哪种工具或技术来验证相关方是否已经发生变化？
During the planning phase of a project, the organization changes and the project manager believes that most of the stakeholders have changed. What tools or techniques should the project manager use to verify that the stakeholders have changed?

• A：问卷调查
  Survey
• B：决策矩阵
  Decision matrix
• C：鱼骨图
  Fishbone diagram
• D：思维导图
  Mind mapping

正确答案：A 你的答案：B

解析：解析：PMBOK（6）P511，13.1.2.2-数据收集-问卷调查。问卷调查可以用于对大量相关方的信息收集。选项B，决策矩阵通常用于多标准决策分析。选项C，鱼骨图通常用于分析原因。选项D，思维导图通常用于头脑风暴。

10、 [单选] 一个大型房地产开发项目的项目经理意外离职，任命了新项目经理，进度计划仅受到了一个月的影响。这使用的是什么风险应对策略？
The project manager of a large real estate development project unexpectedly leaves the Company and a new project manager has been appointed. The schedule is only affected by one month. What risk response strategy is used here?

• A：转移
  Transfer
• B：减轻
  Mitigation
• C：回避
  Avoidance
• D：接受
  Acceptance

正确答案：B 你的答案：A

解析：PMBOK 11.5.2.7 整体项目风险应对策略。减轻包括重新规划项目、改变项目范围和边界、调整项目优先级、改变资源配置、调整交付时间等。任命新项目经理，改变了项目的资源配置，属于减轻策略。

12、 [单选] 项目经理正向客户移交可交付成果，但却遇到问题。因为客户不断增加新的测试，拒绝接受。三次尝试后仍未进行正式移交。项目经理应该做什么来解决这一问题？
The project manager is delivering deliverables to the customer, but is experiencing problems. Because the customer keeps adding new tests, they refuse to accept. No official handover took place after three attempts. What should the project manager do to solve this problem?

• A：商定与项目发起人一起审查合同规定需求的标准程序
  Agree on standard procedures for reviewing contractual requirements with project sponsors
• B：按客户要求增加新测试，并再次尝试促使客户对移交表示同意
  Add new tests as required by the customer and try again to get the customer to agree to the handover
• C：将该问题上报给法务部门，因为这是客户的合同义务
  Report the problem to the legal department as it is the client’s contractual obligation
• D：在进度计划中增加更多时间，以便应对转移可交付成果时发生的延迟
  Add more time to the schedule to deal with delays that occur when moving deliverables

正确答案：A 你的答案：B

解析：解析：PMBOK（6）P492，12.3-控制采购。客户不断增加测试需求，要看是否在合同中做了约定，如果客户违约，要对争议进行解决。选项BD，在未弄清楚原因的情况就增加测试是错误的。选项C，法务部门的介入是正确的，但是之前由于客户反复增加测试要求，此时项目发起人的介入要更好一些。

13、 [单选] 某项目经理被指派负责一个大型项目，该项目的相关方来自八个国家/地区的多个部门。另一位项目经理最近完成了一个非常相似的项目，其中相关方的情况也几乎相同。根据讨论情况，该项目经理收到如下反馈，即该项目最大的挑战在于控制众多需求以及对范围的功能更新。此外，未经授权的人员还批准了该更新请求。项目经理应如何控制并消除该项目中的这一问题？
A project manager is assigned to a large project involving stakeholders from multiple departments in eight countries/regions. Another project manager recently completed a very similar project in which the parties involved were almost identical. Based on the discussion, the project manager received feedback that the project’s biggest challenge was controlling the many requirements and updating the scope’s functionality. In addition, the request for an update was approved by an unauthorized person. How should the project manager control and eliminate this problem in the project?

• A：编制角色与职责文件
  Prepare role and responsibility documents
• B：在风险登记册中将这种情况识别为一种风险
  Identify this situation as a risk in the risk register
• C：制定变更管理计划
  Develop a change management plan
• D：在问题日志中将这种情况识别为一个问题
  Identify this situation as a problem in the problem log

正确答案：C 你的答案：B

解析：解析：PMBOK（6）P113，4.6-实施整体变更控制。情景中反复提及之前的项目对变更的管理失控，那么回应这个问题，就需要制定变更管理计划。选项A，与情景无关。选项B，是当成不确定性来管理了，而对新项目的管理是要从制度上解决变更失控的问题，所以当成风险进行管理不合适。选项D，已暴露出来的问题是之前项目的，当前项目还没有出现问题。

16、 [单选] 一家组织执行了电子邮件迁移项目，虽然电子邮件迁移成功，但用户地址簿信息的迁移却不正确，这会影响到该组织的内部沟通。项目经理应该怎么做？
An organization implemented an email migration project. Although the email migration was successful, the migration of user address book information was incorrect, which would affect the organization’s internal communication. What should the project manager do?

• A：向所有相关方解释这种情况，然后就后续步骤达成一致
  Explain the situation to all interested parties and then agree on the next steps
• B：确定迁移错误的根本原因
  Determine the root cause of the migration error
• C：要求项目团队提出纠正措施
  Ask the project team to propose corrective actions
• D：请求发起人批准延长项目时间
  Ask the sponsor to approve the extension of the project

正确答案：B 你的答案：A

解析：PMBOK（6）P304-8.3.2.5控制质量-因果图。用于识别质量缺陷和错误可能造成的结果。题目中”用户地址簿信息的迁移却不正确“。项目已完成，但迁移出现了错误即出现了质量缺陷，首先找原因。A：出现了质量问题，解释无济于事。C：采取纠正措施之前需分析根本原因。D：项目不可能因为出现质量问题就先提出延长，需首先分析原因。

18、 [单选] 某产品已准备在全球推出。项目经理运用所期望的沟通方法提供信息，以此方式始终让每个人了解最新情况。在向全球推出该产品之日，一切均完全如大家期望那样进行。项目经理是如何促使该产品推出取得成功的？
Product X is ready for global launch. The project manager provides information using the desired communication approach in a way that keeps everyone up to date at all times. On the day the product was launched globally, everything went exactly as expected. How did the project manager contribute to the success of the product launch?

• A：为产品团队提供强大的工作分解结构（WBS）
  Develop a strong work breakdown structure (WBS) for product teams
• B：制定在整个产品生命周期内综合的相关方参与计划
  Develop a comprehensive stakeholder engagement plan throughout the product life cycle
• C：制定详细的营销计划，确保产品特征得到清晰描述
  Develop a detailed marketing plan to ensure that product features are clearly described
• D：制定有力的风险管理计划，将每项可能的风险和减轻策略纳入其中
  Develop a strong risk management plan that incorporates every possible risk and mitigation strategy

正确答案：B 你的答案：A

解析：解析：PMBOK（6）522，13.2.3.1-相关方参与计划。”让每个人了解最新情况“，”完全按照大家期望那样进行“，这些描述都聚焦在了对相关方进行管理，所以从情景中可见，此项目的良好实践是对充分调动了相关方参与到项目当中。选项ACD中的描述未在情景描述中提及。

21、 [单选] 一位影响力很大的相关方向项目团队提出一项请求，项目经理发现，该请求并非某需求的一部分，但它会给委员会和项目发起人留下深刻印象。项目经理该做什么？
An influential stakeholder made a request to the project team. The project manager found that the request was not part of a requirement, but it would leave a deep impression on the committee and the project sponsor. What should the project manager do?

• A：让该相关方遵循变更控制过程使其请求获批
  Have the interested party follow the change control process to have their request approved
• B：接洽项目发起人，了解该变更能否列入预算和范围
  Contact the project sponsor to see if the change can be included in the budget and scope
• C：动用应急预算将该变更纳入项目范围
  Use the emergency budget to include the change in the project scope
• D：将相关方的请求上报给项目发起人，以确认是否需要实施该变更
  The request from the interested party is reported to the project sponsor to confirm whether the change needs to be implemented

正确答案：A 你的答案：D

解析：解析：PMBOK（6）P113，4.6-实施整体变更控制。虽然情景的描述给出了压力”影响力很大”，但是对于变更请求的处理仍然要遵循整体变更控制流程。选项B，如果涉及到基准，要由CCB作出决策审批。选项C，未评估直接实施，错误。选项D，不应上报给发起人。

23、 [单选] 产品已交付给客户，且客户已验收可交付成果。两个月后，由于没有相应的外部发布文件，项目经理无法对项目进行收尾、在启动项目之前，项目经理应该事先做什么？
The product has been delivered to the customer and the customer has accepted the deliverables. Two months later, the project manager cannot close the project because there is no corresponding external release document. What should the project manager do before launching the project?

• A：聘请一位监督员来审查外部法规
  Hire a supervisor to review external regulations
• B：安排一次与客户的会议，以协商外部需求
  Schedule a meeting with the customer to negotiate external requirements
• C：与项目团队一起审查所有项目需求
  Review all project requirements with the project team
• D：审查公司内部的项目收尾过程
  Review the project closure process within the company

正确答案：D 你的答案：C

解析：解析：PMBOK（6）P75，4.1-制定项目章程。“无法对项目进行收尾”，对项目的审批要求和项目的退出标准要提前在项目章程中约定。选项A，外部法规通常起制约作用。选项BC，问题没有出在范围管理。

26、 [单选] 在某项目中，一些相关方请求对初始工作范围做出几项变更。大家已就这些变更达成一般性共识，但对进度计划和预算的影响尚未得到适当分析和管理。分包商对于这些变更不知所措，当前采用的是总价合同。分包商采用哪种合同降低财务风险？
In a project, several stakeholders requested several changes to the initial scope of work. There is general consensus on these changes, but the impact on schedule plans and budgets had not been properly analyzed and managed. The subcontractor is at a loss as to these changes and is currently using a lump-sum contract. What kind of contract does the subcontractor use to reduce the financial risk?

• A：固定总价合同（FFP)
  Fixed price Contract (FFP)
• B：工料合同（T&M)
  Quantity Contract (T&M)
• C：成本加激励费用合同（CPIF）
  Cost plus Incentive Fee Contract (CPIF)
• D：成本加奖励费用合同（CPAF)
  Cost plus Incentive Contract (CPAF)

正确答案：C 你的答案：A

解析：解析：PMBOK（6）P471，12.1.1.6-组织过程资产-合同类型。注意，现在是要降低分包商所面临的财务风险，成本型合同对分包商比较有利。奖励条款依赖于买方的主观认识，风险相对激励条款较大，所以最适合分包商采用的是成本加激励费用合作，选C。

27、 [单选] 一个大型T项目接近尾声。由于项目团队正被转派去开展另一个高优先级项目，他们对举行经验教训会议兴趣不大。项目经理该做什么?
A large T project is coming to an end. Since the project team is being transferred to another high-priority project, they have little interest in holding lessons learned meetings. What should a project manager do?

• A：让项目发起人安排并举行经验教训会议
  Have the project sponsor schedule and hold lessons learned meetings
• B：让团队成员通过电子邮件提供关于原有项目的反馈
  Have team members provide feedback on existing projects via email
• C：告知项目发起人将不会安排经验教训会议
  Inform the project sponsor that lessons learned meetings will not be scheduled
• D：让关键相关方与团队成员一起审核项目可交付成果
  Get key stakeholders to review project deliverables with team members

正确答案：B 你的答案：D

解析：解析：PMBOK（6）128，4.7.3.4-组织过程资产更新。在收尾阶段，当前项目的经验教训必须总结，所以C选项错误。选项A，经验教训总结由项目经理负责，所以甩给项目发起人是错误的。选项D，审核可交付成果是验收，在收尾之前。

29、 [单选] 项目经理所效力公司的项目发起人是一名非常忙碌的高管，经常到世界各地出差，项目经理应如何就项目进展情况与该项目发起人沟通？
The project sponsor of the company where the project manager works is a very busy executive who travels frequently around the world. How should the project manager communicate with the project sponsor on the progress of the project?

• A：定期将项目最新进展情况通过电子邮件发给该项目发起人
  Regularly E-mail the project sponsor the latest progress of the project
• B：在该项目发起人提出请求后，随即向其发送项目最新进展情况邮件
  After the initiator of the project requests, he/she will be sent an email with the latest progress of the project
• C：在该项目发起人不出差时与其举行面对面的会议
  Hold face-to-face meetings with the project sponsor when he is not on a business trip
• D：安排与该项目发起人和项目团队成员举行视频点播会议
  Arrange video-on-demand meetings with the project sponsor and project team members

正确答案：A 你的答案：D

解析：解析：PMBOK（6）P379，10.2-管理沟通。涉及到沟通的题目，要考虑信息的受众和沟通方法。既然高管非常忙碌，所以采用面对面的会议或者视频会议都不能保证及时的传递项目进展情况，所以采用电子邮件的方式较好。

31、 [单选] 项目经理前往另一个国家执行最终可交付成果的上线过程，到达后，项目经理得知，由于任务计划在当地假日期间完成，关键资源将不可用，而延迟上线将使最终项目的交付处于危险之中。若要避免这个问题，项目经理应该在项目开始时完成哪一项工作？
The project manager travels to another country to perform the final deliverable on-line process. Upon arrival, the project manager learns that because the task is scheduled to be completed during the local holiday period, key resources will be unavailable, and the delayed on-line will make the final project delivery at risk.To avoid this problem, which task should the project manager complete at the beginning of the project?

• A：创建一份团队日历并围绕该信息创建项目进度计划
  Create a team calendar and create a project schedule around that information
• B：要求所有团队，无论在哪个国家，均遵循总部的日历
  Require all teams, regardless of country, to follow the headquarters calendar
• C：制定加班预算以补偿在假期工作的资源
  Develop an overtime budget to compensate for resources that work during the holidays
• D：记录风险登记册中包含各个国家日历的影响
  Record the effect of the national calendar in the risk register

正确答案：A 你的答案：D

解析：PMBOK（6）P208-6.5.1.2制定进度计划-项目文件-资源日历。规定了项目期间资源可用性。包括公共假日、不同地理位置等属性。B：不可能不考虑各地情况直接遵循总部日历。C：加班不是正常的项目进度安排，不作为首选。D：各国日历的影响可以记录在风险登记册中，但进度安排时只需要与这个项目相关的国家假日的影响，且资源日历中包括了与项目相关的国家的公共假日等信息。

32、 [单选] 项目经理刚刚完成了一个潜艇现代化项目的项目管理计划。对于跨多个职能部门和理解水平的许多相关方而言，这是一个高知名度项目。若要确保项目管理计划获得批准，项目经理可以做些什么？
The project manager has just completed a project management plan for a submarine modernization project. For many stakeholders across multiple functions and understanding levels, this is a high profile project. What can the project manager do to ensure that the project management plan is approved?

• A：要求项目发起人批准项目管理计划作为第一步，然后与其他相关方沟通这种情况，以帮助批准项目
  Require the project sponsor to approve the project management plan as a first step, and then communicate this to other stakeholders to help approve the project
• B：为相关方安排会议并提供适当的信息以获得他们的批准
  Arrange meetings for interested parties and provide appropriate information to obtain their approval
• C：分别与每个相关方进行访谈，以便单独获得项目管理计划的批准
  Interview each interested party separately to obtain approval of the project management plan separately
• D：制定相关方登记册，然后选择最重要的相关方以获得他们的批准
  Develop a register of interested parties and then select the most important interested parties for their approval

正确答案：B 你的答案：A

解析：解析：PMBOK（6）P82，4.2-制定项目管理计划。项目管理计划需要获得相关方（至少是关键相关方）的批准和承诺，所以选项B的召开专门会议的方式是正确的项目管理实践，相对AC选项较好。选项D，批准项目管理计划是规划阶段，此时相关方登记册已完成识别记录。

34、 [单选] 一家施工组织的变型管理政策规定，不涉及项目批准的变更可以由职能经理修订和批准，但涉及基准的变更必须由专更控制委员会(CCB)修订。CCB每月开一次会，负责供水项目的项目经理必须获得使用应急储备的授权并继续项目，但下一次CCB项目会议将在两周后召开。项目经理应该做什么？
The variant management policy of a construction organization stipulates that changes that do not involve project approval can be revised and approved by functional managers, but changes involving benchmarks must be revised by the Special Change Control Board (CCB). The CCB meets once a month, and the project manager responsible for the water supply project must obtain authorization to use the emergency reserve and continue the project, but the next CCB project meeting will be held in two weeks. What should the project manager do?

• A：获得管理层的授权，以更新成本基准，记录变更并通知相关方
  Obtain authorization from management to update cost benchmarks, document changes and notify stakeholders
• B：向CCB提交变更请求并等待批准使用应急储备
  Submit a change request to CCB and wait for approval to use the contingency reserve
• C：请企业相应的职能经理的批准
  Request approval from the corresponding functional manager of the enterprise
• D：将该问题升级上报管理层并等待解决
  Escalate the issue to management and wait for resolution

正确答案：C 你的答案：B

解析：解析：PMBOK（6）P254，7.3.1.1-成本基准。动用应急储备不影响基准，且变更管理政策中规定了不影响项目批准的变更职能部门经理即可批准，所以C选项正确。选项A，成本基准不受影响。选项B，无需提交给CCB。选项D，没有超过项目经理的处理范围，所以无需上报。

38、 [单选] 在可交付成果审查期间，项目经理发现过去两周有两名成员在为同一个任务工作。若要防止这个问题，项目经理应该事先做什么？
During the review of deliverables, the project manager discovered that two members had been working on the same task for the past two weeks. To prevent this problem, what should the project manager do beforehand?

• A：审查执行、负责、咨询和知情(RACI)图
  Review the Execution, Accountability, Counseling and Knowledge (RACI) diagram
• B：监督资源管理计划
  Oversee the resource management plan
• C：使用资源平衡工具进行进度分析
  Use the resource balancing tool for progress analysis
• D：使用资源平滑工具
  Use the resource smoothing tool

正确答案：A 你的答案：C

解析：解析：PMBOK（6）P317，9.1.2.2-规划资源管理-责任分配矩阵。注意，”事先“应该做什么，而不是”正在“做什么，所以选项B排除。选项CD是针对资源的过度使用的工具，并不是针对责任重叠的问题，故排除。

39、 [单选] 项目经理目前正在为一个强制性监管项目制定项目进度计划。项目经理正在接受来自不同相关方的意见，并发现他们中许多人估算的完工时间超出既定的结束日期。项目经理下一步应该做什么？
The project manager is currently developing a project schedule for a mandatory monitoring project. Project managers are receiving input from a wide range of stakeholders and finding that many of them have estimated completion times beyond the stated end date. What should the project manager do next?

• A：通知发起人并请求修改结束日期以适应所提出的进度计划
  Notify the originator and request modification of the end date to accommodate the proposed schedule
• B：向相关方提醒项目制约因素并请求修改他们的意见
  Remind stakeholders of project constraints and request modification of their comments
• C：确定一个可以保证项目在结束日期之前完成的新关键路径
  Identify a new critical path that will ensure that the project is completed before the end date
• D：对项目管理计划进行赶工，以减少对所提出的进度计划进行延期
  Work on the project management plan to reduce the delay to the proposed schedule

正确答案：C 你的答案：D

解析：解析：PMBOK（6）P209，6.5.2.1-进度网络分析。估算的完工时间超出了既定的结束日期，不具备可行性，排除D选项。此时需要反复论证，直至形成可以执行的进度模型，而不是直接通知相关方去调整项目的完工日期，所以AB选项错。

40、 [单选] 某新项目经理就如何确定一个项目是否处于正轨向一位经验丰富的项目经理寻求建议。该新项目经理需要在本周举行的项目治理会议上将项目状态告知发起人。该经验丰富的项目经理应向该新项目经理给出什么样的建议？
A new project manager asks an experienced project manager for advice on how to determine if a project is on track. The new project manager needs to inform the initiator of the status of the project at the project governance meeting this week. What advice should the experienced project manager give to the new project manager?

• A：将项目的实际绩效与项目基准进行比较，并识别是否存在任何偏差
  Compare the actual performance of the project against the project benchmark and identify any deviations
• B：将项目的实际绩效与上次会议上传达的项目状态进行比较
  Compare the actual performance of the project with the project status communicated at the previous meeting
• C：与团队一起审查项目进度计划和获批的范围，并识别是否存在任何偏差
  Review the project schedule and approved scope with the team and identify any deviations
• D：安排与项目团队举行会议，向其询问可交付成果的进展情况
  Schedule a meeting with the project team to ask them about the progress of the deliverables

正确答案：A 你的答案：C

解析：解析：PMBOK（6）261，7.4.2.2-数据分析。在项目治理会议上需要将项目的执行情况进行汇报，所以需要将项目实际绩效与基准进行比对，能够获知项目的执行状态。选项B，应该去基准进行比对。选项C，不应该对进度计划和范围基准进行审查。选项D，询问的方式具有主观倾向，最准确的评估方法是挣值分析。

48、 [单选] 某大公司启动了一个项目，以便在其销售系统中实施新的模块。误解导致该项目发生严重延迟，两位相关方就项目需求产生重大分歧。项目经理首先应该做什么来解决这些相关方之间的分歧？
A large company launched a project to implement new modules in its distribution system. This misunderstanding resulted in significant delays for the project and significant differences between the two parties regarding the project requirements. What should the project manager do first to resolve these differences between interested parties?

• A：考虑不同的观点，并与相关方磋商，以便针对项目采取正确的措施
  Consider different points of view and consult with relevant parties in order to take the right action for the project
• B：分析这些变更将对项目产生哪些影响以及能否在可用储备之内应对这一影响
  Analyze what impact these changes will have on the project and whether the impact can be addressed within the available reserves
• C：让项目发起人增加新需求，并告诉这两位相关方这对最终可交付成果并无影响
  Ask the project sponsor to add new requirements and tell the two stakeholders that it has no impact on the final deliverable
• D：提出变更请求，并更新范围管理计划，以便获得这些需求
  Make a change request and update the scope management plan to capture these requirements

正确答案：A 你的答案：D

解析：解析：PMBOK（6）P3527，13.3.2.3-人际关系与团队技能-冲突管理。“就项目需求产生分歧“，属于冲突，采用冲突管理进行解决。选项B，属于需求，不是变更请求。选项C，应该由项目经理主持解决，而不是甩给发起人。选项D，未解决问题即实施，错误。

50、 [单选] 项目经理正在管理一个大型项目，该项目涉及负责一些关键可交付成果的承包商。项目经理发现项目团队没有处理他们认为属于该承包商的许多问题。但是，根据服务水平协议(SLA)，团队需要在将问题转移给承包商之前满足升级上报标准。 项目经理应该做什么？
The project manager is managing a large project involving a contractor responsible for some key deliverables. The project manager found that the project team was not addressing many of the issues that they believed belonged to the contractor. However, under the service Level Agreement (SLA), the team needs to meet the escalation criteria before moving the issue to the contractor. What should a project manager do?

• A：需要承包商帮助解决所报告的问题
  Assistance from the contractor is required to resolve the reported problem
• B：要求承包商和项目团队得出解决方案
  Ask the contractor and project team to come up with a solution
• C：审查并将所报告的问题更新到问题日志中
  Review and update the reported problems to the problem log
• D：召开一次内部会议以讨论和处理这些问题
  An internal meeting was convened to discuss and deal with these issues

正确答案：C 你的答案：D

解析：解析：PMBOK（6）P96，4.3.3.3-问题日志。问题日志通常用于记录问题，跟踪问题解决。先记录后解决，选项ABD在C选项之后。

51、 [单选] 项目经理A和B正在独立执行项目，这些项目依赖其下一个可交付成果的相同关键资源。两位项目经理都在尝试为他们的团队获得该资源。项目经理A下一步应该做什么？
Project managers A and B are independently executing projects that rely on the same critical resources for their next deliverable. Both project managers are trying to secure this resource for their teams. What should project Manager A do next?

• A：将该关键资源添加到项目 A 的资源管理计划中
  Add this critical resource to the resource management plan for Project A
• B：将该资源的时间平均分配给项目A和B
  Divide the time of the resource equally between projects A and B
• C：询问该关键资源哪个项目优先
  Ask which project of the key resource takes priority
• D：请求与项目经理B召开调解会议
  Request a mediation meeting with Project Manager B

正确答案：D 你的答案：C

解析：解析：PMBOK（6）P348，9.5.2.1-人际关系与团队技能-冲突管理。两位项目经理对资源的需求产生了冲突，要通过冲突管理来进行解决。选项ABC属于可能的结果，包含在了D选项之内。

52、 [单选] 由于全球金融条件恶劣，一家外部金融机构在项目执行阶段成为新的关键相关方。项目经理应该如何与该相关方进行互动？
Due to poor global financial conditions,an external financial institution becomes a new,key stakeholder during a project’s execution phase.How should the project manager interact with this stakeholder?

• A：令其满意
  Keep satisfied
• B：监督
  Monitor
• C：重点管理
  Manage closely
• D：随时告知
  Keep informed

正确答案：C 你的答案：A

解析：解析：PMBOK（6）P512-13.1.2.4-权力利益方格。“关键相关方”，需要重点管理。针对权力高-利益低的相关方，可以采取令其满意的策略进行管理。针对权力低-利益高的相关方，采取随时告知的策略进行管理。针对权力低-利益低的相关方，采取监督的策略进行管理。

55、 [单选] 项目经理注意到一个问题已数周未得到解决。预期从相关方处获得的特定输入文件对完成任务非常重要，但该任务并非关键路径的一部分。项目经理仍然可以为该文件留出一周的等待时间。在这种情况下，项目经理应该做什么？
The project manager noticed a problem that had not been resolved for weeks. The specific input file that is expected from the interested party is important for completing the task, but the task is not part of the critical path. The project manager can still set aside a week to wait for the file. What should the project manager do in this situation?

• A：确认该任务能留有多少浮动时间
  Determine how much time the task has to float
• B：根据相关方参与计划上报该问题
  Report the problem according to the stakeholder participation plan
• C：实施与该延迟输入相关的减轻计划
  Apply a mitigation plan associated with the delayed input
• D：直接联系该相关方并索要文件
  Contact the relevant party directly and ask for documents

正确答案：A 你的答案：B

解析：解析：PMBOK（6）P222，6.6-控制进度。”仍然可以留出一周的等待时间“，这一周的时间是否足以覆盖问题？不确定，所以需要对该任务的解决时间进行分析，根据分析的结果进行决策。选项BCD是分析后可能做出的决策，在选项A之后。

57、 [单选] 项目经理正在与虚拟团队一起最终确定项目的详细需求。若要确保对所收集的数据有信心，项目经理应该做什么？
The project manager is working with the virtual team to finalize the detailed requirements for the project. What should a project manager do to ensure confidence in the data collected?

• A：制定并分发问题日志
  Develop and distribute problem logs
• B：定期确认范围
  Periodic confirmation of scope
• C：更新项目管理计划
  Update the project management plan
• D：进行面对面或在线访谈
  Conduct face-to-face or online interviews

正确答案：D 你的答案：C

解析：解析：PMBOK（6）P522，5.2.2.2-数据收集-访谈。”若要确保对所收集的数据有信心“，强调了收集需求的过程，只有选项D是收集需求的工具。选项A，问题日志通常用于已出现问题的记录和跟踪。选项B，确认范围是对可交付成果的验收。选项C，收集到的需求经过分析评估后列入需求文件，在D选项之后。

59、 [单选] 一位项目经理最近受雇管理一个现有项目，该项目落后于进度，并且几乎没有存储项目文件。新项目经理认识到需要遵守法定要求并为将来的审计做好准备。但团队关注的重点仅在于交付最终结果。项目经理应该如何解决这一冲突？
A project manager was recently hired to manage an existing project that was behind schedule and had few project files stored. The new project manager recognizes the need to comply with statutory requirements and prepare for future audits. But the team’s focus is only on delivering the end result. How should the project manager resolve this conflict?

• A：要求团队为将来的审计保留大量文档
  Ask the team to keep a lot of documentation for future audits
• B：与将使用该技术的人员开会，以确定哪些关键文档是必要的，并要求团队遵守
  Meet with the people who will be using the technology to determine which key documents are necessary and ask the team to comply
• C：保留风险登记册，问题日志和质量测量指标等文件
  Maintain risk registers, problem logs and quality measurement indicators
• D：咨询内部归档专家，以阐明组织内的归档政策，并将这些政策应用于该项目
  Consult internal archiving experts to clarify the organization’s archiving policies and apply them to the project

正确答案：D 你的答案：C

解析：解析：PMBOK（6）P98，4.4-管理项目知识。项目实施过程中的文件定期收集整理，所以只关注结果而忽视经验教训的总结是错误的。至于要记录收集哪些文档，要根据内部的存档要求来实施。

62、 [单选] 项目集发起人对一位项目经理信心不足，并向项目集经理抱怨称该项目经理未像其他项目经理那样提供准确而及时的信息。该项目经理如何才能挽回项目集发起人的信心？
The program sponsor lacks confidence in one project manager and complains to the program manager that this particular project manager is not providing the accurate timely information that the other project managers are providing, How can the project manager recover the confidence of the program sponsor?

• A：找到已根据相关方参与计划分享项目最新情况的证据，并将此信息发送给项目集经理
  Find evidence that the project updates have been shared according to the stakeholder engagement plan and send this information to the program manager
• B：更新项目的相关方参与计划，提高与项目集发起人开会的频率
  Update the project’s stakeholder engagement plan to increase the meeting frequency with the program Sponsor
• C：与项目集发起人开会，了解期望差距，并相应地更新相关方参与计划
  Meet with the program sponsor to understand the gaps in expectations and update the stakeholder engagement plan accordingly.
• D：运用软技能重获项目集发起人的信心，并确保项目集发起人将经常收到后续最新情况
  Use soft skills to regain the program sponsor’s confidence and ensure that the program sponsor will receive frequent updates going forward.

正确答案：C 你的答案：D

解析：解析：PMBOK（6）P530-13.4监督相关方参与。“项目集发起人”对项目经理的“信心不足”，相关方已经产生了负面的评价，这时要对相关方的期望进行分析并干预。对相关方管理时，要注意到相关方能够说出来的不满意见并不是他的所有期望，所以仅仅针对未收到信息而去调整沟通管理的方式是不足的，排除ABD。

65、 [单选] 在开始一个工作包时，负责完成该工作包的员工突然从公司离职。项目经理将这个问题输入问题日志中，并发现该工作包位于关键路径上。项目经理应该如何解决这个问题？
At the beginning of a work package, the employee responsible for completing the work package abruptly leaves the company. The project manager enters the problem into the problem log and finds that the work package is on the critical path. How should the project manager solve this problem?

• A：快速跟进该项目
  Follow up the project quickly
• B：批准加班完成该工作包
  Approve overtime to complete the work package
• C：雇用替代资源
  Hire alternative resources
• D：使用进度储备
  Utilization schedule reserve

正确答案：C 你的答案：A

解析：解析：PMBOK（6）P352，9.6-控制资源。排除法，选项AB，快速跟进和赶工没有回应资源短缺的焦点问题。选项D，在关键路径上，通常认为没有浮动时间。

66、 [单选] 项目经理被指派领导一个项目团队交付某大型项目。虽然该团队中的各类专家非常精通各自的技术领域，但他们对良好的项目管理实践却知之甚少甚至一无所知。该团队经常向项目经理提出请求，这可能会打乱项目的进程。项目经理该如何应对这种情况？
A project manager is assigned to lead a project team to deliver a large project. Although the various experts on the team are well versed in their technical areas, they have little or no knowledge of good project management practices. The team makes frequent requests to the project manager, which can disrupt the project’s progress. How should the project manager deal with this situation?

• A：利用团队会议就项目管理的原则和实践培训团队成员
  Use team meetings to train team members on project management principles and practices
• B：对团队成员逐一评估，并将相关培训纳入资源管理计划
  Evaluate team members one by one and incorporate relevant training into the resource management plan
• C：激励所有团队成员获取项目管理知识。以帮助确保项目取得成功
  Motivate all team members to acquire project management knowledge. To help ensure the success of the project
• D：请求项目发起人提供更加适合的团队成员
  Ask the project sponsor to provide more suitable team members

正确答案：B 你的答案：A

解析：解析：PMBOK（6）P342，9.4.2.6-培训。“他们对良好的项目管理实践却知之甚少甚至一无所知”，所以需要有针对性的提供培训。选项A，培训要按照资源管理计划进行，不局限于团队会议的形式。选项C，对团队成员进行培训是项目经理的责任。选项D，经培训后如果资源仍然达不到项目所需要求，再向职能经理反馈寻求其他解决办法，而不是一开始就将问题升级。

69、 [单选] 在一个为期12个月的项目中,供应商通知项目经理所需的项目设备将被延迟，经过进一步调查后,项目经理得知该供应商在业绩表现方面口碑不佳。若要避免这个问题,项目经理应该事先做什么?
One month into a 12-month project,a vendor informs the project manager that required project equipment will be delayed.After further investigation,the project manager learns that this vendor has a reputation for under performing.What should the project manager have done to prevent this?

• A：检查更新后的风险登记册和问题日志
  Check the updated risk register and issue log
• B：在供应商名单中添加备份供应商
  Added a backup vendor to vendor list
• C：在进度计划基准中包含应急缓冲
  Include a contingency buffer in the schedule baseline
• D：查看其它项目的经验教训文档
  Reviewed the lessons learned documents from other projects

正确答案：D 你的答案：A

解析：PMBOK 12.2.1.2 实施采购输入-项目文件-经验教训登记册。我们在项目前期应该获取与实施采购有关的经验教训，以提高实施采购的效率。题目表明该供应商之前在业绩表现方面口碑不佳，我们在选择该供应商之前应事先查看过去的项目经验教训文档进行提前了解

76、 [单选] 一个项目符合预算，但落后于进度。因为之前已公布将在两个月内完成该产品，客户体验副总裁（VP）为项目施加压力。副总裁要求项目经理缩短产品的测试阶段，以满足已公布的产品发布日期。项目经理下一步该怎么做？
A project is within budget but behind schedule. There has been pressure from the vice president（VP）of customer experience to finish the product in two months as publicly announced.The VP asks the project manager to shorten the testing phase of the product to meet the published product release date.What should the project manager do next?

• A：创建一个显示新产品发布日期的项目预测报告，这可能会改变副总裁的想法
  Create a project forecasting report showing the new product release date,which might change the VP’s mind
• B：分析哪些活动可以减少以及如何减少
  Analyze where and how reductions can be made to meet the VP’s request
• C：通知测试团队，已经缩短时间范围并且必须得到满足
  Inform the testing team that the time frame has been reduced and must be met
• D：分析缩短测试时间的可能方案，以符合副总裁的要求
  Analyze possible options to reduce the testing time to comply with the VP’s request

正确答案：D 你的答案：B

解析：PMBOK 6.6.2.6 进度压缩。进度压缩技术是指在不缩减项目范围的前提下，缩短或加快进度工期，以满足进度制约因素、强制日期或其他进度目标。副总裁要求缩短某项工作时间来满足进度，用排除法，AC 错误，BD之间D所涵盖的范围更加全面。

78、 [单选] 项目经理意识到项目相关方对项目可交付成果和时间表感到担忧。项目经理应该做什么?
A project manager realizes that project stakeholders are apprehensive about project deliverables and timelines.What should the project manager do?

• A：与每个相关方开会,以了解他们的担忧
  Meet with each stakeholder to gain an understanding of their concerns
• B：重新审视项目管理计划,以减少相关方的顾虑
  Review the project management plan to reduce stakeholder uncertainties
• C：要求发起人让相关方放心
  Ask the sponsor to reassure the stakeholders
• D：与相关方一起查阅假设日志
  Review the assumption log with the stakeholders

正确答案：A 你的答案：B

解析：答案：A 解析：PMBOK（6）P523，13.3-管理相关方参与。对相关方的管理要积极主动，了解相关方对项目的期望，根据对相关方的分析来引导相关方参与项目，排除BC。选项D，假设日志通常是高层次风险的来源和制约因素，对假设日志的审阅包含在了A选项当中。

79、 [单选] 作为客户代表的一位关键主题专家(SME)发现某项功能应该被纳入项目范围。通过变更控制过程，变更控制委员会 (CCB)已对该功能进行沟通、定价、评估及否决。尽管如此，该主题专家仍执着地坚持要求该功能纳入项目范围，并继续宣扬该所需功能的差异之处。项目经理该做什么？
A key subject matter expert (SME) acting as a customer representative found that a function should be included in the project scope. Through the change control process, the Change Control Board (CCB) has communicated, price, evaluated, and rejected the function. Despite this, the subject matter expert insisted that the function be included in the scope of the project, and continued to publicize the difference in the required function. What should the project manager do?

• A：为该功能寻找重要的替代性机会
  Find important alternative opportunities for this feature
• B：继续执行原来商定的范围
  Continue to implement the previously agreed scope
• C：将该问题上报给该主题专家的职能经理
  Report the problem to the functional manager of the subject matter expert
• D：在风险登记册中提出一项内容
  Make an entry in the risk register

正确答案：B 你的答案：D

解析：解析：PMBOK（6）P113，4.6-实施整体变更控制。”过变更控制过程，变更控制委员会 (CCB)已对该功能进行沟通、定价、评估及否决“，CCB已经对变更请求做出了决策，进行了否决，所以继续按照原定的范围执行。

82、 [单选] 项目章程已完成，项目经理正在寻找发起人批准，在于发起人和主要相关方召开的会议开始时，发起人告诉项目经理他们将在两周内离开公司，等待新发起人批准章程会更好。其他相关方不想等待，因为这样会推迟项目。在讨论期间，该发起人停止会议并要求重新安排在下周召开会议。该发起人使用的是什么冲突解决技巧？
The project charter has been completed and the project manager is seeking approval from the sponsor. At the beginning of the meeting between the sponsor and the key stakeholders, the sponsor told the project manager that they would leave the company within two weeks and it would be better to wait for the charter to be approved by the new sponsor. Other interested parties do not want to wait because it will delay the project. During the discussion, the sponsor called off the meeting and requested that it be rescheduled for next week. What conflict resolution techniques does the sponsor use?

• A：预防
  prevent
• B：缓解
  ease
• C：撤退
  retreat
• D：强迫
  forced

正确答案：C 你的答案：D

解析：解析：PMBOK（6）P348，9.5.2.1-人际关系与团队技能-冲突管理。“停止会议“，属于撤退的解决技巧。

83、 [单选] 由于内部限制，项目经理收到项目发起人发送的关于削减预算的电子邮件。项目经理发现，项目发起人最近经常砍掉重要的可交付成果。项目经理该做什么？
A project manager receives an email from the project sponsor about a reduction in budget due to internal restrictions, The project manager’s most recent experience involved the project sponsor frequently eliminating important deliverables. What should the project manager do?

• A：在风险登记册中将这种情况记录为一种风险。
  Record this situation as a risk in the risk register.
• B：在相关方登记册中载明这种情况。
  Document this situation in the stakeholder register
• C：将此情况作为一种问题记录于问题日志中。
  Record this situation as a problem in the issue log
• D：在经验教训知识库中载明这种情况。
  Document this situation in the lessons learned repository.

正确答案：B 你的答案：A

解析：解析：PMBOK（6）P514-13.1.3.1相关方登记册。“项目发起人最近经常砍掉重要的可交付成果”，相关方对项目的需求和期望出现了变化，要把这种变化更新到相关方登记册当中，并对此进行风险识别，选项A在选项B之后。选项C，问题日志通常针对的是具体问题的跟踪和聚焦，情景的焦点是一个频繁出现的现象，需要针对这个频繁出现的问题进行解决，排除。选项D，解决问题后，对问题进行分析经验教训总结，在选项B之后。

84、 [单选] 项目经理正在管理一个在偏远的国际地点运营的项目。在项目的执行阶段，发生了一个全国性事件。项目经理担心项目可能会受到负面影响，并与项目集经理联系，项目集经理同意在项目受到负面影响的情况下提供资源以实施应急计划。项目经理应用了什么管理策略？
The project manager is managing a project that operates in a remote international location. During the implementation phase of the project, a national event occurred. The project manager is concerned that the project may be negatively impacted and contacts the project set Manager, who agrees to provide resources to implement the contingency plan in the event of a negative impact on the project. What management strategy did the project manager apply?

• A：升级上报
  Upgrade to
• B：转移
  transfer
• C：减轻
  reduce
• D：接受
  accept

正确答案：A 你的答案：D

解析：解析：PMBOK（6）443，11.5.2.4-威胁应对策略-上报。“与项目集经理联系”，项目集经理做出了决策，所以属于上报的应对策略。

85、 [单选] 在控制项目工作的同时，团队发现进度绩效指数(SPI)为0.8，成本绩效指数(CPI)为0.95.如果该项目的进度计划是优先事项，且没有其他可用资源，项目经理应该做什么？
While controlling project work, the team found that the progress performance index (SPI) was 0.8 and the cost performance index (CPI) was 0.95. If the project schedule is a priority and no other resources are available, what should the project manager do?

• A：使用赶工
  Use the crush
• B：使用快速跟进
  Use quick follow up
• C：使用资源平衡
  Use resource balance
• D：使用资源平滑
  Using resource smoothing

正确答案：B 你的答案：A

解析：解析：PMBOK（6）P215，6.5.2.6-进度压缩-快速跟进。进度落后，没有其他可用的资源，赶工的技术无法使用，只能采取快速跟进。选项C针对资源的过度分配。选项D针对资源的过度集中，应削峰填谷

98、 [单选] 一个企业资源规划(ERP)实施项目正处于执行阶段，一名新项目经理被分配到该项目，并与几个关键相关方开会。其中一些相关方表达了对该项目整体成功的不确定性。项目经理下一步应该做什么？
An enterprise Resource Planning (ERP) implementation project is in the execution phase, with a new project manager assigned to the project and meeting with several key stakeholders. Some of the stakeholders expressed uncertainty about the overall success of the project. What should the project manager do next?

• A：查阅项目风险管理文件
  Review project risk management documents
• B：审查可衡量的风险阈值
  Review measurable risk thresholds
• C：浏览项目风险登记册
  Browse the project risk register
• D：查看该风险的概率和影响矩阵
  Look at the probability and impact matrix for this risk

正确答案：A 你的答案：C

解析：解析：PMBOK（6）P418，11.2.3.2-风险报告。“项目整体成功的不确定性”，项目所面临的整体风险记录在风险报告当中，作为一名新加入的项目经理，了解项目所面临的风险敞口，最好的办法就是去查阅风险报告，而不是去浏览风险登记册。选项BCD是对风险进一步的分析时可能需要查询的信息。

100、 [单选] 某全球项目的项目团队成员来自不同文化，生于不同时代，其项目经理发现会议和任务耗时超过预期。项目经理可如何使这种情况有所改变？
The project manager of a global project with team members from different cultures and generations found that meetings and assignments took longer than expected. How can project managers make a difference?

• A：进行积极倾听，确认团队了解各项任务一并消除沟通障碍
  Actively listen to make sure the team understands the tasks and removes communication barriers
• B：践行文化意识，确保在存在文化差异的情况下清晰沟通
  Practice cultural awareness to ensure clear communication in the presence of cultural differences
• C：辅导项目团队成员在会议中在表述时做到言简意赅，并有效提供信息
  Coaching project team members are concise and informative in their presentations during meetings
• D：确保所有项目团队会议都有清晰的议程，并制作列明行动和责任人的会议记录
  Ensure that all project team meetings have a clear agenda and that minutes are prepared with action and accountability

正确答案：B 你的答案：A

解析：解析：PMBOK（6）P388，10.3-监督沟通。情景中存在制约因素，”不同文化，生于不同时代“。规划沟通管理时要考虑到制约因素，只有B选项回应了情景中的焦点。选项ACD，都没有提及如何去应对”不同文化“和”不同年代“。

104、 [单选] 某项目经理安排举行所有项目相关方都参加的头脑风暴会议、以讨论推出新产品事宜；但两位重要相关方拒绝了该会议请求。项目经理应该做什么？
A project manager arranges for a brainstorming meeting attended by all stakeholders of the project to discuss the launch of a new product; But two key stakeholders rejected the request for a meeting. What should a project manager do?

• A：继续如期与其他相关方开会
  Continue to meet with other relevant parties as scheduled
• B：重新安排在所有相关方都能参会的时间开会
  Reschedule the meeting at a time when all interested parties can attend
• C：与这两位相关方单独开会，并记录他们的意见
  Hold a separate meeting with these two interested parties and record their views
• D：单独收集这两位相关方的反馈，并与所有相关方讨论调查结果
  Collect feedback from these two stakeholders individually and discuss the findings with all stakeholders

正确答案：D 你的答案：C

解析：解析：PMBOK（6）523，13.3-管理相关方参与。4个选项多少都带点问题。选项AB，按照情景的描述，会议已经无法举行了。选项C，只记录了意见，未分析相关方对项目的期望。选项D，与所有相关方讨论调查结果，参与讨论的人员略多，但是相对其他选项来说，D选项至少收集并分析了相关方对项目的期望，有助于在相关方之间达成一致意见。

106、 [单选] 某建筑公司正在建设的一个工厂位于一条河附近。为了达到安全要求，该公司与该河保持一定的安全距离。施工期间，政府修改了安全范围方面的要求，规定的安全距离为原来的两倍。现在，有些建筑物不符合该安全距离方面的要求。项目经理首先应该做什么？
A factory being built by a construction company is located near a river. To meet safety requirements, the company keeps a safe distance from the river. During the construction period, the government revised the safety range requirements, stipulating twice as many safe distances. Now, some buildings do not meet this safe distance requirement. What should a project manager do first?

• A：更新风险登记册
  Updating the Risk Register
• B：更新问题日志，并评估新法规的影响
  Update the problem log and assess the impact of new regulations
• C：与项目团队讨论该情况，将该问题包含在下一份风险报告中
  Discuss the situation with the project team and include the issue in the next risk report
• D：运用帕累托分析法评估后续步骤
  Pareto analysis was used to evaluate the subsequent steps

正确答案：B 你的答案：A

解析：解析：PMBOK（6）P96，4.3.3.3-问题日志。问题已经发生，记录至问题日志跟踪解决。选项A，风险登记册针对的是不确定性事件。选项C，风险报告提供关于整体项目风险的来源的信息，以及关于已识别的单个项目风险的概述信息。选项D，帕累托分析用于分析导致问题发生的主要原因，错误。

111、 [单选] 项目经理建议为一个软件开发团队提供单元测试技术培训，该技术可以在编码阶段应用。另外，项目经理建议在软件开发期间采购一台服务器来运行测试用例。这个例子是什么？
A project manager suggests training a software development team on until testing techniques that can be applied during the coding phase.In addition, the project manager recommends the procurement of a server to run test cases during software development. Of what is this an example?

• A：质量管理预算
  Quality management budget
• B：预防成本
  Prevention costs
• C：评价成本
  Appraisal costs
• D：软件测试预算
  Software testing budget

正确答案：B 你的答案：C

解析：答案：B 解析：PMBOK（6）P282，8.1.2.3-数据分析-质量成本。预防成本是指预防特定项目的产品、可交付成果或服务质量低劣所带来的相关成本。 采购服务器运行测试用例，可以减少在正式环境出现质量问题的概率，所以购买服务器的支出属于预防成本。

113、 [单选] 项目经理加入一个项目，该项目与公司最近完成的一个项目类似。项目经理希望创建一份项目相关方名单。项目经理应该参考哪一项来完成这项任务？
The project manager joins a project that is similar to one the company has recently completed. The project manager wants to create a list of stakeholders for the project. Which item should the project manager refer to to complete the task?

• A：组织过程资产
  Organizational process assets
• B：商业论证
  Commercial demonstration
• C：经验教训知识库
  Knowledge base of lessons learned
• D：效益管理计划
  Benefit Management plan

正确答案：A 你的答案：C

解析：解析：PMBOK（6）P510 识别相关方-组织过程资产。“最近完成的一个项目类似”，这个项目的信息记录在组织过程资产当中，可以通过对组织过程资产的梳理来识别项目相关方。选项B，商业论证是论证项目值不值得投资以及是否还具备可行性,不选。选项C，在项目实施的过程当中，需要定期的对经验教训进行总结，在收尾阶段汇总至组织过程资产，所以不选。

115、 [单选] 在与相关方开会以准备项目章程时，就项目的收益和组织的战略目标进行讨论，项目经理应该做什么？
When meeting with relevant parties to prepare the project charter, discuss the benefits of the project and the strategic goals of the organization, what should the project manager do?

• A：更新商业论证以满足组织的战略
  Update business case to meet the organization’s strategy
• B：建议将项目效益与组织的战略目标保持一致
  It is recommended that project benefits be aligned with the organization’s strategic goals
• C：继续制定项目章程以纳入项目效益
  Continue to develop project charters to incorporate project benefits
• D：通过请求项目发起人帮助完成项目章程来重定会议方向
  Reorient the meeting by asking the project sponsor to help complete the project charter

正确答案：B 你的答案：A

解析：PMBOK（6）P78-4.1.1.1制定项目章程-商业文件。项目章程包含来自于商业文件中的相关项目信息。既然商业文件不是项目文件，项目经理就不可以对它们进行更新或修改，只可以提出相关建议。A：商业文件不是项目文件，项目经理不可以更新它们。C：项目章程中不包括项目效益，这是商业文件的内容。D：题目显示，此时正在进行制定项目章程的准备会议，讨论效益和战略，重新定义会议，重新开会是不合适的，准备制定项目章程，讨论制定项目章程过程的输入是合理的。

118、 [单选] 项目经理正在制定一个新项目的成本管理计划，该计划基于已批准的项目章程信息。这是一个创新项目，并且该公司过去没有交付过类似的项目。项目经理下一步应该做什么？
The project manager is developing a cost management plan for the new project based on the approved project charter information. This is an innovative project, and the company has not delivered similar projects in the past. What should the project manager do next?

• A：使用项目章程的可交付成果进行类比估算
  Analogical estimation using the project Charter deliverables
• B：要求项目团队在公司以外寻找类似项目
  Ask the project team to look for similar projects outside the company
• C：制定工作分解结构(WBS)以进行自下而上的成本估算
  Develop a work breakdown structure (WBS) for bottom-up cost estimation
• D：制定具有应急储备的预算草案，以应对未知因素
  Develop a draft budget with contingency reserves in case of unknown factors

正确答案：B 你的答案：C

解析：解析：PMBOK（6）237，7.1.1.3-事业环境因素。因为公司之前没有做过类似的项目，所以要到外界去寻找可借鉴的案例。选项ACD，目前正在制定的是成本管理计划，不是估算成本。

127、 [单选] 项目经理将开始某新IT 项目的风险识别过程。查询经验教训知识库后，项目经理发现并无该项目的记录，这些项目的前任项目经理几个月前从公司离职。项目经理应如何开始识别风险?
The project manager will initiate the risk identification process for a new IT project. After querying the knowledge base for lessons learned, the project manager discovered that there was no record of the projects for which the previous project manager had left the company several months earlier. How should the project manager begin to identify risks?

• A：找到先前项目的团队成员并对其进行访谈
  Find and interview team members from previous projects
• B：根据自己先前的项目管理经验建立一份检查单
  Create a checklist based on your previous project management experience
• C：审查关于项目进度计划的建设和制约因素
  Review construction and constraints on the project schedule
• D：邀请项目的技术团队参加头脑风暴研讨会
  Invite the project’s technical team to a brainstorming workshop

正确答案：A 你的答案：D

解析：解析：PMBOK（6）P414，11.2.2.2-识别风险-访谈。对风险的识别有多种方法，但是情景中着重强调了之前的项目没有经验教训记录，如何回应这个焦点？最好的办法是与之前的项目组成员面谈收集，选A。选项BCD，单从识别风险的工具来看没错，但是没有回应情景中的焦点。

131、 [单选] 项目经理正在为一个政府项目管理风险识别过程。鉴于该项目的政治影响，多数主要相关方已经表现出高度的风险厌恶情绪。项目经理应该采取什么策略来应对关键相关方的这种情绪？
The project manager is managing the risk identification process for a government project. In view of the political impact of the project, most major stakeholders have shown a high degree of risk aversion. What strategies should the project manager adopt to deal with this sentiment of key stakeholders?

• A：规避和转移风险
  Avoid and transfer risks
• B：倾向于作出“镀金式”的回应
  Tends to respond in a gold-plated way
• C：对风险过程展现出高层级的承诺
  High-level commitment to risk processes is demonstrated
• D：识别重要和不重要的威胁
  Identify important and unimportant threats

正确答案：A 你的答案：D

解析：解析：PMBOK（6）407，11.1.3.1-风险管理计划-相关方风险偏好。相关方的风险偏好将联合决定可接受的整体项目风险敞口水平。既然相关方已经表现出了高度的风险厌恶情绪，对风险的可接受程度较低，此时宜采用规避和转移风险的应对策略。选项BCD都没有回应情景中提及的相关方的风险偏好，故排除。

137、 [单选] 作为敏捷管理从业人士，项目经理已接受某新公司提供的工作岗位。直到第三个迭代，项目一直进展的非常好，但从第四个迭代开始，项目团队开始注意到速率大幅下滑，项目现在已经进入了第七个迭代，但燃尽图仍未见好转的趋势。这种情况发生的原因是什么？
As an Agile management practitioner, the project manager has accepted a job offer from a new company. Until iteration 3, the project was doing very well, but from iteration 4, the project team began to notice a significant drop in the rate. The project is now in iteration 7, but the burndown chart shows no improvement. Why does this happen?

• A：每日站立会议要么未举行，要么效率低下
  Daily stand-up meetings are either not held or inefficient
• B：看板图未被用于组织和跟踪变更工作
  Kanban diagrams are not used to organize and track change efforts
• C：产品负责人未举行待办事项列表梳理会议
  Product owner does not hold to-do list combing meeting
• D：回顾会议要么未举行，要么效率低下
  Retrospectives are either not held or inefficient

正确答案：D 你的答案：B

解析：解析：敏捷知识点-冲刺回顾会议。冲刺回顾会议的目的是就团队可以如何提高他们的工作方式，以及就未来的迭代改进计划达成一致。在冲刺回顾中，团队将认识到他们做得好的领域以及有待改进的领域。包括什么进行顺利，缺少什么，需要改变什么等等。题目中进度问题从第四个迭代到第七个迭代都一直未能解决，可能出在回顾审查会议问题，没有通过回顾会议来找出问题以及讨论解决方案

138、 [单选] 一个项目已获得批准，且资源管理计划已到位。项目经理联系职能经理，并要求他们所在地区的主题专家(SME)分配给项目团队。然而，由于年终收尾活动，首席财务官拒绝从其他部门分配主题专家。项目经理应该做什么?
A project has been approved and a resource management plan is in place. The project manager contacts the functional managers and asks the subject matter experts (SME) in their area to be assigned to the project team. However, due to year-end closing activities, the CFO refused to assign subject matter experts from other departments.What should the project manager do?

• A：请求发起人使用他们的影响力来释放该资源
  Ask the initiator to use their influence to release the resource
• B：为该项目雇用一个新的永久性资源
  Hire a new permanent resource for the project
• C：推迟该项目直到该资源可用为止
  Postpone the project until the resource is available
• D：获得一个临时、技能熟练的外部资源
  Obtain a temporary, skilled external resource

正确答案：A 你的答案：D

解析：发起人负责为项目资源获得提供帮助，帮助处理项目经理职责以外的事项。职能经理拒绝项目经理为团队提供主题专家，项目经理应获得发起人的支持。B：获得主题专家是项目经理首选努力，首先不应去找其他资源替代所需的主题专家。C：推迟项目破坏了基准，又没有经过变更，不可取。D：同B。

139、 [单选] 一家公司准备在软件开发项目上使用敏捷实践。他们想让一位内部的候选人做scrum master的角色。候选人应该具备什么技能?
A company is preparing to use agile practices on software development projects. They wanted an internal candidate to take on the role of scrum Master. What skills should candidates possess?

• A：仆人式领导力
  Servant leadership
• B：冲突解决技能
  Conflict resolution skills
• C：演讲技能
  Presentation skills
• D：项目管理技能
  Project management skills

正确答案：A 你的答案：D

解析：解析：敏捷方法强调，仆人式领导是一种为团队赋权的方法。通过对团队服务来领导团队的实践，它注重理解和关注团队成员的需要和发展，旨在使团队尽可能达到最高绩效。

140、 [单选] 根据项目管理计划，按进度绩效范围(SPI)测量，10%的计划偏范围可接受的。在获得测量指标过程中，项目经理收集了以下信息：计划价值(PV)=1，000美元；净值(EV)=850美元。项目经理该做什么？
According to the project management plan, as measured by the progress performance range (SPI), 10% of the plan deviation is acceptable. In obtaining the measurements, the project manager collects the following information: Project value (PV)= $1,000; Net worth (EV)= $850. What should a project manager do?

• A：举行经验教训会议
  Hold lessons learned meetings.
  Perform a lessons learned meeting.
• B：提交变更请求
  Submit a change request
• C：更新问题日志
  Update problem log
• D：更新风险登记册
  Updating the Risk Register

正确答案：C 你的答案：A

解析：解析：PMBOK（6）P96，4.3.3.3-问题日志。EV=850美元，偏差=（1000-850）/1000=15%>10%，是不可接受的，要将其记录为问题跟踪解决，必要时举行提交变更请求并总结经验教训，所以AB在选项C之后。很多同学分不清楚问题日志和风险登记册的区别，问题日志通常用于已发现问题的记录和跟踪聚焦，而风险登记册针对的是不确定性事件。

141、 [单选] 项目经理必须确定项目的完成日期，虽然大多数活动都是已知的，但由于产品交付日期未知，某些工作包无法安排。项目经理应该使用什么来向相关方提供完工日期估算？
The project manager must determine completion dates for the project, and while most activities are known, some work packages cannot be scheduled because the product delivery dates are unknown. What should the project manager use to provide completion date estimates to stakeholders?

• A：滚动式规划
  Rolling planning
• B：蒙特卡洛模拟
  Monte Carlo simulation
• C：分解
  decomposition
• D：计划评审技术（PERT)
  Program Review Technique (PERT)

正确答案：B 你的答案：D

解析：解析：PMBOK（6）P213-6.5.2.4数据分析-模拟。这题易选错成A。“必须确定项目的完工日期”，采用滚动式规划就不合适了，排除AC选项。此时需要借助蒙特卡洛技术，对项目完成日期的可能分布进行预测。

143、 [单选] 在项目启动会议期间，项目发起人告诉产品负责人和团队项目章程即将完成。然而，由于存在在紧迫的期限内满足政府监管要求的压力，发起人希望立即开始工作。产品负责人下一步应该做什么？
During the project Initiating meeting,the project sponsor told the product owner and team that the project charter was about to be completed. However, due to the pressure to meet government regulatory requirements within the tight deadline, the sponsor wanted to start work immediately.What should the product owner do next?

• A：告诉发起人在团队可以确定资源之前需要授权的项目章程
  Tell the sponsor the project charter that needs to be authorized before the team can determine the resources
• B：让团队继续进行资源识别和需求收集
  Let the team continue with resource identification and requirements collection
• C：创建产品功能未完成项，以识别任何可能的瓶颈
  Create product feature open items to identify any possible bottlenecks
• D：在章程和资金获得批准的情况下，制定另一次开工会议的计划
  With the approval of the constitution and funds, develop a plan for another start-up meeting

正确答案：C 你的答案：A

解析：解析：产品负责人是敏捷项目团队的重要角色，主要负责编写用户故事、确定产品/迭代待办事项（Backlog）、识别风险，排出优先级。A：产品负责人是敏捷项目中必需的角色，预测型项目中产品和项目是非常清楚的，一般不需要这个角色，授权是给项目经理的，不是给产品经理的。B：如果是预测型项目，识别资源和收集需求是规划过程组的工作，不是章程还没有批准情况下进行的工作，且此工作是项目管理团队的职责，不是整个项目团队的职责。D：预测型项目章程批准了，启动过程组结束，进入规划过程组，不计划另一次开工会。

147、 [单选] 项目经理最近被指派接管一个为期18个月的项目。该项目已经运行了6个月，项目经理与即将离任的项目经理举行了移交会议。该前任项目经理告知该新项目经理该项目符合进度计划要求，但已超预算。该项目的进度绩效指数(SPI)和成本绩效指数(CPI) 指标分别是多少？
The project manager was recently assigned to take over an 18-month project. The project has been running for six months and the project manager has held a handover meeting with the outgoing project manager. The former project manager informed the new project manager that the project was on schedule but over budget. What are the progress performance index (SPI) and cost performance Index (CPI) of the project?

• A：该项目的进度绩效指数为1，成本绩效指数为0.9
  The progress performance index and cost performance index of the project are 1 and 0.9 respectively
• B：该项目的进度绩效指数为0.9，成本绩效指数为1
  The progress performance index and cost performance index of the project are 0.9 and 1 respectively
• C：该项目的进度绩效指数为1.4，成本绩效指数为1.2
  The project has a schedule performance index of 1.4 and a cost performance index of 1.2
• D：该项目的进度绩效指数为1，成本绩效指数为1.2
  The progress performance index and cost performance index of the project are 1 and 1.2 respectively

正确答案：A 你的答案：D

解析：解析：PMBOK（6）261，7.4.2.2-数据分析。“符合进度”，SPI=1.0，“已超出预算”，EV

148、 [单选] 项目经理正在谋求与关键相关方一起验证某项目是否符合公司战略。但其中的几位相关方却一再拒绝开会请求。项目经理接下来应该如何进行该验证工作?
The project manager is seeking to verify with key stakeholders whether a project meets the company’s strategy. However, several of the parties involved have repeatedly refused to meet requests. How should the project manager carry out the verification work next?

• A：将该问题上报给项目发起人，说明某些相关方在忽视开会请求
  Report the issue to the project sponsor, indicating that some parties are ignoring the meeting request
• B：通过电子邮件或电话单独与未参会的相关方开展项目验证工作
  Verify the project with the non-participating parties individually by email or phone
• C：更新风险登记册，将未参与该验证工作的相关方的姓名记入其中
  Update the risk register to include the names of interested parties not involved in the verification exercise
• D：仅与参会的相关方举行验证会议
  Validation meetings will be held only with participating parties

正确答案：A 你的答案：C

解析：解析：PMBOK（6）523，13.3-管理相关方参与。相关方始终不予响应，做为项目经理已经无法调动相关方参与到项目当中，此时需要寻求发起人的介入。选项B，相关方的抵制会影响到验证的效果。选项C，如果问题未来仍然可能出现，要列入风险登记册跟踪，在A选项之后。选项D，缺失关键相关方的反馈信息。

149、 [单选] 项目经理刚刚完成一个大型项目，但不确定该项目的执行情况如何。项目经理正在考虑获得反馈以衡量相关方满意度的各种可能性。项目经理应该做什么？
The project manager has just completed a large project and is not sure how well the project is performing. The project manager is considering various possibilities for obtaining feedback to measure stakeholder satisfaction. What should a project manager do?

• A：通过查看经验教训和任何纠正措施，参考经验教训登记册
  Refer to the lessons learned register by viewing lessons learned and any corrective actions
• B：通过查看提出的问题，进度及解决方案来检查问题日志
  Check the problem log by looking at the issues raised, progress, and solutions
• C：与相关方举行非正式会议，以感谢他们对项目做出的贡献
  Hold informal meetings with interested parties to thank them for their contributions to the project
• D：创建对关键相关方的问卷调查并查看他们的回复
  Create a questionnaire for key stakeholders and view their responses

正确答案：D 你的答案：A

解析：解析：PMBOK（6）P143，5.2.2.2-数据收集-问卷调查。既然是要获得相关方的反馈，所以中看在项目执行过程中遇到的问题是不够的，排除选项AB，又提到了“衡量相关方满意度的各种可能性”，所以只开会表达谢意也是不够的，最好的管理实践是通过问卷调查的方式收集反馈意见并评估。

151、 [单选] 在一个先前的项目中，项目经理未能在过程早期确定关键相关方，且该项目超出预算。项目经理该做什么来防止新项目出现该问题？
In a previous project, the project manager failed to identify key stakeholders early in the process, and the project exceeded the budget. What should the project manager do to prevent this problem in the new project?

• A：进行商业论证，了解关键相关方的需要
  Consult the business case to understand the needs of key stakeholders.
• B：审查该组织的结构，并记录相关方的需要
  Review the organizational structure and document the stakeholder’s needs.
• C：审查公司政策和指 引，以帮助经理与董事沟通
  Review company policies and guidelines to help managers communicate with directors
• D：将项目管理计划用作指南，以帮助了解哪些风险可能会使成本增加
  Use the project management plan as a guide to help understand which risks may increase costs

正确答案：B 你的答案：A

解析：解析：PMBOK（6）P507-13.1识别相关方。“未能在早期确定关键相关方”，对相关方的识别出现了疏漏，所以在新项目中要强化对相关方的梳理识别。选项A，商业论证侧重于论证项目的可行性。选项C，公司的政策属于事业环境因素，不是情景中的焦点。选项D，项目管理计划在规划阶段制定，在选项B之后。

155、 [单选] 某公司在过去六个月里与其五家供应商一起成功建立了一个数据交换系统，该公司与第六家供应商模仿该系统解决方案、但在部署后第一天就遇到重大问题。哪个因素导致该项目出现问题？
One company successfully built a data exchange system with five suppliers over the past six months. The company and a sixth supplier modeled the system solution, but encountered major problems on the first day of deployment. What factors caused the problems in the project?

• A：忽略了经验教训数据库
  The lessons learned database is ignored
• B：缺少关键相关方的参与
  Lack of participation by key stakeholders
• C：未清晰界定风险管理数据库
  The risk management database is not clearly defined
• D：未完整研究第六家供应商的历史数据
  Incomplete research on the historical data of the sixth supplier

正确答案：D 你的答案：A

解析：解析：PMBOK（6）P482，10.2-实施采购。前五家供应商没有出现问题，所以第六家供应商自身的问题可能性比较大，排除选项BC。又由于“模仿该系统解决方案”，所以已经借鉴了之前汇总的经验教训数据库，排除A选项。经过排除，D选项可能是导致问题产生的原因。

156、 [单选] 项目经理在选择适合的团队成员以交付项目方面遇到挑战，在一次状态会议上，负责关键交付里程碑的项目团队负责人告知项目经理，由于职能经理变更了最初分配的团队成员，且新成员最近才加入团队，因此项目将出现延迟。项目经理接下来该做什么？
The project manager was challenged to select the right team members to deliver the project. During a status meeting, the project team leader responsible for key delivery milestones informed the project manager that there would be a delay because the functional manager had changed the team members originally assigned and new members had recently joined the team. What should the project manager do next?

• A：告知相关方这是执行计划中的一项变更，并向变更控制委员会(CCB)发出变更请求
  Inform the parties that this is a change in the implementation plan and issue a change request to the Change Control Board (CCB)
• B：与职能经理讨论这一情况，并告知其新团队成员必须经过充分的培训
  Discuss the situation with the functional manager and inform him/her that new team members must be fully trained
• C：与职能经理协商，并评估最初分配的资源能否用于此次交付
  Consult with the functional manager and assess whether the initial allocation of resources can be used for this delivery
• D：与新团队成员举行会议，解释该项目的总体目标及其对组织的重要性
  Hold meetings with new team members to explain the overall goals of the project and its importance to the organization

正确答案：C 你的答案：B

解析：解析：PMBOK（6）P332，9.3.3.2-人际关系与团队技能，团队成员归属于职能部门，所以就职能部门经理擅自变更了团队成员的问题要与其协商谈判，而新加入的团队成员是否是胜任项目的要求，要进行评估。选项A，首先对问题进行评估，根据评估结果做出决策。选项B，情景中并未提及新加入的团队成员无法胜任。选项D在选项C之后。

157、 [单选] 项目经理被指派领导的过程自动化项目将最终导致劳动力缺失,尽管该项目在公司内部受关注度很高，但相关方却未出席关键需求收集会议。项目经理应如何确保更多相关方参加会议？
The process automation project that the project manager is assigned to lead will ultimately lead to labor optimization and loss, although the project is highly regarded within the company, the relevant parties do not attend the critical requirements gathering meeting. How should the project manager ensure that more stakeholders attend the meeting?

• A：让项目发起人促使相关方支持项目结果
  Get the project sponsor to push stakeholders to support the project results
• B：与各相关方一起开展头脑风暴，并尽力说服他们参加会议
  Brainstorm with all concerned parties and try to persuade them to attend the meeting
• C：与关键相关方达成一致意见
  Reach agreement with key stakeholders
• D：让所有相关方了解项目的成本效益
  Inform all stakeholders of the cost effectiveness of the project

正确答案：D 你的答案：B

解析：解析：PMBOK（6）522，13.2.3.1-相关方参与计划。要想确保更多相关方参与会议，就需要想办法“调动”相关方参与到项目中来。选项A，是单方面的施压，另外对相关方的管理是项目经理的责任。选项B，相关方未参加会议。选项C，忽略这些相关方的需求是错误的，会增加项目失败的风险。

160、 [单选] 项目经理正在领导一个同时具有内部团队和外部供应商的大型项目。项目经理通过其中一个相关方发现外部供应商提供的产品质量不符合要求。项目经理下一步应该做什么？
The project manager is leading a large project with both an internal team and an external vendor. Through one of the stakeholders, the project manager finds that the quality of products provided by external suppliers is not up to standard. What should the project manager do next?

• A：启动变更管理过程以进行调整
  Start the change management process to make adjustments
• B：查看基础合同中的规范
  Review the specifications in the underlying contract
• C：与该供应商开会以重新谈判合同
  Meet with the supplier to renegotiate the contract
• D：告知供应商管理层可能采取的处罚措施
  Inform supplier management of possible penalties

正确答案：B 你的答案：A

解析：解析：PMBOK（6）P492，12.3-控制采购。供应商提供的产品质量不符合要求，查看合同中对此违约行为的约定。选项A，因为是买方卖方之间的采购活动，没有涉及到变更。选项C，因为违约而调整合同，错误。选项D，惩罚行为要按照合同约定实施。

165、 [单选] 最近的燃油税增加直接影响了项目的成本，项目经理之前将该问题识别为风险并将其记录在风险登记册中。项目经理下一步应该做什么？
The recent fuel tax increase has directly affected the cost of the project. The project manager previously identified the problem as a risk and recorded it in the risk register. What should the project manager do next?

• A：分析成本影响，并更新风险评估矩阵
  Analyze the cost impact and update the risk assessment matrix
• B：应用减轻计划，并使用项目的应急资金
  Apply the mitigation plan and use the project’s contingency funds
• C：重新评估影响，并将结果传达给相关方
  Reassess the impact and communicate the results to stakeholders
• D：向发起人请求额外资金
  Request additional funds from the initiator

正确答案：B 你的答案：A

解析：解析：PMBOK（6）449，11.6-实施风险应对。因为之前已经将”燃油税增加“识别为了风险并记录在风险登记册上，所以这属于一个已知-未知风险，风险触发，查阅风险登记册，执行预先制定的应急计划。选项AC属于权变，通常用于”未知-未知“风险或应急计划不起效时。D选项，有应急储备，所以不需要申请额外资金。

172、 [单选] 项目经理结束了一个重要的组织转型项目，项目发起人通知项目经理。由于信息是保密的。所有项目文件应直接交付给他们，而不是上传到项目知识数据库。项目经理下一步该做什么？
The project manager has concluded an important organizational transformation project and the project sponsor notifies the project manager. Because the information is confidential. All project documents should be delivered directly to them rather than uploaded to the project knowledge database. What should the project manager do next?

• A：将文件交给发起人，并删除所有项目记录
  Give the file to the originator and delete all project records
• B：建议基于访问控制的归档，以提供受限访问
  An access-control-based archive is recommended to provide restricted access
• C：将发起人的请求告知审计团队
  Inform the audit team of the initiator’s request
• D：根据原始流程发布文件
  Publish the file according to the original process

正确答案：C 你的答案：B

解析：解析：PMBOK（6）128，4.7.3.4-组织过程资产更新。在项目收尾阶段要对经验教训进行总结，汇入组织过程资产。项目发起人的请求是否符合公司的规定，要由审计团队做判断。选项ABD都未经评估决策，错误。

173、 [单选] 在项目执行阶段，批准了一批监管法律，责令立即遵守。这项法律将影响项目的范围，进度和成本。项目经理首先应该做什么？
During the project implementation phase, a number of regulatory laws were approved, ordering immediate compliance. This law will affect the scope, progress and costs of the project.What should the project manager do first?

• A：减轻风险
  Mitigate risk
• B：更新项目管理计划
  Update the project management plan
• C：将问题升级上报给高级管理层
  Escalate the problem to senior management
• D：开始变更请求过程
  Begin the change request process

正确答案：D 你的答案：A

解析：PMBOK（6）P113-4.6实施整体变更控制。新法律将影响项目范围、进度和成本，通过变更请求流程处理变更。A：首先要做的遵守法律，若由于遵守法律影响了项目进度、范围、成本，通过变更处理。B：首先先解决项目当下的问题，后续可能更新项目管理计划，但必须在变更后更新。C：首先项目经理自己处理，处理不了再上报。

174、 [单选] 某咨询公司正在为某制造公司的大量运营过程实施增强计划，以期降低生产成本。其中几个新过程仍有待某职能经理批准，但该职能经理现在却因病请假，该经理无法尽早回来，导致审批过程无法按时完成。项目经理应该做什么？
A consulting firm is implementing an enhancement plan for a large number of operations in a manufacturing company in order to reduce production costs. Several of the new processes are still subject to approval by a functional manager, but the functional manager is now on sick leave and the manager cannot return as soon as possible, resulting in the approval process not being completed on time. What should a project manager do?

• A：提交变更请求，增加完成审批过程所需时间，并在所有过程获批后实施增强型运用过程
  Submit change requests, increase the time required to complete the approval process, and implement enhanced operational processes after all processes have been approved
• B：实施已批准的增强型运营过程，并提交变更请求，推迟审批过程的实施
  Implement approved enhanced operational processes and submit change requests to delay implementation of the approval process
• C：提交变更请求，以规避在等待审批的增强型运营过程的审批过程，并实施所有已获批的增强型运营过程
  Submit change requests to circumvent the approval process in the enhanced operational process pending approval and implement all approved enhanced operational processes
• D：实施已获批的增强型运营过程，并提交变更请求，将待审批过程的实施从项目范围中移除
  Implement the approved enhanced operational process and submit a change request to remove the pending approval process implementation from the project scope

正确答案：B 你的答案：C

解析：解析：PMBOK（6）P113，4.6-实施整体变更控制。近年来，这种从真实项目环境中抽象概括出来的情景题型出现的比例在陆续增加，给同学们造成了很大的困扰，因为每个人都有自己的工作经验投射，所以容易出现误判。建议采用排除法，选项A，部分已获批，等待全部审批完成影响项目工期。选项C，绕过审批与我们的整体变更控制流程不符。选项D，移除错误。相对而言，选项B较为恰当。

177、 [单选] 项目经理正管理着某实行集中式组织结构的组织的一个战略性项目。项目经理正编资源管理计划，其中一位技术水平很高的资源(人员)想加入该项目。项目经理该做什么来将该资源分配至该项目？
The project manager is managing a strategic project for an organization with a centralized organizational structure. The project manager is working on the resource management plan, and one of the highly skilled resources (people) wants to join the project. What should the project manager do to allocate this resource to the project?

• A：与人力资源经理商讨将该资源分配至该项目事宜
  Discuss the allocation of resources to the project with the HR manager
• B：向项目发起人说明应让该资源加入项目团队的理由
  Explain to the project sponsor why the resource should be added to the project team
• C：与该资源的职能经理沟通，了解其下一阶段的工作安排
  Communicate with the functional manager of the resource to understand the work schedule for the next phase
• D：确保该资源未负责其他任务后，将其纳入资源管理计划
  Incorporate the resource into the resource management plan after ensuring that it is not responsible for other tasks

正确答案：C 你的答案：A

解析：解析：PMBOK（6）P332，9.3.3.2-人际关系与团队技能。由于资源归职能部门经理管理，所以需要通过与职能部门经理协商的方式获取资源。选项A，人力资源经理参与或指导，但最终需要职能部门经理放行。选项B，资源管理是项目经理的责任，直接请项目发起人介入不合适。选项D，前后顺序颠倒，资源管理计划是提前制定的，然后根据资源管理计划来获取资源。。

178、 [单选] 项目经理负责交付一个高知名度项目。项目经理了解该项目有预算和时间限制。职能经理将无法提供所需的人力资源。项目经理应该做什么？
The project manager is responsible for delivering a high profile project. The project manager understands that the project has budget and time constraints. The functional manager will not be able to provide the required human resources. What should a project manager do?

• A：拒绝该项目
  Reject the project
• B：协商资源
  Negotiate resource
• C：与外部资源签订合同
  Sign contracts with external sources
• D：升级上报给项目发起人
  The upgrade is reported to the project sponsor

正确答案：C 你的答案：D

解析：解析：PMBOK（6）P328，9.3-获取资源。"职能经理将无法提供所需的人力资源”，内部资源不足，需要从外部获取。选项A，因为资源短缺就拒绝项目过于武断。选项B，内部无资源，协商不来。选项D，资源管理是项目经理的责任，项目经理自己应先自主解决。

189、 [单选] 项目经理正在管理一个数字化转换项目该项目涉及团队在整个公司开展业务方式的大规模变更。目前，该项目正处于规划阶段，在进入执行阶段之前，项目经理应该做什么？
The project manager is managing a digital transformation project that involves a massive change in the way the team does business across the company. At present, the project is in the planning stage. What should the project manager do before entering the execution stage?

• A：尽早识别项目相关方并让所有相关方参与进来
  Identify project stakeholders early and involve all stakeholders
• B：向整个公司范围发送电子邮件，说明该项目的重要性
  Send a company-wide email stating the importance of the project
• C：安排一次与相关方召开的会议，告知他们其在项目中的任务分配
  Schedule a meeting with stakeholders to inform them of their assignments in the project
• D：更新沟通管理计划以反映项目的重要性
  Update the communication management plan to reflect the project’s importance

正确答案：C 你的答案：A

解析：解析：PMBOK（6）P86，4.2.2.4-会议。在完成项目管理计划之后，进入执行阶段之前，通常要举行开工会议，传递项目的信息，并获得相关方的承诺。所以只传递一下信息是不足的，排除B选项。A选项可以提升项目成功的几率，但是没有回应题目。选项D，没有提及沟通管理计划出现问题。

190、 [单选] 一家公司正在为处于不同国家的几家分支机构部署新的战略利益解决方案。安装该解决方案的团队中受过专门培训的资源有限，无法并行管理多个部署。第一个国家的部署项目抵迟，现在与下一个国家的部署对进行。项目经理宣布，由于缺乏资源，所有国家的部署都将推迟。若要避免这种情况，项目经理事先应该做什么？
A company is deploying new strategic interest solutions for several branches in different countries. The team that installed the solution had the trained resources to manage multiple deployments in parallel. Deployment to the first country arrived late and is now paired with deployment to the next country. The project manager announced that deployments would be delayed in all countries due to lack of resources. To avoid this, what should the project manager do beforehand?

• A：更密切地监控第一个国家部署的进度，并告知所有相关方
  Monitor the progress of the first country deployment more closely and inform all interested parties
• B：要求每个国家提供额外预算，以便为部署雇佣高级资源
  Each country is required to provide an additional budget to hire high-level resources for deployment
• C：在团队中包含额外资源，让他们可以接受产品培训并能够部署产品
  Include additional resources in the team so they can train for the product and be able to deploy the product
• D：查看每个分支机构的需求优先级，并与他们一起制定新的部署进度计划
  Review the requirements priorities of each branch and work with them to develop a new deployment schedule

正确答案：C 你的答案：D

解析：解析：PMBOK（6）P312，9.1-规划资源管理。"若要避免”、“事先应该”，出现类似的关键字，要向前回溯看缺少了什么。”受过专门培训的资源有限“，已经指明了问题所在，所以提前规划所需资源并安排培训，有助于避免问题的发生。选项AD，属于接受了资源短缺的风险，没有解决问题。选项B，情景中没有提及安装团队是高级资源。

191、 [单选] 公司很多高级经理被识别为某项目的关键相关方，他们抱怨称不了解项目当前状况，感到很沮丧和不了解情况，因为无人告知其真实情况。项目经理为此感到很困惑，因为自从项目开始以来，他们一直在定期发送有关最新情况和报告的电子邮件，并已确保将所有经理都包含在沟通活动中。项目经理应该如何消除他们的顾虑？
Many of the company’s senior managers identified as key stakeholders on a project complained of not knowing what was going on and feeling frustrated and uninformed because no one had told them what was going on. Project managers are confused because they have been sending regular e-mails about updates and reports since the project began and have ensured that all managers will be sent Both are included in communication activities. How do project managers address their concerns?

• A：向高级经理解释其已定期发送电子邮件沟通情况，并提出重新发送这些邮件，以便高级经理能够掌握项目的最新情况
  Explain to the senior manager that they have sent regular e-mails to communicate with each other and propose to resend these e-mails so that the senior manager can keep up with the latest situation of the project
• B：修改沟通管理计划，确保现在已经将提出这些问题的经理纳入所有项目沟通活动
  Modify the communication management plan to ensure that managers who raise these issues are now included in all project communication activities
• C：与项目团队成员讨论让所有相关方了解相关情况的重要性，并确保他们抓住每一个机会谈论项目
  Discuss with project team members the importance of keeping all stakeholders informed and ensuring that they take every opportunity to talk about the project
• D：修改沟通管理计划，将定期与心存顾虑的高级管理人员亲自沟通纳入其中，以便仔细检查与项目进展相关的关键内容
  Revise the communication management plan to include regular, in-person meetings with concerned senior management to scrutinize key elements related to project progress

正确答案：D 你的答案：B

解析：解析：PMBOK（6）P388，10.3-监督沟通。对沟通计划的修订要基于相关方对信息获取的需求，这种题型有一个常见的陷阱，如果只回复情景中暴露出来的问题就错了。正确的管理实践要对相关方获取信息的需求进行梳理，根据评估结果去修改沟通管理计划，所以选D而不选B。选项AC，都没有从沟通管理计划上去解决问题，错误。

194、 [单选] 项目经理有三个月的时间为即将到来的贸易展交付复杂的电子商务项目,这个截止日期至关重要，因为管理层渴望提升公司在市场上的竞争优势。若要确保项目实现其目标，项目经理应该做什么？
Project managers have three months to deliver complex e-commerce projects for the upcoming trade show, a deadline that is critical as management is eager to enhance the company’s competitive edge in the market. What should the project manager do to ensure that the project achieves its goals?

• A：开始制定项目管理计划
  Start developing a project management plan
• B：使用快速跟进计划压缩技术
  Use the quick follow up plan compression technique
• C：确定关键成功因素和高层级交付策略
  Identify key success factors and high-level delivery strategies
• D：制定项目的相关方参与计划
  Develop stakeholder engagement plans for the project

正确答案：C 你的答案：D

解析：解析：PMBOK（6）P75，4.1-制定项目章程。项目的目标要在项目章程中明确，特别是提到了管理层对项目的期望，要达成共识后列入项目章程。选项ABD，均在C选项之后。

195、 [单选] 一家公司正在冒险涉足新的业务运营范围。这一环境有不同的法规，需求和客户期望，该公司正在利用现有的运营模式，内部知识和专业知识在该领域开展项目。项目经理下一步应该做什么？
One company is venturing into new areas of operation. This environment has different regulations, needs and customer expectations, and the company is leveraging existing operating models, internal knowledge and expertise to launch projects in this area. What should the project manager do next?

• A：生成与项目相关的假设条件
  Generate assumptions related to the project
• B：将高层级风险升级上报给发起人
  Report the high-level risk escalation to the initiator
• C：收集历史项目信息
  Collect historical project information
• D：获得批准，以继续进行该项目
  Obtain approval to proceed with the project

正确答案：A 你的答案：C

解析：解析：PMBOK（6）P81，4.1.3.2-假设日志。“有不同的法规，需求和客户期望，现有的运营模式，内部知识和专业知识”是对当前项目的制约，属于假设日志。假设日志是风险的来源之一。选项B，对风险识别后，根据评估结果制定应对策略，在A选项之后。选项C，未回应情景中提到的制约因素。选项D，未经评估即实施，错误。

196、 [单选] 一个项目处于执行阶段，但项目经理正在从客户那里收到大量范围变更请求。项目经理应该在项目早期做些什么来避免这种情况？
A project is in execution, but the project manager is receiving a large number of scope change requests from the customer. What should the project manager do early in the project to avoid this?

• A：确保已制定完整的响应行动计划
  Ensure that a complete response action plan is in place
• B：确保已充分定义需求
  Ensure that requirements are adequately defined
• C：确保项目章程已获得批准
  Ensure that the project charter is approved
• D：确保验收标准已获得批准
  Ensure acceptance criteria have been approved

正确答案：B 你的答案：C

解析：解析：PMBOK（6）P150，5.3-定义范围。因为客户提出的变更请求集中在范围变更，所以在收集需求和定义范围过程如果能够对项目的范围做充分的定义，关于范围的变更请求就会相应的少很多。

198、 [单选] 团队甲和团队乙目前正在为一个重要的客户实施软件更新。团队甲和团队乙拥有相同的知识和专门技能。团队甲的一位资源不再参加项目。有鉴于此，团队甲可能无法按时在预算内交付可交付成果。项目经理该做什么？
Team A and Team B are currently implementing software updates for a key customer. Team A and Team B have the same knowledge and expertise. One of team A’s resources is no longer participating in the program. As a result, Team A may not be able to deliver deliverables on time and within budget. What should a project manager do?

• A：考虑该资源无法参加项目这一情况，让发起人延长交付期限
  Consider a situation where the resource is unable to participate in the project and ask the sponsor to extend the delivery date
• B：安排团队甲的资源加班工作
  Arrange team A’s resources to work overtime
• C：将团队乙的一位资源调至团队甲
  Transfer one resource from Team B to Team A
• D：雇佣一位临时外部资源
  Hire a temporary external resource

正确答案：C 你的答案：B

解析：解析：PMBOK（6）P352，9.6-控制资源。“团队甲的一位资源不再参与项目”，首先尝试从内部协调资源补位，由于团队甲和团队乙同属一个项目，做为项目经理可以协调同一个项目内的资源。选项BD是缺少资源补位后可能采取的备选方案，在选项C之后。选项A，未尝试解决问题即接受，与PMBOK所倡导的积极乐观相违背。